INCREASING ORGANIZATIONAL RESILIENCE - IN THE FACE OF COVID -19 FUTURE OF WORK
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INCREASING ORGANIZATIONAL RESILIENCE IN THE FACE OF COVID-19 FUTURE OF WORK Ways of working to sustain and thrive in uncertain times M A R C H 2020
Navigating uncertain times CREATING A RESPONSE TO COVID-19 The rise of the recent coronavirus identified the need that enterprises must increase corporate resilience and help ensure community well-being by embracing virtual collaboration tools and practices. Recently your company may have decided - or will soon decide - to perform all work virtually in response to the spread of the virus. What does this mean for your business? Is this a short-term anomaly or a long-term trend? How does your organization continue to work and create value in this new environment? USING THE FUTURE OF WORK TO GAIN RESILIENCE Companies that have previously embraced future of work practices are likely well positioned to sustain their operations and respond quickly to the demands of navigating COVID-19. In these companies, work, workforce, and workplace experiences are supported by an ecosystem of virtual resources, technology and behavioural norms that define work as a thing we do, not a place we go. As a result, these organizations can mount a holistic response under tight timelines as dictated by this unfolding epidemic. DELOITTE’S EXPERIENCE We are on the front lines adapting to this new environment just like our clients. We are rethinking where and how organizations respond to the epidemic. We feel it deeply and have visibility on what is happening in companies across most sectors and geographies. With this perspective, we wanted to share some practical ideas on what you as an organization, as a team, and as an individual can do in the short and long-term to adapt and progress in this dynamic environment.
Creating a response to COVID-19
Actions in these areas can assist in enabling organizational resilience and maintaining business operations virtually
Engage with Promote Virtual Own the Increase Support Drive Customer
Stakeholders Work Narrative for Help Desks Communications
Understand the effect of Expand virtual work Develop strong and Understand that the Structure macro and micro
COVID-19 on employees capabilities using available consistent communication workforce spans five customer messaging on
and partners of the tools and best practices that channels to employees and generations and includes business response and
Human-Centered Response
supporting organization. support collaboration, partners. Keep all varying levels of impacts to them and train
Provide direct support to productivity and culture stakeholders abreast technology fluency. employees on delivery and
groups that are most continuity. Consider of relevant health Enhance virtual work channels. Create or
impacted. Create tailored responsibilities of updates, local impacts, support to enable new enhance customer support
solutions to help resolve individuals, teams, and training, and desired ways of working and channels to manage and
the specific needs of each leadership to help ensure cultural behaviours. support a comprehensive overcome temporary
impacted group. success. Consider Confirm messaging employee and partner disruptions.
expanding technologies that incorporates awareness of experience. Create and
underpin virtual the impact on people as communicate a support
collaboration. Use data to much as impact on channel to flag and
measure the success of business. address compliance
your efforts and expand matters.
practices that increase
performance.
See slides 7-10 for relevant guides.
Organizational
Preparedness
Institute a Central Monitor Regulatory & Assess Market and Build a Transformation
Response Team Health Updates Financial Impacts & Risk Roadmap
Coordinate efforts across Monitor relevant health/travel Access ramifications of changes Organize a set of now,
the organization. advisories by geography. on profitability and investment, near-term, and long-term
and develop contingency plans to investments and changes.
3 | © 2020 Deloitte Consulting AG. All rights reserved. mitigate them.
