Here’s Help for the bosses on how to help staff to manage stress when working remotely after and during the coronavirus outbreak by restructuring there training needs analysis.
It is usually the role of the human resources department to implement training in-house, but many businesses and workplaces are now requesting that their employees work remotely where possible to minimise in-person interactions during the coronavirus outbreak.
The idea of working from home can be a huge challenge for some people, which can lead to higher levels of stress and worry. We have looked at how we can support managers by showing them how to create a training needs analysis and action plan to support their workforce and help staff members to manage their wellbeing, workload, stress, isolation and motivation during this unprecedented time.
When you (the boss or your board members) think about thriving in a digital world, you probably think first about technology. It’s evolving so fast that your business constantly has to adapt. But the greatest challenge is not the tech itself: It’s developing a knowledgeable, strategically adept, cognitively flexible, and proficient workforce.
You want people who can command artificial intelligence, analyse data, invent and apply solutions on the fly, and slide effortlessly into new roles as needed.
All the while, they should keep their skills sharp with mobile apps and online self-taught courses. Ideas should flow from all corners of the company, whether from full-time managers or a pool of gig workers who jump in when work heats up.
The demand for a more talented workforce goes beyond adapting to the new digital world. CEOs of fast-moving organisations – enterprises with bold strategies, innovative cultures, inclusive workforces, and great expectations – need highly skilled people.
Unfortunately, in nearly every industry, the best talent is in perilously short supply. At the 22nd Annual Global CEO Survey, 79 percent of chief executives around the world said that a lack of key skills threatens their business growth. Retailers need interface designers who understand customer experience. Banks and insurance companies need data visualisation experts. Energy, automotive, and industrial companies need team leaders who can manage interoperable platforms.
Just about everyone is looking for employees adept in robotic process automation, materials science, or simulations with machine learning that can predict outcomes and streamline processes.
They also need people who can master softer skills, such as managing teams effectively, gaining trust, working across boundaries, or applying neuroscience findings to increase their own stature and influence.
Upskilling is part of the answer. But you also need to rethink your jobs: redesign the workflow, combine some positions, add others, and probably eliminate some. You need to be more creative in finding and onboarding people, including through acquisitions, partnerships, gig economy–style freelancing arrangements, and talent pools oriented to flex work.
Finally, you must fill your enterprise with opportunities for continual self-renewal via modern learning strategies and digital technologies, so that becoming adept in new technologies is just part of everyday life.
Many business leaders realise that they can’t just hire the workforce they need. There aren’t enough prospective recruits, and the expense would be enormous. Instead, companies must upskill their existing employees or members of their communities.
This means expanding people’s capabilities entrepreneurial thinking, employability, often using adult learning and training tools, to fulfill the talent needs of a rapidly changing economy. But the old training needs analysis does not sit well in this every changing cog and an increasing number of remote workers.
A remote workforce transformation brings all these elements together, oriented specifically to your organisation. Your initiative must be led directly by the CEO and the other top executives of the enterprise, because your company’s success depends on the ability and commitment of all your employees.
In a successful initiative, you’ll do more than approve a budget and hold the leaders accountable; you’ll take part in the learning efforts yourself, engage in teaching others, and use this transformation as a genuine opportunity to improve your own skills and those of your direct reports.
Because no two organisations have the same circumstances, there is no single recipe to follow. But together, the 10 principles below can help you ready your company’s remote workforce for the future.
- Focus on a few concrete business outcome
- Foster emotional commitment
- Design a compelling experience
- Start with the highest-impact roles
- Change behavior first
- Promote citizens led wellness groups
- Plan and commit to a comprehensive journey
- Engage with cultural infl1. Uencers
- Include everyone but the unwilling
- Track results and course