Workforce Mobilisation During Crisis...2020/04/16 · Workforce Mobilisation During Crisis Legal...

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

[email protected]

+86 21 6010 5012

+86 185 2087 3710

develop.directhrgroup.com

Introduction

https://www.linkedin.com/company/direct-hr-china/

https://www.linkedin.com/company/direct-hr-china/

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.

https://www.pwc.com/us/en/library/covid-19/coronavirus-impacts-automotive.html

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


16

Leadership

Communication


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.


Diagnose



17

Leadership

Communication


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



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



19

Leadership

Communication


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



20

Leadership

Communication


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


KR1

KR2

KR3


KR1

KR2

KR3


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


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


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



31

Diagnose


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

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The importance of Extrinsic motivation:


Diagnose


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:


Diagnose


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.

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The power of Intrinsic Motivation:


Key Take-Away-s

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• 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

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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

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Workforce Mobilisation During Crisis...2020/04/16 · Workforce Mobilisation During Crisis Legal...

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