Dissertation Report

on

“DEVELOPING EMPLOYEES EXPERIENCE IN THE

NEW NORMAL”

In the partial fulfillment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted to Submitted by
Dr. Pankaj Kumar RASHMI KUMARI
Deptt. Of Management SAP ID: 1000011995
DITU Roll no 196122073

DEPARTMNET OF MANAGEMENT STUDIES,

SCHOOL OF LIBERAL ARTS & MANAGEMENT
DIT UNIVERSITY, DEHRADUN
APRIL 2021

i
 DECLARATION

I hereby declare that, this project title “DEVELOPING EMPLOYEES EXPERIENCE IN

THE NEW NORMAL” is a genuine & bonafide project prepared by me in partial
fulfillment of Master Degree in Business Administration.

The project work is original & conclusions drawn herein are based on the data collected &
analyzed by myself.

To best of my knowledge, this project work has not been submitted by anyone else in any
other institute or university.

Signature of the Candidate

RASHMI KUMARI
SAP ID: 1000011995
Roll no 196122073

ii
 ACKNOWLEDGEMENT

I want to clarify that this is not just a formal acknowledgement but also a sincere note of thanks
and regard from my side. I feel a deep sense of gratitude and affection for those who were
associated with the project and without whose cooperation and guidance this research could not
have been conducted properly.

I would especially like to thank Dr. Pankaj Kumar Faculty of our For taking keen interest
in the completion of my report.

Last but not least I dedicate this effort of mine to those persons who are light of my life: My
Father, Mother, Friends who have been behind every successful endeavor in my life.

RASHMI KUMARI
SAP ID: 1000011995
Roll no 196122073

iii
 CONTENT

SR.NO TOPIC

CHAPTER 1
1
INTRODUCTION 1-19

Chapter 2
2
REVIEW OF LITERATURE 20-22

CHAPTER 3
2
RESEARCH METHODOLOGY 23-26

CHAPTER 4
3
DATA ANALYSIS AND INTERPRETATION 27-34

CHAPTER 5
4
FINDINGS 35—37

SUGGESTIONS

CONCLUSION

BIBLIOGRAPHY 38
5

iv
 CHAPTER 1
it

INTRODUCTION

1
 CHAPTER 1 it

INTRODUCTION

COVID-19 has swept through workplaces like a hurricane, scattering employees in every
it it it it it it it it it it it it

direction, exposing many to new risks, and redefining what workers need to do their
it it it it it it it it it it it it it it

jobs safely, efficiently, and effectively. At the same time, customers‘ needs and
it it it it it it it it it it it it

expectations have changed drastically, too. As interactions have moved online and it it it it it it it it it it it

economic pressure has made revenue a matter of brand survival, the touch points where
it it it it it it it it it it it it it it

the customer journey and employee journey intersect — moments when a brand can
it it it it it it it it it it it it it

create (or lose) value — have become even more critical than they already were, both in
it it it it it it it it it it it it it it it it

ways that can easily be counted, such as revenue, and in ways that cannot, such as
it it it it it it it it it it it it it it it it

emotional connections. it

After the disruptive ‗New Normal‘, we now gear up to face the ‗Return of the New
it it it it it it it it it it it it it it it it

Normal‘. The environment in which we operated before the onset of new normal seems
it it it it it it it it it it it it it it

like a distant past and it is unlikely that things will get back to those days soon. With
it it it it it it it it it it it it it it it it it it

dispersed workforce, virtual connect, digital collaboration and increased uncertainty,

it it it it it it it it it

creating unique employee experience has become even more important. Employee
it it it it it it it it it it

experience, aligned to business requirements, is one of the crucial factors that

it it it it it it it it it it it it

differentiate companies from good to great. It is a long-term initiative and satisfaction

it it it it it it it it it it it it it

derived from investing in employee experience stays for a much longer time than any
it it it it it it it it it it it it it it

tangible benefits. Many business leaders ranked it as the most prominent because it adds
it it it it it it it it it it it it it it

business value, improves productivity, engages workforce and is one of the reasons
it it it it it it it it it it it it

organisations top the chart on most of the Great Place to Work parameters. it it it it it it it it it it it it

The emergence of the term employee experience represents a recognition by business

it it it it it it it it it it it it

leaders that a need to invest in the environment, interactions and structure of what an
it it it it it it it it it it it it it it it

employee experiences during their time with a company exists.

it it it it it it it it

After decades of worrying about things like satisfaction and engagement, many human
it it it it it it it it it it it it

resource teams have turned to examining and measuring the quality of the employee
it it it it it it it it it it it it it

experience instead as it encapsulates all of the aforementioned aspects of their

it it it it it it it it it it it it

employment. This approach gives employers a more holistic understanding of what it it it it it it it it it it it

workers experience during an average day as well as over the entire life cycle of their
it it it it it it it it it it it it it it it it

2
employment, from recruitment to hiring, onboarding, engagement, development and so it it it it it it it it it it

on.

Looking at the employee life cycle through the lens of experience provides insight into
it it it it it it it it it it it it it it

how HR can help employees improve their overall health and success.
it it it it it it it it it it it

A good employee experience has a powerful effect, as workers are more engaged, more
it it it it it it it it it it it it it it

committed to mapping out a future with the company and become evangelists for the it it it it it it it it it it it it it it

company name when it comes time to recruit new team members. it it it it it it it it it it

COVID-19 has become a huge worry for the Globe. The social and economic impact of it it it it it it it it it it it it it it it

the COVID-19 pandemic will be far-reaching and devastating for all. In this globally
it it it it it it it it it it it it it

connected world, every country will get impacted by the devastation caused by the
it it it it it it it it it it it it it

pandemic. The COVID-19 is likely to lead to certain permanent or long-lasting. By the

it it it it it it it it it it it it it it

time, when the pandemic ends, we will probably see a new world, a new lexicon, a new
it it it it it it it it it it it it it it it it it

social norm with far-reaching economic and social destruction. When the COVID-19
it it it it it it it it it it it

outbreak started spreading across the world, thousands of people started facing severe
it it it it it it it it it it it it

health issues and death rates increased. The only way to stop the spread of the pandemic
it it it it it it it it it it it it it it it it

was to stop all social and economic activities in the affected countries for an indefinite
it it it it it it it it it it it it it it it

period of time. This led many countries to impose complete lock-down all across the
it it it it it it it it it it it it it it

globe which is still going on going on. In such a scenario all business activities, across
it it it it it it it it it it it it it it it it

all industries were completely stopped. The lockdown impacted various sectors of
it it it it it it it it it it it

varying degrees. For example, airlines, hospitality, hotel, the manufacturing industry is
it it it it it it it it it it it

totally stopped and will take a long time to come out of this situation, if at all. Millions
it it it it it it it it it it it it it it it it it it

of people in these sectors are likely to lose jobs in these sectors. COVID-19 pandemic
it it it it it it it it it it it it it it it

caused enormous disruption in businesses, which will take years to recover, if at all. The
it it it it it it it it it it it it it it it

disruption is likely to lead to the permanent shut down of many businesses, unable to
it it it it it it it it it it it it it it it

bear the financial losses and disruptions caused by the pandemic. To get over the current
it it it it it it it it it it it it it it it

situation, companies are trying to run offices and administration jobs through the "Work
it it it it it it it it it it it it it

from Home" mode. Companies are trying to cope up with economic turbulence caused
it it it it it it it it it it it it it

due to COVID 19 through the usage of disruptive technology by working from home
it it it it it it it it it it it it it it

concept. Earlier work from home was an acceptable business practice only in IT and
it it it it it it it it it it it it it it

Technology sectors. However, other industry sectors were reluctant to adopt WFH as a it it it it it it it it it it it it it

good business practice. The biggest business change that we can see today, forced by
it it it it it it it it it it it it it it

the global spread the pandemic, is that many companies have been forced to
it it it it it it it it it it it it it

