HR Resources for COVID-19

March 23, 2020

As we prepare for the rapidly developing COVID-19 virus, we would like to remind you of the resources available to help you prepare your organization. Many businesses are transitioning to increased remote work, and moving large events onto digital platforms. But this is just one of many large challenges facing your organization. From the disruption to your business models, supply chains and revenue streams, to addressing the company’s responsibility for helping employees in the face of many forms of disruption in a highly uncertain and stressful period are weighing heavily on your company and on the HR function.

Our CEO researchers have compiled a diverse list of resources that may be of help to you and your teams as you move through this period of uncertainty. We will be adding to this over the next several weeks and months.

 

Contents

Source: Center for Effective Organizations (updated April 1, 2020)

Source: i4cp (Updated April 6, 2020)

Source: Harvard Business Review

Source: Institute for the Future

Source: McKinsey & Company

Source: MIT Sloan (updated April 6, 2020)

Source: NeuroLeadership Institute

Source: Leapgen

Source: Wall Street Journal

Source: MM&M, (Medical Marketing & Media)

Source: Executive Networks

Source: European Organisation Design Forum

Source: Willis Towers Watson

Source: LRN Corporation

Source: Society for Industrial and Organizational Psychology (SIOP)

Source: Society for Human Resource Management (SHRM) ( (Updated March 31, 2020)

Source: Center for Advanced Human Resource Studies (CAHRS) (Updated April 6, 2020)

 

Source: Center for Effective Organizations (updated April 1, 2020)

Is Equality the Next New Thing? Why It May Matter More Today

By Theresa M. Welbourne April 1, 2020

We did this study before the COVID-19 virus consumed our lives with canceled meetings, foregone spring breaks and vacations, empty grocery shelves, and concern about family, friends, and colleagues. However, when I review these data and think about what’s happening today, it’s obvious the topic of equality is even more relevant than I thought it was a month ago. Who receives tests? Who gets financial help? How are decisions made about who gets into emergency rooms vs. waits? Whose jobs are saved, and who gets laid off? Overnight, questions about equality may indeed be more important than discussions about diversity, belonging, inclusion, and more. Are certain subgroups in society treated differently, and are some groups differentially affected and perhaps need more help than others?

Dealing with Rough Times – A Capabilities Development Approach to Surviving and Thriving
Susan Albers Mohrman and Christopher G. Worley

Leaders during a deep and prolonged downturn should introduce organizational practices that build capability in the organization, not only to withstand the uncertainties of rough times better, but also to emerge stronger for the future. We present a set of organization design changes that can create closer connections to the marketplace and better use knowledge in the organization to introduce new ways to deliver value while consuming fewer resources. During rapid change and extreme threats, steering the ship is not sufficient. Leaders must introduce approaches that tap employees’ energies throughout the organization.

Fear and Coping: How Employee Resource Groups Can Help Manage COVID-19 Fears

Theresa M. Welbourne, PhD

With wide-spread work from home directives for those whose jobs allow, millions of workers are at risk of losing a key piece of their social safety nets: The connection they feel to their co-workers.

The coronavirus and COVID-19 may force us into prolonged “social distancing,” but it does not have to follow that we lose our work-centered relationships and support. In fact, a long-running trend in employee engagement can help alleviate employee fears, lift spirits, and maintain productivity. And, even better, we want to keep relational capital in place even as workers balance the new demands of home and work all at once.

 

Source: i4cp (updated April 6, 2020)

https://www.i4cp.com/coronavirus

Coronavirus Employer Update – 4/6

Here’s a recap of the research, next practices, and more posted to i4cp’s Coronavirus Employer Resource Center in the last week–and what lies ahead–to help you make critical decisions for your organization.

New Research
Thanks to the thousands of organizations who are contributing to our ongoing research. Here’s what we published last week:

 

50+ (and Growing) Next Practices
Read what organizations such as Costco, Fred Meyer, AT&T, Domino’s, Instacart, Tyson, and Netflix are doing.

