This article is for all people in human resource development. It should draw attention briefly and concisely to the HR trends in the coming year 2023 Business will be relevant! The results are drawn from various studies.
Personnel development is probably one of the most important jobs in the company. She is responsible for healthy, satisfied, creative, efficient, motivated and competent employees.
Sounds like a mammoth task, and it is. We from coaching institute explain the trends to you in more detail.
The HR trends for 2023 are as follows:
HR permanent trend: Psychological security
psychological security is the shared belief that the work unit is a safe place for members to take interpersonal risks.
Psychological safety is related to employee work engagement, task accomplishment, civic behavior, organizational engagement, and job satisfaction (Frazier et al., 2017). It is and will continue to be one of the most important HR trends for successful personnel development!
CONCLUSION: In personnel development, the needs are basically comparable to the Maslow's hierarchy of needs. The higher goals of personnel development can only be met if the psychological security needs of the employees are sufficiently met. In order to measure this and to solve the resulting questions, 360° feedback or external Coaching be a possible means of choice. The implementation towards psychological security is individual and a dynamic process that should be evaluated regularly.
HR trend #2: trust-based work
The personnel development in farms can build on the experience of recent years to bring their organization closer to trust-based work and develop evaluation systems based on concrete performance indicators (OECD, 2020).
Companies typically reward employees for presence time - evidenced by hours in the physical workplace and visible busyness. With trust-based work, employers relinquish control over working hours and evaluate performance solely on outcomes (Cristea & Leonardi, 2019).
Employees with more control over their working hours, whether on-site or in-house Virtual, report lower levels of stress (Henly & Lambert, 2014) and are more committed to their employer (Lyness et al., 2012). Trust-based work strengthens autonomy for both on-site and remote workers.
CONCLUSION: Through reduced stress, an organization committed to trust-based work is likely to improve the productivity and well-being of the entire workforce, not just those working from home (Clegg & Spencer, 2007).
HR trend #3: Enabling a deep work atmosphere
A study found that managers in companies who support employee flexibility are less likely than other employees to use remote working opportunities, even when the office does not suit their work needs (Kossek et al., 1999).
Managerial job descriptions emphasize strategic decision-making, a type of in-depth work that creates new value for the organization (Newport, 2016).
Working deep requires concentration; It can take 15 minutes or more to reach the state of intense focus that researchers call "flow." And once reached, the flow is fragile and easily interrupted (Csikszentmihalyi, 1996).
In an office environment, the deep work of a manager is regularly replaced by daily firefighting (Mintzberg, 2018). Sometimes the best place for intense work is at home, where the manager can control interruptions (Bailey & Kurland, 2002).
CONCLUSION: Only a system-wide commitment to flexibility (Kossek et al., 2015) and reason-neutral flexibility policies (Williams & Multhaup, 2018) will encourage managers—along with the subordinates those managers use as behavior models—to work in the place that suits them Work goals best supported.
HR trend #4: Hybrid working models for socially binding working relationships
In the new normal, a role for human resources development is to protect the well-being of employees by giving employees more opportunities to choose their jobs.
This is because the choice of employees to decide whether or not to work from home has a major impact on whether working has psychological and productivity benefits (Bloom et al., 2015).
When it comes to working from home, the trend is as follows. People who are initially not interested in working from home also start working from home because their colleagues do (Rockmann & Pratt, 2015).
As more people work from home, the office is becoming more impersonal and less likely to offer value to employees who crave connections.
When companies encourage teleworking, they risk fostering employee loneliness (Ozcelik & Barsade, 2018)—a serious concern since the association of loneliness with mortality and morbidity puts it in the same league as smoking, obesity, and alcoholism (Holt- Lunstad et al., 2017).
CONCLUSION: Hybrid models could create opportunities for impromptu conversations, reduce loneliness and increase employee well-being. Employees who participate in office conversations experience more positive emotions, go out of their way to help colleagues, and end the workday in a better mood (Methot et al., 2020); these interactions are particularly important for younger and young professionals (Lindzon, 2021).
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One of the latest HR trends in workforce development is the use of technologies such as artificial intelligence (AI) and virtual reality (VR) for employee learning and development. Another trend is the increased focus on individual development and career advancement of employees in order to increase employee retention. The topic of sustainability and environmental awareness is also becoming increasingly important for companies and is having an impact on personnel development.
A people development strategy can be tailored to the needs of the employees and the company by considering the goals, needs and expectations of the employees and the company. Personnel development should be tailored to the individual needs and abilities of employees and promote the development of competencies and skills necessary for the success of the company. A successful people development strategy should also have a clear link to the company's business goals and promote the company's long-term success.
Companies can ensure the effectiveness of their people development strategy by regularly monitoring and measuring the performance and engagement of their employees. It is important to define clear goals and success criteria to assess the effectiveness of people development. Regular review and adjustment of the people development strategy based on the results and feedback is also required to ensure that people development is aligned with the changing needs of the organization and employees.
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