3
implementing Work from the Home model for their employees. During the last 2 it it it it it it it it it it it it it

months, companies have found significant benefits in the WFH. Most companies, going
it it it it it it it it it it it it

forward, are looking at WFH as an integral business model. The WFH mode is helping
it it it it it it it it it it it it it it it

some industries and functions in keeping its operations going, in a limited way. This
it it it it it it it it it it it it it it

research paper analyses the positives and negatives aspects of work from the home
it it it it it it it it it it it it it

concept as during this COVID-19 crisis, people working on WFH, are compelled to live
it it it it it it it it it it it it it it

in social isolation and emotional distancing. One can balance the responsibilities of
it it it it it it it it it it it it

work-life domains, especially when life domain needs as much attention as to work,
it it it it it it it it it it it it it

during these difficult times. The study has focused on the impact of the COVID-19 virus
it it it it it it it it it it it it it it it

pandemic on the working life of employees. This research paper also emphasizes how
it it it it it it it it it it it it it

employers as well as HR managers are required to think out of the box and bring forth
it it it it it it it it it it it it it it it it it

best practices as well as redefining HR roles during any adversity. This research paper
it it it it it it it it it it it it it it

will also give light on few important issues such as People-Connect, adoption of a
it it it it it it it it it it it it it it

system of Skilling, re-skilling, Up-skilling and multi-skilling people about technology,

it it it it it it it it it it

design thinking, storytelling, analytics, Artificial intelligence to prepare our workforce to

it it it it it it it it it it it

become more competent and talented by enhancing their skill set.

it it it it it it it it it

However, it is not only about balancing life but also facing challenges to perform and
it it it it it it it it it it it it it it it

bring productively as the scenario demands.

it it it it it

WFH can be beneficial at times and can have drawbacks too. This current pandemic
it it it it it it it it it it it it it it

have forcefully allowed the HR personnel to re-design, re-framing the policies of the
it it it it it it it it it it it it it

organisation again in the new aspects. The challenges for any HR is to continue their it it it it it it it it it it it it it it it

workforce to be motivated, proactive, committed and dedicated toward their employer

it it it it it it it it it it it

while been positive and stay productive in the times for current circumstances.
it it it it it it it it it it it

1. People Connect
it it

As soon as the lockdown was announced there was a haphazard situation among the
it it it it it it it it it it it it it it

corporate world and its employees as 80% of the employees shifting toward their
it it it it it it it it it it it it it

hometown and merely 20% of less than were staying in the remote areas so it was a
it it it it it it it it it it it it it it it it it

challenging thing for and HR of the organization to get back people at work as soon as
it it it it it it it it it it it it it it it it it

possible. Not every home has a office type environment so before any work the has to
it it it it it it it it it it it it it it it it

manage and reconnect every employees before an hour.

it it it it it it it

4
2. Maintaining Normalcy
it it it

It important for the employers to lay the ground work of the employees working from
it it it it it it it it it it it it it it it

home to establish and maintain normalcy whatever normal may mean in this current
it it it it it it it it it it it it it

circumstances. Its includes establishing and agreeing upon the goals of the employees it it it it it it it it it it it it

along with regular measurement achieving goals. Management should also focus on the
it it it it it it it it it it it it

light that how transitioning working from home remotel.

it it it it it it it

3. Social Distancing
it it it

Social distancing means keeping people apart to help reduce the spread of coronavirus
it it it it it it it it it it it it it

(COVID-19). Where possible, you should keep people 2m apart. If this is not possible, it it it it it it it it it it it it it it

consider additional control measures. it it it

4. Collaboration
it

Collaboration is the biggest challenge that company faces, when they allow employees to it it it it it it it it it it it it it

work from home. Effective collaboration goes much beyond just ensuring that people
it it it it it it it it it it it it

login for meetings. Companies need to provide a good collaboration tools for the
it it it it it it it it it it it it it

employees.

5. Security
it

Firms who deal with lot of confidential client‘s information that the employees working
it it it it it it it it it it it it it

from a secure and sound environment when they working remotely. The first step to
it it it it it it it it it it it it it it

ensure that the company provide right and secure software and enable automatic update
it it it it it it it it it it it it it

not just laptops but phones and other personal gadgets that employees might use to
it it it it it it it it it it it it it it

access data. it

6. Policy Framework
it it

Previously, employees hesitate working from as it would hamper their appraisal by

it it it it it it it it it it it it

performance and bonus. In the firm when it is largely seen working remotely as an
it it it it it it it it it it it it it it it

exception. This perception was possibly accurate. An employee may have to ask their
it it it it it it it it it it it it it

manager or negotiate the benefit on the case- by- case basis. Companies want to
it it it it it it it it it it it it it it

embrace office less future will have to put in effort to work in a remote way ensuring
it it it it it it it it it it it it it it it it it

managers do not harbour negative biasness among the employees.

it it it it it it it it

5
Designing Employees Experience in New Normal it it it it it

Employee experience, aligned to business requirements, is one of the crucial factors that
it it it it it it it it it it it it it

differentiate companies from good to great. It is a long-term initiative and satisfaction

it it it it it it it it it it it it it

derived from investing in employee experience stays for a much longer time than any
it it it it it it it it it it it it it it

tangible benefits. Many business leaders ranked it as the most prominent because it adds
it it it it it it it it it it it it it it

business value, improves productivity, engages workforce and is one of the reasons
it it it it it it it it it it it it

organisations top the chart on most of the Great Place to Work parameters. After the
it it it it it it it it it it it it it it it

disruptive ‗New Normal‘, we now gear up to face the ‗Return of the New Normal‘. The
it it it it it it it it it it it it it it it it

environment in which we operated before the onset of new normal seems like a distant
it it it it it it it it it it it it it it it

past and it is unlikely that things will get back to those days soon. With dispersed
it it it it it it it it it it it it it it it it

workforce, virtual connect, digital collaboration and increased uncertainty, creating

it it it it it it it it it

unique employee experience has become even more important.

it it it it it it it it it

A positive employee experience is to be developed from day one because its effects felt
it it it it it it it it it it it it it it it

at any point in time during the employee lifecycle. A few initiatives to exemplify
it it it it it it it it it it it it it it

employee experience are: it it

Use of digital tools and technology solutions for recruitment

it it it it it it it it

The talent function has seen exponential change during the pandemic. There was upsurge
it it it it it it it it it it it it it

of technology solutions, digital platforms and online tools which enabled smooth
it it it it it it it it it it it

recruitment process, though offices were closed. Data and AI was used reaching out to
it it it it it it it it it it it it it it

talent, far and wide. Various software solutions saved time and effort to find best of
it it it it it it it it it it it it it it it

talent.

6
Virtual modes of connecting with candidates was a welcome change from having the
it it it it it it it it it it it it it

candidates travel to offices for a meeting in person. While not undermining the it it it it it it it it it it it it it

importance of face-to-face discussions, this platform was found to be equally effective

it it it it it it it it it it it it

and should become a plausible option. Appropriate use of online platforms and
it it it it it it it it it it it it

automation will improve candidate experience and will make the whole process it it it it it it it it it it it

appealing. It also strengthens the employer brand and creates an impression of an

it it it it it it it it it it it it it

inclusive employer. it

Virtual onboarding with a personal touch it it it it it

Creating a unique and happy onboarding experience is impactful as it communicates

it it it it it it it it it it it it

culture of the organisation. With most of the functions shifting to remote working, there
it it it it it it it it it it it it it it

is little scope for personal interactions with colleagues or to go around the office to get
it it it it it it it it it it it it it it it it

a feel of the workplace.

it it it it

Automating onboarding takes care of every nuance, which starts much before joining. it it it it it it it it it it it it

On day one, whether an employee reaches office or operates from home, virtual
it it it it it it it it it it it it it

welcome by educating on the company culture, values, introducing the team, orientation
it it it it it it it it it it it it

on policies, HR, Finance and other processes as well as ensuring to narrate distinct
it it it it it it it it it it it it it it

stories all along, will create a wonderful first impression. Using technology with a
it it it it it it it it it it it it it

humane approach and selectively calling the incumbent to office occasionally, will create
it it it it it it it it it it it it

a delightful onboarding employee experience.

