1st April, 2021

Influence of Covid-19 on Human Resource and Companies Response

Introduction

In Today’s era of business there is a great deal of discussion related to covid-19 and its impact on
Human Resource Management and future challenges faced by Human Resource Department. In
between the discussions and expert opinions, all observations and guidance offered a general
overview about actually what new normal might be. The Covid-19 pandemic has revealed the
importance of HRM in organizations and companies especially with the new challenges raised
by corona virus. For example, that remote working will become the norm, or that working
practices will become more flexible. While this may be indeed what happens, because Covid-19
is a global pandemic, organization need to understand its impact on working practices, well-
being and HRM in specific contexts. It is likely many changes will be common across country
contexts, but we should also expect, given institutional differences, that there will be localized
nuances.

The global pandemic has accelerated the pace of digitalization processes across the globe.
Organizations are in dire need of digital platforms so they can enable access to the jobs for
employees all over the world. In this situation of drastic change caused by pandemic HRM has to
play very important role for giving new life to organizations. Increased unemployment rate,
Salary deduction, Psychological impact of Covid-19 on employees, working hours, Social
distancing, managing remote work are some of the output of spikes covid-19. Organizations and
mangers were totally unaware about theses problems bring by covid-19 and also unprepared how
to manage this psychological and cognitive burden by displaying what kinds of capabilities
possessed by organizations.

This current perspective of Covid-19 could be considered as a Crises where many organization
needs to respond quickly and make some kinds of important decisions and show some affective
behaviors so they may remain financially strong and competitive Lockwood, N.R. (2007).
Consequently, this pandemic as crisis couldn’t be considered as a sole financial point of view but
also lies a lot of important implication related to HRM, because people are only the way that can
drag the organizations from swear pandemic situation like present.

Accordingly, a crisis, like the one as the pandemic, could not be simply considered from a mere
financial point of view. It entails very important implications in terms of human resource
management, people being the first and most important capital of the organization, especially
during these very challenging moments.
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Employee fears of external threats represent negative psychological emotions involving

uncertainty or danger resulting from undesirable events or harm from outside of the organization
(Lebel, 2016). It is acknowledged that the COVID-19 pandemic broke out in China and spread
worldwide, leading to profit declines and bankruptcies among hotels, restaurants and travel
agencies. Compared to other industries, lockdown and social distancing policies directly caused
steep declines in hospitality and tourism, because the sector relies on population mobility and
personal service provided by employees (Yang et al., 2020). Hundreds of thousands of
employees in hospitality and tourism companies faced threats to their health and job security
because of the uncertainty and threat of loss brought by COVID-19, including major hotel chains
such as Marriott.

Evidence shows that fear of external threats leads to employee silence in organizations (Kish-
Gephart et al., 2009), reduces creativity (Deng et al., 2019) and damages employee well-being,
performance and organizational citizenship behavior (Raja et al., 2020). Therefore, overcoming
employee anxiety and fear in the wake of the disastrous outcomes of COVID-19 and promoting
employee psychological recovery drew significant attention from hospitality and tourism
scholars and practitioners (Zenker and Kock, 2020).

To date, most research concerns the outcomes of employee fear (Kish-Gephart et al., 2009; Raja
et al., 2020). However, the antecedents of employee fear seemingly have been neglected. It is
acknowledged that human resource management (HRM) practices have a direct impact on
employee psychological states, emotions, attitudes and behaviors in the hospitality and tourism
industry (Kloutsiniotis and Mihail, 2020; Madera et al., 2017; Sun et al., 2007). Specifically, the
role of socially responsible HRM (SRHRM) is highlighted during crisis situations.

The impacts of SRHRM on employee fears of external threats need greater and more in-depth
exploration. Generally, SRHRM affects employee attitudes and behaviors through organizational
identity or social exchange (Newman et al., 2016; Jia et al., 2019). The effects of SRHRM
practices during COVID-19 may differ from HRM under normal circumstances. It is possible
that SRHRM influences employee emotions and fears in other ways during a major crisis.

HR challenges & Covid-19 out break

In times of Covid-19, many organizations indicate rather moderate to loose ties between
individual performance and pay raises and promotions. Only or less than 20% of salary are
linked to individual performance in times of crisis. No training or less than 1 hour of training is
provided to employees per week in the time of crisis. Extensive use of formal meetings i.e.
online meeting to keep employees informed about Covid-19. Employees needs and feelings
remain also of importance during Covid-19. HR managers collect Every 5 th HR manager faced
time pressure at work and was unable to maintain an appropriate work-life balance.

