Continue your business virtually and successfully
zeb offers you a comprehensive and pragmatic set of tools
- Creation of an HR monitor (also including epidemiological infection models)
- Focused (web-based) training for working and leading in teams
- Support for the rapid establishment of internal communication platforms for operational and social exchange
- Action programme for all phases and stages of development during and after the crisis
Now that the first contingency plans have taken effect and the immediate ability to work is ensured in most institutions, it is now important—given the current level of uncertainty—to ensure your organization’s ability to work in the medium term. Due to the health effects of the crisis and the “social distancing” associated with it, working from home and virtual teamwork has become a new reality for many people. Redundant operating models must be maintained for critical areas and risks in existing outsourcing/near-shoring concepts must be reassessed, especially in the context of recent developments in India and Malaysia.
In the first days and weeks, measures focus in particular on the current crisis situation as well as basic protection, e.g. functioning IT, setting up virtual workplaces and working in shifts in critical areas. It is already clear that many employees are not only troubled by existential fears (Will I get sick? How safe is my job?), but are also uncertain how to operate in the new environment. The increasing stress factor resulting from this is already reflected in an increased level of non-corona sickness, which further exacerbates the precarious operational situation. For this reason, in addition to the implementation of emergency plans, transparent, ongoing and broad internal communication that responds to the needs of the respective areas is essential.
Over the next few days, it will be necessary to ensure that employees can work efficiently and effectively in this unfamiliar environment. In addition, the personnel situation must be continuously monitored and adjustments made quickly and easily. The same applies to the IT organization, especially as connection bottlenecks and increased cases of fraud are to be expected against the background of increased network usage. Immediate tasks include in particular
- Setting up an IT operations war room and continuously ensuring IT performance
- HR monitoring and continuous shifting of capacities along the in-house infection course and other sick leave
- Setting up effective internal communication platforms in order to be able to communicate broadly within the company and to receive feedback quickly
- Training of team leaders with regard to leading and working in the virtual world
- Creation of platforms for informal exchange (i.e. “virtual coffee update”) to strengthen cohesion and reduce emotional stress
- Continuous information about cybercrime methods to minimize the danger of a (human induced) attack
In the medium term, operating models must be fundamentally reviewed and dependencies on suppliers reassessed. This includes the permanent expansion of the proportion of virtual workplaces, the revision of emergency plans with newly-gained experience and, if necessary, downsizing the branch network in line with the increased rollout of digital offerings. These measures help to stabilize ongoing operations and maintain performance in a prolonged crisis.
High urgency—after an initial stabilization of operations, virtual work capabilities must be maintained and institutionalized. Otherwise, the institution faces the danger of a considerable increase in operational risks, which will have a lasting impact on customer relationships and ultimately on the capital and earnings base of the institution.
Obvious external dependencies are driven by the dynamics of the pandemic and the corresponding measures taken by public institutions. zeb will keep you up to date on both topics (see our free offers "Epidemic Monitor" and "Monitor public institutions").
In addition, there is a clear link to the matter of "Ensure customer access and communication", as a lower operational capability leads directly to reputational damage and financial losses.
Further information for the corporate customer segment can be found under "Preparing for the credit run".
This measure directly relates to the IT/Ops and HR areas. In addition, senior management and middle management will be required to maintain the internal team spirit and performance of the teams.