Are you prepared to face the ‘new normal’ HR challenges?

As corporate models re-examine businesses, HR moves from employee control to becoming a partner with the senior management, and it’s now completely natural to function remotely. There was nothing like it before the recession. This is why we want to share how HR managers can direct staff comfortably to the new standard, what approach they will want when they return to their workplace, and what is necessary to emerge from the crisis successfully.

How can companies adapt?

You are not alone if you look at the new market world and consider what you can do to adapt, whether you’re forced to stop, willingly or actually hope to keep your employees as safe as possible. Thousands of companies often consider their possibilities or look for a suitable spot to begin the transition. One of the most critical and successful things you can do right now is to adopt remote job strategies completely and constantly, even as your state gradually returns to face-to-face communication. Organizations may also suggest a dual model, in which a part of the workforce works from home permanently.

There is relatively little that cannot be achieved on the remote in most sectors and roles. This includes routine team and client meetings and conference calls. And even though you are unable or willing to switch to virtual solutions completely, you will significantly minimize the chance of getting the virus in the office by securely maintaining others who have or have COVID-19 symptoms at home by providing a game plan for anyone who enters the workplace.

Create and email an activity schedule to all the staff if you haven’t already done so. This provides data on when to stay at home, how staff should function from home and links to websites that include more detailed descriptions on all download programs to maintain a connection. Stay agile and keep reviewing your action plan and evaluating your digital transition plans to address the problems that emerge. You can also speak to someone who goes to work, such as the ones who are considered to be important workers, about office policies. Some companies would like to build policies on remote and hybrid models. Explain how workers should retain emotional distance and help to flatten the curve when at work.

Instead of dedicating workers to new jobs and redeploying current resources, companies should consider opportunities to maximize the workforce for outstanding and core talents, where necessary. It will also raise the morale of the team and ensure the participants are safer. Make it easier for remote operators to turn to virtual office tech suites to keep the workers linked, along with all the main details or databases they need to function efficiently.

Companies can create team bonding programs in the virtual environment in order to maintain employee engagement. This covers lunch bonding, community fitness, caffeine breaks, interactive happy hours and challenges to online well-being. Employers should also provide well-being, mental health and treatment to workers. Employers should also aspire to acknowledge the diligent labor of their team members by hitting career achievements and continuing the extraordinary work under COVID-19 tension. 

While creating re-entry plans, employers should be cognizant of employees with high-risk conditions such as diabetes, asthma and heart disease. Employers should also be aware of high-risk staff, such as diabetes, obesity and heart diseases, when designing re-entry programs. If team members work from home more effectively and productively, maybe it’s time to think how the work will go ahead in the future.

Be constructive rather than reactive

Keep an eye on local and state regulations. As problems emerge, seek to fix the problems rapidly in order to overcome delays due to decreased face-to-face connections. In addition, push the employees on a regular basis to help you introduce innovative ideas or develop procedures which are not apparent to leadership. Be open to this feedback and keep all lines of communication open.

For example, Microsoft is going one step further.

During COVID-19 they developed a Working From Home guide. This guide was shared for global Microsoft personnel and a version was made available as an edible manual for consumers to use with their own companies. Rachel Russell, one of the architects of this document and the Flexible Work Lead at Microsoft says, “We designed the document to support our employees working from home during this outbreak, some for the first time and many with others at home as well. Our guidance ranges from setting up your physical and virtual workspace to managing your time and wellbeing, as well as specific guidance for managers. Everyone’s experience is different, and we continue to offer learning resources and community spaces, like Yammer groups, where employees can ask questions, share anecdotes, and brainstorm ideas for staying healthy, engaged, and productive.” The Guide to Working From Home balances the mechanics of working from home to manage both: jobs, home, children and, above all, your self-care.

And that is what you should be looking for in your own company.

Contact Talentnet for more information, or meet our staff. We are very pleased to help you out.

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