​Employers need to be vigilant to keep their workforce connected and engaged.Businesses facing the COVID-19 crisis are confronting both immediate and long-term challenges for their workforce, including persistent pressures that erode morale over time. Here are ways that businesses can help improve morale when it is needed most in times of uncertainty and crisis. Create mentorship networks Social connection is especially important when workers are scattered across locations. Encourage your team to connect both for personal and professional reasons--a positive step toward supporting mental health. At the same time, it can also provide long-term opportunities, learning pathways and help people think beyond the crisis of the moment. A mentor can help younger employees identify areas for growth and development, and provide a low-stress opportunity to have career conversations. Don’t overlook reverse mentorships, whereby junior, often younger,  employees help more senior ones learn and adapt to new technology. At some point, times of uncertainty will shift back to stability, and at that point having existing mentor relationships to build off of will become even more valuable.  Encourage moments of levity In times of great crisis, leaders might feel it's hard or even inappropriate to be anything other than serious, but allowing for and encouraging moments of positivity and levity is what everyone needs from time to time, as long as it’s authentic and grounded in facts. It’s one of the most obvious factors of job satisfaction, but one of the hardest to get right, and key to creating an employee-centric work environment. This could be in the shape of virtual after work mixers, a business development day, or simply opening up communications channels and encouraging staff to share their news on your intranet or group chat. When staff gets along, they are far more likely to boost each others’ morale. Model and promote kindness Kindness has always been an important leadership trait, but it’s even more business critical in uncertain times that require empathy and understanding. In a survey of 51,836 leaders, a tiny percentage – just one in every 2,000 – were rated at the bottom quartile in terms of likability but in the top quartile in terms of overall leadership effectiveness. Kind and likable leaders will be transformative when their teams need this trait the most. Celebrate small victoriesIt’s easy to get wrapped up in routines and challenges. But even when businesses are at their most stressed – and especially then – it’s important to pause and notice the accomplishments of colleagues. As a bonus, when leaders pay attention to catching their team doing something right, they are less likely to negatively stew over their problems. The positivity will be reflected back on mood and productivity. Improving morale in a difficult environment takes work, but it’s worth it. Slowing down, paying attention to the needs of the team, and taking deliberate actions can help build momentum into a beneficial upward cycle. 

If you want to generate some positive energy in your workforce, here are three easy things you can do that can make a difference right away:Use their names.Open every conversation—whether by email, phone or in person – with your employee’s name. Not only does this guarantee his/her attention, it also reminds you that you are talking to a living, breathing person. Too many emails start in mid-sentence, as though speaking at, not to or with, the other person. Even in person, our tendency is to focus on our thoughts about the topic at hand rather than the person with us. This simple form of recognition can make a tremendous difference. It ensures that you not only have the other person’s attention, but that you make a personal connection that results in improved collaboration, respect and trust.Inspect what you expect, and expect the best.One of the vice presidents at a global organization in Minneapolis says that she expects to see courage, collaboration and curiosity in her employees. She goes out looking for these attributes every day and says that not only does she find them, but she supports them with whatever resources she can. Choose characteristics that represent your own or your company’s highest values; then go treasure hunting. In addition to encouraging both employee competency and confidence, you will build a mental library of inspiring stories to use for team building, presentations, and developing talent (including yourself).Talk about what’s going right.Fires and problems always arise, but in most workplaces on most days, the vast majority of what’s happening is that intelligent, competent people are doing their jobs capably and to the best of their ability. At the end of each day or week, review what went well and how you can build on it. Solicit your employees’ insights on what made things go right, not wrong. Regularly value their expertise and honor their contributions to your company’s continued success.While systemic drivers of disengagement, like bureaucratic processes, antiquated systems or stressed capacity may be out of your control, these three simple ideas will help you build influence and impact where and when it’s needed most and can help you maximize the effectiveness of your team.

​Is your employee engagement program underperforming? If so, it may be built on surveying practices popularized some 15 years ago that are still followed today at many organizations, even though these methodologies are proven to have limited effectiveness over time.Myth #1 – CensusThis is the idea that every employee should get the exact same survey. A one-size-fits-all design is said to improve efficiency and organizational momentum, while avoiding employee confusion over why people got different sets of questions. There is no academic or real-world proof that this belief is valid and, in fact, just the opposite is true.  There are dozens, if not hundreds, of examples where a more robust design provided enhanced (in quality and quantity) insights. If you have 20,000 employees and I give you a questionnaire of 40 questions, I can, in turn, provide you with insights on only 40 items. A far better design is to craft a core set of 30 to 35 questions and then create an additional 10 to 15 modules of 3 to 5 questions each.  These “modules” can be distributed on a random, geographic, or functional or experiential basis. The average survey is still only 40 questions long – but you and your leaders have now gained insights into 100 different items across the organization.Myth #2 – ConsistencyOr, as I call it, laziness. According to the consistency myth, each new survey has to match the one that went before in order to measure progress and trends reliably. On the face of it, that seems logical. Trouble is, organizations are organic not static entities. Show me a company that hasn’t changed over the course of a year, or doesn’t have new issues to deal with.  You can’t. Your survey instrument needs to change by at least 10% each wave to stay relevant to your current direction, structure, and needs, and enable you to uncover information that will be useful strategically or tactically. Again, optimized design and proper use of modules can achieve this without impacting your core survey.  You need a platform with the speed, agility and flexibility to keep up with the reality of business in the 21st century.Myth #3 – ComparabilityEverybody wants to measure themselves against the next guy and that’s why it’s easy to fall for the myth of comparability. Comparability is founded on the questionable value of benchmarking. The vendor has accumulated a database of companies whose employees have answered the exact same questions (word for word) that your employees are being asked. You are promised that you’ll gain tremendous insights by seeing how your employees stack up against the “industry-wide norm.” However, the companies in such a database are only convenience-based samples and are not representative of an industry or geography. In fact, you will learn little of value because while industries tend to be consistent, organizations exhibit tremendous variability – variability in how the culture operates, what concepts mean, how they do what they do. Convenience-based comparisons based on standardized surveys won’t help you improve. Instead, customizing your questions to your company’s unique culture, situation and needs will help you uncover your organization’s unique strengths and weaknesses to get the insights that enable meaningful change.The three C myths have gained another C-word – credibility – over the years because of the sheer number of organizations that bought into them. But, if we’re honest, we know this outdated approach to employee engagement stalls out over time and provides limited realization of business-wide benefits. A better C-word to describe it would be – common.Instead, I’d like to see companies move towards more enlightened practices that align better to changing business needs … obsess over improvement rather than comparisons … demand as much accountability from senior leaders as from front-line managers … and drive toward targeted actions that leverage organizational strength and remove the barriers to engagement.How about your company? Are you satisfied with your surveying practices? Are there other “myths” when it comes to employee engagement?

