Monday, 11 january 2021 | Redacción CEU
We have said goodbye to 2020 with the hope that this year will be much better. So much so that if we let ourselves get carried away with emotion, very few would look back. This could be a mistake, because in addition to a pandemic, a crisis and a great deal of uncertainty, the year 2020 has left us with great wisdom. Indeed, they have not just resulted in lessons, but, we have largely tried to incorporate what we have learned. Therefore, in the last months, both at a personal and organizational level, we have experienced great changes. As a society, we now have new concerns and we respond with new behaviors and habits. As companies and institutions, we have made some changes that may probably transform the world of work as we know it.
Today, on the CEU IAM Blog, we talk about the new way of working in times of post-Covid.
Unfortunately, we still live with COVID-19, so when we refer to this new way of working post-coronavirus we are referring to the turning point that the arrival of this virus has meant in the activity of our companies:
It is the first change that comes to mind when we talk about work and the pandemic. Lockdowns have forced companies to accelerate a transition process that would otherwise have taken years and even decades to carry out. In a country like Spain, with noticeable presenteeism, the change is surprising and positive, but it also entails many changes like granting greater autonomy to employees. Such a rapid change requires a lot of organization, adaptability and also readjustment or redesign. For example, this rapid process has highlighted the fine line that can exist between personal and professional life.
Alfonso de San Cristóbal, International Chief HR Officer at Aegon and professor of our Executive Master’s Degree in Human Resources 4.0, talked in an interview on this blog about this pivotal moment. He pointed out that hybrid models are clearly here to stay:
We have experienced it and now we know it can be done and that it brings advantages and disadvantages. We will have to find the right balance
telecommuting has also brought about virtual team work. Overnight, we have gone from lending a pen to our workmate to explaining how to share the screen in a video call. In fact, the figure of leaders has played a key role in this change process. Leaders have had to adapt quickly, reorganize work, lead teams remotely and be more empathetic to face an uncertain future. The key in managing this type of team has been and will continue to be mutual trust.
Recently, Isla Ramos Chaves, Deputy CEO at Save The Children, explained in one of our free webinars the keys to success in managing virtual and remote teams. Gustavo Aguilar de Armas, head of CEU ILEAD and author of the DHR Index, also explained the organization of highly effective virtual meetings during the first lockdown.
Another of the great changes that COVID has caused is the priority attention given to security measures, especially those focused on the sanitation and cleaning of workspaces. Actually, the figure of the Facility Manager has taken on new importance.
This greater interest in the prevention and protection of health has also had an impact on the way of working. This probably leads to advancing towards a new redefinition and reorganization of spaces: more open and flexible, focused on people, designed for meetings, with more green spaces...