Best practices HR uses for continuity in the crisis

The initial solution begins with the maintenance of corporate stability during a crisis. That involves health and safety initiatives for businesses that require the expansion of programs that they provide that now have higher demand, including home delivery, such as social distance protocols to monitor the transmission of the virus, work at-home strategies, and mass onboarding.

Next stage of business stability is recovery, with remedies that minimize the effect of the epidemic on the health and well-being of employees and measures to normalize supply and demand in order to enable businesses to rebound from the rapid change of circumstances.

The last step of crisis-oriented stability in industry is to move on establishing new normal, adapting them according to circumstances.

How can HR transform to a new normal?

Prior to the epidemic, several businesses were transformed to boost digitalization agility and achieve a strategic advantage. HR leaders have paved the road to transition by building companies’ identities, along with telecommuting and placing technological assets in place to sustain remote employment, in competition with increasingly qualified Millennium and Generation Z employees.

The protocols of social distance from the pandemic have given new impetus to these transition activities, which require companies to redefine their daily operations. HR teams strengthen and demonstrate their importance as corporate partners, provide evidence and expertise and describe business leaders’ choices for the management of complex variables that require an agile response.

For instance, HR teams define the necessary assets to sustain efficiency, including technology tools, for remote workers. They are also involved in strategic planning to secure workers and increase production under difficult conditions. The best teams are to develop essential capabilities and competences, while maintaining the commitment and protection of workers.

Tips for Staffing Decisions in Uncertain Time

HR should be able to easily recognise vital positions when making short-term and long-term strategies to manage a crisis. Their responsibilities will involve occupations that specifically relate to manufacturing or services and the functions performed by key contractors and clients, depending on the form of the company.

For businesses to achieve operational resilience, HR teams are reviewing those functions to determine whether their organization can manage surges in activity and identifying additional staff to serve as a backup. The first phase in the preparation of unpredictable times is to create function categories:

– Essential: workers who must always be available

– Temporary suspension: employees who will shortly be suspended

– Extended suspension: staff who may be fired indefinitely or for a longer period

HR teams that categorize workers should assess whether they have enough employees to handle critical duties as the circumstances change and take measures such as cross-training, qualification or seeking temporary or contract staff as safeguard. HR teams who achieve these measures early and modify the criteria to guarantee success in a crisis are best prepared for success.

Returning to the Office

Nothing would remain the same when workers return to their workplace progressively. Small talk with a face mask? Sanitary hands beside the coffee maker? It has a lot more.

The corona pandemic can affect the fundamental way people work together, including the design of offices. However, firstly, HR administrators must create suitable methods to bring workers back into the workplace remotely.

The cat has been let out of the bag, and the “future of work” that the business world has talked about for so long has suddenly become reality. Many businesses immediately faced a scenario they had long ignored in the corona crisis: workers who work from home and collaborate via digital resources and technologies.

HR plays a vital role in preserving organizational sustainability, leading continuing attempts to improve and supporting workforce decisions. The most successful HR teams are the ones who can define the new normal with best practices that enable informed decision-making and organizational agility.

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