19 minute read
We have a CRISIS! And how can you comprehend it?
The years 2008–2009 witnessed the last-known global crisis. Back then, it mainly affected the financial world and the economy of many countries quite quickly ‘came round’ so to speak. Twelve years after that business collapse, another wave of an unexpected downturn is affecting the world in almost all areas of the economy. Paradoxically, it has not been caused by poor managerial decisions – the reason this time was not bad management, artificially lowering the value of money or slump on stock exchanges; now it is a virus that has pulled the brake. This time, the coronavirus – a medical phenomenon which Earth inhabitants have dealt with more than once so far – has spread all over the world at a rapid pace and has been referred to as the COVID-19 pandemic.
The pandemic, which started in China, quickly crossed the country’s borders and invaded other countries in Asia, Europe and the remaining continents. By April 2020, it had already taken a deadly toll around the world, forcing many countries to take radical decisions to restrict the movement of their populations and thus close cities, regions and even national borders.
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These restrictions have translated into an almost total stoppage of many industries, including hotels, tourism, catering, events and many others. Governments have been forced to launch business support programmes and companies have stopped the flow of money being exchanged between them. Enterprises have been faced with the need to reduce their costs but also to change the model of managing their work, human resources and various other processes.
In the midst of this economic disaster, we have asked three different organisations to comment on crisis management. We are interested in the approach of a city, a recruitment agency and a representative of the world of office real properties, which have been temporarily empty and useless during the work-from-home solution enforced upon almost everyone.
Our question were answered by:
THERE IS OFTEN CHAOS AND PANIC AT THE BEGINNING OF ANY CRISIS. THIS ALSO APPLIES TO BUSINESS ORGANISATIONS. WHAT NEGATIVE EFFECTS ASSOCIATED WITH THE RAPID DEVELOPMENT OF THE COVID-19 EPIDEMIC HAVE ALREADY BEEN FELT? WHAT CHALLENGES HAVE YOU FACED?
Marcin Rzepecki, Deputy Director of the Crisis Management and Secu rity Department of the City of Poznań:
Negative effects have impacted most cities in Poland. Panic and ‘fake news’ on the Internet have led, in particular, to the irrational and excessive purchase of food and hygiene products. The possibility of introducing restric tions on the movement of the population and obstacles similar to those during martial law in 1981 were serious concerns of the people contacting the Crisis Management Centre. Artur Skiba, CEO of Antal: The present time is very intense for us. It is difficult to determine what effects the coronavirus epidemic will have on Antal. New recruitment processes in some organisations have been temporarily halted but all current projects are continuing and new, attractive offers are also appearing. This unusual period is a big challenge for both the management board and Antal employees. We are operating very quickly and flexibly. We are able to adapt our activities to changing businesses and customer challenges thus are noticing an opportunity to develop online services and focus on new projects. For this reason, we are currently developing and implementing technologically advanced recruitment processes and services that address the current needs and expectations of both our customers and candidates. For companies, the last few days have been a challenging period of time and a redefinition of their businesses. Those who do not react to change and continue to manage their organisations as they did before the crisis will have to close the company or suspend their activities straightaway. Employers need to switch to new thinking and take non-standard actions and seize any opportunity that arises. Adapting the functioning of the company to the market environment will not only limit or postpone the negative effects of the current situation but will also enable the process of change to build a better market position to be used.
Monika Rajska-Wolińska, Managing Partner at Colliers International in
Poland: During the first two weeks after the outbreak of the epidemic in Poland, slight chaos was observable, which was naturally related to the fact that we were dealing with a new situation. We were worried about the health and safety of ourselves and our loved ones. It was a big challenge to switch to remote working – not only for us but for most companies, including our clients. We did very well – we had nearly 300 people who switched to working from home (‘home office’) in one day. However, not only technological preparation is necessary for effective work from home but also mental preparation. Flexible working hours are part of our company culture, which we have been practising for many years. This has helped us a lot in this situation. The employees of the company are fully motivated and disciplined. Everyone gives 100% effort. After these two weeks, we have cooled down a bit and got used to full-scale remote work. We have regular video-conferences, organise workshops and webinars for our customers, and our employees have access to weekly online training sessions and presentations regarding the current market situation. However, our business is largely based on building long-term relationships which require face-to-face contact. In the current situation, it is practically impossible so it was a big challenge for us to move meetings with our clients to a remote level. There are, obviously, areas where working from home does not work, for example in the case of project managers who have to be regularly present on construction sites. But the real test for all of us is yet to come i.e. the economic slowdown that is already affecting all sectors. We try to strongly support our clients – especially since the current situation is also uncertain for many of them. Everyone is watching the market with concern; most of the transactions planned for the coming months have been put on ice. However, everyone hopes that by June the epidemic will have been contained and everything will be back in full swing from the beginning of July.
