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5. Management of employees In crisis

Return to July 2020 Update

Length:1 min read; 332 words

Note: The following paragraphs summarize the category of Management of employees In crisis observed in July. More information about the specific category from July (and previous months) can be found in the downloaded report(s).The number in square brackets (e.g., [150]) refers to a reference where the reader can find more infomation about a specific statement.  The references can be found in the References list below, Systematized References page or in the dowloaded report.


The interest in Management of employees (in crisis) decreased slightly in July, but remains approximately on the same level over the past 4 months and it will likely remain an important topic in the future as the workforce is “the most important asset of every organization”.

COVID-19 crisis is accelerating preexisting trends in 5 areas of talent management: 1) finding and hiring the right people, 2) learning and growing (broad-based digital training in essential skills, focused upskilling rooted in changing work, and leadership development); 3) managing and rewarding performance (transparently link employee goals to business priorities and maintain a strong element of flexibility, invest in managers’ coaching skills; keep ratings for the very highest—and lowest—performers but also celebrate the broad range of good performance); 4) tailoring the employee experience (establish norms of working that foster engagement and inclusion for all employees. There’s no one-size-fits-all solution. The answer, different for every organization, will be based on what talent is needed, which roles are most important, how much collaboration is necessary for excellence, and where offices are located today, among other factors), and 5) optimizing workforce planning and strategy.[284]

[285]: Leaders can take the following actions to implement understanding and conviction during the COVID-19 crisis: 1) be transparent and timely; 2) consider reframing a message; 3) have a credible messenger; 4) appeal to different sources of meaning. The compelling “why” for one individual may not resonate with another person. Research has shown that employees derive meaning across 5 sources: having a positive impact on society, wanting the best for their organizations, providing superior service for their customers, having positive relationships with their teams, and reaching their personal development goals. Leaders have an opportunity to tell five stories at once regarding why safety precautions matter to each group, reaching a wider audience. [285] Impact Sourcing: “Building is not limited to buildings but to companies, communities, collaboration. Productivity in people goes off the charts if people feel that they are part of something bigger than themselves.” [223]

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[223] “CIDCI Online Salon: Impact Sourcing: The Next IPD - Zoom.” (accessed Aug. 31, 2020).

[284] McKinsey & Co, “HR says talent is crucial for performance—and the pandemic proves it.” (accessed Aug. 18, 2020).

[285] McKinsey & Co, “The long haul: How leaders can shift mindsets and behaviors to reopen safely.” (accessed Aug. 18, 2020).

Monthly Summary: 
AEC and Pandemic: Response and Impact - July 2020 Update