Digitization has already begun to change our understanding of the term “work”. In Germany, more than half of employees mainly use computers to complete their work, and this trend is rising. We are also used to the idea of making permanent changes on the computer, and we are constantly learning about new applications and new ways of collaboration and communication.
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But what if the overall conditions for doing this work suddenly change radically? This is exactly what happened when the corona crisis began. Except for the actual content of work, everything that meets our social habits and needs no longer exists: looking at colleagues from the shoulders, informal communication in the corridors, spontaneous brainstorming lunches during meetings, yes, direct Connect with customers.
How do company managers and personnel managers respond to such sudden changes? Detlef Krause, Vice President and General Manager of the German-speaking Region of ServiceNow, said: “You must not copy all of this content in a video conference.” “We worked very hard to think about how to deal with this challenge. Then, we formed a team in the human resources department. A huge team and some measures have been taken. These measures have changed our work, but they also show how we take care of people.”
Short-term measures should mainly offset the sense of isolation in the home office and maintain a team spirit. It was clear from the beginning that these measures have nothing to do with the work itself. “We introduced a coffee party culture,” Klaus said. “From company management to smaller teams, our morning at the virtual meeting today did not include talking about business, but exchanging personal matters.”
This is helpful, especially in the first phase of lock-in, because it is not easy for everyone to change. Krauss said: “If someone is sent to the home office and must organize family studies for three children, then we should also talk about it.” In addition, the human resources team has proposed a variety of formats, which should be clear Show that there is not only business, but also people. From online yoga classes to virtual wine tasting, this includes almost everything you can do in a video conference.
To reassure people, at the beginning of the pandemic, CEO Bill McDermott’s message should also stipulate that ServiceNow will not fire anyone, but will also expand its staff this year. There are good reasons, because the business is still booming. For example, shortly thereafter, it turns out that the Now platform will serve as the basis for many important first aid measures for ServiceNow customers. Not only that. ServiceNow subsequently released some tools, such as the “Safe Workplace Application”, which can address dedicated employees and ensure that employees can safely return to the workplace.
Detlef Krause confirmed: “Human resources applications have been moved to the top of the priority list.” “I believe that the impact of Covid-19 is a catalyst for profound and fundamental changes in the company’s organization and IT sector.” The decisive question is not only whether it can be The transfer of work to the home office also depends on how the company will deal with such crises in the future and what role IT can play in it.
Picture: ServiceNow
“In discussions with customers, the issue of flexibility is very important, that is, how to quickly adapt to changing framework conditions,” Krause reports. Because he now fully understands one thing: “The impact of Covid-19 is a catalyst for far-reaching and fundamental changes in the company’s organization and IT field, even though I am very clear that we will not continue to work in a crisis situation as we did during this period. There will be a mixed approach and the work of the home office will be supplemented.
You can find more information about human resource management and human-centered workflows that ServiceNow must provide here.
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