Inter organizational Relationship Post Covid:

The ongoing pandemic has thrown enterprises' working rhythms for a loop, putting
employee, management, organisational, and client-partner relationships to the test.
Organizations are based on connections and face-to-face interactions since humans are
social creatures. And that's how they earn people's trust.

Those multidimensional links have now devolved into such a sequence of linear, formal
exchanges in the current context. As they have socially isolate themselves physically from
one another, they have lost their organic, ad hoc connections. Coffee discussions,
unexpected contacts in the hallway that solve problems, and spontaneous whiteboard or
brainstormed ideas are rare — if at all. Virtual meetings, telephone conversations, and
emails have taken the place of face-to-face encounters.

While some businesses shifted without missing a beat, others were simply unprepared for
the change. According to a recent study by SHRM Research, 34% of US companies did not
have a disaster preparation strategy in place prior to COVID-19. Seven out of ten people
indicated they had trouble adjusting to remote work.
Relaxed limitations have now permitted a gradual return to work around the world, albeit
with fundamentally new modes of working. There is also no direct substitute for face-to-
face interaction and participation. Organizational success, on the other hand, depends on
matching efficiency in a work situation with distant and on-site operations.
A blended work environment
Employees must feel in command of their immediate surroundings and also have access
to the tools and networks that allow employees to focus on effective work performance
in order to better manage change. This involves having the correct mix of permanent and
remote working links, different communication routes, and contact information for the
helpline and human resources. The workplace is more able to progress through different
phases of their reform or transition projects by reducing external disturbances.
Up skilling the workforce
Because clients and vendors frequently launch new platforms, collaboration platform
training and up skilling were already critical. The move to remote working, on the other
hand, has transformed how these concerns are handled. This includes online workshops,
focus groups, and presentations, which all require distinct execution and preparation for
response and engagement.
However, there are numerous advantages to switching from a conventional to a digital
approach to collaboration. As people and companies seek out new tools and methods,
they may see a decrease in rework and the opportunity for better collaboration. Co-
editing papers or PowerPoint slides, for example, or simultaneous, real-time document
editing on a digital board during a videoconferencing are examples.
Staying connected
Based on past working structures, closeness, surroundings, and reporting hierarchies, the
effect of a blended learning environment will vary. A decentralized team with numerous
delivery global locations and a matrix structure reporting line, for example, would have a
different effect than a workforce cross in the same workspace. Most people in the
profession, however, have common obstacles in keeping engaged in a faraway working
environment, especially now that chance contacts and discussions are largely out of
reach.
In a distant situation, coordinating quick changes will also necessitate a great network of
links. Clear roles and duties, as well as matching the proper change agent with the
relevant stakeholder group, will help to increase traction and involvement in this area.

In addition to the daily stand-up meetings, getting regular formal and casual encounters,
such as organising a normal water cooler chat, would help facilitate a few of the
interpersonal gaps felt from across screens.

Developing and sustaining trust

Building a sense of trust is critical for good working relationships, especially when face-
to-face connection is limited. While getting a read on someone over the phone or over
Skype has its limitations, the focus may be shifted to more tangible matters like setting
the correct expectations and meeting agreed-upon deadlines and outcomes.
Employees, supervisors, clients, and suppliers will need to figure out what works best in
their workplace, which may include defining shorter-term goals and checkpoints at more
frequent intervals, as well as establishing expectations for response times and
availability. With sharing and up-to-date calendars, blacked out accessibility, and
agreement on outcomes and timetables, a result working model may establish a
productive and supportive atmosphere.
Meaningful engagement and communication

Sustaining engagement in both official and informal contexts requires two-way

communication. Keeping the dialogue continuing is a crucial tool to engage employees
and cultivating a welcoming and supportive atmosphere.
When leaders actively guide dialogues regarding their organisations' reaction to the
epidemic, they see a favourable response from employees. Multiple forums, including
such town halls, email alerts, FAQs, and answers and directives based on local events, are
required for consistent messaging. A well-involved Human resources is also essential.

Organizations and countries will progressively need to focus outside of the workplace as they
manage altering local rules and COVID-safe return-to-work strategies. The economic
pressures of revenue loss reduced operating scope will force CEOs to focus on key corporate
goals and seek competitive advantages.
Leading change has never been easy, but the level of difficulty will only rise as more
disturbance and change fatigue occur. Although there is no one-size-fits-all solution, a strong
personnel will be required to support these initiatives. Because this hybrid setting is here to
stay, executives must develop an environment that allows them to effectively manage change.