How to bring managers back at

work?
Group 1 – PhD Scholars
 Anisha  Mohini
Ph.D. 20/01 Yadav
 Juhi Jham Ph.D. 20/09
Ph.D.20/05  Ravi Yadav
 Kirti Ph.D. 20/12
Saroha  Renuka
Ph.D.20/06 Prasad
 Manisha Ph.D.20/13
Mittal  Shekhar
Ph.D. 20/08 Ph.D.20/16
 As per PwC report, only
Navigating the COVID-19 To keep operations going one fifth of the chief
pandemic & its aftermath while minimizing the risk financial officers said they
is one of the biggest to employees, most believed their companies
challenges  for the companies have adapted could resume ‘business as
businesses new ways of working usual’ within a month if
the crisis ended today
What are the ways we can
bring our managers back at
work??
What are the industries
expectation?
–86% believe their organization was responding
appropriately to the COVID-19 crisis.

–56% of companies have recently invested in wellness

and employee assistance/ stress management.

–74% expect to return to a more stabilized state with

people and operations in the next 6 months.
Source: Kincentric’s 2020 Global
Employee eXperience (eX) Research
Our research observation
Snapshot

51 50% 86%
participants Gender ratio Employees from Private
organizations

53% 55%
Middle level managers Working from home

Workplace safety & Encouragement

for good hygiene are the most important priorities
 Manager’s preferences

Workplace Safety Encouragement for Good

38 Hygiene
37

9 10
4 4

least important Important Most Important least important Important Most Important

Update Policies and Procedures to in-

clude emergency leaves like for COVID-
Support employees mental
19 or any new noval virus health
34 29

15

9 8 7

least important Important Most Important least important Important Most Important
 Manager’s preferences

Flexible working hours WFH as a continuing prac-

tice
29 19
18

14

16

least important Important Most Important least important Important Most Important

Encouragement for Social Update Healthcare policies

Interaction to include coronovirus types
22
diseases
34
16
13

12
5

least important Important Most Important least important Important Most Important
 Respondents’ suggestions
 Paying subsidy to employees working from home
 Avoid meetings and social gatherings
 Technology upgrade more than policies formulation
 Strict implementation and adherence, repercussions of non
adherence to be laid out
 Company should plan their employee engagement for the year
either virtual or physical depending on the situation
 Analyzing policy for work from home concepts and improving
upon it for work efficiency enhancement
 Arrangement of PPE
 There must be health checkup once in a month
 Social distancing at workplace
 Ensuring job safety to team
 Belongingness to company, adapting new changes (official
and personal)
 Emergency medical first aid in office, or proximity to a
health facility, as covid-19 is primarily associated with
breathlessness & related emergencies
 Office sitting arrangement in line of proper distance
maintaining.
 Convincing employees to resume work from physical offices
as work & mental health will be deteriorated by continuous
WFM
Lets understand the factors
in detail
Workplace safety

Risk assessment: Organizations should start by updating their risk assessment to manage the risk of coronavirus
(COVID-19) in their business.

Social distancing: Where possible organizations should keep people 2 meters apart. If this is not viable, keeping
1 meter apart with risk mitigation is acceptable.

Cleaning, hygiene and handwashing: Keeping workplace clean and frequent handwashing reduces the
potential for coronavirus to spread. It is a critical part of making and keeping the business COVID-secure.

Ventilation and air conditioning: Good ventilation (including air conditioning) can help reduce the risk of
spreading coronavirus. There are simple steps companies can take to improve ventilation while maintaining a
comfortable temperature in the workplace.

Talk to workers and provide information: Consult and involve people in the steps companies are taking to manage the
risk of coronavirus in the workplace.
Take care of Mental Health
Open Culture
the need of the hour is for
companies to have open
discussions about the future with
their workforce by way of
conferences, a circular or a video
message.
Intervention
Organisations must also put into
effect active interventions such as
employee assistant programs in
collaboration with mental health
professionals to help employees tide
over this difficult and despairing
period.
Awareness
create awareness about the
mental health by organising
online workshops, seminars
and training programs for
their employees.
Stress-busting Initiatives
Companies must encourage
employees to eat well-balanced
meals, exercise regularly to stay fit,
limit the intake of coronavirus-related
information, stay in touch with friends
online and indulge in some ‘me time’
to de-stress and relax.
Employee benefits
Change organisation's
Deliver programs that collaboration &
bring real value to communication models
employees As more employees work
Employees expect remotely, the way we
administer benefits should
wellness programs that change, as well. For one thing,
add value. Due to the the days of in-person benefits
ripple effects of COVID- townhalls or open-enrollment
19, those programs will education meetings may
need to be more flexible Go beyond a medical quickly become an event of the
than ever. strategy past, and it's time for HR to
Employees need a more adjust.
holistic approach to benefits
that goes beyond
implementing high-
deductible health plans.
They need robust solutions
that support employee's
mental health, emotional
wellness, and work-life
balance.
Modify policies and practices

Be as generous and flexible as possible in To reframe performance

updating policies and practices in reaction to
the pandemic and civil unrest. take a closer
look at your rules and norms around flexible
hours, paid time off, email and other
communications, and paid and unpaid leave.
reviews as opportunities for
compassionate feedback and
learning instead of evaluations
against strict targets.

Be explicit, when you

make changes. Answer
questions like, Why
organisation is doing that?
What are its benefits? How
employees can proceed?
Business continuity plans

Evaluate short-term liquidity: Companies will want to instil short-term cash

flow monitoring discipline that allows them to predict cash flow pressures and
intervene in a timely manner.

Assess financial and operational risks and respond quickly: Companies will need to
monitor direct cost escalations and their impact on overall product margins,
intervening and renegotiating, where necessary.

Consider alternative supply chain options: Companies that source parts or materials

from suppliers in areas significantly impacted by COVID-19 will want to look for
alternatives.

Determine how the COVID-19 crisis affects budgets and business plans: Companies
will want to stress-test financial plans for multiple scenarios to understand the
potential impact on financial performance and assess how long the impact may
continue.
References

– Business continuity planning for a pandemic | Business Queensland

– BCM-Planning-Guideline-for-a-Pandemic-Outbreak.pdf
– Business Continuity Planning for a Pandemic - Grainger KnowHow
– Making your workplace COVID-secure during the coronavirus pandemic
– How to support mental health at work | Mental Health Foundation
–
How companies can maintain employee mental health in the time of Covid-19 | Busin
ess Standard News

– Coronavirus: How the world of work may change forever - BBC Worklife
Questionnaire
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