guest column:Emmanuel Zvada Looking back to the year 2019, it is clear that a lot of people including those in the human resources (HR) industry had no clue what we were in for this year and last year. No one ever predicted that we would actually be in the second year with this COVID-19 pandemic. As we ease into the second month of 2021, it is now a good time to reflect on how far we have come but also how far we still have to go. HR has handled various challenges during this pandemic but it’s not enough. It is now the right time for the HR department to take a fresh look at the near term and future trends carefully if it wishes to remain an essential company function in future. The COVID-19 pandemic has disrupted global economies and almost all businesses, and HR has been at the heart of it in many originations. With organisations now on the cusp of recovery, the role of HR is becoming even more important, spanning from coming up with strategies, having policies and practices in place that cater for the new normal, etc. The rapid change in both technology and workforce demographics has seen HR professionals adapt and modernise their approaches at workplaces. It is vital that HR evolves and transforms across every element of the HR lifecycle to meet a new set of organisational needs. This article will discuss emerging HR trends likely to shape HR post-pandemic. Separation of critical skills and roles You all agree with me that before COVID-19, critical roles were viewed as those that have critical skills, or the capabilities an organisation needed to meet its strategic goals. The true definition of critical was actually seen during this pandemic. Now because of the pandemic, employers are realising that there is another category of critical roles, roles that are critical to the success of essential workflows. It’s a clear indication that if you want to build a strong workforce post-pandemic, you have to encourage employees to develop more critical skills that possibly open up multiple opportunities for them. It is also a good time for organisations and policymakers to determine who is essential and critical as they are needed even after the pandemic. Mental health support will become the new norm Many employees do not feel comfortable to speak about poor mental health, this is unlikely to change following the pandemic. We do not yet know exactly what the mental health impacts of COVID-19 will be. There are many factors to consider including the impact of the lockdown and ongoing restrictions such as social distancing and self-isolation. Some employees will be fearful of contracting the virus, others will be anxious about family and friends. Many will have suffered bereavements during the pandemic, often without the chance to say goodbye or attend funerals. Employers will need to adopt a range of measures to support employees experiencing poor mental health as a result of COVID-19 and its effects on society and the economy. Measures will range from supporting employees to regain an effective work-life balance and addr