it it it it

Learning with enhanced focus on reskilling and upskilling it it it it it it it

Learning initiatives are given importance in every organisation for self-development,

it it it it it it it it it it

career growth or enhancing talent mobility. During the past couple of months interesting
it it it it it it it it it it it it it

changes were witnessed on what the employees were expected to deliver. Some new
it it it it it it it it it it it it it

roles emerged, some old ones turned obsolete and some roles just got moulded and
it it it it it it it it it it it it it it

modified. Those employers and employees thrived who were prepared to face the
it it it it it it it it it it it it

emerging unforeseen changes. Taking a cue from this, organisations should constantly
it it it it it it it it it it it

invest in reskilling and upskilling the workforce, both in their own domain or
it it it it it it it it it it it it it

transferable skills across domains. Creating a personalized learning journey by it it it it it it it it it it

identifying skills that cut across all businesses and functions like creativity, taking
it it it it it it it it it it it it

initiative, navigating through disruption, multi-disciplinary thinking, empathy and a

it it it it it it it it it

humanitarian approach to problem solving is what businesses should focus on. Also, one it it it it it it it it it it it it it

7
should realize that enhancement of learning is not directly proportional to the number of
it it it it it it it it it it it it it it

programmes created/attended but based on designing need-based learning solutions.

it it it it it it it it

Engagement, R&R and Benefits for new ways of working it it it it it it it it

Better employee experience creates an engaged workforce and an engaged workforce

it it it it it it it it it it it

leads to enhanced productivity of the organisation. In the post-Covid world, the

it it it it it it it it it it it it

intangible benefits are the ones that created exceptional employee experience.
it it it it it it it it it

Frequent formal and occasional informal virtual meet across teams and functions brought
it it it it it it it it it it it it

employees together on a common platform to enhance bonding as well as manage

it it it it it it it it it it it it it

feeling of seclusion due to distant working.

it it it it it it

Apart from engagement surveys, , having structural initiatives for listening to the
it it it it it it it it it it it it

concerns of employees, to get a real time feedback will help to set things right then and
it it it it it it it it it it it it it it it it it

there. Supporting employees in having a fixed schedule during WFH and managing
it it it it it it it it it it it it

overlap of work and office space, will create enabling employee experience.
it it it it it it it it it it

Rewards and Recognition should focus on encouraging innovation, creativity, teams that
it it it it it it it it it it it

collaborate frequently, managers who engage with teams without any specific agenda,
it it it it it it it it it it it

learning without intending to gain brownie points and leaders who focus on nurturing
it it it it it it it it it it it it it

relationships.
Benefits were looked at from a very different perspective during and post Covid. Cross-
it it it it it it it it it it it it it

functional teams, taskforce and emergency helplines were created overnight to manage
it it it it it it it it it it it

employee concerns. Institutional accommodation facilities in hotels, college hostels and

it it it it it it it it it it

company guest houses were converted into isolation centres for self-quarantine, which
it it it it it it it it it it it

employees can utilize. Corporate buffer was released if the insurance limit was
it it it it it it it it it it it it

insufficient to meet the hospitalization. What is prominently needed is the emotional

it it it it it it it it it it it it

connect, round the clock support, constant communication channels and showing
it it it it it it it it it it

empathy in interactions. it it

Policies and SOP’s (Standing Operating Procedure) to stay compliant and relevant
it it it it it it it it it it

Right policies at the right time help organisations to excel. The existing ones will no
it it it it it it it it it it it it it it it

longer be relevant during changing times. Work from home, which was otherwise
it it it it it it it it it it it it

unacceptable in the pre-Covid era, became a necessity. Depending on the type of it it it it it it it it it it it it it

8
operations, companies had to decide whether they should shift their entire workforce to
it it it it it it it it it it it it it

remote working or adopt a hybrid model.

it it it it it it

Policies on WFH, associated behaviours, technology and IT support were designed, as

it it it it it it it it it it it it

this new norm was likely to continue for long. Policies were also modified due to a
it it it it it it it it it it it it it it it it

change in government regulations, disciplinary issues and adhering to the law of the
it it it it it it it it it it it it it

land. Employee wellness, safety requirements, clear accountabilities and keeping

it it it it it it it it it

workforce motivated remained prominent throughout. The number of new policies

it it it it it it it it it it

introduced in the past five months were never witnessed before. Employees should be
it it it it it it it it it it it it it

made aware of the premise for these changes to create transparency and adoption to
it it it it it it it it it it it it it it

these policies.
it

Performance, for improved effectiveness it it it

When employees are worried about jobs, health and safety, performance and productivity
it it it it it it it it it it it it

is not at its peak. Coping with restrictions everywhere, a herculean task is to keep the
it it it it it it it it it it it it it it it it

sanctity of the performance management process and employee motivation. Managers

it it it it it it it it it it

must understand the nuances of measuring team performances by use of technology and
it it it it it it it it it it it it it

virtual quality dialogues. They should be sensitive to employees not being able to
it it it it it it it it it it it it it

perform due to isolation, being disconnected from team or any other personal reasons.
it it it it it it it it it it it it

The new normal has warranted changes in strategic objectives, goals, KRAs and how we
it it it it it it it it it it it it it it

measure performance. Redistributing weightage by giving prominence to safety and

it it it it it it it it it it

wellness, adapting to outcome orientation, including behavioural performance indicators

it it it it it it it it it

and giving more weightage to collaborative efforts will prepare teams for success in ever
it it it it it it it it it it it it it it

changing times. For years together, rewards were linked to performance. In the post-
it it it it it it it it it it it it

Covid world, for obvious reasons, organisations will have to also redesign the reward
it it it it it it it it it it it it it

strategy for organisational sustenance and employee morale.

it it it it it it

Designing an ultimate and impactful employee experienceit it it it it it

Irrespective of the type of industry, employee experience is predominant and intangible.

it it it it it it it it it it it it

Businesses emerged stronger which built better enabling environment for employees
it it it it it it it it it it

where they were able to manage digital fatigue, feel connected amidst scattered
it it it it it it it it it it it it

disconnection and maintain overall wellbeing – physical, mental and emotional. it it it it it it it it it

9
To flourish, it is time for organisations to create an ―I am there‖ feeling for employees.
it it it it it it it it it it it it it it it it

Strong relationships can be built when we are able to sense, touch, feel, listen and create
it it it it it it it it it it it it it it it it

an experience where we are connected through digital mode despite being physically
it it it it it it it it it it it it

distant.

What’s next for Employee Experience? 5 Stages to a new normal

it it it it it it it it it it

As alarming as the original disruption COVID-19 introduced was, businesses face yet
it it it it it it it it it it it it

even more change and areas to navigate ahead. And these areas come from an unlikely
it it it it it it it it it it it it it it it

place - the return to new normal.

it it it it it it

As anyone who has gone through major change or transition knows, even positive
it it it it it it it it it it it it it

changes, ones that we desperately want, can be disruptive and stressful. HR is now
it it it it it it it it it it it it it it

playing a critical role to lead organizations through this transition. In fact, some of the
it it it it it it it it it it it it it it it

most foundational challenges facing businesses right now fall on the shoulders of HR.
it it it it it it it it it it it it it

But this is uncharted territory.

it it it it

What makes this looming transition especially difficult is that different regions,
it it it it it it it it it it it

countries, industries, organizations and even teams within organizations will enter
it it it it it it it it it it

different phases at different times and will face unique challenges attempting to
it it it it it it it it it it it it

normalize the employee experience . Thus, it‘s difficult to generalize the best practices
it it it it it it it it it it it it it

that organizations should employ to manage through this.

it it it it it it it

Nevertheless, we are observing 5 distinct stages that all organizations are facing and will it it it it it it it it it it it it it it

face as they transition to a new normal. And importantly, the employees experience
it it it it it it it it it it it it it

priorities organizations should emphasize differ at each stage.it it it it it it it

Five Stages of Transitioning to a New Normal

it it it it it it it

5 Stages Transitioning
it it

1. React

2. Plan for Return it it

3. Intial Return it

4. Scaling up it

5. New Normal it

10
1.React. This stage describes most organizations‘ immediate reaction to the COVID-19
it it it it it it it it it it it

pandemic. Most of us are past this stage already. For the organizations that we‘ve it it it it it it it it it it it it it it

studied during these last two months, the emphasis has been on business continuity,
it it it it it it it it it it it it it

employee health and wellbeing, remote work enablement and equipping front-line and
it it it it it it it it it it it

essential, onsite workers. it it

2.Plan for Return. This is the stage that many organizations are in now, preparing for a
it it it it it it it it it it it it it it it it

return to some of their pre-COVID-19 operations and processes, such as a potential

it it it it it it it it it it it it it

return to the office for remote workers. The most prominent employees experience
it it it it it it it it it it it it

priorities here are employee readiness to return (or whether to return at all), employee
it it it it it it it it it it it it it it

health and wellbeing, workspace distancing adjustments and the many new legal and
it it it it it it it it it it it it

compliance issues organizations face in doing so. In his recent article, describing how it it it it it it it it it it it it it

many Manufacturers have already progressed through this stage, Josh Bersin provides
it it it it it it it it it it it

resources for HR professionals as they face these issues. it it it it it it it it

