Who would have expected that most major corporations would make the bold step towards creating remote work for their entire workforce as a semi-permanent reality? We have seen emerging developments in the workplace over the last couple of months, which would otherwise have existed over a decade.
As a vaccine is found which are highly effective things are expecting to be normal but ,
“ What’s with the post COVID-19 IN 2021 ?”
“ End of remote job revolution ? ”
According to former IBM CEO Ginni Romett Even after a vaccine becomes available, technological developments driven by the corona virus pandemic, such as the transition to remote work, will continue. She depicted that even as the world returns to a degree of normality with the introduction of a vaccine, digital technology is expected to continue to change the way companies work.
Let’s take a look at the five big future job trends you might expect after COVID-19 in order to gain a better understanding.
1. HYBRID WORKING MODEL, GONE DIGITAL
According to survey by Gartners “ 48% of employees will likely work remotely at least part of the time after COVID-19 versus 30% before the pandemic”
As organisations follow a hybrid model of the workplace, one that has part of the workforce working from the office while the majority work from home, leaders need to devise new ways of working to ensure that staff are effective whether they work from the office or in a remote environment.
This assumes that organisations must embrace new platforms in the digital workplace that include connectivity, collaboration, project management, information search, and knowledge sharing resources.
A modern intranet can act as a centralised remote working network that centralises enterprise-wide information and business applications under a single user interface.
It decreases the time to access applications and search data by serving as a one-stop-shop for all workplace resources and improves employee productivity.
An intranet offers tailored content suggestions based on the profiles, locations and preferences of the employees.
With the aid of collaboration features such as blogs, communities, project management tools, and group conferencing, it enables productive organisational communication.
In addition, “virtual water coolers” are required by companies, an online version of the conventional office water cooler that allows workers to have informal conversations on ideas and keep up to date on the latest news.
By encouraging individuals to remain linked through idea management tools, social networking tools, discussion boards, and dedicated team pages, an intranet serves as a virtual water-cooler.
If you are looking to centralise your remote working processes and transform how you collaborate, communicate, and share information, you may be interested in exploring our autonomous SharePoint intranet “Mesh 3.0”.
2. AUGMENTING WITH AI AND TECHNOLOGY
Another glaring need has been brought to the fore by the COVID-19 pandemic:’ enhanced intelligence,’ the notion of supplementing human effort with artificial intelligence and technology instead of fully replacing humans.The crisis has demonstrated how people and computers function together more efficiently than on their own.
Such excellent examples of the power of human-machine cooperation during the crisis are production, tele-medicine, education and critical goods distribution.
Organisations have a chance to take this integration to the next stage once the return-to-workplace starts.
Instead of a replacement strategy, leaders should withdraw the perception of using technology as an augmentation strategy.
This helps companies not only to streamline costs, but also to make work more efficient for workers and meaningful.
3. FACILITATING NEW WAYS OF INTERACTING WITH LOW-CODE APPLICATIONS
The advent of the pandemic has forced us to solve unparalleled business problems, implement new ways of working across roles, and transform current workflows. In order to promote this it is necessary to implement new and different types of applications.
This has placed tremendous pressure on the IT department to create strategies to meet changing business needs. In order to improve business agility, organisations must implement Low-Code Application Platforms (LCAPs) that allow business users to create applications with little or no coding expertise.
LCAP is an interactive platform that replaces conventional programming with visual techniques, such as drag-and-drop interfaces, to allow users to experiment and create skilled apps in a matter of days.
In fact, research has estimated that, in some cases, low coding can reduce development time by up to 90%.
Organisations looking for LCAPs can suggest looking at Microsoft PowerApps. We support clients to deploy a range of low-code applications in a variety of applications using PowerApps.
4. ENABLE A CONTACT LESS WORKPLACE WITH VOICE TECHNOLOGIES
When workers prepare to return to their workplaces, businesses must invest in voice technology to ensure a safe and secure atmosphere.
It’s no longer safe to handle everyday objects like door knobs.
Voice-activated controls can be used in office entrance and exit points, elevators, conference rooms, shared office devices to minimise the amount of physical interaction required to access the workplace.
Use cases such as integrating meeting room equipment with voice-enabled virtual assistants such as Microsoft Cortana, Alexa For Business, and Google Assistant will become more common. With these integrations, employees may send voice commands to perform tasks such as meeting management, conference room control and setting –temperature and lighting, etc.
One may have thought of them as “nice to have last year, but they are now imperative for a safe workplace.
5. UTILISING WORKFORCE DATA TO DETERMINE KEY EMPLOYEE METRICS
Another urgent need that has arisen in the face of a digital transition in the midst of the pandemic is access to future-oriented workforce data.
As the workforce transitions towards a hybrid setup, companies must focus on the power of data to assess the capacities of workers, the state of their physical and mental well-being, and how the culture of the company is improved by the new working methods.
HR leaders must compile a list of important questions that they need to ask to obtain the necessary knowledge to promote such processes.
In addition companies need to have the right analytics technologies capable of leveraging the data to really get a sense of what is going on through features.
