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Workforce Mobilisation During CrisisLegal Compliance Aspects and Practical Approach Driving Motivation, Accountability and Productivity
Direct HR Group, Your Partner in Change
Hamburg Chamber of CommerceApr 16, 2020
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Leadership solutions to drive performance in times of change
Lead
[email protected] www.directhrgroup.com
With a team of 50 professionals across 4 cities in China – Beijing, Shanghai, Ningbo and Shenzhen, we are able to speak eye-to-eye with our client partners and execute on the ground.
Introduction
MIRA LIOLEVADirector, Development Solutions
+86 21 6010 5012
+86 185 2087 3710
develop.directhrgroup.com
Introduction
Diagnose
Development Solutions Introduction
Navigating leaders' growth from operational management to global-minded business leaders.
Leadership Excellence
Empowering sales team effectiveness through streamlining sales processes, managing sales efforts strategically and developing sales skills and competencies intentionally.
Sales Excellence
Enhancing the performance of the organization in alignment with business strategy through improving employee engagement, teams performance and talent management, and all related HR process and systems.
Organisational & HR Excellence
Initiating performance management paradigm shift in organizations. That is to recognize talent as the most influential asset and talent development as an intentional and strategic business activity to drive continuous innovation.
Learning Organization
Developing innovative mindset and an agile management approach to enhance operations, capabilities and processes to better serve customers, engage talent and innovate solutions.
Innovation & Digital
Transformation
LEADERSHIP DEVELOPMENT /INTERIM MANAGEMENT
SALES ORGANISATION –DESIGN AND DEVELOPMENT
INTER-CULTURAL DEVELOPMENTFOR MNC
PERFROMANCE MANAGEMENT DESIGN & IMPLEMENTATION
DIGITAL UPSKILLING / E-LEARNING
Overview of Our China Services
ORGANISATIONAL DIAGNOSTICS &EMPLOYEE ENGAGEMENT
WORKFORCE PLACEMENT & HEADCOUND EVALUATION
ASSESSMENT & ASSESSMENT CENTER
Diagnose
Agenda Outline Agenda Outline
Introduction Slide 2~4
Five Keys to Navigate Crises Effectively Slide 8
• Elevated Sense of Urgency • Rapid Communication • A High Financial Sensitivity• Instant Mobilisation Capacity - Five keys to Successful Mobilisation of People at
Work• Efficient Decision-making Process
Slide 8~12Slide 13Slide 14Slide 16~20
Slide 21
Managing the Productivity of Teams within a Virtual Team Setting. Slide 23~35
• How does OKR Works & the Power of OKR• Motivation of Employees during Lockdown
Slide 24~26Slide 27~35
Conclusive Remarks Slide 36~37
Navigating Crisis Effectively
Organisations that have been able to manage the crisis effectively have five things in common:
Diagnose
Five Keys to Navigate Crises Effectively
Five Keys to Navigate Crises Effectively
8
STRONG LEADERSHIP executing --------------------------------------------------------------------------------------------------------------------------------Effective PERFORMANCE MANAGEMENT SYSTEM.
AN ELEVATED SENSE OF URGENCY
RAPID COMMUNICATION ON GOALS AND PRIORITIES
A highFINANCIAL SENSITIVITY
INSTANT MOBILISATION CAPACITY
EFFICIENT DECISION-MAKING PROCESS
Diagnose
Elevated Sense of Urgency
Elevated Sense of Urgency
9
Setting Crisis task force with
key senior management
people
Allocate Task Force Members
Functional responsibilities::
Cascade down to middle
management, supervisor / team-leader
level, front-line employee
Make responsibilities
Time-bound
Setting up digital
communication channels to
allow real-time feedback & compliance
Understand where people
are and what is their health and work availability
status *
When earliest we can resume
work
How does we translate elevated sense of urgency in the COVID-19
Note” * Specific for the COVID-19
Diagnose
Our Scientific Knowledge Base
Elevated Sense of Urgency – Crisis Task Force in PracticeAllocate Crisis Task Force Team Members Functional responsibilities: (recommended 3 to 7 members depending on the size of the organization.
10
Operations / Production
IT/Digital Management
Government Relations
7 is just ENOUGH!
Customers
People Management & Safety Measures
Supply Chain
Financial Reporting
Diagnose
Crisis Task ForceFunctional Responsibilities
Crisis Task Force Functional Responsibilities
People Management• Understand where people are, has anyone been infected by the virus
• If/When people will be able to come to work
• Key personnel responsibilities and human reach to every single individual in the organization.Adopt the principle of 10 – one responsible person for every 10 people, in large organisationsthis number can be increased to 20 people, each group of 10 team leaders report to the uppermiddle manager and so on.
