（2020年4月8日，/HRoot.com/）近日，信息技術研究與顧問諮詢公司高德納列出了在新冠疫情蔓延期間人力資源管理者可以採取的六項應對措施，以維持企業員工的績效和敬業度。高德納指出，新冠疫情對個人和工作生活產生了重大影響，並可能導致員工焦慮、沮喪和倦怠，而所有這些都會影響企業生產力。
對此，高德納表示，企業人力資源部應採取以下六項具體活動，以確保員工獲得所需的支持，從而幫助他們緩和情緒：
意識到員工的需求，並予以支持。企業管理人員需要通過直接交談或通過觀察間接瞭解到員工的苦惱。人力資源部門應為管理人員提供指導。
促進對話以建立理解。為確保溝通努力有助於提升員工敬業度，而不是降低敬業度，管理人員必須與員工進行雙向對話。人力資源主管應幫助管理人員創造雙向對話的機會，重點是實時瞭解當前新冠疫情的正面和負面影響。
使用目標來提升明確性。人力資源主管可以幫助管理者重新確立員工的工作與組織成功之間的聯繫。高德納人力資源業務研究主管Brian Kropp表示：“員工敬業度最高的驅動力之一是看到他們的工作有助於實現公司目標。對自己的工作和組織成功的重要性充滿信心的員工對於工作安全性的擔憂就減少了。”
增強組織價值，以減少不當行為的可能性。除了對正確的行為進行建模之外，管理人員還應鼓勵舉報者指出不道德的行為，提醒工作人員舉報不當行為的渠道，並強調在不遵守規定的情況下會發生什麼。
量身定製表彰員工的努力。管理人員必須加倍對員工的工作表示認可。認可不一定需要金錢激勵。
通過創新提高敬業度。雖然在這種不確定的環境中，管理者和員工可能會為了規避風險變得更加謹慎，但正是在這些變革和顛覆的時代，創新和冒險精神對於員工敬業度和組織成功而言更加重要。
GARTNER LISTS SIX HR INITIATIVES TO HELP MAINTAIN EMPLOYEE ENGAGEMENT DURING COVID-19
(Apr.8, 2019, /staffingindustry.com/)Gartner Inc. listed six initiatives that HR managers can take to maintain employee performance and engagement during the Covid-19 pandemic. It noted the pandemic is having a significant impact on personal and work lives and can lead to employee anxiety, frustration and burnout, all of which can impact productivity.
The six specific activities that HR should take to ensure employees get the needed support to help with their emotional responses are:
Sense employees’ need for support. Managers need to recognize signs of distress among their people, both directly through conversations and indirectly through observation. HR should provide managers with guidance.
Promote dialogue to build understanding. To ensure communication efforts help engagement, rather than hurt it, managers must have a two-way dialogue with employees. HR leaders should help managers create opportunities for two-way dialogues that focus on a realistic picture of both the positive and negative implications of the current Covid-19 outbreak.
Use objectives to create clarity. HR leaders can help managers reassert the link between employees’ work and organizational success. “One of the top engagement drivers for employees is seeing their work contribute to company goals,” said Brian Kropp, chief of research for the Gartner HR practice. “Employees who feel confident about the importance of their job to the success of the organization feel less anxious about their job security.”
Reinforce organization values to reduce the likelihood of misconduct. Apart from modeling the right behaviors, managers should encourage whistleblowers to call out unethical behaviors, remind staff of the channels for reporting misconduct, and highlight what happens in case of noncompliance.
Tailor recognition to acknowledge employee efforts. Managers must redouble their employee recognition efforts. The recognition does not necessarily need to be monetary.
Drive engagement via innovation. While managers and employees may understandably become more risk-averse in this uncertain environment, it is these times of change and disruption that innovation and risk-taking become even more important for employee engagement and organizational success.
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