3.Initial Return. This is yet another stage that many organizations are going through
it it it it it it it it it it it it it

right now or are nearing. In many ways, this is the stage that we‘ve been hoping and
it it it it it it it it it it it it it it it it it

waiting for, as it represents a real move to some semblance of normalcy. The employees
it it it it it it it it it it it it it it it

experience priorities at this stage will differ from organization to organization and team
it it it it it it it it it it it it it

to team but for organizations returning to onsite work, health and safety protocols are
it it it it it it it it it it it it it it

top of mind. These include symptom checkers, contact tracing tools, and new workplace
it it it it it it it it it it it it it

safety policies and equipment. For organizations whose business operations have shifted,
it it it it it it it it it it it

such as in financial services, healthcare and retail, they will face massive workforce
it it it it it it it it it it it it it

reskilling challenges and hiring new talent, some from talent pools they have never
it it it it it it it it it it it it it

tapped before. it

4. Scaling Up. This may be the most challenging phase as organizations and employees
it it it it it it it it it it it it it it

struggle with balancing old habits and creating new, necessary norms. In his recent
it it it it it it it it it it it it it

article, Bruce Temkin describes this as a ―tug of war‖. In addition to continued

it it it it it it it it it it it it it it

workforce training and hiring activity, people leader development will be the key priority
it it it it it it it it it it it it it

at this stage. This is also the stage where organizations must prepare for the possibility
it it it it it it it it it it it it it it it

that they may have to return to earlier stages due to new waves of the virus. Yet, this
it it it it it it it it it it it it it it it it it it

stage also offers a golden opportunity for many to reshape their cultures and capitalize
it it it it it it it it it it it it it it

on the positive side effects we‘ve witnessed during this crisis (increased virtual
it it it it it it it it it it it it

connectedness, sense of humanity, etc.). it it it it

11
5.New Normal. This final stage is the one all organizations aspire to. At this stage,
it it it it it it it it it it it it it it it

organizations must acknowledge that some of the employee experiences they‘ve

it it it it it it it it it it

delivered in the past will no longer be relevant. New and adjusted ―moments that
it it it it it it it it it it it it it it

matter‖ will appear, such as new onsite safety protocols and augmented hiring and
it it it it it it it it it it it it it

onboarding practices. It is also very likely that the dramatic experiences of many
it it it it it it it it it it it it it

employees over these last two months will change their expectations of their employers
it it it it it it it it it it it it it

in the future. This means that employees will perceive old processes and policies
it it it it it it it it it it it it it

differently in the new normal. it it it it

Some of the Positive and Negative impact on the Employees Working from Home
it it it it it it it it it it it it

With increasing numbers of employees working at home - or using home as a working

it it it it it it it it it it it it it it it

base, some of the positive impact on the employees working from home are as follows:
it it it it it it it it it it it it it it

 Flexibility and agility - home working enables more agility and flexibility in it it it it it it it it it it it it

working arrangements. With employees no longer tied to an office, they may be

it it it it it it it it it it it it it

better placed and more willing to work flexible hours such as earlier or later in
it it it it it it it it it it it it it it it

the day or even at weekends. This may help you meet certain business needs eg
it it it it it it it it it it it it it it it

if you are trading with customers residing in a different time zone.

it it it it it it it it it it it

 Improved employee retention - home working can help retain employees as the it it it it it it it it it it it it

flexibility of home working can help them meet childcare needs, reduce their it it it it it it it it it it it it

commute and enable them to fit their work around their personal life. Being
it it it it it it it it it it it it it

allowed to work from home, staff will also feel increased levels of trust from
it it it it it it it it it it it it it it

their employer, which can contribute greatly to staff loyalty.

it it it it it it it it

 Attract new talent - home working can be offered as an incentive to come and
it it it it it it it it it it it it it it it

work for you helping you to attract new talent to your business. Even just
it it it it it it it it it it it it it it

offering the option to work from home will give you an advantage in the job
it it it it it it it it it it it it it it it

market over competitors that don't offer home working as an option to their staff.
it it it it it it it it it it it it it

 Increased productivity - due to fewer interruptions, which would normally occur it it it it it it it it it it it

in an office environment. By contrast, working from home allows for a quieter

it it it it it it it it it it it it it

environment that can facilitate more focused work. You may also find that it it it it it it it it it it it it

employees will work longer hours as they can also use their time saved from it it it it it it it it it it it it it it

commuting to start work earlier, later or both. it it it it it it it

12
 Increased staff motivation - by working from home staff will feel more trusted it it it it it it it it it it it it it

by their employer as the working relationship isn't as closely monitored and

it it it it it it it it it it it it

employees are allowed a degree of autonomy to get on with their work. Staff will it it it it it it it it it it it it it it it

also be happier developing a home working routine that suits them better and this
it it it it it it it it it it it it it it

can contribute towards them feeling more motivated to give their best.
it it it it it it it it it it

 Improved staff health and wellbeing - working from home eliminates the need it it it it it it it it it it it it

for a commute to work that can be stressful to your employees. Time savings
it it it it it it it it it it it it it it

such as this also enables staff to get extra health benefits such as additional
it it it it it it it it it it it it it it

sleep, spending more time with family, exercising or preparing healthier meals.
it it it it it it it it it it

 Financial benefits - savings on office space, office supplies, utility bills and
it it it it it it it it it it it it

other facilities. Staff may also be able to take advantage of the tax relief
it it it it it it it it it it it it it it

available from HM Revenue & Customs (HMRC) for working from home - see
it it it it it it it it it it it it it

claim tax relief for your job expenses - working from home.
it it it it it it it it it it

 Convenience - you may have staff that do a lot of visits to customer locations it it it it it it it it it it it it it it it

and are therefore not regularly in the office. Allowing them to base themselves
it it it it it it it it it it it it it

from home may be more convenient and leads to further time and costs savings.
it it it it it it it it it it it it it

 Better work/life balance - working from home can help employees improve their
it it it it it it it it it it it it

work-life balance e.g. Staff that would have had to commute will now be able
it it it it it it it it it it it it it it it

to use that time for themselves giving the basis for a better work-life balance.
it it it it it it it it it it it it it it

Staff are also able to fit in household chores around their working day giving
it it it it it it it it it it it it it it

them more free time in the evenings e.g. Loading or unloading the dishwasher or
it it it it it it it it it it it it it it

preparing dinner on their lunchbreak. it it it it

 Technology makes it easier - the internet has made it possible for staff to be it it it it it it it it it it it it it it it

continually connected to the office. Tools such as Skype have made it it it it it it it it it it it

communication between colleagues and teams much easier and at times can lead it it it it it it it it it it it it

to more efficient and effective meetings.

it it it it it

 Less sickness absences – staff are more likely to feel happier and more
it it it it it it it it it it it it it

energised working from home and therefore less chance of their immune system
it it it it it it it it it it it it

being negatively impacted by burnout. Also, the fact that employees are working
it it it it it it it it it it it it

13
 in isolation there is less chance of infections spreading as would be the case
it it it it it it it it it it it it it it

within an office environment. it it it

 Less need for regular holidays - working from home can feel like a break from
it it it it it it it it it it it it it it it

the office even though staff are still working. Working from home staff will feel
it it it it it it it it it it it it it it

more energised and will be able to spend more time with their family and
it it it it it it it it it it it it it it

therefore will not feel the need to take as much leave. However it is your duty as
it it it it it it it it it it it it it it it it it

an employer to ensure staff take their holidays - see know how much holiday to
it it it it it it it it it it it it it it it

give your staff. it it

With increasing numbers of employees working at home - or using home as

it it it it it it it it it it it it it

working base, some of the negative impact on the employees working from home
it it it it it it it it it it it it it

are as follows:
it it

 Working from home doesn't suit everyone - working from home might not be
it it it it it it it it it it it it it

suited to everyone's personality or ability. Some employees might prefer the

it it it it it it it it it it it

routine and structure that working in an office environment provides them. Some
it it it it it it it it it it it it

staff may prefer personal interaction with colleagues and also find face-to-face
it it it it it it it it it it it

guidance with their manager extremely beneficial in helping them complete tasks
it it it it it it it it it it it

and achieve their goals. You also need to be mindful of employees with a
it it it it it it it it it it it it it it

disability. Working from home may have a negative impact on the support they
it it it it it it it it it it it it it

need to do their job. Working from home may also not fit in with everyone's
it it it it it it it it it it it it it it it

home-life eg some people may have young children that may be unaware of
it it it it it it it it it it it it it

boundaries and cause interruptions during the working day. Others may not have it it it it it it it it it it it it

the physical space required to create a suitable dedicated working area.

