September 9, 2020 – While the clinical network was hopeful that the heat and humidity of the summer months could restrict the spread and severity of the coronavirus, we found that network spread remains a challenge in many states. and dense urban areas. Anthony Fauci, director of the National Institute of Allergy and Infectious Diseases, recently said that the world is still at the forefront of the first wave of the pandemic and that action is needed to prevent the spread.
From what we see, there is little explanation as to why the virus will stagnate during this quarter or the last of the year, on the contrary, it is more likely to accumulate and spread exponentially as we enter fall and winter, according to a new report through Caldwell PRESIDENT and CEO John Wallace and his managing spouse Jay Millen. Each style has necessarily been incorrect , predictions replace every 24 hours and we see answers ranging from natural panic to general apathy.
“As a result, it is incumbent on leaders – that is, in our business and nonprofit communities – to think hard about the steps needed to boost their organizations, to continue preparing for and responding to the immediate adjustments in the spread of COVID-19. . . . and redouble our efforts to engage with team members and their families in the coming months, “says the Caldwell report.
Best practices
Caldwell proposed some critical “checklist” questions and features to prepare for the coming months until potentially until 2021, pending the progression of treatments and vaccines to fight the virus:
John Wallace, President and CEO of Caldwell, draws on 20 years of experience in executive studies to generate effects based on objective measures, business intelligence, strategic plan projects, and transparent expansion goals. Since being appointed CEO in 2008, John has launched a strategic expansion plan for the company that includes launching operations in the United States, Europe, Latin America and Asia Pacific, while quadruples the company’s annual revenue.
Related: COVID-19 and its effect on human capital
Jay Millen is the practice managing partner of the Caldwell board of directors and CEO and leads the Charleston team. Working with publicly traded companies and personal businesses, he helps clients hire senior executives and develop succession plans for forums of administrators and CEOs, as well as industry leaders at all levels. in the production and herbal resources sectors.
Related: How COVID-19 is transforming hiring in the health sector
“We continue to face unprecedented volatility and uncertainty in our business and our non-public lives; much of which is beyond our control, ”said Mr. Wallace. “In this environment, we have a legal responsibility to be as empathetic as you can imagine; humanitarian when addressing difficult situations that demand business, such as time off and reduced operating hours; and as considerate as you can imagine to keep the organization alert, responsive and ready for what’s ahead. “
Impact on hiring
As the virus continues to evolve, it can be difficult to stay ahead of the conversion of the needs of the leadership and workforce. “Changes in organizational structure, retirements and general burnout will amplify through the effect on the group’s ability to meet, compare, and elect new control team and staff members, as well as team members at all levels, “Millen said. ” Integration is also more complicated as executives and new members The team seeks to perceive the culture, the speed of the business and the operating method from a remote or video platform. “
“At Caldwell, we have incorporated certain learned classes and most productive practices into our initial hiring procedure with our clients to create the most productive engagement imaginable within the existing limitations of COVID-19, as well as to provide useful information on the hiring. integration, ”Wallace said. “Our changed efforts come with social distance interviews, the extensive use of formal and informal video conferencing interviews, and the addition of ‘candidate contacts’ from other team members to provide as accurate an assessment as imaginable given the limits of fitness. . “
“When thinking about how to replace your assessment, variety, and onboarding processes, the same concepts apply to communication: talk early, speak frequently, and stay in touch with applicants more vigorously than communication. a general variety and an onboarding process, ” said Mr. Wallace told me.
Related: The Impact of COVID-19 on Executive Search
Contributed through Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, editor-in-chief; and Stephen Sawicki, editor-in-chief of Hunt Scanlon Media