Unlike the post-Second World War baby boom hitting most of the business sectors on human factor, economic shift in the late 1970s and through acute crisis by price rise and slow investment and changes occurred in 1980s, the Covid-19 pandemic has had a massive impact on both investment and human capital. Businesses have gone through immense pressure with their customer and consumer reach sharply declining resulting the business community to face a mountain of challenges. Also, migrant workforce returning to their home country has forced policymakers to think towards managing the unexpected unemployment situation.

Despite such changes taking place in the area of People Management, environmental forces are there to add complexity and difficulties for management. Businesses today have become progressively more aware of the importance of Strategic People Management. The real-life experiences gained through to the Covid-19 pandemic corroborates the hypothesis that “refinement & up to the minute” business activities will not be sufficient in current frequent uncertainties. This comprehension has pushed strategic human management to newer approaches in managing organizations and their human asset.

Astonishing transformation rising out of Covid-19 has enforced HR management around the globe to be loci force supporting enterprises to pilot the hazy and unforeseeable scenario. People principles and practices are needed to be centric to managing this most important asset during crisis specifically around assuring the “Work Life Balance”.

The distinctiveness of the job, family, situation and self are four keys to work life balance and are sensitive to multidimensional complexity and compliments. The lockdown imposed as a safety measure against the coronavirus outbreak has not improved work life. A flexible and remote working needed to adapt the new definition of work life where HR function did not require to monitor closely. At the same time workforce health and safety playing decisive towards sustained organizational values taking into account the most critical factor employees well being. 

Thus, the new HR principle & strategies must compliment the motivational aspect under synthesis model of work duly revisiting the organizational culture, values and visions through transformation of corporate events meant for employee engagement. This will encourage people to maintain the all-round work life balance corresponding to improved productivity for organizations to enjoy in return.   

However, the ability of employee oneself to 
balance their work life is equally indispensable for them to have this benefit fulfilling their expectations.

Source: Liberty of HR Thoughts