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Home / Health & Science

Covid-19 reshapes relations between workers, employers - study

HEALTH & SCIENCEBy MOSES OMUSOLO | Sun,Aug 22 2021 10:34:20 EAT
By MOSES OMUSOLO | Sun,Aug 22 2021 10:34:20 EAT

 Senior and junior discussing during a meeting. [File]

Coronavirus has changed the world of work for a whole new model of engagement between the employer and the employee.

A new study now warns stakeholders to prepare for possible worker-employer futures, where only purposeful staff guarantee organisations a certain future.

Titled, “The Worker-employer Relationship Disrupted,” the study by the advisory firm Deloitte says firms must prepare to deal with a certain future world of work.

It notes that the pandemic strained and tested the worker-employer relationship beyond anyone’s anticipation. "Questions arose about whether organisations were doing enough to support and safeguard their workers,” noted the study in part led by Kraig Eaton, a principal at Deloitte Consulting.

Covid 19 Time Series

 

According to the study, organisations’ shortcomings in protecting workforce segments were disproportionately impacted by the health crisis.

Organisations also faced a backlash for their role in encouraging high-pressure working conditions.

The report says worker-employer relationships could evolve to meet the opportunities and challenges of the post–Covid-19 world.

Deloitte urges employers to be in constant motion as they chase worker sentiments, competitor actions, and marketplace dynamics.

“The worker-employer relationship is reactive. Employers feel compelled to respond to the worker's preferences, and competitor moves, without connecting those actions to a sustainable workforce strategy.

"In a “war between talent” future, workers compete for limited jobs due to an oversupply of talent." According to the report, organisations that want to prosper through a purpose-based relationship with their workers have to do more.

It also urges leaders to guide their employer’s attitudes and interactions every day to bring the best of their passions to power their success.”

This requires bosses to define worker experience around the areas that can drive competitive differentiation.

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