Our recent Norway 600Minutes Human Resources virtual event revealed deep insights from top HR executives as they navigate the implications of COVID-19 alongside their C-level counterparts.
During the breakout sessions, CHROs communicated how the HR function “is now more clearly and centrally located in the organization, compared to before the pandemic, and has been essential in supporting leaders during this difficult period.”
THE POWER OF COMMUNICATION
As companies implement working from home to curb the coronavirus infections, leaders are facing communication problems even though there are resources and tools for easier collaboration.
The event participants expressed that there needs to be more active communication in the company.
An HR leader remarked that managers must ensure that information to employees is read, and not just sent out. “Use apps or other platforms instead of just email. Leaders should encourage dialogues with employees continuously, even with laid off employees.”
Other participants also agreed with the statement, with one conveying that leaders and employees should have regular contact with one another, and plan for walks or lunch together.
“Communication is a key factor for success,” stressed a top HR executive, who also mentioned that there should be a close collaboration between the HR and Communications teams to make necessary joint decisions.
Others chimed in, explaining that information packages from the Communications team, such as regulations, restrictions and recommendations, need to be clear, and sent out to employees to help them obtain important information.
One participant voiced out that any and all information must be communicated. “Even if there is nothing new to inform, inform about it.”
LOSING ‘CONTROL’
As companies temporarily close their offices or establish shift groups, some leaders are finding it harder to manage and oversee their teams due to distance working.
“Managers are insecure about their own and the team’s deliveries,” explained a participant. “They feel that they have lost ‘control’ over the team.”
From another point of view, the work-from-home situation empowers employees to be more independent and take accountability for their tasks.
An HR leader revealed that, “The team themselves have more control over their own work today, and manage themselves more.”
The other participants reiterated the sentiment, emphasizing on trust between managers and team members.
“Control-based management works poorly,” expressed a CHRO. “Trust-based management works better.”
“Trust the skills available in the organization,” declared another. “Dare to trust the decisions that are made, and stick to them without hesitation. This contributes to a strong trust foundation in the organization.”
An HR executive advised leaders that, “During times of uncertain future and challenges, the individual must reflect on how we can lead ourselves, not just our employees.”
FORMALIZE THE INFORMAL
A rising concern among those working from home is the increasing number of meetings, which have led to Zoom fatigue. Yet another worrying issue is the rise of informal meetings in non-work settings.
“It’s important to facilitate informal meeting places, not just the formal ones,” expressed a participant. Whether the meeting is held in the office or in a cafe, agreed meetings should be ‘to the point’ and agenda-focused.
A top executive disclosed that, “A method that is useful for many to find an informal meeting place is to establish ‘walk and talk’ as a principle.”
Leaders have to remember that all business-related meetings, regardless of its settings or formality in this new normal world, should still follow the same protocols as an official work discussion.
Discover more insights by joining our HR events in Denmark, Sweden, Germany, Switzerland, The Netherlands, Finland, and Norway.
MENTAL HEALTH
From feelings of anxiety to increased workload and higher pressure, the pandemic has brought many mental health impacts on workers and employees across the industries.
Among the topics discussed in the breakout sessions, mental health was one of the topmost concerns among the CHROs.
The event attendees believed that organizations should provide materials on how to work with mental health, and to accommodate individual needs.
For instance, an executive suggested that organizations “create a culture with openness about workload and pressure. This is so we can make adjustments when there’s a need, and when it’s difficult for the leader to have an overview of the situation.”
“But what are the boundaries of corporate responsibility for mental health?” one participant questioned.
While some companies have mental health as part of their corporate social responsibility, it’s still a difficult topic to bring up due to stereotypes of the illness.
One participant advised that, “Although it’s more efficient to work from home, you need to book some ‘free time’ as well.”
Thus, a number of the HR executives recommended a few steps for leaders to help reduce their team’s mental stress:
- Make themselves available and set aside time for talks;
- Create support communities and groups so that the team members don’t feel that they are alone;
- Recommend apps with meditation or that helps with stress relief; and
- Celebrate occasions and events together, such as birthdays.
To elaborate on the last recommended step, the HR leader explained that there should be “various virtual gatherings, such as virtual expert breakfasts, coffee breaks or lunches.”
Additionally, the leader commented that the gatherings should be held continuously, both unconditional and voluntary, but that mandatory sessions with a learning purpose, like workshops on various thematic areas, should also be arranged.
WORKING RESILIENTLY
The HR function is the backbone in every business concern, and with the outbreak not fading away any time soon, CHROs are standing together with their fellow C-suites to lead the organization with equal value for all employees.
Depending on the country the organization is located, HR executives have different rules and things of importance to keep in mind. But as mentioned by the HR participants, they are trying to keep track of everything and ensuring what’s best for the employees.
“As there are many uncertainties,” expressed a CHRO, “we need to continue to work with resilience.”
