NATIONAL COLLEGE OF BUSINESS AND ARTS

CENTER FOR GRADUATE STUDIES

Master in Business Administration

Professor: Dr. Melchor Julianes

Subject: Human Behavior in Organization
Student: Leslie Ann S. Dannug

TOPIC: STATUS OF WORKING ENVIRONMENT IN THE NEW NORMAL

An introduction to the Work Environment

When choosing a job or trying to maintain effective operations, it's important to

consider the work environment of a company, which is the collection of situational
factors that form the corporate atmosphere. While a positive office atmosphere can
improve your morale, a negative one can demotivate you. Learning about this
important workplace feature can help you to identify a healthy environment. To
discover the key features of the work environment, its importance, and successful
types, consider this article.

What does the phrase, work environment, mean?

A work environment refers to the elements that comprise the setting in which
employees work and impact workers.

While some items that comprise it are obvious, such as the wall treatment or the
number of indoor plants, others are more obtuse, such as company politics or a
coworker whose personality traits do not suit the company culture.

Professionals working in both full-time and part-time positions are significantly

impacted by their office environment because they have to perform their duties
inside it. Usually, workers are required to adapt to this workplace feature.
Elements of a work environment

A work environment is usually comprised of a collection of diverse elements in

relation to corporate conditions and job-specific conditions, such as:

Corporate conditions

There are several corporate conditions in a workplace that contribute to its

environment, such as:

Employer's programs for employees: This part of the work environment relates to
the initiatives implemented by an employer to promote training, recreation, and
engagement of workers. These activities impact employees and contribute to their
morale, skills, engagement, and productivity.

Physical features: Items such as the building in which the company operates, its
architecture, its size, the color of its walls, the layout of work areas, the furniture and
its arrangement, office equipment and its placement, the flooring, the amount of light
in the space, indoor plants, cleanliness, and facilities impact the performance of job
duties and are an element of the work environment.

Leadership style: The leadership style preferred by an organization is an important

feature of the work environment because it influences how people work and how
supervisors and subordinates collaborate.

Company policies and protocols: These are a key element of the work
environment as they can affect employee behavior, how work is performed, and the
manner in which workers interact. Promoting positive feedback on employees and
encouraging worker involvement in the recruitment process are examples of this
element of the environment.

Company values: The values of the employer typically influence company policies
and protocols, programs for employees, and leadership styles, all of which contribute
to the work environment. Consequently, corporate values are an important element
of the work environment.

Employee opinions: The reactions of workers to corporate conditions, such as

employer's programs and workplace architecture, become another important
condition that contributes to the work environment because these responses reflect
their motivation, satisfaction, and engagement, which will affect their productivity
over time.

Social behaviors: Most workplaces include people who are tasked with working
together to achieve common objectives, and the resulting team dynamics influence
the work environment. Similarly, politics among workers, supervisors, and senior
management can alter the office atmosphere by impacting an employee's ease of
performing job duties, morale, and productivity. In certain cases, redundant social
features can imperil a healthy work environment and increase the difficulty of
working in it.

Job-specific conditions

There are several conditions that are specific to occupations and impact the office
environment, including:

Job benefits: This element of the work environment relates to the main benefits in
the worker's employment contract, such as salary, health insurance, dental
insurance, and terms for leave. Invariably, these benefits will directly impact an
employee's motivation, loyalty to the organization, performance of job duties, and
contribution to organizational productivity.

Job conditions: Each occupation has unique characteristics in relation to working

hours, flexibility of scheduling work, level of oversight, terms of employment, and
employee compliance with safety legislation. These conditions contribute to the work
environment,

Job satisfaction: The average satisfaction of workers contributes to the work

environment because it impacts employee morale, influences team morale, and
creates a job condition.

Types of Successful Work Environments

There are different types of successful work environments, including:

Team-based work environment

In a team-based environment, the workplace is structured to support teamwork and

reward the success of team players. Key benefits of working in this setting can
include sharing responsibilities with a group of people, developing strong
professional bonds with coworkers, and developing teamwork skills.

Individual-focused work environment

In an individual focused environment, workers are given the freedom to choose a

working style that suits their productivity. Key benefits can include having the
freedom to work independently, work from home, choose flexible hours, bring pets to
work, and customize one's workspace.

