2022高管招聘八大趨勢：多元化與包容性是新的企業(yè)標(biāo)識

EIGHTEXECUTIVE

TRENDS2022

RESHAPING

THEC-SUITE

EIGHTEXECUTIVETRENDSFOR2022

TABLEOFCONTENTS

INTRODUCTION0

3

WHYCFOsSHOULDBEMOVERSANDSHAKERSOFESG

Therolethatisperfectlyplacedtodriveenvironmental,

socialandcorporategovernancetargets

0

4

D&IISTHENEWID

Realchangeworksbestwhenitseepsintoeveryporeoforganisationalculture

0

8

WHYCOMPANIESINTHEDIGITALAGENEED

THELEADERSHIPOFCHROs

Theinterpersonalskillsthatarebridgingdigitalrealitiesinahybridworld

1

2

AGENTSOFTRANSFORMATION

Whyattractingandretainingsustainabilityleadershipmakesaworldofsense

1

6

INNOVATIVE,PERSUASIVEANDAMAGNET

FORTALENT:MEETTHENEWCIO

Thedoubledutyofdrivingbusinessesforwardwhile

attractingandretainingtoptechtalent

2

0

MORETHANANUMBER

Willthequestionofagebecomeredundantintomorrow’sexecutivesearch?

2

4

FROMACCESSTOAUTHENTICITY:BUILDING

AMOREINCLUSIVENORMAL

HowWorkplace4.0isbecomingmoreaccessibletoprofessionalswithdisabilities

2

8

HOWTOBUILDYOURTALENTPIPELINE:SUCCESSION

PLANNINGSTARTSWITHSMARTHIRING

Thekeytofuture-proofingcompaniesinacompetitivelandscape

3

2

OURGLOBALPRESENCE

36

02

INTRODUCTION

INTRODUCTION

M

anyofuslookto2022withoptimism…andstoicism.Thedisruptionswefeltthroughout2021maynotbeover,butwe’retakingstockofwherewearenow,whatwe’veachievedandwhatwe’velearned.

Despitetheuncertaintythatmanyofusfeel,keywaysofdoingbusinessbetterareemerging.Purposeisakeydrivertoattractandretaintoptalent.Companiesarebeingcalledupontoliveandbreathethevaluesbywhichtheybrandthemselves.Fearless,empathicleaderswhocanembedpositivechangearemoreessentialandvaluedthanever.Future-proofcompaniesareimplementingsoliddiversityandinclusion,sustainabilityandinnovationprogrammes.AndthiscommitmentstartsintheC-suite.

Today’sandtomorrow’sexecutivesarenolongerdefinedbyage,background,genderorracebutbytheirabilitytoadapt,anticipateandtransform.Theyareprizedfortheirabilitytosimultaneouslyinfluencekeydecision-making,andinspireandmotivateemployees.

NewleadershiprolesliketheChiefSustainabilityOfficeraregainingmomentum,asglobaleventsemphasisetheurgentneedforsensitive,sustainableleadershipthat

goesbeyondtickingboxes.Otherexecutiveroles,likethoseoftheChiefFinancialOfficer,ChiefInformationOfficerandChiefHumanResourcesOfficercontinueevolvingtomeetnewbusinessneeds.Successionplanninghasalsobeenthrustintothespotlight,asorganisationsembracewhathasperhapsbeenthegreatestlessonofthepastyear:standtogetherandbereadyforanything.

HereatPageExecutive,wecontinuetopractisetheleadershipwewanttoseeintheworld.OurD&Iprogrammehasnowbeeninplaceforoveradecadeandwearedeeplycommittedtocreatingmoreinclusive,innovativeandsustainableworkingenvironmentsandcultures.Ourteamofover270consultantsin30countriesarereadytohelpyoufindthetalentthatcantakeyourbusinesstothenextlevel.

