1、FUTURE OF WORK Ways of working to sustain and thrive in uncertain times M A R C H 2 0 2 0 INCREASING ORGANIZATIONAL RESILIENCE IN THE FACE OF COVID-19 Navigating uncertain times ASSESSING THE IMPACT OF COVID-19 The rise of the recent coronavirus identified the need that enterprises must increase cor

2、porate resilience and help ensure community well-being by embracing virtual collaboration tools and practices. Recently your company may have decided or will soon decide - to perform all work virtually in response to the spread of the virus. What does this mean for your business? Is this a short-ter

3、m anomaly or a long-term trend? How does your organization continue to work and create value in this new environment? USING THE FUTURE OF WORK TO GAIN RESILIENCE Companies that have previously embraced future of work practices are likely well positioned to sustain their operations and respond quickl

4、y to the demands of navigating COVID-19. In these companies, work, workforce, and workplace experiences are supported by an ecosystem of virtual resources, technology and behavioral norms that define work as a thing we do, not a place we go. As a result, these organizations can mount a holistic resp

5、onse under tight timelines as dictated by this unfolding epidemic. DELOITTES EXPERIENCE We are on the front lines adapting to this new environment just like our clients. We are rethinking where and how organizations respond to the epidemic. We feel it deeply and have visibility on what is happening

6、in companies across most sectors and geographies. With this perspective, we wanted to share some practical ideas on what you as an organization, as a team, and as an individual can do in the short and long-term to adapt and progress in this dynamic environment. 3 | Copyright 2020 Deloitte Developmen

7、t LLC. All rights reserved. Expand virtual work capabilities using available tools and best practices that support collaboration, productivity and culture continuity. Consider responsibilities of individuals, teams, and leadership to help ensure success. Consider expanding technologies that underpin

8、 virtual collaboration. Use data to measure the success of your efforts and expand practices that increase performance. See slides 7-10 for relevant guides. Understand the effect of COVID-19 on employees and partners of the supporting organization. Provide direct support to groups that are most impa

9、cted. Create tailored solutions to help resolve the specific needs of each impacted group. Develop strong and consistent communication channels to employees and partners. Keep all stakeholders abreast of relevant health updates, local impacts, training, and desired cultural behaviors. Confirm messag

10、ing incorporates awareness of the impact on people as much as impact on business. Understand that the workforce spans five generations and includes varying levels of technology fluency. Enhance virtual work support to enable new ways of working and support a comprehensive employee and partner experi

11、ence. Create and communicate a support channel to flag and address compliance matters. Structure macro and micro customer messaging on business response and impacts to them and train employees on delivery and channels. Create or enhance customer support channels to manage and overcome temporary disr

12、uptions. Monitor relevant health/travel advisories by geography. Access ramifications of changes on profitability and investment, and develop contingency plans to mitigate them. Coordinate efforts across the organization. Institute a Central Response Team Monitor Regulatory proactively check in with

13、 your team and let them know youre available. Dont be afraid to “power down” at the end of the day. Regularly review your performance with team leader. Seek logistical feedback; double down on practices that work for your team. GENERAL TIPS COMMUNICATE OFTENWORK EFFECTIVELY EMBRACE TECHNOLOGY Utiliz

14、e technology tools for collaboration: Virtual meetings and video conferencing SMS and messaging applications Virtual workspaces Communicate over the phone, especially when email and IM are not sufficient. BE ACCESSIBLEMANAGE EXPECTATIONS Be ready to offer support to employees with varying degrees of

15、 technical knowledge to optimize and set up their environment for success. The behaviors of an individual are vital to tightening communication and effectively collaborating virtually 8 | Copyright 2020 Deloitte Development LLC. All rights reserved. Tips: Setting up remote work for teams Team Leader

16、s should review and update team member responsibilities, ensuring the clarity of roles and objectives while working remotely. Discussion should include being reachable, responsive, and dependable. Team leaders should plan consistent check-ins to discuss pain points, whats going well and what to buil

17、d further on while working remotely. Mental health and project satisfaction should be closely monitored as remote work becomes more prevalent. Ensure all practitioners are familiar with relevant policies including local geography confidentiality and computer and data security policies. Provide neces

18、sary technology solutions (e.g., laptop, cell phone, home network, VPN/encryption) where not yet available. When organizing meetings, be considerate of attendees from different times zones. Ask professionals to share their ideas and tips on how to continuously provide excellent service to clients wh

19、ile working remotely . GENERAL TIPS EXPECTATIONSCOMMUNICATIONVIRTUAL TECHNOLOGY Utilize technology tools for collaboration: Virtual meetings and video conferencing SMS and messaging applications Virtual workspaces Use the right channel to ensure your message is received sometimes phone is more effec

20、tive than chat; sensitive or personal matters should be face-to-face CHECK-INSRISK AREAS All team members are responsible for ensuring open and consistent communication occurs across all team members, resolving conflict and potential misunderstandings in an effective and timely manner. Overcommunica

21、te, since distributed working initially requires a degree of overcommunication to make sure everyone is engaged. 9 | Copyright 2020 Deloitte Development LLC. All rights reserved. Leadership should role model best practices. Enable remote working and value what it enables for individuals and the ente

22、rprise. Work remotely to understand and empathize with remote employees. Challenge the widespread perception that “face time”, “presenteeism”, or visibility in the office equals productivity performance. Provide immediate feedback if things do not go well; help prevent the development of bad habits.