For many of us, a career is primarily a source of financial stability, and we need to get away occasionally to relax and enjoy a holiday with family, friends, or even alone.  ​But is there a way that companies can make time at work as enjoyable as being on holiday? Is it possible to create a workplace that is so engaging that people aren’t working from weekend to weekend and actually look forward to Monday morning? Sound impossible? Read on.  ​It is no secret that an engaged workforce contributes to higher financial returns. Studies have shown that companies with high employee engagement have seen a yearly positive change in operating income of over 15%, compared to companies with low employee engagement where the change is -30%.What is really interesting is that managers account for 70% of variance in employee engagement scores! So, if you are a manager, here are some strategies and tactics on how to create an engaging, career-oriented workplace. If you aren’t a manager, consider sending this article to your boss!​Work as a rewardNothing compares to the feeling of success. When organizations directly link organizational achievements to individual efforts, employees will perceive work as a source of joy. This requires several things. You have to hire and cultivate passionate, dedicated people and you have to set clear goals and performance management metrics for evaluation. When employees are held accountable for results and rewarded for their achievement, engagement levels rise.​Humanize your approachManagers have to build genuine relationships with their staff, recognizing their dreams, fears, hopes, passions, and other emotions. “Put yourself in their shoes” is a cliché but employees love managers who demonstrate empathy and provide help and encouragement when needed. Motivation also rises when employees realize their work serves a larger purpose. However it is not enough to simply remind them of the vision statement.  Instead, share stories about real people whose lives were improved because of your company’s services or products; that will touch employees’ hearts and help them realize their work is needed.  ​Grow togetherWhile organizations rely on their workforce to grow, people also aspire to grow and develop their own careers. In fact, two thirds of individual performance drivers are tied to career conversations. To create a dedicated team of employees, organizations have to ensure that a proper career plan is developed for each individual. People are far more likely to be engaged at their work when they know how they can potentially grow within the company. Moreover, it was found that building on employees’ strengths is much more effective than focusing on fixing weaknesses. People who use their strengths every day are six times more likely to be engaged on the job.​TeamingIn today’s business world, you can hardly find an activity which is done solely by one person. A huge portion of our daily work is about dealing with colleagues. In fact, interactions with colleagues are among the top factors that affect our job satisfaction. It is very important for organizations to establish and support formal, informal, digital and physical communication channels to facilitate cross-level and cross-departmental conversations. Having these conversations can foster common goals and align tactics. By emphasizing shared goals and transparent communications across multiple channels, managers can help employees become truly and happily engaged in today’s collaborative work environment.​CultureIt would be unfair to write this post without mentioning the importance of corporate culture. How can you expect a workforce to be focused and motivated if their environment is toxic, hostile, discouraging, or a combination of all? Creating a people-oriented culture that incorporates humanistic values such as respect, trust, diversity, and—yes—fun, is the foundation that enables all of the strategies listed above to flourish. Such a culture encourages innovation, guarantees safety of experimentation, and reflects corporate values in daily actions. Knowledge sharing is the norm and employees can always find a helping hand when needed. Creating such a culture is not easy, I know, but doing so is a critical step in getting your staff as enthusiastic about their careers as they are about their holidays.

​Business IssueA leading provider of IT products and services for the global marketplace experienced challenges recruiting highly specialized workers, including contract and temporary talent. New Zealand is an extremely competitive market with “hard-to-find candidates with the right skills” being a commonly cited challenge. The company, based in Japan, had a decentralized global network for talent acquisition. They relied on recruitment agencies in many regions, but the New Zealand market proved challenging in terms of planning external recruitment spend and margin control. SolutionWith a need for everything from sourcing and interviewing to hiring and onboarding, the company outsourced its entire recruitment process in New Zealand to ManpowerGroup. The team assumed full responsibility for the recruitment of all permanent, contract and temporary staff. Through this partnership, ManpowerGroup deployed an onsite recruiting team focused on contract and permanent hires.The ManpowerGroup team built awareness of available opportunities through strategic marketing campaigns, social media and a partnership between the onsite team and the company’s global marketing and HR functions. ResultsSince the inception of ManpowerGroup’s RPO solution, the client has achieved the following results:External agency spend was reduced by 38 percent.The RPO team fills an average 200 roles annually, of which approximately 125 are permanent.Average time-to-hire has fallen from 96 days to 37.5 days for all permanent hires.Cost-per-permanent-hire was reduced by 34 percent.Cost-per-hire for contract and temporary recruitment was reduced by 28 percent.Multimedia campaigns resulted in a 19 percent increase in jobseeker traffic.

