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Introduction
Many aspects of the COVID-19 situation go beyond the scope of public health issues, and
hence this is more than just a public health emergency. In the global collective, there is an
acknowledgement that the outbreak is affecting everyone, but in reality, it has had the biggest
impact on the most vulnerable people. Countries that lack a social safety net and labor protections
have large-scale negative consequences for their people, and in turn for markets and the broader
community. Workers across sectors and regions have all been affected by the epidemic and ensuing
lockdowns. Many of these workplace interruptions have made it clear that some employees are
among the most vulnerable in our society and that there is a severe absence of protections to protect
them and to ensure workers' rights at a time of crisis (PRI, 2021).
The massive employment losses due to the epidemic have made it clear that many people
are forced to live from paycheck to paycheck, with no way to put aside money for a crisis day and
a number of people completely reliant on state help to survive. There is a disparity in how
employees' and/or governments' protection has varied for people who have lost their employment
or had their hours reduced. Although many were left without healthcare or financial support, not
all of them suffered the same levels of harm. Hundreds, and perhaps thousands of employees have
been laid off using Zoom Calls in a couple of minutes. Informal laborers lost their livelihoods as
a result of this decision. On the other hand, informal laborers may not necessarily qualify as
receivers of government aid. Many vulnerable employees (such as the homeless or people in
danger of losing their homes) found themselves unable to provide for themselves or their families,
due to the precarious circumstances in which they found themselves. These difficulties were
further aggravated by lockdowns and travel prohibitions, which prevented them from finding other
sources of income (PRI, 2021).
Discussion
Your attitude towards your staff is something that will be remembered for years to come
in this changing business environment. The corporate response will influence employee behavior,
with each company making decisions that will affect the employee experience, including job
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satisfaction, productivity, and long-term loyalty. Right now, employees want health and well-
being, financial stability, and job security, and companies may assist with these issues in a
significant way. A successful assistance for all groups necessitates a comprehensive strategy that
includes policies and measures that look at mental health and overall participation in the changing
working environment (PRI, 2021).
Working with governments and employers is critical for promoting economic stability
while also ensuring the health of the population. In addition to offering generous paid sick time
and paid family and medical leave benefits, companies should also assist their employees in flex
scheduling, enabling them to fulfill their obligations at home and at work (Deloitte, 2020).
As shareholders, companies have a role and an obligation to help safeguard employees.
Rudimentary labor-management and human-rights practices subject firms to liability, operational
failure, and diminished reputation. Attorneys have filed a number of cases against various
corporations, including Walmart, McDonald's, and Celebrity Cruises, that have been accused of
neglecting to provide their employees with safe working conditions. 6 Amazon had to suspend all
commercial operations in France while they implemented essential safety precautions.
Additionally, because of recent revelations about corporate practices, many civil society groups
and the media have started to examine companies and, in certain circumstances, this will affect the
company's reputation (Business & Human Rights Resource Centre, 2021).
Protecting both mental and physical well-being
When it comes to mental health, companies should provide their staff with all available
knowledge, advice, and support. Following up with open channels of communication in order to
be aware of how employees are feeling and make time to address such feelings. When workers
have questions or concerns, establish a primary contact point for them and set up internal channels
and hubs that can address such issues immediately (Deloitte, 2020).
It is important, though, that people don't necessarily report on their own behaviors. Trust
needs to be built through two-way dialogues. Companies must keep an eye on employee mental
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well-being with frequent scheduled chances for colleagues and supervisors to meet and talk with
each other, and make it easier for their peers to help them. By sharing several strategies, one may
stay calm, focused, and present. To lessen stress and increase awareness, encourage employees to
be physically active.
Also companies should everyone know that substantial changes in the behaviors or work
product of a team member may be an indication that they are having problems. Use analytics to
detect potentially susceptible “hot spots” if feasible. They should think about how they can put
systems in place to make sure at-risk employees get help and support when they need it, not simply
with practical suggestions.
Ensuring an open line of communication and care to isolated individuals
Data obtained during the 2003 SARS outbreak in Hong Kong discovered that having
enhanced social connections had a neutralizing effect on the negative mental health consequences
of the pandemic. A significant percentage of the population can benefit from social connection
because of its ability to cushion emotions of social isolation and detachment. Make it easy for
employees to attend virtual video meetings on a regular basis (PRI, 2021).
Rather than push your employees to work more and be more efficient, encourage people
leaders to open themselves up to employees to provide reassurance regarding work and personal
concerns. It is essential to check in with remote workers frequently to see how they are doing as
well as about their job by asking “How are you dealing with it?”, “What do you support most
currently?”
Motivation and Engagement
It's hard to remain motivated when things are at their worst. Organizing an organizational
plan with clear and succinct objectives can energize and encourage team members to commit to a
common purpose. In the same vein, it's also a good moment to re-articulate your core principles,
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which help keep employees anchored in what they know and help them plan for the future when
things are unclear.
