The circumstances surrounding the Coronavirus (COVID-19) are continuing to develop hourly (let alone daily), and with the rapid-fire nature of modern media and social media channels, details vary from broadcast to broadcast, leaving many in the workforce in confusion and fear.
Most are confused about the next steps they should take, either paralysed by fear, worried about their future or in the shock and denial phase of the crisis.
Having a plan is the best course of action for any business, however for many, especially those who have not implemented crisis management plans in the past, we are entering new territory.
The pandemic is creating a constantly changing national condition which has employers feeling the pressure and unfortunately due to the overload of news and information (often contradicting itself) leaders are running the risk of being ambitious in their communication and actions with employees.
Ambiguity leads to confusion and creates more uncertainty and fear. This is something we all need to avoid.
Thankfully, there are steps employers can take to prepare their workforce, encourage certain behaviors and manage the business environment effectively, so employees can continue to remain engaged and reduce the risk of panic and concern.
These steps are the basis of crisis management and often seem commonsense, however, in a crisis it is more difficult to remain calm and think or behave in a considered way.
It is vital for HR professionals that reasonable practices are established and followed, plans put in place and implemented, and most importantly, any action taken has been thoroughly understood, investigated, checked and measured in order to avoid longer term damage to the business.
Every day the boundaries and goal-posts are moving, so it is vitally important that leaders in industry, business and human resources are kept as up to date as possible to avoid generating fear, adding to the confusion or creating workplace dysfunction.
We need to know all we can in order to adapt, innovate and implement new ways of operating during a crisis.
This is why clear communication, accurate information and considered action are required.
Why should you Attend:
If you are in a leadership position, experienced in HR or new to the Human Resources field, have employees or have a concern about how you will manage your people working remotely through this crisis, this presentation will help you to:
- What it means to work remotely. What you can and can't do and how to manage the expectations of salaried and hourly employees
- Setting rules and boundaries and other considerations before you tell people to work remotely
- Technology considerations including issues around security, access, and functionality of what you and your team are being expected to do
- How to ensure work is getting done, tracking time and assisting you to ensure you and the teams in your workplace are being productive, accountable and responsible while working from home
- Keeping up morale and communicating with a remote workforce, including the risk of using unmanageable communication channels such as Instant Messaging programs
- Challenges Federal Contractors face with working remotely while accessing classified information
Managing remote workforces is about setting clear expectations, providing workable systems and processes that can be implemented in home environments and using technology and communication channels wisely. The trouble right now is that there is an overwhelming amount of information, and conflicting directives from multiple sources.
Because Brenda is monitoring the situation constantly and can apply her years of experience to the scenarios playing out, this presentation is vital for you to stay ahead of the changes and to ensure your workplace is functioning and being productive.
As a result of the training you will be better equipped to make decisions regarding the operation of your business, and be able to lead, or assist leaders in the business, and to prepare the business for ongoing change.
Areas Covered in the Session:
Who Will Benefit:
- Learn from up-to-the-moment issues and concerns which are affecting the workplace during crisis
- Understand the impact of crisis including coronaviruses, influenza, and colds have on the workplace and the need for working remotely
- Work through the process you can take to implement remote working practices with systems, reporting and accountability
- Learn how to effectively and clearly communicate the expectations of your workforce surrounding the crisis with employees through company-wide communication channels and trained managers
- Discover how to avoid the risks of miscommunication, hasty decisions made from ambiguity, and the spread of fear
- How to manage both Exempt and Non-exempt employees when the need arises for telecommuting
- What to say and what not to say during a crisis, managing your behavior, communication and leadership style
- Have your specific questions answered regarding creating and managing remote workplaces in crisis
plus more action steps and tips
- Business Owners
- Operators who Employ under 500 Employees
- Experienced HR Generalists
- Administrative Assistants
- Payroll Staff
- Small Business Administrative Assistants
Brenda Neckvatal is an international award-winning HR professional and is often referred to as the “HR Force of Nature” by her clients. Not only does she help business leaders solve their most difficult people issues, she is a specialist in crisis management, government contracting HR compliance, and mentor to women in HR working as an HR department of one.
Featured in Forbes and Inc.com, she started as an HR sprout after a solid fourteen year career in retail management. She really enjoys helping people solve their unique problems, and human resources offered her the ability to support her co-workers in a greater capacity. Having the benefit of working for a total of five Fortune 500 companies, she converted her experience into advising her audience to use tried and trusted best practices that help small businesses achieve their workforce goals.
In her 30 year career in human resources and business, she has consulted to nearly 500 small businesses and C-suite leaders. She has optimized employee effectiveness and helped mitigate the high costs that are associated with making hasty employment related decisions.
Brenda is a devoted volunteer in the Navy SEAL Community and is constantly finding new ways of supporting veterans of Naval Special Warfare.
She dedicates 32 weeks a year working with The Honor Foundation to support the career transition of Special Forces personnel by providing them with her knowledge, insight, and creativity.
Perseverance, integrity, and relentless optimism are just of the few of the ingredients that make up what you experience when meeting and working with Brenda.