Those who do not react to change and continue to manage their organisations as they did before the crisis will have to close the company or suspend their activities straightaway. Employers need to switch to new thinking and take nonstandard actions and seize any opportunity that arises. FULL VERSION OF THIS ARTICLE IS AVAILABLE ONLY IN PAPER EDITION OF OUTSOURCING&MORE MAGAZINE OR ON THE PRO PROGRESSIO WEBSITE.
WE KNOW THAT YOU HAVE TAKEN STEPS TO CONTROL AND MANAGE THIS DIFFICULT REALITY. WHAT HAVE YOU ALREADY DONE?
Marcin Rzepecki, Deputy Director of the Crisis Management and Security Department of the City of Poznań:
The Mayor’s daily conferences and ongoing information regarding the activities undertaken by the city authorities allow Poznań’s residents to remain calm and help them to cope better with the difficulties associated with the epidemic. The continuation of the local government administration’s operations has been ensured through the uninterrupted work of the Poznań City Hall and Municipal Organisational Units. The ‘Shopping for Seniors’ service has been launched to support the most vulnerable people living in Poznań – the elderly and those with disabilities (free-of-charge provision of basic everyday products and medicines – more information can be found here:
The authorities have also taken on, among other things, the task of coordinating aid to the J. Strusia Hospital:
Artur Skiba, CEO of Antal: The current situation related to the economic slowdown is a big test for managers regarding the effectiveness and potential of the whole team as well as the performance of individual employees. A strong
leader must be committed and flexible in relation to the changing reality. It is a person who can adapt the strategy and technology to the current needs of the environment and use the process of change to build a strong relationship with customers and employees. She should be able to get the best from each employee and use their potential in response to new challenges. For employees, on the other hand, this is a chance to see how well they are able to work remotely, whether they can switch off stimuli and are ready to actually perform their duties efficiently anywhere in the future. At Antal, we invest in our employees, focus on their development and enable our personnel policy to be implemented in a safe, yet effective, way. Online work has now become a necessity but such a flexible form of cooperation has already been positively assessed and desired by our employees and business part ners. For this reason, in 2018 we created the REX recruitment platform based on a model in which a selected recruitment project is made available to a group of freelance recruiters, which allows the scale of operations to be increased and reduces the costs of the recruitment process. What is more, during the pandemic we try to talk to the candidates as often as possible about the current situa tion on the labour market, reassure them about the future of a given posi tion in a specific organisation and show them the new opportunities offered by the market. Antal recruiters also provide support by helping to connect organisations which have a surplus of – or tempo rarily – unused resources with employers who may need such employees for the time being. In addition, our consultants advise customers on the development of remote workers and the application of modern technologies in recruitment, including online onboarding.
Monika Rajska-Wolińska, Managing Partner at Colliers International in
Poland: We are preparing various scenarios for the future. We need to be ready to adapt our business to changing conditions. What we are already seeing is that under the influence of the pandemic, the real estate market will change in terms of digitisation even faster than we expected. We, therefore, see a need to develop our services in new technologies. We also notice the necessity to engage even more strongly in discussions between our clients – building owners and tenants. We now have a particularly complicated situation in the retail market – shopping centres have been closed and shops cannot sell and each party, understandably, defends its own interests. We are trying to be mediators in this situation and to support dialogue between the parties as all of them are going through a difficult period.
THE FOUNDATION OF CRISIS MANAGEMENT IS THE ESTABLISHMENT OF THE SO-CALLED ‘CRISIS MANAGEMENT TEAM’. ACCORDING TO WHAT CRITERIA DID YOU APPOINT SUCH A TEAM?
