WEBINAR:LEADING THROUGH CRISIS AND BEYOND COVID-19

Thursday, 2 April, 2020

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WELCOME – some housekeeping before we get started

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ALL LINES ARE MUTED1

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GIVE US FEEDBACK3

WE WILL SHARE THE SLIDES AND RECORDING WITH YOU AFTER THE SESSION4

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Leadership: Now is the time for adaptive leaders

Culture: Making the case for change

EmployeeEngagement:From emergency response to greater resilience

Performance and rewards:Re-thinking plans through times ofcrisis

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A year of two halves

Recruitment:Building resilienceinto your talentpipeline

Without question, 2020 will test the leadership acumen of senior management and your organisation’s ability to operate in the face of extreme ambiguity. Consider these five dimensions when responding to the immediate impact of the virus, as well preparing for the inevitable recovery.

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Tim WisemanClient Partner, Hong KongHead of APAC Leadership Practice

Leadership

Leadership in times of high uncertainty

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1. Calm2. Confident and positive3. Courageous4. Empathetic5. Resilient

1. Express a vision2. Communicate

constantly3. Act!4. Seek clarity5. Keep it simple and

purposeful

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BE DO

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Sharad VishvanathSenior Client Partner, New DelhiAPAC Culture Strategist

Culture

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Recognise your weak pointsStart by considering your organisation's Achilles heel. Is it agile enough to provide freedom within broad guide rails? Does it have the tenacity to get through tough decisions?

1 Build capabilities quicklyHave a clear focus on people rather than products and tasks. This might be a good time to take a hard look at talent. Work out what people need to adjust quickly to the new behaviours required.

2 Set up centres of excellence to manage the ‘new normal’People need guidance, however leadership structures may pivot from ‘command and control’, to collaborative ecosystems solving complex problems.

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Culture: making the case for change

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Kartikey SinghClient Partner, SingaporeAPAC Rewards and Benefits expert

Performance and rewards

Performance and rewards: Re-thinking plans through times of crisis

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2020: a two-cycle yearFocus on different objectives in each half.

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Weigh up internal performance vs external impact Differentiate between issues caused by the virus’ impact on the market, and long-standing performance concerns.

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Review your targetsWhat you measure in the first six months will fundamentally impact the direction your business will take..

3 Think holistically about rewardsNon-monetary recognition can have just as much impact.

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4 Use time wifelyStart planning now for long-term programsKeep your team focused on the future over the coming months with major change projects you might not have had time for before.

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Gladdy HeSenior Client Partner, ShanghaiMD APAC Life Sciences Market

Recruitment

Recruitment: Building resilience into your talent pipeline

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Get the basics rightPeople are lookingfor employers they can trust.

1

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Differentiate between short-term setback and long-term changeOpportunities in your sector will shape the talent you need now, and in the longer term.

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Size up your people Use data to analyse every profile in the organisation, identify your high potential talent and the new opportunities you could give them.

3 Consider new alternativesTest younger talent. Look for those with high learning agility who can also adapt easily to virtual working styles.

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4 Use time wifelyRecruit for resilienceThe capabilities you are looking for be different to a year ago. People need to be able to communicate effectively and authentically across digital channels, and manage their productivity remotely.

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Jingqi LiSenior Principal, ShanghaiEmployee Engagement expert

Employee Engagement

Engagement: From emergency response to greater resilience

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Focus on the future -anticipate opportunities and re-focus business priorities when time is right.

1 Act on feedback –it’s a two-way conversation. Make sure employees can voice their concerns and questions in a way that suits them –from pulse surveys to town halls.

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Embrace new way of working – equip people with the right tools to stay engaged and share ideas and knowledge.

3 Use time wiselyIf operational needs have slowed down productivity, this could be the ideal opportunity to strengthen capabilities through training.

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4 5 Use time wifelyReflect on engagement during recovery Engagement surveys pre- and post-crisis can give you a valuable benchmark and help you prepare for the next crisis.

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Join our upcoming webinars

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Employing agile reward strategies for a volatile world – 7 April1

Keeping your people engaged and productive through the crisis – 8 April2

Leading in times of crisis – 15 April3

Protecting your company’s economic health – 16 April4

Social distancing without revenue disruption – 21 April5

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