2020……UNCERTAIN TIMES HAVE BRED REQUIREMENTS TO ADAPT WORKING ARRANGEMENTS TO ENSURE BUSINESS CONTINUITY
Uncertainty, together with the very real possibility that pandemics will remain factors affecting global, workforce communities- requires a balance of analysis and responsive, not ‘reactive’, actions.
Resilience planning to ensure business continuity and productivity also takes a high agenda spot. And, importantly, careful emotional stewardship of workers remains paramount….. the key to business success.
THE NEW NORMAL, AND WORKING FROM HOME, (WFH), OR REMOTLEY, IS HERE TO STAY!
These factors are well understood by leaders globally.
CONTEMPORARY TOOLS THAT MAINTAIN HUMANISING CONNECTIONS WHILST TRANSFERING KNOWLEDGE VIA MENTORING ARE REQUIRED
Boards, executives, team leaders and HR managers are ‘more than aware’ that maintaining engagement, retention and psychosocial well – being within workforces requires contemporary tools that humanise connections and deliver inclusive and accessible mentoring, remote support, and leadership development. And, that enhance constancy and retention. TMC PROGRAM DELIVERS
UNCERTAINTY… IF LEFT UNCHECKED Can consume workers and ongoing headspace which can, in turn, lead to lowered productivity, well- being decline and inactivity.
Teams and workers on any engagement status that feel they’re not, getting things done… become unhappy, which exacerbates an already tough situation.
AN INCLUSIVE, GLOBALLY ACCESSIBLE & SUSTAINABLE MENTORING & LEADERSHIP DEVELOPMENT PROGRAM IS CRUCIAL
PERFORMANCE AND PSYCHOLOGICAL BENEFITS
It seems that prior to the outbreak, many companies and organisations had been working to influence more inclusive engagement, retention and leader development approaches.
COVID HAS FOCUSSED A STREAM OF LIGHT ON THE VITAL NEED FOR STRATGEIC TECHNOLOGY TOOLS DELIVERING ACCESSIBLE PROGRAMS THAT PROVISION COLLABORATION THROUGH MENTORING, LEADERSHIP DEVELOPMENT, INCLUSION FOSTERING AND DIVERSITY ENHANCEMENT
The necessary foci on these cultural aspects during COVID, and on mitigating disruptions to business continuity with WFH arrangements – may have been a decisive litmus test that assessed whether adequate strategies were/are ‘in place.’
Naturally, leaders will have concerns around WFH. But the question is, how do you create a business continuity planning without WFH?
NECESSITY BREEDS INNOVATION
EQUITABLE, INTELLIGENT SOLUTIONS
THE REMOTE WORK TEST
The latest telework statistics available from the Australian Bureau of Statistics indicate that, prior to the COVID-19 crisis, around one-quarter of Australian workers (24%) worked at least part of their time from home, even if only informally.
74 % OF CFO’S
A Gartner survey found that 74% of CFOs say they expect to move at least 5% of their previously on-site workforce to permanently remote positions post-COVID-19.
And, mentioned that effective use of technology EASY TO USE ONLINE PORTAL can cut costs, and also help teams stay connected and productive.
Additionally, as recently as 2018 – despite the fact that remote workers are happier than those who work on-site in an office – 44% of global companies didn’t allow any remote work at all.
However, in the current climate, a Gartner, Inc. survey of 800 global HR executives on March 17 found that 88% of organisations have encouraged or required employees to work from home due to coronavirus.
“As the COVID-19 crisis disrupts organisations across the globe, leaders must respond quickly and comprehensively, considering both immediate and long-term talent consequences,” said Brian Kropp, chief of research for the Gartner HR practice. “Our research shows that only a minority of employers plan to downsize or ask employees to take unpaid leave. Instead, most organisations are focusing on measures such as more effective use of technology and freezing new hiring to cut costs.”
COVID-19 HAS ALSO FORCED LEADERS GLOBALLY TO WFH /WORK REMOTELY. THIS UNPRECEDENTED SITUATION PROVIDES DIRECT INSIGHTS AT EXECUTIVE LEVELS. “WHAT WAS LEARNT?”
WHATEVER YOUR HIERARCHICAL ORGANISATION CHART MAY LOOK LIKE – THE REAL, DAY-TO-DAY WORK GETS DONE IN NETWORKS.
THIS IS EMPHASISED MORE SO, WHEN COMPANIES ‘GO REMOTE.’
TO MAKE REMOTE AND WFH A LASTING WAY TO WORK, COMPANIES MUST PROVIDE ADEQUATE TECHNICAL AND PSYCHOSOCIAL INFRASTRUCTURE
NOW IS THE OPPORTUNITY TO STRATEGICALLY EVOLVE
TMC MENTORING PROGRAM ……For less than providing a coffee per person per day
Whether you call them squads, tribes, cells, mini-factories or self-governing teams, or a team of teams …TMC PROGRAM MAY BE SILOED TO TEAMS, LOCATION, KNOWLEDGE HUBS
EQUITABLE, INTELLIGENT SOLUTIONS
BUILDING AN ECOSYSTEM THAT REMOVES BARRIERS, BREEDS INNOVATION AND ENCOURAGES SUPPORT IS CRITICAL
THE MENTOR CENTRE PROGRAM REMOVES BARRIERS
LOOKING TO THE FUTURE
With decreased face time in the office or operational site and working from home and remote arrangements continuing indefinitely- workers of all engagements should be encouraged to maintain regular, intentional, peer-to-peer and TEAM interactions- join knowledge hubs and commit to personal and professional, goal oriented, accessible mentoring.
TMC PROGRAM DELIVERS
EASY TO USE ONLINE PORTAL
A BUSINESS CRITICAL SPACE WHERE PARTICIPANTS MAY CONFIDENTLY & CONFIDENTIALLY SCHEDULE & CONDUCT REAL TIME COMMUNICATION – FROM ANY LOCATION. SET GOALS AND TASKS, VIDEO CONFERENCE, ACCESS RESOURCES, GENERATE REPORTS AND TRACK PROGRESS IN ONE PLATFORM
Creating new ways of working together & learning from one another. Ensuring workers of any engagement arrangement remain connected – setting goals, learning, developing & accessing strategic support – achieving measurable outcomes.
WORK FROM HOME
Global Workplace Analytics president Kate Lister said the COVID-19 crisis will be a tipping point for WFH programs.
In the US, she expects over 75 million employees to be working from home before the crisis is over, and more than 25 per cent of employees to continue working from home multiple days a week once the pandemic has passed – that’s up from less than 4 per cent who did so before the pandemic. That means 25-to-30 million employees in the US alone will regularly work from home within the next two years, up from just 5 million who do so half-time or more now.
Pat Turnbull, President of Workplace IQX, a consultancy focused on helping businesses grow through strategic, organisational and workplace transformation, said that “from the employer side, there is greater recognition of the overall business benefits of having robust work-from-home capability and readiness. ”Similarly, Lister noted that “from the employee side, the genie is out of the bottle. Having tasted the experience, most will not want to give it up.”
Lister believes that other accelerants of the adoption of WFH policies will include:
- Reduced fear and resistance from managers once they’ve had the chance to work from home themselves
- Greater awareness amongst leadership of the WFH potential for reducing real estate and travel costs, particularly given the threat of another recession
- Increased scrutiny around disaster preparedness from investors/shareholders
- Greater societal awareness of the environmental benefits of reduced commuter and business travel on sustainability once they’ve seen the actual impact WFH can have