CoronaVirus: Implications For Business.

As economies reopen, many companies decide to combine remote work with time within the office to urge the simplest mixture of productivity and collaboration. But with employees feeling anxious and burned out, getting the balance of the new hybrid model right is critical. A survey was carried out by Mckinsey of over 2,000 employees to find out what they’re saying about remote work.

We have identified four phases that organizations will move through as they answer Corona virus:

Reaction to Coronavirus:

Responding to immediate challenges. Practically overnight organizations needed to set up a large portion of their workforce to work from home for the first time. Do they have the devices and access they need to perform their jobs? What might have been a five-year plan to transition a portion of the workforce to remote now had to be executed in a week or two for the majority of employees.

Resilience:

Managing through uncertainty. Instead of an 8 a.m. to 4 p.m. shift, with a set break and lunchtimes, employees were starting earlier, working later, but taking longer blocks of time during the day to address childcare, elder care, etc. instead of a target of 85% productive, goals might have been adjusted to 75% during the first month, and then increased as new habits and patterns emerged.

New Roles and Skills:

Adapting to a new world. Many industries were dramatically impacted by the coronavirus pandemic.
Some banks found out bank tellers reception as contact center agents to assist handle the high volume of inquiries. The challenge is, how does one quickly onboard these employees with the talents they have to perform these new roles?

Each of those phases will have different workforce requirements, and organizations must resist the urge to leap to the simplest and most immediate solution.

Workforce Shaping

Many organizations will consider their workforce challenges through a standard workforce planning lens – the number of individuals or positions they have or they need. Instead, workforce shaping may be a discipline for organizations to articulate an intelligent and strategic understanding of the workforce they require within the next five to 10 years.

 

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