The Covid crisis is an opportunity for making the changes we’ve been wanting to make. In the United States, Social distancing began the 2nd week in March. Over the past eight months we’ve been living in a new normal that is likely to be extended into 2021. We don’t know when we will get through this event. Not since the Great Depression have we seen such an abrupt change in employment, the stock market, daily business routines, and our way of living. The changes we are seeing such as remote work, telemedicine, decreased travel, and increased concern for physical and economic health is unprecedented, which makes now the right time to plan for the changes we want to see in our new normal.
How do we see the new normal? How do we operate in the new normal, and how do we begin new daily routines so that we see the new normal as a positive reality and not a threatening reality? Our new Covid environment is an opportunity to talk with others and design new approaches and processes for the 21st century. As Ben Franklin is credited as saying “You may delay, but time will not.” Now is the time for all of us to design our new normal.
Frame a New Mindset of our Future
Our new normal that embraces new conferencing technologies as a daily operating system. Conferencing services such as Zoom, Skype, Google Hangouts, and Cisco Webex are now the primary tools for education, healthcare operations and some types of patient visits, retail, and our contact with each other. While we all are looking forward to gathering and being with each other, our current use of online conferencing and working remotely will be a significant part of our lives and our jobs in the new normal. We should begin to develop a curious mindset that learns how to access and fully use conferencing technologies to improve the health, our lives, our jobs, and our world.
Anchor our Best Selves
Our new normal that includes increased awareness of the value in being fully mentally present with each other when we can be together. The best practices when we are together will include the following: 1. To be fully involved in the reason for the meeting, 2. To be actively listening when others are talking, 3. To ask for clarification on how topics are connected, and 4. To recognize the value of others and to let them know they are an important part of the group. Being socially distant now should increase the value we have for each other when we are socially close in the future.
Adapt to Improve
Our new normal that recognizes we live in, and increasingly are, a global community. As a global community, we will highlight the importance of science, empirical data, and encouragement of health and sustainable practices. Our local, state, regional, and federal organizations will adapt and change themselves in order to improve the physical and economic health for all people in all communities.
We are living in a shared change moment that provides a window for us to see and create a sustainable future. A new mindset of the future, renewed appreciation of others, and continuous adaptation are design elements in the new normal. Let’s not lose this opportunity to be the change you want to see.
The Pandemic is redefining how work is conducted with health and safety taking precedence over profits. This new focus on the health of others provides an opportunity for organizations to renew their focus on people and how jobs are designed. These five elements will help reinvigorate work and clarify the what and why of each job.
2. Interpersonal Contacts
3. Job Leveling and Equity Comparison
4. Accountability Measures
5. Career Mapping
How to Change?
A new mindset of adaptability with online and remote work. Who demonostrate and can talk about concern for fellow employee, mental well being, and company needs.
Who to Involve in the Change
Begin with core group of change supporters that is help each other. From there grow the group to include people who will be directly impacted by the change. The group champions should be as big as 20% of the group being changed.
Identifying and retaining your key talent is the first step in actively managing your company's future. (Count)
Tracking their time and job assignments is the next data element company's use to assess an employee's internal connections to the company. (Tenure)
Base compensation to the external market median is one of key data point. The other critical point is the internal base pay comparison. These two compensation points provide a company with an awareness flag for retaining key talent and possible internal equity pay concerns to be addressed. (Market Median)
Average OTE is the top line cash compensation point that your company can use to communicate with each person on their own base pay relative to the comparative market your company defines. (OTE)
Long Term Incentive awards provide the strategic retention tool for the highest level of leadership. (LTI)