Fast-paced work environment

Extroverts can find a fast-paced environment rewarding. Workers in this setting must
adapt quickly to environmental changes, multitask, and achieve targets. Key benefits
can include working in an exciting atmosphere, enjoying rapid environmental
changes, and connecting with coworkers who have similar personalities.

Communication-focused

In a communication-focused work environment, various key elements of the

company, such as the layout of the building interior and company policies, target
establishing and maintaining dialogue between employees. Key benefits of this type
of work environment can include a cooperative atmosphere in which workers help
each other, mutual-feedback for managers and followers, a lack of workplace
conflicts, and improved teamwork.

Skeptical

In a skeptical environment, employees are encouraged to ask questions and

challenge ideas. Key benefits of this setting can include fostering innovation,
motivating workers, promoting employee engagement, increasing productivity due to
the contributions of engaged workers, and avoiding the pitfalls of groupthink.
Artistic

An artistic environment supports creativity and innovation through the layout of the
work space and company policies in areas such as dress code, working hours, and
rewards for high performers. Key benefits can include increasing employee
motivation, boosting creativity and innovation, enhancing employee satisfaction,
reducing turnover, and cutting recruitment costs.

Why is it important to have a positive work environment?

It's important to have a positive work environment for many reasons,

including:

• It can involve better conditions for workers, which can improve loyalty and
build the corporate brand.
• It can increase employee satisfaction, motivation, and engagement.
• It can increase the productivity of workers who are eager to contribute to the
company.
• It can avoid creating conditions in which the workers are dissatisfied or
demotivated.
• It can make it easier to identify issues in the environment, such as an
adversarial worker who reduces morale.
• It can include managers who use positive reinforcement to build employee
satisfaction and engagement.
• It can include workers who treat others with respect and empathy.
• It can avoid distractions that prevent workers from performing their job
responsibilities.
• It can support communication between workers from different occupations
and levels of the company.
• It can generate many opportunities for professional growth through items such
as internal promotions or training programs.
• It can encourage positive thinking among workers through employer
programs, visual details in the physical setting, and worker-friendly policies.
• It can promote a work-life balance for both supervisors and subordinates.
Characteristics of a Positive Work Environment

You can identify a positive work environment with the following

characteristics:

o It acknowledges the contribution of employees through job benefits and

opportunities for job growth.
o It encourages the participation of employees in company operations.
o It fosters employee contribution to decision-making, such as through peer
interviewing.
o It rewards productive employees.
o It supports the individuality of workers, and promotes individual working
styles.
o It's built to encourage communication between employees.
o Managers prefer a democratic leadership style or situational leadership.
o It values mutual feedback between managers and subordinates.
o It holds individuals accountable for their work.
o It supports teams by promoting collaboration between staff members.
o It encourages an environment in which workers can learn from their mistakes.
o It's structured to identify and correct negative office politics that reduce
organizational performance.
o It supports a healthy work-life balance for all employees.

TOPIC: STATUS OF WORKING ENVIRONMENT IN THE NEW NORMAL

Covid-19: What does the 'new normal' mean?

[ noo-nawr-muhl, nyoo ]

a current situation, social custom, etc., that is different from what has been
experienced or done before but is expected to become usual or typical.
These adaptations and changes are considered our “new normal”.

“Our current, and future, situation is giving employers an opportunity to

rethink the way they are working with the goal of being agile, resilient and fluid
to move forward successfully,” said Maya Smallwood, EY Global PAS Employee
Experience Leader, EY.

How organizations view and manage their workforce has taken center stage. In
addition to dealing with safety protocols, there is also a new element of heightened
communication. “There is a desire and an opportunity to really connect with our
workforce in better ways,” says Smallwood.

One noticeable change is that organizations are reaching out on a regular basis to
check in with employees and see how they are doing.

“We are seeing companies, across all industries, develop new mindsets and
behaviors toward this form of working,” says Smallwood.

Coronavirus disease (COVID-19) is a newly discovered infectious disease that

primarily attacks the respiratory system. Its outbreak became a global health
pandemic early in 2020.

The World Health Organization (WHO) states most people affected by the disease
will experience mild to moderate respiratory illness and may recover without
requiring special treatment.

However, those with underlying medical problems such as diabetes, cardiovascular

diseases, and cancer are more likely to develop severe illness. What is known is that
the virus is transmittable via saliva droplets or nasal discharges when an infected
person sneezes or coughs.

