Michael Moran, CEO and founder of management consultancy 10Eighty, believes COVID-19 has unleashed the power of people. “If we try to go back to the old ways of working we’ll face a people revolution,” he says.
Moran says the pandemic could change the world of work for the good. This is a sentiment echoed by Adam Grant, professor of management and psychology at the University of Pennsylvania’s Wharton School and a best-selling author on work. Speaking to the World Economic Forum, Grant said leaders could take this opportunity to give employees more control and to learn about their values, interests, strengths and motivations.
10Eighty’s Moran will be giving insights tips and techniques in a webcast today at 16.00 BST/11.00 ET. Register now to hear his thoughts on:
- How to help your people maximise potential and how you can harness that potential during this time.
- Responding opportunistically – is this the end of command and control?
- Using the COVID-19 situation to accelerate self-development.
- Loyalty to shareholders vs loyalty to employees – beware of taking the short-term view.
Plus, get exclusive downloadable resources during the live webcast.
The webcast is part of a series of focused, daily webcasts we have been running at The People Space this week in conjunction with 10Eighty. Featuring some of the best HR leaders in their sectors, the webinars are designed to give attendees practical, actionable tips and insights directly from those ‘doing the job.'
I speak to the participants to get their views on the impact COVID-19 is having on them, their HR functions and their organisations.
“The biggest role I have now is how to motivate the 80% of people that are at home at the moment,” says Eugenio Pirri, chief culture and people officer at international luxury hotel group Dorchester Collection. With nearly all the employee population furloughed in a sector that is likely to be one of the last to return to some ‘normality’, whatever that may mean going forward, engagement and safety are top of mind for Pirri.
“We suddenly realised we had built a whole new HR organisation,” says Nalin Miglani, EVP and CHRO of $1bn revenue New York-based operations management and analytics company EXL on the impact of the coronavirus pandemic at his business. In fact, not only has EXL successfully done this but it has seen productivity increase over the period of the pandemic as it shifted its people to remote working.
At the other extreme, award-winning UK pub and microbrewery chain Brewhouse and Kitchen has shut its doors entirely. Hayley Connor, head of people and learning, says keeping talent staff motivated is front of her mind, together with developing ways to help people prepare and plan for continued uncertainty.
One key outcome of the coronavirus pandemic has been the widespread recognition of the value of the (incorrectly) so called ‘low-skilled’ workers who have been so essential to enable society to function. Quite rightly we are visibly and volubly acknowledging NHS workers and, somewhat belatedly, carers, but there are also all those in retail, distribution and warehousing who enable us to continue to get food and other essentials.
Organisational development director at one of the world’s largest fresh produce providers, €6bn revenue Total Produce, David Frost says, his role during the pandemic has become one of “communication conduit.” With many of its employees still actively working at its sites, health and safety is of upmost importance.
Still to come is Stephanie Neuvirth, global VP, People and Organization for Mars Veterinary Health, the largest veterinary practice in the world with more than 2,500 hospitals across the North America and Europe, a division of Mars and one of the largest privately held businesses in the world. Register here for this session on 26 May 2020.
What is clear is this pandemic has accelerated change in business and HR. What will the post-pandemic economy look like? Yes, many are calling for a return to ‘normal’ as quickly as possible. But I would like to think we won’t just go back to the ‘old ways of doing things’. We have an opportunity to use this situation for long-term transformation.
Just as it is unlikely consumers will ditch new purchase behaviours (think online shopping and streaming), so employees are unlikely to want to go back to these old ways of working. And as we know, those companies that capitalise on these new trends faster than their competition will be the winners.