Beyond COVID 19 Pandemic PDF

Beyond COVID 19 Pandemic Rewriting the Future of Business  COVID 19 Global Crisis Since it’s break in December 2019 COVID 19 crisis has developed significant threats to All Countries around the word and to the operations of all businesses and organizations. It had ne...

Beyond COVID 19 Pandemic Rewriting the Future of Business  COVID 19 Global Crisis Since it’s break in December 2019 COVID 19 crisis has developed significant threats to All Countries around the word and to the operations of all businesses and organizations. It had negative consequences whenever it was not handled properly. COVID 19 crises mostly created three- related threats in: 1. Public safety 2. Economic loss 3. Social Issues and Problems  COVID 19 Crisis Management Check List 1. Create a Crisis Management Plan 9. Define central communication 2. Appoint Crisis Management channel Team 10. Give special attention to remote 3. Keep employees informed and employees provide information 11. Update corporate travel policy 4. Implement remote work 12. Perform routine environmental 5. Create an environment that cleaning foster online collaboration 13. Update employees contact 6. Answer all employees questions numbers 7. Stop the spread of 14. Respect self isolation but stay in misinformation touch 8. Use proper communication tools 15. Evaluate your crisis plan  Evaluate coronavirus Crisis Management plan and opportunities for improvement How well did you handle remote work? Did employees feel informed all the time? Did employees follow your advice? Were you fast enough in answering employees’ questions? Was the information you shared with your employees useful to them? Did employees actually read your updates? Were you able to control the spread of misinformation in the workplace?  Top Issues on Employees Minds 1. Job Security 7. Stress and Mental Health 2. Personal Health 8. Work-Life Balance 3. Children and Home 9. Family Health schooling 10.Productivity 4. Personal finance 11.Social Isolation 5. Remote work 12.Managing Schedule 6. Viability of Employer (companies retirement and protection plans)  What do the Workers Want? Workers need to feel their work is valued and their opportunities are growing, Workers ask for a comfortable physical and digital environment with the right work–life balance. Employees need to feel their organizations are reorienting themselves away from a traditional top-down model to one based on the inclusion of all  What Executives are required to do 1. Leaders across industries must understand and embrace digitally enabled strategies and business models 2. Set a Central Internal Communication Channel 3. Suitable employee communication during and after the pandemic is very important, and the choice of the right communication channel is crucial. 4. The majority of today’s workplaces use multiple channels and tools to collaborate and communicate with employees. 5. Create an Environment of online collaboration to Ensure that employees are connected and collaborating efficiently while working from home 6. Providing plenty of internal communication and collaboration tools that can enable employees’ success during the outbreak. 7. Reminding employees about the importance of being available online and staying in touch with their teammates via internal communications channels. 8. Crisis management and internal communications teams need to promote this new way of collaboration. Beyond the COVID 19 Pandemic Where we’ve been where we are, and where we’re going  for the last two years The COVID-19 crisis has dominated the lives of people in most parts of the world, and posed the biggest risk to national growth executives are feeling worse about the state of the economy and their own Business prospects as they are struggling with a wide variety of problems: 1.collapsing sales and delaying supply chains 2. keeping employees healthy and 3. making sure they can continue working.  COVID 19 and the New Executives’ Roles Management Leaders and Academics say the workplace as we used to know it is dead. The pandemic has permanently challenged conventional thinking about work in other ways as remote work is considered the minimum expectations that could be offered to employees So how can business leaders create a new work world that will keep employees both happy and productive post-COVID?  1. 1. Create A Shared Vision Leaders need to define and clarify the direction in which they want their teams will follow to achieve their vision. The job of leaders is to communicate this vision, by creating a clear and understandable mission statement to make sure all are committed to that vision. All functional areas (marketing, communication, culture) need to support that vision.  2. Create a Positive and Trust based Culture Great leaders work to create a culture that fosters an environment of trust, high morale and low turnover A strong culture allows brainstorming and to raise teamwork. A strong and positive culture makes retaining employees easy in a place where people want to be. Senior managers need to hear from lower levels about barriers to performance that might include the company leadership itself.  3. Demonstrate Empathy (compassion) Leaders must deal with the human tragedy as a first priority during the crisis, people’s minds turn first to their own survival and other basic needs. In a crisis it is most important for leaders to sustain a vital aspect of their role: making a positive difference in people’s lives. Leaders need to acknowledge the personal and professional challenges that employees and their loved ones experience during a crisis.  4. Communicate Leader must create a foundation for open and positive communication to prevent confusion among employees. People communicate in different styles and also prefer different techniques. A strong leader will create standards and practices for strong and clear communication.  5. Be People-Focused And Customer- Centric Strong leaders know that as the team supports the customer, the customer will support the bottom line. They treat all things customer-related with respect, honesty and directness. They focus on setting clear targets and providing the right support for both customers and team members to thrive.  6. Create conditions that allow customers be more helpful COVID 19 showed how people’s lives are interconnected and revealed their willingness and ability to help each other. Leaders can run better organizations by creating conditions that allow customers be more helpful accepting a true partnership with more productive employees. Barriers to productivity engaging: 1.Not being able to help 2.Not knowing how to help 3.Not believing our help is important  7. Make Remote work strategic Under a crisis Leaders help employees to figure out how they can be productive and be happy working from home and be experienced in remote work tech tools (Teams, Slack and Zoom) as they will stay with people even if they choose to go back to the office when the virus is gone. Working from home is also effective if the management restructure organizational processes for how communication happens, how socialization happens and how coordination happens.  Fortune 500 list of Best companies to work Prolonged shutdowns. for Workforces that felt isolated and overwhelmed. You name it, COVID brought it. Still, these companies managed not just to muddle through, but to become role models. The takeaway seems clear: Businesses that treat employees well during the toughest of times will attract talent, even when the war for talent heats up. They made it clear that taking care of families first is the No. 1 priority,” from maintaining a policy of unlimited time off, to running a virtual summer camp for the children of employees