COVID-19 Business Response Virtual Series
Hundreds of organizations participate each week to share best and next practices. This week’s meetings:

COVID-19 Discussion Forums
Share ideas, ask questions, and help your peers in this open forum for human capital decision makers. It only takes 20 seconds to set up an account.

In order to address the rapidly developing coronavirus outbreak and its unprecedented impact, i4cp is mobilizing our community of world class HR leaders, our expert research team, and our online platform to help. While we’ve created broad communication vehicles to date, in conversations with our members it’s clear that each HR function is experiencing unique challenges.  In response, we are launching specific channels to address these challenges by area of focus (total rewards, talent acquisition, L&D, etc.) and connect you to the appropriate experts, as well as the latest resources.

Source: Harvard Business Review

Don’t Hide Bad News in Times of Crisis by Amy C. Edmondson

If sunshine is the best disinfectant, the opposite is also true: Dark, hidden corners are great places to grow something truly horrible. Few problems improve with age, and public health crises are no exception. Transparency is “job one” for leaders in a crisis. Be clear what you know, what you don’t know, and what you’re doing to learn more. You can’t manage a secret, as the old saying goes.

8 Questions Employers Should Ask About Coronavirus

The coronavirus that causes Covid-19 and originated in Wuhan, China has now spread to dozens of countries around the world and affected thousands of people. This epidemic has become a wake-up call for companies to seriously review the strategies, policies, and procedures they have in place to protect their employees, customers, and operations both for this virus and future ones as well. The article highlights the most important questions companies should ask when preparing and responding to the spread of the coronavirus. Moreover, while diligent planning for global health emergencies can help better protect organizations, companies should use this situation to both optimize and test their plans for the inevitable next agent in the future.

 

Source: Institute for the Future

The Coronavirus is the Future Shock of the Decade: Three Things You Need To Know


The far-reaching consequences of the COVID-19 pandemic are a stark reminder that global shocks will always be part of life. 

While shocks, by definition, are unpredictable, it doesn’t mean you can’t prepare for them. In fact, the purpose of futures thinking (like the kind we do at IFTF) is to develop practical tools, skills, and other capacities to anticipate, survive, and even benefit from disruptions of all kinds. The planetary shock of COVID-19 is a call-to-action for futures thinkers around the globe to get serious about the need to develop multifarious scenarios and flexible contingency plans.

In this special edition of IFTF’s Future Now, we’re going to look at the coronavirus from a futurist’s perspective by framing three key big questions and by sharing a curated set of links to videos, essays, and other resources from IFTF experts to help you start to formulate answers that make sense for you, your organization, and your community now.

What’s important to understand about what’s happening now?

  • This explainer video is an easy-to-understand 9-minute course on the fundamentals of epidemiology. Key takeaway: the number of recorded coronavirus cases outside mainland China is increasing by a factor of 10 every 16 days.
  • After watching the above video, you’ll understand the logic of Yascha Mounk’s article in The Atlantic, “Cancel Everything.” Key takeaway: “so far only one measure has been effective against the coronavirus: extreme social distancing.”
  • The Coronavirus Tech Handbook is an open-sourced list of resources for citizen-scientists, makers, and others interested in learning how to help. Key takeaway: crowd-sourced activity around responses to COVID-19 is immense, and is an important source of informative signals to consider.

What are the consequences of the COVID-19 pandemic?

  • Venture capitalist Azeem Azhar discusses six ways coronavirus will change our world. His list includes: open-sourcing formerly proprietary information about global threats, and a rise in online learning, working, and convening. Key takeaway: prepare for a shift from fragile global supply chains to “networked, decentralized and resilient” models.
  • “Governments around the world may see this health crisis as an opportunity to introduce or implement controversial technology and systems for surveillance,” according to this Access Now report. Key takeaway: the outbreak is an opportunity “to assess how we can protect public health in the digital age, and where our digital rights fit into the global humanitarian response.”
  • Building systems that are resilient to the global effects of pandemics could have far-reaching benefits. This 2010 paper published in the journal Influenza and Other Respiratory Viruses lists eight social benefits gained from developing effective response mechanisms to pandemics. Key takeaway: there are many “potential collateral benefits from pandemic planning and preparations that can be realized regardless of a future pandemic occurring.” 