• Communicate full time, part-time, rotation or home-office
• Operations system on priorities, goals and people management in the “new normal
Safety Measures• Supply of sanitizers, masks, protective clothing, closed space environment allocation, production
floor re-arrangement, canteen seating area reconfiguration to avoid close contact
• Setting up digital communication channels to allow real-time feedback communication – companyintranet messengers, 11
Allocate Task Force Members Functional responsibilities:
Customers• Communication, impact, priority on customer service through• Regular contact with KAs and understand their demand planning, constraints and challenges,
existing orders impacts, follow-up orders intake, payment situation etc.
Diagnose
Crisis Task ForceFunctional Responsibilities
Crisis Task Force Functional Responsibilities
12
Supply Chain• Material supply from alternative markets• Support to most affected areas• Prioritization on selected product SKUs, depending customer demand, material supply and possible
logistics arrangements• Logistics Constraints – operations of ports, airfreight, trains, inland haulage systems
Financial Reporting• Define key department work and key staff involved
Production• Define priorities on production
IT management for new work framework facilitation• Online Intranet online support, documentation sharing and virtual communication facilitation• Provide access solution to confidential information remotely if/when necessary (financial data,
electronic signature, etc.)
Government relations• Ensure dedicated staff will reach out on regular basis with local government authorities to be fully on
track of government regulations, advices and ensure these are followed strictly
Allocate Task Force Members Functional responsibilities:
External
Rapid Communication
Rapid Communication
Top management Internal Communique - company immediateinternal release on company status quo, working and safety policy
Regular top management updates on minimum weekly 2~4 daysfor updates and company operational capacities.
Team or Department Level Transparency in terms of
• where people are, have they been travelling,
• are people safe, or do they need to be quarantined
• can they return to office if urgently needed for onsite shiftmanagement
• can everyone work remotely or is anyone is restricted torejoin from home office
Set up company hotline for employees’ questions, concerns,government policy updates, etc.
Set up official counseling, and/or mentoring channels foremployees who experience high level of anxiety or junior staff whoneeds more guidance on daily responsibilities and priorities
13
Internal
Customers – touch base your KAs to inform themon your situation and to also know their status qup,existing and future demand, constraints, difficulties,challenges that may effect over your organisation
Government – get regular updates on localpolicies relates to logistics, production, supplychain, shipping, airports, etc., whatever is importantfor your business to know
Supplies – touch base and estimate shortages inmaterial, components and their effect on yourcurrent or future deliveries
Diagnose
A High Financial Sensitivity
A High Financial Sensitivity
14
What are your top 3 concerns with respect to COVID-19?
Source: “COVID-19 and the automotive industry” by PWC
Description %
Financial impact including effects on results of operations, future periods, and liquidity and capital resources
75%
Potential global recession 70%
The effects on our workforce/reduction in productivity 41%
Decrease in consumer confidence reducing consumption 39%
Supply chain disruptions 21%
Not having enough information to make good decisions 20%
Difficulties with funding 15%
Cybersecurity risks 6%
Fraud risks 3%
Impacts on tax, trade, or immigration 3%
Privacy risks 1%
• Review past B2B Sales periods and forecasts based on different scenarios and based on data analytics make adjustments in your capital planning as necessary.
• Review your strategic capital planning activities
• Consider agile planning approach where data analytics utilization is the core to anticipate various scenarios and quickly adjust where necessary.
• Financial Review should be possible with the power of data analytics on shorter periods reflecting the actual situation.
• Apply data analytics for future periods based on the sales outlook.
• Finally, as you are working on building resilience, keep in mind it is not about creating redundancy, but rather integrating flexibility and agility into your operations.
Diagnose
Almost Instant Mobilisation Capacity
15
Leadership
Communication
TransparencyTechnical
Tools
Business Tools
PEOPLE MOBILISATION
Strong Virtual leadership
• The actions of the immediate team leader, supervisor and manager speak louder than any official communication distributed from the top.
• Leaders should take an active role via virtual team coaching, holding digital weekly operational meetings or other small team and individual interactions to re-instill the corporate values, maintain psychological stability, positive mindset and call for action.
• Forming WeChat groups or other messenger platforms, local social media channels, and an open helpline for employees’ questions provides a good technical platform for inert information sharing. However, The leader knows his or her people by name and is best suited to bond them closer and keep spirits high.
.
