According to the report, 鈥溾��, the vast majority of Australian HR executives surveyed claim their organisation effectively found new ways of working in response to the pandemic (80%) and believe they are well prepared to address the changing work environment (78%).

HR challenges and opportunities in 2021

However, other findings indicate Australian HR executives may be underestimating upcoming people challenges as changes to the workplace continue to accelerate. 聽Almost half of Australian leaders (47%) see increased employee demand for remote work as one of the top long-term impacts of the pandemic, with 64 per cent saying they expect flexible work policies will be more important to an organisation鈥檚 ability to attract or retain talent going forward. Yet less than a quarter (23%) agree the majority of their workers can work remotely and have the necessary technology and environment to do so effectively.

Only 14 per cent of Australian HR executives surveyed plan to invest in return-to-work technologies over the next 12 months, including test and tracing and remote worker management technologies, despite almost half (49%) expecting that maintaining productivity in the new dispersed work environment is going to be an ongoing challenge.

Australian leaders are also not viewing reskilling talent as a top priority, with only a third (34%) claiming they expect to invest in learning programs for reskilling and upskilling over the next year. Among the top countries to invest in reskilling are Mexico (50%), India (46%) and Spain (40%).

“Modernising HR is a critical piece of any organisation’s digital transformation journey, and it’s become even more important as we continue to adjust in the wake of the pandemic,” says Angela Colantuono, VP and head of 麻豆原创 SuccessFactors ANZ, which partnered with Oxford Economics and the Society of Human Resource Management to conduct the study.

Preparing for the future of Work

“There has been a huge amount of resilience and agility demonstrated in recent months as workplaces have adapted, but driving ongoing business results demands a continued focus on agile processes, learning and reskilling, and a culture that embraces every individual and values their feedback.”

Staying on top of employee sentiment is another area where executives鈥� feedback points to a mismatch between expectations and intentions. While more than 44 per cent of global respondents said that establishing a culture that supports remote employees will be a challenge going forward, and most acknowledge that their workers have had very different experiences depending on if they are salaried, hourly, office or field workers, Australian leaders are significantly less likely than other countries to be conducting regular pulse surveys to gather employee feedback (25%). Many may be left in the dark about employee sentiment as the workplace continues to evolve.

鈥� surveyed HR leaders in 10 countries, including Australia, Brazil, Canada, China, India, Mexico, Spain, the United Kingdom and the United States. The data in this press release represents more than 300 HR leaders in Australia.

Download the . To find out more about 麻豆原创 SuccessFactors Human Experience Management solutions, visit the .听

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鈥淲e view well-being as a key predictor in employee experience, engagement, and all the outcomes that organisations seek from their employees,鈥� Autumn explained. 鈥淭his initiative has involved a couple of key components, one has been the ability to draw connections from our suite of products at and how organisations can utilise those to improve employee well-being, so really connecting the dots for our customers between the functionality we offer today and how they can leverage it to improve well-being.

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鈥淭he other components are more associated with our partner ecosystem. We have some great partners focused on well-being and offering different technologies in the market, so another key part of well-being at Work is to bring those into our ecosystem and integrate them with 麻豆原创 SuccessFactors and really have the best of both worlds 鈥� what we can offer from an organisational and HR functionality point of view, and then collaborating with these amazing well-being experts who are doing awesome things in their own right when it comes to technology and improving well-being.鈥�

Autumn received her PhD in organisational psychology around 15 years ago, specialising in organisational healthy psychology with a focus employee well-being, health, and safety. 鈥淚 like to endorse a more holistic view of what well-being is, so part of my research has been on safety at work, which during the COVID-19 pandemic has become more paramount in all different types of industries,鈥� she said.