How can we better prepare ourselves for the next future shock?

  • Ending Pandemics is an organization dedicated to the early discovery of infectious disease outbreaks so they can be halted before they become pandemics. Key takeaway: “If we prioritize our efforts to find outbreaks faster in animals, it is possible to prevent human infection altogether.”
  • In a world of uncertainty, only one thing is certain: shocks, disruptions, and other unsettling events will occur, and they will be novel and surprising. IFTF executive director Marina Gorbis argues in her essay “The Future as a Way of Life,” that the only way to effectively deal with black swan events is through a “massively public endeavor” to envision and make the future. Key takeaway: “futures thinking is an essential 21st century skill: we need to cultivate it widely in everything we do.”
  • Now, more than ever, it’s time to unstick your mind. “To avoid being blindsided by the future, you must develop mental habits of actively challenging what you believe could or could not be different,” writes IFTF’s Jane McGonigal in her essay, “Counterfactual Thinking Is the Key to Creativity — and a Vaccine against Future Shock.” Key takeaway: “to invent something new, or make any kind of change in your society, you first have to be able to imagine how things can be different.”

This list of resources is far from exhaustive. Think of the links as provocations to unstick your thinking about how to respond to the next global future shock. Use them as starting points to engage in a massively public endeavor to envision and make the future by exchanging ideas with your friends, family members, colleagues, community members, and social media circle.

When we imagine the future, we can handle the future.

Online Collaboration—Tools and Practices You Can Use Today

YesterdayMark Frauenfelder hosted Episode 1 of IFTF’s “Online Collaboration” series. It featured IFTF Distinguished Fellow, Howard Rheingold discussing online learning, facilitation roles, and social communities.

Institute for the Future has been a pioneer in creating and analyzing the best tools and processes for online collaboration.  In this series, we will continue to invite experts from IFTF and our community to share perspectives on that will help you, your co-workers, and your families stay connected and productive during this period of required “social distancing.”

Learn more about the whole series and watch the archived video of yesterday’s conversation here: iftf.org/onlinecollaborationseries.

 

Source: McKinsey & Company

McKinsey & Company stresses that this is a rapidly changing situation and will be updating their assessment as needed.

Beyond coronavirus: The path to the next normal

The coronavirus is not only a health crisis of immense proportion—it’s also an imminent restructuring of the global economic order. Here’s how leaders can begin navigating to what’s next.

Safeguarding our lives and our livelihoods: The imperative of our time

Everything has changed. Just a few weeks ago, all of us were living our usual busy lives. Now, things normally taken for granted—an evening with friends, the daily commute, a plane flight home—are no longer possible. Daily reports of increasing infections and deaths across the world raise our anxiety and, in cases of personal loss, plunge us into grief. There is uncertainty about tomorrow; about the health and safety of our families, friends, and loved ones; and about our ability to live the lives we love.

Adapting workplace learning in the time of coronavirus

Managers can’t push the pause button on capability building, so the moment belongs to virtual learning. Some tactics and strategies can help.