it it it it it it it it it it

 Staff feeling isolated - individuals working from home may feel a disconnect
it it it it it it it it it it it it

from their colleagues and organisation as a whole that an office environment

it it it it it it it it it it it it

naturally it allows. it To it address it this it issue it employers it could it ensure it that it

communication is more regular. So, by scheduling quick catch-ups by phone or it it it it it it it it it it it it

regular team meetings through other technologies like Skype, staff are given more
it it it it it it it it it it it it

opportunity to feel involved and part of the team. More informal and social catch- it it it it it it it it it it it it it

ups would also help counteract any feelings of isolation.

it it it it it it it it

 Difficulty monitoring performance - there could be difficulty managing home

it it it it it it it it it it

workers and monitoring their performance. Different personalities may also

it it it it it it it it it

14
 respond to monitoring with varying degrees of positivity. You could look at
it it it it it it it it it it it it

setting goals and targets with workers that are easily measured so that if their
it it it it it it it it it it it it it it

targets aren't being met you can identify and remedy any performance issues at
it it it it it it it it it it it it it

an early stage.
it it

 Home distractions - although home working removes the distractions that may
it it it it it it it it it it it

occur in the office if a worker doesn't have a suitably quiet dedicated working
it it it it it it it it it it it it it it

space at home, they may get easily distracted by household noises or other
it it it it it it it it it it it it it

members of their household. it it it

 Potential burnout - where an office provides a clear physical distinction between

it it it it it it it it it it it it

work and home life, working at home can lead to staff forgetting to differentiate
it it it it it it it it it it it it it it

between work-life and home-life. This may lead to employees finding it difficult
it it it it it it it it it it it it

to know when to switch off from work leading to longer hours, increased stress
it it it it it it it it it it it it it it

and inevitable burnout. Employers should encourage their staff to take regular
it it it it it it it it it it it

breaks and remind them of the importance to take their leave.

it it it it it it it it it it

 Cost of working from home - initial costs of training and providing suitable
it it it it it it it it it it it it it

equipment such as laptops, mobile phones and other IT equipment. You will alsoit it it it it it it it it it it it it

have to consider adaptations to meet health and safety standards.

it it it it it it it it it

 Problems with staff development - you may find that not having staff in close
it it it it it it it it it it it it it it

physical proximity leads to difficulty in maintaining staff development and

it it it it it it it it it it

upgrading skills. However, you could encourage staff to take the opportunity to
it it it it it it it it it it it it

learn new skills through online events and courses.

it it it it it it it it

 Information security risk - information security problems could be more likely it it it it it it it it it it it

to occur when staff are working from home. There is increase risk with laptops
it it it it it it it it it it it it it it

being taken home and the need for staff to access servers remotely. Employers
it it it it it it it it it it it it it

should ensure they put measures in place to protect company data by installing
it it it it it it it it it it it it it

encryption software and remote-wipe apps if mobile devices provided by you go it it it it it it it it it it it it

missing. Virtual private networks also encrypt your data and provide secure
it it it it it it it it it it it

access to a remote computer over the internet. This helps keep your files and
it it it it it it it it it it it it it it

data secure yet accessibility to your staff.

it it it it it it

 Negative impact on mental health - the switch to working from home may
it it it it it it it it it it it it it

have a negative impact on your worker‘s mental health if they are unable to find
it it it it it it it it it it it it it it it

15
 a routine that works for them, are struggling to separate work and home life or
it it it it it it it it it it it it it it it

are feeling isolated. To help you can encourage your employees to develop a
it it it it it it it it it it it it it

working routine, set up a dedicated work space and set boundaries for other
it it it it it it it it it it it it it

household members. Create more opportunities for staff to stay connected by it it it it it it it it it it it

communicating through regular chats and team catch-ups. Eating healthily and it it it it it it it it it it

taking regular exercise can also help improve mental health especially when
it it it it it it it it it it it

woven into a regular routine. it it it it it

 Decreased staff morale - it can be harder to maintain team spirit when it it it it it it it it it it it it it

employees are working at home on their own. it it it it it it it

 Not all jobs suit home working - working from home suits some jobs better
it it it it it it it it it it it it it it

than others. Equally, working from home suits some personality types but not
it it it it it it it it it it it it

others. Some people may prefer colleague contact by face-to-face communication.

it it it it it it it it it

 Poor broadband speeds - you should be mindful that depending on where your
it it it it it it it it it it it it it

staff live, they may be not be able to access broadband speeds that enable them
it it it it it it it it it it it it it it it

to do their job effectively e.g. rural broadband is often very slow.

it it it it it it it it it it it it

A shift towards home working doesn't mean employees have to work only at home.
it it it it it it it it it it it it it it

Often splitting time between home and the workplace is the most productive solution
it it it it it it it it it it it it it

and you may want the homeworker to attend meetings to keep them fully involved and
it it it it it it it it it it it it it it it

informed.

The coronavirus pandemic has given some employers, that may not have otherwise
it it it it it it it it it it it it

considered working from home an option for staff, a practical insight into how it affects
it it it it it it it it it it it it it it it

their business and employees. It has enabled employers to have first-hand experience of
it it it it it it it it it it it it it

the advantages and disadvantages of home working. This experience can be very
it it it it it it it it it it it it

beneficial in feeding into the future direction of employees' working practices moving
it it it it it it it it it it it it

forward.

A shift towards home working doesn't mean employees have to work only at home.
it it it it it it it it it it it it it it

Often splitting time between home and the workplace is the most productive solution
it it it it it it it it it it it it it

and you may want the homeworker to attend meetings to keep them fully involved and
it it it it it it it it it it it it it it it

informed.

16
The 2019-20 crown infection pandemic is a ceaseless pandemic of corona infection
it it it it it it it it it it it it it it it it it it

ailment 2019 (COVID-19) realized by a corona infection (SARS, CoV-2). The flare-up
it it it it it it it it it it it it

was recognized in Wuhan, China, in December 2019.

it it it it it it it it

However, because of initial mishandling by multi-lateral bodies like WHO, people were
it it it it it it it it it it it it

allowed to travel globally which led to spreading of the COVID-19 across the world,
it it it it it it it it it it it it it it

thus causing pandemic of epic proportion. It was only in March 11th, 3 months after the
it it it it it it it it it it it it it it it it

initial detection of COVID 19, that the WHO declared it as a pandemic. By that time,
it it it it it it it it it it it it it it it it

the damage is already done; the virus had spread across many countries. As on 1 May
it it it it it it it it it it it it it it it it

2020, more than 3.27 million instances of COVID-19 have been accounted for in 187
it it it it it it it it it it it it it it

nations and regions, bringing about in excess of 234,505 deaths. More than 1.02
it it it it it it it it it it it it it it it it it it

million it it individuals it it have it it recuperated it it from the it it it disease. it it The it it first it it instance it it of it

somebody experiencing COVID-19 can be followed back to 17 November, as indicated

it it it it it it it it it it it it

by media provides details The 2019-20

it it it it it it it crown it it infection it it pandemic is a ceaseless it it it it

pandemic it it of it it corona it it infection ailment 2019 (COVID-19) realized by a corona it it it it it it it it

infection (SARS, CoV-2). The flare-up was recognized in Wuhan, China, in December
it it it it it it it it it it it it

2019. it

However, because of initial mishandling by multi-lateral bodies like WHO, people were
it it it it it it it it it it it it

allowed to travel globally which led to spreading of the COVID-19 across the world,
it it it it it it it it it it it it it it

thus causing pandemic of epic proportion. It was only in March 11th, 3 months after the
it it it it it it it it it it it it it it it it

initial detection of COVID 19, that the WHO declared it as a pandemic. By that time,
it it it it it it it it it it it it it it it it

the damage is already done; the virus had spread across many countries. As on 1 May
it it it it it it it it it it it it it it it it

