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Working and HR policy after the Corona crisis

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An Degryse
  • 4 Min read
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If we at Rainbow Resources Group have one message with our logo "the RAINBOW", it is inspiration and hope in a period of crisis.

No, we do not live on a "pink" cloud. We also experience this corona crisis firsthand. 

As an SME we remain open, we work from home, companies and candidates remain confident in our services, for which we thank you. Colleagues are in solidarity, work is bundled and the rest of our colleagues are briefly, as briefly as possible, in temporary unemployment. But this is how we continue to work to ensure that we are stronger and more passionately ready for after this crisis.

In addition to a plea for #buylocally, we want to use this short letter to get you started on working on innovative HR policy after the corona period.

There is also an incredible opportunity in this sadness. Writers such as Yuval Harari, Kate Raworth, Rutger Bregman and more from us Fons Leroy and Peter Hinssen (summaries of these books are always available on request, mail to info@rainbowgroup.be) have been expressing this in their books for several years (21 lessons for the 21st century, most people are good, the Donut Economy, No Jobs, the Phoenix and the Unicorn etc....) the risk society is a fact. In the past 15 years, we have been treated every three to four years by a crisis (financial, migration, health, climate, etc.). With this corona crisis as a textbook example of living in a VUCA world. It came at a brisk pace, the uncertainty is everywhere and worldwide, it is a very complex fact with no cure yet and it takes us into a very ambiguous world: maximum digital and never was the lack of physical contact, face to face and offline so great.

But under the motto "never waste a good crisis", there is hope that humanity will learn from this crisis and that it can have a positive impact on work and HR policy. The shortage of talent may temporize for a while because of this crisis, but this is short-lived, because in the end the baby boomers will leave the labor market en masse, and for every job that disappears (UN study) there will be 3.7 jobs worldwide, even if there is now some delay. Today, there are 584,000 vacancies in Belgium to fill, if we do not focus on sustainability and "up-skilling" people. Studies show that 82% of Belgians do not consider lifelong learning as important (figures VDAB, Work out room, 2020), whilst 4.5 million people need to upgrade their skills and need 310,000 job-seeking retraining today. In addition to the responsibility of politicians and policies in this, employers must strive for an inclusive, sustainable and co-creative enterprise. After all, the UN's sustainability goals show that such companies are more resistant to crises and ready for the 21st century. Where do we find concrete models to work as a company in a workable, realistic way? The Finnish "House of Work Ability" offers a concrete example. Healthy employees are the foundation of every company, they lay the foundation for competent employees, connecting these people with the values and culture of the company ensures sustainability and creativity to finally pay attention to the leadership, how work is organized and the culture as innovation (Finish Institute of Occupation Health, 2010).

But also, provide a good basis for the organization of work in the future. Investing in knowledge can be done in many ways, certainly digitally. Investing in the added value of making knowledge a reality, that is what people need and that can be done much less digitally.

And finally, some concrete tips on the short-term decisions to be taken in this crisis.

1. Don't just go along with the Last in, first out principle if you have to let people go. Above all, make sure you have a diverse, inclusive organization afterwards. it will make your company more agile and workable (expertise, male / female, across generations, across nationalities).

2. Deploy temporary agency work for peaks, sickness and the need for uniqueness, in other words, bet on sustainable working relationships and dare to use flexibility where necessary.

3. Look for opportunities where technology and people work together = robotization is the challenge. Technology and AI can result in less repetitive work, greater speed of this repetitive work and less physical strain. This in combination with the EQ, creative brain and holistic thinking, which makes people unique, ensures that a company will grow.

As a bouncer, if after this corona time you are looking for an HR partner to support your services in a personal, qualitative and sustainable way, then look for it #local. As an SME, we are sure that with our speed, cost-conscious and personal approach, we do at least as good as all our international colleagues in HR services.

Stay safe

The Rainbow Team

 

*Thanks to the work out room and Fons Leroy for sharing knowledge and vision.

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