Virtual RoundTable “Managing Employees through COVID-19”

July 30, 2020

“Managing Employees through COVID-19”

Across the world, managers and HR professionals are trying to figure out how to balance the needs of the organisation with the needs of the staff against the backdrop of changing coronavirus data and related rules and regulations.

We are in unprecedented times, unchartered waters for employers. How businesses choose to manage their employees today is going to have a profound impact on how those same employees perform ‘on the other side’ of the pandemic, and how the business will pull through.

Managing employee burnout, addressing talent management strategies, taking advantage of ‘new’ available talent, and preparing for the ‘new’ post-COVID workplace.

Right now, it is difficult to predict how the workforce landscape will look post-COVID-19, and regardless of how a company’s workforce looked like pre-COVID, post-COVID will be very different.

Speaking to many of our clients over the past 12 weeks, we noticed a commonality in pressure points and issues that had arisen due to the pandemic and the role that HR and HSE professionals were required to take in order to establish BAU for their businesses and their workforces.

Continuing our series of virtual roundtables, Charlotte Perkins, Manager Contracts & Interim – Melbourne and Roxane Sexton, Manager Permanent Recruitment Sydney were delighted to host a group of Heads of HR and People & Culture professionals from Media, FMCG, and Health industry sectors. The topic for the virtual roundtable was “Managing Employees through COVID-19”.

Here are the key takeaways:-

How has COVID changed the thinking (if at all) around goal setting, succession planning, talent management, some of our more traditional HR cyclic events?

During a crisis, it might seem justifiable to postpone talent management and focus on business continuity and cost-saving measures, in fact, now is the opportune moment to review, re-evaluate, and redesign these processes. What talent do we have? What talent do we need? And how do we fill the gaps?

How are different business managing the ‘burnout’ factor of so much change in so little time and people’s level of fatigue?

The coronavirus pandemic has brought a surge in employee burnout. Rampant pay cuts, home-schooling children, caring for sick relatives, fear of the virus, and worrying about job security are just some of the new stress workers are facing in the wake of COVID-19.

Certainly, companies are worried about their employees being pushed to the brink, however with no end in sight to either the pandemic or the economic disruption it’s caused, employees are increasingly trying to avoid losing focus or letting stress overwhelm them. Strategies to help manage employee burnout include:-

Adapting to the new reality – transforming and navigating the waters

Embracing remote work and virtual collaboration is one of the most impactful things employers can do today to address the increasing complexity of the current public health and economic crisis. And as companies navigate their approach to remote working and transform the operations of the business, it’s important to consider the learnings that can be achieved along the way.

Reversing the Brain Drain – reshaping our workforce and how to maximize skill diversity 

Business leaders need to think beyond survival to the opportunities this crisis might create. Among these is a chance to hire talented people at a time when they might have trouble finding or keeping jobs elsewhere. Companies are laying off workers and downsizing, some sectors are collapsing. And an unprecedented number of people will be looking for employment. At the same time, a major force that had been fuelling the intensity of the war for talent — globalization — might recede. The pool of available talent is suddenly both changing and expanding.

If you are interested in being part of our conversation and/or would like to join one of our Virtual Round Tables, please get in touch with one of the Frazer Jones team here.