Analyse managerial functions emphasising on the responsibilities during current pandemic
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hmmmm question not clear,little more brief
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Much of the commentary around COVID-19 has been focused on its impact on sales and supply chain disruptions. For HR leaders, the initial focus has been on protecting employees’ health, supporting remote working, and ensuring continuity of operations. But soon, HR leaders’ response will need to move from managing safety and health issues to managing the employee experience. This involves providing the flexibility and support employees need while balancing business needs.
To restore productivity and deliver employee experience in this difficult time, one critical area organizations will need to focus on is the fallout from the potential pandemic on employees’ emotions. Regardless of how long the virus outbreak lasts, COVID-19 and its ripple effects will have significant impact on employees’ personal and work lives, leading to emotions such as employee anxiety, frustration, and burnout. These feelings, when left unattended, can affect employees’ productivity and engagement, leading to work errors, poorer work quality and eventually influencing an organization’s ability to survive in these difficult times. In a recent Gartner snap poll for APAC HR leaders conducted after the COVID-19 outbreak, employee productivity already features as a top concern for HR leaders (41%) and managers’ concerns about employee engagement (75%) is the top complaint they are getting from employees[1].
In response to COVID-19 and other potential pandemics, most organizations are focused on scenario planning and necessary operational responses to ensure business continuity. However, such plans often do not address and impact employees’ ability to focus on their work [2]. To ensure employees maintain focus through continued uncertainty and disruption, managers can play a key leadership role by ensuring fast, informed, and empathetic decision-making. HR should help managers at all levels do six specific activities to ensure employees get the requisite support to tackle the emotional response:
Sense employees’ need for support.
Promote dialogue to build understanding.
Focus on objectives to create clarity amid uncertainty and disruption.
Model the right behaviors to reduce the likelihood of misconduct.
Tailor recognition to acknowledge employee efforts under challenging circumstances.
Encourage innovation to drive engagement.
HR must help managers recognize signs of distress among their people, both directly (through conversations) and indirectly (through observation). HR can provide managers with up-to-date information and guidance to enable their conversations with employees about sensitive subjects arising from the potential pandemic, including alternative work models, job security and prospects, overall staffing impact and tension in the workplace. HR should advise managers to have regular conversations with their employees to surface challenges and concerns. This will help employees feel supported and cared for. HR can support managers through discussion guides, training, or as simple as email reminders with the latest updates on the situation and general principles for how to deal with it.
Managers can ensure their communication efforts help rather than hurt engagement by having a two-way dialogue rather than trying to dictate instructions or “sell” changes the organization is, or will be, making in response to the potential pandemic. Our research shows that employees’ understanding of organizations’ decisions and their implications during the change is far more important for the success of a change initiative than employees ‘liking’ the change. The two-way communication with managers and peers can be far more effective than scripted “official” communications designed to emphasize the positive and downplay the negative [3]. These opportunities not only provide employees with the information and perspective they need, but also allow employees to express and process negative emotions and improve their feelings of control. HR leaders should encourage and help managers create opportunities for two-way dialogues to discuss a realistic picture of both the positive and negative implications of the potential pandemic.
Managers can have a greater impact on discretionary effort by setting clear objectives that connect employees’ efforts to the organizations’ priorities, rather than trying to redefine activities and behaviors associated with individual roles in response to a change event [4]. Seeing one’s work contribute to company goals is one of the top engagement drivers for employees. Employees who feel confident about the importance of their job to the success of the organization feel less anxious about their job security. This is especially helpful for employees in support functions with less direct impact on the revenue of the organization.