Coronavirus: Confronting the crisis

Coronavirus: Confronting the Crisis: How organizations can respond, and what happens next

Leadership in a crisis: Responding to the coronavirus outbreak and future challenges

The coronavirus pandemic has placed extraordinary demands on leaders in business and beyond. The humanitarian toll taken by COVID-19 creates fear among employees and other stakeholders. The massive scale of the outbreak and its sheer unpredictability make it challenging for executives to respond. Indeed, the outbreak has the hallmarks of a “landscape scale” crisis: an unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance. 1

 

 

Source: MIT Sloan (updated April 6, 2020)

Invest in People to Best Manage Through Disruption

Summary: Faster product development cycles and rapidly evolving technologies are accelerating business disruptions. Companies facing recurring transitions typically respond by cutting costs, exiting a geographic area, streamlining supply chains, or revamping their brand. However, a survey of 954 managers in North America and Europe suggests that these strategies are less important to success through upheavals than investment in their work cultures. This article outlines different ways in which organizations can leverage their human capital to build a successful disruption-ready culture – integrating business and people strategies, empowering and engaging employees to make them feel valued, and investing in skills development.

How Companies Can Respond to the Coronavirus

There is a lot to learn from how companies in China have been coping with COVID-19. Current projections suggest it’s only a matter of time before your organization is dealing with the same kinds of challenges. In this article, we share a list of evidence-based recommendations that can go a long way toward ensuring your company is prepared to maintain operations during the COVID-19 crisis.

Leading Through COVID-19

Summary:  The coronavirus that causes the disease known as COVID-19 has caused, and will create, global economic disruption. People are hoarding supplies, markets are gyrating, and governments are restricting travel. The need for organizational continuity in this time of crisis requires leadership that guides people into the future despite its risks and uncertainties. Drawing on fifteen years of field research in crisis leadership, the author of this article outlines three areas of activity that help foster high performance by teams – and the larger enterprise – through turbulent disruptions: Adaptive Capacity, Resilience, and Trust. The article explores how companies can build these practices in order to lead through disruptive events in general, and COVID-19 in particular.

The art of effective crisis leadership focuses on three interdependent areas of activity. Being mindful of these areas will help you foster sustained high performance from your teams during a crisis.

12 Articles for Managing With Resilience in a Time of Uncertainty

This collection of popular MIT SMR articles related to supply chain resilience, leading remote teams, and risk management offers practical strategies for leaders and companies to manage and respond to large-scale disruptions as the COVID-19 outbreak continues to impact global business.

11 Sources of Disruption Every Company Must Monitor

MIT SMR

Many organizations control for known, internal variables but fail to track external factors as potential disrupters. This can lure decision makers into a false sense of security. Broadening your approach to planning can keep you from getting disrupted out of the market.

Key During a Crisis: Transparency

HBR

Speaking up early and truthfully is a vital strategy during a fast-moving crisis. Absent data on what’s not working, it’s all but impossible to know what to fix and how to fix it. But with accurate information, leaders and subject-matter experts alike can turn their attention and skills to the challenges of developing novel solutions to newly visible problems.

Debunking Disruption Delusions

MIT SMR

By now, the arc of disruption is well established, so why are companies still so vulnerable to disruptive threats? Well-intentioned leaders often downplay disruptive threats or overestimate the difficulty of response — or, in simpler terms, they lie to themselves. This makes dealing with disruption not just an innovation challenge but a leadership challenge.

 

Source: NeuroLeadership Institute

5 Ways Science Shows Us How To Work Better Virtually

By Dr. David Rock in Forbes

With more companies considering increasing virtual work—especially given the new and potentially lasting concerns about the Coronavirus—now might be a good time to brush up on the best ideas from science for how to make virtual work a lot less…well, work.

 

Why You Should Stop Obsessing About Coronavirus News, and How to Do It

By Deborah Netburn in LA Times

It’s only natural that you’re obsessing about the #coronavirus, but that anxiety is neither healthy nor necessary. Here’s why you should stop, and how to do it.

 

Webinar | Coronavirus: What Science Says Leaders Should Do

Join Dr. David Rock and Dr. Jay Van Bavel as they examine the impact this ongoing health scare is having on leaders and employees. They will identify the big decisions leaders need to make, the biases that may cloud adaptive thinking, and the opportunities that exist to make virtual work a reliable (and maybe even superior) alternative.