Using the Future of Work to gain resilience
Each organization will likely need to pull three levers differently depending on their business in order to create the recipe for future
resilience
WORK WORKFORCE WORKPLACE
In a digital world, machines and Future organizations will identify, The future workplace will blend
humans will be enabled to do attract and engage people with the the physical and virtual
what they do best independently right skills and experience to achieve environments and will deliver a
and in concert with each other. its mission and purpose. consistent employer identity to all
types of employees, contractors and
Companies will challenge the idea An organization will be made up of other stakeholders.
that work should be performed in a many types of workers and will
specific physical location by engage partners and other key Personalized experiences will
exploring ways to digitize some or stakeholders anywhere in the world. empower people to be their best,
all work through advances in balanced selves.
robotics, iOT, cloud and other Continuous learning will support the
technologies. upskilling needed across the Collaboration tools and platforms will
workforce to address looming talent support dynamic work locations
As this automation drives efficiency, shortages. and asynchronous collaboration. An
humans will focus on innovation, agile mindset will be the norm, and
creativity and problem solving. organizations will value adaptability
over procedure.
4 | © 2020 Deloitte Consulting AG. All rights reserved. 4
Deloitte Experience: making work portable across time and space
Digitize work to create dynamic, work-from-anywhere experiences
HOW WE WORK HOW WE WORK
Collaborative Groups
ON-PREMISE ANYWHERE
Level of Interdependence TOGETHER TOGETHER
• Work requires people to come together to • Digital applications and hardware allow people to
collaborate at the same location at the same time collaborate from anywhere
to be productive and valuable
• Work space is optimized for audio, video, real-
• Work is not fully digitized time collaboration and reliable connectivity
• Intentional time set to collaborate
HOW WE WORK HOW WE WORK
ON-PREMISE ANYWHERE
Individual Actors
INDEPENDENTLY INDEPENDENTLY
• Work dependent on machines, assets, and/or • Productivity applications and robust end user
technology in a specific location hardware
• Work is not fully digitized • Work anywhere with limited or intermittent
connectivity
• Embrace asynchronous participation
Fixed Work Location Dynamic Work Location
5 | © 2020 Deloitte Consulting AG. All rights reserved. Degree of Mobility
Remote and virtual work for individuals
The behaviours of an individual are vital to tightening communication and effectively collaborating virtually
COMMUNICATE OFTEN
WORK EFFECTIVELY EMBRACE
TECHNOLOGY
• Establish open lines of conversation, • Designate a workspace for focus in your • Utilize technology tools for collaboration:
including frequent communication with your home. - Virtual meetings and video conferencing
team and open communication with your • Establish a routine that works best with your
client(s). - SMS and messaging applications
schedule.
• Dedicate time in your day for informal - Virtual workspaces
• Block “working time” in your calendar as
social interactions. • Communicate over the phone, especially
needed.
when email and IM are not sufficient.
BE ACCESSIBLE MANAGE EXPECTATIONS GENERAL TIPS
• Remain contactable via phone and through • Regularly review your performance with team • Be ready to offer support to employees with
other technologies. leader. varying degrees of technical knowledge to
optimize and set up their environment for
• Be "visible"; proactively check in with your • Seek logistical feedback; double down on
success.
team and let them know you're available. practices that work for your team.
• Don't be afraid to “power down” at the end of
the day.
6 | © 2020 Deloitte Consulting AG. All rights reserved.
Setting up remote work for teams
EXPECTATIONS COMMUNICATION VIRTUAL TECHNOLOGY
• Team Leaders should review and update • All team members are responsible for • Utilize technology tools for collaboration:
team member responsibilities, ensuring the ensuring open and consistent communication - Virtual meetings and video conferencing
clarity of roles and objectives while working occurs across all team members, resolving
remotely. conflict and potential misunderstandings in an - SMS and messaging applications
effective and timely manner. - Virtual workspaces
• Discussion should include being reachable,
responsive, and dependable. • Over communicate, since distributed working • Use the right channel to ensure your
initially requires a degree of over message is received – sometimes phone is
communication to make sure everyone is more effective than chat; sensitive or
engaged. personal matters should be 'face-to-face’.