2020, more than 3.27 million instances of COVID-19 have been accounted for in 187
it it it it it it it it it it it it it it

nations and regions, bringing about in excess of 234,505 deaths. More than 1.02
it it it it it it it it it it it it it it it it it it

million it it individuals it it have it it recuperated it it from the it it it disease. it it The it it first it it instance it it of it

somebody experiencing COVID-19 can be followed back to 17 November, as indicated

it it it it it it it it it it it it

by media provides details The 2019-20

it it it it it it it crown it it infection it it pandemic is a ceaseless it it it it

pandemic it it of it it corona it it infection ailment 2019 (COVID-19) realized by a corona it it it it it it it it

infection (SARS, CoV-2). The flare-up was recognized in Wuhan, China, in December
it it it it it it it it it it it it

2019. However, because of initial mishandling by multi-lateral bodies like WHO, people
it it it it it it it it it it it it

were allowed to travel globally which led to spreading of the COVID-19 across the
it it it it it it it it it it it it it it

world, thus causing pandemic of epic proportion. It was only in March 11th, 3 months
it it it it it it it it it it it it it it it

after the initial detection of COVID 19, that the WHO declared it as a pandemic. By
it it it it it it it it it it it it it it it it

that time, the damage is already done; the virus had spread across many countries. As
it it it it it it it it it it it it it it it

17
on 1 May 2020, more than 3.27 million instances of COVID-19 have been accounted for
it it it it it it it it it it it it it it it

in 187 nations and regions, bringing about in excess of 234,505 deaths. More than
it it it it it it it it it it it it it it it it it it

1.02 million individuals have recuperated from the disease. The first instance of
it it it it it it it it it it it it it it it it it it it it it it

somebody experiencing COVID-19 can be followed back to 17 November, as indicated it it it it it it it it it it it it

by media provides details European Journal of Business and Management

it it it it it it it it it it it it it it it it it it it it it it it it it it it

it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it it
it it it it it it it it it it it it

The Impact of Pandemic COVID -19 in Workplace

it it it it it it it it

COVID-19 has become a huge worry for the Globe. The social and economic impact of it it it it it it it it it it it it it it it

COVID-19 pandemic will be far reaching and devastating for it it it it it it it it it it all. In this it it it it globally it

connected world, every country will get impacted by the devastation caused by the it it it it it it it it it it it it it

pandemic. The COVID-19 is likely to lead to certain permanent or long-lasting. By the it it it it it it it it it it it it it it

time, when it it it the it it pandemic it it ends, it it we it it will probably it it it see it it a new it it it world, it it a new it it it

lexicon, a new social norm with far reaching economic and social destruction.
it it it it it it it it it it it it it it it it it it it it it

When COVID-19 outbreak started spreading across the world, thousands of people
it it it it it it it it it it it it it it it it it it

started facing severe health issues and death rates increased. The only way to stop the
it it it it it it it it it it it it it it it

spread of the pandemic was to stop all social and economic activities in the affected
it it it it it it it it it it it it it it it it it it it

countries it it for it it indefinite period of time. This led many countries to impose complete it it it it it it it it it it it

lock-down all across the globe which is still going on going on. it it it it it it it it it it it it

In such a scenario all business activities, across all industries were completely stopped.
it it it it it it it it it it it it it

The lockdown impacted various sectors in varied degree. For example, the airlines,
it it it it it it it it it it it it it it it it it it

it hospitality, hotel, manufacturing industry is totally stopped and will take a long time it it it it it it it it it it it it it it it it

to come out of this situation, if at all. Millions of people in these sectors are
it it it it it it it it it it it it it it it it it it it it it it it it it it

likely to lose jobs in these sectors. COVID-19 pandemic caused enormous disruption
it it it it it it it it it it it it it it it

in businesses, which will take years to recover, if at all. The disruption is likely to lead
it it it it it it it it it it it it it it it it it it

to permanent shut down of many businesses, unable to bear the financial losses and
it it it it it it it it it it it it it it

disruptions caused by the pandemic. To get over the current situation, companies are it it it it it it it it it it it it it

trying to run offices and administration jobs through ―Work from Home‖ mode.
it it it it it it it it it it it it

Companies are trying to cope up with economic turbulence caused due to COVID 19 it it it it it it it it it it it it it it it it it it

it through the usage of disruptive technology by working from home concept. Earlier
it it it it it it it it it it it it it it it it it it

work from home was an acceptable business practice only in IT and Technology
it it it it it it it it it it it it it it it it it it it it it it

sectors. However, other industry sectors were reluctant to adopt WFH as a good
it it it it it it it it it it it it it it it it it it it it it it

it business practice. The biggest business change that we can see today, forced by the
it it it it it it it it it it it it it it it it it it it

global spread the pandemic, is that many companies have been forced to implementing
it it it it it it it it it it it it it it it

18
Work from Home it it it it mode for their employees. it it it it it During the last 2 months, companies it it it it it it

have found significant benefit in the

it it it it it it it WFH. it it Most it it companies, it it going forward, are it it it

looking at WFH as an integral business model. The WFH mode is helping some
it it it it it it it it it it it it it it it it it it it

industries and it it it functions it it in it it keeping its operations going, it it it it it in it it a limited way. This
it it it it

research paper analyses the positives and negatives aspects of work from home concept
it it it it it it it it it it it it it

as during this COVID-19 crisis, people working on WFH, are compelled to live in social
it it it it it it it it it it it it it it it

isolation and emotional distancing. One can it it it it it it it balance the responsibilities of it it it it it work-life it

domains, especially when life domain needs as much attention as to work, during these
it it it it it it it it it it it it it it it it

difficult times. The study has focused on the impact of COVID-19 virus pandemic
it it it it it it it it it it it it it it it it it it it it

on working life of employees. This research paper also emphasizes that how employers
it it it it it it it it it it it it it

as well as HR managers are required to think out of the box and bring forth
it it it it it it it it it it it it it it it it it it it it it it it it it it

best it it practices it it as it it well it it as it it redefining it it HR it it roles it it it it during it it any adversity .This it it it

research paper will also give light on few important issues it it it it it it it it it it it such as People-Connect , it it it it

adoption of a system it it it it it of it it it it Skilling, it it re-skilling, it it Up-skilling it it and it it multi-skilling it it

people about technology, design thinking, storytelling, analytics, Artificial intelligence

it it it it it it it it it it it it it

it to prepare our workforce to become more competent and talented by enhancing their
it it it it it it it it it it it it it

skill set. it it

The 2019-20 crown infection pandemic is a ceaseless pandemic of corona infection

it it it it it it it it it it it it it it it it it it

ailment 2019 (COVID-19) realized by a corona infection (SARS, CoV-2). The flare-up
it it it it it it it it it it it it

was recognized in Wuhan, China, in December 2019. However, because of initial

it it it it it it it it it it it it

mishandling by multi-lateral bodies like WHO, people were allowed to travel globally it it it it it it it it it it it it

which led to spreading of the COVID-19 across the world, thus causing pandemic of
it it it it it it it it it it it it it it

epic proportion. It was only in March 11th, 3 months after the initial detection of
it it it it it it it it it it it it it it it

COVID 19, that the WHO declared it as a pandemic. By that time, the damage is
it it it it it it it it it it it it it it it it

already done; the virus had spread across many countries. As on 1 May 2020, more than
it it it it it it it it it it it it it it it it

3.27 million instances of COVID-19 have been accounted for in 187 nations and
it it it it it it it it it it it it it

regions, bringing about in excess of 234,505 it it it it it it it it deaths. it it More it it than it it 1.02 it it million it it

individuals have recuperated from the disease. The first instance of somebody it it it it it it it it it it it it it it it it it it it

experiencing COVID-19 can be followed back to 17 November, as indicated by media it it it it it it it it it it it it it

provides details. it

19
 CHAPTER 2
it

REVIEW OF LITERATURE
it it

20
 CHAPTER 2 it

REVIEW OF LITERATURE it it

The definition of employee experience is continuously evolving with time. Today, amid
it it it it it it it it it it it it

the second wave of the pandemic and with the emerging concepts of digitisation and
it it it it it it it it it it it it it it