​Managing sudden shifts in workforce needs is critical for employers, and the smartest approach is a multi-pronged effort.The economic impact of COVID-19 has sent shockwaves through the global workforce. Some industries have seemingly slowed to a crawl or stalled altogether while other sectors have never been busier and are scrambling to hire, train and redeploy workers. Moving resources where they’re needed most is critical.There is reason to be hopeful that industries can adapt and help workers find new footing. In recent years due to a talent shortage, businesses have been working to tap certain underrated talent communities, including retirees, veterans and previous freelancers, for new roles. History has shown that building new talent communities can be done in a deliberate and effective fashion––now the scale has grown and the timetable compressed. Shift recruiting strategies to virtual Facing social distancing restrictions, many human resources departments don’t have the ability to travel and have in-person career fairs to find and hire the most qualified workers. That’s when recruiters need to shift their strategies to virtual meetings and social media messaging. This has been done before and has been shown to be effective. For example, ManpowerGroup helps Australia’s military recruitment efforts extend to remote corners of the country, literally and virtually, like in social media—where the Defence Jobs Australia Facebook page has over 510K followers. Find untapped work resources During World War II, manufacturing realized they had a huge untapped labor market that represented 50% of the population––women. That’s still relevant today as businesses can benefit from hiring, promoting and leading with women and underrepresented populations in their industries. With a little bit of training and upskilling, these untapped sources can even develop into a highly-skilled workforce. For example, ManpowerGroup and Rockwell Automation teamed up to help veterans upskill and develop into new advanced manufacturing roles.The 12-week bootcamp in industrial manufacturing prepares them for a new career as an automation technician.  Think beyond full time Filling talent needs doesn’t always mean hiring for full-time roles, and a full workforce doesn’t have to consist of all traditional 9-5 workers––especially today. Nearly 9 in 10 workers are open to NextGen work – part-time, contingent, contract, freelance or temporary. Both workers and organizations can turn to flexible employment opportunities, especially as a way to quickly meet and redeploy where work is needed.  Without a doubt, businesses are facing historic challenges in redeploying workforces, with some companies pivoting, adding staff or waiting out the storm. Leaders can also take a measure of comfort in knowing they can take steps to meet demand where it is needed most right now.

​COVID-19 and the need for safe distancing have accelerated the adoption of remote work arrangements by companies and it is likely to remain an option even after the pandemic is over. With more employees working from home, it has become harder for managers to detect the voice and facial cues of someone who needs support. There can be obvious signs of burn-out, fatigue or lack of engagement that are not picked up due to the lack of face-to-face interactions. Thus, when working remotely, managers and businesses need to be extra vigilant in checking in on team members, and being available with caring for mental health. Recognize the warning signsStress can manifest itself in a number of ways, including decreased satisfaction and commitment, lower productivity, increased personal conflicts, and a desire to disengage and disconnect. Employees may feel like they can’t admit they are burned out because it feels like a personal shortcoming or shows a lack of commitment. To get around this issue, astute managers will pay attention to changes in employees’ attitudes which may indicate a deeper issue. In a remote environment, this may mean explicitly asking employees about their mental state.  This can include, for example, encouraging connections beyond work matters.Take something off their plateHigh performers are high performers for a reason – they take on a lot, and accomplish a lot. But eventually, even the most productive person can reach a breaking point. Recognize any early signs of stress, and relieve your busiest workers of certain roles or duties that can be reassigned. Everyone has a finite amount of hours in the day, and productivity without burnout requires strategic cutting back on the activities that consume energy.Show OptimismIf managers show optimism, their teams will too. As an article in Harvard Business Review shared, optimism is powerful and contagious. Attitude starts at the top and can set the tone for a difficult project or a remote team that needs positive encouragement. Leaders who demonstrate hopefulness and confidence in the future are better able to help their team members find meaning and purpose in work, especially under stressful conditions. Using humour can be a useful mechanism to relieve tension and foster greater commitment from teammates.

The leaders that emerge in today’s crisis will help innovate to solve the problems of tomorrow. In times of uncertainty and turmoil, leadership matters even more because the leader sets the tone for how an organization responds. Businesses need to be guided with a steady and reassuring hand, and yet pivot and be agile when the situation demands it. Grit, persistence and collectiveness are some of the traits of an innovative culture, and they are needed to face some of our biggest problems. As businesses face crisis on a global level, here are a few ways leaders can step up and help to foster an innovative culture when it’s needed most.  Learnability is a must  Learning quickly is more important than ever in times of massive change. Leaders need to have not only a high IQ and EQ, they also need a high Learnability Quotient, or LQ. Today’s problems are so complex and multi-faceted that they require learning as fluid situations unfold. Leaders need to be role models by seeking out different experiences, unusual perspectives and by being open to fresh ideas, ever as they foster a culture of learning in their organizations.   Experimentation and communication  When we are in uncharted territory, leaders must also have an understanding of the technical skills required to effectively transform their business in times of change, such as how to suddenly shift to remote work. They should surround themselves with experts and take time to stay informed of the latest trends, challenges and opportunities facing their organization and how to communicate those needs quickly throughout the workforce.    Ability to adapt for the next crisis   Crisis and transformation does not create a once and done situation. Change is dynamic, so agility and continuous adaptation is essential. Feedback is important to informing what steps leaders should take. Leaders need to innovate, experiment and learn fast and support their teams to do the same. Tomorrow’s environment is just beginning.   

