Fujitsu’s VP of HR Jason Fowler shares top predictions for HR in 2022

From the rise in flexible working policies to the fall of the daily commute, the last two years have led to significant change in human resources (HR). As we enter into the pandemic’s third year, the onus is firmly on HR departments to help employers navigate the unpredictable events caused by COVID-19 while traversing the needs of a theoretical stable future.

According to Jason Fowler, VP of HR for Fujitsu in Northern and Western Europe, “the priority for businesses now, as we focus less on managing the impact of lockdown, should be to create a working culture that employees, customers and partners can all be proud of. The COVID-19 pandemic really gave HR professionals a platform to lead their businesses and now is the moment to use that platform to move from crisis response to future state planning. 2022 should be the year of rapid reset: changing the way work gets done, not just where it gets done, and creating a new,  engaging and inclusive experience of work.

Fowler continues: “Buzz words and lip service have fallen out of favour this year and, instead, employees want to see action from their organisation when it comes to sustainability, ethics, social mobility and diversity. For those that fail to make headway in that space, it’s going to be increasingly difficult – if not impossible – to attract talent and retain customers in 2022.”

With this in mind, Jason Fowler shares his top five predictions for what we should expect from HR in the coming year:

1. The skills shortage will weigh heavy on all sectors

A shortage of skills is undoubtedly one of the most pressing concerns for employers in 2022. Whichever sector you operate in, as an employer, you’ll be feeling the pinch of demand vastly outweighing supply next year – all of which offers individuals far greater choice when it comes to where they’re employed.

But the term the ‘Great Resignation’ only tells half the story. Post-lockdown, people are reconfiguring their priorities, not reneging on them, and leveraging the hiring crisis to get the best bang and buck for their time – and that’s a trend that’s likely to continue well into the new year and beyond.

With the job market opened up further still by the fact that remote working has become almost ubiquitous, organisations need to consider their own competitive differentiator as an employer in order to retain and attract new talent in 2022. 

2. Attracting talent is down to having a clear value proposition

Post-pandemic, establishing an authentic brand voice to cut through the noise will be crucial. What organisations should not be doing is trying to attract the right talent by imagining what it is the best candidates might be looking for and then offering it, or suggesting they can offer it in future, when they simply cannot.

For starters, prospective employees can see through false promises. Maintaining integrity as an organisation first starts with being true to what you offer to prospective employees. For instance, if your hypothetical company ‘brochure’ is mismatched with reality, the relationship with that employee will almost certainly be short lived.

While hiring for the skills your oganisation needs now might seem like the obvious priority, it’s important to stay mindful of your business’s long-term operational needs. By hiring in a way that focuses on an individual’s potential, rather than simply what they offer in the immediate term, HR teams can establish a much more sustainable talent strategy that bolsters business performance.

If the central premise of your value proposition is one of personal growth and support to fulfil individual potential, it will stand out and it will sustain.

3. Equity in the hiring process is key

Over the course of the last year, there’s been a great leap forward in the number of opportunities available to employees and candidates with varying needs and wants. Whether it’s employees with caring responsibilities, disabilities, ethnic minority groups, or simply those who were no longer able to make the commute to work for one reason or another, the challenges they faced are slowly abating in many organisations, and there’s no doubt that it’s for the betterment of the workplace – and of society overall.

But there’s still more work to be done – and ensuring that your hiring processes remain equitable is a constantly evolving operation. For instance, by promoting asynchronous working, HR teams can make people and places less restrictive than they once were and open up channels to those who wouldn’t previously have considered your organisation as a fit for them.

Flexible working in its fullest sense is a must for employers next year, as is the effective integration of policies that were introduced for the first time in 2020 and 2021. Without them, organisations risk missing out on a pool of talent in an already competitive market.

4. A successful workforce is built not bought

In 2022, organisations need to assess who in their workforce is having the most material impact on the way they perform. It’s important that HR teams dig down into who truly warrants progression and which skills their business needs more of to really make it a success. Once that’s been established, the priority should be to make that particular talent pool more sustainable.

The answer here shouldn’t be to simply make hires to fill those skills gap; instead, organisations should build greater loyalty and diversity in their organisation by upskilling the staff they already have. By building from the ground up, businesses can effectively offer opportunities to typically under accessed groups – particularly now that location is less of a factor.

Investing in older and younger generations in this way not only helps to realise those people’s potential and makes them more loyal to a business by investing in them, but it helps to solve the national skills gap and ultimately improve social mobility.

5. A commitment to ethics and sustainability is non-negotiable

The UN’s COP26 conference brought the global climate challenge to the fore for everyone, in every sector. So much so that it’s no longer enough for brands to have a sustainability strategy built into their business plan, they need to live it on every level of an organisation and prove its effectiveness with clear data and reporting.

Ultimately, customers, partners and employees are no longer content to be paid lip service, and they want to see real, tangible action being taken to show how a business is giving back positively to society. Again, it’s all about authenticity.

In order to remain competitive in any market, and attract the best talent, organisations need to make lasting commitments to a greener future and ethical practices throughout every stage of their supply chain. 

In summary: 2022 should be looked upon as a year of real opportunity for HR professionals. While the previous two years may well have weighed heavy on HR departments, now is the time to build on the good work established over lockdowns one, two and three, to develop a better future of their own making. Next year is a year to lead by example and make real and lasting change when it comes to sustainability, ethics and social mobility. With those front of mind, the sky really is the limit.