WFH, employee experience has got a whole new dimension. Apart from employee
it it it it it it it it it it it it

health and engagement initiatives undertaken by organisations, it also includes preparing

it it it it it it it it it it it

the new talent to include them into the workforce.

it it it it it it it it it

The COVID-19 pandemic has created a particularly challenging environment for human
it it it it it it it it it it it

resource management (HRM) – with managers having to quickly venture into the
it it it it it it it it it it it it

―unknown unknowns‖ as they strive to help their workforce adapt to and cope with
it it it it it it it it it it it it it it

radical changes occurring in the work and social environment. For example, employees
it it it it it it it it it it it it

who formerly spent all or most of their time working inside their organization‘s physical
it it it it it it it it it it it it it it

boundaries now have to quickly adjust to remote work environments. Due to shelter in
it it it it it it it it it it it it it it

place orders and the closure of non-essential businesses, even those who might be well
it it it it it it it it it it it it it it

adjusted to remote working conditions are now faced with their own unique challenges
it it it it it it it it it it it it it

due to an inability to seek alternative workspaces (e.g., cafés, libraries, coworking-

it it it it it it it it it it it

spaces) outside of the home itself. This has likely further limited the segmentation
it it it it it it it it it it it it it

between work and private spheres leading to greater difficulties in ―unplugging‖ from
it it it it it it it it it it it it

work demands (Chawla, it it

it
McGowan, Gabriel, & Podsakoff, 2020 it it it it
). Aside from the increased inability to
it it it it it it it

separate work and private life, the closure of schools and child-care services has
it it it it it it it it it it it it it

increased parental demands for employees, further blurring the lines between work and
it it it it it it it it it it it it

family spheres. While these work-family interconnections seem particularly demanding

it it it it it it it it it

for employees with children, single and childless workers are not immune to the
it it it it it it it it it it it it it

negative consequences of such altered working conditions, as they may be at greatest

it it it it it it it it it it it it it

risk of loneliness, a felt lack of purpose, and associated negative effects on well-being
it it it it it it it it it it it it it it

(Achor, Kellerman, Reece, & Robichaux, 2018).

it it it it it

At the same time, the current grand challenge of COVID-19 provides an opportune
it it it it it it it it it it it it it

moment for management scholars to coordinate research efforts and turn them into
it it it it it it it it it it it it

actionable insights to support organizations in tackling one of the greatest challenges in

it it it it it it it it it it it it it

modern history. It also offers scholars the exciting opportunity to look across disciplines
it it it it it it it it it it it it it

for guidance and inspiration so that the unique HRM issues organizations currently face
it it it it it it it it it it it it it

21
can be managed in an integrative way. For even if potential solutions exist, this global
it it it it it it it it it it it it it it it

problem requires coordinated and integrated (research) action.

it it it it it it

Toward this end, the purpose of this short article is to briefly explore the challenges and
it it it it it it it it it it it it it it it it

opportunities that COVID-19 presents to HRM practice as well as the associated avenues
it it it it it it it it it it it it it

for future research. While the implications of COVID-19 will undoubtedly be far-
it it it it it it it it it it it

reaching, we will focus on select topics surrounding employee adjustment and well-being
it it it it it it it it it it it it

as they navigate the current work environment.

it it it it it it

22
 CHAPTER 3
it

RESEARCH METHODOLOGY
it

23
 CHAPTER 3 it

RESEARCH METHODOLOGY it

Research comprises of defining and non defining problems, formulating ,hypothesis or

it it it it it it it it it it it

suggested solutions, collecting, organising, and evaluating data, making deductions and at
it it it it it it it it it it it

last carefully testing the conclusions to determine whether they fit the formulating
it it it it it it it it it it it it

hypothesisor not.Research is an important pre-requisite for a dynamic organization.The

it it it it it it it it it it

research methodology is a written game plan for conducting research. It may be

it it it it it it it it it it it it it

understood as science of studying.In it the various steps are descibed that are adopted be
it it it it it it it it it it it it it it it

the researcher in studying his research problem.

it it it it it it

Objective of Study it it it

 To study the employees experience developed in the new normal during this
it it it it it it it it it it it it

pandemic.

Research Design it

A research design is purely and simple the framework of plan for a study that guides
it it it it it it it it it it it it it it it it

the collection of data and analysis of data. It is a blue print for a complete study.It
it it it it it it it it it it it it it it it it it

resembles the architects blue print map for constructing a house.There are three types of
it it it it it it it it it it it it it it

research design namely. it it

1.Exploratory

2.Descriptive

The type of research carried out for this project is Exploratory & Descriptive in nature.
it it it it it it it it it it it it it it it

Descriptive research study are the studies which are been concerned with certain
it it it it it it it it it it it it

predictions with narration of facts and characterstics concerning individual , group or

it it it it it it it it it it it it

situation or used to describe the phenomena already exists.

it it it it it it it it

The main characterstics of the research is that the researcher has no control over the
it it it it it it it it it it it it it it it

variable, he can only report what has happened or happening. The methods of reseach
it it it it it it it it it it it it it it

utilized is descriptive research are survey methods of all kinds, including comparative or
it it it it it it it it it it it it it

co relational methods.
it it

24
SAMPLING DESIGN it

A sample design is a definite plan for obtaining a sample from a given population.
it it it it it it it it it it it it it it

The sample of 36 employees is taken from different organization for instance; private
it it it it it it it it it it it it it

firms.

The population- the employees mainly containing HR of the firm and lower and middle
it it it it it it it it it it it it it it

level employees. it

SAMPLE SIZE it

36 Employees for different firms.

it it it it

SAMPLING TECHNIQUE it

This refers to procedure by which the sample has been chosen for the purpose of data
it it it it it it it it it it it it it it it it

collection.

Judgemental sampling technique was used in which researcher choose any item from the
it it it it it it it it it it it it it

whole population which he thinks or take as the typical and true representation of the
it it it it it it it it it it it it it it it

population.

STEPS OF METHODOLOGY USED it it it

1.Collection of data it it

2.Organisation of data it it

3.Presentation of data it it

4.Analysis of data it it

DATA COLLECTION it

The task of data collection begins after a resarch problem is being defined and research
it it it it it it it it it it it it it it it

design chalked out. it it

DATA TYPE it

1.Primary Data it

25
The primary data are those which collects fresh and for the first time, and happens to be
it it it it it it it it it it it it it it it it it

original in chaarcter. it it

The primary source of data collection was through interview method in which the
it it it it it it it it it it it it it

researcher personally interviewed the respondent.

it it it it

Direct observations was made tp understand the commitment among employees by

it it it it it it it it it it it

asking them to fill the questionnaire covering the personal data of the respondent.
it it it it it it it it it it it it

2.Secondary Data it

The secondary data are those which have already been collected by someone and have
it it it it it it it it it it it it it it

been passed through the satistical process.Data is also collected from,

it it it it it it it it it

HR manual
it

Various books and magazines it it it

Internet

LIMITATION OF STUDY it it

1.The study restricted to corporates.

it it it it

2.This study was conducted with a sample size of 36respondents, hence the findings of
it it it it it it it it it it it it it it

the study cannot be generalised.

it it it it

3.The findings of this study are subject the bias and prejudice of the respondents.Hence
it it it it it it it it it it it it it it

objectively cannot be ensured it it it it

4.The accuracy of findings is limited by the accuracy of the statistical tools used for the
it it it it it it it it it it it it it it it it

analysis.

