Abstract
COVID-19 has brought new ways of working and the role of the office. It redesigns the workplace to support organizational priorities and resize the footprint creatively. Digitalization and globalization have sparked radical shifts in how employees live and work. In an age of digital disruption, corporate and HR leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage and engage the 21st-century workforce. The big question are: how can HR assist business leaders to build the workforce of the future? and What are company doing to change the future of their workforce today so that it looks different 10 years from now? Organizational agility, careers and learning disruption, talent disruption, rethinking performance management and people analytics in addition to setting up the right structure, analysis, and standardized people metrics are key to success and critical components to design talent strategy. This study also aimed to assess the impact of the pandemic, review the changes imposed and reset and rejuvenate their approach to work, the workplace and their workforce to create new meaningful employment opportunities while ensuring workers are adequately prepared for the new shape of work. This study assesses the future of the workforce and workplace impact of COVID-19 crisis using structured questionnaire comprises 13 items, each rated on a 5-point scale (0-4), with higher scores reflecting greater future. 354 employees from IT companies participated in the survey. Descriptive statistics, factor analysis independent t test and regression were employed to decide key associations among demographic variables, planned business measures in response to COVID-19. Gender were statistically significantly positively associated with imperatives for resetting the future of work agenda. This study reveals that talent strategies can build human-centric leadership culture and empower local leaders
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