In the COVID era, business leaders must put inclusivity above expediency

Abstract

Purpose

This paper aims to identify the management practices and priorities best suited to present-day workforce needs.

Design/methodology/approach

From 19 March to 6 April 2021, Dare Worldwide conducted linear regression analysis aimed at understanding the key drivers of employee performance. The target population surveyed was: US adults who are employees of companies with at least 500 employees with a job title of manager or higher within selected industries (manufacturing, information, financial services, professional and business services, leisure and hospitality, wholesale and retail, education, health and government).

Findings

The research showed 85% of performance indicators is not linked to company performance and that employees value trust, engagement and communication. Businesses favour rapid adaptation to cope with crises and technology to drive job performance. In the survey, the highest performing factors for business were related to old-fashioned notions of expediency, none of which will impact company performance over the next five years. Employees meanwhile valued inclusivity and collaboration over expediency.

Originality/value

The research showed that c-suits are focussing on the wrong managerial processes and priorities to be successful over the long term. Helping employees understand and shape the purpose of their company will be critical as employees evaluate their motivations post COVID. The Dare Worldwide 2021 findings have implications for how senior management teams relate to their staff in an era of remote working and changing employee values and priorities.

Citation

Trehan, R. (2021), "In the COVID era, business leaders must put inclusivity above expediency", Strategic HR Review, Vol. 20 No. 6, pp. 195-198. https://doi.org/10.1108/SHR-08-2021-0033