Mary Cassidy is the Head of Regional HR of an international company with operations all over Asia Pacific. The company have had to close all their operations with the announcement of COVID-19. Its key executives have all had to take a 20% pay cut as well as take all their vacation leave for the year plus an additional month of no pay leave. The majority of the staff have been stood down and told when the company is back in business, they will contact them to get back to work.
You are called by your Regional CEO and asked to draw out the key challenges that you and the company will be facing when the organisation returns to business. The company have had great success as one of the 10 most sought after companies to work for in Asia Pacific over the last 5 years in regional surveys. He particularly wants you to look into the question of communication, such as town hall meetings, one-on-one meetings and departmental meetings. He would also like you to look at performance management and coaching, working out guidelines to the departmental managers to assist them to do this remotely and effectively.The other aspect you need to look into is how employee social and community activities can be organised and run effectively when many of the employees will be working remotely. In short, how would you orchestrate the whole employee engagement programmes for the organisation and maintain its status as a company to work for.
What recommendations can you give Mary to implement?