Marcin Rzepecki, Deputy Director of the Crisis Management and Security Department of the City of
Poznań: The Crisis Management Act does not specify the composi tion of the Crisis Management Team. The Mayor of Poznań, depending on the scale and nature of a threat, invites permanent members to team meetings but may also invite specialists in various fields. Currently, the top management of the City of Poznań meets with several people, while the remaining participants take part in the team’s sessions using various audiovisual means. Artur Skiba, CEO of Antal: We are aware of the seriousness of the situation, the risks associated with the spread of the coronavirus and we are keeping an eye on the situation. We have a team which consists of board members and managers from individual departments. The team is constantly analysing developments and adapting the organisation to the difficult conditions we all find ourselves in. The established group is examining emotions within the organisation and identifies threats that may adversely affect the company’s operations and customers’ attitudes. Antal’s managers are in constant contact with customers, keeping them informed of the developments and helping them with any problems. The vigilance of the team allows further actions to be planned, traps to be anticipated, the response plan to be optimised and, above all, the right decisions to be made quickly. The people in charge of crisis management in the organisation should remember that speed is the second most important word during the time of a pandemic. At Antal, we also strive to offer care and assistance to our employees while, as far as possible, running the business as before and applying the worked-out business continuity plan. Although this approach may, at first glance, seem difficult or contradictory to recommendations, in such situa tions a daily routine gives many people a sense of security and stability. If there is an opportunity that is worth celebrating, such as someone’s anniversary or professional success – for example, a new customer, project or contract – we should seize it. In difficult and uncertain times, people need a little joy and support.
Marcin Rzepecki, Deputy Director of the Crisis Management and Security Department of the City of Poznań:
At this stage of the pandemic, tasks related to the response phase are carried out then followed by reconstruction. In the response phase, actions should be taken to implement the specific actions of municipality and administrative district authorities i.e. preparation for possible presidential elections, the continuation of the school year, working out administrative procedures in case of introducing treatment or quarantine for City Hall or Municipal Organisation Unit officials or employees. On the other hand, the reconstruction phase will involve preparing the normal operation of all municipal units and restoring the stock of personal protective equipment. Artur Skiba, CEO of Antal: As in other corporations, Antal’s board and managers are on alert. On the one hand, we have a sense of threat and, on the other hand, a huge responsibility for the people and business – in that order. Business, by its nature, can react quickly and is flexible. Even if we could not imagine this situation a month ago, we have to adjust to it today. We are in constant contact with employees, customers, partners and subcontractors. Every person who manages the crisis in a company – regardless of the industry – must be aware of the fact that, in the current situation, employees need full support, including mental support in order to feel that the company is behind them. At Antal, in these difficult business times, we invest in our employees and help shape their careers as well as support managers in coping with challenges related to team management.
UNFORTUNATELY, THERE ARE STILL MANY UNEXPECTED RISKS ASSOCIATED WITH THE SPREAD OF THE EPIDEMIC. WHAT ARE THE MOST IMPORTANT TASKS FACING YOUR CRISIS MANAGEMENT TEAM AT THE MOMENT?
Monika Rajska-Wolińska, Managing Partner at Colliers International in
Poland: Due to our organisational structure, partners have become a natural crisis management team. We have been in constant contact with each other on a daily basis since we switched to remote working. We are constantly discussing the situation, preparing scenarios and reacting to these extremely dynamic changes.
Monika Rajska-Wolińska, Managing Partner at Colliers International in
Poland: We are analysing all of our expenses in great detail. We are elimi nating the ones that are not essential. Employees are most important to us and we will do everything we can to survive this difficult time without making any redundancies. I have to take this opportunity to say that I receive a lot of support from my staff. There is a great deal of understanding – employees take the initiative themselves and propose various solutions that could help us get through this difficult situation. I am touched by their attitude and I think that such a team gives the company great strength.
TO WHAT EXTENT IS PROPER AND EFFICIENT COMMUNICATION IMPORTANT IN SUCH A SITUATION?
Marcin Rzepecki, Deputy Director of the Crisis Management
and Security Department of the City of Poznań: The flow of internal information between services, units and the administration is extremely important in the process of eliminating threats. At the same time, reliable and up-to-date information addressed to the residents can prevent rumours and panic from spreading. The City of Poznań distributes the most important informa tion to residents through a dedicated tab on the City’s website among others. Guidebooks for foreigners have also been prepared.
Artur Skiba, CEO of Antal: Active and transparent communication is particularly important in the current situation. It is impossible to pretend that nothing is happening and the effects of the pandemic do not affect the company and business. Stakeholders expect information on changes in the functioning of the organisation, activities affecting customers, employees as well as risk-neutralisation activities. Any change in the circumstances affecting the operations of the company should be commented on in real-time. It is crucial that individual groups of recipients feel that the company is in dialogue with them and treats them as partners. Developing reactive messages, even before questions from the company’s environment appear, is a step that will allow for well-prepared crisis communication.
