No doubt, you’ve been hearing from a lot of organizations about how they are dealing with the challenges associated with COVID-19, including us. It seems this is just the beginning of this conversation, as Coronavirus looks to be a long path stretching before us all.
As training leaders, we’re finding ourselves in the epicentre of the agility organizations require to adjust and adapt operations in response to the pandemic. Training operations, in particular, have been deeply impacted as many industries that rely upon in-person training experiences to drive their business and remain compliant.
Even prior to COVID-19, companies were envisaging the future as a survival struggle.
Hard-to-digitize and people-dependent sectors are the least resilient.
The crisis is an opportunity for companies and employees to reinvent themselves.
Survivalists know the importance of two key traits: preparedness and resilience. And so, it is with companies. It is clear, for example, that early adopters of digitally enabled working are in better shape than others to face the challenges imposed by the coronavirus.
Pre-outbreak, Amazon had invested heavily in HR technology for new hires, allowing the company to on board 1,700 new employees on a single day recently. Resilience-wise, the concept of kurzarbeit, or reduced working hours, has new followers.
In 2008, Germany’s manufacturers used the downtime to retrain workers and retool. The approach is credited with helping German industry to bounce back quickly after the financial crisis while others lagged.
Even before the current uncertainty, organizations’ plans for a downturn signalled that they were turning future-of-work strategies into survival tactics. In the event of unfavourable macroeconomic conditions, companies said they planned to increase strategic partnerships (40%), use more variable talent pools (39%), and invest in automation (34%), according to Mercer’s 2020 Global Talent Trends Study.
Though the present crisis has intensified the survivalist mood, with the spotlight on furloughs, retrenchment and public health, harnessed well the pandemic can spur a welcome rupture with business as usual. By diving into data on companies’ plans for 2020, together with what organizations are doing right now, we can glean insights into which businesses are best placed to survive, and which skills will allow for reinvention post-COVID-19.
Vaishali Saini
HR Manager
Aircrews Aviation Pvt. Ltd.
vaishalisaini.aircrews@gmail.com
https://vaishailisaini.vcardinfo.com
LinkedIn:-
https://www.linkedin.com/in/vaishali-saini-b76236192
Facebook:-https://www.facebook.com/vaishali.saini.505
Instagram:-
https://www.instagram.com/vaishali_saini98/
Bio:-
https://www.portrait-business-woman.com/2020/07/vaishali-saini.html
https://aerosoftin.blogspot.com/2020/08/modern-training-methods-adopted-by.html
@Vaishali Saini HR Manager Aircrews Aviation Pvt. Ltd.
Modern Training Methods adopted by Organisations - Pre Covid and Post Covid
As training leaders, we’re finding ourselves in the epicentre of the agility organizations require to adjust and adapt operations in response to the pandemic. Training operations, in particular, have been deeply impacted as many industries that rely upon in-person training experiences to drive their business and remain compliant.
Even prior to COVID-19, companies were envisaging the future as a survival struggle.
Hard-to-digitize and people-dependent sectors are the least resilient.
The crisis is an opportunity for companies and employees to reinvent themselves.
Survivalists know the importance of two key traits: preparedness and resilience. And so, it is with companies. It is clear, for example, that early adopters of digitally enabled working are in better shape than others to face the challenges imposed by the coronavirus.
Pre-outbreak, Amazon had invested heavily in HR technology for new hires, allowing the company to on board 1,700 new employees on a single day recently. Resilience-wise, the concept of kurzarbeit, or reduced working hours, has new followers.
In 2008, Germany’s manufacturers used the downtime to retrain workers and retool. The approach is credited with helping German industry to bounce back quickly after the financial crisis while others lagged.
Even before the current uncertainty, organizations’ plans for a downturn signalled that they were turning future-of-work strategies into survival tactics. In the event of unfavourable macroeconomic conditions, companies said they planned to increase strategic partnerships (40%), use more variable talent pools (39%), and invest in automation (34%), according to Mercer’s 2020 Global Talent Trends Study.
Though the present crisis has intensified the survivalist mood, with the spotlight on furloughs, retrenchment and public health, harnessed well the pandemic can spur a welcome rupture with business as usual. By diving into data on companies’ plans for 2020, together with what organizations are doing right now, we can glean insights into which businesses are best placed to survive, and which skills will allow for reinvention post-COVID-19.
Vaishali Saini
HR Manager
Aircrews Aviation Pvt. Ltd.
vaishalisaini.aircrews@gmail.com
https://vaishailisaini.vcardinfo.com
LinkedIn:-
https://www.linkedin.com/in/vaishali-saini-b76236192
Facebook:-https://www.facebook.com/vaishali.saini.505
Instagram:-
https://www.instagram.com/vaishali_saini98/
Bio:-
https://www.portrait-business-woman.com/2020/07/vaishali-saini.html
https://aerosoftin.blogspot.com/2020/08/modern-training-methods-adopted-by.html
@Vaishali Saini HR Manager Aircrews Aviation Pvt. Ltd.
Modern Training Methods adopted by Organisations - Pre Covid and Post Covid
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