ASSIGNMENT

STRATEGIC HUMAN RESOURCE MANAGEMENT

SUBMITTED TO: Ms. Asvir Naveed

SUBMITTED BY: Muniza Usman (61651031

CLASS: BBA (8th)

LAHORE COLLEGE FOR WOMEN UNIVERSITY LAHORE

Many organizations are using remote working for the first time. The impact of the COVID-19
pandemic is felt across countries, societies and cultures as well as in the workplace. The world as
we know it might never be the same again and the rapid changes taking place will be long-lasting
for years to come. The dynamic nature of the situation presents organizations with difficult
decisions which need to be assessed and changed even by the hour. We have to learn new ways
of working with and managing teams. This requires building positive intent and trust among the
people we work with. We have to help our teams and staff understand that if they can do great
work in offices, they can also do great work staying at home. The key is to adapt and act in the
rapidly changing world.

Coronavirus may cause serious damage to Pakistan. If an outbreak is spreading then a sense of
calm is necessary. Employees should feel that they are in good hands as the management is
concerned about their welfare. Even if companies do not have epidemic-related policies, many
have disaster-preparedness policies that are similar. The World Health Organisation is reaching
out to Fortune 500 employers, asking them to educate their workers.

Throughout Pakistan, most of the people live with large extended families, often in the same
house or the family compound. Epidemic diseases are more dangerous in such societies.
Generally, we hide chronic diseases like cancer, tuberculosis, and HIV positive because of our
social values and strong family bindings.

So, the foremost responsibility of the human resource (HR) department is to build their
employees’ confidence so that in case of any symptoms they inform their manager. HR managers
should educate them that isolation is the only way to stop the spread of the coronavirus virus and
hence is important for them, their families and their coworkers.

JAZZ AND ITS MANAGEMENT OF HRM DURING COVID 19:

Jazz CEO Aamir Ibrahim issued a health advisory. He said: “I want to assure you that in these
difficult times, your wellbeing is my foremost concern. I am also equally aware of our obligation
to provide continuity of our services to millions of Pakistanis who rely on us for their daily
communication, entertainment, banking and information needs.” This message definitely boosts
employees’ morale and engagement with the organization. Many other corporations also issued
these types of advisories for their employees.
HR managers and management should answer the following questions and inform their
employees:

 Are employees required to disclose whether or not they feel ill to management?
 If an employee suspects that one of his colleagues is feeling sick, should he report it?
 When will management decide that the workplace is not safe?
 Which objects such as files, letters, workstations and other shared facilities are protected
and can an employee refuse to share them?
 What is the travelling policy of the organization, especially during this pandemic?
 What can management do if a sick employee refuses to leave the workspace?
 How do management and coworkers treat a person if he is quarantined?
 If an employee is infected by the virus, what is the company’s policy regarding leaves,
medical expenses, wages and salaries?
 What recourses are available if an employee exhausts his leaves and is ineligible for
work-at-home?

These questions boost employee engagement, making them more responsible and helpful.

HR managers should advocate for personal responsibility, inside the organization and outside.
Staff should be encouraged to stock up on medical items, foodstuff and hand sanitizers. In fact, a
list of items that should be stocked up ought to be released. Educating employees helps address
myths, misinformation and fear about the disease.

The workplace should be made safe through repeated fumigations. Wellness programs teaching
good hygiene and the importance of responsible precautions need to be executed through lunch
and learn sessions, emails, posters and other channels.

At the time of writing of this article, official figures of those infected by the coronavirus in
Pakistan were approaching 500. As the figure goes up exponentially, organizations should
prepare for the spread of the virus and develop future work plans accordingly.

The production department can reschedule its plans and service-providing institutions ought to
adopt more precautions. Special advisories should be released for employees of banks and
 hospitals that are more vulnerable and thus arrange office timings with minimum staff. The only
way to beat coronavirus is through precautionary measures and self-isolation.

SIX HR BEST PRACTICES DURING COVID-19

1. Create/Activate an Emergency Response Team

 Ensure that HR is part of an Emergency Response Team. Provide input in the

guidelines to be implemented, gather and share staff and client’s questions and concerns;
inform the team of new developments in employment laws and benefits; share revised
policies; provide strategies to manage remote workers; share risks related to the crisis; and
make sure that values and equity are still at the center of decision-making.

 This team should have established meetings on a regular schedule basis to discuss
updates, initiatives, and communication strategies.

2. Make Communication Deliberate, Consistent, and Over Communicate if Necessary

 Communication and the actions you take should be thoughtful, clear, succinct,
accurate, consistent, and as transparent as possible. This way of communication builds trust.
Work with leadership and your internal communication team to build a robust internal
updates framework and a communication plan.

 Communicate how to report possible cases of COVID-19 exposure or diagnoses.

Reinforce there will be no retaliation for disclosing this information and that their
confidentiality will be treated with the upmost respect. Share with staff the status of
identified cases (keeping confidentiality), how the organization is addressing it, and what
the organization’s next steps are.

 Be proactive! Anticipate answers to questions and concerns you will face. Make it
easy for staff and clients to ask questions via a specific channel of communication that
creates consistency and follow through.
 Create a Frequently Asked Questions (FAQ) document that is easily accessible. Keep
it up-to-date and notify staff of changes to the document.

3. Care for Staff! Employee Wellness and Safety Initiatives

 Keep in constant communication with your employees on their physical and mental
health. Staff should hear from leaders often and feel supported. Practice empathy and
address concerns in a prompt matter.

 Safety is basic and essential. Be forthcoming with hygiene and safety practices.
Mitigate employee’s concerns and anxiety by proactively talking about your organization’s
sanitary health practices, safety and health equipment that you are able to provide, and share
the CDC guidelines for basic precautions.

 Encourage social distancing by asking staff to not only limit travel and large group
gatherings, but also avoid handshakes, hugs, and other physical interactions.

 Continually inform staff of what is included in their benefits plan. Activate your
Wellness Program. Share and connect staff with your Employee Assistant Program as well
as with other Health benefits such as Telehealth.

4. Reconsider Leaves and Policies

 Stay updated. Monitor changes and updates on new employment legislation that
impact employee benefits and leave, like the Families First Coronavirus Response Act
(FFCRA), and communicate those with the Emergency Response Team to develop solutions
around implementation and communication.  

 Define and modify policies, controls, and practices that address these emergencies.
Communicate those changes with transparency through your leadership.

5. Implement Remote Work Strategies

 Social distancing is key for helping slow down the spread of COVID-19. If working
remotely is a possibility, HR should work with IT to ensure the smooth transition to a
remote work scenario.  

 Activate a Communication Phone Tree, to make sure everyone know the channels of
communication in an emergency.

 Create and share a quick guide for supervisors and employees with best practices for
working remotely. This guide should address efforts to encourage health and well-being,
work engagement, boundaries, and the rhythm and pace of remote work. Make sure you set
up a live meeting to share these practices.

6. Avoid Bias, Discrimination, and Exclusion

 Xenophobia, Islamophobia and racism are spreading even more quickly than the
virus itself, and HR must be attentive and continue to build leadership, respect and equity.
Ensure that your organizations talks about this and supports an environment free from
micro-aggressions within your workplace and beyond.

 Ensure that your staff continue to demonstrate respect towards each other and
encourage staff to come forward to HR if they become aware of anti-race comments,
behaviors or jokes. Have clear anti-discrimination policies in place and they are
implemented equitably.