This pandemic has increased the emphasis on human connect aspect of HR function. HR
functions geared up to provide critical communication on safety protocols, hygiene practices,
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emergency numbers, lists of hospitals to handle the stress of employees, online classes for
employee wellbeing and motivation.

Decentralized communications is understandable and even desirable in large, complex

organizations. But in an emergency or fast-moving situation, you need a crisis-response team.
With the coronavirus, we are seeing this happening at all levels. Ideally these teams should be
small, five to seven people. You need to include a member of the leadership team, someone from
corporate communications, an HR executive, and an expert in the area of concern. This team
should:

1. Meet regularly to monitor the situation closely as it continues to evolve.

2. Be the main source of information about the crisis.
3. Give regular updates to key constituencies.
4. Be as transparent as possible. Explain what you know, what you don’t know, and your
sources of information.
5. Be succinct. Long turgid messages written by health professionals or lawyers will not be
read or easily understood.

Adaptation of the Workforce

According to Carnevale&Hatak, (2020) Recently, the Covid-19 pandemic has created much
responding situations for human resource leaders. In the context of drastic changes around the
globe due to the pandemic, organizations need to quickly respond and adapt to the alterations and
accordingly manage the workforce. As remote working from home intensifies, HRM has to cope
with the stress of their employees associated with the removal boundaries between work and
family (Giurge&Bohns, 2020).

Employees are your most important constituency and function as ambassadors to the community.
If they aren’t informed and don’t understand what is going on, communications outside of the
organization will be more difficult. The company needs to demystify the situation for employees,
put everyone’s mind at ease, and provide hope for the future.

To communicate with employees, organizations should:

1. Post information regularly in a highly visible location. This can be a physical location or
virtual — email, the company intranet, or a Slack or Facebook channel.
2. Describe how decisions were made about issues such as travel, working from home, etc.
3. Communicate no less than every other day.
4. Try to provide timely information rather than waiting until you know all of the answers.

Mental Health Wellbeing and Wellness:

The sudden shift in the working culture and routine has disturbed employee’s health and
wellbeing. The stress, anxiety and other mental issues have always been there. This is not a new
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issue. Organizations have always working on wellness programs and have providing the
employees with benefits, security and flexibility to help them overcome their health issues. Now,
when employees are working from home, without office work environment, the managers are
less aware of pulse and sensitivity. There is a lack of communication.

Managing Remote Control:

The transition to remote work culture is not a simple or seamless as it seems to be. This led to
many undiscovered problems. HR managers are working on creating ease in this whole process
and making strategies to overcome such problems. The organization’s focus is shifted from
employee productivity to immediate responses and diagnosis. It is to provide the employees with
right tools and to get the real time updates to untangle the problems and offer help and support.

Measuring vulnerability and its impact is necessary for pandemic management strategies to be
developed and implemented, including appropriate preparedness and effective responses.
Technology needs to be employed to assist us in tackling the pandemic by producing a suitable
strategy for monitoring, treating, mitigating, and recovering from the pandemic’s impact. To
anticipate the impact, a comprehensive plan is required for increasing the capacity for disruptions
and surges in demand, especially for basic needs such as health and medicine, food, water, and
energy.

    The pandemic has been pushing lot of researchers to learn more about the behavior of this
strain of virus family known for their crown-like shape. The search for the most suitable vaccines
is racing ahead, given the number of mortalities all over the world. Since viruses always need a
kind of substrate containing protein to attach, investigations in the field of materials that can
repel them is important. In this sense, the use of nanostructure materials is thought to be a
promising solution due to their vast areas that can effectively interact with and kill the virus.
Such applications of these useful nanomaterials can be in the form of antimicrobial coatings,
drug delivery systems, and biosensors, and they can also be used for environmental purposes.
Furthermore, the pandemic creates an increasing demand for chemicals and supporting materials
such as hand sanitizer, disinfectant, and face masks to prevent the spread of COVID-19 and a
need for healthy drinking water and clean handwashing facilities.