Once affected, common symptoms would include dry coughs, sore throats, fever,
tiredness, and in extreme cases, difficulty in breathing. There are no developed
vaccines or medical cures against the virus, and what is highly suggested is to stop
the infection and slow down its transmission.
Apart from washing hands, not touching the face, eyes, and nose, and maintaining
social distance of at least two meters, governments all over halted travel, suspended
classes, and required people to stay at home.

This forced organizations to immediately adjust, profoundly affecting the world of

work. Though essential businesses have continued to operate such as
supermarkets, pharmacies, gasoline stations, and banks, majority shifted from office
work to working from home.

People who were used to face-to-face interaction, handshakes, and lunch gatherings
now had to work in their homes, facing computer screens and doing online meetings,
disrupting usual patterns of worker behavior.

The International Labor Organization (ILO) called for an immediate human-centered

response to the pandemic. It hopes governments, workers, and employers will play a
crucial role against the virus, and will ensure safety of individuals alongside
sustainability of businesses and jobs.

Global Impact of Covid-19 on Work

In its April 2020 report, the ILO gave estimates and analysis on the impact of the
virus on the world of work.

Their estimates show workplace closures have increased rapidly within weeks of the
pandemic. To date, 81% of the global workforce operate in countries with mandatory
or recommended closures. Employment in these represent 87% of the workforce of
upper-middle-income countries and 70% of the workforce in high-income countries.

The pandemic is affecting a global workforce of 3.3 billion, where the most affected
industries are those from the arts, entertainment and recreation, transportation,
accommodation and food services, real estate, and manufacturing. Employees from
these sectors represent 1.25 billion workers, almost 38% of the global workforce.

Working hours have also declined 6.7% in the second quarter of 2020, equivalent to
195 million full-time workers.

Mental Health Toll of COVID-19

Aside from the economic strain, the global pandemic caused anxiety and stress.
People are operating differently from what they are used to, causing serious
disruptions.

Reasons abound for anxiety in quarantine lockdown due to a pandemic: risk of

infection, fear of becoming sick, losing loved ones, as well as financial hardship. In a
country such as the Philippines, the financial repercussion of procuring food for one’s
family results in heightened stress, especially for informal workers whose livelihood
remains suspended.

Institutions such as the Psychological Association of the Philippines, Ateneo Center

for Organization Research and Development (Ateneo CORD), and the Ateneo
Bulatao Center for Psychological Services released tips and guidelines how to
handle anxiety and stress during these troubling times. Coping and maintaining a
healthy psychological well-being for those affected by the pandemic is of prime value
in the midst of uncertainty.

Work Life After Quarantine

Though hope springs that the pandemic will end in the next weeks or months, the
question remains: what will be the new normal in how people work after quarantine?

Changes to the workplace as a result of the pandemic would undoubtedly stay. One
vital realization of the changes currently happening is that there is no going back to
normality as we used to know it. Social distancing might still be the status quo as
long as the virus is present in asymptomatic individuals, with vaccination still distant.
Wearing masks may still be required once people step outside their homes.

These will alter the way individuals, organizations, and society operates, and a new
mindset will take into effect once quarantine is lifted. Human Resources will have to
be in the forefront of this new mindset to ensure employees remain mentally healthy
amidst the change.

Seven elements can become the new standard in the world of work after quarantine.
These are summed up as REBUILD.

Remote Work

While working at home during the pandemic may not have been smoothly
transitioned, it gives people a taste of what could be the new normal. Given social
distancing may remain in affect until vaccines become available, working from home
may become the continued necessary step in ensuring community health, national
security, and economic productivity.

Organizations need to analyze their practices and policies in this sudden plunge of
working from home. Employers must learn how this set-up can be beneficial to both
the organization and employees. Organizational flexibility and agility will be needed
in this scenario.

As Aaron Hotfelder mentions, flexible work arrangements save employers on

expenditure and overhead costs, attract and retain employees that can remain
productive at home with the help of videoconferencing. Of course, this will have an
impact on the collectivist nature of Filipinos who prefer to maintain positive
interpersonal relationships with co-workers through face-to-face interaction.

Employee Support

In Philippine collectivist society, face-to-face interaction is foundational, but has been

temporarily removed by working from home. In addition, Verbeemen and D’Amico
noted the immediate introduction of homeworking had employees blur the boundary
between work and home life which can impact productivity.