OnbehalfofusallatPageExecutive,IhopeyouenjoyreadingthesetrendsandIwishyouallahealthyandprosperousyearahead.

SteveIngham

CEOPageGroup

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EIGHTEXECUTIVETRENDSFOR2022

WHYCFOsSHOULDBE

MOVERSANDSHAKERSOFESG

Expertsatmeasuring,reportingandprovidingtransparency,ChiefFinancialOfficersareperfectlyplacedtodriveorganisationstoreachtheirenvironmental,socialandcorporategovernancetargets.

T

heroleoftheChiefFinancialOfficerhasevolvedconsiderablyinthepasttwoyears,withmanyfinanceleadersseeingtheirresponsibilitiesexpandedandtransformed.Throughoutthechallengesoflockdowns,supplychaindisruptionsandglobaluncertainty,theCFOhasconsistentlybeencalledtothehelmasanadaptable,resilientleaderandproviderofstabilityinever-changingcircumstances.

However,thebestfinanceleadershavelongpossessedabroadskillsetthatextendsfarbeyondbalancesheetmanagement.CFOsareregularlycalledupontoprovidestrategicrecommendationstotheCEOandworkcloselywithexecutiveleadersacrossalldepartments,makinginfluencingskillsandtheabilitytocollaboratecross-functionallyessentialtotherole.Intoday’shybridworld,modernCFOsarealsoexpectedtobewellversedintechnicalmatterssuchascybersecurityandthedigitalisationandautomationoffinanceprocesses.AccordingtoDanielYates,SeniorPartner

UK&GlobalFinancePracticeLeader,“WhenorganisationsarelookingforanewCFO,theyseekfinanceprofessionalswhoarecapableofdealing

witharangeofnewstrategicpriorities,including

newregulations,optimisinglargevolumesofdata,

marketvolatilityandtechnologyadoption.”

Onegrowingtrendthatisparticularlyshaping

theCFOroleistheriseofenvironmental,

socialandcorporategovernance(ESG)asa

keybusinesspriority.Whileinthepast,efforts

tosupportESGhavetypicallybeenperceived

ashavinglittlebottom-linebenefit,inrecent

yearsthatnotionhasbeendiscredited.Today,

businessleadersrecognisethatESGimpacts

financialresilienceandperformance,placingit

squarelyinthedomainoftheCFO.

WHYCFOsSHOULDBEMOVERSANDSHAKERSOFESG

05

FINANCEANDESG:

THEPERFECTPARTNERSHIP

Asurveyby

Accenture

indicatesthat68%ofCFOsgloballytakeresponsibilityfortheirorganisation’sESGperformance.Thereisgoodreasonforthismatch:“ManyoftheskillsetsthatareandwillbemostimportantindrivingESGoutcomescanalreadybefoundinfinanceteams,suchasmonitoringandreporting,riskmanagementandcostoptimisation,”saysYates.Inotherwords,whenitcomestotranslatingmetricsandmeasurementsintorealchange,nooneisbetterequippedforthejobthantheCFO.ButwhyshouldorganisationsfocusonESGatall?

Firstofall,implementinganESGstrategyiscriticaltobuildingastrong,durablecompany.Thenumbersshowthatsustainabilityisgoodforbusiness:the

Business&Sustainable

DevelopmentCommission

reportedthatorganisationscommittingtosustainabilitywillhavegeneratedatleast$12trillioninsavingsandnewrevenuesby2030intheareasofenergy,cities,foodandhealth.CompaniesthatactivelysupportESGinitiativesarealsoboostingtheirpotentialtoattractinvestors;accordingtothe

InternationalInstituteforSustainable

Development

,sustainableinvestingindevelopedcountriesrose68%from2014to2019.

Furthermore,theworldhaswitnessedaglobalseachangeinconsumervalues.Issuesofcorporateresponsibilityandsustainabilityhavebeenputunderthespotlight,withmanycustomers

pledgingloyaltytocompanieswithimpressive

ESGcredentials.AstrongESGtrackrecordcan

alsocontributetobuildinganattractiveemployee

valueproposition,helpingorganisationstoattract,

engageandretaintoptalent.

