building UN002

The Post-Pandemic Boom and What That Means for Talent

The world’s economy is getting ready for a post-pandemic boom. Learn how HR’s focus on how to manage and recruit talent post-pandemic has changed.

The pandemic has asked a lot from our HR leaders. One day, we came to the office and everything we knew no longer existed. What was needed yesterday is not the same as what is needed tomorrow, and with that, HR was challenged with ensuring business continuity. The talent needed to achieve future goals has changed dramatically, and there has been no time to overthink approaches. Talent management and recruitment has gone through a massive transformation, with companies requiring the identification and hiring of talent using new methods. This is especially true in the period when the post-pandemic boom is coming near.

While employers have tended towards downsizing their headcount during the pandemic, this has coincided with a need for employees who do remain to adapt to a shift towards working remotely—in addition to dealing with organizations that are moving quickly towards the digitization of the workplace, whilst requiring employees to maintain their productivity. In fact, Talent Management and Digitization have been found to be the top priorities for organizations (PWC, 2020), whilst being inherently interrelated.

It is a huge challenge for HR to identify the right people for the right position to meet and exceed future goals. Bridging the skills gaps that have occurred during the pandemic is one thing to consider, but the “war for talent” continues unabated. As an organization’s talent have developed rapidly to these work changes, this will have also made them more interesting to other organizations, which may be prone to attempt to steal the talent of their competitors. To inoculate other organizations from these attempts, it is important to create a stimulating and satisfying work environment.

Talent management and recruitment has gone through a massive transformation, with companies requiring the identification and hiring of talent using new methods.

So, which actions should we consider to keep an organization’s talented employees loyal and happy?

5 things to consider in your talent management post-pandemic

  • Talented employees need to be kept active by being provided with new tasks and challenges to achieve, which would support their growth and feed their eagerness to evolve. They need to be motivated to perform. Having a system in place to track performance, to measure results, and adjust activities when needed helps employees to focus on what is needed to reach desired goals and utilize their potential as best as possible.
  • Facilitate in a well-balanced work-life situation and actively work on building an energetic work environment, where you spend time encouraging employees to take on other activities besides work. Working remotely will surely stay to some degree as part of most workers modes of work delivery, and as work and private life boundaries continue to blur—where people work, play and raise their families in the same environment, it is too easy to stay in work mode for too long. To boost productivity, it is important to shut down from work and consider other things that help a person recharge. Flexibility in the workplace has been seen to bring benefits for both employee and employer.
  • Focus on employee experience is a must! Working from home is challenging in many ways, but certainly also on keeping people engaged and connected. Ways to do this are not even slightly the same as they were before. The system should be reviewed and adjusted to the talent needs and the intensity of collaboration among others.
  • Secondary conditions such as budget for training purposes for one to develop are becoming more critical for an employer to provide, as these factors are key attractions for competitors to put in place when trying to attract these talents. Proactively act as you are bidding against competitors before the situation arises. Employees will feel appreciated and acknowledged for their value more than when you reactively come with an offer when they can get better conditions elsewhere.
  • Reward performance. The compensation should meet the responsibility of the work. Market-compatible compensation is the base to keep your employees satisfied and feeling appreciated.

After the pandemic, the world will never be the same. Let’s not pretend managing and recruiting talent will. And with Talent Management processes being rapidly digitized, the post-pandemic boom is coming whether you are ready or not.

Get in touch to learn more about our solutions and how to manage talent optimally today!

headshot mohamed farid


Mohamed Farid

Mohamed is a seasoned Business Leader with more than 24 years in the Technology and Services industries, out of which 14 years in Human Capital Management. Mohamed initiated SHL operations in the Middle East from onset in 2008 and since then has been responsible for the performance, strategy, and expansion of the organization in MENA Region. With a long history of building strong customer relationships, coupled with the market know-how to specify, strategize, and define opportunities to support SHL clients, he is an active public speaker and an advisor to various Middle East government initiatives in Human Capital and AI. Mohamed has a master’s degree from Middlesex University in Business Information Technology and is an Associate Alumni of MIT Sloan School of Management.

Make Transformation Possible for Your People

Experience the greatest business outcomes possible with SHL’s products, insights, experiences, and services.

Find Out How

Explore SHL’s Wide Range of Solutions

With our platform of pre-configured talent acquisition and talent management solutions, maximize the potential of your company’s greatest asset—your people.

See Our Solutions