'Big boost post Covid-19 for 'pay as you go' office spaces'

Companies that embrace opportunities will have a competitive edge over others, says Berry Lumpkins, Global Director of Leadership & Talent Development, DP World, UAE

In what ways is the nature of Human Resources going to change in the next five years and how can companies prepare for it? 
HR & People functions have already been evolving and changing rapidly during the past decade or so. Most global organisations are probably on their third or fourth wave of 'HR Transformation', yet the Covid-19 impact gives us all reason to rethink and accelerate the journey.
For recruitment and talent acquisition, we can cast the net wider to hire the best talent by moving away from demanding physical co-location to work from anywhere schemes. This, in turn, means your organisational design principles may radically change how teams and functions are structured. Reward schemes will be impacted with more of a 'global nomad' flavour in contracts, with employees expecting maximum flexibility in just about everything. Learning and development will become even more 'just in time', with leadership development dialling up the focus on coaching for performance. Well-being will become a key HR strategic pillar for the coming years. The companies that embrace the opportunities now will have a significant competitive advantage.
Give us your insight into the future of work and what to expect in the next 5 to 10 years?

I believe employees will continue to demand increasing amounts of flexibility in terms of location, schedules and work-life blend.
Companies will have satellite hubs where key team meetings can be held in a physical space. Additionally, these hubs will likely have very high-end tech setups to facilitate virtual summits and meetings that feel more and more like physically meeting colleagues & customers. AR (augmented reality) advancements will continue to minimise the necessity for long-haul business travel. An industry that will get a big boost post Covid-19 will be 'pay as you go' office spaces in key locations.
What do you think are the crucial challenges in the implementation of remote work?

The biggest challenge in not just surviving, but thriving as an organisation in the age of remote work will be our most senior leaders. They must role-model embracing the new reality, empathise with the challenges that especially working parents may be facing, and let go of any previous tendencies towards 'command & control' leadership.
Secondly, productivity is up and so is fatigue and anxiety. So the need to have a clear wellness strategy in place to support employees will become a key strategic area for the future.
Lastly, to thrive with remote work, companies must have the right tools and technology in place so that it's easy for people to connect, perform and achieve.
What are the top three things that leaders can do to create a good remote culture?

For me, it starts with trust - many of us are (and will continue to) blend personal and
professional life. So we must trust our people to manage their time in the best way possible for their own private situations - the flip side is we need to be clear and aligned on expectations. Secondly, it's about accessibility. We already knew from much of the research in
the last 10-15 years that connecting little and often with team members (and focusing more on celebrating success) exponentially increases performance and engagement.
Lastly, leaders will need to recalibrate their own roles and build their 'muscle' as a coach. I believe we will see an enormous increase in the concept of 'leader as coach'.
On the flip side, the 'controlling' or 'micromanagement' style of leadership was already in decline, and I believe Covid-19 will kill it. Leaders must let go of this mindset in order to be successfu.
What are some of the noticeable achievements of DP World when it comes to building, managing or scaling remote teams?

I'm proud to say that DP World has transitioned into the world of remote work very smoothly. We already had the technology in place, it was just a matter of utilisation.
We quickly provided upskilling opportunities just after starting remote working. We continue to provide opportunities for our colleagues across the globe to connect with senior leaders on a weekly basis. We alternate topics between business, leadership and wellness and the response has been overwhelmingly positive. We balance the conversation by also brining in leading external experts in areas ranging from psychological safety to mental health. In our case, we also have thousands of brave colleagues working in ports and terminals around the globe keeping supply chains moving for our customers and communities.
What can delegates expect from your session at the Remote Workforce Summit?

My hope is that anyone curious about how to drive the right 'Culture & Mindset' to not just survive, but thrive in the world of remote working will have at least one to two key takeaways to support them on their journey.
Lastly, have you got a favourite quote or a quote that you live by?

Definitely from Herb Kelleher, the late CEO and Chairman of Southwest Airlines - 'Culture is what people do when no one is looking'.

• Supplements