DEVELOPINGANESGSTRATEGYTO

DELIVERLONG-TERMVALUE

Withtheabilitytosteerresourceallocationand

accountability,financeleadersarewellplaced

tospearheadtheprocessofsettingESGgoals

andmeasuringprogress.ShaunSmith,Senior

IndependentNon-ExecutiveDirectorofEpwin

GroupPlc,observes,“TheCFOhaslongbeen

responsibleforunderstandingtheregulatory

environment,collatingandreportingmanagement

andfinancialinformation,andallocatingbusiness

resources.Asaleaderwhograspsthefull

responsibilityofcapturingESGinformation,

workingwithinternalandexternalstakeholders

tosetandmonitorappropriatetargets,the

CFOisinakeypositiontohelpsetanddrivean

organisation’sESGstrategyaimedatdelivering

sustainablelong-termshareholdervalue.”

Nonetheless,defininganESGstrategyisfar

fromstraightforward.Avarietyofdifferent

reportingframeworksexist,rangingfrom

basicmandatoryreportingimposedby

certaincountriesorregionstowide-ranging

frameworkssuchastheGlobalReporting

Initiative(GRI)ortheSustainabilityAccounting

StandardsBoard(SASB),whichmaps77

industry-specificmetrics.Fromgreenhouse

WHYCFOSHOULDBEMOVERSANDSHAKERSOFESG

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EIGHTEXECUTIVETRENDSFOR2022

gasemissionstoethicsandsafety,theCFOmustdeterminewhichmeasurementsarethemostusefulforevaluatingandreportingtheircompany’sESGperformance.

FinanceleadersshouldeducatethemselvesontheESGlandscapewhilehominginonthespecificareasinwhichtheirorganisationcanmakethemostimpact.Tobetteranalysethemechanicsofthebusiness,CFOscanestablishtaskforcesorworkinggroupsdedicatedtotrackingESGrepercussionsandtheeffectsofnewinitiatives.

Ultimately,ESGmetricsareinextricablylinkedtofinancialmetrics.Apushtowardsmoreresponsiblepracticesalsodrivesthebusinesstowardslong-termstability,efficiencyandprofitability.Bycreatingsustainableinternalprocessesandpromotingtransparentreporting,themodernCFOpavesthewayforaresilientfutureforemployees,stakeholdersandshareholdersalike.

DRIVINGCHANGE

ACROSSTHEBOARD

WhenhiringanewCFO,akeyconsiderationshouldbecandidates’abilitytoleadESGeffortsanddrivesuccess.Already,inmanycases,thedefactoheadofESGmonitoringandreporting,theCFOundoubtedlyreliesonskillssuchasaccounting,dataanalysisandriskmanagement.However,equallyimportantistheabilitytotranslatenumbersintolanguage.

Financeleadersrequireemotionalintelligence

andexcellentcommunicationskillsinorderto

conceptualiseanddefendtheirESGstrategyand

gaincross-departmentalsupportthroughdata-

basedarguments.

ThemodernCFOcanbeexpectedtowork

closelywiththeCEOintheplanningand

executionofESGinitiatives.Recruitersshould

thereforeprioritisecandidateswithahistory

ofleadershipandeffectivecollaboration

attheC-suitelevel.Inanageofincreased

transparency,itisallthemorecriticaltofind

candidateswithatrackrecordofintegrity

andtrustworthinessbackedupbyprevious

references.Thebestcandidatesshouldalso

demonstrateknowledgeofESGtrendsandthe

initiativetotransformsuchtrendsintoaction.

WhilenotallCFOscurrentlyhaveESGwithin

theirscope,ESGcredentialsandexperience

couldsoonbecomeanessentialpartofthe

necessaryCFOskillset.Awillingnessto

engagewiththiscorebusinessareaiskey.