​While it’s too early to tell when businesses will reopen or in-office work will resume, the way we picture the ending can tell us a lot about leadership. As we grapple with sobering unemployment numbers and hear of economic woes in nearly every industry, leaders face a balancing act of staying calm and reassuring, while also being realists about the state of their business.The question is what role optimism plays in maintaining the health and productivity of a team. Is the weekly jobs report half-empty or half-full? Positivity improves most aspects of job performance. It’s simply easier to stay productive when you feel a sense of purpose, growth or difference making. And it’s harder to maintain a rosy outlook when it feels like all is lost.Humans are hard-wired for optimism. It seems most people would prefer a distorted view of reality than one that delivers a cold truth. When Jim Carey’s character in Dumb and Dumber asks about his chances for dating Lauren Holly’s character, she gingerly replies that the odds are about one in a million. Her answer makes him ecstatic, exuberantly proclaiming, “so you’re telling me there’s a chance!”Many of us are choosing to see the economy through Jim Carey’s eyes. We believe there will be a “v-shaped” recovery. And there’s reason to believe the changes we’re experiencing during these times will have a lasting positive impact. We’ve wanted flexible working hours. We’ve been yearning to work from home. And now that we have these things, we’re unlikely to let them go.We’re basically biased toward optimism.  As Thai Sharo, a cognitive neuroscientist at University College London, noted, “when it comes to predicting what will happen to us tomorrow, next week, or fifty years from now, we overestimate the likelihood of positive events, and underestimate the likelihood of negative events.” When it comes to seeing how the pandemic will end, our nature compels us to believe that it will all be magnificent. And why not? Reevaluating our conditions of employment in light of rapid change should have a positive effect on society.The optimists among us have pointed out how pollution levels are way down.  The canals of Venice have turned clear. Animals are flourishing in cities. And we’re all suddenly interested in baking bread. When it comes to work, we’re becoming more empathetic, more flexible, and have a newfound appreciation for essential workers. These are all genuine reasons to be optimistic.Even as we’re grappling with insecurity and rapid change, great leaders can empower us with hope. According to Tomas Chamorro-Premuzic, ManpowerGroup’s Chief Talent Scientist, the best business leaders combine internal pessimism (in order to see deficiencies and foresee problems and threats), with optimism (exuding a sense of positivity and nurturing hope in others). To be sure, this feels intuitively better than the reverse: being internally overconfident while projecting external insecurities.The best leaders are the ones rallying their employees to see the best possible outcome. If they work in sports, they’re reminding their employees of how much the world will need them when they come back. If they work in the restaurant business, they’re pointing to the indelible cultural fabric that restaurants provide to our cities and towns. Privately, they’re grappling with the unknowns of whether there will be a baseball or football season, or whether the restaurant customers will be ready when they finally switch on the open sign.No one can see how this will end. But the best leaders enable their teams to see the happiest ending. Their external optimism is encouraging them to strive for that result. Even if the odds are just one in a million. They’re telling them they have a chance.To see more on this topic from Tomas Chamorro-Premuzic, see here.

​How can I make my workplace more inclusive? While culture starts at the top, you can help take steps to make your organization fair, equitable and committed to conscious inclusion.  A diverse workplace is a healthy workplace. It’s everyone’s responsibility – and to everyone’s benefit – to help develop a workplace that is welcoming and inclusive. Here are ways everyone can help move your company forward.   Understand conscious inclusion  Conscious inclusion is the desire, insight and capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. To that end, ManpowerGroup has a comprehensive survey exploring gender, generational and geographical differences in attitudes towards women in leadership. The report presents seven practical steps to reach the tipping point where women will accelerate into leadership roles. While leaders are responsible for implementing ways to support inclusive leadership, everyone in the organization can educate themselves with the principles, discussions and benefits of conscious inclusion.   Be a coach and a mentor  If you’re making your way up the ladder, it’s important to look around to see who else you can assist. One way of supporting others is to provide coaching and mentoring. Where can you give back? It is important to identify which topics require mentoring support and which require coaching. Mentors typically have specific expertise in the area in which the mentee requires support. If you have an area where you can help others, you can help the organization thrive and become more inclusive.   Plan for the future  Over time, all organizations will become more diverse. By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. Talent—in all its diversity—is the most potent competitive differentiator. If you want your organization to be competitive 20 years from now, start thinking about how you can contribute to its inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening your network.   If you are thinking about how you can contribute to an inclusive workplace, you have already taken an important first step. From there, taking action and working with others can make the goal a reality. And when an organization can innovate with multiple perspective, everyone wins.  