Five keys to Successful Mobilisation of People at Work
Diagnose
Almost Instant Mobilisation Capacity
16
Leadership
Communication
TransparencyTechnical
Tools
Business Tools
PEOPLE MOBILISATION
Strong Virtual Communication
• Weekly Virtual Team Meetings to keep thespirits high (either kick of or wrap up -whatever is needed/preferred)
• Video Communication as much as possibleespecially for groups of 3 and above.
• “Open door policy” – shared calendar bythe team leaders / manager and teammembers working together on a project.
Five keys to Successful Mobilisation of People at Work
Diagnose
Almost Instant Mobilisation Capacity
Five keys to Successful Mobilisation of People at Work
17
Leadership
Communication
TransparencyTechnical
Tools
Business Tools
PEOPLE MOBILISATION
Transparency is a Powerful Alignment Booster
Top management Internal Communique -company immediate internal release oncompany status quo, working and safetypolicy
Regular top management updates onminimum weekly 2~4 days for updates andcompany operational capacities.
Addressing the hygienic job factors such asjob safety, compensation policies, etc. is ofcrucial important to get everyone onboard
Diagnose
Almost Instant Mobilisation Capacity
Five keys to Successful Mobilisation of People at Work
18
Leadership
Communication
TransparencyTechnical Tools
Business Tools
PEOPLE MOBILISATION
Virtual Technical Sharing and Communication Tools
• Cloud Database Solutions set up (if notavailable)
• Unified Virtual Communication tools forofficial sharing and exchange of confidentialcompany information
• Utilize online project management toolseven for members who are not necessarilypart of the R&D or SW teams.
• Have your company virtual tool open andavailable throughout the day long to allowunrestricted messaging platform to sharecomments, ask questions, raise concerns
Diagnose
Almost Instant Mobilisation Capacity
Five keys to Successful Mobilisation of People at Work
19
Leadership
Communication
TransparencyTechnical
Tools
Effective Business Tools
PEOPLE MOBILISATION
Effective Business Tools
• Re-setting business priorities
• Adopt suitable performance managementsystem or model
• Addressing mandatory new business operation regulations in the crisis situation
• Set up short to mid-term objectives through a co-creation process adjustment as frequently as needed as the crisis situation unfolds
• Productivity Management through aneffective Performance System promotinghigh-level autonomous work and opensharing to engage personnel at all levels –vertical and horizontal - in the organisaition.
Diagnose
Almost Instant Mobilisation Capacity
Five keys to Successful Mobilisation of People at Work
20
Leadership
Communication
TransparencyTechnical
Tools
Effective Business
ToolsPEOPLE
MOBILISATION
Diagnose
Efficient Decision-making Process
Delegate. Assign new decision-making responsibility to the task-force team and enable them to run decisionsrelated to their specific function with highest level of transparency.
Avoid silos by streamlining simple decisions only to the top management. Allow people to work in the cultureof network thinking and not of hierarchical thinking.
Grow your leaders on the field. There will be no better time than this!
Avoid making decision out of fear.
21
Efficient Decision Making Process
Imperfect is the best
Time is keyDelegation is
Powerful
Sometimes the Best Decision is the Imperfect One
Managing Productivity of Teams
Diagnose
Managing the Productivity of Teams
Managing the Productivity of Teams within a Virtual Team Setting.
23
The productivity output will not be the same FOCUS ON ACCOUNTABILITY, NOT ON AVAILABILITY
New priorities and objectives should be outlined at the beginning when the crisis situation is identified as such
SET CLEAR SHORT-TERM GOALS
Leverage, leverage, leverage on the new situation SELF-DEVELOPMENT AND BUSINESS CREATIVITY
Shift the focus from “we cannot go to work because of the lockdown” shift to “what can we do that creates value for the time being and prepare us for the future?”
CAN-DO ATTITUDE
Diagnose
Effective Business Tools –How does OKR Works?
How does OKR Works?
24
Production Director:Sales & Marketing VP HR VP’s Supply Chain VP:
COO’s Objective
Ramp Up Production for 2 models within 4 weeks after COVID-19 lockdown is lifted
KR1: Define the 2 models of 2000 backlog items to prioritize for production orders before the lockdown is lifted by the end of April. Ensure follow next order intake for the 2 models is confirmed with the client by the 3rd week after the lockdown is lifted.
KR2 Ensure all materials and components are available onsite for 2 models within 10 days after lockdown is lifted. Alternative shipment of goods are defined in the 1st week, if necessary.
KR3: Ensure production facilities are approved to resume work and provided with protective clothing and sanitizing materials, and production lines and other facilities provide sufficient space between workers within the end of 1st week after lockdown is lifted.