CHECK-INS RISK AREAS GENERAL TIPS
• Team leaders should plan consistent check- • Ensure all practitioners are familiar with • When organizing meetings, be considerate of
ins to discuss pain points, what’s going well relevant policies including local geography attendees from different times zones.
and what to build further on while working confidentiality and computer and data • Ask professionals to share their ideas and
remotely. Mental health and project security policies. tips on how to continuously provide excellent
satisfaction should be closely monitored as • Provide necessary technology solutions (e.g., service to clients while working remotely.
remote work becomes more prevalent. laptop, cell phone, home network,
VPN/encryption) where not yet available.
7 | © 2020 Deloitte Consulting AG. All rights reserved.
Embracing remote work for managers and leaders
ROLE MODEL PERFORMANCE MEASURE SUCCESS
• Leadership should role model best practices. • Challenge the widespread perception that • Engage in continuous performance
“face time”, “presenteeism”, or visibility in the management.
• Enable remote working and value what it
office equals productivity performance.
enables for individuals and the enterprise. • Proactively check-in with team leaders to
• Provide immediate feedback if things do not provide and receive feedback.
• Work remotely to understand and empathize
go well; help prevent the development of bad
with remote employees.
habits.
MANAGING
CULTURE TECHNOLOGY
EXPECTATIONS
• Accept that the success of remote working • Leverage ever evolving collaboration tools • Recognize expectations of external and
will be the shared responsibility of and technologies to effectively work as a internal stakeholders, as well as those of
employees, managers, and leadership. team when working remotely. each team and individual.
• Encourage remote workers to disengage at • Don't be overly prescriptive – allow each • Understand and communicate that a
the end of the work day and maintain an team to define their own approach within relationship of trust, respect, open
appropriate work-life balance. company guidelines. communication, and clearly defined
deliverables is imperative for success.
8 | © 2020 Deloitte Consulting AG. All rights reserved.
Create successful virtual meetings
BE MINDFUL OF
BE PREPARED BE INCLUSIVE
AUDIENCE
• Consider who you invite to meetings, whether • Send relevant materials in advance, • Encourage all attendees to participate in the
they are required to attend, what their time designate a meeting coordinator, and meeting by leveraging their varied strengths
zone is, and who is working outside normal troubleshoot any technology issues ahead of and learning styles.
working hours. time. • Encourage attendees to share their ideas.
• Ask all attendees to be courteous to fellow • Ask all attendees to use headphones and • Identify and address accessibility issues.
attendees by joining the meeting on time. screen shields if their location is not private.
• Distribute call notes after the meeting.
BE INTERACTIVE BE COLLABORATIVE BE “PRESENT”
• Establish ground rules that encourage • In a virtual environment, differences in • Video is the next best way to engage teams
interaction and engagement, including inviting opinions or approaches can be amplified. and stay connected—no matter how far apart
questions, incorporating polls, stopping to Make a concerted effort to invite, listen, and you sit. When using video, attendees are
check in for any questions or technology respond to different perspectives. more likely to turn off distractions, focus on
issues (i.e. bad connection). the discussion, and be more engaged.
• Let attendees know that collaboration can,
• Minimize the meeting duration and maximize and should, continue after the call ends, • Address typical concerns with video
the value of interacting on the call. Ask being clear on the proper channels for follow meetings, including the need to be “camera
attendees to avoid multi-tasking. up points and action. ready” or hide the environment.
9 | © 2020 Deloitte Consulting AG. All rights reserved.
Ideas to (re) imagine the future of how you work
independently and together in teams
HOW I WORK HOW OUR TEAM WORKS HOW OUR TEAM WORK
(INDEPENDENTLY) (REAL TIME) (ASYNCHRONOUS)
• Imagine if you could work from anywhere, at • Imagine if every meeting had a shared • Imagine if your team had one virtual placeto
any-time on your personal or work device(s). agenda that was followed. share ideas, content in a persistent,
contextualized space.