    Modern technology makes a lot of research approaches and endeavors into this matter
possible. Several simulators and a lot of modelling software enable researchers to quickly
represent the properties of COVID-19 and predict its behavior, both on the micro-scale (e.g.,
microbiology, medical, and pharmaceutical fields) and the macro-scale (e.g., COVID-19
transmission and spread). Gathering related data during the COVID-19 outbreak, such as
location tracking by mobile devices, temperature, and other situation-aware IoT sensors,  allows
data scientists and artificial intelligence (AI) to conduct big data analysis, where researchers
can use many tools to obtain valuable insights, make predictions and personalized suggestions,
plan and evaluate strategies (e.g., how to manage the supply chain during physical distancing),
and save more lives. The advancement of DIY small electronics and robotics also produces
several prototypes of useful tools such as ventilators, which have been vital for helping
COVID-19 patients and which are in high demand in many healthcare facilities. The use of
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additive manufacturing and 3D printing is also playing an important role in addressing the part
shortages and supply chain challenges.

     In terms of urban development, the current situation in the COVID-19 pandemic suggests the
need to rethink the role of resilience knowledge and practices to contribute strategically by
ensuring the performance of the built environment to meet the health-related criteria. Research
and designs focusing on building material performance and indoor environmental quality
become critical to promote architecture that supports hygiene, infection control, and occupants’
health and safety. The resiliency of any nation facing this pandemic also depends on the supply
chain management (SCM) system of food, medicines, materials, and anything related to life
savings and the economy, since SCM manages the flow of information to attain a level of
synchronization between responsiveness and cost efficiency. Furthermore, physical distancing
measures highlight the fact that the advancement of information technology must continuously
improve in order to create a more reliable and robust logistics service. 

    Changing how workplaces run and reducing activity in the industrial sectors that have a high
energy consumption intensity such as factories, airports, and entertainment venues will be much
reduced, while in the household sector, medical service locations such as hospitals and health
clinics will increase sharply. Electricity network operators in each country should prepare to
anticipate fluctuations in power demands, electricity grid balancing, and a need to maintain the
power system reliability. Many offices and business centers are turning to the internet as a means
to work remotely. As many people are now getting familiar with online facilities for work and
school, robust broadband, internet, and data center technologies are required to keep
everything working together seamlessly even during peak load. In addition, cyber security
plays an important role in securing the remote users and data as well as in quickly mitigating
negative, false, or misleading content.

The role of Robotics:

Robots have the potential to be deployed for disinfection, delivering medications and food,
measuring vital signs, and assisting border controls. As epidemics escalate, the potential roles of
robotics are becoming increasingly clear. During the 2015 Ebola outbreak, workshops organized
by the White House Office of Science and Technology Policy and the National Science
Foundation identified three broad areas where robotics can make a difference: clinical care (e.g.,
telemedicine and decontamination), logistics (e.g., delivery and handling of contaminated waste),
and reconnaissance (e.g., monitoring compliance with voluntary quarantines). Many of these
applications are being actively explored in China, although in limited areas and many as proofs
of concept. Frontline health care practitioners are still exposed to the pathogen with direct patient
contact, albeit with protective gear. The COVID-19 outbreak has introduced a fourth area:
continuity of work and maintenance of socioeconomic functions. COVID-19 has affected
manufacturing and the economy throughout the world. This highlights the need for more
research into remote operation for a broad array of applications requiring dexterous manipulation
—from manufacturing to remotely operating power or waste treatment plants.
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For each of these areas, there are extensive developments, as well as opportunities, to be
explored in robotics. In the case of clinical care, areas of specific importance include disease
prevention, diagnosis and screening, and patient care and disease management.

For disease prevention, robot-controlled noncontact ultraviolet (UV) surface disinfection is being
used because COVID-19 spreads not only from person to person via close contact respiratory
droplet transfer but also via contaminated surfaces. Coronaviruses can persist on inanimate
surfaces—including metal, glass, or plastic—for days, and UV light devices (such as PX-UV)
have been shown to be effective in reducing contamination on high-touch surfaces in hospitals.
Instead of manual disinfection, which requires workforce mobilization and increases exposure
risk to cleaning personnel, autonomous or remote-controlled disinfection robots could lead to
cost-effective, fast, and effective disinfection (Kovach, 2017). Opportunities lie in intelligent
navigation and detection of high-risk, high-touch areas, combined with other preventative
measures. New generations of robots, from macro- to microscale, could be developed to navigate
high-risk areas and continually work to sterilize all high-touch surfaces.

