There is no doubt that the situation has changed dramatically as a result of the COVID 19 pandemic. Now the leaders are asking themselves difficult questions.
What does the next “normal” look like for you? And how can you successfully implement new aspects of your culture into this new normal?
Here are four important things managers need to consider if they really want to live their culture in the next new normal.
The past is the present?
The 2008 financial crisis forced executives to rethink operations, supply chains, supplier management, employee engagement, ethics and integrity. Layoffs were widespread and money disappeared as the property market collapsed amid the large bank failures caused by consumer inability to pay excessive mortgages.
It is now 2020: the pandemic health crisis is new, but the economic dynamism seems to be extremely familiar. With the exception of the “essential labor force” in the areas of food (grocery), safety and health, the business was discontinued. Suppliers, suppliers, and healthcare systems in the supply chain are struggling to keep up with consumer needs and demands as we experience infection rates, reopening, and new roller coasters. One can only guess how to survive this, since every day raises new cases and further questions.
According to a Fortune 500 survey of CEOs, 97.2% of CEOs said that safety and productive employment are their primary concerns. (1)
A company’s strong employee culture and ability to turn quickly with the evolving dynamic are key to Post-COVID’s success.
Back to the work area (RTWS) – Can we? Should we? How do we make?
The corporate culture absolutely must advance this question. Grant Reid, CEO of MARS, said: “Part of my job is to import stress and export serenity. How can you safely bring them back into a work environment, maintain social distance and enable them to be successful and safe? Yours Employees look for stability, hope, compassion, trust. “(2)
The physical aspect of the return is crucial. “Companies reevaluate the physical layouts specific to each employee. They examine common areas, commercial areas with multiple clients … and reorganize the public areas of the reception.” (2)
Workplaces need more distance and corridors have to become one-way streets. Employers must also evaluate the test logs for employees, the frequency of the tests, and the qualified caregivers who perform the tests. GoHealth Urgent Care provides clinical support when resources are not available to employers. (3)
The Occupational Health and Safety Authority (OSHA) has drawn up guidelines for technical and administrative controls to prepare the workplace for re-entry. (4) The EEOC has issued updated guidelines on how employers can use the virus to combat a violation of ADA and other labor laws. (5)
There are considerable concerns for employee compensation insurance. In the past, diseases common to the community (e.g. cold or flu) have been excluded. Six countries have recently passed “suspected” laws, and a total of 14 have added COVID-19 as a workplace disease to the regulations. To complicate matters, other workplace injuries may not be reported or claims closure extended, as non-urgent treatment is delayed in most countries. (6)
Regulatory climate: “Innovative changes, governance and compliance”
One of the many challenges of this pandemic has been to cope with an ever-changing regulatory climate. With changes in employee compensation rules, changes in health benefits, the need for childcare / adult care, and the implementation of the Family First Coronavirus Response Act (FFCRA), companies have had difficulty making difficult decisions about caring for their employees.
This is the time to look for innovative ways to increase employee benefits, such as: For example, adding paid sick leave, changing health insurance policies to ensure that workers are paid even when the company is closed, and unlimited paid sick leave, even for workers who were previously uninsured, such as hourly workers. Adding a childcare reimbursement and increasing childcare and elderly care in emergencies can help your employees deal with the pressure of working from home. All group health plans must make changes to ensure that their plans are in line with the FFCRA and CARES changes Act and provide sufficient benefits to combat COVID-19. (7) According to the laws, group health plans must do the following:
– Coverage of the full costs without cost sharing (ie deductibles, additional payments or co-insurance) for the test for COVID-19. This requirement extends to tests performed by both in-network and in-network providers and is mandatory for the duration of the emergency in the area of public health. Both swab tests, which take a person’s upper airway sample to diagnose a case of COVID-19, and approved blood tests that look for antibodies to the coronavirus must be covered
– Once developed, group health plans must also provide coronavirus vaccine free coverage.
To reduce the fear of your employees, add or expand personalized and confidential mental health benefits and offer telemedicine services.
Wellness and benefits for employees: “Are you going to start a conversation?”
According to JS Nelson, professor at Villanova University’s Charles Widger School of Law, “the work environment may have changed forever. How employees and management emerge from this experience will shape the workplace for decades to come. These challenges include:”
1. Recognize individual circumstances
2. React with empathy when you feel out of control
3. Maintain transparency when you get out of control
4. Don’t take advantage of the situation to drive other agendas
5. Reminding of the power of health care and service coverage without abusing them (8)
Understanding where your organization stands on these ethical challenges is a good foundation for the decisions you need to make in the future. Questions you have to ask are:
– Are your mission, values and culture still relevant today and in the near future? Have you set up a process to continuously evaluate this?
– Does your culture help or hinder the performance of your company?
– Do your employees survive this “storm”? What do you need less or more of to be happier and more productive? Can you even answer this question? Do you know how they feel
– Are you looking for hyperpersonalization opportunities for your employees and customers? For example, do you give priority to employees whose mental health problems have worsened from working alone from home when you return to the office?
– How your employees judge your point of view on diversity, inclusion, justice and belonging has always been important. Given the ultra focus, how would you rate your company in recent weeks? Have you made this a priority?
Your company’s ability to effectively control the impact and stress on the employee base increases resilience and long-term sustainability. Your employees will be the first to tell if RTWS has been successful, which is inevitably reflected in your company’s product and ultimately in customer satisfaction.
3.) Wendy Knight – A conversation with Todd Latz, CEO of Go Health Urgent Care, May 7, 2020
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