Organizations will need to create a stronger culture of solidarity despite the

dissipatedness of employees due to remote working. Anxiety and stress because of
economic, social, and health uncertainties will still be imminent, and organizations
through Human Resources must have mechanisms and interventions to ensure
mental health and employee well-being remains protected. Companies need to
stimulate cooperation between colleagues, create awareness of psychosocial issues,
and monitor a sense of togetherness.

Ateneo CORD’s PROTECT model highlights how organizations can provide

employees necessary and relevant needs during and even after quarantine. As
Mactal mentioned in an ANC interview, it is important for companies to keep in touch
and express support to their employees.

Business Contingency

Without a doubt, governments, businesses, and health institutions did not foresee
the immensity of the pandemic.

Moving forward, businesses will need to have a plan for a public health emergency.
Organizations have done their part on earthquake and fire drills for instance, but not
for pandemics.

A crisis management team may need to be created per organization to ensure

readiness; if this is in place, focus on health emergencies may need to be
developed. Stocking on protective equipment is recommended (such as masks,
alcohol, sanitizers, disinfecting agents). Highlighting the importance and process of
proper hand washing is fundamental in sanitation and safety. Human Resources and
the crisis management team have to be more alert at the first sign of health
emergencies to prevent spreading infection.

These have to be in sync with government policies and a heightened integrated

health system for the country.

Upskilling on Technology

Though there are workers who do their businesses from home, majority were caught
off guard on how to shift from office to remote work. For instance, the academe had
to instantaneously shift from the classroom to videoconferencing, resulting in added
stress to the already stressful situation.

Organizations have to train and develop employees to transition as digital

immigrants as smoothly and quickly as possible. In adopting to this new work
system, training must be organized for employees, spreading them over several
days in staggered format. Human Resources must listen to the feedback of
employees from the upskilling, and adapt when and where necessary. Support and
collaboration in learning is essential in organizational digitalization.

One way to speed up the process is having digital natives assist other members of
the organization in learning. Tech-savvy workers can provide the inputs necessary
for learning, increasing solidarity, connection, and togetherness.

IT Infrastructure

Technological savviness in this pandemic will also mean improving the

organization’s technological infrastructures. In a country where internet speed is
considered slowest in South East Asia, the Philippines needs to bump up its facilities
to address the needs of working from home. Automation will increase as work
becomes heavily partnered with technology, requiring employees to diversify skills
and become creative as traditional jobs become replaced.

Organizational efficiency post-COVID will not only be reliant on a stronger IT

infrastructure, but in a more competent IT staff as well. A virtual workplace will likely
mean a change in operational models. Apex Director of Technology Matt Hughes
said IT will become more crucial in addressing the challenges of remote work, and IT
staffs have to be strong in supporting in- and out-of-office employees. Human
Resources has a strategic role in ensuring systems of the organization are adapting
to the needs of the times. Leaders and HR therefore need to strengthen both the
structure and people skills, respectively, to ensure business needs are met.
Leadership Adaptiveness

Thomason and Williams mentioned organizational leaders have the opportunity to

stop rewarding the faster response over the better response, or the longer workday
over a more productive workday in these times. Put differently, trust issues also
abound because employees are not physically visible as they work, a situation
organizational leader must navigate through.

In this light, micromanaging will not be fruitful in a work from home scenario. If
employees are to work from their home for longer periods, organizational leaders
have to learn to be output based, collaborative, and trusting. Organizational leaders
have to provide the necessary support for their employees so they can produce the
required deliverables of the company autonomously.

Leaders must adjust their ways of keeping remote workers engaged to ensure
productivity does not taper off. Touch base sessions are important, as well as what
Kouzes and Posner mentions as ‘encouraging the heart’ in transformational
leadership practice.

Design Thinking for the Future

With the work from home scenario that might extend after quarantine,
communication is vital. For a culture prioritizing physical interaction, the Filipino
worker has to continue interacting, even virtually, with colleagues.

With output-based performance, employees must relay to superiors their productivity

levels and capacity as they work from home. Realistic targets have to be put in place
as in-home productivity is remarkably different from office productivity. For instance,
productivity henceforth can be measured by quality of output, not by quantity.

The continued use of videoconferencing platforms and messenger applications

provides the connection needed by employers, organization leaders, and employees
to interact and discuss ways in improving corporate systems and work restructuring.
Now is a time for employers and employees to step back and reexamine the
traditional ways of working, and discuss which ways are needed and which can be
altered. This would engage employees in scenario building and eliciting possibilities
for the future.

