Using the STAR analysing model, situation, task, action and result in problem solving techniques.

As we discussed in this chapter, job design attempts to identify the most important needs of employees and the organization and to remove obstacles in the workplace that impede those needs. But what happens when a global pandemic affects everyday life, including how we work?

More than a year ago, as COVID-19 began to spread across the globe, managers were forced to make drastic changes to how work and business got done. Some companies took a wait and see attitude, hoping, of course, that the virus would be contained quickly, and its impact would be minimal on business operations. In contrast, other organizations moved swiftly and decided to shut down offices and sent employees home to work, a decision that left employees and their managers more stressed than ever.

Recently, as individuals began to receive vaccinations to help control the spread of the virus, organizations and their managers are rethinking what work will look like going forward. What are some of the takeaways from the pandemic for organizations, managers, and employees that may change the way we work in the foreseeable future?

Organizational Takeaways

The more flexible the working environment is, the better it will be. Remote work is here to stay and will be supported by the majority of organizations, large and small. Contrary to their sentiments pre-COVID about workers telecommuting, CEOs and other senior management agree that in general employees have been very productive working out of home spaces, possibly because they are not spending so much time commuting to and from the office. In addition, some companies that were deemed essential during the pandemic, such as the Kroger grocery chain, actually worked out flexible arrangements to borrow furloughed employees from suppliers that were not busy to help them get through the essentials crunch. Kroger worked with one of its major suppliers, Sysco Corporation, to borrow workers for 30 days to supplement Kroger's own workforce. (Sysco is a major supplier to hotels and restaurants, which basically shutdown during most of the pandemic.) This flexible arrangement provided Kroger with temporary workers and assisted the Sysco workers who would otherwise be unemployed.

Organizations will also need to review and strengthen their strategies regarding automation and artificial intelligence. At the same time, the interaction between humans and technology will continue to be critical to a company's success. While changing workflows to accommodate more automation and Al-based tasks, companies also need to encourage employees to improve or increase their own skills through additional training and development. In addition, as a result of the pandemic, long-range workforce planning will probably need to focus on shorter periods of time with an increased focus on agility and the ability to modify work roles quickly when confronted with unforeseen events.

Finally, organizations will need to increase their visible support for employees working remotely, which could include reimbursement for home office equipment and supplies, as well as financial support for ongoing child-care and other family responsibilities. Successful companies will continue to take on the role of a social safety net, providing guidance to employees on their financial, physical, and mental well-being. Otherwise, they risk losing key employees to other organizations equipped to provide a better work experience

Managerial Takeaways

Communications between supervisors and employees will be forced to improve, especially when individuals are not working in the same office space. In addition, using collaborative and video programs such as Zoom and Teams are now critical for work interactions. Managers need to manage with compassion and not ignore warning signs that remote workers seem anxious or depressed, which will reduce their ability to be productive and affect their overall well-being. In addition, supervisors should demonstrate their commitment to keeping employees safe.

Managers must also take steps to help employees upskill in an effort to compete in a changing business landscape. Insightful managers who can think outside the box will welcome suggestions from their direct reports to "do things differently" to accomplish work and corporate goals. In addition, managers should provide employees with varied and flexible roles to help them gain cross-functional knowledge and training. Agility will continue to be the key for managers and their organizations as a result of the COVID experience.

Employee Takeaways

As employees continue to work from home, they must set their own work boundaries, even though such boundaries may not be the typical 9 to 5 work hours. Communicating with colleagues, supervisors, clients, and others must continue to be efficient; for example, managing e mails several times during the workday rather than reacting to every e-mail and text that happen throughout the day and setting up video calls at the beginning or end of the workday.

Employees need to recognize that the pandemic caused large-scale shifts in how people work and how business gets done. This seismic shift may require employees to get comfortable with flexible work hours; keep a better handle on managing their job tasks and responsibilities; expect to communicate more frequently (and informally) with their supervisors; and provide suggestions and other ideas to colleagues who may be struggling with the idea of changing tasks and procedures on the fly.

Questions

1. What additional initiatives can organizations undertake to engage their employees and expand their job opportunities and responsibilities? Provide several examples.

2. Describe two positive and negative outcomes of managers allowing employees to do their jobs remotely.

3. How do you think the pandemic will continue to affect your own experiences at school and in the professional workforce?