ENGAGING AND SUPPORTING EMPLOYEES DURING A GLOBAL DOWNTURN
Organizations and governments around the world are now taking different measures to ease the impact of the global economic downturn brought about by COVID-19. Unfortunately, many organizations of different sizes and across all industries have been caught flatfooted – with very little time to strategize and prepare for the sudden pandemic.
With a growing number of cities instructing citizens to shelter in place and closing many businesses, organizations and companies are now left with declining revenue. During these challenging times, how can organizations keep a sense of normalcy, at least relative to employee pay?
If there is anything that this pandemic has made us all realize, it is that modern organizations need to be adaptable. Adaptable not only to carry on work virtually, but also adaptable by taking quick supplemental measures to partially mitigate the painful consequences of economic turmoil on their staff. We know when employers act quickly, it leads to higher staff morale and engagement, even as the crisis continues.
While there is not really a ‘one-size-fits-all’ pay policy to mitigate the impact of a recession, organizations need to be thoughtful about the way they choose to approach compensation during this pandemic. What can companies do to support their staff in the near-term? What immediate measures can be put in place, but can also be easily incorporated once the pandemic is over?
One way to mitigate the effects of a crisis is by advancing temporary benefits, such as 13th month or year-end bonuses, if they apply to your market. Alternatively, employers have the option of introducing new short-term benefits relative to the crisis. In the case of the current pandemic, medical-related loans or allowances could help staff immediately purchase basic items that they need for the duration of the crisis. These benefits can serve as an immediate support to staff and can easily be incorporated into future compensation as the crisis winds down.
In Birches Group, we did not implement any temporary benefits for our team. Instead, we expanded our normal telework policy to include the entire team and encouraged them to continue working virtually from home. We helped equip our staff to be more effective tele-commuters through the provision of mobile wi-fi equipment and laptops when necessary.
Sometimes, mitigating the effects of a crisis is not solely about money. While an additional cash benefit can certainly be helpful during a pandemic, employees also want to know the organization is looking out for their safety and the safety of their loved ones. When employees are told to come into the office despite a shelter in place order, they are part of a skeletal workforce that needs to be physically present in the office to ensure business continuity, organizations must ensure worker safety via social distancing and other appropriate measures. Some actions to consider include reimbursements for transport in lieu of public transport, which may be considered unsafe or even suspended, and meal delivery to the office to avoid unnecessary public interactions in restaurants.
The term “non-essential” staff is often used to describe those workers who are not compelled to come to the office, and therefore, should work from home. This is an unfortunate label – after all, if the jobs of these individuals are non-essential, why do they even exist? We believe all jobs are essential and all employees matter, and employers should use this crisis to emphasize these points.
Birches Group also recommends that especially in times of crisis, it is critical that organizations continue to participate in salary surveys in order to monitor market movement. While it is unlikely that there will be large shifts in the labor market data until the crisis subsides, when employers make drastic and uninformed decisions (usually based on hearsay) it often results in situations that are very difficult to manage when the crisis ends. During a crisis, it is wise to keep measures calculated and incremental, grounded on data, especially when the disruption is projected as short-term. Continuing to monitor the market allows the organization to position itself effectively.
We already know this pandemic will cause an economic slowdown in many countries. It is now crucial for organizations to get ahead of the crisis by ensuring that measures are in place to ease the effects of a global recession and to allow workplace flexibility through virtual work. These measures will ensure that the organization can continue in its mission and staff engagement is at the highest possible level.
To learn more about how Birches Group can assist your organization in managing human resources during the pandemic crisis, please contact us.
Bianca manages our Marketing Team in Manila. She crafts messaging around Community™ concepts and develops promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has held various roles within Birches Group since 2009, starting as a Compensation Analyst and worked her way to Compensation Team Lead, and Training Program Services Manager. In addition to her current role in marketing and communications, she represents Birches Group in international HR conferences with private sector audiences.