Welcome to the era of the millennial workforce. While this generation has been rising up the ranks, a new report from LinkedIn shows that millennials are projected to fare the best in the job market over the coming years.   Three-quarters of 2,406 U.S. hiring managers surveyed said they plan to focus recruiting efforts on millennials over the next five years, according to the report. Millennials include those born approximately between the years of 1980s to 1997, which puts them prime into some of their most productive working years.   The millennial workforce contributions also make sense in the context of their place in the global market. Millennials and Gen Zers make up roughly half the world’s population as 10,000 baby boomers retire each day, reports USA Today.   So what do millennials want? According to ManpowerGroup research, both women and men want flexible, meaningful and challenging work. They understand they have a career ultramarathon ahead of them and want to achieve balance for the long run. For women, to pursue challenging work, it must come with flexibility. They continue to do most of the emotional labor and unpaid work at home – balancing work around commitments.  ​As employers face a continued global skills shortage, millennials share in the following advantages as well as their preferences when seeking to develop their careers.   Flexibility in work arrangements  Today’s way of working may not be how tomorrow’s generation operates. According to a ManpowerGroup survey, a growing number of people are opting for alternative models over full-time permanent roles. Part-time, contingent, contract, temporary, freelance, independent contractor, on-demand online are all on the rise. This affords businesses the choice, flexibility and alternative ways of working that build resilience for less predictable futures. Younger millennials, in particular, are seeking out gig work.   Positivity and optimism  According to ManpowerGroup’s Millennial Careers: 2020 Vision report, millennials are remarkably upbeat about their careers. Two-thirds are optimistic about their immediate job prospects. Sixty-two percent are confident that if they lost their main source of income tomorrow they could find equally good or better work within three months. The majority of millennials globally see a promising future and successful careers ahead. They are the can-do, will-do generation.   Growing into new roles  Research shows that rather than having one job for life, millennials are focused on continuous skills development. Millennial talent provides organizations with employee traits like learnability and curiosity rather than a narrow set of defined “job skills.” According to Lory Antonucci, M.Ed., GPHR, Executive Talent Management Consultant for ManpowerGroup, while roles may also be actual positions (and someone’s job), they are first and foremost a combination of needed and valued skills, knowledge and outputs. Roles are about adapting to change now and in the future.  ​As we enter a new decade, both employers and job seekers will have to adopt new ways of thinking about careers. With both experience and youth on their side, millennials are in a great position to capitalize and make the most of the 2020s –– on their own terms.

​As the date draws closer to 1st June 2020, preparing for the gradual re-opening of businesses after the end of the circuit breaker is top of mind for many employers. Most organizations are now at a critical juncture as they navigate a phased shift from remote work to restart operations and support their people to return to the workplace, while working within the requirements of the new physical distancing economy. Although the re-opening of workplaces differs by industry, we know that it will take large-scale cooperation and alliances to prepare. That’s why ManpowerGroup has forged a key partnership between other HR industry leaders to help companies plan a safe return to work. This week we co-published an industry report, “A Practical Guide to a Safe Restart: Best Practices for Organizations”, and call upon employers, trade unions and NGOs to join us, too. Organizations of all types and sizes can use this report to identify and apply best practices that will get them up and running in a safe, healthy and productive way. Download Report ​​​

The impact of the Covid-19 health crisis and lock down continues to present unparalleled challenges, including rising unemployment in many markets.   ​To prepare for a safe return to work and to restart economies around the world, ManpowerGroup has formed a HR services industry alliance and with that will make a vital contribution to helping people return safely and enabling companies adapt to the new normal. ​In a new paper, “Safely Back to Work in the New Normal”, the industry - which is the world’s largest private sector employer - calls for employers, trade unions, and NGOs to collaborate and for governments to support, stimulate and endorse these efforts.  ​Download Report​​

​Remote working has become the new normal in the wake of COVID-19. How can employers support their remote employees from afar during this period? ​Despite having been around for years, not many employers offer remote work as an option. Many employers were thus unprepared for the transition to telecommuting when governments around the world enforced stay-home policies to curb the spread of COVID-19 within the communities. ​​With most businesses closed, these are challenging times for both employers and employees. Day care centers for children and seniors are closed and living at home with both children and elderly family members to care for can be taxing for working individuals. . ​Here are ways employers can support employees working to care for themselves and their dependents during the COVID-19 outbreak: ​Provide flexibility ​With kids at home and other personal commitments demanding for attention, staying focused while working from home can be challenging for employees. Employers have to recognize that employees, regardless of their gender or marital status, can be parents or caregivers. During this period, employers can support employees by allowing them the flexibility to arrange their work around their other personal commitments. For example, letting employees arrange video meetings during their children’s nap times. ​​Communicate your expectations ​Many workers are telecommuting for the first time ever and may feel lost or uneasy with the new mode of work. Moreover, working at home has blurred the lines between work and personal life, and some employees may not know when to switch off. Leaders need to communicate their expectations to employees clearly and let them know how their performance will be measured during this period to help them understand what needs to be done. Also, when setting expectations for employees, be realistic and take into consideration various life factors that could affect employees’ productivity. For instance, the Internet speed might be slower at home as family members will be accessing it to do work or home-based learning. ​Focus on output rather than screen time Similar to presenteeism at work, employees’ screen time does not equate to productivity. Don’t insist that employees have to be at their screens from 9 to 6. Leverage on the flexibility that remote working gives and let employees work at timings when they are most productive. For instance, let an employee take a longer lunch break so that they can cook lunch for their family. The employee can make up for the additional time away by working at a time when they are better able to concentrate, such as when their dependents are asleep. Free from distractions, the employee may be able to produce better quality work or get more things done than usual, benefiting the employer. ​Check-in on employees regularly It is more important than ever to connect with employees personally now that opportunities to interact at the workplace are gone. Besides team meetings, employers can also make use of video conference technology to organize virtual team events where employees gather to mingle online. Employees’ children can also be invited to participate as well, which can help young children understand that their parents are working at home even though they are not at the office. ​Employers can also connect with their workers on a personal level by having one-on-one video calls with employees. During the call, check in on their conditions and if they have any concern that they would like to share. Lend them a listening ear when needed as some may have no outlets to turn to for stress relief. This is a difficult period for many and showing empathy and support can go a long way in helping employees stay engaged and motivated. ​ Create a support group for employees in the same situation Employers can create an online platform for employees with the same situation to seek advice and share resources. For example, employers can create a group chat in communication apps for working parents where employees can share resources for home based learning, activities that parents can do with their children or seek advice from each other for parenting issues. ​With remote working becoming the new norm for now, employers have to rethink the way they manage employees and keep them engaged and focused during this challenging time. View working from home as an opportunity to discover new (and even better) ways to engage employees rather than a disruption to business as usual. Show employees that you care about them and they will reciprocate in turn.

