Top 3 Workforce Priorities for the C-Suite in 2021

I recently took some time to reflect back on the events of 2020, including my conversations with C-suite leaders of businesses throughout the Northeast and across sectors. Most grappled with uncertainty and divisiveness, all while trying to re-establish stability and continuity in a changed world. As the leaders of these organizations plan for the year ahead, they’re leaning on lessons learned – and a clear, underlying theme that I’ve heard play out in these discussions across the board is that executives (93% of them, in fact) are taking increased action to support their workforce during this time. 

When we take care of our people, we take care of our business, which in turn takes care of our economy. More specifically, there are three key areas we see executives prioritizing on their agenda for the year ahead. 

Introducing benefits that make a difference – and are aligned with culture

In today’s environment where the boundaries between home life and work life have been blurred, and the kitchen table is the new desk, employers are looking for ways to adapt their culture and address the current challenges their people face. For starters, this will involve them doubling down on new workforce initiatives to help address:

1. Employee well-being;
2. Mental health; and
3. Societal issues. 

Even for entities that have frontline employees that don’t have the ability to work remotely, it has been made clear that people’s wellbeing and safety come first. Given the unpredictable timeline of the pandemic, the benefits rolled out quickly during the initial COVID-19 outbreak (crisis child care reimbursement, 1:1 virtual wellness coaching, and workday flexibility) are likely here to stay.

In my conversations with Northeast leaders, they recognize that “people need people” in a remote work environment and the mental strain of isolation is taxing, especially during this holiday season. Finding ways to make their people feel connected is a priority. These insights echo findings from a recent survey, where 72% of executives indicated that they are planning to implement actions around their people’s well-being and mental health support. 

Without a clear start and stop to the workday, burnout can be combated with simple but effective initiatives that “stop the grind,” cutting meetings by 15 minutes to allow for needed breaks between video calls, implementing “no video Fridays” and encouraging folks to block their calendars for personal time. These behaviors need to be championed from the top down – lead by example and create a culture that embraces flexibility and prioritizes empathy. 

Taking the lead on new issues

Uncertainty may be one of the most used words of 2020 -- and as such I’ve seen an increase in leaders looking to step up and play a more relevant role in acting as a source of guidance, providing insights and clarity as their people navigate today’s “uncertain” environment. Employees are more often turning to their employers to offer direction in terms of how to move forward through things like social unrest and a divisive election season. In a time when it seems like our country has never been more divided, leaders have been challenged with taking a stand on polarizing social issues. In our firm’s latest Road to 2020 election survey, our clients shared that they have become more energized around social issues with 32% suggesting they’re more likely to make public statements on such issues. Ultimately, business leaders must rely on their purpose and values to help them make difficult judgement calls, grounded in respect for their people and their views.

The business community is focused unlike ever before on D&I and they recognize that they need to continue to help advance societal issues given they present an opportunity to create a more unified and inclusive environment. As business leaders become a new source of guidance for issues outside their offices' four walls, their leadership on business-related issues inside has not taken a back seat, in fact, it’s only increased. 

Transparency on the future of the workplace

When it comes to putting the safety of our workforces first, question marks still remain around what exactly the workplace of the future will look like. What’s for certain is that it will not be the same as it was a year ago, but we also know that the office will not go away. In speaking with clients, it’s clear that their people still crave human interaction and there will always be value in engaging face-to-face. However the rationale behind coming to the office and the frequency in which we do so will likely change. 

Meanwhile, we’ve seen that our people can be just as productive working from home as in the office and that our technology has positioned us to accelerate digital transformations that were well underway prior to the pandemic. That has opened the door for more flexible working arrangements moving forward. This will mean increased investment in cyber security and infrastructure protection, as well as upskilling people to use platforms in a responsible way, according to the CISOs I’ve spoken to in the Northeast. These new ways of working will require communication with employees and transparency on the road ahead. Because while there’s uncertainty in the factors we cannot control, we can help our people find solace in the fact that we’re able to give them certainty around the things we can control.

Looking ahead to 2021, I expect the people-first trend to continue -- we will learn from what hasn’t worked and carry on what has. Offering benefits, leading with empathy and providing clarity to employees will all be areas of investment moving forward as we continue to get comfortable with our new ways of working.

As I look back on 2020, I think about how difficult a year it has been. For me personally, I have lived with a constant concern for my own family -- several of whom have pre-existing conditions that are particularly concerning if paired with COVID-19. I feel the sadness of others who have lost their loved ones to this terrible pandemic. I wake up at night thinking about those that have lost their jobs and businesses. I see the ongoing pain of those in our community who feel a lack of racial equality. But I also feel an underlying optimism for 2021. I remind myself of two of our PwC values we need more of today, caring and working together, and these give me the energy to take on 2021. I wish you all well in the new year -- here’s to staying safe.