Redefining HR Leadership in the New Normal
By Grace C. Sorongon
Given that the COVID-19 crisis is quite unique and unprecedented so to speak, what are the concerns of HR leaders during the new normal?
Having been on lockdown for the last five months, HR leaders have experienced so many things, which, at times, made them feel like they were “super human.” This new abnormal situation did not allow them to plan well, instead react, for the most part, to what was happening around them and address the needs of their respective organizations. At this time, HR leaders needed to move and already plan for a new beginning post-COVID.
Harvard Professor Ranjay Gulati said that the sooner HR leaders get a grip on their situation, the better for them to recoup and pivot quickly. As a matter of fact, when HR leaders look at the future with high enthusiasm and find opportunities to grow, they will ultimately succeed. At this point in time, HR leaders should tolerate ambiguity, failure and rapid changes. They have to be agile and pivot quickly so that they can address any situation that will come their way. During times of abnormality, speed and coming up with alternative courses of action, with a very short lead time, are considered normal and fashionable.
What are their concerns then and now? According to many surveys, these are the top three concerns of HR leaders: health of employees, work arrangements such as work-from-home vs. productivity, and mental wellness.
Since most employees are working from home, the unforeseen effects of this arrangement are challenges which HR leaders have to manage. Working from home will not go away — it will become a permanent arrangement for most, if not all, organizations. It seems that building trust is the number one concern of HR leaders given the work from home set-up and more so that interaction is online or virtual. As HR leaders, they should rate opportunities for ongoing interactions among remote workers, their teammates and managers so that they can keep a healthy trust in relationships.
Because of isolation, many people are feeling down, needing immediate if not quick attention. Burnout, loneliness and depression have to be handled by HR leaders. As HR leaders, what skills set is required for the above concerns? Apart from remaining calm and not buckling down under pressure, they should have compassion and concern for employees. They should show that HR cares. They should also be comfortable with uncertainty. Hence, they should take charge and make decisions in a timely fashion — there is no room to delay any action. To come up with alternative courses of action, given a very short lead time, is in fact admirable than no action at all.
It seems that embracing these qualities and traits are not merely choices which HR leaders can still have. They have to adapt, and it is imperative that HR leaders should have these traits to survive in the new normal.
Come visit and join the John Clements Talent Community.
About the author:
Grace C. Sorongon was the 2013 President of People Management Association of the Philippines. She has been working with John Clements Consultants for more than three decades now. She is a Senior Vice President and is in charge of various corporate projects, steering these projects towards completion. She also manages the operations of Professional Staffers, a business unit within the John Clements group.
