The value of the new labor chains
The objective of this publication is to share a reflection inspired by the transformation of labor relations between state or private organizations and their human capital, because of the occurrence of the Covid-19 pandemic.
From 2020 to today, various analyzes and opinions have been published derived from the experience learned from the repercussions that Covid-19 caused with its irruption, both in the traditional life of people and in the daily life of organizations. Faced with the forced confinements and sudden quarantines that turned the world upside down and even paralyzed global production chains, the top management of institutions, for-profit or non-profit, had to quickly implement new work schemes that safeguard health and life itself of the workers but that would also allow them to continue carrying out their work, now from their homes.
Facing the challenges of this new and complex reality, avoiding negatively affecting productivity and meeting the objectives set as far as possible, an almost obvious alternative solution emerged: Relying on computer and telecommunications technologies, which if although they were already natural allies of the organizations, they suddenly assumed a greater role. For this reason, based on the accumulated experience, we can observe certain trends or new patterns that have transformed labor relations and management probably forever and that organizations must consider and assume with special attention, some of which are listed below:
– Remote work was imposed and physical presence ceased to be a priority, especially in positions whose profile, responsibility and operability allowed it. This scheme led some organizations to reduce certain operating costs associated with physical installations, but to incur other costs related to computer security, to cite one case, given that the computer risk is greater than before.
– Digital connectivity became even more essential to consolidate interaction with employees and forced countries and organizations to review the real state of their ICT infrastructure and their response capacity, and the concept about gaps between nations and companies “online” Vs. “outline” became more valid.
– The impact was so unusual that many countries had to quickly update or even create a legal framework to regulate the company-employee relationship, based on the factors and new contingencies experienced because of the pandemic. Therefore, from the legal field, concepts such as telecommuting, work at home and remote work were specified, and regulations referring to safety and health at work were updated, as well as that referring to permitted working hours and the right to disconnection.
– The ability to adapt and accept the new schemes were essential for many companies to survive and the employees, f can be observed or their part, were able to strengthen their relationship with their employers. The foregoing in a more flexible and malleable scenario, with more autonomous schedules, where concrete results are now emphasized and recognized over procedures, that is, effectiveness and good results prevail over form.
– Currently considered more competitive in their sectors are those people and companies that, before Covid-19, already had computer skills, with a good disposition towards ICTs and, above all, those that best adapted to the new conditions and showed experience in this type of linkage. For example, employees around insurance sales and related services had to reinvent their commercial and promotional strategies by relying on videoconferences, to avoid close contact due to fear of contagion.
– Some companies that already existed managed to consolidate their businesses and take advantage of the situation by capitalizing on new market opportunities. Others were simply born as ventures during a pandemic, in both cases leveraged and inspired by ICTs and predominantly framed within the digital economy. Companies that used to sell or started selling online or their logistics and physical distribution providers that strengthened their position in the market corroborate this assessment.
– The way of relating to consumers or users changed, giving rise to creativity to promote new communication strategies to achieve a new kind of effective contact. An illustrative example is the one observed with the traditional educational sector, at all levels, which should have contributed the best of itself and without shyness consolidate virtual classes, as an alternative solution. The teachers with the best pedagogical skills were valued and recognized for their work.
– Knowing how to communicate and express clear ideas with a forceful message has become decisive among employers and employees: Messages must now be more concise, precise, and valuable to transmit content.
– The general difficulty that many companies suffer in finding employees in certain countries is directly related to the effects of the pandemic, either due to the manifest desire of some not to want to return to their workplace or to aspire to better jobs that provide a healthy balance between family and work, including economic independence as an option.
Finally, it is perceived that the trends identified will be largely maintained in the current and future scenario. Proof of this can be seen in the new home construction sector whose architecture now considers the design of homes with space for work. Undoubtedly, the success of organizations depends on the proper functioning and gearing of the labor chains that nurture and support their management.