26
 CHAPTER 4
it

DATA ANALYSIS AND DATA INTERPRETATION

it it it it

27
 CHAPTER 4 it

DATA ANALYSIS AND DATA INTERPRETATION it it it it

COVID-19 has swept through workplaces like a hurricane, scattering employees in every
it it it it it it it it it it it it

direction, exposing many to new risks, and redefining what workers need to do their
it it it it it it it it it it it it it it

jobs safely, efficiently, and effectively. At the same time, customers‘ needs and
it it it it it it it it it it it it

expectations have changed drastically, too. it it it it it

The objective was to understand the experience and futuristic perspective of employee
it it it it it it it it it it it it

experience during WFH, request your active participation in the same.

it it it it it it it it it

it

DATA INTERPRETATION it

From the above pie chart it is found that the age group between 31-35 ie; 34.35% are
it it it it it it it it it it it it it it it it it

the largest of the respondent among all the age groups who had filled the questionnaire
it it it it it it it it it it it it it it it

for the survey report.Hence the lowest number of people wo had filled the questionnaire
it it it it it it it it it it it it it it

belongs the the age group between 36-45 ie; 2.8% which means the highest number of
it it it it it it it it it it it it it it it

invovlement are the young employees. it it it it

28
DATA INTERPRETATION
it

71.2% ( 58.3% + 13.9%) of the respondents are overall satisfied with the work form
it it it it it it it it it it it it it it it

home arrangements and will be very likely or happy to continue work from home in
it it it it it it it it it it it it it it it

near future.
it

DATA INTERPRETATION
it

56.6% of the respondent feels excited and happy and are very optimistic towards
it it it it it it it it it it it it it

working from home. it it

29
DATA INTERPRETATION it

Too many distraction and Communication with Co workers are two of the biggest
it it it it it it it it it it it it it

challenges an individual is facing while working from home irrespective of the industry.
it it it it it it it it it it it it

DATA INTERPRETATION it

In the above analysis chart, among 36 responses 80.6% of the respondent are having the
it it it it it it it it it it it it it it it

equipement needed in order to do the work from home for instance laptops,mobile
it it it it it it it it it it it it it

phones,software available for IT and Management professionals, internet connectivity and

it it it it it it it it it it

the rest 19.4% of the employees working without the correct equipement.
it it it it it it it it it it

30
DATA INTERPRETATION it

Above chart represent 41.7% of employees working from home almost everyday which
it it it it it it it it it it it it

is a positive sign for any organisation which shows the dedications of the employees.
it it it it it it it it it it it it it

What do yoy like about working from home?*

it it it it it it it

DATA INTERPRETATION it

61% Avoiding traffic, 47.2% financially more savings , 44.4% Good care of health,
it it it it it it it it it it it it it it it

33.3% more family time and 30.5% flexible schedule are being very much liked by the
it it it it it it it it it it it it it it it

repsonents while work from home. it it it it

31
DATA INTERPRETATION
it

47.2% of the respondents prefer frequent work from home.

it it it it it it it it

9. Key actions taken at the organization level after the realization of the arise of
it it it it it it it it it it it it it it it

pandemic are: it

Employee
Safety

Free food for

Vaccination
covid positive
drive for the
family till
employees
they recover
Wellness
program ,
Doctor
Consultation
Following
Increased
Govt.
medical
Potocols and
facilities
Guidelines
Immediately
announcedre
mote
working

32
10. Few Organizations assistance for after the lockdown are:
it it it it it it it it

Work life balance

Medical policy

Heathcare and
death policy

Heath care
allowances

Increased
benefit plans

33
 CHAPTER 5it

FINDINGS,SUGGESTIONS &
it

CONCLUSION

34
 CHAPTER 5 it

FINDINGS

 The age group between 31-35 ie; 34.35% are the largest of the respondent among all
it it it it it it it it it it it it it it it

the age groups who had filled the questionnaire for the survey report.Hence the lowest
it it it it it it it it it it it it it it

number of people wo had filled the questionnaire belongs the the age group between
it it it it it it it it it it it it it it

36-45 ie; 2.8% which means the highest number of invovlement are the young
it it it it it it it it it it it it it

employees.
 71.2% ( 58.3% + 13.9%) of the respondents are overall satisfied with the work form
it it it it it it it it it it it it it it it

home arrangements and will be very likely or happy to continue work from home in
it it it it it it it it it it it it it it it

near future. it

 56.6% of the respondent feels excited and happy and are very optimistic towards
it it it it it it it it it it it it it

working from home. it it

 Too many distraction and Communication with Co workers are two of the biggest
it it it it it it it it it it it it it

challenges an individual is facing while working from home irrespective of the industry.
it it it it it it it it it it it it

 Among 36 responses 80.6% of the respondent are having the equipement needed in
it it it it it it it it it it it it it

order to do the work from home for instance laptops,mobile phones,software available
it it it it it it it it it it it it

for IT and Management professionals, internet connectivity and the rest 19.4% of the
it it it it it it it it it it it it it

employees working without the correct equipement. it it it it it

 61% Avoiding traffic, 47.2% financially more savings , 44.4%

it it it it it it it it it it Good care of health, it it it it it

33.3% more family time and 30.5% flexible schedule are being very much liked by the
it it it it it it it it it it it it it it it

repsonents while work from home. it it it it

 41.7% of employees working from home almost everyday which is a positive sign for
it it it it it it it it it it it it it it

any organisation which shows the dedications of the employees.

it it it it it it it it

 47.2% of the respondents prefer frequent work from home.

it it it it it it it it

35
 SUGGESTION

 Include Employees in Important Decisions

it it it it

 Show Employees Appreciation

it it

 Give Employees Challenging Work

it it it

 Develop Career Maps and Long-Term Paths

it it it it it

 Offer Meaningful Benefits

it it

 Implement Gamified and Personalized Learning &Development

it it it it it

36
 CONCLUSION

The Covid-19 crisis has prompted companies to rethink fundamental beliefs about remote
it it it it it it it it it it it it

work. 93% of companies now say more jobs can be performed remotely, and 67 predict
it it it it it it it it it it it it it it it

a significant share of their employees will regularly work remotely in the future.
it it it it it it it it it it it it it

Employees see the benefits of remote work, too—almost 8 in 10 say they want to
it it it it it it it it it it it it it it it

continue to work from home more often than they did before Covid-19.
it it it it it it it it it it it

This could be the beginning of a seismic shift in the way we work, with enormous
it it it it it it it it it it it it it it it it

implications. Companies will be able to hire anyone, from anywhere, as opposed to it it it it it it it it it it it it it

limiting their recruiting to specific regions. And they already anticipate these benefits: 70
it it it it it it it it it it it it it

percent think remote work will allow them to increase diversity in their hiring.
it it it it it it it it it it it it it

Moreover, remote work will open up opportunities for existing employees, particularly
it it it it it it it it it it it

mothers, caregivers, and people with disabilities. These employees will be able to take
it it it it it it it it it it it it it

on jobs that previously would have required them to relocate, travel extensively, or
it it it it it it it it it it it it it

manage a long commute. it it it

A recent Gartner poll showed that 48% of employees are likely to work remotely at
it it it it it it it it it it it it it it it

least for a part of time, after COVID-19; versus 30% before the pandemic. As we
it it it it it it it it it it it it it it it

transiting towards operations remotely, we need to explore the critical competencies,

it it it it it it it it it it it

which our employees will need to collaborate digitally, and be prepared to adjust
it it it it it it it it it it it it it

employee experience strategies. Further to that, we need to be prepared and must be

it it it it it it it it it it it it it it

ready to address the following:

it it it it

 How to manage remote work operations, keeping in view it it it it it it it it it

productivity & efficiencies it it

 Engaging people remotely: communication effectiveness: 7% it it it it it it

words, 38% tone, 55% body language. In remote working

it it it it it it it it it

therefore, managing & motivating is not easy – when you don‘t it it it it it it it it it it it

have a f2f contact with people. it it it it it

 How to ensure collaboration among employees digitally it it it it it it

 Data / information security it it it

 Managing work in a home environment when family / children / it it it it it it it it it it it

elderly are around it it

37
 BIBLOGRAPHY

Mohammead niaz, Journal of vocational behavior.[2003]- Relation between work

it it it it it it it it it

family balance and quality of life.

it it it it it it

Rebbecca, Journal of nursing management [2006] - A Mechanism of improving job

it it it it it it it it it it it it

satisfaction and work life balance.

it it it it it

Peter, Family Relations volume-50.

it it it it

it Yadav, R.K., and Dabhabe.N [2013] work life balance in job satisfaction among it
it it it it it it it it it it it it it

working women of banking and educational sector a comparative study.

it it it it it it it it it it

Varadharaj.V and vasantha.S [2012]- work life balance- a source of job satisfaction.
it it it it it it it it it it it it

An explanatory study on the view of women employees in the service sector.

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Voydanoff,P [2005]. Toward a conceptualization of perceived work – family fit and

it it it it it it it it it it it it

balance: at demand and resources approach. Journal of marriage and family 67(4)
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38