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AFTER two painful years of being ravaged by the Covid-19 pandemic, businesses have to rebuild themselves.
The collapse in businesses and deteriorating earnings have led to the surge in unemployment and falling income amid rising expenditure has become a worrying trend.
Businesses have to change their work arrangements as the government pushed the work-form-home agenda. Employees, on the other hand, had the flexibility of working remotely and to a certain extent, productivity has increased, according to consultants.
In the new normal working environment, there is also a lot of thought on hybrid work arrangements coupled with the challenges that have an impact on productivity.
EY Consulting Sdn Bhd people advisory services partner Low Choy Huat, Deloitte Malaysia talent leader Tan Hooi Beng, PwC Malaysia director of people and organisation Indra Dhanu Dipak and KPMG Malaysia executive director of people and change advisory Sharmini Ann Jacob share their thoughts.
StarBizWeek: How should organisations strategise their workforce as the country move from the crisis response phase to the recovery phase? Low: As we move to recovery phase, organisations should reassess their strategic workforce options on “how they work”, “where they work” and “when they work”. Hybrid work arrangements is an option to consider as not all employees feel safe to return to work. The Covid-19 work-from-home arrangement was a huge experiment to see if some jobs could be done remotely without sacrificing productivity and culture. Therefore, a balance between office and remote work is highly encouraged as an option.
Low Choy Huat
Tan: With the experience of dealing with Covid-19, organisations should harness best practices discovered during the various lock downs and adopt it as part of their post-pandemic plans. Organisations need to think about the overall changing work landscape, beyond the pandemic. They need to adapt and pivot to meet the different needs of both the workplace and the workforce.
Indra: Organisations should look beyond traditional talent channels including leveraging on short-term virtual assignments supported by talents in geographically dispersed locations, allowing job rotation to tap on latent skills or exploring career comeback options for those who have taken a career break. They should also find new avenues to digitise their workforce to cater to new expectations on productivity and efficiency in this landscape. As such, companies must build a flexible work environment as flexibility increasingly becomes a factor for retention and employee engagement.
Sharmini: Our ‘KPMG 2021 CEO Outlook’ survey revealed that 68% of chief executive officers (CEOs) in Asia-Pacific are placing more capital investment in buying new technology and building human capability with 49% planning to invest in digital training, development and upskilling to ensure employees’ skills remain future-focused.