When the pandemic in India was first announced, FICCI – the Federation of Indian Chambers of Commerce and Industry – reported 30% of organizations had already put their work from home policies in place1. The last month of the Indian business financial year had officially been hit. With almost 80% of companies under FICCI reporting a decrease in cash flow, the imminent concern all employees had was their job and pay security. While some companies - particularly those in the aviation and hospitality industry - had to make harsh decisions which included stalling bonuses, increments, and even laying off certain employees, this was not the case for most firms.
Arrman Chaudhry, President People and Culture at M3M India Pvt. Ltd., a leading realtor company, has completely shifted his focus on reassuring his employees. "When the pandemic was announced, we sent out a formal email to everyone communicating to them that their family and their salaries will be protected and paid on time," he said. M3M is also ensuring added help in case of emergencies for all their employees. A senior executive from a global paints and coatings firm also reiterated the same sentiment when we approached him on their current framework. "We've even taken back some of the resignations which had been put in prior to the pandemic to ensure a sense of job security for our workers," he comments, adding that a tone of assurance is what is required right now.
The CEO of a leading global food systems organization ensures he engages more vigorously than usual with their talent daily. “Our factories are still open as we come under the Essential Commodities Act,” mentioned a senior leader from the same firm. “But we’re working at 45% to 50% capacity. Employees are demoralized because while the marketing function is still holding up their end of the bargain, the infrastructure required for executing the demand is not available right now. So, we’re ensuring the top management actively keeps their team members motivated with daily calls both at a personal and professional level.”
With business continuity as the objective, compassion and empathy increasingly become the new need-of-the-hour communication strategy. As Adil Malia, the chief executive of a boutique business management consulting outfit called The Firm aptly stated, "Communicate authentically and connect emotionally with the critical mass who are your value contributors."Managers are finding themselves adopting a more colloquial approach to their daily virtual meetings with their teams. The "here is the task list for today" conversation now begins with "I hope you and your family are doing well," and most deadlines are now becoming more flexible as employees struggle to find the right work-life balance in their homes. Senior executives from large law firms and FMCG multinationals are even creating WhatsApp groups with their teams to continue non-work-related conversations as a means of social listening – something which was easier to implement in physical office spaces. "It is just to get the moment going, keep everyone upbeat in these dreary times, " added a partner at a leading law firm who ensures he instigates these 'exchanges' daily.
The managing partner for another large law firm – Fidus Law Chambers – Shwetasree Majumder also ensured a smooth transition to the virtual space keeping the mental health of their employees in focus. They recalibrated their targets based on the financials and the current state of the industry, thereby redefining the breakeven point. "We ensure everyone is available on our daily linear and cross-functional team calls, " says Shwetasree. “We’ve even reassured our staff workers of their salaries and are renewing their medical insurance,” she adds. Her company’s staff members are also currently leading the distribution of ration in their respective communities independent of the firm.
Such initiatives really open your mind to the plethora of opportunities that are available right now to help brands rebuild their identities. "This is the time to introspect. It’s a great time to reflect what you want your brand recall to be, "said Prabir Jha, founder and CEO of Prabir Jha People Advisory. "Leaders have so far imposed this sort of halo on themselves that they can’t be seemingly vulnerable. Why not? Admit and accept your vulnerabilities and address these matters. This is the time when you can actually pause and acknowledge your employees for who they are, " he adds.
The way forward – albeit not clear – does not deter the firms from finding their ground. Organizations are setting up specialist cells internally on risk mitigation, audit, and rewards with dedicated teams who are taking full accountability to ensure they remain on top of things. Marketing teams of various firms are also turning to social media as a more creative approach to tackling the virtual world. Companies like Matrix Cellular Services are indulging their employees by asking them to send in write-ups on how they’re keeping themselves productive during the day. “These posts offer a two-pronged benefit. One, it ensures the workers tackle the vicious cycle of boredom and isolation which arises when you work from home; and two, posting these write-ups on social media offer a sort of positive validation to both the employee and the firm,” said Captain Rakesh Walia, the chief administrative officer for the telecommunications provider.
These virtual leaps of faith also include thought leaders from the country's largest multi-reward loyalty program indulging in daily video conferences to ensure everyone is on the same page across hierarchies – personally and professionally – plus, they managed to go online in a mere 24 hours. How? They are not a brick and mortar business. They're a web-based platform with an already existent work-from-home policy which made it easier for their employees to switch to the virtual space faster and more efficiently. This, however, is not the case for everyone.