Organizations will need to adapt further in the coming weeks and months as the
pandemic continues to affect human life. Leaders and HR have to face the
challenges head on as adapting to the new normal becomes reality. Formal and
informal workers need to feel physically, mentally, and economically secure and safe
during this troubling time, and even after quarantine. Though government may have
an indispensable role in combatting the pandemic, organizations are essential in this
fight, not just to save their business bottom line and national economy, but to ensure
the safety, mental health, and well-being of their employees.

Connect and Personalize

People want to feel that they matter. It starts by intentionally increasing connection
and communications that focus on relating, empathizing, and belonging. The
connection and relationship-building activities that happen in person can be adapted
to a remote working environment using 1:1 weekly check-ins and virtual mentoring;
working from home buddy-matching; and through deploying virtual moments such as
morning coffee, lunch catch ups and team virtual happy hours.

Team leaders should start all interactions with a focus on the person, their well-
being, and needs, using pauses and playbacks to increase reflection and confirm
understanding.

To mitigate, organizations should create a single source of truth – a central hub or

single site – where aligned and critical information is housed. Humanized updates,
deployed across channels, should ultimately lead back to the single site and should
come at regular, cadenced intervals from team leaders and executives alike – thus
building consistency and trust.

Listen and Collaborate

People want their voices to be heard. Adjusting to remote operations necessitates

the evaluation and optimization of key processes, policies, and meetings. People
need to be seen and heard as they navigate the new challenges of working from
home.

Active listening and continuous feedback go hand-in-glove and are critical

components of the migration to remote-work environments. Quick pulse surveys can
be deployed to monitor sentiment and spot emerging issues, while randomized
checks-ins and requests for feedback on new processes can provide context into
bottlenecks and roadblocks.

Feedback received must be actively managed for team members to feel that their
voices are being heard. Changes that have been implemented as the result of
feedback should be specifically identified in communications and celebrated during
team calls and check-ins. When feedback has made an impact, team leaders should
recognize contributors, thus ensuring the perception that not only is input heard but
valued.

Lead by Example

People want to retain humanity in remote work. Role modeling by team leaders will
have a greater impact on shifting mindsets and behaviors in remote work settings. In
uncertain times, leaders should not avoid tough conversations.

Now is a time to use technology to enable human connection – turn on video in

meetings where possible and authentically share personal stories of insights from
your own remote working experiences. Explore new tools and apps that bridge the
gap between humanity and the working world and reserve times for unstructured
virtual meetings where teams can connect and share personal updates.

To do so means courageously asking for the top questions on people’s minds and
proactively holding meetings and webcasts where those questions are responded to,
ensuring opportunity for real-time questions to be addressed as well.

Having to work remotely during this crisis has moved the discussion of how to use
digital tools to ensure a productive work environment forward.

“This is a global experiment in rapid digital transformation and a rapid

conversion from on-site work to remote work,” explains Smallwood. “Many of
the old questions about whether people could work effectively remotely and be
productive is being answered. And that answer is yes.”

What lies at the center of this new working arrangement is trust. “In order to build
and nurture a sense of trust and belonging, team leaders must deliberately take
action to show kindness and offer support to colleagues virtually,” says Smallwood.

As employers and employees grapple with how to both work remotely and at the
office all the while keeping safe, new strategies are forming to accommodate all the
changes.

An overview of what companies are doing during the COVID pandemic to stabilize or
even improve their organizational health.

But one question remains: what can be done to drive these kinds of organization-
wide behavior changes during a time of unprecedented change and a shift to remote
working?

A proven way to achieve mindset and behavior shifts is the “influence model,” a
research-based interplay of the four quadrants: understanding and conviction,
reinforcement mechanisms, confidence and skill-building, and role modeling.

Utilizing interventions across all four quadrants helps create an environment in which
employees are likely to change how they think and behave, inspiring people to be
fully committed to change.

As a real-life example, we can look at what intervention’s companies have been

putting in place to encourage three sets of behaviors: doing things differently,
protecting the core, and motivating through meaning, across the influence model.

Doing things differently, using the situation as an opportunity and innovating

frequently, while looking outside:

Understanding & conviction: A global retailer began producing protective masks,

gloves, and gowns to publicly support efforts to fight the pandemic and solidify the
understanding of the company’s mission statement to transform shopping and
improve lives.
Reinforcement with formal mechanisms: Many companies have pivoted to weekly
Q&A sessions with all employees in order to source new ideas and create
accountability around their response.

