COVID-19 has been an unprecedented challenge in the modern business world that has upended the normal course of business globally. Actions taken to combat the virus on a global level, including social distancing, sheltering in place, and idling of major facets of the economy, have disrupted the typical flow of everyday life and work for people around the world.
Just like life outside of the workplace has been disrupted, the disruption for employees has been very real. This unexpected event has wreaked havoc on the employee life cycle that many organizations have made strides to positively impact over recent years.
The pandemic has forced HR leaders to reinvent their HR strategies and focus on managing the critical touchpoints employees have within their organizations.
Understanding the impact of the pandemic on the employee life cycle allows leaders of organizations to make sure their employees are receiving the best experience possible—now and into the new normal, after the initial COVID-19 response dissipates.
Leveraging critical inflection points across each phase of the employee life cycle will enable organizations to go from reacting to unexpected disruptions to leading their employees through it. Although COVID-19 is very real for us now, unexpected disruptions in the business environment are nothing new.
The following sections highlight priorities your organization should be focusing on in each stage of the employee life cycle during and after unprecedented events.
In the Attracting phase, your organization is trying to cultivate a positive experience for potential candidates. This phase is unique in that efforts are fully committed on people who are not yet employees of the organization. Companies rely on their organizational brand to help attract potential candidates in this phase. What once worked prior to the unexpected event of COVID-19 may not have the same positive impact it once had. To lead your organization in the new normal, consider the following:
In the Recruiting phase, your organization focuses efforts on selecting the best potential employee to join the company. Successful organizations with a strong recruiting function have developed a multichannel approach to actively seek out in-demand talent. These channels typically include job postings, job referrals, advertisements, college campus recruitment, job fairs, and others. To lead your organization in the new normal, consider the following:
In the Onboarding phase, your organization should be laser focused on helping new hires adjust as quickly as possible to their role within the company. The adjustment period includes how quickly the employee learns expectations of their role, the knowledge skills and abilities required of them to be successful, organization values, and attitude and norms that help drive the culture of your organization. The faster employees feel welcomed to the organization, welcomed to their teams, and prepared for their future work, the faster they will be able to make a positive impact and drive the organization forward. To lead your organization in the new normal, consider the following:
In the Developing phase, your organization aims to manage the professional development of its employees. By developing employees professionally, organizations help build the skills of the employees to positively impact the organization, while providing them a best-fit career path within the organization to help retain critical talent. The ability to ensure employees are inherently satisfied and continually challenged breeds strong retention along with organizational growth. To lead your organization in the new normal, consider the following:
In the Separating phase, much like trying to manage the disruption of an unexpected event, your organization is focused on managing the disruption of an employee leaving the organization. In the last stage of the life cycle, an individual can leave the organization as an employee for many reasons—new job with other organization, retirement, new employment, involuntary termination, and others. When an employee leaves a company, this can affect other employees and teams, as well as impact the performance of work. To lead your organization in the new normal, consider the following:
While organizations across the globe are trying to mitigate the impact of such an unprecedented pandemic, they need to ensure they are driving organizational change by optimizing their employee life cycle. Tapping into your organization’s most powerful resource—talent—can be a key step in accelerating not only stabilization but also growth through this crisis.
ScottMadden has worked extensively with leading national organizations. Partnering with clients to develop, implement, and enhance across multiple industries has allowed us to help you quickly respond and adapt in this ever-changing environment—today and into the future. Learn more about our human capital management services and ensure your success under the most pressing circumstances.
ScottMadden has been a recognized leader in corporate and shared services since the practice began decades ago. Our Corporate & Shared Services practice has completed more than 1,900 projects since the early 90s, including hundreds of large, multi-year implementations. Our clients span a variety of industries from energy to healthcare to higher education to retail. Examples of our projects include service delivery strategy and business case development, corporate service assessment and improvement, shared services design, shared services implementation, and shared services improvement.
Sussex Economic Advisors is now part of ScottMadden. We invite you to learn more about our expanded firm. Please use the Contact Us form to request additional information.