A 2.0 Office Serves Well

In the middle of the eighteenth century, an earthquake struck the city of Lisbon. A tsunami ensued soon after, and their combined forces destroyed the city. The fires destroyed homes, libraries, palaces and churches. Thousands lost their lives. While the disaster shocked Europe, the response impressed them equally. With strong leadership, the city has taken upon itself the task of rebuilding itself, introducing new grid-like structures and buildings designed to withstand earthquakes. The crisis led to the birth of modern seismology.

The crisis we face today has far-reaching implications, given its global footprint. It has led to a major shift in the course of work. The previous discussion about the company about the future of business had some normative variables (all other things being equal) mainly attached to it because none of us had ever been in a situation like the one we are seeing now.

But even with uncertainty, fear, and debate about what the future will hold, there are silver linings, and I believe that there are newer positive benefits to organizational culture and organizational behavior that must be called and recognized.

Everyone has an Intensive Work From Home (WFH) course. Although adopted in various degrees, it has become the new normal. HO is no longer the main office but most likely home and home. With these distinct spaces blurring, along with managing children at home, multitasking has taken on new and more complex dimensions. Diapers change, overturn the cooking pot and come to mind. Some swear that the traditional eight-hour working day has given way to longer hours. Many hesitate with Maggie Smith of Downton Abbey and ask, “What is the weekend?”

However, the WFH phenomenon has had an impact on the fundamental elements of business ethics for the better. Individuals are self-monitoring, and they are more accountable for their accomplishments. Employees learn to work on the correct protocols for WFH, take steps to formalize their workstations and address irritants such as noisy pets and beeps. Managers with a traditional curse of the WFH concept, had to quickly learn to come to terms with remote work management and forget about conversations through the office and decision-making. And most importantly, to trust its employees, the first condition for effective cooperation.

In the world of learning and development, one of the activities to facilitate group collaboration is Minefield, where teams of two, blindfolded for one person, try to walk a “minefield” safely. It is a classic confidence-building process. Feeling created this minefield-like situation and led to more trust and cooperation between teams, between managers and their teams as well as in multifunction teams.

What’s more comfortable with the new normal and productivity gains, more employees and some managers are now pointing out and ordering WFH options even in ACE (after Corona Era).

The first digital mindset has permeated all aspects of the corporate value chain. While this has already raised management minds within the reach of the client and investor, it has also become a major hub for all aspects of the employee’s life cycle. This approach has already seen an unprecedented increase in e-learning units deployed by companies – skills and skills, thus adopting a culture of continuous learning while efficiently managing individual downtime. Performance review discussions, even while most increase decisions are suspended, are all online. As are the annual budgeting and planning processes.

This brings me to the attention that companies deserve in caring and supporting employees. Online counseling, catering to various employee demographics, and active experimenting with digital and social media handles for Leader Speaks are all the rage. Leaders actively communicate with employee groups, both primary and secondary (staff or franchise employee), and they demonstrate transparency, vulnerability and above all, sympathy. It opens up two-way communication channels and encourages employees to write suggestions and in a way, allowing them to be part of the recovery thinking process.

Staff engagement is now taking up space online and taking healthy inspiration. We are already seeing companies launch employee assistance programs, or telemedicine consultations. Newer behaviors such as leaders check out the welfare of their teams on a daily basis, leading the team to host gratitude or fitness challenges online indicating a culture of care and support. In groundbreaking organizations, the fun chief’s previous role moves to the chief concern chief, taking all aspects of employee care.

Of course, organizations embrace savings and do more with less. Currently, austerity measures are pushing companies to consider vacations without payment options, increasing length of shifts, reviewing insurance policies to cover epidemics and reviewing numbers that should fall into performance improvement plans, all within legal frameworks. Productivity and inefficiency standards in the system are closely examined. In stellar organizations, these austerity measures are also taken from the front as leaders and senior management choose full wage cuts or higher salary cuts, protecting their teams and thus more pain. American novelist James Lynn Allen profoundly stated, “The tribulation does not build the character but reveal it.” As organizations prepare to overcome this crisis, a culture of innovation is being adopted, allowing chaos, focus, play, discipline and success. And failure to coexist.

Hema Ravishandar is a HR consultant. She works as an independent director and member of the advisory board of several organizations.

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What Are The Main Benefits Of Comparing Car Insurance Quotes Online

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