 

 

 

Source: Leapgen

A Now of Work Digital Meetup, powered by Leapgen

Coronavirus. COVID-19. What we’re all talking about. The global pandemic that is radically changing how we work and how we conduct business in the future.

We’ve never seen change like this. Change sweeping as rapidly as the pandemic itself, affecting the way work gets done (or doesn’t). Leapgen announces a new weekly meetup to help us all work together, in real time, to address significant challenges and find opportunities to better serve the New World of Work.

 

Register now for this weekly Meetup, offered online every Friday.
As physical events become harder to make reality, virtual events are now mandatory. [www.leapgen.com]Leapgen is a virtual company, and we’re proud to continue to power a virtual community.Date:
Every Friday, beginning March 13Location:
ONLINETime:
10:00 AM PT/ 1:00 PM ET

 

REGISTER HERE
We’re providing an online community for all of us. Join the Digital Meetup Slack channel for real-time input, help, and resources. We’re all in this together!

 

 

 

Source: Wall Street Journal

Access Key Insights from The Wall Street Journal on the Coronaviru

Download a special report with WSJ’s guide to coping with the outbreak.
Download Now
Join a WSJ Webinar on How Companies Can Adjust for Coronavirus Impact
Learn about measures being deployed to control the spread of the virus and rational steps that businesses can take to manage their risks.
Register Now

 

 

 

Source: MM&M, (Medical Marketing & Media)

10 myths about COVID-19

Natasha Priya Dyal, MD

https://www.mmm-online.com/home/channel/10-myths-about-covid-19/

As infections with severe acute respiratory distress syndrome coronavirus 2 (SARS-CoV-2) continue to increase, there has been a concurrent increase in news and data, both accurate and inaccurate. Therefore, we have undertaken a review of a considerable amount of this information, and attempted to clarify some of the most recurrent misconceptions.

 

 

Source: Executive Networks

Giving Exclusive Transparency In Light of COVID19

March 18 COVID-19 Pandemic Response Survey

GET RESULTS

Building from a series of member Virtual Sessions in mid-March, this 10-question COVID-19 survey addresses topics where no clear best practice emerged in our discussions.

The results below are organized into three sections:

Section A: Remote Work and Social Distancing (pg. 2)
Section B: Recruiting, Onboarding and Terminations (pg. 8)
Section C: Compensation and General Wellbeing (pg. 11)

Participating companies:
• GE
• Dell
• Roche
• Wyndham Destinations
• Aditya Birla
• National Australian Bank
• Amgen
• Dow
• Tapestry
• JT International
• KPMG
• ENI
• nVent
• Wolters Kluwer
• MARS
• BASF
• Whirlpool
• COFRA Holding

To download the results please click the link below but don’t forget to come back and fill out our form!

[DOWNLOAD]

Over the coming weeks, we will be sharing exclusive members only content as it pertains to COVID19 with our entire audience. Our members are on the frontline of this crisis and your safety is our primary concern.

EN has recently hosted a number of Emergency Sessions and we have polled our members on shared crisis topics of concern, including:

▪ Travel Restrictions
▪ Site Access
▪ Response Protocols
▪ Social Distancing & Remote work
▪ Impacts on Compensation
▪ Recruiting & Hiring
▪ Crisis Management

Learn More

 

 

Source: European Organisation Design Forum

Disruptions continue to impact our organisations, with the most recent COVID-19. Whether you’re ready or not, this has forced organisations to work more virtually. One of our ODI board has collated this set of virtual working best practices and top tips.

EODF Virtual Working Best Practices.pptx

 

Source: Willis Towers Watson

COVID-19 (Coronavirus) Impact On Metric and Goal Setting

As uncertainty regarding the extent of COVID-19 (coronavirus) continues, companies are prioritizing the physical and financial wellbeing of their employees in the worst affected areas. In light of the ripple effect being felt around the world, this article discusses the findings from a February pulse survey of over 200 companies about how companies are reviewing their policies (e.g. travel bans, mandatory quarantine periods when returning from high risk areas, work from home advisories), and their compensation implications. Fewer companies expect moderate or large negative impact over the long term, and most are adopting a wait and see approach with respect to goal setting and compensation plans.

