As more organizations think about reopening, increasing production, and bringing employees back to the workplace, they’re beginning to debrief on what’s taken place over the past few months and how they can be more prepared for incidents in the future. If your organization hasn’t done this yet, consider asking just a couple of questions: What went well? It’s important to ask this question first because sometimes we’re so focused on what went badly that we forget to take time to recognize the things that went well. Even if the organization was completely unprepared, chances are there were some things that went well. Be sure to discuss and celebrate them. What would you do differently next time? Please note: I’m not saying anything went “wrong.” It could simply be that if faced with a similar situation, the organization would have made a different decision. Or that the organization would have made the same decision but executed it differently.
As more states relax sheltering-in-place restrictions and permit organizations to reopen their doors to the public, HR departments will be busy coordinating those efforts. The list of things to do can seem daunting. Over the years, I learned that one of the best ways to tackle a big task like this one is to organize activities into smaller sections, so the effort is more manageable. So, in thinking about everything that needs to be done when bringing employees back to the office, here’s a list divided into three sections: before, during, and after.
Over the past five weeks, jobless claims have totaled more than 26 million and that number might grow. We simply don’t know. What we do know is that our employees didn’t create this situation. If organizations are planning to lay off staff, it should be done with respect. That means creating an offboarding experience that gives employees the information they need and dignity they deserve.
In a short period, COVID-19 has changed the way many organizations conduct business. And possibly, it’s changing the way we’ve previously viewed meetings. In the past, we might have dreaded those long afternoon meetings in the conference room. Now that many of us are working from home, it’s possible we’re longing for those days again. (Well, maybe only a little bit. It’s also important to maintain a sense of humor during times like these.)
Many articles are written about organizational change. But when the business changes, so does HR. The change might be big or maybe small. But HR changes. Today, instead of talking about how companies manage change, let’s talk about how HR departments manage change (while their company is in transition). Just like individual change isn’t the same as organizational change, department change isn’t always the same as organizational change. Changes that benefit the organization can change the way a department operates. Here are two examples:
Many articles make the connection between business success and innovation. And it’s true, businesses need to innovate to survive. But innovation isn’t always a grand moment of inspiration with a unique idea. In many situations, innovation is the result of several small incremental changes. This classic Harvard Business Review article outlines seven different sources of innovation. It highlights that innovation is about continuous improvement.
We are all subject to processes in our personal and professional lives. It might be completing a form or following a series of steps. The great thing about today’s technology is that it provides the foundation for an intuitive and consistent process. An example would be using our smartphones to make a bank deposit. The app walks us through the proper steps and the results are what we expect.