Page 4 - COVID-19 english

Traps & Escapes
(Main tips to handle the crisis and How to implement process improvements during the crisis)
Traps
1. Establish a crisis committee with members exclusively from the executive and leadership teams
2. If I need to make a quick decision in the event of a change of location, job change, competence profile, etc. Do I have all employee personal data updated, such as address, emergency contact, dependents, etc.?
3. Do I have all the employee personal information I require to ensure a quick response in the event of employee medical / health issue or emergency?
4. Analyze the available information and develop customized short-term and crisis scenarios?
5. Encourage the use of corporate communication channels
6. Traditional use of technological tools
7. Measure impact and effectiveness of the action points developed during the crisis
8. Identify business critical positions and ensure backups for them
Escapes
Involving different levels of employees from different areas promotes an accurate overview of the sort of actions which, given the organizational culture are more effective for the workforce
Availability of technology which supports self-service capabilities. Implement an employee information / data update campaign.
Availability of technology which supports self-service capabilities. Implement an employee medical information / data update campaign. (blood type, allergies, medical history, etc.)
Analyze historical data and cross-check data with
other areas such as finance or operations to have a comprehensive analysis.
Benchmarking with other organizations and/or countries.
Extend the use of corporate communication channels not only for business purposes, but allowing and encouraging employee socialization, fostering a community and a relief network
Use technology at its fullest potential, reinforcing critical messages in different channels, creating digital content which may be useful in sharing products and services, as to support those involved in brand management and customer relationship.
Training – Develop simple “How to” guidelines which will support employees in developing their skills in using new technological tools such as Skype, Zoom, JAM, etc.
Adapt and include in the traditional HR portfolio those action points which were successfully used during the crisis (home office, virtual working and productivity, virtual meetings, use of technology, etc.)
Ensure that positions identified as critical during the crisis are included in Succession Planning and development programs to ensure that in future events, positions will have backups.
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