Yatesconfirms,“AstheimportanceofESG

grows,financeprofessionalswillplayan

ever-greaterroleindrivingawarenessofESG

data,measuringimpactsandreportingtokey

stakeholders.CFOswithprovenexperienceof

integratingESGintofinanceteamprioritieswill

beinhugedemandinthenearfuture.”

WHYCFOSHOULDBEMOVERSANDSHAKERSOFESG

07

KEYTAKEAWAYS

TheChiefFinancialOfficer’srolehasdevelopedsignificantlyinthepasttwoyears,becomingevenmorecloselyknitwithdifferentfunctionssuchasITandHR.Thistransversalnature,combinedwiththefinancedepartment’sexpertiseinmeasuringandreporting,placetheCFOinaprimepositiontodriveESGeffortsacrossthebusiness.Morethansimplyareflectionofaglobaltrend,strivingtoreachESGtargetsiskeytobuildingfinancialresiliencethroughthecreationofsustainablelong-termvalue.

XManyoftheskillsneededtodriveESGoutcomes,suchasriskmanagementandcostoptimisation,alreadyexistinfinanceteams.Inaddition,committingtoESGgoalshasbeenshowntoimprovebusinessperformance,makingthisareaanaturalfitfortheCFO.

XWithavarietyofESGframeworkstochoosefrom,CFOsmustdecidewhichmetricstomeasureandhow.Establishingadedicatedtaskforcecanhelpfinancialleadersidentifytailoredactionsforcompaniestomakethebiggestpositiveimpact,whetherthroughusingenergyandresourcesmoreefficiently,buildingsocialcredibilityorensuringtransparencyingovernance.

XWithESGagrowingpriority,theCFOwillneedtoworkcloselywithfellowleaderstofostercross-teamcollaboration.Thebestcandidatesshoulddemonstrateanabilitytotranslatedataintoeffectiveactionplansandpersuadeotherstocomeonboard.

WHYCFOsSHOULDBEMOVERSANDSHAKERSOFESG

D&IISTHENEWID

EIGHTEXECUTIVETRENDSFOR2022

D&IISTHENEWID

Morebusinessleadersarerealisingthatdiversityandinclusionworksbestwhenitseepsintoeveryporeoforganisationalculture.

D

iversityandinclusionareoldfriendsforforward-thinkingorganisations.Hiringcandidatesfromaspectrumofbackgroundsandmindsetsinjectsnewperspectivesandcapabilitiesintoteams,andoftensignificantlyboostscreativity–andprofits.

Samplethis.Ifeverycountryintheworldmovedrapidlytowardsbringingaboutgreatergenderparityintheirworkforce,asmuchas

$12trillion

couldbeaddedtotheglobalGDPby2025

,

reportsMcKinseyGlobalInstitute’sWomenintheWorkplaceReport,anannualdiversityandinclusionstudy.Thatisan11%increaseintheglobalGDP.

AddressingonlythegenderdiversityaspectofD&Iisexpectedtohaveapositiveimpactonrevenues.BusinessesstandtobenefitevenmorewhenallaspectsofD&Iaregiventheirdueinthecompany’shiringandemployeewelfarepractices.

Businesses,too,mobilisedbytheyoungergeneration’spassion,havepaidgreaterattentiontotheirvaluesofequalityandfairness.Agenuineleaning-intowardsothers’livedexperienceshasbroughtthespotlightontobusinesses’diversityhiringpractices.Hiringfordiversity–irrespectiveofethnicgroup,

self-perceivedgender,sexualorientation,

nationality,disabilitiesandreligion,among

others–hasbecomeahottopic.