"Communicate authentically and connect emotionally with the critical mass who are your value contributors."
Arrman Chaudhry, President People and Culture at M3M India Pvt. Ltd., a leading realtor company, has completely shifted his focus on reassuring his employees. "When the pandemic was announced, we sent out a formal email to everyone communicating to them that their family and their salaries will be protected and paid on time," he said. M3M is also ensuring added help in case of emergencies for all their employees. A senior executive from a global paints and coatings firm also reiterated the same sentiment when we approached him on their current framework. "We've even taken back some of the resignations which had been put in prior to the pandemic to ensure a sense of job security for our workers," he comments, adding that a tone of assurance is what is required right now.
“This is the time when you can actually pause and acknowledge your employees for who they are.”
The CEO of a leading global food systems organization ensures he engages more vigorously than usual with their talent daily. “Our factories are still open as we come under the Essential Commodities Act,” mentioned a senior leader from the same firm. “But we’re working at 45% to 50% capacity. Employees are demoralized because while the marketing function is still holding up their end of the bargain, the infrastructure required for executing the demand is not available right now. So, we’re ensuring the top management actively keeps their team members motivated with daily calls both at a personal and professional level.”
With business continuity as the objective, compassion and empathy increasingly become the new need-of-the-hour communication strategy. As Adil Malia, the chief executive of a boutique business management consulting outfit called The Firm aptly stated, "Communicate authentically and connect emotionally with the critical mass who are your value contributors."Managers are finding themselves adopting a more colloquial approach to their daily virtual meetings with their teams. The "here is the task list for today" conversation now begins with "I hope you and your family are doing well," and most deadlines are now becoming more flexible as employees struggle to find the right work-life balance in their homes. Senior executives from large law firms and FMCG multinationals are even creating WhatsApp groups with their teams to continue non-work-related conversations as a means of social listening – something which was easier to implement in physical office spaces. "It is just to get the moment going, keep everyone upbeat in these dreary times, " added a partner at a leading law firm who ensures he instigates these 'exchanges' daily.
The managing partner for another large law firm – Fidus Law Chambers – Shwetasree Majumder also ensured a smooth transition to the virtual space keeping the mental health of their employees in focus. They recalibrated their targets based on the financials and the current state of the industry, thereby redefining the breakeven point. "We ensure everyone is available on our daily linear and cross-functional team calls, " says Shwetasree. “We’ve even reassured our staff workers of their salaries and are renewing their medical insurance,” she adds. Her company’s staff members are also currently leading the distribution of ration in their respective communities independent of the firm.
Such initiatives really open your mind to the plethora of opportunities that are available right now to help brands rebuild their identities. "This is the time to introspect. It’s a great time to reflect what you want your brand recall to be, "said Prabir Jha, founder and CEO of Prabir Jha People Advisory. "Leaders have so far imposed this sort of halo on themselves that they can’t be seemingly vulnerable. Why not? Admit and accept your vulnerabilities and address these matters. This is the time when you can actually pause and acknowledge your employees for who they are, " he adds.
The way forward – albeit not clear – does not deter the firms from finding their ground. Organizations are setting up specialist cells internally on risk mitigation, audit, and rewards with dedicated teams who are taking full accountability to ensure they remain on top of things. Marketing teams of various firms are also turning to social media as a more creative approach to tackling the virtual world. Companies like Matrix Cellular Services are indulging their employees by asking them to send in write-ups on how they’re keeping themselves productive during the day. “These posts offer a two-pronged benefit. One, it ensures the workers tackle the vicious cycle of boredom and isolation which arises when you work from home; and two, posting these write-ups on social media offer a sort of positive validation to both the employee and the firm,” said Captain Rakesh Walia, the chief administrative officer for the telecommunications provider.
These virtual leaps of faith also include thought leaders from the country's largest multi-reward loyalty program indulging in daily video conferences to ensure everyone is on the same page across hierarchies – personally and professionally – plus, they managed to go online in a mere 24 hours. How? They are not a brick and mortar business. They're a web-based platform with an already existent work-from-home policy which made it easier for their employees to switch to the virtual space faster and more efficiently. This, however, is not the case for everyone.
