The COVID-19 pandemic challenged any notion of business continuity, while creating unfathomable loss and disruption. Around the world, regular business operations were challenged with new realities and some ground to a halt.
Now, as organizations re-emerge into what feels like a different world, they are asking themselves three questions: “What are the business requirements that enable us to continue operations?” “How can we restore operations while preserving the health and safety of our people?” and “How do we learn from this experience to build a more resilient organization, to succeed through the current pandemic and the next potential crisis?”
Human- and technology-centred strategies to build resiliency
Many organizations carry out disaster-recovery planning – what to do if there is a flood or earthquake, for example. However, few organizations have an action plan for a global pandemic that confines 80% of the population to their homes. Business resiliency comes from not only mitigating and dampening recovery, but also preparing for situations we cannot foresee.
There is no one-size-fits-all approach that can alleviate the damage this pandemic has created. Businesses, both small and large, are at different stages in their push to return to normalcy. The journey to resilience is complex and will look different as we progress through the pandemic and beyond.
As the economy looks to recover, businesses must consider strategies that encourage fluidity and flexibility as new (and often unforeseen) circumstances develop. Combining both human- and technology-centred strategies, businesses can create an overall framework that encourages short- and long-term organizational resiliency.
Creating resiliency by focusing on your team
In the event of a large pandemic like COVID-19, operational change is inevitable yet difficult to foresee. If entire finance and accounting departments are inoperable, money must continue to flow to keep projects and staff moving. If the staff members of a water treatment plant become ill, operations must continue to function remotely to provide water to millions of customers. By only prioritizing projects and revenue, businesses will struggle to create a fluid workforce that enables business resiliency.
Instead, businesses should prioritize their employees, and develop a culture of respect, trust, and opportunity. A shortage in workforce, for example, such as that seen by many businesses during the COVID-19 pandemic, directly challenges the resiliency of an organization. When human-centered aspects of an organization are neglected this can lead to a weakening sense of trust, empathy, and confidence on the part of employees. Leadership and senior staff must constantly refresh their view on often difficult situations, and continuously pivot and adapt based on what does or does not work and what will relate to most to staff and its customers.
As part of a larger strategy to empower employees, organizations should provide and encourage the use of innovative technologies. By improving resiliency around where and how employees work with technology, we can gain experience that is directly translatable across crises. Businesses can also leverage these practices to reduce the potential of exposure to COVID-19.
Resuming operations through technology practices
Operations will not return to “normal” until we can create a healthy and safe environment for employees. Contact tracing and social/physical distance tracking are two methods that many businesses are utilising. Contact tracing is helping to minimise possible further exposure of the virus to others.
We recently assisted a multinational manufacturing client with the implementation of new safety measures to improve working conditions. With a new contact tracing solution in place, our client at their Ontario, Canada plant was able to resume production.
Beyond contact tracing, social distance tracking enables real-time monitoring of people movement for example, in an office or plant. Organizations can set-up Bluetooth Gateways in unison with tracking cards (similar to an ID badge). This solution enables a view of where people have been within the facility. Especially when regular conditions require employees to work in a crowded or high-traffic environment, this solution drastically improves social distancing management.
For another client, we also provided a social distance tracking solution. Through camera installation, camera calibration and onsite measurements, wearable technologies, and data visualization, our client reduced the likelihood of outbreaks, saved significant office costs, and developed a scalable solution all while acknowledging the human-centred employee experience.
The pathway to resiliency
Achieving complete resiliency is difficult. Risks will change and situations will develop dynamically over time. In many situations, organizations and their employees are working through the “here and now,” but longer term planning for a potential second wave of COVID-19 is also critical.
Businesses that develop a framework that empowers both human and technology-centered solutions can be better equipped to weather the next event. This coupled with a shift in behaviour and a rebuilding of trust in our institutions will lead to a stronger and more resilient workforce and economy.
For more information on workforce resiliency, please watch the “Tips to Getting Your Business Ready to Re-Open In-Person and Keeping Those Already Working In-Person Safe” webinar from GHD and NAEM at this link.
Meet Bob
Bob Armacost is the North American Regional Director for GHD, where he oversees GHD’s Digital business across the North American market. Bob has deep experience building and implementing digital strategies, innovation, and high-performance global teams across multiple industries. For more information, contact Bob at robert.armacost@ghd.com.
Meet Kurt
Kurt Beil serves as a Principal and Environment Market Leader for the Northern Hemisphere at GHD. Kurt bridges gaps and finds common ground upon which to drive GHD’s environmental business, built on the foundations of client insights, technical leadership, innovation, and resilience. For more information, contact Kurt at kurt.beil@ghd.com.
