Over the last few weeks, I have spent some time either attending or presenting on several calls and webinars related to HR and the COVID-19 crisis. The general discussions have focused on how HR leaders can look beyond the immediate crisis and develop effective talent strategies in a post-COVID environment. The sessions are usually interactive, and the focus of many of the comments tend to revolve around concerns for employee safety and how to effectively manage in the “next normal.”
I wanted to address some of these issues, to the extent possible, recognizing that the situation is dynamic and subject to change. In short, we may not yet have all the answers.
So, what happens when the orders are lifted, business resumes, and employees return to work? In all likelihood, we will not experience a national “Come Back to Work Day.” Rather, business resumption will hinge on state and local mandates and workers may likely return on a staggered basis, perhaps based on factors such as roles critical to the company, test results, or health concerns. There will also be several considerations to keep in mind, such as the physical work environment and social distancing practices, perceived risk by employees worried about their personal safety, and schedule flexibility, especially for those employees with children who now may find themselves as part-time teachers in addition to their full-time job. Many organizations have already begun to implement return-to-work “task forces” or “advisory teams” which include members of HR and other staff and/or leadership roles. The focus of these groups is to help develop guidelines as the organization prepares to return to work and to identify the most prominent employee concerns. This is critical as it involves employees in the decisions that will impact their safety, promotes buy-in, and may provide additional peace of mind.
The specific steps an employer takes to ensure its employees’ safety may vary depending on the industry. Before reopening any physical workplace, organizations should consider the guidance provided from the Centers for Disease Control and Prevention (CDC), the Occupational Safety and Health Administration (OSHA), state and local authorities, as well as any best practices for workplace safety. Input from employee-based advisory teams is also strongly encouraged. Here are a few considerations:
The “next normal” will most likely not be a complete return to the ways of working prior to the pandemic. It is hard to ignore that the COVID-19 response has accelerated several transformative processes that might be difficult to reverse—including what could be a successful adoption of remote working protocols. Technology has made it easier to work remotely now more than ever. And for the first time ever, all levels of the organization are leveraging this technology and are seeing first-hand the benefits and the shortcomings of this new way of working. Those organizations that see increased efficiencies (i.e., response time, employee engagement, reduced turnover, etc.) will be hard-pressed to justify returning to a pre-pandemic mindset. The genie is out of the bottle.
HR has an opportunity to take a lead role in providing an objective analysis and recommendations where certain positions—with the right protocols—can function remotely. This could have the added benefit of attracting a wider and more qualified talent pool, while reducing the amount (and cost) of physical office space
Obviously, the current situation is dynamic. It’s also ambiguous. The rules are constantly changing. Depending on the business impact and duration of the virus, leaders may need to plan against multiple scenarios—everything from riding out the storm to fundamentally changing how they do business. They will need to make smart decisions concerning reorganizations, staff reductions, retention, and hiring. Before this started, concerns over reskilling and upskilling the workforce were a top priority. There is no reason to believe this will go away. The process for addressing those priorities may take on a different form and HR leaders (leadership development professionals in particular) will need to be innovative in how they create and deliver development programs.
Certain leadership skills and behaviors may now come to the forefront, such as managing in ambiguity, strong communication skills, and demonstrating calm in stressful situations. Particularly now, company leaders will need to listen more intently to their employees’ concerns, which are really everybody’s concerns right now. Many people are afraid and uncertain. It’s a perfect opportunity for leaders to be more understanding, build relationships and become more collaborative.
As indicated earlier, the situation remains fluid and, as such, no one will have all the answers. HR leaders will first need to develop a point of view as to how their organization has been impacted by the pandemic—in both level of severity and potential duration. The HR and talent strategy implications will be different for each organization depending on where they are on that spectrum. No company leader has faced this type of crisis before. These are uncharted waters and there is no map on how to navigate.
Most importantly, HR will need courage. The most courageous leader is the one who makes the initial decision to move forward in a particular direction. That decision is usually the most difficult, as it is something that hasn’t been done before and there are no guidelines or safety rails to keep things in check. After that, others usually follow. HR leaders have a fundamental responsibility to safeguard the health of the organization and, as such, they have an obligation to make sure they have the right talent, culture, and leadership to ensure its continued success. By asking the right questions, they will play a critical role in helping their organization navigate through the current crisis and develop an effective post-COVID talent strategy.
Paul Jeffers
Vice President and Practice Leader, HR Consulting
CCI Consulting
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.