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WEBINAR:LEADING THROUGH CRISIS AND BEYOND COVID-19
Thursday, 2 April, 2020
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WELCOME – some housekeeping before we get started
© 2020 Korn Ferry. All rights reserved 2
ALL LINES ARE MUTED1
SUBMIT YOUR QUESTIONS THROUGH THE Q&A BOX2
GIVE US FEEDBACK3
WE WILL SHARE THE SLIDES AND RECORDING WITH YOU AFTER THE SESSION4
JOIN OUR UPCOMING WEBINARS5
Leadership: Now is the time for adaptive leaders
Culture: Making the case for change
EmployeeEngagement:From emergency response to greater resilience
Performance and rewards:Re-thinking plans through times ofcrisis
© 2020 Korn Ferry. All rights reserved 3
A year of two halves
Recruitment:Building resilienceinto your talentpipeline
Without question, 2020 will test the leadership acumen of senior management and your organisation’s ability to operate in the face of extreme ambiguity. Consider these five dimensions when responding to the immediate impact of the virus, as well preparing for the inevitable recovery.
© 2020 Korn Ferry. All rights reserved 4
Tim WisemanClient Partner, Hong KongHead of APAC Leadership Practice
Leadership
Leadership in times of high uncertainty
5
1. Calm2. Confident and positive3. Courageous4. Empathetic5. Resilient
1. Express a vision2. Communicate
constantly3. Act!4. Seek clarity5. Keep it simple and
purposeful
© 2020 Korn Ferry. All rights reserved
BE DO
© 2020 Korn Ferry. All rights reserved 6
Sharad VishvanathSenior Client Partner, New DelhiAPAC Culture Strategist
Culture
7
Recognise your weak pointsStart by considering your organisation's Achilles heel. Is it agile enough to provide freedom within broad guide rails? Does it have the tenacity to get through tough decisions?
1 Build capabilities quicklyHave a clear focus on people rather than products and tasks. This might be a good time to take a hard look at talent. Work out what people need to adjust quickly to the new behaviours required.
2 Set up centres of excellence to manage the ‘new normal’People need guidance, however leadership structures may pivot from ‘command and control’, to collaborative ecosystems solving complex problems.
3
© 2020 Korn Ferry. All rights reserved
5
Culture: making the case for change
© 2020 Korn Ferry. All rights reserved 8
Kartikey SinghClient Partner, SingaporeAPAC Rewards and Benefits expert
Performance and rewards
Performance and rewards: Re-thinking plans through times of crisis
9
2020: a two-cycle yearFocus on different objectives in each half.
1
5
Weigh up internal performance vs external impact Differentiate between issues caused by the virus’ impact on the market, and long-standing performance concerns.
2
6
Review your targetsWhat you measure in the first six months will fundamentally impact the direction your business will take..
3 Think holistically about rewardsNon-monetary recognition can have just as much impact.
4
© 2020 Korn Ferry. All rights reserved
4 Use time wifelyStart planning now for long-term programsKeep your team focused on the future over the coming months with major change projects you might not have had time for before.
5
© 2020 Korn Ferry. All rights reserved 10
Gladdy HeSenior Client Partner, ShanghaiMD APAC Life Sciences Market
Recruitment
Recruitment: Building resilience into your talent pipeline
11
Get the basics rightPeople are lookingfor employers they can trust.
1
5
Differentiate between short-term setback and long-term changeOpportunities in your sector will shape the talent you need now, and in the longer term.
2
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Size up your people Use data to analyse every profile in the organisation, identify your high potential talent and the new opportunities you could give them.
3 Consider new alternativesTest younger talent. Look for those with high learning agility who can also adapt easily to virtual working styles.
4
© 2020 Korn Ferry. All rights reserved
4 Use time wifelyRecruit for resilienceThe capabilities you are looking for be different to a year ago. People need to be able to communicate effectively and authentically across digital channels, and manage their productivity remotely.
5
© 2020 Korn Ferry. All rights reserved 12
Jingqi LiSenior Principal, ShanghaiEmployee Engagement expert
Employee Engagement
Engagement: From emergency response to greater resilience
13
Focus on the future -anticipate opportunities and re-focus business priorities when time is right.
1 Act on feedback –it’s a two-way conversation. Make sure employees can voice their concerns and questions in a way that suits them –from pulse surveys to town halls.
2
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Embrace new way of working – equip people with the right tools to stay engaged and share ideas and knowledge.
3 Use time wiselyIf operational needs have slowed down productivity, this could be the ideal opportunity to strengthen capabilities through training.
4
© 2020 Korn Ferry. All rights reserved
4 5 Use time wifelyReflect on engagement during recovery Engagement surveys pre- and post-crisis can give you a valuable benchmark and help you prepare for the next crisis.
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Join our upcoming webinars
© 2020 Korn Ferry. All rights reserved 14
Employing agile reward strategies for a volatile world – 7 April1
Keeping your people engaged and productive through the crisis – 8 April2
Leading in times of crisis – 15 April3
Protecting your company’s economic health – 16 April4
Social distancing without revenue disruption – 21 April5
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