As companies map out their strategies to lead in this era of transition, ensure that your
method for controlling COVID-19 is aligned with your overarching objective. Imbed your
organizational mission and values into all communications so that everyone in the company
understands the path you are presenting. Every opportunity should be taken to recognize people
for their actions, including ‘shout outs' as well. The art of effective communication is staying in
communication even when you don't know the answer. If you remain silent, people will do the
work for you by filling up the gaps with assumptions and worries (Deloitte, 2020).
Building resilience and lead to success
Having to work from home might derail performance suddenly. Ensure that employees
have the right resources, flexibility, and support so that they can get their job done in the best way
possible in the present environment. Recognizing the varied work patterns of the modern world,
such as remote working and virtual teaming, is important in these turbulent times. An important
and powerful middle management group should be empowered to push new working styles.
Consider ways to help staff upgrade their skills and promote cross-skill teamwork.
Workforce flexibility, workforce resilience, organizational competence, and increased workforce
access are all important benefits that may be obtained by offering access to job-related technologies
and learning platforms. When it is feasible, employee engagement will be increased when
employees are given an opportunity to work on organizational projects.
Self-sustaining employees
This is particularly important to remember in the face of many disruptive forces and when
the situation is stressful, as humans are at the core of every business. Leaders come from the most
unexpected places in difficult times, because the human spirit compels us to believe that. Giving
the right kinds of assistance to these budding leaders in our companies may help empower and
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self-sustain them. It is essential to empower each person to be an independent agent of change and
to shoulder responsibility for their own well-being, so they emerge from this more resilient than
when they went in.
References
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PRI. (2021). Theme 1: protecting workers’ rights through the Covid-19 crisis. Retrieved from
https://www.unpri.org/covid-19-resources/theme-1-protecting-workers-rights-through-
the-covid-19-crisis/6342.article
Kohll, A. (2020, April 6). How One Company Is Taking Care Of Employees During COVID-19.
Forbes. Retrieved from https://www.forbes.com/sites/alankohll/2020/04/06/how-one-
company-is-taking-care-of-employees-during-covid-19/?sh=7e5b18b1488d
Deloitte. (2020). How to reduce the pandemic impact on employees: A guide
for company leaders | Deloitte in Ukraine. Retrieved from
https://www2.deloitte.com/ua/en/pages/human-capital/articles/impact-of-covid-19.html
Business & Human Rights Resource Centre. (2021). What are the avenues for corporate liability
for COVID-19-related human rights abuses? - Business & Human Rights Resource Centre.
Business & Human Rights Resource Centre. https://www.business-
humanrights.org/en/blog/what-are-the-avenues-for-corporate-liability-for-covid-19-
related-human-rights-abuses/
Shead, S. (2020, March 30). Coronavirus: Start-ups use Zoom app to lay off staff. BBC News;
BBC News. https://www.bbc.com/news/technology-52091615
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Unformatted Attachment Preview

Introduction Many aspects of the COVID-19 situation go beyond the scope of public health issues, and hence this is more than just a public health emergency. In the global collective, there is an acknowledgement that the outbreak is affecting everyone, but in reality, it has had the biggest impact on the most vulnerable people. Countries that lack a social safety net and labor protections have large-scale negative consequences for their people, and in turn for markets and the broader community. Workers across sectors and regions have all been affected by the epidemic and ensuing lockdowns. Many of these workplace interruptions have made it clear that some employees are among the most vulnerable in our society and that there is a severe absence of protections to protect them and to ensure workers' rights at a time of crisis (PRI, 2021). The massive employment losses due to the epidemic have made it clear that many people are forced to live from paycheck to paycheck, with no way to put aside money for a crisis day and a number of people completely reliant on state help to survive. There is a disparity in how employees' and/or governments' protection has varied for people who have lost their employment or had their hours reduced. Although many were left without healthcare or financial support, not all of them suffered the same levels of harm. Hundreds, and perhaps thousands of employees have been laid off using Zoom Calls in a couple of minutes. Informal laborers lost their livelihoods as a result of this decision. On the other hand, informal laborers may not necessarily qualify as receivers of government aid. Many vulnerable employees (such as the homeless or people in danger of losing their homes) found themselves unable to provide for themselves or their families, due to the precarious circumstances in which they found themselves. These difficulties were further aggravated by lockdowns and travel prohibitions, which prevented them from finding other sources of income (PRI, 2021). Discussion Your attitude towards your staff is something that will be remembered for years to come in this changing business environment. The corporate response will influence employee behavior, with each company making decisions that will affect the employee experience, including job satisfaction, productivity, and long-term loyalty. Right now, employees want health and wellbeing, financial stability, and job security, and companies may assist with these issues in a significant way. A successful assistance for all groups necessitates a comprehensive strategy that includes policies and measures that look at mental health and overall participation in the changing working environment (PRI, 2021). Working with governments and employers is critical for promoting economic stability while also ensuring the health of the population. In addition to offering generous paid sick time and paid family and medical leave benefits, companies should also assist their employees in flex scheduling, enabling them to fulfill their obligations at home and at work (Deloitte, 2020). As shareholders, companies have a role and an obligation to help safeguard employees. Rudimentary labor-management and human-rights practices subject firms to liability, operational failure, and diminished reputation. Attorneys have filed a number of cases against various corporations, including Walmart, McDonald's, and Celebrity Cruises, that have been accused of neglecting to provide their employees with safe working conditions. 