23、 Accept that the success of remote working will be the shared responsibility of employees, managers, and leadership. Encourage remote workers to disengage at the end of the work day and maintain an appropriate work-life balance. Leverage ever evolving collaboration tools and technologies to effectiv

24、ely work as a team when working remotely. Dont be overly prescriptive allow each team to define their own approach within company guidelines. Recognize expectations of external and internal stakeholders, as well as those of each team and individual. Understand and communicate that a relationship of

25、trust, respect, open communication, and clearly defined deliverables is imperative for success. MANAGING EXPECTATIONS ROLE MODELPERFORMANCEMEASURE SUCCESS Engage in continuous performance management. Proactively check-in with team leaders to provide and receive feedback. CULTURE TECHNOLOGY Tips: Emb

26、racing remote work for managers and leaders 10 | Copyright 2020 Deloitte Development LLC. All rights reserved. Tips: Create successfulvirtual meetings Consider who you invite to meetings, whether they are required to attend, what their time zone is, and who is working outside normal working hours. A

27、sk all attendees to be courteous to fellow attendees by joining the meeting on time. Send relevant materials in advance, designate a meeting coordinator, and troubleshoot any technology issues ahead of time. Ask all attendees to use headphones and screen shields if their location is not private. Est

28、ablish ground rules that encourage interaction and engagement, including inviting questions, incorporating polls, stopping to check in for any questions or technology issues (i.e. bad connection). Minimize the meeting duration and maximize the value of interacting on the call. Ask attendees to avoid

29、 multi-tasking. In a virtual environment, differences in opinions or approaches can be amplified. Make a concerted effort to invite, listen, and respond to different perspectives. Let attendees know that collaboration can, and should, continue after the call ends, being clear on the proper channels

30、for follow up points and action. Video is the next best way to engage teams and stay connectedno matter how far apart you sit. When using video, attendees are more likely to turn off distractions, focus on the discussion, and be more engaged. Address typical concerns with video meetings, including t

31、he need to be “camera ready” or hide the environment. BE “PRESENT” BE MINDFUL OF AUDIENCEBE PREPAREDBE INCLUSIVE Encourage all attendees to participate in the meeting by leveraging their varied strengths and learning styles. Encourage attendees to share their ideas. Identify and address accessibilit

32、y issues. Distribute call notes after the meeting. BE INTERACTIVEBE COLLABORATIVE 11 | Copyright 2020 Deloitte Development LLC. All rights reserved. Ideas to (re)imagine the future of how you work independently and together in teams Imagine if you could work from anywhere, at any-time on your person

33、al or work device(s). Imagine if your role on every decision that your team makes was clear to you and others. Imagine if you could spend almost no time searching for information you need to get work done. Imagine if you could see other work that had been done to learn from it and make sure that you

34、 do not repeat the effort. Imagine if you could automate some of the routine, boring work you do. Imagine if you could be the champion to help transform how your company works to drive faster innovation and ensure the long- term success of our company. Imagine if every meeting had a shared agenda th

35、at was followed. Imagine if the meeting notes from every meeting were available to the team directly after the meeting was completed in a shared format. Imagine if everyone involved in a meeting could see each other to better communicate through visual cues. Imagine if your team wasted no time getti

36、ng collaboration technology to work. Imagine if status reporting type meetings were cancelled and moved to a non-real time channel. Imagine if it was clear which decisions needed to be made, who owns those decisions, and who contributed to those decisions. HOW I WORK (INDEPENDENTLY) HOW OUR TEAM WOR

37、KS (REAL TIME) HOW OUR TEAM WORK (ASYNCHRONOUS) Imagine if your team had one virtual place to share ideas, content in a persistent, contextualized space. Imagine if you could create a shared collaboration virtual space that can include employees, agents, partners, and customers. Imagine if you could

38、 get quick answers from your team and accelerate your teams ability to deliver results. Imagine if you could integrate other mission critical systems and applications you use into one user experience. Imagine if when you joined a new team that you could see the history of the conversations, decision

39、s, and content to get productive quickly. Imagine if you could get a quick response directly from the right person, without having to go through layers of hierarchy. 12 | Copyright 2020 Deloitte Development LLC. All rights reserved. Dive deeper with Deloitte ADDITIONAL LINKS: Digital DNA Future of W

40、ork Human Capital Trends Report If you would like a copy, please reach out + 13 | Copyright 2020 Deloitte Development LLC. All rights reserved. Learn more Steve Hatfield Global Future of Work Leader | Deloitte Consulting LLP 200 Berkeley Street, Boston, MA 02116 D: +1 212-618-4046 | M: +1 917-439-88

41、45 | Annie Dean VP of Workforce Transformation| Deloitte Consulting LLP 30 Rockefeller Plaza, New York, NY 10112 D: +1 212-436-4013| M: +1 203-912-6877 | Robin Jones US Workforce Transformation Leader | Deloitte Consulting LLP 30 Rockefeller Plaza, New York, NY 10112 D: +1 212-313-1706 | M: +1 917-8

42、87-0661 | Erica Volini Global Human Capital Leader | Deloitte Consulting LLP 2901 N Central Ave STE 1200, Phoenix, AZ 85012 D: +1 602-631-5931 | M: +1 617-834-9987 | Mark Holmstrom Future of Work Leader | Deloitte Consulting LLP 555 Mission Street, San Francisco, CA 94105 D: +1 415-531-4061 | M: +1

43、415-652-2160 | Karen Pastakia Equity Partner | Deloitte Consulting LLP Bay Adelaide Centre, East Tower 8 Adelaide Street West, Suite 200, Toronto, ON M5H 0A9 D: +1 416-601-5286 | M: +1 416-318-9151 | www.deloitte.ca 14 | Copyright 2020 Deloitte Development LLC. All rights reserved. About Deloitte De

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