Models of management and workforce engagement strategy during COVID-19

Leaders must be mindful of the lasting effect of remote employment on the mental health of employees and should provide all necessary assistance. The public health crisis has been a disaster for both people and organizations. Its impact on organizations, though, is comparatively greater because it places additional pressure on Leaders’ and HR Partner’s skills and leadership in the face of adversity. HR partners to organisation’s executives have been pressured by their staff to unlearn the “old” leadership manual and relearn and respond to modern styles as a result of the pandemic. Leading individuals, groups and organizational development will, in the long term, build confidence and use the resources presently provided, address the challenges and provide organizational resilience and potential stability. However, leaders with the right skilful encouragement and coordination in terms of employees will play a major role more than ever in determining the organizational ship.

Empathy is an essential leadership skill, even more in this pandemic

While organizations underwent a change in paradigm in the past year, the characteristics that a leader ought to possess remained constant: integrity and character, receptivity, empathy and communication. Although the majority of leaders know that they embody those values in a personal environment, they must be aware of and respond to the changed or changed realities we now have. Empathy as the highest attribute must be shown by leaders in the management of their employees. In addition, leaders must develop and earn their confidence in interpersonal relationships with team members. All these factors can allow an organizational leader to rekindle excitement and promote relationships with its distant staff.

The present “distant” times, contact and the capacity to communicate efficiently constitute the secret to the survival of an organization. And a leader that talks openly and transparently creates “confidence” amongst its employees. Furthermore, empathizing and recognizing their difficulties enables workers to engage freely with their boss and to resilience to meet the obstacles that they have to face. In addition, administrators should reach their teams on an individual or team basis and reach consensus in these time trials and explore means of achieving organizational objectives. Finally, managers must know about the long-term effects of long-term mental health work of an individual and provide every potential support.

Tips to get staff involved when working from home

While we spoke about leadership in this post, the committed and efficient workforce is a critical aspect of an effective organization. The events of last year have certainly changed the atmosphere of an organization and brought about a major shift to the way companies used to work. Fully substituted in-person working with online working. 

While this updated operating approach has its advantages, multiple concerns have been identified from workers to senior management concerning exhaustion and isolation. Organizational executives must also take notice and build commitment mechanisms to aid workers in the absence of personal workplace experience to cope with the tension.

Overall, here are three useful tips for businesses to use for managing and employing staff:

Virtual game nights: The capacity of videoconference networks such as Zoom & Skype can be used by businesses apart from work, such as holding interactive gaming meetings on a regular basis. Wherein workers could play with their teammates selective “team” games like Pictionary, Tambola and Housie, etc. Companies will break the daily monotony by organizing certain activities for their overworking workers. Moreover, the opportunity to see familiar faces in video together creates a good atmosphere and strengthens their overall connection.

L&D Opportunities: according to LinkedIn, 94% of workers indicated that if skill-drawn learning opportunities are offered at work, they will continue working in their organization. Companies must also concentrate on increasing their employees’ talent to fulfill current pandemic demands and revamped responsibilities, in order to minimize organizational roles. Companies would not only be able to invest in the L&D needs of their workers, but could also attract them.

Let’s speak: companies should have simulated meetings and greetings for workers to chat about everything, to discharge their mental and emotional tension. Organizations could make contact with workers via these coffee sessions and forge a bond of cohesion in difficult times.

Communicate efficiently: leaders must be constructive in their efforts and their ability to adapt and take great care of how people are doing around them. They need to create a positive atmosphere in which people believe like they belong and hope for the future. It is necessary to speak with someone who can bring new perspectives.

To summarise, the company and management guidelines have been entirely re-written over the last 14-15 months. Working at home is no longer just a renaissance in industrial culture, as businesses continue to operate remotely. Organizational leaders and organizations must then cultivate a strong and empathic leadership which cannot only adapt to the present situation, driving the tsunami in the world after the pandemic.

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