6 Amazon had to suspend all commercial operations in France while they implemented essential safety precautions. Additionally, because of recent revelations about corporate practices, many civil society groups and the media have started to examine companies and, in certain circumstances, this will affect the company's reputation (Business & Human Rights Resource Centre, 2021). Protecting both mental and physical well-being When it comes to mental health, companies should provide their staff with all available knowledge, advice, and support. Following up with open channels of communication in order to be aware of how employees are feeling and make time to address such feelings. When workers have questions or concerns, establish a primary contact point for them and set up internal channels and hubs that can address such issues immediately (Deloitte, 2020). It is important, though, that people don't necessarily report on their own behaviors. Trust needs to be built through two-way dialogues. Companies must keep an eye on employee mental well-being with frequent scheduled chances for colleagues and supervisors to meet and talk with each other, and make it easier for their peers to help them. By sharing several strategies, one may stay calm, focused, and present. To lessen stress and increase awareness, encourage employees to be physically active. Also companies should everyone know that substantial changes in the behaviors or work product of a team member may be an indication that they are having problems. Use analytics to detect potentially susceptible “hot spots” if feasible. They should think about how they can put systems in place to make sure at-risk employees get help and support when they need it, not simply with practical suggestions. Ensuring an open line of communication and care to isolated individuals Data obtained during the 2003 SARS outbreak in Hong Kong discovered that having enhanced social connections had a neutralizing effect on the negative mental health consequences of the pandemic. A significant percentage of the population can benefit from social connection because of its ability to cushion emotions of social isolation and detachment. Make it easy for employees to attend virtual video meetings on a regular basis (PRI, 2021). Rather than push your employees to work more and be more efficient, encourage people leaders to open themselves up to employees to provide reassurance regarding work and personal concerns. It is essential to check in with remote workers frequently to see how they are doing as well as about their job by asking “How are you dealing with it?”, “What do you support most currently?” Motivation and Engagement It's hard to remain motivated when things are at their worst. Organizing an organizational plan with clear and succinct objectives can energize and encourage team members to commit to a common purpose. In the same vein, it's also a good moment to re-articulate your core principles, which help keep employees anchored in what they know and help them plan for the future when things are unclear. As companies map out their strategies to lead in this era of transition, ensure that your method for controlling COVID-19 is aligned with your overarching objective. Imbed your organizational mission and values into all communications so that everyone in the company understands the path you are presenting. Every opportunity should be taken to recognize people for their actions, including ‘shout outs' as well. The art of effective communication is staying in communication even when you don't know the answer. If you remain silent, people will do the work for you by filling up the gaps with assumptions and worries (Deloitte, 2020). Building resilience and lead to success Having to work from home might derail performance suddenly. Ensure that employees have the right resources, flexibility, and support so that they can get their job done in the best way possible in the present environment. Recognizing the varied work patterns of the modern world, such as remote working and virtual teaming, is important in these turbulent times. An important and powerful middle management group should be empowered to push new working styles. Consider ways to help staff upgrade their skills and promote cross-skill teamwork. Workforce flexibility, workforce resilience, organizational competence, and increased workforce access are all important benefits that may be obtained by offering access to job-related technologies and learning platforms. When it is feasible, employee engagement will be increased when employees are given an opportunity to work on organizational projects. Self-sustaining employees This is particularly important to remember in the face of many disruptive forces and when the situation is stressful, as humans are at the core of every business. Leaders come from the most unexpected places in difficult times, because the human spirit compels us to believe that. Giving the right kinds of assistance to these budding leaders in our companies may help empower and self-sustain them. It is essential to empower each person to be an independent agent of change and to shoulder responsibility for their own well-being, so they emerge from this more resilient than when they went in. References PRI. (2021). Theme 1: protecting workers’ rights through the Covid-19 crisis. Retrieved from https://www.unpri.org/covid-19-resources/theme-1-protecting-workers-rights-throughthe-covid-19-crisis/6342.article Kohll, A. (2020, April 6). How One Company Is Taking Care Of Employees During COVID-19. Forbes. Retrieved from https://www.forbes.com/sites/alankohll/2020/04/06/how-onecompany-is-taking-care-of-employees-during-covid-19/?sh=7e5b18b1488d Deloitte. (2020). How to reduce the pandemic impact on employees: A guide for company leaders | Deloitte in Ukraine. Retrieved from https://www2.deloitte.com/ua/en/pages/human-capital/articles/impact-of-covid-19.html Business & Human Rights Resource Centre. (2021). What are the avenues for corporate liability for COVID-19-related human rights abuses? - Business & Human Rights Resource Centre. Business & Human Rights Resource Centre. https://www.business- humanrights.org/en/blog/what-are-the-avenues-for-corporate-liability-for-covid-19related-human-rights-abuses/ Shead, S. (2020, March 30). Coronavirus: Start-ups use Zoom app to lay off staff. BBC News; BBC News. https://www.bbc.com/news/technology-52091615 Name: Description: ...
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