​Global Best Practices for Getting Back to Work: #SmartRestart #PeopleFirst  As countries around the world begin to relax lockdowns, lift restrictions and plan for a return to some kind of new normal, it’s refreshing to be looking ahead to restarting our economies and reopening our workplaces. Already there are lessons to be learned from early waves from South Korea and Singapore, and now the Nordics, Spain, Italy and others planning how to ease thousands of workers safely back to work in the coming weeks.  While we scrutinize the impact of this health crisis on GDP, digest the reams of data and look ahead to formulate scenarios to minimize damage to our economies and businesses, it’s imperative we remember this crisis is all about people – about how people behave, how people react and how they respond in times of crisis.  The question we should be asking is not how speedy, how soon or how stringent a lockdown or lifting of restrictions should be; more, how do we encourage individuals to act on the information available and change their behavior accordingly?  For example, while restaurants remain open in Sweden, business is down 80% - because adherence to public advice is incredibly high. The focus on not alarming the population yet creating the culture and conditions that encourage people to take the right steps is one of the most important determiners of how we will emerge from this crisis.  Employers have a significant role to play with 3.3bn people at work every day. When we talk about how to reopen the economy, understanding that customers and employees want to feel reassured requires data and insight to build trust and instill confidence for a strong, smart restart. As a global organization operating across more than 75 countries, here’s what we can learn from those countries first impacted, first emerging: Testing, tracing and technology is key. Just as tech bridged the way almost overnight to remote working, it will also help bridge society back to reopening. Data is strengthening our response to the pandemic and the fast deployment of contact-tracing and self-diagnosis apps are helping containment.  In Singapore, a contact-tracing app that requires users to opt-in and share data, is already proving that many prefer the confidence of knowing and minimizing health risks. It also helps ensuring individuals at risk follow the quarantine rules. Widespread availability of testing is critical too.  Spain may prove to be one of the hardest hit countries in Europe, yet this week a partial release of lockdown allowed 300 000 workers who couldn’t do their jobs remotely return safely to work thanks to distribution of over one million testing kits, and 10 million masks provided at subway stations. What we can also be confident of: people will not return to productive employment if it’s perceived as a risk to their health and to the health of their loved ones. Communication, Communication, Communication. Openness and honesty remains key, and it works both ways. The best employers are carrying out pulse surveys, asking people what works for them, what they expect from their employer and how they can do more to help. Others - like airlines – are asking customers what will make them feel comfortable to fly again. In South Korea the government launched a campaign to educate people that testing at a national scale was key to containment. They established a call center to keep people informed, introduced an app to assist self-diagnosis and tracing, and wearing masks in public was universally adopted. Clear communication focused on data and insight has undoubtedly saved lives and allowed people to work safely and confidently. We cannot simply flip the switch.We cannot go from ‘off’ to ‘on’ with the current situation. There will be no universal return date for all. Countries ahead of the curve are orchestrating a phased approach prioritizing health and containment. Employers must provide clear guidance so people understand the rationale around returning. Gatherings at work and outside will be controlled. Workers who can work remote will likely stay home. Shifts will be staggered to allow for physical distancing, deep cleaning will happen between shifts and protective materials will be available to workers. Temperature-taking and virus-testing will continue in order to contain the virus, reduce anxiety around inevitable, controlled flare-ups and heighten worker confidence.  Partnerships and collaboration counts.Reopening the economy will require large-scale cooperation and alliances -- public and private, international and domestic. That’s why we are proud to join together with HR Industry Leaders and call for employers, trade unions, and NGOs to join us, too. We know this collaborative model works. Countries around the world are beginning to minimize disruption with a collective will to defeat the virus. In South Korea the public and private sectors are coming together quickly and efficiently, seamlessly merging data to identify new cases and isolate their spread, resulting in raised awareness and socially responsible behavior.  Acknowledge we will return to the future, not the past. Now is the time to embrace a shared vision of tomorrow. The sudden transformation of how we do business is going to have a lasting effect. Some of these changes are closer to what workers wanted all along. For years we’ve heard the growing chorus of calls for more flexibility, for remote working. Trust is now being required of both sides - to balance well being, productivity and independence.  And for those who remained on the job – the essential workers who have served us in hospitals, grocery stores and delivery centers – their service must remain valued and rightly rewarded long after the shut-down ends. Work is something that largely defines the human experience. If we remain strong, resilient and well-positioned to support our colleagues, customers and communities we can all be safely back to work - however that manifests itself in the next normal. Employers must be a part of the solution and put the well being of their people at the heart of what they do, protect lives and livelihoods.  After all, we’re all in this together. ​This article is written by Jonas Prising, Chairman & CEO of ManpowerGroup. The original article was published on LinkedIn.

