2020 Apr 8
As workplaces adjust to the strange new ‘normal’ associated with the Covid-19 pandemic, we consulted with Management Psychologist, Iranjali Abeyratne for recommendations on how employers can face Covid-19 as responsible leaders of the workforce and safeguard employee morale.
BE INFORMED
Being up to date with the latest development and other information provided by credible sources helps employers make informed decisions. It is also beneficial to pass on accurate information to employers using reliable and official sources. The World Health Organisation and The Health Promotion Bureau are reliable sources to obtain information directly related to the Covid-19 Pandemic.
COMMUNICATE
A key responsibility of any employer is to maintain clear and concise communication with his or her team. Management psychologist, Iranjali Abeyratne recommends communicating with honesty as well as compassion while fostering an atmosphere of hopefulness. She stressed that “employees appreciate leaders who are realistic whilst also being able to foster a sense of belonging. Conversations with employees, for instance, do not necessarily have to be serious in nature. Try to initiate creative conversations when suitable, and always be considerate whenever you communicate. Employees want their employers to engage with them in this dire time and also want their employers to trust them. They want a sense of autonomy and a chance to demonstrate their competency, so it is very important to be flexible. While it may seem natural that managers would want to micromanage in this uncertain time, it is important to set clear goals and focus on the outcomes.”
UNDERSTAND HOW COVID-19 CAN AFFECT WORKPLACES
From increased absenteeism, changes in the business environment and the usual procedures of the workplace, employers will benefit from understanding the multi-faceted ways in which a pandemic can affect their business or organisation.
PREPARE
As the Covid-19 outbreak shows no signs of ceasing in the foreseeable future, employers will certainly benefit from developing and regularly reviewing a preparedness response plan in line with containing infectious diseases. This plan should generally consist of a health risk assessment, steps to be taken to prevent infection, information on changes in work shifts, etc. Visit the Sri Lanka Department of Labour website (www.labourdept.gov.lk) for recommendations and advice given for employers with regard to containing Covid-19. Pay attention to employee wellbeing.
The Sri Lankan government issued a regulation that those who are able to work from home should do so. In the case where employees cannot work remotely, ensure that sick leave policies remain flexible and that they have the option of seeking help or treatment if needed.
As employers, it is important to be aware that most employees may have additional responsibilities due to personal commitments, such as child care or caring for an elderly parent during this time. Therefore, being considerate of such non-work related commitments and refraining from punitive leave policies, is paramount. Employees want to feel psychologically safe, so if and where that is possible communicate that directly to them. It is important that any assumptions are minimized.
ADDRESS CONCERNS
During this period of heightened uncertainty, employees may have several job and income related concerns. Be aware of the different concerns that may arise during this time and take steps to clarify them as soon as possible. Matters relating to layoffs, furloughs and leave policies, for instance, are some areas that are likely to be raised. Be realistic and open.
HANDLE LAY-OFFS THE RIGHT WAY
Due to certain unavoidable circumstances, employers may have to make difficult decisions such as laying off employees. As a responsible employer, you can assist them by providing recommendations among your networks so that laid off employees can get in touch with potential companies or businesses with open vacancies.
RECOGNISE AND REWARD COMPETENCE
Some mid-level executives have brilliant ideas that may come in handy for the organization or company. “It’s important that employers and leaders listen to possible ideas and suggestions that could help businesses and organizations immensely, especially during this period. Having a cognitively diverse set of perspectives will only aid the decision-making process. This is where a good internal communication system is imperative. Leader’s should initiate conversations and encourage employees to engage”, says Iranjali.
USE OF JUDGEMENT WHEN MAKING BIG DECISIONS
Iranjali also pointed out the importance of sound judgment as a responsible leader. “It is important to understand that making big decisions during an uncertain time like this may have unforeseen consequences,” she said. “Decisions are pitted against judgment, time and available data. So it is important for leaders to make predictions (if they must) with new assumptions not Pre-Covid assumptions. Again, this is an ongoing crisis and we will never have accurate data, which is why it is important to curate information and obtain factual data from reliable sources.”
OTHER TIPS FOR BETTER MANAGEMENT AND DECISION MAKING
Lastly, Iranjali suggests reflecting on these vital questions that may help you navigate through challenging decisions. Ask yourself:
1. Am I unsure of my forecast for the future? Is there any evidence I’m lacking?
2. Is scenario planning the right thing? Is it too early?
3. Am I using Pre-Covid numerical models? Have I built in the right assumptions?
4. When all this is over, would I be able to defend my method?
5. Does my plan include new objectives and graded time scales? What are the secondary/tertiary effects on people and supply?
6. Am I explicit about tradeoffs (i.e. cost, speed, risks)?
7. What about zero-based budgeting and zero forecasts? Am I considering them?
Push yourself along the timeline. Find others who may be facing similar challenges and turn to your networks or mentors. This is where “creative benchmarking” comes to play.
8. Do I rely on my gut feeling?
Answer these 4 questions before responding:
- Do I tend to act on my gut and then regret it?
- Do I have insufficient relevant experience for this?
- Do I have insufficient relevant data for this?
- Are the stakes high?
- If the answer is “yes”, then think hard before relying on your gut.
Emotions affect judgments and judgments, in turn, affect decisions. So be aware of your own emotions and monitor your thoughts and beliefs. It is important to understand your own biases to make better decisions. Lastly, watch out for distortions such as:
- Filtering
- ‘All or nothing’ thinking
- Jumping into conclusions
- Catastrophizing
- Anchoring
- Being overly optimistic
- Emotional vs. factual thinking
Information derived from Founder of Edhati Consultancy Iranjali Abeyratne
