He labor issues should be the focus of business and society. We know that if social risks are not managed effectively, they fuel rising inequality and hamper progress towards decent work for all. There is also evidence that companies with lower staff turnover, higher employee satisfaction, and better ethnic and gender diversity tend to achieve more favorable financial returns.

 

COVID-19 has highlighted social issues. We believe that companies that did not manage them well took longer to adapt to the new situation, their workers suffered more and strikes were also more frequent.

 

The consequences for the well-being of workers differ considerably according to sector, jurisdiction and the nature of the jobs and can be distinguished into three categories:

 

1.      Customer-oriented companies: These can be divided into those that provide essential services and those that do not. The main risks for essential workers include increased exposure to the virus and general safety, while non-essential workers are more likely to lose their jobs, particularly in the event of a lack of continuity in the supply chain once that the company can return to work.

2. Work-from-home businesses: The concerns of home-based white-collar workers are primarily related to the productivity of the workforce, exacerbated by limited childcare options, as the Parents juggle work and homeschooling. In particular, it has been reported that women are assuming a disproportionate share of care in many households.

 

3.      Wider Supply Chain Impacts and Consequences for Workers: Faced with unprecedented demand for some products and a plummeting demand for others, negative effects on supply chains include cancellation of contracts, lengthening of payment terms and hence loss of liquidity to pay for work already done, loss of millions of jobs, lack of suitable workers and pressure from buyers with sales in progress to reopen factories.

Hiring after coronavirus (covid-19)

The end of confinement due to covid-19 and the slow return to "normality" of all economic sectors forces us to think about how the labor market will work after the pandemic.

 

The arrival of the new normal causes a completely different sphere of work. How will the job market be after the covid-19 pandemic?

 

 In 1941, Stefan Zweig published one of the most moving memoir of the entire s. XX. The world of yesterday. The Austrian author (although by then he no longer had any homeland) made a detailed summary of how his environment had changed over the years, to the point that little or nothing was left of the world in which he grew up.

 

Without reaching such levels of drama, it is clear that our generation has lived a before and after as a result of the global pandemic of covid-19. As it could not be otherwise, the business world and the job market have also been significantly altered.

 

Economic activity has been seriously affected by covid-19 and mobility limitations, as well as by the closure of many businesses in the most affected sectors.

 

Companies can plan their next recruitment and selection processes, bearing in mind that a large part of the procedures will be carried out remotely.

 

For many companies, this will not be a significant first. For others, it will be the ideal occasion to launch a digital transformation plan that cannot be delayed any longer.However, the return to a "new normal" goes hand in hand with the need to rehire, following, yes, a series of criteria that respond to the changes we have experienced in recent weeks and with a decisive weight of digital tools . Based on this, what will the recruitment and selection of personnel be like after the coronavirus?

Digitization as an operational need

At this point, it can hardly be argued that the future of recruitment lies in new technologies. Digital tools had already proven their usefulness to close more successful and satisfactory recruitment processes for all parties.

 

But now they have become an indispensable resource for selecting and sifting through resumes, communicating with candidates, conducting interviews, and preparing and submitting reports and evaluations.

 

A recruitment and personnel selection s Define correctly the jobs to be filled

This suggestion is not exactly innovative. One of the keys to successfully closing any selection process is to have defined as precisely as possible the characteristics of the jobs to be filled and their exact number.

Wait for the right moment

Apparently, there are many incentives to proceed as soon as possible with hiring. The lists of job seekers are full and leading companies cannot waste any more time to regain the initiative in their respective sectors.

 

All of this is true but the current situation forces us to be prudent before launching large selection processes. Are we sure that the estimated business volume justifies a certain number of incorporations? Are the profiles the company needs available on the market? What labor costs are we willing to assume to cover some positions of special responsibility?

 

The answers to these questions will tell us if it is the most appropriate time to hire or nooftware optimizes all these processes to make your work easier and provides an extra objectivity, rigor and transparency to the process.

 

Have a reopening strategy

It is likely that the company is not yet operating at full capacity and that it has pending to recover part of its workforce that is outside of it. In this case, the recruitment and selection processes should be included in the reopening strategies of the companies.

Preserve security in the company

All the above recommendations are subject to a maxim that cannot be abandoned as long as the disease is not eradicated or an effective vaccine is available: to preserve safety in the company.

 

Having protocols for action in case of detecting contagions or preventive measures to minimize the risk of contracting the disease in the company's facilities, can become, in fact, arguments to improve the talent attraction of the firm.