（2020年4月8日，/HRoot.com/）近日，信息技术研究与顾问咨询公司高德纳列出了在新冠疫情蔓延期间人力资源管理者可以采取的六项应对措施，以维持企业员工的绩效和敬业度。高德纳指出，新冠疫情对个人和工作生活产生了重大影响，并可能导致员工焦虑、沮丧和倦怠，而所有这些都会影响企业生产力。
对此，高德纳表示，企业人力资源部应采取以下六项具体活动，以确保员工获得所需的支持，从而帮助他们缓和情绪：
意识到员工的需求，并予以支持。企业管理人员需要通过直接交谈或通过观察间接了解到员工的苦恼。人力资源部门应为管理人员提供指导。
促进对话以建立理解。为确保沟通努力有助于提升员工敬业度，而不是降低敬业度，管理人员必须与员工进行双向对话。人力资源主管应帮助管理人员创造双向对话的机会，重点是实时了解当前新冠疫情的正面和负面影响。
使用目标来提升明确性。人力资源主管可以帮助管理者重新确立员工的工作与组织成功之间的联系。高德纳人力资源业务研究主管Brian Kropp表示：“员工敬业度最高的驱动力之一是看到他们的工作有助于实现公司目标。对自己的工作和组织成功的重要性充满信心的员工对于工作安全性的担忧就减少了。”
增强组织价值，以减少不当行为的可能性。除了对正确的行为进行建模之外，管理人员还应鼓励举报者指出不道德的行为，提醒工作人员举报不当行为的渠道，并强调在不遵守规定的情况下会发生什么。
量身定制表彰员工的努力。管理人员必须加倍对员工的工作表示认可。认可不一定需要金钱激励。
通过创新提高敬业度。虽然在这种不确定的环境中，管理者和员工可能会为了规避风险变得更加谨慎，但正是在这些变革和颠覆的时代，创新和冒险精神对于员工敬业度和组织成功而言更加重要。
GARTNER LISTS SIX HR INITIATIVES TO HELP MAINTAIN EMPLOYEE ENGAGEMENT DURING COVID-19
(Apr.8, 2019, /staffingindustry.com/)Gartner Inc. listed six initiatives that HR managers can take to maintain employee performance and engagement during the Covid-19 pandemic. It noted the pandemic is having a significant impact on personal and work lives and can lead to employee anxiety, frustration and burnout, all of which can impact productivity.
The six specific activities that HR should take to ensure employees get the needed support to help with their emotional responses are:
Sense employees’ need for support. Managers need to recognize signs of distress among their people, both directly through conversations and indirectly through observation. HR should provide managers with guidance.
Promote dialogue to build understanding. To ensure communication efforts help engagement, rather than hurt it, managers must have a two-way dialogue with employees. HR leaders should help managers create opportunities for two-way dialogues that focus on a realistic picture of both the positive and negative implications of the current Covid-19 outbreak.
Use objectives to create clarity. HR leaders can help managers reassert the link between employees’ work and organizational success. “One of the top engagement drivers for employees is seeing their work contribute to company goals,” said Brian Kropp, chief of research for the Gartner HR practice. “Employees who feel confident about the importance of their job to the success of the organization feel less anxious about their job security.”
Reinforce organization values to reduce the likelihood of misconduct. Apart from modeling the right behaviors, managers should encourage whistleblowers to call out unethical behaviors, remind staff of the channels for reporting misconduct, and highlight what happens in case of noncompliance.
Tailor recognition to acknowledge employee efforts. Managers must redouble their employee recognition efforts. The recognition does not necessarily need to be monetary.
Drive engagement via innovation. While managers and employees may understandably become more risk-averse in this uncertain environment, it is these times of change and disruption that innovation and risk-taking become even more important for employee engagement and organizational success.
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