RETENTION AND development / Ángel Javier Vicente
In this status of uncertainty, which areas have been most affected in the management of people?
What is of most concern today is undoubtedly the health of the employees themselves. As human resources managers, we must learn to manage the "fear thermometer" of our employees, as it is a very difficult variable to measure.
In addition to the health of our people, the economic impact of this crisis on the business is relevant, an impact that we can already see in the downgrades in earnings forecasts; the disruption of the supply chain; the legislation for the temporary regulation of employment and travel cancellations, for example.
How do you foster employee motivation and commitment in this scenario?
To foster motivation and commitment, I would highlight five keys. Firstly, communication, which must be transparent and fluid; if necessary, with daily meetings. Secondly, closeness in the environment of work; at our business, for example, we are sending out "testimonial of the day" notes or "show your room" competitions. Thirdly, emotional support for your people is vital; managers must send messages of calm and recognise the achievements of our employees in these adverse circumstances. Fourthly, we must not forget the training and the professional development of our people; it is a good time to take online courses and attend to very interesting webinars; and finally, I would encourage the organisation of fun activities that relax the status and serve for family entertainment.
How is communication managed in human resources management at the moment?
Within the management of teams we prioritise behaviours core topic where we encourage co-responsibility of and with the teams. It is necessary to communicate important issues and changes; to recognise the work and effort of our team members, as well as to inspire confidence and encourage commitment. For our part, emotional and psychological support is essential, as well as fostering the spirit of work team. Employees appreciate it, when they see that they are not just another part of the chain, but that they are really at the centre.
What happens when we go back to the office?
We will face a new paradigm, no doubt, and for this we must prepare contingency plans. In this new scenario there will be fear, uncertainty and resistance to change; and we must reckon with that.
I like to talk about John Fisher's Change Curve, whereby many employees, and even we ourselves, will move from anxiety and confusion about change to successful acceptance.
How will HR Departments react after deconfinement?
We must be prepared for the post-crisis period and detail a scalable action plan for a slow exit and for a more accelerated recovery; we cannot leave it to improvisation. In addition, we must outline micro contingency plans to react nimbly to new employee habits and uncertainties.
And after deconfinement?
Post-crisis strategy planning will be vital in a competitive scenario that will undoubtedly be different from the current one. In addition, we must think "outside the box" to reinvent the business for the new normal after the crisis.
How will we manage people in deconfinement?
As I mentioned before, their health comes first, so we must look for partnership with mutual and/or medical services or health companies; take measures to control the temperature of the employees (limit 37.2º); and analyse the critical positions of the organisation to make a staggered return to the positions of work (25% first 15 days, 50% the following week, 75% at the month......).
Of course, the feasibility of carrying out rapid tests in companies is being studied (as indicated by the health authorities and always preserving confidentiality). And finally, we must give training and recommendations on subject for resilience and stress tolerance, to help our employees to overcome the status.