Confidence & skill-building: A global telco redeployed 1,000 store employees to

inside sales and retrained them in three weeks.

Role modeling: Two large media companies completed a merger, conducting the
first “virtual handshake” in this context.

Protecting the core and instilling speed through anticipation, quick codification of
knowledge, and clear roles and responsibilities:

Understanding & conviction: A CEO of resort chain emphasized the importance of

thinking of wages not as an expense, but as an asset to build the company.

Reinforcement with formal mechanisms: An Asia-based supermarket chain

regularly published updated versions of guidelines to counter virus transmission,
among over 100,000 staff there have been zero infections so far.

Confidence & skill-building: A major industrials factory ran at over 90% capacity
with only ~40% of the typical workforce after adapting and codifying processes
rigorously.

Role modeling: Leaders of many companies have installed weekly (or even twice
weekly) updates from their ‘Control Tower’ teams with leaders’ role modeling focus
on protecting core operations and effective decision making.

Motivation through meaning and inspiration:

Understanding & conviction: A multinational consumer goods company

encouraged workers focused on producing cleaning supplies to think of themselves
as “heroic” frontline soldiers saving others.
Reinforcement with formal mechanisms: A hospitality company partnered with
companies expanding workforce to connect displaced team members with new temp
opportunities.

Confidence & skill-building: One of top 10 Fortune 500 company donated $10
million to expand online learning and close skill gaps.

Role modeling: A multinational automaker’s top executives deferred between 20-

50% of salaries, while promising to continue to provide health insurance to
employees who elected to take sabbaticals.

As we move into a stage of reimagining culture in light of COVID-19, the influence

model can be a powerful and practical framework to ensure leaders are driving
change holistically. The power of framework lies in driving change across all four
quadrants, consistently. While the need to do things differently, protect the core, and
motivate through meaning are the focus of leading companies now, the influence
model should be considered an enduring staple of your organization’s change
management approach.

Motivating Employees During the COVID Pandemic

The coronavirus pandemic has led to various versions of lockdowns and quarantine
orders, which are now being revised during the summer due to a resurgence of
cases. Many businesses still have workers who are now required to work remotely.

With everyone sheltered at home, trying to work with distractions: children, pets,
noise and fear can make things more difficult for employees. These changes have
led employees to have concerns about the virus, stress about keeping their jobs and
many are struggling with loneliness. Employees also find it difficult to collaborate and
communicate online, as well as face challenges staying focused on their job. Morale
is down for many firms.
Employee morale affects a business’ success. There is so much happening outside
of our control right now, which will lead to frustration, disconnection and low morale.
But the lack of staff morale affects companies in more ways than expected. Overtly
stressed and anxious employees result in poorer quality of work, as well as
disengaged employees. At times, it can even lead to a higher turnover rate, which
will be detrimental to organizations.

During these stressful and uncertain times, it is extremely important as leaders of

insurance firms to address employees’ concerns and be the beacon of hope and
positivity for employees. Employees want to feel that their managers listen to their
needs and concerns.

This is the time when owners and managers can step up and be the leader that
employees need.

The first thing to do is make sure the communication is good between all parties and
always transparent. There are plenty of ways for remote workers to keep in touch
with management, fellow employees and clients. It is important to always provide
specific information and clear instructions. This will make virtual meetings more
effective.

Next, help any employee with their immediate needs and concerns. Offer counseling
or exercise classes to staff that might be suffering from anxiety or stress-related
issues. If possible, set up virtual team lunches or happy hours to let people blow off
steam and bond. People want to know that management is in their corner, and that
everybody is in it together.
When the basics are handled, offer encouragement and recognition. Send regular
email messages to the staff and reassure them that their role is essential.
Employees want to know their work is meaningful. Recognize and reward good
performance. Provide the remote employees a gift card or home delivery from a local
restaurant for their extra diligence. Reward those acts of kindness that foster a sense
of calm and understanding during these crazy times. Employees that get accolades
will have a sense of obligation and act appreciative that they work for the firm.

Help clarify the employee’s priorities. The focus needs to be only on the bare
essentials of the business. Where possible, managers should drop projects that are
low value because they will slow the team down. Clear communication and
addressing the employee’s concerns helps improve their focus and ability to
complete the tasks on hand.

