WORKFORCE MANAGEMENT

New Workforce Challenges Emerge as Remote Work Expands: SAP® SuccessFactors® Survey

SAP | October 30, 2020

Human resource (HR) directors across worldwide associations hope to be confronted post pandemic with a bifurcated labor force of distant and on location laborers, making difficulties adjusting representative needs, hierarchical objectives, strategies and culture, as indicated by an overview delivered today by Oxford Economics, the Society of Human Resources Management (SHRM) and SAP SE (NYSE: SAP). The report overviewed HR pioneers across 10 nations: Australia, Brazil, Canada, China, Germany, India, Mexico, Spain, the United States and the United Kingdom.

Some 78% of U.S. respondents and 63% of non-U.S. respondents said they anticipate that adaptable work strategies should be an ability differentiator, as indicated by the report "The Future of Work Arrives Early: How HR Leaders Are Leveraging the Lessons of Disruptions." However, the greater part of U.S. respondents and 38% of non-U.S. respondents said that building up a culture that underpins far off representatives will be one of the best three difficulties when the pandemic dies down.

The report likewise found that notwithstanding representative status to learn new abilities, hardly any HR chiefs are intending to put resources into learning programs for reskilling and upskilling throughout the following a year. Outside of the United States, just 38% of respondents intend to put resources into these projects. That drops to 22% among U.S. respondents.

"While HR leaders across the globe ranked maintaining productivity as their biggest challenge, it's critical that we not lose sight of long-term strategies around learning and reskilling, and diversity, equity and inclusion," SAP SuccessFactors President Jill Popelka said. "The urgency for more agile processes, easier access to data and the ability to support remote work is accelerating digital transformation. It's critical that leaders develop a culture of continuous learning and inclusion. This will enable workforces to drive needed transformation projects, even during a period of unprecedented change."

Over 80% of U.S. respondents said they were probably going to commit once again to corporate culture and worth, and practice comprehensive recruiting and advancement. Nonetheless, when contrasted and different nations, duty in the United States to take explicit activities toward these objectives is not exactly different nations. For instance, just 46% of U.S. respondents said they are probably going to change wages or compensations to address pay imbalances, contrasted and 85% in China and 64% in the United Kingdom. Besides, just 47% of U.S. respondents said they are probably going to change structure or advantages to cultivate consideration, contrasted and 73% in Mexico and 67% in Spain.

Extra key discoveries from the report include:

Challenges to Maintain Productivity Could Delay Long-Term Planning in Reskilling

Maintaining productivity given new ways of working is ranked as the biggest challenge for HR leaders. In Brazil, China, Mexico and Spain, more than 60% of HR leaders cited this as the biggest challenge.
Remote collaboration tools will see the most investment, ahead of analytics, technologies to ease the return to work, such as testing and tracing, and learning programs for reskilling.
Additionally, organizations are taking a buy-versus-build mentality, with most hires in the coming months expected to be new to the organization, rather than promoted within.

Remote Work Persists, Creating a Two-Tiered Workforce

Overall, organizations globally agree that remote work will be a talent magnet in the coming years and is viewed by many as a long-term investment. For example, 64% of U.S. respondents and 57% of UK respondents say they expect to have greater flexibility regarding remote work as a result of COVID-19.
However, respondents in China, India, Mexico, Spain and Germany face different circumstances and were most likely to say their employees can work from anywhere but do not have the technology or environment they need. In these countries, respondents were the most likely to say they are investing in remote collaboration tools and mobile platforms.
Service and field workers, general staff and customer service workers are also less likely to have the environment or technology to work remotely, compared to functions such as HR, sales, marketing and finance.

"This has been a year of dramatic challenges for organizations around the world, and human resource executives have been at the forefront of navigating their organizations through this unprecedented time," said SHRM President and CEO Johnny C. Taylor Jr., SHRM-SCP. "To realize the future of work, human resource executives and their colleagues on the leadership team must accelerate their efforts to establish culture, invest in talent and address diversity, inclusion and equity to drive their organizations forward. While HR executives continue to work through these difficult times, there is a great opportunity to lead meaningful change for the workplace and beyond as the report shows."

About SAP
SAP's strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world's transaction revenue touches an SAP® system. Our machine learning, Internet of Things (IoT) and advanced analytics technologies help turn customers' businesses into intelligent enterprises. SAP helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want — without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously and make a difference. With a global network of customers, partners, employees and thought leaders, SAP helps the world run better and improve people's lives. For more information, visit www.sap.com.

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as "anticipate," "believe," "estimate," "expect," "forecast," "intend," "may," "plan," "project," "predict," "should" and "will" and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP's future financial results are discussed more fully in SAP's filings with the U.S. Securities and Exchange Commission ("SEC"), including SAP's most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Spotlight

Depending on your world view, a Mantra could be a sound or word that is repeated as an expression of your personal beliefs, or in prayer or meditation. A mantra is something you practice. If you have heard of the “10,000 hour” theory, you know that in order to truly become exemplary at something, you must practice 2.7 hours a day for up to 10 years.This might seem daunting, especially if you don’t know how to get started.


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