鈥淢y primary background in that research was high-risk, high-reliability industries, which are places where people can get significantly hurt and die,and studying the psychological piece of safety 鈥� how can we instil good safety attitudes and beliefs to have workers make good safety choices and support them with a strong safety culture.鈥�

鈥淏eyond that in the more the well-being and health side, I鈥檓 studying all types of stressors at work and trying to understand how organisations can really cultivate better work environments and design jobs in a more healthy and effective way. We can really go upstream and reduce the likelihood of stress at work and take a more proactive approach instead of trying to treat the symptoms once they occur.鈥�

According to Autumn, the value of well-being has only gotten earlier scepticism in the past ten years. 鈥淲hile we all might want to endorse it because it鈥檚 just good to do as companies invest in well-being, provide benefits, and take care of their employees, there鈥檚 an argument to be made in its own right that we鈥檙e still running businesses.

鈥淚f we want to get executive teams onboard and invest in well-being as a strategy, then we need to show that it has significant positive impact on both employee and organisational outcomes. Luckily over the past decade there has been a lot of research that鈥檚 been assembled, both academic and business studies, to show that it does impact important outcomes.鈥�

Autumn noted that at an individual level, well-being can mitigate and reduce burnout, absenteeism, presenteeism (when people come to work but aren鈥檛 fully engaged or productive), and ultimately reduce turnover.

鈥淎t an organisational level, I like to think more of the upside, trying to improve organisational capability, resilience, and agility,鈥� she added. 鈥淚f you鈥檙e thinking more of financial impact, there鈥檚 a lot of evidence that it reduces healthcare costs, mental health claims, and the like. There鈥檚 plenty of evidence that I would argue that shows well-being makes sense for business.鈥�

Autumn encourages businesses to think of organisational well-being focus like culture change. 鈥淪ystemically embed well-being as a value in our company and there鈥檚 a lot of work to be done. It鈥檚 not as a simple as a band aid of well-being benefits, which I think is one of the common mistakes that organisations make.

鈥淲hen they do wrap their head around the potential business benefit and switched on to the idea that well-being is important, what they often intend to do is then throw a lot of well-being benefits at it. They鈥檒l have a cornucopia of well-being offerings, be it training or gym membership, nutrition classes, whatever it might be. There is a lot of focus on benefits, offerings, and programs rather than initiatives.鈥�

Autumn expressed the importance of to approach this cultural shift more holistically. 鈥淚t鈥檚 about trying to drive work environment, work conditions, leadership support, and executive decision making that cultivates a strong culture of well-being alongside providing benefits.鈥�

Another key driver Autumn highlighted in company well-being is leadership. 鈥淲e know generally speaking that better leaders are going to have more positive well-being and when I say better leader, I mean more transformational 鈥� people who are more inspirational, more encouraging, have a vision that they can communicate to their workforce, offer support and coaching, and show a lot of active care 鈥� being able to really recognise your workforce as whole people and support them in that capacity. Better leaders have healthier employees when it comes to well-being.

鈥淲hen I talk about the organisational culture and really showing that well-being matters, one of the key ways is leader role modelling. A lot of the interviews I鈥檝e done, employees will say, 鈥業 can鈥檛 find the time to walk at lunch or take a break, or invest in my well-being and have reasonable work hours because I see my boss and they鈥檙e chained to their desk, not taking advantage of those programs or giving themselves breaks.鈥� Research has shown that leader role modelling of well-being being important to them then certainly translates to employees having permission to also invest in their own well-being.鈥�

According to Autumn, the most recent research shows that leaders who invest in their own well-being not only shows they鈥檙e role modelling positive behaviour, but also afford themselves the capacity to be better leaders. 鈥淚f you鈥檙e expecting a lot out of a leader, they really don鈥檛 have it to give 鈥� they can鈥檛 turn around and offer the right level of resources and support to their employees. There are so many reasons why we have to start with leaders investing in their own well-being to create that space and role model for the rest of the business.鈥�

To learn more about the impact of COVID-19 on team dynamics, social exhaustion and understanding how to foster positive well-being particularly during this challenging period, listen to our most .

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