Changes in HR

practices post
COVID-19
HR KEY FUNCTIONS
MANPOWER PLANNING

• The location of talent is no longer geographically limited

• Remote work enables flexibility, productivity and cost savings

• You can more easily fill in skill gaps with gig and other contingent workers
ONBOARDING
• Go Digital

• Ensure new hires have the hardware, software, and office supplies (desktop, laptop, etc.)
needed

• Ensure new hires understand how to use essential communication tools, online meeting
solutions, and file-sharing applications

• Help new hires understand your departmental culture

• Arrange frequent meetings with your team members and other key employees

• Be a mentor or provide one to your new hire

COMPENSATION & BENEFITS

• Impact on salary Increments and Promotions

• Introduction of Work from Home Allowance

• Reduction in pay

• Deferral arrangements

• Layoffs and Benefits continuation

POLICIES

• Introduction of Work From Home policy

• Changes in PMS policy

• Vaccination Policy

• Return to Work Policy

TRAINING & DEVELOPMENT

• Virtual learning may become the norm

• 29% organization have increased their investment in E-learning

• More upskilling and reskilling

• 14% of the global workforce would have to switch occupations or
acquire new skills by 2030 because of automation and artificial
intelligence

• Social learning
Work is How can continuous
changing at a performance management
support employees'
rapid pace performance as we work
through this crisis and
create a human-
centered culture? 

Where should we begin?

 Start with Positivity
Start meetings with recognition for individual and/or teams

An effective performance management

During check-ins, start with what went well this week
strategy begins with a foundation
of gratitude and trust, generated through a
strategic, comprehensive employee
Make recognition moments public so others can celebrate in the moment as
recognition program. Through recognition, well
trust increases, and employees feel safe
giving and receiving feedback from both
their colleagues and manager. Express gratitude for the positive things occurring at work and even in your
personal life

Some ways to begin with positivity during Every conversation, regardless of who you are talking to, should start with positivity. It could
this pandemic include: be something simply like a funny story from home or an uplifting anecdote from a customer

Always start with a bright, positive moment

Adjust goals frequently

Have frequent check-ins

Provide constructive feedback

Expected changes in 01 Revisit company goals: Are they valid with the current
situation. If required goals should be changed following a top
down approach.
Midterm Performance
02
What is the priority, objective and strategy of the organization
reviews From expansion mode are you going to a survival mode Communic
this change to the employee

03 Critical conversations: Build a Framework and train all

managers on how to resolve the employee anxiety

04
Sincere communication about the current company situation and
how the approach towards it. What is the new objective given the
situation

05 Focus more on the new competencies which will be required to work

from remote/home and for the manager to lead from the remote
situation

06 Focus on process improvement

Roger Fernandes
Email - roger.j.fernandes@gmail.com
Ask for feedback
Now is not the time to for continuous constructive
feedback. Instead, ask employees what they learned this week,
nudging them toward self-reflection. For many, receiving
feedback invokes a fight-or-flight response.

Managers should instead focus on strengthening the

relationships within their teams by building trust through
check-ins, goal setting, and recognition.
P&C team members should encourage employees to ask their
peers for feedback on their performance and goals. The
science tells us that by asking for feedback, it not only
promotes employee growth, but it minimizes the stress
involved with receiving feedback.
Leverage nudges
There is so much information, stress, and overload that everyone
is feeling. Yet each one of these parts of continuous performance
management is critical for morale and organizational success. We
need to offer mission-critical solutions, like Conversations to
support employees through the COVID-19 crisis which will help
replace isolation with recognition, connection, and celebration.
They replace uncertainty with transparency and alignment
through frequent check-ins, goal setting, along with feedback
Have frequent check-ins
Many employees are starting to feel a sense
of isolation. Check -ins are not only good for getting a
sense of workload, but also for getting a read on an
employee’s well-being. Managers need to use empathy
and adjust workload as needed.

HR plays a critical role here too. They should provide

managers guidance on how best to navigate subjects
such as alternative work models, job security, and stress
management, which will come up during check-ins.  Some things to address during a check-in right now include:

The significant impact of the COVID-19 outbreak on
employees' personal and work lives is leading to anxiety,
frustration, and burnout. These emotions can negatively
affect productivity and engagement, and ultimately
impact the organization's ability to survive. Managers
need to be equipped to navigate the stress employees
are under as part of the check-in.
• “How are you?” Not a standard, "How are you," but a heart-
centered "How are you? How is the family? How is everything?"
• “How can I support you?”
• “What went well this week?”
• “What learnings did you have?”
• Share corporate changes
• A quick discussion of any goals that may have changed
Positivity drives performance

COVID-19 has fundamentally changed the world of work. How can we

motivate our people and positively impact performance during these
challenging times?

A Mercer survey found 2% of HR leaders believe their current

performance management systems are effective. Another study from
McKinsey reported that two-thirds of employers are making
significant changes to their performance processes. Because of this,
many organizations were starting the journey to continuous
performance management, with a focus on ongoing feedback,
recognition, goal-setting, and check-ins before the crisis hit.