KR4: Ensure 300 workers and 50 office staff is ready to resume work from the company premises before the lockdown is lifted, expected end of April.
Objectives is COO’s KR1
KR1
KR2
KR3
Objectives is COO’s KR2
KR1
KR2
KR3
Objectives is COO’s KR3
KR1
KR2
KR3
Objectives is COO’s KR4
KR1
KR2
KR3
Diagnose
Effective Business Tools –The Power of OKR
The Power of OKR
So how do we get there?
The objectives and key results (OKR) management system works effectively on two different levels –
the organisation as a whole and the employee as a single functioning cell.
25
an INDIVIDUAL EMPLOYEE level, it uplifts five main advantages:
• CLARITY
• ACCOUNTABILITY
• KEY RESULTS OWNERSHIP
• INTRINSIC MOTIVATION
• CONTINUOUS PURSUIT OF ACHIEVEMENT.
On ORGANISATIONAL level, it has four main attributes:
• SIMPLICITY
• AGILITY
• ALIGNMENT
• VISIBILITY
These combined provide unbeatable organisational nimbleness, resilience and generator of ideas where each individual feels involved in fighting back the crisis situation.
Diagnose
Effective Business Tools –The Power of OKR
The Power of OKR
1. SHORT AND MID-TERM GOALS AND OBJECTIVES and thecorresponding key results.
2. It also serves as INTRINSIC MOTIVATING FACTOR FOREMPLOYEES – “MY ADDED VALUE TO THE SOLUTION” toremain focused, driven, clear-minded and accountable.
3. Individual OKRs help home-office employees BECOME MORE TIME SENSITIVE and CONTRIBUTE TO KEEPING MORALE HIGH.
26
4. Promote HIGHER LEVEL OF ACCOUNTABILITY both on individual and cross-functional team level. Psychologically, no one would want to be a public hindrance to the joint crisis-fighting efforts.
5. AGILITY IS BEST DEVELOPED THROUGH SIMPLICITY ON OBJECTIVES, SUCCINCT CLARITY ON KEY RESULTS which can be changed as often as needed.
6. Last but not least EXECUTION IS WHAT MAKES THE DIFFERENCE and the key is not intentions but actions facilitated by fast decision-making process.
7. BETTER TEAM SPIRIT
Motivation of Employees during Lockdown
Diagnose
Motivation During Lockdown
28
Home-office DISADVANTAGES: Home-office ADVANTAGES
Home schooling responsibilities
Limited space to concentrate
Meal preparation responsibilities
Loosing focus and getting out of regular schedule rhythm
Higher level of flexibility
Ability to take care of dependent family members
Develop intrinsic motivation process & focus on the key results
Manage time more efficiently
Mobilisation Capacity -Motivation During Lockdown
Diagnose
Mobilisation Capacity -Motivation During Lockdown
Motivation During Lockdown
29
THE ROLE OF THE LEADER IN CRISIS
Maintain “spirits” high at all times
Knowing your team members and their approachto work
Be present, accessible and available
Leverage on the situation of available time to planfor the future
CREATING BONDED “COMMUNITY”
Engagement - create all day virtual group accessibility
Individually touch-base with s team members, especially in risk groups
Encourage group sharing in chat bots
ENSURE VISIBILITY ON ACHIEVEMENTS & ENCOURAGEMENT
“Open files” policy – allow transparency on project work (within the confidentiality policy)
Encourage people to do something they alwayswanted but had no time before – project, e-learning, and others
Share weekly efforts and progress even thoughsmaller than in regular circumstances. People havemany things on their mind.
Implement Coaching and Mentorship approach -the role of the immediate leader is very important.Leaders should be not just work organizer andmanager but lead the high spirit of his/her team.
NURTURE LEARNING AND SELF-DEVELOPMENT
Encourage e-learning activities, mastermind groups,virtual “lunch and learn” lead virtual team coaching
Motivation of Employees
Action-control Model Motivation Drivers
30
Performance
Relationship
Power
What kind of people do you have in your team?
