Leading Out of Crisis

The management needs to provide platform to employees where they can contribute positively, engage positively, participation in decision making, their voice to be heard, law abiding policies.

The learning & development initiatives would be directed towards teaching new skills to employees, wherever they may be. COVID-19 has given an unprecedented push for the adoption of new digitized approaches to capture the essence of live in-person learning through digital live online solutions...

Team learning. As someone rightly said "None of us is smarter than all of us. Leveraging the wisdom of the group through team learning is a powerful way to grow capacity within the organization as well as in the individual members.

Creating & sustaining an optimized high performing enterprise in an uncertain eco system is best achieved when business strategy effectively converges with human resources strategy, a talent management goal, to achieve fundamental objectives that pertain to talent management.

This means that HR leaders will need to start collaborating more with employees at every level. Now is the time to focus on interpersonal relationships rather than control, standards, and hierarchy.

What kind of specific traits and mindsets are required to lead businesses during the crisis? SN Resilience. In these extraordinary, once in a lifetime situations, the first quality called for is resilience. Leaders should maintain peak levels of physical, mental and emotional fitness, recognising...

Second is to take the lead in any re-structuring process. Organizational structures for the future will need to be innovative and flexible. And as organizations consider what form to take post Covid, HR leaders could act as advisors on these structures. HR leaders should also play a very active...

Learning in these times will occur across the organization and across levels- HR can facilitate connectedness and lessons learnt culture to revisit anything that is slowing down recovery.

Flexibility - Openness, innovation, adaptability, Shorter shelf life of HR processes; New employment contracts including use of Gig workforce & temp staffing.

We also ensured that our frontliners were provided with recognition and remuneration through the pandemic through various campaigns launched to boost team morale. We also rolled out a special working through COVID appreciation bonus for our on roll employees which added as a great motivator.