December is always a month for reflection and this year, there is no shortage of challenges to dissect. The global pandemic has shaken up every part of our lives, but it has also shown us that through adversity, there is great opportunity for growth. This blog post explores ten employer lessons from 2020.
2020 will go down in the history books for many reasons. In years to come, we will look back and remember the year that a global pandemic brought the world to its knees. There is a long list of hurdles, challenges and roadblocks that employers faced everyday – but through the darkest days has also come some valuable lessons. We have learnt that change is inevitable, flexibility was always possible, and employee wellbeing deserves a higher ranking on the management agenda.
The following is 10 lessons for employers from2020:
It used to be that ‘permanent’ employees felt a sense of ongoing security and that organisations believed customers, production and sales were a permanent part of business. 2020 has challenged that mindset and shown us that permanency is a privilege and not a right. It became clear that there are no guarantees in business, and it has never been more important to have an agile workforce that can adapt and pivot to the ‘new normal’.
Irrespective of industry, 2020 has clearly demonstrated that technology is a ‘non-negotiable’. IT professionals have stood up in the face of adversity and delivered solutions to enable whole businesses to be run from kitchen tables. The infrastructure and video conferencing tools have allowed us to remain connected – even when we are miles apart.
Sure, there is still a need and a want for most organisations to have a traditional office space, but the pandemic has demonstrated that there is a different way to work. In many industries, Australians were forced to work from home and this massive movement demonstrated that with the right technology – you can work from anywhere (WFX). With so many workers loving the new way to work, employers are looking at ways to downsize their rental footprint for the corporate office.
Whilst many employers may feel that they have had their fair share of surprises, 2020 has shown that you always need a ‘Plan B’. Perhaps the real lesson is that no one can predict the future and the business model needs to be agile enough to pivot to the landscape. Risk mitigation, ‘saving for a rainy day’ and having the ability to make the tough decisions are critical for any business to survive the unimaginable challenges of 2020 and beyond.
Outside of what is required by workplace law, before COVID-19, many businesses had a conservative approach to flexibility. The pandemichas forced the hand of employers and provided workers with the opportunity to be more flexible in where and when they work.Overnight, traditional and conservative employers have had to ‘jump on board’ and they have seen that when there is a partnership mindset, flexibility is an enabler that drives engagement, productivity and innovation.
COVID-19 did not provide the luxury of time or procrastination for business owners. There was not the opportunity for multiple meetings and work groups prior to critical decisions being executed. Whilst there is always a place in business for careful planning and collaboration, employers have needed the confidence to adapt overnight to unique and never before seen challenges. This has required an unprecedented level of problem solving, decision making and risk analysis from all levels within a business.
It is fair to say that most businesses did not enter 2020 with a plan to combat loneliness. Whilst ‘employee wellness’ was no doubt a broad-brush strategy, it was beyond anyone’s imagination that workers would spend a large part of the year working in isolation. This has created a challenge for organisations as the value of human interaction at work has been tested like never before. Employers have learnt that they need a diverse strategy to connect employees, irrespective of their location.
2020 has shone a much-needed light on traditional roles and structures. Amid ongoing global disruption and the requirement for so many businesses to pivot, many organisations realised that their structure was built to support a workforce that is physically in the office - and roles that once seemed imperative are now redundant. Some employers are now considering Chief Restructuring Officers (CRO) to steer the ship into the new waters with accuracy and conviction. A CRO appointment provides comfort to employers that a specialist mindset can lead the business through the challenges of 2021 and beyond.
Perhaps the biggest lesson of 2020 is that we need to always expect the unexpected. COVID-19 was the surprise that nobody wanted, however the silver lining is that employers were given an opportunity to either pull out their ‘Plan Bs’ from the bottom drawer or to be agile enough to create one in the midst of a global pandemic.
It is fair to say that in 2020, leaders were served the challenge of their careers and many showed the emotional intelligence and resilience to navigate the unknown. Working from home had its hurdles as leaders were faced with conducting important meetings whilst their employee was distracted by home schooling. This created a platform for leaders to show empathy and embrace the imperfect nature of the scenario. Importantly, it allowed leaders to trust their teams and focus on output over hours.
It is true that the graduates from the ‘school of a global pandemic’ may have never wanted the challenges that were presented every day, but arguably employers received a boot camp in business survival. As Australia begins to adapt to ‘COVID-19 normal’, organisations are empowered to be proactive with their reopening strategies and innovative in how they will update the business plan. Stepping outside of your comfort zone is critical to corporate and personal growth, and whilst 2020 has provided its fair share of risk – there has also been great reward in the midst of adversity.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
