Safety and security
The primary concern of any organisation should be the safety and welfare of their people. Stay abreast of any developments which require you to make important workforce decisions (e.g. regulation requirements, travel bans, evacuations, supply chain shutdowns etc). Start with examining which critical functions must remain on-site and which can be remote. Determine where you need to increase/decrease front- and back-office staffing to meet remote work considerations (e.g. increased helpdesk/support resources, decreased on-site support resources). For those remaining on-site, provide appropriate health and well-being training, set emergency health response protocols, as well as evacuation and sanitisation protocols. Ensure the accuracy of contac details, as well as emergency contact information for all your people. For those working remotely, develop a remote working policy clarifying eligibility, remote location confirmation, approved tools and practices (e.g. collaboration, virtual access, remote conferencing). Enable remote access to business critical applications and enhance cybersecurity.
Finally, recognise that people may face different health risks depending on the type of work they do, where they do it and their own health status. Fairness across the whole workforce is key, and adaptability in an organisation’s response is necessary.
With work moving to a virtual environment, staying connected with your teams, colleagues and clients is paramount. Having a sense of purpose and belonging is a basic human need which is even more vital in the current environment in order to remain engaged and productive. Just because we cannot physically be with each other does not mean we cannot be virtually connected - thanks to technology. Activities to enhance connection could include: regular check-ins/check-outs, virtual coffee breaks or lunches, virtual happy hours, public praise for goals reached and projects completed, etc. All these activities need to be brought over to the digital world, proactively scheduled and be given importance, allowing for spontaneous and randomised encounters as one would have in the workplace.
It is important for organisations to ensure that their people have the enabling technologies/working tools, bandwidth capacity and load-testing, to accommodate rich, remote, yet connected, working experiences (e.g. video conferencing, live collaboration) and sufficient software licences where necessary.
Leading in a crisis
Everyday, leaders are called to make rational decisions amid turbulent change, as well as provide psychological and emotional support in uncertain times. While it is easy and often “comfortable” to get caught up in the day-to-day operational management of this crisis, it is important for leaders to take a step back frequently and think longer term. This allows them a broader view of both challenges and opportunities ahead.
Leaders are also expected to set a new standard in behaviour. They need to model the way, giving purpose and structure to everyday work. Spend time with your team to set your remote team working agreement or even remote work culture. Think about how and when you hold digital meetings, what their purpose is, what behaviours are expected, how information is shared, what the individual needs of team members are etc. These are a few of the many questions leaders must help their teams find collaborative answers to.
Remote and flexible working practices also require a different mindset in managing the performance of people. Leaders need to trust their people to perform even when they are not visible to them. They also require leaders to dedicate more time to building 1:1 relationships based on genuine interest and care. Compassion and empathy take centre stage on the leadership skills matrix.
Lastly, leaders are expected to model the way on all of the above (and much more), on top of handling their own personal circumstances and anxieties arising from the COVID-19 crisis. Organisations should consider offering their leaders one-on-one internal or external coaching support, to help them navigate through the complexities of both their business life and personal life.
During this period of change and uncertainty, our expectations of the future are disrupted, leading to fear and anxiety which reduce our sense of control and ability to process information, and thus make us risk-averse and defensive.
Ensure proactive, empathetic and structured communications to all stakeholder groups. Consider who will be most impacted by the crisis, what the impact will be on them and who has influence on these individuals. Identify internal and external stakeholders and their individual circumstances, challenges and constraints (e.g. health status, home office infrastructure, remote working with young children). Messages should be based on factual and verified information communicated in a prompt, clear, concise and consistent manner. Consider using visual aids, graphics, stories and analogies to help people process the message. Utilise multimodal communication channels (e.g. top-down, such as virtual town halls and bottom-up, such as dedicated communication channels on COVID-19 issues where people can ask questions and receive guidance). Ensure cadence and sequencing of key messages so that everyone has equal access to information and communication networks.
These communications are essential to build trust, manage public perception of the outbreak, minimise misinformation, maintain workforce engagement and motivation, and reduce the detrimental impact on the economy and individuals.
As it is uncertain how long this situation may last, we need to ensure our teams remain physically, mentally, emotionally and spiritually healthy. We need to be vigilant about how this crisis affects people when in isolation and make their well-being a priority.
General well-being activities include: making sure that your people identify a section of their home and make it their home office; insisting that team meetings are held via video conference to encourage your people to get out of bed, take a shower, and put on proper clothes daily as they would when normally going into work; setting office hours for your team(s) to make sure they remain focused throughout the day; checking in with one another as much as possible; taking regular breaks and inspiring them to build exercise and mindfulness regimes to help them stay grounded and centered.
In addition to the above, cultivating a practice of gratitude is also very important for each person's emotional resilience. A good practice is to organise virtual gratitude meetings, where each person shares one thing they are grateful for, either personal, or relating to someone in the team.
In such times, assessing the needs of others and considering their feelings and experience is of paramount importance. While tough decisions need to be made in times of crisis, there is a need for everyone to look through a lens of empathy which will help in communicating and connecting more effectively. Recognising that your workforce is diverse and is experiencing different challenges and constraints, is the first step towards keeping them engaged and motivated. To sustain these behaviours, there is a solid case to support your people to balance workplace demands and family needs (i.e. childcare), deal with possible health issues, find ways to deal with general anxiety (such as virtual psychological support and coaching sessions) and provide ergonomic tips (and where appropriate the right infrastructure) for working from home.
New ways of working
The way we live, work and learn has changed rapidly in just a matter of weeks. Remote working is now the new reality and it appears that it is here to stay; with people even starting to question why they had to go into the office in the first place.
Regardless of whether the shift to remote working is temporary or permanent, it is crucial that organisations build capabilities to adapt to a remote work structure and keep productivity high. This includes introducing the right remote working tools, forming or updating relevant policies and procedures, embracing a culture of flexibility and managing employee engagement, performance, well-being and collaboration.
One of the aspects of a remote working reality is the concept of remote learning. Due to the current situation and the relevant restrictions some activities may need to be paused, which will shift employee priorities. This creates an opportunity for upskilling people during possible downtime via online channels, such as e-learning, podcasts, virtual classrooms etc. Identifying and prioritizing must-have business and technical skills (such as data & analytics, remote working tools etc) is very important at this stage, as it will directly contribute to people's motivation and productivity.
In a bid to maintain business continuity, practices such as hiring and onboarding are also being conducted remotely through the use of dedicated technologies. Both employers and candidates are quickly adapting to the new era of virtual talent acquisition, whilst striving to maintain top notch candidate experience.