The crisis has compelled people to multitask... sequential decision-making will give way to a dexterous approach
Times of India, Delhi 19-Jun-2020
The very nature of a workplace is in the midst of a far-reaching transformation. Ranjan Kumar Mohapatra, director (HR) at India's largest oil refiner and fuel retailer IndianOil, gives Sanjay Dutta an insight into what the new normal could be:
How will the pandemic change the way people work?
The fundamentals will not change, but approach to work, workforce and workplace will. The concept of the workplace is undergoing a transformation. Covid-19 has confirmed our belief that a good per cent of the administrative workforce can operate from home. Social distancing norm will make organisations switch to work from home [WFH], staggered shifts and timings. This will result in revised working models and procedures. The crisis has compelled people to multitask - managing work and home at the same time. Different faculties of people will have to be unlocked. Sequential decision-making will give way to a dexterous approach. The mental rigidity will have to go.
What's that one additional capability that HR will look for in a candidate from now on?
Adaptability and agility. Who doesn't love status quo? But Covid-19 has definitely shaken us all out of that comfort zone. As an example, it has suddenly made us an expert in using virtual technologies, which one would not have learnt in normal circumstances. While we have been deploying multiple assessment modes in recruitment, the focus now onwards shall be on hiring talent that is agile and willing to adapt in any situation.
A lot of on-job learning comes through unstructured interactions with colleagues and seniors. Will a shift to a higher level of WFH slow down the learning process?
I do not think that unstructured interactions will go down; yes, the medium of interaction may get new dimensions or platforms. Let's take the '70-20-10' rule, 70% learning is experiential; that is, from on-the-job tasks. Nothing stops one from assigning challenging tasks to people even when they are working from home. The only difference is that such interactions are now place agnostic. Likewise, 20% of learning, which is ascribed to developmental relationships, can come through virtual meetings and syndicates for which technology has provided various platforms. Also bear in mind that we do not envisage 100% WFH and hence, opportunities for physical interactions will continue to remain.
As people go up the hierarchy, the ability to get teams filled with diverse personalities to work towards a common goal is an important ability. Will future managers struggle to develop this?
No, I don't think so. Diversity is the hallmark of almost every organisation today. As a result, when people rise up the ladder, they will encounter a variety of individuals. The only catch and the prescription that I suggest is alignment. All the diversity in the organisation has to be aligned with the organisational vision. Hence, effective and focussed communication has to be consistently maintained across all levels. Further, due to increasing diversity, a sense of adaptability amongst the workforce has to be strengthened for which the responsibility rests in authentic leadership communication and appropriate developmental interventions. Again, lightly speaking, don't the leaders of today face the same challenge also?
How will WFH affect the kinship and sense of belonging among the workforce?
WFH is not a panacea for everything. Yes, out of sight is out of mind. But surely, companies are not envisaging 100% WFH for 100% people. This is an evolving process. As such, it is said that the newer generation is more individualistic and it is incumbent on the leader to channel this to a big advantage. I think it may really be a little early to predict the answer. We have to really devise a plethora of activities to ensure building up team spirit, even if people are physically distanced.
Do you see a need for institutional counselling as the workforce adjusts to the new reality?
Probably yes. While organisations would be taking steps to provide infrastructure or facilities, it would be equally quite essential that we make employees mentally ready for the new normal. It may be that in a number of cases, the employee may feel stressed, if asked to operate from home, particularly after a relatively poor performance. It is for the organisation to reassure such employees.
Will the pandemic redefine the traditional role of HR?
Undoubtedly. The people function attains increasing significance in the wake of widespread distress, uncertainty and need for change prompted by revised processes. During Lockdown 1.0 itself, the Indian Psychiatric Society reported that mental health concerns had escalated by an alarming 20%. With a virtual operating environment that Covid-19 has created, one may tend to lose sight of human sentiments. It is in these situations that empathy takes the forefront. When social distancing is the new norm, the HR department has to reinvent itself by enhancing care and empathy-based interventions and leave the HR operations to technology. People-centric policies have to emerge.