Be flexible and loosen some work restrictions. With schools closed and employees
adjusting to working from home, be understanding, empathize and listen to
employees. Do celebrate the company accomplishments and goals with public
praise and consistent communication.

Now is also a good time to provide opportunities for professional and personal
development. With no commuting and business slowdowns, people are finding that
they have spare time. This allows for the opportunity to tackle new projects, learn
new skills, and expand one’s talent stack. Businesses should make this a creative
way to reward and recognize employees from afar by providing them professional
development opportunities. Offer online classes to employees, so they can grow
professionally and personally during a time where one might feel stagnant.

We all need a little encouragement today and to feel appreciated for what we do for
others, not just at the job, but at home and in our community.
Thank and praise employees (and yourself) for what they are doing for the firm under
such difficult times. Let them know that they are not alone, and things will eventually
get better. Humans are social creatures. It is important that we band together and
leverage the available resources we have to stay connected.

After the pandemic winds down, we will need to take stock of the significance of
these changes. There’s much to be learned from this new way of life. This is an
opportunity to evaluate and improve the business’ ability to support employees
during a time of upheaval and isolation.

Kindness and positive encouragement shown by you as owners and to others as

clients, friends and loved ones, will long be remembered. This is our chance as
leaders to help those who are struggling during these desperate and lonely times.

Philippines: Alternative Work Arrangements

The Interim Guidelines are grounded on four basic considerations identified as being
pivotal in the battle against the COVID-19 crisis:

(a) Increasing Physical and Mental Resilience;

(b) Reducing Transmission in Buildings or Workplaces;

(c) Minimizing Contact Rate; and

(d) Reducing Risk of Infection.

In the new normal, employees will experience protocols in the workplace to prioritize
their safety, including frequent washing of hands, temperature checks before
entering their premises, and footbaths at the entry points.

Everyone is required to wear a face mask at all times and consciously practice
physical distancing.
Further, non-essential travel is deferred, and physical meetings and events are, as
much as possible, avoided to reduce physical contact. This has ushered in the era of
video and audio conferencing as a popular mode of conducting meetings.

Flexible work arrangements are also being adopted by businesses to maintain social
distancing and avoid a reduction of the workforce. In line with the Government’s goal
for the preservation of employment, the DOLE issued Labour Advisory No. 17,
series of 2020 (“Employment Preservation Guidelines”) which aim to assist
employers to protect jobs and prevent layoffs.

Under the Employment Preservation Guidelines, any of the following work

schemes may be adopted by the employer:

▪ Transfer employees to another branch or outlet;

▪ Assign employees to other functions or positions;
▪ Reduce normal working hours;
▪ Job rotation;
▪ Partial closure of establishments; and
▪ Other feasible work arrangements, considering the individual requirements of
the business.

The Employment Preservation Guidelines also allow employers and employees to

mutually agree in writing to temporarily adjust wages and benefits provided under an
existing employment contract, company policy, or collective agreement.

Working from home has emerged as one of the primary alternative work
arrangements utilized by employers, with physical offices only manned by those who
must interact with customers and the public. However, establishments are also
adopting a combination of work schemes suitable to their specific circumstances and
needs, while minimizing the health risk to employees and clients.

References:
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2020)

Back to McKinsey Organization Blog - Driving organizational and behavior changes

during a pandemic by Noa Dagan / Lee Baz-Sanchez / Brooke Weddle

ADMU – Center for Organization , Research Development: After COVID-19: Work

Life Post-Quarantine - Emerald Jay D. Ilac, PhD (April 22, 2020)

International Labor Organization. (2020, April 18). COVID-19 responses must be built
on human solidarity, ILO tells World Bank/IMF. https://www.ilo.org/ global/about-the-
ilo/newsroom/news/WCMS_741905/lang--en/index.htm

International Labor Organization. (2020, April 18). ILO Monitor: COVID-19 and the
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Kouzes, J. M., & Posner, B. J. (2002). Leadership challenge (3rd ed.). San
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health-topics/coronavirus#tab=tab_1

The New Normal Workplace - Agatha Josephine V. Matabuena, ACCRALAW /

Philippines June 9 2020

The Star - Covid-19: What does the 'new normal' mean? - DR Y.L.M. Thursday, 21
May 2020

Philippines: Alternative Work Arrangements - By Ernesto C. Herrera III, Villaraza &

Angangco Law Offices 20 Jul 2020