As we shrink and prepare to fight the approaching storm of change, we must draw energy from it and seize the opportunity to get back to work, to plan for the future and to use the lessons, practices and goodwill that have been built up to accelerate the crisis response. Below is a step-by-step guide to starting this process, using a framework of reflection and recommendations that I consider more important than ever, as organizations are on the road to recovery from the COVID 19 crisis.
Look at the economic outlook and political steps, but I would advise against giving too much weight to certain points in the forecast until the future path is clear. Be sure to think about what has happened so far and what is happening now in order to take advantage of the opportunities that lie ahead.
In the real estate sector, we can see that the pandemic has accelerated some of the trends already evident, while other trends could be reversed. Demand for online shopping continues to rise, although the quality and reliability of online retailers and their products is now under scrutiny.
While the impact of COVID 19 on the global economy is only beginning to be felt, there is a growing awareness that companies need to be prepared to fight the epidemic in their own backyard. As a client, we continue to monitor the rapidly evolving situation and have compiled a list of long-term structural changes that may result from the pandemic, whether it is disease or some other form of ecological disaster. This may be the new normal, and managers must be willing and willing to accept that what we are seeing now represents a new reality.
The evidence - based recommendations outlined in this article - can go a long way to ensuring that companies are prepared to keep operating during a COVID 19 crisis. Companies emerging from the crisis should ask themselves: "Is my HR able to achieve the influence I should exert within the company?
HR should play a leading role in adapting its workforce to changing organizational and entrepreneurial requirements. Another question that organizations need to ask is, "Does HR have the capacity to extend its influence to areas where it needs to play a role in positioning the organization to recover and prosper over the next decade?
This crisis offers organizations the chance to overcome the tendency to treat man and machine as parallel paths, and instead build the connections that can pave the way forward that can foster growth and innovation in the coming weeks, months and years. It also serves as a reminder of what can happen when we act as real social enterprises but do not fully embrace our role as leaders in human-machine interaction and collaboration within our organizations. When companies are tested, they will see rapid acceleration as people and technology merge in one of the most dynamic business environments many have ever seen.
In view of COVID 19, the opportunities and risks for organisations to overcome this paradox and to recognise the possibilities of what lies ahead could never be greater. Focusing solely on returning to work is not a viable option, because it does not allow an organization to capitalize on what it has experienced and learned in recent months.
Organisations need to ask themselves critical questions when returning to work in order to prepare for the perceived impact of COVID 19 on their workforce and the impact on workers' lives. The ethical implications extend to many segments of the labor force and are particularly relevant for those with alternative workers who face reduced or increased demand. By focusing on the impact of organizational decisions on the daily lives of workers, CO VID 19 has brought to the fore ethical issues of employment that many may have previously considered an ivory tower.
We will closely monitor the government's response as it too will evolve with the end of the crisis and the impact of CO VID 19 on the lives and livelihoods of workers.
It is conceivable that companies could accelerate the development of automation capacities, thereby reducing the number of jobs often filled by migrants. There may be exceptions, but those who drive to work themselves may not be able to do so for the foreseeable future. For example, if migrant workers cannot travel to agricultural fields, it is worth considering the impact of CO VID 19 on their ability to stay at home, especially if the restrictions are accompanied by a reduction in the number of jobs available to them.
As Caitlin Welsh of CSIS points out, countries like the United States have abundant food, despite being among the world's largest exporters of agricultural products.
Public health efforts depend heavily on how the novel coronavirus that caused the outbreak in 2019, now known by the World Health Organization as COVID 19, spreads around the world. In the early days of this new virus, when reliable data was scarce, researchers had to turn to mathematical models that could predict where people who might become infected would go, and whether they would likely bring disease. Computer methods are used to calculate known statistical equations for the likelihood that a person will transmit the disease.
Sources:
https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/covid-19-and-the-future-of-work.html
https://sloanreview.mit.edu/article/how-companies-can-respond-to-the-coronavirus/
https://www.csis.org/analysis/five-ways-covid-19-changing-global-migration
https://www.scientificamerican.com/article/heres-how-computer-models-simulate-the-future-spread-of-new-coronavirus/
https://www.us.jll.com/en/trends-and-insights/research/covid-19-global-real-estate-implications
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