For diagnosis and screening, mobile robots for temperature measurement in public areas and
ports of entry represent a practical use of mature technologies. Automated camera systems are
commonly used to screen multiple people simultaneously in large areas. Incorporating these
thermal sensors and vision algorithms onto autonomous or remotely operated robots could
increase the efficiency and coverage of screening. These mobile robots could also be used to
repeatedly monitor temperatures of in-/outpatients in various areas of the hospitals with data
linked to hospital information systems. By networking existing security systems with facial
recognition software, it is possible to retrace contacts of infected individuals to alert others who
might be at risk of infection. It is important, however, to introduce appropriate rules to respect
privacy.

For initial diagnostic testing for COVID-19, most countries recommend collecting and testing
nasopharyngeal and oropharyngeal swabs. This involves sample collection, handling, transfer,
and testing. During a major outbreak, a key challenge is a lack of qualified staff to swab patients
and process test samples. Automated or robot-assisted nasopharyngeal and oropharyngeal
swabbing may speed up the process, reduce the risk of infection, and free up staff for other tasks.
Some people do not develop symptoms of the virus or harbor the virus at the moment of testing.
In these cases, a blood test to check for antibody appearance could be crucial and used to identify
silent infections. Automating the process of drawing blood for laboratory tests could also relieve
medical staff from a task with a high risk of exposure. Researchers are studying robotic systems
based on ultrasound imaging identification of peripheral forearm veins for automated
venipuncture (Leipheimer, 2019). Automated multiplex real-time assays would allow rapid in
vitro qualitative detection and discrimination of pathogens. Autonomous drones or ground
vehicles may be used for sample transfer as well as delivery of medicines to infected patients
when movement is inadvisable.

COVID-19 could be a catalyst for developing robotic systems that can be rapidly deployed with
remote access by experts and essential service providers without the need of traveling to front
lines. Widespread quarantine of patients may also mean prolonged isolation of individuals from
social interaction, which may have a negative impact on mental health. To address this issue,
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social robots could be deployed to provide continued social interactions and adherence to
treatment regimes without fear of spreading disease. However, this is a challenging area of
development because social interactions require building and maintaining complex models of
people, including their knowledge, beliefs, emotions, as well as the context and environment of
the interaction.

Teleoperation is also a mature technology that can be used for both telemedicine and
telecommuting. In recent weeks, schools, universities, and companies in China have adopted
online courses and interactions. As 5G bandwidth and 4-8K video become widely available,
COVID-19 may mark the tipping point of how future organizations operate. Rather than
cancelling large international exhibitions and conferences, new forms of gathering—online
rather than in-person attendance—may increase. Remote attendees may become accustomed to
using robotic avatars and controls. Eventually, many conferences may be available via high-
definition low-latency virtual reality, with the attendees’ virtual robot avatars fully mobile and
immersed in the conference context. All of these modalities would reduce disease infection rates
and carbon footprint simultaneously.

Historically, robots have been developed to take on dull, dirty, and dangerous jobs. Their first
wide-spread deployment was in industrial applications, similarly combating infectious diseases
involves an environment that is unsuitable for human workers but is suitable to robots. The
experiences with the Ebola outbreak identified a broad spectrum of use cases, but funding for
multidisciplinary research, in partnership with agencies and industry, to meet these use cases
remains limited. Now, the impact of COVID-19 may drive further research in robotics to address
risks of infectious diseases. But without sustained research efforts robots will, once again, not be
ready for the next incident. By fostering a fusion of engineering and infectious disease
professionals with dedicated funding we can be ready when (not if) the next pandemic arrives.

Uncertainty:

Uncertainty can paralyze anyone. The feeling of not knowing what the future holds or what
measures should be taken is a huge challenge. HR is working to put everything in alignment.
When dealing with uncertainty, leaders need to look at communication from the perspective of
your audience and have empathy for them rather than fear of doing the wrong thing. This
requires companies to communicate when they don’t have all of the information, to reveal as
much as they can about sensitive information, and to be vigilant about correcting mistakes
without worrying about the repercussions. As tennis champion Billie Jean King once said:
“Champions keep playing until they get it right.”

