Why 2021 will be the year of employee relations
As we move into 2021, employee relations professionals have an opportunity to make progress toward crucial long-term goals.
Last year was incredibly difficult, but the resilience of leaders everywhere was inspiring. HR and employee relations (ER) leaders stepped up to help their companies confront and overcome unprecedented challenges. They were communicators, counselors, investigators and coaches under extraordinary circumstances. HR and ER demonstrated their value and took their rightful place at the strategic center of organizations around the world.
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As we move into 2021, ER professionals still have plenty of challenges ahead, but they also have an opportunity to make progress toward crucial long-term goals. The spark that began in 2020 needs tending to keep the fire going. Several trends from 2020 are still relevant, and new issues are emerging now that will ensure ER’s strategic influence remains strong in 2021.
Expanding focus on mental health and wellness
An APA survey found that 78% of adults in the U.S. are significantly stressed by the pandemic and its fallout. Loneliness and uncertainty are on the rise. Vaccines offer hope, but it will be months before we return to anything resembling normal. Companies and HR teams have responded by putting new policies in place, using data to identify employee needs and moving beyond traditional EAPs to offer integrated behavioral health benefits.
That’s a good start, but mental health needs won’t disappear the moment the pandemic comes to an end. Leaders must focus on employee wellbeing as part of the long-term culture, not just as a reaction to the pandemic. ER professionals should continue efforts to destigmatize mental health issues and offer support. They should also enlist managers in the effort, providing training to equip managers to help struggling employees and make it clear that employee wellbeing is everyone’s job.
Turning commitment to diversity, equity and inclusion into action
Organizations renewed their focus on DE&I programs in 2020 in response to social justice movements like Black Lives Matter and made strong, public commitments to improve diversity and ensure equality. But statements of solidarity aren’t enough. In 2021, employee activism will continue to be a catalyst for corporate policymaking, and employees will expect action, not “woke-washing” statements.
This is an opportunity for ER leaders to turn commitments into actions that cascade across the organization. Realizing that opportunity will require continued focus and data analysis to identify patterns and trends. Data can help ER establish benchmarks and identify where the company needs to take action, and benchmarks allow leaders to measure progress against goals. In 2021, it will be important to demonstrate continued progress. ER and HR teams can lead the way.
Implementing COVID-19 recovery plans
One monumental task that awaits HR and ER teams in 2021 is developing and implementing detailed transition plans to handle widespread vaccine rollout and related facets of COVID-19 recovery. What are the specific goals, in addition to customer and staff safety? Will the company require employees to get vaccinated? What will work-from-home policies look like after COVID-19?
Companies are already taking steps to put pandemic recovery policies in place. Many retailers are lobbying governments to get priority access to vaccines. Dollar General recently announced a PTO incentive to encourage employees to get vaccinated. Implementing recovery plans is uncharted territory. We’ve seen our community of employee relations leaders come together to discuss options and strategies for a smooth transition.
Moving toward a new workplace
Events in 2020 also accelerated the ongoing reconfiguration of the workplace. As vaccine distribution improves safety, HR and ER leaders will have an opportunity to shape the new workplace. The crash course in remote working brought on by the pandemic will yield lessons ER can apply on a long-term basis, and data and analytics will enable leaders to make better decisions.
The questions that need to be resolved in the months ahead include how to weigh employee performance during a disruptive pandemic, whether to move to a hybrid home and office model (and how that might affect employees who came on board during the pandemic), how to improve remote management, etc. ER leaders will be instrumental in maintaining the company culture and collaborating with managers to ensure a consistent and fair employee experience — at home or in the office.
Employee relations leading the way
What began in 2020 will continue in the months ahead, and recovery issues will become more pressing as the year progresses. As companies emerge from the pandemic to embrace a changed environment, they’ll find a future that was shaped by what HR and ER are doing right now. It’s critical for leaders to remain resilient and committed to delivering a consistent and fair employee experience.
The ability to capture and analyze data for insights will remain crucial in the coming year; data will be central to addressing all the HR and ER issues highlighted here. Of equal importance is collaboration, the HR and ER community has come together to set the course forward. It’s important that all ER leaders know they’re not alone as every company navigates this new normal. 2021 will certainly bring more surprises and challenges, but by working together HR and employee relations teams can lead the way.
Deb Muller is CEO of HR Acuity.
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