At the beginning of this year, there was a feeling of confidence in the economy recovery, in the business growth and the number of employees, as well as a general feeling of optimism for 2020. However, in the first months, the scenario has changed completely.
The pandemic came to impact everyone’s lives, and companies were no exception. The impact that was felt (and remains) in organizations took different, intense and unpredictable forms and has required leaders to make crucial decisions, that aimed the business maintenance, sustainability and, consequently, the preservation of jobs. In a post-pandemic world, only organizations with more disruptive business models and a more resilient workforce will be able to survive.
We know that the most agile, flexible and resilient organizations are the ones that adapt most quickly, rethink strategies, capture opportunities and generate feelings of trust in customers and employees, which will undoubtedly bring a positive return and leverage their results in this scenario of crisis.
The new labour model, imposed by the health crisis, showed how autonomous and productive people are, and how flexible they are in managing their tasks. It is possible that this remote working reality, and these hybrid models, can be maintained in the near future, which may represent a challenge in terms of organizational culture. In this management, it is more difficult to carry out actions that promote the involvement and sharing of the organization’s values, maintain the sense of belonging, the union between teams, creativity and the development of internal actions, such as team building, for instance. However, it will only be a matter of adaptation, since the existing digital tools allow to bridge the distance, to maintain an engaging and transparent communication.
It is, therefore, crucial to create dynamics that keep employees involved and committed to the organization while promoting an optimistic and transparent organizational climate.
During these months, each company was able to learn a lot about its organization, and especially about each employee. It was possible to draw lessons on how to deal with unexpected and urgent situations, and how organizations must have their principles and values well defined, as well as the importance of reassuring teams and transmitting confidence in the future.
The truth is that the new reality of remote working demanded a higher capacity for reinvention, and it required a lot of commitment and delivery on the part of all teams. Given the family genesis of the BI4ALL culture, it was possible to continue to promote initiatives that promote social interaction, sharing and the well-being of people. We created alternative solutions to maintain and adapt sessions of sharing knowledge and socializing with colleagues remotely and, it was also possible to add value, through the creation of new initiatives, such as sports and meditations sessions.
All the teams contributed with new ideas and a large workforce, and there was a higher effort to maintain proximity and communication, which are fundamental factors to keep people motivated and aligned with what the organization’s culture is. Most importantly, at BI4ALL, we demonstrated that having a solid culture, based on values of mutual help and pragmatism, are undoubtedly fundamental to our success.
It is difficult to predict how quickly the global economy will recover from the current crisis, and how soon it will be possible to return to normality. However, one thing is indisputable, a well-structured, strong and balanced organizational culture is one of the main factors so that the organization’s employees are always aligned and walk towards the same purpose, objectives and success.
Opinion article published in Info RH – 7th, August, 2020