Source: LRN Corporation

How to Be Useful During a Pandemic

People admittedly are confused about how to proceed with their daily lives at a time when so many people are concerned for the health of themselves and their loved ones, when lives are being disrupted, and many businesses are being shuttered, or are sputtering.

Some people are wondering what to do, whether to proceed with business at a time when so many don’t want to conduct business. Others are wondering what’s the point, as so many people still appear not to be following social distancing protocols, further putting themselves and society at danger, and further delaying recovery.

My advice? Ask how you can help.

From a business perspective, that means reaching out to partners and prospects to ask how they are doing, what they are dealing with, and how can you and your company can be of assistance.

Some of those folks may have the green light to do business, and will welcome the idea of talking products, prices, and other deal-related details. Others may ask for time to deal with their internal situations, or until they get an all-clear from their leadership and board. Some may be confused; your job for them is to be there, and listen.

It’s important to understand everyone is going to have different feelings and opinions, so be available to help everyone wherever they may be along the spectrum of reactions to what’s happening.

When it comes to employees, companies need to reach out to see how people are feeling, as emotions, fears, and misinformation could result in bad decisions being made. Businesses also must weigh the balances of having employees work from home, with how much technology they are going to deploy to keep tabs on their workers.

Questions of personal liberty, privacy, and human rights are going to become more prevalent both during this time of combating COVID-19, and in the way we live after this pandemic subsides.

From an employee perspective, it’s about staying connected to colleagues, clients, and vendors, while trying to adjust to working from home, while possibly also home-schooling children, or caring for elderly relatives.

It’s about staying informed, and sharing legitimate information with friends and coworkers. Its about being human, being vulnerable, asking for help if you need it, and offering to help those that seem to be struggling.

From a community perspective, it means giving back, as companies and as individuals. See if elderly people around you need food, or something else from the store. Maybe organize your coworkers to run errands for people at elderly care facilities, or offer assistance to organizations such as Meals on Wheels.

It means supporting small businesses that are struggling to stay afloat, tipping well to people providing delivery and other services. It can be as simple as raising money within the company to order a couple dozen pizzas to send to local hospitals, with a note of thanks and gratitude for their service, or donating masks and other needed supplies. Local food banks and blood banks are in need, and don’t forget the usual charities that still require support.

Moral leadership means doing the next right thing, and right now that requires people to help each other get through this unprecedented and uncertain situation, to be there for each other as we work to adjust our lives to these new realities.

BEN DIPIETRO

@BENDIPIETRO1
BEN.DIPIETRO@LRN.COM

FROM THE LRN BLOG

Working from home creates new issues for companies in cybersecurity, and within their networks. Our latest blog post offers tips for how to cope.

READ THE BLOG→

PRINCIPLED PODCAST

A special edition podcast from LRN’s Chief Executive Officer David Greenberg sharing a perspective on the pandemic, having served as Board Member, CEO and CECO.

LISTEN AND SUBSCRIBE→

THE ELEVEN

With so many employees working from home, employers may be tempted to use technology to keep track of how much everyone is working. Should they? Adam Janofsky examines the question in Protocol.

LRN’s Yoab Bitran writes on the Compliance and Ethics blog about how multinationals can help Latin American companies on their E&C journeys.

The world of normal that existed before COVID-19 is gone forever, Gordon Lichfield writes in MIT Technology Review. Politico weighs in on how coronavirus will permanently change the world.

Boards are planning for long-term repercussions from COVID-19, WSJ reports.

HBR asks if your code of conduct is sending the right message. Kellogg Insight wonders if your code is encouraging misconduct.

Crisis management expert Davia Temin shares eight best practices in a pandemic.