​The coronavirus outbreak has triggered an accelerated trial run for remote work at a previously unthinkable scale. What we learn in the next few months could help shape the future of work and drive innovation across a range of business functions and industries. However, while much of the focus has been on whether technology and infrastructure can handle the surge in demand, what’s often not considered are the communication nuances crucial to productivity.The digital era has ushered in a revolution in communication that’s equivalent to the one surrounding the invention of the printing press. It’s changing how we speak — often in bullet points. And it’s affecting what we hear, as the jumble of information coming at us can lead to frequent misunderstandings and confusion.​People who work on remote teams face these challenges consistently. According to recent estimates from Gallup and the Bureau of Labor Statistics, 22% of Americans work from home, while nearly 50% are involved with remote or virtual team work. This continuing shift calls for a new range of behaviors and skills.​Why do remote teams demand new collaboration skills? What’s missing from our texts, emails, conference calls, and other digital communications? Body language. Even when we’re co-located, the tone of a text or the formality of an email is left wide open to interpretation, to the point that even our closest friends get confused. These misinterpretations create an anxiety that can become costly, affecting morale, engagement, productivity, and innovation.Remote communication can distort the normal pace of our conversations. The delay between our messages can often postpone or hide emotional reactions to our comments. How many times have you written an email and, immediately after hitting send, felt concerned about how it would land? Would your boss see your late-night email and consider it to be an intrusion on their private time? Would they tell you if it was? While we may have become used to these types of asynchronous interactions, they can still conflict with our normal rules for social interaction. Lacking an immediate response, we can become distracted, second-guess ourselves, or even grow frustrated with our teams.To perform at the highest levels, remote teams have to find new and better ways to operate First, consider that there are three kinds of distance in remote collaboration: physical (place and time), operational (team size, bandwidth and skill levels) and affinity (values, trust, and interdependency). The best way for managers to drive team performance is by focusing on reducing affinity distance. Try switching most remote communication to regular video calls, which are a much better vehicle for establishing rapport and creating empathy than either e-mails or voice calls. And design virtual team-building rituals that give people the opportunity to interact regularly and experience their collaboration skills in action.When remote teams communicate well and leverage their strengths, they can actually gain an advantage over co-located teams. Here are some best practices to master. Don’t conflate brief communications and clear communications: In our efforts to be efficient, we sometimes use fewer words to communicate. But such brevity can mean that the rest of the team wastes time trying to interpret your messages (and then misinterpret them anyway). Don’t assume that others understand your cues and shorthand. Spend the time to communicate with the intention of being ultra clear, no matter the medium. Indeed, you can never be too clear, but it is too easy to be less clear than you should.Don’t bombard your team with messages: Do you follow up on a task by email, text and phone? Do you tend to ask people if they got your previous message? Abusing those access points can be a form of digital dominance, a relentless and uncomfortable form of harassment. The medium you choose creates different demands on the time of the receiver. Using all of them for the same messageis ineffective (as well as annoying). Choose your digital volume wisely.Establish communication norms: Remote teams need to create new norms that establish clarity in communication. Companies such as Merck have created acronyms for their digital communications like “Four Hour Response (4HR)” and “No Need to Respond (NNTR)” that bring predictability and certainty to virtual conversations. Individual teams can also establish their own norms — e.g., to use or not use Teams, Slack, Google Docs, or WhatsApp groups. And norms can also exist on an individual level, such as people’s preferred response time, writing style and tone. For example, some individuals prefer short and quick messages, while others favor lengthy and detailed responses; people also differ in their preference and tolerance for humor and informality.While we often tend to regard human predictability as a defect, few qualities are more sought-after at work, especially in virtual collaborations. We are all unique, but our consistent behaviors help others predict what we do and, in turn, help them to understand us — we all benefit from being understood. You can make that easier for others by establishing a clear personal etiquette and sticking to it consistently.See the hidden opportunities in written communications: Being behind a screen can create new opportunities for certain team members, making space for those who might be less inclined to speak out in groups. Text-based communication places less importance on interpersonal skills and physical appearance, offering an effective way to share power and decision-making. Research shows that introverted individuals are less inhibited in online versus offline interactions. However, you need to watch out for virtual unconscious bias, where punctuation, grammar and word choice might reveal prejudiced attitudes towards certain groups.Create intentional space for celebration: Old school birthday cakes are still important for remote teams. Creating virtual spaces and rituals for celebrations and socializing can strengthen relationships and lay the foundation for future collaboration. Find ways to shorten the affinity distance. One company we worked with celebrated new talent by creating a personal emoji for each employee who had been there for six months. You can find your own unique way to create team spaces for social connection. How you do it is less important than whether you do. As more and more of our interactions happen digitally, we will continue to experience new forms of miscommunication and misunderstanding. The solution will not come from new technologies (although, no doubt, developers will keep trying to bridge that gap). Instead, the solution is in understanding the new rules of engagement; in building a communication skill set that reflects the demands of our digitally-driven age.

As COVID-19 continues to impact governments, businesses and communities around the world, it has never been truer that a resilient organization needs to plan for uncertainty and be built for change. In these emergency situations, business continuity planning must be outlined in a Business Contingency Plan - a process that identifies potential risks and scenarios and provides operational solutions. Establish Local Business Continuity Plan TeamThis can be a small team to start with that can be expanded with pre-identified, named people. Representatives from HR and the business should be included.Set clear objectives for the team and delegate areas of responsibility.This team should specifically be made aware of what they are expected to do in case any of our people are impacted.Cover Each Business Unit / Site Office When You Develop Your Contingency StrategiesIdentify critical aspects that may be affected.Develop interim mitigating/recovery guidelines and procedures for business unit operation for maintaining/resuming to normal situation if abnormality arise.Identify backup resource as and where required.Establish Communication ProtocolOutline a call tree system (emergency contacts list, staff telephone no., management contacts, government contacts etc.).Decide who should communicate what to whom and at what frequency (to staff, associates, clients and other stake holders).Keep in mind that all communication should be factual and do consider carefully how any message that you plan to communicate can be understood in the minds of the receiversWork With Building ManagementWhere relevant, clarify with the office Building Management Company the emergency procedures they have (e.g. emergency contact, additional clean down, taxi arrangement etc.).Discuss the expectation for special hygienic practices with the Building Management Company.People FirstRegular reminder to all staff about preventive/mitigating actions that everyone can take such as personal hygiene etc.Request Declaration for Health Status (both for the staff and their family members).Study work from home / remote office / operations feasibility and develop relevant procedures (e.g. information security). Update family emergency contacts.Encourage staff members to take regular temperature checks before going to the office and remain at home in case of fever.Consider not having all leadership being located in the same physical office in case of an outbreak. Develop plans in case virus is confirmed among staff where you should consider the following:When you make your plans, consider different scenarios of severity and plan for minimum or no interruption of operations due to the actions you’re taking.Ensure that your technology infrastructure aligns with you plans.If the staff member has been confirmed no return to the office is allowed, even if it relates to pick-ing up personal things, and the staff member should immediately be put into quarantine.Seek to map out who the staff member in question has interacted with during the last two weeks, prior to being confirmed with the virus. Depending on length and time of interaction, consider who else should be put in quarantine/work from home or remain in the office but being observed for developing symptoms in the coming weeks.Regular CommunicationsRegularly update internal and external audiences on the latest guidelines and business continuity plans.Periodically review, amend if needed and refine your plan as required for change in status of the virus spread or other reasons.​