• Imagine if your role on every decision that
• Imagine if the meeting notes from every
your team makes was clear to you and
meeting were available to the team directly • Imagine if you could create a shared
others.
after the meeting was completed in a shared collaboration virtual space that can include
• Imagine if you could spend almost no time format. employees, agents, partners, and customers.
searching for information you need to get
work done. • Imagine if everyone involved in a meeting • Imagine if you could get quick answers from
could see each other to better your team and accelerate your team's ability
• Imagine if you could see other work that had
communicate through visual cues. to deliver results.
been done to learn from it and make sure that
you do not repeat the effort. • Imagine if you could integrate other mission
• Imagine if your team wasted no time getting
• Imagine if you could automate some of the collaboration technology to work. critical systems and applications you use into
routine, boring work you do. one user experience.
• Imagine if you could be the champion to help • Imagine if status reporting type meetings
were cancelled and moved to a non-real • Imagine if when you joined a new team that
transform how your company works to drive
time channel. you could see the history of the
faster innovation and ensure the long-term conversations, decisions, and content to get
success of our company.
• Imagine if it was clear which decisions productive quickly.
needed to be made, who owns those
decisions, and who contributed to those • Imagine if you could get a quick response
decisions. directly from the right person, without
having to go through layers of hierarchy.
10 | © 2020 Deloitte Consulting AG. All rights reserved.Your contacts in Switzerland
Veronica Melian Tobias Sattler
Partner, Human Capital Consulting Leader Switzerland Director, Human Capital Consulting
+41 58 279 6161 +41 58 279 8613
vcmelian@deloitte.ch tsattler@deloitte.ch
Myriam Denk
Partner, Human Capital Consulting
Tanguy Dulac
Director, Human Capital Consulting
Consulting Consumer & Industrial Products Industry Leader
+41 58 279 8096
+41 58 279 6792
tadulac@deloitte.ch
mydenk@deloitte.ch
Matthias Thalmann
Partner, Human Capital Consulting
Alex Hadorn
Director, Human Capital Consulting
+41 58 279 7076
+41 79 424 6646
matthiasthalmann@deloitte.ch
ahadorn@deloitte.ch
11 | © 2020 Deloitte Consulting AG. All rights reserved. 11Global contacts
Steve Hatfield
Erica Volini Global Future of Work Leader | Deloitte Consulting LLP
Global Human Capital Leader | Deloitte Consulting LLP 200 Berkeley Street, Boston, MA 02116
2901 N Central Ave STE 1200, Phoenix, AZ 85012
D: +1 212-618-4046 | M: +1 917-439-8845
D: +1 602-631-5931 | M: +1 617-834-9987 shatfield@deloitte.com | www.deloitte.com
evolini@deloitte.com| www.deloitte.com
Mark Holmstrom
Robin Jones Future of Work Leader | Deloitte Consulting LLP
US Workforce Transformation Leader | Deloitte Consulting LLP 555 Mission Street, San Francisco, CA 94105
30 Rockefeller Plaza, New York, NY 10112 D: +1 415-531-4061 | M: +1 415-652-2160
D: +1 212-313-1706 | M: +1 917-887-0661 markholmstrom@deloitte.com |www.deloitte.com
robijones@deloitte.com | www.deloitte.com
Annie Dean
Karen Pastakia VP of Workforce Transformation| Deloitte Consulting LLP
Future of Work Leader | Deloitte Consulting LLP 30 Rockefeller Plaza, New York, NY 10112
Bay Adelaide Centre, East Tower 8 Adelaide Street West, D: +1 212-436-4013| M: +1203-912-6877
Suite 200, Toronto, ON M5H 0A9 anndean@deloitte.com | www.deloitte.com
D: +1 416-601-5286 | M: +1 416-318-9151
kapastakia@deloitte.com| www.deloitte.ca
12 | © 2020 Deloitte Consulting AG. All rights reserved. 12This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte Consulting AG accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte Consulting AG is an affiliate of Deloitte NSE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NSE LLP do not provide services to clients. Please see www.deloitte.com/ch/about to learn more about our global network of member firms. © 2020 Deloitte Consulting AG. All rights reserved.
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