What are the impacts on the management of people with the pandemic?

Iván Lasso – Interact Latam

Technical specialist | Digital transformation | Entrepreneur | Innovation | Voracious reader

Human resource management (HRM) is a vital part of running the entire organization. People are for business as the heart for humans.

With the Covid-19 pandemic, we have seen many companies change their working methods to stay in the market. One of the main changes is the accelerated adoption of technology as an essential part for the execution and facilitation of tasks.

In a few months, we had to become familiar with adjusting microphones and cameras for endless video conferencing.

As much as some people emphasize the economics of the pandemic, the changes were essentially human. Thus, the reflections mainly impacted human resource management, translated as a set of processes, procedures and methods, reflected or improvised, that every company invariably applies with its employees.

Good people management aims for employees to achieve their own professional goals, ensuring a prosperous environment that helps the organization achieve its goals.

Topics in this article:

How to ensure a prosperous environment in the midst of so many uncertainties?
How has the pandemic generated a transformation in the way each variable (Ps) is managed in organizations?
Considerations

How to ensure a prosperous environment in the midst of so many uncertainties?

With this in mind, researchers at Daffodil International University, Dhaka, Bangladesh, set out to reflect in light of the Integrated 5P’s Model, which is seen in this article on the Interact website. Simply put, it is a methodology for putting strategic planning into practice, created by Mildred Golden Pryor, Donna Anderson, Leslie Toombs, and John H. Humphreys.

The methodology brings together five variables to improve organizations and their operations: Purpose, Principles, Process, People and Performance (Performance). The meeting of these supposedly different business disciplines seeks to increase the effectiveness of strategic implementation.

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The Bangladeshi researchers’ article was published in June in the Management and Human Resource Research Journal. The paper is titled Global Transition of HR Practices in Covid-19 Pandemic Situation: a systematic review through 5P’s Model of HRM (“Global Transition of Human Resources Practices in the Covid-19 Pandemic Situation: A Systematic Review Through the Model of 5P’s in HRM ”, in free translation).

How has the pandemic generated a transformation in the way each variable (Ps) is managed in organizations?

Understanding that organizations depend mainly on people and they have been directly affected by Covid-19, the document collects the following information:

Purpose

To talk about the purpose of an organization is to refer to its intention, it is we refer to what to do of the company, where it is seen in a certain period of time doing what it does, what its goals and objectives are, as well as the strategies that defines to achieve them, in a nutshell, your strategic planning. At the Purpose level, initiatives have been found that suggest a realignment of the strategy, planning changes in the short and long term (priorities and business models), constitution of a business continuity plan (be more efficient, maintain the vital signs of the company as little as possible) as well as changes in strategic goals.

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Principles 

Regarding the Principles, the references aim to change the operating guidelines of organizations, remembering that talking about principles is referring to corporate philosophies, attitudes and values ​​that guide how the organization should operate and how the business should be managed. This variable highlights aspects such as the Compliance program, ethics and conduct manual, as well as the fundamental and inalienable values ​​with which the members of the organization are expected to feel aligned.

 

Process

While at the Process level, it is found that technological adaptation, electronic processing, online coordination, as well as collaboration, sharing and closer collaboration with platforms are latent initiatives suggested since the beginning of the pandemic. One point that is not overlooked at the process level is optimizing budget allocation through cost reduction.

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People 

The People dimension stands out as one of the variables with the most initiatives, in addition to being a fundamental axis in every organization, it has been the link directly affected by Covid-19. Among the initiatives found, it is suggested to develop a flexible work plan, compensation for employees, work from home or remote work, balance between work and life, virtual motivation through the promotion of support from colleagues and participation leadership . Initiatives such as community building, virtual reward, knowledge management, redesign of work and empowering local managers to make decisions are also highlighted.

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Performance 

Regarding the Performance firmly connected with the performance of the People, the initiatives contemplate opening the flow of organizational communication; cancel unnecessary meetings and communications; increase employee control over work; regular monitoring and communication; recognition, monitoring and virtual feedback system as well as one-to-one feedback and weekly performance details.

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Considerations

As we can see, a large set of initiatives have been raised, which may or are affecting the way we manage teams in times of pandemic. In the next articles, we will be with Fernando Estrada, Jennifer Vargas and Lucas Saatkamp delving in detail about some of the dimensions (P’s) and how we suggest unfolding the initiatives at the organizational level.

For you, what is the dimension that has been most affected in this pandemic and needs an active and priority transformation? Which of the initiatives compiled in the paper published by the Management and Human Resource Research Journal have you implemented in your companies or is it generating the greatest challenge?

 

References

SHIL, Mrittika; BARMAN, Rajib Chandra; ZAYED, Nurul Mohammad; SHAHI, Shahiduzzaman Khan; NELOY, Arafat Hosain. Global transition of HR Practices in Covid-19 Pandemic situation: a systematic review through 5P’s Model of HRM. Management and Human Resource Research Journal; Vol.9, No.6; June-2020.

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