ButD&Igoesmuchfurtherthanthepost-

interviewhandshake…

GOINGBEYONDTHEVISIBLE

Astheconversationsaroundequityand

wellbeinggainmomentum,forward-facing

leadersunderstandthatdiversityandinclusion

meansaseriousmindsetandcultureshift

towardsmakingemployeesfeelincluded,heard

andvalued.Companiesneedtoinvesttimeand

attentionintounderstandingtheiremployees’

demographicbaseandeducatingalllevelsof

leadershipandworkforceonwhatinclusiontruly

means.Thisincludesprovidingempathytraining

andlearninghowtocatch(andcorrect)biasin

everydayworkandlife.

08

09

AllyshipTrainingisagoodexampleofaworkshopthatmeetstheseneeds.ImplementingD&Iincludesfirstunderstandingthetruespiritofinclusion,andthenapplyingitbylisteningtoemployees,andadjustingthetoneofthecommunication,theapproachandthecompanyculture.Fosteringasenseofbelongingandprideinbeinguniqueleadstodiversityandinclusionbeingmutuallycelebrated.Companiesshouldalsoputinplaceredressalmechanismswithlegalandemotionalsupport.

AgnieszkaKulikowska,SeniorPartnerPolandandleadingtheD&IpracticeforEurope,explainsthatatop-downandbottom-upapproachcanbeeffectiveinempoweringpeopletospeak

up,engagingthemandputtingtheirbestideasintoaction:“Theexampleshouldcomefromthetop,withsponsorsappointedtoD&Ipillargroups–likewomen,parents,LGBT,peoplewithdisabilities–toletpeopleknowthecompanyistreatingtheseprofessionalswithadequateseriousness.Employeescanthenjointhegroupsandcommitteestheyidentifywithandproposeinitiativesthatwilldriverealchangeinprocessesandtheperceptionofminorities.”

Diversityasatermprimarilyincludesage,race,ethnicity,gender,disabilityandsexuality.Businessesneedtounderstanditasmorethanjustafashionablesocialconstructsothattheycancreateadeepcultureofdiversity,aninternalisedwayofdoingbusiness.

“Unfortunatelyfororganisationsthatwanta

quickfixondiversityhires/quotas,theyfocus

on‘visible’diversitysuchasgenderandrace.

Diversityissomuchmorethanthephysical,

butwithlegislationsuchasthegenderpaygap,

hiringorpromotingmorefemalesendsupbeing

akeyfocustolookingdiverse.Discrimination

canaffectallgroupsofpeople,andthewhole

pointofhavingaD&Iagendaistocreatean

inclusiveenvironmentwhereeveryindividual

feelspartoftheculture,”saysCatherine

Osaigbovo,PartnerHRandD&IUK.

It’simportanttounderstandthedefinitionsof

bothdiversityandinclusion–andtrulybelieve

inthem–beforebuildingaD&Iprogrammeor

overhaulingacompanyculture.

MORETHANA‘NICETOHAVE’

Whilediversityisthepresenceofdifferencesat

theworkplace,inclusionisthebehaviourthat

embracesthatdiversity.

EarlyrecruitmenttrendsconsideredD&Igoals

a‘nicetohave’anda‘tobeseentohave’.

Asbusinesseshaveevolvedintheirhiring

practices,D&Ihasmovedawayfrombeingjust

aquota-drivencampaigntoadeepermindset

aboutactivelycelebratingandmakingdecisions

basedondifferentperspectives.

D&IISTHENEWID

D&IISTHENEWID

EIGHTEXECUTIVETRENDSFOR2022

Anabundanceofpointsofviewinthesamecompanygivesthecompanydifferentapproachestoonesameproblem.Itprovidesabetterperspectiveforbusiness.

NataliaDeSanctis,Principal

PageExecutiveArgentina

Variousstudiesfromrecentyearshaveshownapositivecorrelationbetweenadiverseworkforceandimprovedcompanyprofits.This

study

bytheWallStreetJournalfindsthatdiverseandinclusiveworkculturesofferamorecompetitiveedgeinthemarket.AfurtherstudybyBostonConsultingGroupfoundthatcompanieswithgreaterdiversityexperienced19%higherinnovationrevenues.

