Post COVID-19 HR strategic role

Crisis management is usually the bread and butter of Human Resources Management professionals. However, HR departments and employees feel way out of their comfort zone trying to strategically uphold their roles and functions in response to all the change in work culture and circumstances due to the COVID-19 pandemic. It is now that HR departments are pressed to rise to their strategic role as guardians of quality and accountability in the work place than ever before.

The COVID-19 crisis is forcing almost every business in Jordan to immediately develop, adapt or improve remote work policies and procedures. As HR pros struggle to keep employees safe and informed, it helps to think about what changes will be more permanent and how you will guide employees and organisational leadership through those changes.  

 To ensure business continuity for organisations in Jordan, HR leaders must step up, advice and propose operational responses, moving from a seat at the table to setting the table. This requires primarily advocating for the best possible policies. 

The COVID-19 crisis has first opened a battle between employees and employers on Work-from-Home Policy. It was clear that Jordanian firms has a lack of such a policy. Many concerns in this regard has raised on work rules, meeting schedules and communications strategies to the new reality. How must job descriptions change to accommodate part, or full-time remote work? How to monitor and enforce attendance, performance and objectives? What strategy to deal with handover if someone resigned or fired? What HR functions must adapt, talent acquisition and development, discipline, benefits and compensation all introduce their own challenges in a remote work environment.

 HR leaders must work closely with other managers and higher management in local firms addressing the mentioned concerns and others. They could initiate and or review and revamp a Work-from Home-Policy that can adapt in any future crisis to best serve its purpose. In doing so, local firms can secure business continuity and employee job security and welfare.    

A second concern of COVID-19 effect on organisations in Jordan is the Health Insurance Coverage Policy. As COVID-19 pandemic is no ordinary event, almost all employees’ insurance coverage in Jordan has never mentioned the bill responsibility for an employee during any crisis. If an employee is diagnosed with COVID-19, who will pay for the quarantine, medication and hospital bills? Now HR leaders in local firms must revise the insurance coverage policy and rethink of solutions to management in facing such an issue. 

A third major concern faced by local companies is the lack of digital transformation. Many firms in Jordan were successful in securing and maintaining jobs dependent on their comprehensive operations of digital transformation. Starting with HR management systems, HR staff were able to continue serving employees with same qualities and time discipline. Digitalising HR services made it possible for local firms to secure and maintain HR staff jobs. HR leaders must advocate on digitalising their operations if not systemised yet, and other operations to secure business continuity, maintain jobs and expand in operations.