Based in the Philippines, Rene M. Gener, DPM, is Executive Director at the People Management Association of the PhilippinesThe COVID-19 health crisis is an unforeseen event that slumped businesses and workers alike. In fact, nobody was prepared, not even big economies. This disastrous event has caused hardship on everyone’s daily life, including mobility, food supplies, trade, tourism, travel and financial markets.
Reducing the impact of the pandemic
In the Philippines, to reduce the impact of COVID-19 outbreak on businesses, workers, customers and general stakeholders, HR leaders and employers have made tremendous efforts to mitigate the circumstances. Various companies have updated their risk management plans to address the specific exposure, identified sources of exposure and means of transmissions. Employers have taken careful steps to identify risk levels in workplaces and to determine the control measures necessary to implement.
On another juncture, the crisis became a clear springboard for Filipino HR practitioners to rise above the challenge. Despite the worst business outlook in the coming months, HR Leaders made it a point to rally behind the “People First” battle cry, putting more emphasis on protecting lives and safety above profitability and revenue generation. Filipino Human Resources Management practitioners exercised discernment and extraordinary leadership in these unprecedented times. They showed flexibility in addressing the needs of their people, without being too technical in the extension of social safety nets. Valuing human dignity and a strong belief on people first was at the core of every leader’s decision. The Filipino value of KAPWA (the self in the other), has transcended corporate policies and practices. The order of priorities is to first take care of their people, the customers come in second, then their partners and last is profit.
What measures have Filipino employers put in place?
We surveyed our association members on what other concrete organizational practices they have put in place. 39% provided shuttle services to employees who play a critical role in the continuity of operations. 36% also introduced early pay out of the 13th month pay, while 32% provided free meals to employees who are on duty. Others also introduced the following:
Moreover, many companies provided clear directions, confidence and assured employees by sending a strong message that overall health and wellbeing is deemed more important than profit. To keep business continuity and make operations work, virtual meetings are being maximized. This is also a way of providing continuous engagement among employees.
Reflecting on these practices, we can get a glimpse that no matter how big or small an organization is, showing the true meaning of MALASAKIT (care and concern for the other) and BAYANIHAN (a fundamental aspect of Filipino culture with an aim to work together to achieve a common goal) in times of crisis is inherent among Filipinos.
Indeed, it is in times of crisis that our capacity as HR practitioners to act humanely and with dignity is put to a test. It is my hope that we, as individuals, would always decide and act by putting people first.
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