Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 6

they were in the office, shattering business goals while maintaining a flexible lifestyle. They've realised that communication must be deliberate, and that they can no longer rely on a "check-in" at an employee's actual workspace. Setting explicit goals with specific indicators, sticking to established check-in and evaluation schedules, and establishing expectations and cultural norms ahead of time can help managers of remote teams envisage and accomplish success. 15. 52% of HR professionals have the opinion that remote working brings more flexibility and agility in the working environment. This ability to operate rapidly, seamlessly, and cohesively in the workplace leads to workplace agility. The productivity of the organisation should not decrease when more employees work from home or on the road. Employees should be allowed to work from anywhere, at any time, and in whatever way they want. From collaboration suites to virtualized desktop environments, provide employees with the tools they require. Creating a flexible workplace that is enabled and supported by technology and information technology will help in achieving organisational efficiency. Organisational transformation, such as modifications to the current procedures, department structures, and culture, will be required to facilitate an agile and flexible workplace. 16. 48% HR professionals highlighted creating a better organisational design will bring in better financial performance, employee happiness, and staff satisfaction. Managers need to make sure that establishing effective structures, governance, and roles that are guided by a set of design principles that are linked with the company's strategic intent. Also supporting informal networks and cultivating a culture of continuous improvement to ensure that the necessary talent and skills flourish in a future- ready workforce. Managers should also focus on establishing rigour in performance management goals and encourage efficient decision-making, as well as ensuring that processes and technology support their teams rather than hinder achievement. 17. 52% HR professionals have the opinion that sustainable competitive advantage can be obtained by optimising organisational structure and the complete focus should be on ensuring that corporate strategy and organisational design are firmly aligned is one of the most difficult tasks facing modern organisations. According to conventional thinking, deciding the enterprise strategy first and then re-aligning the organisation to deliver on it is vital. Organisations that arrange themselves around functions are more likely to create fixed and functional strategies. Similarly, businesses that organise themselves around geographies are more likely to create fixed geographic strategies. Aside from the lack of flexibility, both are easy to duplicate by competitors and will likely limit the long-term execution of unique strategies and performance. Hence, optimisation of organisational structure becomes really prominent to sustain a competitive advantage in the long run. 18. When it comes to roles and work design, 72% HR professionals strongly think that organisational roles and work have been designed in an apt and appropriate manner because they feel that in order get the most out of such advancements, managers need to make sure that the structure of jobs or roles, as well as the demands they place on job or role holders, boost motivation, engagement, and dedication. Job or position contents, procedures, and relationships must fit technological and organisational criteria, but they must also meet the human needs of the employees involved. These two objectives may not always be simple to reconcile, but they must be attempted if the greatest possible gains from technological and organisational transformation are to be realised. 19. 70 % HR professionals feel that in case of remote working also, if the structure is well organised, then also team members will be able understand their respective roles in the remote working scenarios. Looking ahead to the future of work, on the other hand, necessitates more than a quick response. A big-picture approach is also required for a prosperous post-pandemic future. Business standards must be optimised to assist team members succeed no matter where they work in the next evolution of leading remote teams and hybrid workforces. 20. 75% HR professionals believe that leaders have a clear grasp of which jobs and functions are most important in achieving their objectives. According to the competencies of the employees and analysing the remote working uncertainties, leaders know very well about the job evaluation and its functions and segregating the key performance indicators to their team members. 21. 80% HR professionals highlighted that there are structures and processes in place to handle individual and institutional accountability effectively. Managers need to maintain the balance between achieving the accountability levels of the employees as well as the for the organisation, which will ensure long run productivity even at the most uncertain zone. 22. 68% of HR professionals feel that there is a possibility for the company to identify the important processes post covid era, that it must effectively manage in order to satisfy its employees and build long-term value. It becomes vital for the organisation to make certain processes for a long 10 Global Journal of Management and Business Research Volume XXII Issue VI Version I Year 2022 ( ) A © 2022 Global Journals Understanding Organizational Remote Engagement and Employee Social Transformation in Post-Covid Times with Special Reference to Startups in India