Monika Rajska-Wolińska, Managing Partner at Colliers Inter
national in Poland: Efficient and open communication is an absolute basis in crisis situations and is fundamental for the functioning of every company. It is very important to maintain a sense of security and stability in the team and, for this, you need the managers to be honest and show empathy. Employees see what is going on around them so trying to exaggerate the situation or conceal certain facts is not a good solution. If the company is expecting problems in the face of a crisis, the staff should be informed accordingly to avoid gossip and possible panic, which is always destructive.
A particularly responsible task rests on the shoulders of the board, who should be permanently visible and present in communication. This gives employees a sense of security but also motivates them to work. In this difficult time, they need to see that their leaders are present and in control. We must not forget about soft communication, which is particularly significant for our mental comfort. Loose conversations are very important to maintain a sense of community and good relations in teams.
IS TECHNOLOGY AN ALLY OF CRISIS MANAGEMENT?
Marcin Rzepecki, Deputy Director of the Crisis Management and Security Department of the City of Poznań:
In the current situation, it is impossible to imagine any action without technical and technological support. We make use of various forms of communica tion with the inhabitants of the city. The information is published, among others, on a specially launched website www.poznan.pl/koronawirus and on social media from Monday to Friday around 1 p.m. Mayor Jacek Jaśkowiak also provides the most essential information live via Facebook. Residents can also use our hotline, where consultants answer their questions about the functioning of the office or how to deal with issues that are currently important to them. Artur Skiba, CEO of Antal: Definitely, yes. New tools have become an ally of companies so, at Antal, we can operate smoothly in the world of technology. The current situation requires a number of rapid operational measures such as adapting and making the appropriate technological solutions and training available – also for managers, with the use of state-ofthe-art means of communication. Such actions will improve crisis management, which will result in more flexible and efficient operations of whole teams. Depending on the specificity of the com - pany, internal communication can be supported in many ways. If the company has important or ‘difficult’ information to pass on to the employee, it is best to decide on a conversation as there is always a lot of space for own inter pretation in written messages. During a conversation, we can use intonation, timbre of voice etc. This paves the way for dialogue. For this purpose, it is worthwhile using technological solutions that facilitate effective conversation. One of them is Microsoft Teams – a tool that offers all of the necessary functionalities (video conferences, project work chat). One-sided passing of information should, in turn, be provided on the basis of writing e-mails or posting tasks to be performed in a project management application. A written word is permanent and the employee can return to it. Any questions or ambiguities may be subsequently clarified during a talk or further correspondence. The organisation of work is also facilitated by free instant messaging platforms, such as Slack. It is a good idea to make friends with Todoist, Trello or Asana – the so-called task managers, which are clear and easy to use. In crisis situations, communication with customers and candidates via social media such as LinkedIn, Facebook and Twitter also plays an important role. Such communication should be balanced, transparent, concrete and based on facts as well as without conjecture or untested information. It is worth remembering that in crisis situations, focusing on your own channels of communication is not enough as discussions are also taking place outside them. Therefore, it is worth following what is published on thematic working groups related to a given organisation, in other services, at external publishers, etc. (and explain, help and dispel doubts – and just be present there as well). Tools for media monitoring such as Press Service, Google Alerts, Newspoint and Brand24 make it easier to identify all information concerning us. Each of them has a slightly different functional range which can be adapted to our needs.
Monika Rajska-Wolińska, Managing Partner at Colliers International in
Poland: It is hard to imagine a company without technology today. In the situation we are facing right now, it is absolutely essential for survival. That is why at Colliers we have always attached great importance to keeping up to date with technological novelties and implementing them successively in our operations. Last year, we appointed people who are involved in the search and implementation of innovations and new technologies in our company. We also support our clients in doing the same. One of the numerous demonstrations of our activity in this area is the ‘Colliers Proptech Accelerator’ programme, in which we engage start-ups from all over the world to cooperate. Coronavirus has changed our reality and it will stay with us for a long time, so we need to prepare long-term solutions. We are just introducing an application, both in our office and offer it to our clients, which enables reservation of desks and conference rooms, finding colleagues in the office, accessing a virtual reception desk, etc. I think that such applications are our future, not even distant. Thank you for answears.
Proptech Accelerator’ programme, in which they engage start-ups from all over the world to cooperate. FULL VERSION OF THIS ARTICLE IS AVAILABLE ONLY IN PAPER EDITION OF OUTSOURCING&MORE MAGAZINE OR ON THE PRO PROGRESSIO WEBSITE.