Inclusioncanalsoboosttalentretention.MillennialsandthegenerationstocomehavehighD&Iexpectationsfromcompanies.A2020

DiversityHiringSurvey

byGlassdoorrevealedthatdiversitywasanimportantfactorfor76%ofjobseekersandemployees.Theyevaluatedacompany’sdiversityandinclusionpracticesduringthehiringprocess.Theonusisoncompaniestoactivelypractiseandcommunicatetheirdiversitymindset.

“Companiesmustmakesurethatthe

programmesandinitiativesthatarebeingrolled

outareactuallymakingadifference,anddriving

changeacrossthebusiness.Moreengagement

meansmoreproductivity.D&Iisoftenan‘HR

subject’,butthereisaneedforittobemore

alignedtothebusinessobjectives,”saysSarah

Kirk,GlobalD&IDirectorPageGroup.

GoingontoexplainhowPageGroupmeasures

inclusion,Kirktalksaboutthevalueof

theinsightsgainedfromPageGroup’s

proprietarysurveys,whichinformthedata-

drivenconsultingofferedtoclients.Tostay

abreastofD&Itrends,PageGrouprunsaD&I

ambassadors’networkwithapartnerinevery

Europeancountry.Theambassadorsmeet

regularlytodiscussissuesrelatedtoimproving

diversityandinclusioninbusiness.

Ultimately,it’salsoabouthow

culturecanimpact,support,

retainandattractdiversetalent.

SarahKirk,GlobalD&IDirector

PageGroup

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KEYTAKEAWAYS

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HIRINGFORINCLUSION

Thefirststeptoachievinginclusionistoestablishcleardiversityhiringgoalsandthemechanismstotrackandmeetthem.“Dataisessential,”explainsOsaigbovo.“Wehaveresponsesfrom76%ofouremployeesglobally.Thatgivesustheinsighttomakedata-drivendecisions.Itgivesusaresponsibilitytomakechangesbasedontheiranswerstoretaincredibilityandtobuildtrust.”

Thehiringprocessstartswithanopendiscussionbetweentherecruiterandtheclient.“Nomatterwhattheroleis,thefocus

ofthediscussion,whenhiringtalent,shouldn’tonlybeaboutgender,age,nationality,orotherdifferences.Itisadvisablethatdiversecandidatesareincludedineveryprofessionalsearch,eveniftheclientdoesn’tspecificallyrequestit,”saysDeSanctis.

Bringinggreaterdiversitytotheworkspacestartswithquestioninginherentbiases,andhowtheylimitourworkexperience.Companieswillneedtosetthebarhigher–andbroader–fortheirhiringexpectations.Here,flexibilityandkeepinganopenmindcangoalongway.

Sometimes,allthewaytotheCEO.

DiversityandinclusionmustbebuiltintotheDNAoftoday’scompaniesiftheywanttoattractandretainthebesttalent.Businesseswillbenefitfrombringingopennessandflexibilitytotheirhiringapproach,whiletheequality-drivenleadersoftomorrowwillthriveonbelongingandfeelingvalued.

XRecruitersshouldprimeclientstogobeyondage,gender,raceandacademiccredentialsandfocusonthevalueofonboardingacandidatewhobringsadifferentculturalperspectivetothebusiness.

XCandidatesseekacceptance,valueand

respectattheirplaceofwork.Atthe

sametime,awillingnesstolearnfrom

peerswhobringdifferentexperiences

canimprovethequalityofwork.

XRecruitersshouldspreadthenetfarandwide,goingaboveandbeyondtheirgo-tosources.Itisamatterofchance,andonecanfindsurprisesincandidatesfromdifferentindustriesorexperiencelevelswhofitthebill.

