Working towards a new normal

It was on March 23 when Boris Johnson, put us effectively into ‘lockdown’. We are now well over a month on, and at this time, no end of the lockdown is in sight.

Therefore, what was thought by many people to be a brief interruption to normality is turning into normality, with talk of measures, including social distancing, continuing in the medium to long term.

It is the ideal opportunity for organisations to review their business continuity plan (BCP) and ensure it is fit for purpose.

There may be many businesses out there, of all sizes, that perhaps do not have a BCP and just react as a situation occurs.

However, this is a BCP, it is just less sophisticated as it is not detailed in a 200-page document, outlining every procedure and process, covering every eventuality.

But which route should businesses adopt?

Whichever works for the organisation, but in my experience, static, inflexible and rigid processes – whatever the scenario, can cause more issues than they attempt to solve.

And the common denominator to the downfall of either a formal or informal process, is the lack of consideration for the people it depends on and impacts.

Therefore, it is about getting feedback from the people the BCP affects, listening to the feedback, considering it and then making adaptations, if possible.

The Covid-19 impact on employees who have daily caring responsibilities for school age children is intense.

There was a reason why the employees’ previous request for working from home with no childcare provision was turned down.

It is not possible to be 100 per cent a parent in the same hours as being 100 per cent an employee.

However, in Covid-19 times, this scenario was feasible/tolerated for a few weeks, what about for a few months, maybe even six or longer?

If the conversation hasn’t already taken place between employees and their line manager, then it needs to, sooner rather than later.

And for both parties to be realistic about what can be achieved.

It is unrealistic for an employer to continue to expect the same productivity when the circumstances are not conducive to the employee delivering, or for the employee to protest they can.

This is the opportunity for organisations and employees to trust in the relationship that they have with each other and to agree a medium-term plan which works for them both.