HR’s way forward: Managing more effectively in the shadow of COVID-19
Regardless of the circumstances, HR should always be a source of reassurance and positivity.
Even as we look toward the end of the ongoing pandemic, this period has been a “stress test” for HR professionals. Beyond the obvious issues of health care and insurance coverage, there have been a range of new challenges around managing a remote workforce, the conflation of work and family life, and the unique circumstances of each individual.
Related: Not just a perk: Remote work aligns with new employee priorities
These new challenges go beyond workflows to the soft skills required in routine interactions. Here are some lessons and informed perspectives that can improve workplace morale and productivity now and in the future.
Be proactive, and help management do the same
Regardless of the circumstances, HR should always be a source of reassurance and positivity. Management and staff alike should feel that personal challenges are recognized and initiatives are underway to address them. This should not be confused with being a “Pollyanna;” pretending things are fine when they’re not. The negative aspects of a difficult situation should be acknowledged… on the way to presenting the plan for the way forward.
Communicating a true understanding of the situation and the plans for addressing the personal impacts is essential to everything that follows. This lays a foundation of trust that will make implementation of any plans more efficient and effective.
If necessary or appropriate, have employee assistance plans in place for programs like mental health, wellness, and counseling. Make them a part of routine communications to staff. The routine is almost as important as the details of the plans themselves. This demonstrates the company’s commitment to its people. In fact, ongoing programs of healthy habits with goals for guidance can be important bond-builders even under normal circumstances.
Look at your family leave policy and child care assistance programs. Make sure they are adequate to address the demands of the current circumstances. If you see gaps, a short-term adjustment may be advisable.
The most important plan to communicate during the current remote work situation is how people will be returning to the office when the time comes. As everyone is discovering, there are certain virtues to personal interaction that enhance work and contribute to productivity. In addition to complying with local regulations, make sure that the plan is crafted with workers’ safety paramount, and make sure your staff understands this. Since most current planning has workers returning in stages, explain to personnel the rationale for who goes back first.
Plan to change your plans
As we’ve all learned, circumstances can change. So we shouldn’t be surprised when they do. Flexibility is key. Provide as much structure and consistency in operations as possible, but be prepared to adapt to further disruptions.
If your company does not already have them in place, consider flexible work schedules and remote work options. Even if only a few people make use of them on a regular basis, having the policies and procedures in place will make it easier to implement if the whole company needs to pivot again. More relaxed dress codes can also pave the way for more work-from-home dynamics and make the change less jarring.
While certain matters of compliance are not open to change, many policies can allow for latitude. Focus on results, not process. A workplace culture that gives people the space to do their best work benefits everyone, including the company most of all.
Douse burnout before it happens
Regardless of the physical work arrangements, people managers should always be practicing good basic personnel management: clear, realistic goal-setting, information sharing, adequate resourcing, setting a positive tone and modeling empathy. The importance of this is multiplied under the added pressure of the pandemic.
Even then, good employees hold themselves to high standards and can castigate themselves when they fall short, regardless of external circumstances. Help employees recognize when they’re doing this to themselves. Again, be proactive in communicating this potential issue, and make HR available to those who feel the strain.
To the extent possible, implement a formal separation between work and family life, like enforcing work hours (in a warm and reasonable way). Make it clear that all emails and phone calls don’t demand immediate replies at all hours of the day or night.
Most importantly, understand that employees’ anxiety levels might be elevated right now, and help your managers understand this too. Don’t appear to diminish the significance of people’s experiences during this time (or around any personal setbacks) with cold comfort like, “At least you still have a job.”
In many ways, the pandemic has created the perfect conditions for companies to demonstrate their commitment to their personnel. Nine times out of ten, that commitment will be returned in increased effort and excellence. With such a universally shared experience, everyone can draw on their essential humanity and truly empathize with their colleagues.
If there is a silver lining in this pandemic, that may be it.
Robin Paggi is an HR expert at VensureHR.
Read more: