How to care for employees in a crisis
During the crisis, the company is in a fragile position, and the employees are the blood of the company, providing the “oxygen” needed for the normal operation of the company.
So what do employees need to support the nerves that suddenly become vulnerable?
In fact, business leaders and HR can also provide employees with “nutrition” in work and life, which is a process of mutual care.
The arrival of SARS is not only a test of the company’s ability to resist risks, it also allows many companies to fly even more bravely in the storm, or to wet their wings and fall into the sea; more importantly, in this crisis, companies furtherRecognize that people are the most critical resources of an enterprise. Whether the employees are considerate and caring well, and whether they “humanize” their employees from outside to the Mainland, are directly related to the difficulty of the company through the crisis, so companies must pay great attention.
The Employee Assistance Program is already a relatively mature management in foreign companies. In many companies in China, unions or human resources departments have undertaken part of it, but there is no systematic and complete employee care system.
Pre-crisis preparation combines the industry characteristics of the company with the basic situation of employees, personality characteristics and family conditions to understand in advance the situations and problems that employees may face when facing a crisis.
Taking Beijing as an example, when SARS broke out in Guangzhou in large scale, relevant departments and personnel of the enterprise should analyze the situation of employees and put forward specific and practical employee care programs.
Coping with Crisis Employees’ psychological states and behaviors in times of crisis show fear: Psychological studies have shown that when faced with sudden crises, people’s safety needs are not well met, and there is a strong fear or nervous inner experienceAs a result, avoidance appears, especially because SARS is also contagious and unknown, so the manifestation of fear is more obvious.
Conflict psychology: Psychological research shows that because people often have more than two goals in their actions, these goals cannot be achieved at the same time, resulting in internal conflict.
In the SARS crisis, the most important thing for employees to reduce is the safety needs, and less contact with the crowd; even if they need to protect their lives, they will inevitably contact others at work.
Both of these goals are important, but they are contradictory to each other, and the transformation has led to fierce conflicts and struggles within employees.
Anxiety: Because the individual cannot control the development of the situation, it is easy to produce widespread nervousness, anxiety, irritability, high alertness, and easy excitement.
While correcting the disease itself, coupled with the distortion of the company’s future development and its own future, the worry is aggravated.
Employee care strategy Through the above analysis, we know that there are some new changes in the psychological characteristics and behaviors of employees in a crisis. A good employee care plan should be developed around this center from dimensions and dimensions.
First of all, provide the necessary external conditions support. Because the crisis is usually sudden, before the decision makers have not specified specific work, business operation and other coping strategies, it should be ensured that all employees receive timely and effective external conditions protection.Such as doing office disinfection and ventilation work to ensure the hygiene of working meals; appropriately changing the layout of the office; adding corresponding welfare items, such as opening or increasing handling; release masks, drugs, thermometers, disinfectant; free company internal medical examination;Group shopping; added additional health, medical or life insurance to some staff.
The implementation of these measures will help reduce employees’ fear and earn time for managers to make strategic adjustments.
Second, make necessary work mode adjustments. According to the characteristics of SARS and the industry characteristics of various enterprises, classify the nature of work according to whether or not on-site completion is required. For those tasks that can be completed at home, develop specific task descriptions.For those tasks that must be completed on-site, specify the nature, required conditions, and necessary protective measures; on this basis, evaluate the degree of matching of the individualization and specific conditions of employees.
Specific methods can be adopted such as remote office mode, flexible time system, etc .; work sharing should also be considered. During the SARS period, the work of a department is shared equally for a full week to reduce the time each employee spends working in the company.
Third, providing deep internal psychological support with external conditions and adjustment of work patterns can reduce the negative psychological response of employees to a certain extent, but this step alone is not enough, because if employees have deep psychological problems and concernsWithout guidance and mitigation, there will still be many problems.
Cognitive bias Cognitive bias on external contexts is an important cause of fear. Enterprises should publicize SARS scientific knowledge through training, corporate internal journals, bulletin boards, etc., and timely report the progress of the epidemic situation and SARS research, so that information channels are unblocked and confrontedSpread trail news.
Emotional adjustment psychology and related physiological studies believe that a positive attitude can stimulate the secretion of immune hormones in the machine, thereby enhancing the body’s ability to resist disease and rehabilitation; the function of pessimistic negative emotions is exactly the opposite, so from this perspectiveIn the face of atypical pneumonia, in order to improve immunity, transient emotions should be reduced, and positive emotions should be cultivated.
Here are some specific methods: create opportunities for communication, vent fears, helplessness, and other negative emotions.
Conduct relaxation training and diversion of attention: Tension, panic causes the muscles of the human body to be tense, which leads to various physical discomforts.
These discomforts can be controlled by learning and applying a set of relaxation exercises. Common relaxation methods include deep breathing relaxation methods, imaginative relaxation methods, and trunk body relaxation methods.
Distraction training: At a certain moment, a person’s attention can only focus on one thing. When you turn your attention to something neutral or pleasant, you can divert you from anxious thinkingFree yourself from your ideas and put your emotions in a positive direction.
Strengthen physical exercise and improve body immunity.
Post-crisis employee care After experiencing psychological turbulence, once the crisis has passed, employees still have some remaining problems to be solved, and the entire enterprise is in the process of adjusting and rebuilding a new balance. Therefore, post-crisis employee care must not be ignored.
Psychological analysis of employees: After the crisis, through the employee’s in-depth understanding of the crisis, the fear will decrease, but it will remain at a certain level; the worry will change from the fear of disease to the harm to the development prospects and personal future of the company.The focus should be on this focus.
Continue to provide external support conditions and make timely adjustments as the situation develops.
Communication and emotional grooming: Because many employees work from home or reduce working hours during a crisis, telephone and other forms of communication occur during the crisis, but it still leads to insufficient information acquisition and lack of communication needs, which is prone to loneliness and special attention should be paid to someIntrovert sensitive employees, they may need more psychological counseling.
After the crisis, you should appropriately increase the direct communication opportunities between employees and managers, express your inner feelings and listen to each other, so as to change the employee care measures in the crisis to evaluate and make recommendations.
By using such communication, you can avoid channeling bad emotions and increase team cohesion.
Feedback and motivation: Employees are generally unsure of their performance in a crisis. They hope to get feedback from other people and managers. Be sure to provide timely and positive feedback on the performance of all employees, and conduct different methods for employees with different personalities.Incentives are an opportunity for companies to reshape their corporate culture.
For SARS, special incentives are given to employees who insist on work or have relatives of medical staff at home.
In addition to providing psychological incentives, managers should also adjust business operations strategies in a timely manner based on changes in internal and external conditions, and inform all employees of future plans and developments. This is an important alternative to reduce employee disadvantages.
Before, during, and after the crisis, the analysis of the status of employees and the company can be trimmed from above. After a major crisis, individuals or companies will go through three stages, resulting in the balance being broken and in a state of extreme imbalance until a new one is established again.Balance, the focus and specific measures of employee care should be implemented using these three stages as clues.