The Covid-19 pandemic forced US organizations. UU. A lodging to keep your businesses running. When possible, remote alternatives were developed ‘working from home’ to maintain operations. While there were some steps of the student at the beginning of the process, many business processes remained effective and the results were generally positive. The remote work alternative was seen as a viable work agreement for both the organization and its employees.
As organizations arise from the pandemic, many are considering the return to \”normal\” work arrangements and face negotiation between \”normal\” and a possible change, since many employees now prefer the Remote work for a variety of reasons.
The results of our remote work and AMP; The compensation pulse survey emphasizes some important findings that organizations should considerAR as they perform a new way forward.
Market for talent
Assuming that remote work can be a reality for many US organizations. UU., Companies will need to reconsider how it defines your market for talent. Remote work translates into a more fluid and potentially volatile market for the way employees can pass from the company to the company. This double-edged sword not only means that there is a wider selection of talent from which to hire, but there is also a higher risk of retention for the current workforce.
However, this risk is not only in the availability of talent, but in many cases, it is the availability of specific skills. If there is a more permanent change towards remote work, organizations must recognize that the specific skills required will be more specialized, the risk of composition retention.Employers recognize that the rewards need not only reflect and attract these skills in the business, but retain those skills in their existing employees.
Organizations recognize that simply reflecting the external market will increase the pressure on internal equity within its companies. Attracting Talent Without focusing on how to compensate employees execute the very real risk of causing internal pressure.
Have a formal plan
Our survey found that more than 90% of respondents do not have a policy to address how rewards should reflect this new reality. If organizations see work Remote as an important consideration, there are significant consequences and consequences if they do not clearly define their objectives and their strategy. To make a decision related to the adjustment of work arrangements, the leadership should consider the many possibilities through the lentE From a set of problems much larger than all return to circle to the specific justification to take such actions.
Remote work and payajusts
A clear finding of our survey is that organizations that adopt remote work permanently are not considering a change in employee compensation. Our survey found that almost 95% would not consider reducing the compensation of employees working from home. This recognizes that some organizations would consider changes in compensation because remote work could be seen as an element of their reward systems. The prospect is that employees may prefer work from your home as an element of your rewards. If these considerations are understandable, there are potential consequences for such changes. Our survey found that employees would be much more willing to go from an organization to another if there were changes inCurrent payment arrangements.
Remote Work Navigation It is difficult. You do not need to do so only. Program a free consultation with one of our experienced consultants.