Interview with Marina Krashia, Human Resources Manager at Cyproman Group
Cyprus’ economy is set for a dynamic re-boot as the business community quickly adapts to the necessity to observe safety precautions and help maintain the current low rate of coronavirus COVID-19 infections.
As the priority shifts to getting back to business, we explore human resources management trends in 2021 with Cyproman Group’s Human Resources Manager Marina Krashia.
What do you believe is the most significant growing trend for Human Resources managers?
Culture change versus traditional employment models is a growing trend and challenge for human resources managers.
Handling culture change is a delicate process, and must be done with a view to supporting the company’s strategic objectives and growth.
We’re seeing a stronger direction taken by the European Union to encourage corporate responsibility towards the environment, health and safety, for example. There are new laws on corporate social responsibility to observe. In addition, challenges in the health and safety area have grown because of the coronavirus pandemic.
One example of culture change brought about by the pandemic is managing flexible working conditions and remote workers. Another example is handling globalisation with multi-lingual staff.
What is the best way to handle culture change?
Training, digitalisation and reskilling play a large role in helping teams to learn about and adopt new behaviours.
Training is a key practice at Cyproman Group and one of the best responses to uncertainty or the kind of rapid changes we are seeing now.
I also advocate another key HR skill - listening carefully in order to map and match employee and senior management perspectives with the company’s culture, business targets and legal obligations.
Finally, clear communication with employees is a major step to maintain morale and get them on board with necessary changes.
What other key trends are becoming more important?
Human capital versus human resources. This is a fascinating shift in perspective which places value on more precise planning using data analysis.
Increasingly, HR analytics contribute to human capital planning. Analytics and data are set to play a stronger role, according to a survey by Oxford Economics.
Human capital analytics can include employee surveys, key skills, attendance records, salary and promotion history, work history, demographic data, personality and temperament data and employee databases.
As a developing approach, human capital and data-driven strategies have great potential.
In conclusion, if you were to sum up the key skill in human resources management in one word, what would it be?