Lessons From The Top Glove Covid-19 Cluster
No doubt by now, you have heard the news of Top Glove’s Covid woes. The spread of the virus was tallied at 4305 positive cases when last reported. Accelerated by close, cramped living conditions and lack of distancing during work hours the entire working staff was placed at risk of contracting the virus. Before we continue, allow us to state; we do not necessarily know if this incident could have been avoided or otherwise. However, we believe that in a post-Covid world, many businesses have evolved to overcome the hurdles posed by this pandemic. It is now even more vital that organizations adapt their approach to attract, engage, and motivate their workforce to keep operating at full capacity.
Some operational and recruitment strategies will have to be refreshed to keep up with the times, as existing and future employees will now bring different expectations to the table. Human resource strategies and man-management will come with different challenges as well as be fundamentally altered to suit the needs of this new reality. For example, many employees may be reluctant to make the switch during these uncertain times and choose to hang on to their existing jobs. It will be harder to recruit or poach talent for the foreseeable future.
When organizations such as Top Glove appear in headlines globally for reasons such as the recent crisis, they would come under heavy global scrutiny, which could subsequently alter the image of its brand. How organizations treat their employees and the manner in which they resolve internal conflicts are critical in maintaining a healthy public image and PR goodwill. As reported by Reuters, an internal whistleblower was recently fired from his position due to leaking information on the loose adherence of Covid SOPs. Heroic or insubordinate? It is hard to truly ascertain these facts as we are not a part of the internal decision making. However, the impact this has on public perception is far-reaching and may carry immediate and future consequences if not managed properly.
If previously, your organization has not considered these evolutions, now may be a great time to bring your attention to them.
Refocusing on your goals, vision, and mission would be even more relevant during these times.
There was always a need to concisely express brand purpose, not just for external marketing, but also for an organization’s internal drive. Sharing a similar direction company-wide helps retain the existing workforce and attracts similar talents to your cause. In recent years, professionals were more compelled to join organizations with purposes aligned with their personal views.
All that time spent under enforced social distancing and quarantine SOPs has caused a lot of individuals and organizations alike to reconsider their core ideals, so this gives many organizations the chance to “walk-the-talk” and truly demonstrate their embedded values and purpose. Attracting the right talents to your organization by reinforcing those core values will be essential in the coming years preceding this Covid crisis.
Communicate your company culture clearly
Having a unique culture defines an organization’s personality. It adds a layer of cohesion between existing employees and builds mutual trust between people. With the unpredictability of current circumstances (despite the promise of a vaccine on the horizon) many would choose to remain in a work environment where the bonds are tighter and the practices familiar. A company culture is maintained through its people, and the more identity an organization provides, the more sense of belonging employees gain.
From the case of Top Glove, we can attribute several key elements of a company’s culture that needs to be focused on during this period. Ensuring the voices of employees are heard, prioritizing the health, wellbeing, and even living conditions of your people will help address many issues before they become critical. In response to cultivate a stronger PR image, Top Glove has announced that they will not be firing whistleblowers anymore.
Educate and learn
To further solidify workforce retention, an organization can give employees the opportunity to learn and upskill, which adds value to both the company and its people alike. These are clear opportunities that should not be wasted. Even in manufacturing, fabrication, and heavy industry sectors, digital technologies have a notable role in the economy. Automation has been playing a key role in pushing productivity forward even before the pandemic, and there is no reason to believe that this will change in the near future. Hence, there is an urgent need to prepare existing and future workforce in adopting digital change.
As reported by Malaysia Digital Economy Corp (MDEC), more companies are becoming digital by default with 91% of organizations having to adopt a “digital-first” business strategy. Eight out of the top ten emerging jobs will require digital tech skills. Some examples of these include data analysts, IoT Specialists, Digital Transformation Specialists, and Cybersecurity Specialists. Across all industries, it is predicted that 50% of all employees will need reskilling by 2025. (Future of Jobs Report 2020) The graph below shows the Estimated Share of Workers at Risk of Unemployment.
Across multiple sub-sectors, the stability of traditional jobs may continue to get riskier as the landscape continues to change. We are facing a shift in consumer habits and trends that may be the new norm for years to come. It is advantageous to get a head start by educating your employees towards a more digitized work environment sooner rather than later.
Provide a convincing prospect for the future
So often organizations fail to communicate a sense of security and potential opportunities to their current and future employees. As many professionals are increasingly concerned with their job stability due to the current crisis, businesses need to ensure a secure future for employees in their organizations. This includes revamping your traditional perception on standard performance indicators, because what used to work before, may not be ideal in a post-Covid world.
Make sure that each individual knows where they fit in the overall structure of your organization, and allow for more creative autonomy in roles. By creating an environment where your employees can pursue their passions within the scope of the job, you are building a cohesive, meaningful, and lasting relationship between management and staff. You are also building mature, independent leaders who will champion the vision of the organization for many years to come.
Remote Operations are no longer a luxury
What was once seen as a perk for upper management or senior employees, remote working is now commonplace in many organizations. This trend will only continue to grow as more and more businesses digitize. With the continued advancement of digital tools and infrastructure, personnel no longer have to be on-site to complete their daily tasks. Some companies have even decided that they will make working from home a permanent practice! These include social media giants such as Facebook and Twitter. (Source/CNN)
In the field of human resources, many digital technologies are also readily available to assist in remote hiring and onboarding. This has been accelerated even further due to the current pandemic, and will continue to grow further as we enter a hybrid working environment globally. Businesses must now consider how they can ensure that their remote communications capabilities can represent a fair image of their organization to attract the best talent.
Final Thoughts
Needless to say, there are many important people strategies that can help businesses adapt into the new landscape of work. Through fluid adaptability and digitization of business aspects, organizations can boldly step into the future with the brightest, most motivated workforce. Treat your people right, give them a great education, provide them with all the tools needed, and assimilate them into your company culture.