U.K. enforcement authorities weigh in on COVID-19. Alison Taylor and Raj Thamotheram write about investing in an age of pandemics.

Kristy Grant-Hart writes about being a leader in a time of crisis. Mike Robbins writes in Forbes about leading in the midst of uncertainty. Also in Forbes: leadership in the time of COVID-19.

Opportunists will take advantage of pandemic uncertainty to engage in corruption, Jodi Vittori writes for the Carnegie Endowment for Peace.

COVID-19 is putting business continuity plans to the test, CIO reports.

KPMG shares tips on how to manage supply chain disruptions.

Source: Society for Industrial and Organizational Psychology (SIOP)

https://www.siop.org/Business-Resources/Remote-Work

Remote work has become almost synonymous with working from home, or WFH, in the past few weeks as offices around the globe are adapting to life in the time of Coronavirus (COVID-19).

Several members of SIOP, and several of the businesses that sponsor SIOP events, have been studying remote work, virtual teams, and related issues for years.

 Remote Work

SIOP Feature: Teaming in the Age of COVID-19

Video: Leading Virtual Meetings

White Paper: Improving Communication in Virtual Teams

White Paper: Telecommuting

Member-Supplied Resource:  Effective Virtual Management Skills for Covid-19 Teleworking

Employee Motivation and Engagement

White Paper: Getting Engaged: Top Tips for an Engaged Workforce

Work-Life Balance

White Paper: Work-Life Balance

SIOP Feature: Finding Balance: Evidence-Based Strategies for Employers

Organizational Agility

White Paper: Agility and Agile: An Introduction for People, Teams, and Organizations

Worker Well-Being

SIOP Feature: COVID-19 and Public Health Emergencies: What I-O Psychologists Should Know

Member-Supplied Resource:  4 key strategies to help supervisors support employee well-being during COVID-19

Recent Press

Remote Working, Disability Support And Anxiety – Six Tips To Managing Staff In The COVID Crisis

Coronavirus: How to work from home, the right way

Your Coronavirus Work-From-Home Wellness Plan

 

Source: Society for Human Resource Management (SHRM) (updated March 31, 2020)

Join SHRM today to gain insight on how the continually evolving COVID-19 crisis is shaking businesses. As your partner in all things work, SHRM is coming together with leading experts to bring you critical updates, and the guidance needed to understand and implement your learnings.

SHRM/CDC Update on COVID-19: Understanding What Has Happened and What Is Ahead

Thursday, April 9 | 11 a.m.-12 p.m. ET
Or Thursday, April 9 | 5 p.m.-6 p.m. ET

Presenter
Jay C. Butler, MD, Centers for Disease Control and Prevention
Johnny C. Taylor, Jr., SHRM
Alex Alonso, SHRM
Amber Clayton, SHRM

REGISTER

Get the latest insight on the spread of the coronavirus and its impact on employers and workers. Jay Butler, MD, deputy director for infectious diseases at the Centers for Disease Control and Prevention (CDC), will provide government updates and advice on what to expect in the coming weeks.

Hear from SHRM as President and CEO Johnny C. Taylor, Jr., provides an update on steps SHRM and the HR community are taking during this crisis to keep workers safe, and Alex Alonso and Amber Clayton discuss new and developing compliance implications.

 

Source: Center for Advanced Human Resource Studies (CAHRS) (updated April 6, 2020)

Not All Telecommuting is Created Equal: An Examination of the Effects of Telecommuting Design Research Brief


Summary: Organizations are increasingly turning to telecommuting as a means of enhancing employees’ work experiences, as well as their bottom lines. Some 43% of employees in the United States work remotely at least part of each week, although their specific arrangements vary considerably across and within organizations. Previous research on this topic has largely ignored these variations, providing only limited guidance for program designers and managers. This CAHRS research brief, in contrast, documents differences in three common facets of telecommuting and then examines their individual and collective effects on important employee experiences and outcomes.