During COVID-19, there have been many HR problems, since this pandemic has turned the industry upside-down. But those HR teams that take advantage of this opportunity are integral to managing and leading companies through the storm. The ongoing Coronavirus or COVID-19 pandemic swept the world in a matter of weeks, drastically changing the lives of millions. Many businesses are trying to keep their doors open in these hard times and they need to find means of keeping their people secure, convenient and profitable.
For the vast number of workers COVID-19 has shifted work experience. It has pushed organizations worldwide to change how they organize and design jobs. There was also increased risk for fractures within employee classes. For example, among those who can work from home and those who cannot, those who remain paid and those who have survived and even those in the various business divisions affected by the pandemic differently.
The abrupt change in the working community has affected the health and well-being of all staff. There have always been stress, anxiety and other mental health concerns and there is no news. Wellness programmes, organizations have often initiated and provided workers with safety, fitness and convenience to help them solve their health problems. However, the unexpected COVID-19 epidemic took the emotional challenges of the workers to the front seat.
You will at least consider the pulses and sensitivities of the employed employees as they work in an office setting, and it will help them address the problems enormously. But people walking remotely have become severely impaired by touch, which makes the managers indistinguishable or at least less conscious. In a new COVID-19 pulse study, the health and well-being of the workforce worldwide was a big concern for HR professionals.
Companies unable to conduct a seamless transfer to remote work may pay a cost. This current scenario really will shake those micro-managers and people in this new virtual world. It will contribute to the attraction and retention of talent on the lane. IDC research vice president Lisa Rowan has stated that the best businesses to succeed will be using technology to connect with remote staff, whether they be text messaging, video conferencing or e-mails. Transmit messages to display empathy, create confidence and connect staff in a different setting of work. HR management must let their workers know that they are at home with their families, they are depressed and the children want to get their attention when they work and the organization is there to help them.
Create guidelines and networks to help homeworkers
The standard model of remote labor during the pandemic has rapidly become. Employers transitioning to the work-from-home method may assist workers by the establishment of standards and the implementation of specific remote working policies that clearly specify how team members will be accessible or connected (by e-mail, slack or other platforms) and what each member of the team has exactly to handle. Ensure that workers have the technology to execute their desired duties. Above all, provide workers some air space to adapt to their new lifestyles. If they don’t have to do their jobs within regular working hours, bosses will do better to let workers develop their own routines to decide what works best for them and their families.
How can HR executives inspire and help staff best?
Provide leadership, trust and resilience. Staff search for affirmation for management, especially in times of uncertainty. It is critical for leaders to connect clearly with managers and employees and to show strong dedication to the health and safety of employees. Know the plan and potential opportunities of workers at all stages.
Understand that staff are getting contradictory predictions and recommendations from local, provincial and national governments, including misinformation on social media. Set up alerts from the WHO and Center for Disease Control (CDC) with detailed guidance for how you adjust the guidelines and make more progress. Contextualize updates about the business.
Another big obstacle on the goal list is communication. Communication is a crucial factor itself and needs to be addressed whether the employees are operating remotely or not. It’s hard to handle a workforce without the right contact networks. The COVID-19 crisis had the HR professionals on toes and kept them looking for the right remote working tools that suit their culture. While resources like Zoom or Slack have been used more to satisfy employees’ desires, it is definitely not enough to put everyone on the same page.
The departments of HR should do their bit by sharing updates on the steps the company has taken, business leaders’ updates via email or video, links to useful external sources of knowledge, continuous communications on disaster HR procedures, and through health talks and training sessions.
Facing the HR challenges presented by COVID-19 is a tall task. But consider thinking about the COVID-19 as an opportunity to illustrate the empathy of the organization and how it treats its staff. Crisis Management is an important part of the HR team’s portfolio and can be of evaluation, even in moments of major uncertainty, to drive good strategic decisions and sustain them.