Uncertainty is a challenging bedfellow

As we approach the end of 2021, uncertainty is once again at the top of the agenda. We’ve seen how Covid has accelerated change in a way that could never have been anticipated. There has been considerable reflection about how employee value proposition should be enhanced. Alongside this are issues around retention, business development and performance. It’s been tough and is likely to become tougher.

What might the future of work look like?

It’s been a time where recruitment professionals have had to think about how the future of work might look. From online interviews to hybrid and remote work plus notions of employability and potential skills obsolescence 2021 have been the dominant conundrums. Therefore, what can we expect during 2022?

Can we all continue in panic mode?

In my opinion, one of the most significant considerations will be employee health and morale. As the effects of the pandemic continue, we saw that employees did step up to the plate. However, faced with ongoing disruption and long-term uncertainty negative impacts become more likely. For example, working from home and online interactions are effective but the informality of ad hoc conversations and team building are often lost. If hybrid work is not planned carefully, feelings of isolation and pessimism can be exacerbated. This can have a profound impact on mental health and retention.

Bosses that do not take time to support workers will inevitably pay the price

It’s not a smart move to leave emails unanswered or only initiate a Teams meeting when you need something. There should be trust and support across all teams. Inclusion is very important. Without it you may find churn is an issue and bearing in mind the cost of recruitment it’s something to avoid wherever possible.

One thing to consider is a hybrid work strategy

This will include greater accountability and increased innovation when it comes to working in this hybrid fashion. The important thing is to put human experience right, left and centre of everything that is designed. This is a real opportunity for business transformation. Experiences need to be flexible and dynamic. Being empathic through this difficult and challenging period is something that needs to drive these changes.

Reappraisal not abandonment is the key

It might seem counter intuitive, but workforce health has never been more important. In fact, it has more significance than workforce performance. Skills needs too will change and shift and this needs to be managed. The way this performance is tracked and managed also requires differentiators that do not follow on directly from the past. That doesn’t mean operational efficiency is abandoned, of course, it is just reappraised.

We spend our time searching for executives in the food and drink sector. One of our focus areas is on plant-based companies that are working at the cutting edge of developments. The kind of staff we recruit are agile, creative, and flexible with the capacity and experience to make a difference in a fast-paced industry.

If you are looking for staff talk to us as our aim is to search for candidates that can take on the challenges of contemporary food production, think differently and overcome the hurdles and obstacles in transforming what we grow, how we grow, produce and consume alongside looking after the staff that make production possible.