D&IISTHENEWID

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EIGHTEXECUTIVETRENDSFOR2022

WHYCOMPANIESINTHE

DIGITALAGENEEDTHE

LEADERSHIPOFCHROs

Harnessinginterpersonalskillstobridgedigital

realities,thenewChiefHumanResourcesOfficer

standsfrontandcentreinahybridworld.

O

neofthegreatestopportunitiesfortheChiefHumanResourcesOfficer(CHRO)toshinehasbeeninleadingthepost-pandemictransitiontohybridworking.Nolongerseenasabackgroundplayer,today’sCHROhastakenonapivotalroleinsteeringbusinessestowardssuccessinadigitalenvironment.TheabilityofCHROstoattractglobaltalentandmotivateemployeesinthisnewcontextcandeterminewhetherbusinessesthriveorflounder,highlightingtheimportanceoftheHRfunctiontotheoverallhealthofanyorganisation.

Gonearethedayswhenremoteworkwasreservedformanagersordirectors,andonlyonoccasion.Today,itiscommonforcompaniestoletemployeesworkremotelysomeorevenallofthetime,andmanyemployeesnowexpectthisflexibility.Infact,an

August2021reportbyPwC

foundthat41%ofremoteworkerssurveyedneverwanttogobacktotheoffice–upfrom29%inJanuary.Accordingto

McKinsey

,barringworkthatmustbeperformedon-site,mostexecutivesexpectthatemployeeswillbeattheofficeonetofourdaysperweekinthepost-pandemicfuture.

InourEightExecutiveTrends2021,wepredicted

thathybridworkingwouldbeheretostay,putting

thespotlightontheroleoftheCHRO.From

talentacquisitiontoworkforceengagement

andcorporateculture,theCHRO’sscopehas

beensignificantlybroadenedbytheadditional

variablesofahybridworld.ItistheHRleader

whomustnavigatethesechangesbydeveloping

newprocessesandsolutions,ofteninclose

collaborationwiththerestoftheC-suite.

WHYCOMPANIESINTHEDIGITALAGENEEDTHELEADERSHIPOFCHROs

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LAYINGTHEBUILDINGBLOCKSOFAHYBRIDWORKPLACE

Manybusinessesthatswitchedtoremoteworkatshortnoticearenowfacingthechallengeofwhenandhowtoreturntotheoffice.Uncertaintyhasbeenakeyissueforleadershipteamsand,consequently,foremployees.Worsestill,alackofcommunicationonthissubjectcanbedetrimentaltoworkerwellbeing,contributingtoanxietyandeventemptingsometosettheirsightselsewhere.

Inthisrespect,itisuptotheCHROtoestablishaclearpathtowardsthehybridfuture.Toeasethetransition,astuteCHROsareencouragingratherthanobligatingemployeestoreturntotheofficeonaphasedbasis.Partofthatinvolvescreatingincentivesthatdrawworkersbacktotheworkplace.AsAgnieszkaKulikowska,SeniorPartnerPoland&Baltics,observes,“Theofficehaschangedfrombeingaplacetoworktobecomingaplacetointeractwithpeople.”Inordertofacilitateteamworkandcollaboration,HRleadersneedtoexaminehowtheycanfosterasafe,inclusiveandflexibleenvironment.

Assomecolleaguesreturntophysicaloffices,itisvitalthattheirremotepeersdonotfeelexcludedorunfairlytreated.Inan

August2021

surveybyPwC

,executivescitedcorporatecultureasthebiggestchallengetomakinghybridworkingsuccessful.TheCHROmusttakethehelminbuildingacorporateculturethatcultivatesasenseofbelongingnomatterwhereemployeesarebased.RaphaelAsseo,PartnerSwitzerland,pointsout,“Establishinganunderstandable,liveableandinclusivecultureis

essentialforemployeestotakejoyandpridein

theirworkandtheirorganisation.”

Onewaytoensurethatworkersaretreatedfairly

i