​As the World Health Organization declared the coronavirus a global pandemic, employers need to take extra precautions to ensure the safety of their employees, as well as providing transparent and regular updates related to the business and virus. Critical to this process is the role played by the Contingency Manager – an individual who can take steps to manage this evolving situation to keep employees safe, while ensuring continued delivery of business operations. Their role should include: Actively monitor development of the virus outbreak and work with management to disseminate messages to employees with clear instructions of when measures need to be activated.Educate employees on the latest available information. Brief them on the need for infection control measures and the preventive procedures that have been set in place. Educate employees on the different types of thermometers, such as oral and ear thermometer, and the proper way of using them.Collate updated contact information of all employees, i.e. home address/home telephone number/mobile phone number. Make sure all employees have contact numbers of Contingency Manager/Assistant Contingency Manager*. Employees are to contact the Contingency Manager if they are admitted to hospital with suspected infections for contact tracing purposes.Ensure that the company has appointed at least one designated Point of Contact (POC), who will be responsible for liaising with the local government agency during activation of contact tracing processes at the workplace.Check local government websites daily for updated advisories (e.g. travel advisories) and update employees accordingly.Ensure that employees who have travelled to affected areas are quarantined for a sufficient number of days, as advised. Check on employees’ health by phone or email during his/her absence from work.Appoint employee to keep quarantined employees informed of events in office.Ensure that the workplace has adequate supplies of tissue paper/hand towels, disinfectants and masks.Brief employees on personal hygiene measures:Wash hands regularly and thoroughly with soap and waterSneezing and coughing should be done onto tissue paper which should be carefully disposedAvoid sharing of cups, cutlery, etcBefore and after preparing foodAfter going to the toiletBefore and after eatingAfter coughing and sneezingAfter removing personal protective equipment like mask and disposable glovesAvoid physical contact such as shaking handsPut up notices in washrooms on proper hand washing techniquesEnsure common areas e.g. pantries, washrooms, meeting rooms are disinfected daily. Liaise with cleaning employees/contractors on thisDesignate a room/area in the office with nearby toilet facilities as the isolation room/area for the employee(s) with fever to use. Identify the isolation route (a route that is not commonly used by employees/visitors) that leads to an area where the employees with fever can be brought to the flu clinic/hospitalIdentify hospital/clinics that employees with fever can be brought toWhere advised by government agency, carry out symptom or temperature monitoring of employees. If temperature monitoring is instituted, ensure employees measure their temperature twice daily*Note: Depending on the employee strength of your company and the size of your company’s premises, an Assistant Contingency Manager should be appointed as a backup to cover the duties of the Contingency Manager. ​

​#1 Embrace New Ways of Working Leverage smart tools and tech which level the playing field for all workers – not just those who were equipped to work remote anyway. Enable collaboration but also ensure data security and privacy by explaining to workers that everyone is responsible for protecting data, while initiating practices and procedures that will strengthen data security within a business. Focus on output, not online presenteeism. Too much emphasis is placed on ‘being seen’ as a proxy for how committed an online worker is to an organization. Ensure clear output targets are set as the measure, rather than being hung-up on specific hours.Create structure for remote teams via scheduled meetings and informal checkins, boosting engagement as workers will feel included and clearly understand the value of their daily output. Find online expressions for your culture. Create a virtual water cooler (e.g. culturally dedicated Slack channels) where employees can run into each other and play out their personal and human sides. Think long-term. The reaction to COVID-19 will leave behind a legacy on which to build a way of working closer to the needs of people, proving that we are capable of overcoming physical barriers.Think of remote work as not a challenge to overcome but a business advantage to achieve. By not tying work to a physical location we democratize opportunity and open-up a world of new possibilities. #2 Prioritize Strong Leadership Remember prepared and responsible leadership is critical to react promptly and competently in a time of crisis Lead by example. Leaders should be visible in online tools and channels, communicating proactively and engaging in timely conversations where they are happening. Trust teams to be more autonomous but with processes, responsibilities and clearly defined roles to measure results and readjust behavior Consider how new ways of working and getting work done can contribute to industry transformation, redesigning business models and diversifying supplyRemember a good contingency plan is just the start to creating the basis necessary to seize the opportunities to rethink your company and its leadership in a context of great transformation imposed by the crisis.#3 Stay Focused On Reskilling And UpskillingHelp people learn, apply and adapt to new roles and new ways of workingGet ready for more training to move digital. Webinars and online tutorials “solve” the theme of co-presence. Quizzes and tests allow companies to verify learning and keep the engagement curve high.Create a culture that enables people to nurture their learnability and continually update their skills. The Skills Revolution we predicted is here and it’s happening now, ensuring people re-skill and upskill is how companies will stay competitive and people will be motivated and engaged, bringing value for the long-term.