Retaining Employees:

In such severe situation, it is most difficult task to retain the employees for big companies it is
difficult to shift the whole work online. The retention is done in two ways of HR.

a. Retained all employees with unpaid leave

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b. Retained all employees with salary packages

Communicating with customers:

Customers require a different approach than employees given that companies do not have the
same access nor frequency with this constituency. You should:

1. Focus on what is important to the customers.

2. Provide relief when possible. JetBlue became the first airline to waive change and cancel
fees for coronavirus-related concerns. The move went a long way towards reassuring
current customers as well as bringing new ones on board. CVS Care-mark is working to
waive early refill limits on 30-day prescription maintenance medications. Insurance
companies, in contrast, do not consider the coronavirus a valid reason for cancelling a
flight.
3. Focus on empathy rather than trying to create selling opportunities. Companies should
rethink advertising and promotion strategies.

Covid-19 & Organizational Response

The experts recommended that top-management and HRM by the joint effort should design
strategies to deal with the crisis focusing on flexibility and adaptability. To develop ‘what if’
scenarios can be beneficial for a company as well in preparing for future uncertainties.
Furthermore, organizational culture plays a central role during the pandemic. Therefore, it is
necessary for HRM to have frequent communication and close connection with employees. The
company can overcome difficulties brought by the crisis easier when HR leadership encourages
the workers, engages them, keeps them up-to-date, and takes into account their opinions.

The current processes occurring in the companies as a response to the pandemic are complex,
leading to many negative but also some positive outcomes. Employees and organizations are
adapting to the new reality in order to achieve results.The global Covid-19 pandemic has
highlighted the importance of building sustainability and ESG factors into business strategy.
Amid the pain that the virus has caused, it has also offered businesses large and small an
opportunity to learn and prepare for the futureKathrine Ng (2020).In this regard, emphasis
should be placed on the internal communication to adapt quickly. Consequently, team spirit,
friendship, collaboration, and cooperation are essential to survive in this changing environment.
HR management makes a significant contribution by introducing online HR processes, training
employees not only in skills required for performing current jobs, but also for developing those
skills necessary for the future in case the circumstances change. HRM should focus on these
issues in the personnel development programs.

According to Bettina Schaller (2020),As countries begin to emerge from the worst effects of the
pandemic, a picture of those that have been successful in mitigating the labour market and
economic impact is appearing. In broad terms, countries that responded more quickly with
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economic support and helped employees stay in the work process as much as possible are
showing better prospects.”

What happens within organizations around the coronavirus affects everyone in the communities
around them. At the very least organizations should do their best to make sure their actions do
not negatively affect members of the community, but you can also think about a crisis as a time
to enhance relationships with the local communities in which you operate by:

1. Providing resources such as cleaning supplies or food for those in quarantine.

2. Providing information to the local media to help to calm the communities down andwhile
also enhancing your organization’s credibility.
3. Providing transparency about what is happening within the company rather thangoing
radio silent.

Prophesiedpermanent effects

Experiencing this current phenomenon organizations and individuals have become more
protective and much conservative. Organizations have prepared themselves for unthinkable if
happens again. On the side of countries, they are starting hoarding for different things like food,
medicine, and equipment and producing locally. It is also important for global firms to have
consistent supply chains that do not break. Consequently, it is very likely that this pandemic will
make these firms rethink their supply chains and, probably, move supply chains closer to where
they are needed in order to avoid stopping production in the future. Furthermore, authorities have
implied that other humans from other countries are dangerous as they may carry the virus. A
closed border implies that the threat is from the outside. In addition, international flights are not
likely to be an option for many in the coming years. Together, these circumstances mean that
countries may become more nationalistic and less globalized. This may be a dangerous
development, as long-term protection from the consequences of a pandemic outbreak is likely to
require global effort and sharing of resources. Such cooperation is also key to tackle other global
challenges that we may face in the future.

There is no doubt that all organizations and states will make significant readjustment in the
aftermath of the COVID-19 pandemic. Response strategies will vary depending on the particular
kinds of challenges they face, their institutional arrangements that provide the available tools and
choice sets, and how organizational learning takes place. And these choices have implications for
organizational resilience. Organizational learning takes place in a structured context, and there is
the danger of biased learning that draws on positive feedback and falls into a confidence trap
(March, 1994). In his book titled The Limits of Organization, economist Kenneth Arrow warned
about the danger of rigidity in organizations, caused by path dependency and past commitment.
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