Across the world, businesses 和 承包商 are asking what the ‘new normal’ will bring. 互联网上充斥着各种预测——但有多少是可信的呢? 考虑到这一点，我们与我们的联合创始人“坐下来” 克里斯•琼斯 和 伊恩•Ranson, 经验丰富的变更管理专家, to share their insight on how they see the world of work transforming in the wake of Covid19.
你认为封锁后的新常态会是什么样子?
新型冠状病毒使英国人的生活几乎陷入停滞, 关闭企业，让人们呆在家里, the last few months have shown that large-scale flexible working is possible as people have had to adapt 和 adjust to working from home. 它 承包商 和 agile methodology have proved to be particularly well-suited to remote working models. While this cultural shift towards a truly flexible workforce is not yet fully embedded, 进展顺利. And businesses that attempt to roll back the changes could be asking for trouble.
Homeworking could well become a priority for workers who value the sense of safety 和 have grown accustomed to a healthy work-life balance. This means organisations that can’t or won’t offer flexible working could lose their top talent. 企业需要重新评估其员工价值主张(evp), make flexible working st和ard 和 upgrade the business technology to enable successful homeworking. 他们还需要考虑如何训练, 在远程工作时激励并保持员工的工作效率. While there’s clearly much to think about, the time invested could be worth the effort. Workers are more likely to be attracted to companies that embrace remote working 和 are flexible 和 family-friendly.
WHAT CHALLENGES DO YOU SEE ORGANISATIONS FACING WHEN RESTARTING THE CHANGE AGENDA?
在这种时候, there’s a natural tendency 和 substantial desire for stability with many organisations wanting to return to their pre-lockdown state. But those that take this route could struggle to get their change agenda up 和 running in a world that’s drastically different. 在不确定的未来中生存和航行, 更好的选择是采取在危机中行之有效的行为. 挑战在于如何强化这些行为，比如灵活工作.
另一个主要挑战将是重新评估项目. 它们在covid -19后仍然有意义吗? Businesses need to think about what they’re aiming for – the targets may have changed. And long-term strategies may no longer be fit for purpose when no one’s sure what to expect. The best approach may be to keep things simple 和 identify short-term goals. Organisations should be ready to scrap projects if necessary 和 re-prioritise. 这可能意味着重新评估所需的人员和技能. 在很多情况下, 中层管理者的角色可能是多余的, 工人们负责送货，不再需要监督. 而不是, 我们可能更需要有勇气的、随时待命的领导人, 在困难时期大胆领导的技巧和主动性. 如果劳动力必须重组, 在人员管理方面，未来可能会面临重大挑战.
一旦组织确定了他们的关键项目, 他们需要一个灵活的, 短期劳动力可以迅速扭转局面. 然而，IR35的影响意味着承包商的人才库正在萎缩. Rather than be deemed ‘inside IR35’, freelancers are choosing to take on permanent roles. Many feel that an ‘Inside IR35’ classification means paying the same costs as salaried employees without benefitting from the same employment rights. That leaves 承包商 with an unenviable choice: shutting down their PSCs (Personal Service Companies) or working with an umbrella company.
Unfortunately, lockdown has shown the latter to be a far from robust solution. There have been multiple reports of umbrella companies simply shutting down 和 refusing to support workers through the government’s furlough scheme.
面对不受监管的 伞的替代 企业实行全面的IR35评估, 通过PSC签订合同的理由变得越来越具有挑战性. 因为自由职业者有固定的角色, 临时人才可能会减少, leaving organisations in need to plug capability gaps 和 deliver critical projects. The onus is therefore on businesses to come up with a proposition that will help them attract the best people. 他们需要表明他们接受 IR35合规 说真的，也是承包商的福利. Outcome-based contracts will also draw talent by giving 承包商 a clear sense of timescales 和 what’s required of them. It will also make companies hiring ‘outside IR35’ 承包商 more desirable 和 competitive.
WHAT ARE THE CONSEQUENCES FOR ORGANISATIONS THAT FAIL TO TACKLE THESE CHALLENGES HEAD ON?
The failure to meet new challenges could have serious implications for organisations in this strange new world. Out-of-date processes 和 target operating models (TOMs) could leave companies floundering, 当其他人适应并茁壮成长时. This in turn will certainly send waves of dismay rippling through the workforce. 看到雇主坚决不愿改变的团队, 会幻灭然后走开吗, 带走宝贵的知识.
Businesses will need to acknowledge that previous best practice is no longer, well, best. 而不是, leaders need to step up 和 rely on their own skills to take the most appropriate decisions for their unique business.
We hope this expert opinion article offers some clarity during the easing of COVID-19 lockdown measures 和 the gradual return to work. In Part Two, we look at how companies can take advantage of the new normal to drive change. 下周请回到这里了解完整的故事.
十大网博靠谱平台的专家
伊恩•Ranson
A Consulting Director at Oakleigh House Consulting 和 a transformation subject matter expert, Iain brings 30 years’ experience in advising 和 leading companies on £multi-million transformation programmes.
克里斯•琼斯
克里斯·琼斯，联合创始人 Colnort 和 弗朗西斯北 在金融服务、IT部门工作过&政府及公营部门, 和 possesses a broad underst和ing of both business 和 technical l和scapes as well as the most successful models to deliver key customer projects.
