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who might bring fresh ways of thinking and doing into the organization. Fundamental shifts in capacity versus capability management mean new tools are needed along with leadership team members comfortable in analyzing the corresponding data. “Performing while transforming” objectives with reward systems that recognize individual performance towards organizational success are warranted.

HR Holds the Keys

HR has a particularly unique ability to increase trust and collaboration across the enterprise, reducing that concern for leaders struggling with daily operational challenges. Gartner’s research measures of workforce health features three components that fall under HR’s purview: healthy employees, healthy relationships and healthy work environments. Providing employees – and their managers – with the tools to manage change and opportunities to share feedback builds trust in the organization. By increasing workforce resiliency, HR can “lift all boats” and alleviate friction and pressure on the already stretched leadership team.

Lending the same support to the leadership team will garner favorable results. A survey by Verizon Media and the mental health nonprofit Made of Millions sheds new light on the emotional impact the pandemic had on management.

Sixty six percent of bosses polled said they suffered from burnout over the past year, while 76% felt overwhelmed managing their people. Most (86%) acknowledged that depression and grief have become more pervasive in the workplace overall, nearly one-third (28%) reported suffering from mental health issues themselves. Supporting a culture where leaders can express vulnerability and pursue the same wellness programs as the employees enables them to lead by example. None of this will be easy and, in many cases, there isn’t a roadmap available to follow. Hard-driving leaders will probably be replaced by those who are transparent, empathy-driven managers who balance the needs of the organization with those of the employee. There will be new impacts and skills required and a keen focus on scenario planning to ensure business continuity.

One thing is for sure: whether they are asking for your help or not, your leadership team needs you.

Amy Schabacker Dufrane, Ed.D., SPHR, CAE, is CEO of HRCI, the world’s premier credentialing and learning organization for the human resources profession. Before joining HRCI, she spent more than 25 years in HR leadership and teaching roles. She is a member of the Economic Club, serves on the Wall Street Journal CEO Council, is a member of the CEO Roundtable, and is on the board for the Columbia Lighthouse for the Blind. Amy holds a doctorate from The George Washington University, an MBA and MA from Marymount University, and a BS from Hood College.

CERTIFICATE IN DIVERSITY AND INCLUSION IN HR MANAGEMENT

The three courses comprising our certificate were developed in accordance with the International Organization for Standardization’s guidance on diversity and inclusion for organizations (ISO 30415:2021).

• Fostering an Inclusive Culture • Assessing Diversity and Inclusion • Hiring and Retaining Diverse Talent

Earn 12 general HR credits towards any of HRCI’s eight credentials, including SPHR® and PHR® .

Visit learn.hrci.org and use code HRPro2022 to claim your discount at checkout. HRCI’s learning catalog features 250+ courses and certificates.