Give them autonomy to lead and
engage others
Give them challenging project
Create a virtual environment to share and
remain in touch with other team membersas much as possible so as to gain energyfor their daily responsibilities
Mobilisation Capacity -Motivation During Lockdown
Power
Performance
Relationship
Team Setting (DISC)
D I
C S
DominantDecisiveDoerDemanding
CompliantConscientiousCautious Careful
SteadyStable
InfluentialInterestingInspirationalInteractive
T
A
S
K
P
E
O
P
L
E
Diagnose
Mobilisation Capacity -Motivation During Lockdown
Motivation of Employees during Lockdown
31
Diagnose
Motivation of Employees during Lockdown
Job Security & Material• Alternative work schedule
• Reduced working hours
• Allocate more responsibilities to people instead of replacement of vacancy wherepossible
• Re-alignment of roles
• Set up hot-line for FAQ, Provide call center for counselling
Work-life balance• Get them on schedule
i.e. Sent a message to you team at 8 or 9 am with the what you would usually say whenyou get in the office. “Good morning team” It is great day, feel encouraged to share yourinsights, concerns and questions. Have a productive day!” At the end of the day, you canlet everyone wish then a great evening! or a nice weekend. This is what usually people doin the office right? So why not do this verbally.
• Integrate Wellness at Home Programs
The power of Calisthenics activities at home
• Home-schooling best practices sharing
• Friday afternoon fun time - video game / e-learning competitions
• Encourage family rotation of home responsibilities
32
The importance of Extrinsic motivation:
Mobilisation Capacity -Motivation During Lockdown
Diagnose
Motivation of Employees during Lockdown
Mission
What is your One Goal you want to accomplish by the endof 2020?• Instill purpose
• Define the one goal! (And who knows but that you have come in your “royal/manager/engineer” positions for such tme as this?”
Excellence• Excellence during crisis is maintaining an optimistic and can-do attitude in the midst of
adversity
• Trying your best is excellent enough.
• Boost other colleagues morale
Learning• Emphasize self-development
• Provide e-Learning channels is the best to keep your people clear minded
• Encourage acquiring additional skills or improving their core soft skills.
• Encourage programs to practice Leadership in crisis to your family!
• Sharing functional expertise33
The power of Intrinsic Motivation:
Mobilisation Capacity -Motivation During Lockdown
Diagnose
Motivation of Employees during Lockdown
AchievementEncourage people to report their own achievements through the established digitalcommunication channels. When people see that all others have not stopped thinking,learning and doing, is already a great motivation and people can
Challenge• Innovation thinkers social group where people can share ideas of what can be done
and how. Any idea is welcome, no judgement on anything.
• Strategic business changes – collect employees feedback
Joy of work• Having “fun”
• Keep the spirits high. It is already dark out there with all the negative media newsreporting. i.e. Allocate Friday afternoons for best home-schooling tips and effectivechildren discipline measures. Create competitions.
• Sharing on various topics of interest
AutonomyLet the people take autonomy on their key results via OKR.
34
The power of Intrinsic Motivation:
Mobilisation Capacity -Motivation During Lockdown
Key Take-Away-s
35
Mobilisation Capacity -Motivation During Lockdown
• STRONG LEADERSHIP
• INSTILL PURPOSE IN TIMES AS THIS
• ACCOUNTABILITY (OKR) RATHER THAN AVAILABLITY
• ENGAGEMENT & SENSE OF BONDED COMMUNITY
• LEVERAGE ON THE OPPORTUNITY:• INNOVATE• DEVELOP NEW SERVICES, PRODUCTS• RESET BUSINESS STRATEGY
• HAVE FUN
• ENCOURAGE LEARNING AND SELF-DEVELOPMENT
• VISIBILITY ON WORK PROGRESS & ACHIEVEMENT
Leadership
Communication
Transparency
Technical Tools
Effective Business
Tools
Mobilisation of TeamsMotivation of Employees
Conclusive Remarks
Diagnose
Full Program Framework Overview
Conclusive Remarks
• Accelerate decision-making approach
• Rapid mobilization of resources, new alternatives for organizing work and communicate with people across the organization and its subsidiaries across the globe
• Improved cultural intelligence and awareness. Overcome the “HQ pride” and level up with global subsidiaries to be able to be more flexible and quick to adapt to the new normal of constant change
• Diversified market supply not only to customers from different industries, but also per markets of different geographical location markets
• Diversify supply chain for key components and adopt alternatives to the market, especially when these components are for assemble of end products meant to for the China market. Diversify your manufacturing workforce capabilities
• Start to seriously consider digital upskilling of existing workforce
Agility Resilience
37
Innovation
• Ultimately strategic change in business models
• Change in people management integrating higher level of digitalization –both in people management and people development
• Accelerate ideas and strategies which were now only in slow mode discussion. Time is up to move forward!
The Ability to Think, Understand and Move swift and nimble
The Capacity to recover quickly from difficulties and adversity.
A “Change that creates a new dimension of performance”
-Peter Drucker
Leadership Solutions Development Solutions Information Solutions