Sometimes, these pressures yielded great benefits. The result was that developments that might have played out over a period of many years were compressed into a matter of months. Employers were called upon to support workers’ health, livelihoods, and dignity to an unprecedented degree, and their success-or failure-to do so came under unprecedented scrutiny. The pandemic strained and tested the worker-employer relationship. The insights on the following pages leverage our scenario planning methodology and are fueled by research findings from a combination of social media polling, live survey polling, artificial intelligence (AI)–enabled focus groups, and interviews with business and HR executives across industries and workers all over the world.ĬOVID-19: Testing the limits of the worker-employer relationship In a world full of uncertainties, we’ve used scenario planning to explore the possible futures of the worker-employer relationship, seeking to challenge conventional wisdom, stretch our thinking and horizons, and chart a new course. This special report explores one set of possible answers to the central question: How might the worker-employer relationship evolve to meet the opportunities and challenges of the post–COVID-19 world? How will the worker-employer relationship shift as employers and workers push and pull each other in the pursuit of their various needs? Will organizations continue to embrace their role as social enterprises? Will workers’ trust in business remain steadfast, or will they look for leadership outside of organizational walls? What’s less clear is what form it will take moving forward. Whatever you thought the worker-employer relationship was before, there’s no doubt that it is under stress and evolving now. 4 And Danone set its sights on becoming the world’s largest B-Corp. 3 Goldman Sachs came under fire for workers’ 100 hour weeks. 2 Fujitsu took the first steps to end “solo work” practices. 1 Basecamp banned societal and political discussions at work. Shopify reminded workers that they’re a business, not a family. Shopify is a team, not a family.” - Tobias Lütke, CEO, Shopify The dangers of ‘family thinking’ are that it becomes incredibly hard to let poor performers go. You never choose it, and they can’t un-family you. “Shopify, like any other for-profit company, is not a family. Kraig graduated from Syracuse University with a Bachelor’s Degree in Information Studies. Kraig’s experiences have focused on large, complex global organizations across industries. Specific areas of deep expertise include: HR strategy development, global process design, global service delivery and shared services implementations, and HRIT software selections. Client engagements span the full end to end scope of HR services, ranging from the development of an organization’s HR and Talent strategies and operating models, through the implementation of those strategies, models and enabling technologies. Kraig has more than 22 years of experience working with senior business and HR executives to transform their HR strategy and capabilities to better support the business goals of the organization. Kraig is a principal in Deloitte Consulting LLP's US Human Capital service area, specifically Deloitte’s HR Transformation practice where Kraig leads our HR Operational Excellence offering.
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