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What can Companies Strategically take forward as Learnings from the Covid Pandemic

Thu, 29 Feb 2024 09:47:27 +1100

In brief: Companies can strategically take forward seven learnings from the COVID-19 pandemic: flexible work models, digital transformation, employee wellbeing programs including mental health support, supply chain resilience through supplier diversification, a culture of adaptability and continuous learning, clear communication with employees and stakeholders, and ongoing skill development. Applied together, these approaches build resilience and help organisations become more adaptable and employee-centred in the post-pandemic era.

Companies can strategically leverage learnings from the COVID-19 pandemic to enhance their operations, foster resilience, and create a more adaptable and employee-centric environment. Here are key strategic considerations:

Embrace Flexible Work Models

Strategy: Where possible adopt and integrate flexible work models to accommodate diverse employee needs and enhance workforce agility.

Update (November 2026): The first of these learnings has stuck. Working from home went from less than 8% of Australians before the pandemic to 40% at its 2021 peak (Productivity Commission, 2021) and has settled at 36% of employed people, including 59% of managers and professionals (Australian Bureau of Statistics, 2025). The Productivity Commission’s 2025 review concluded that ‘hybrid work tends to be beneficial to productivity, or at least, is not detrimental to productivity’, while noting that fully remote work can have a negative effect (Productivity Commission, 2025; Wood, 2025). Only 22% of Australian CEOs now expect a full-time return to the office (Tilo, 2025).

Invest in Digital Transformation

Strategy: Accelerate digital transformation initiatives to enhance operational efficiency, customer engagement, and overall business resilience.

Prioritise Employee Well-being

Strategy: Implement robust wellbeing programs, including mental health support and work life balance initiatives, to enhance employee satisfaction and productivity.

Update (November 2026): Wellbeing remains unfinished business. Gallup’s 2026 report found 50% of Australian employees had experienced stress a lot of the previous day and only 21% were engaged at work (Gallup, 2026a). The right to disconnect, in force for all employers since 26 August 2025, now gives employees a legal basis to refuse unreasonable after-hours contact (Department of Employment and Workplace Relations, 2024).

Strengthen Supply Chain Resilience

Strategy: Enhance supply chain resilience by diversifying suppliers, investing in technology, and adopting agile strategies to mitigate future disruptions.

Foster a Culture of Adaptability

Strategy: Cultivate a culture that values adaptability, continuous learning, and innovation to navigate uncertainties and thrive in dynamic business environments.

Enhance Communication Strategies

Strategy: Develop clear and transparent communication strategies to keep employees, customers, and stakeholders informed, fostering trust and resilience.

Invest in Employee Skill Development

Strategy: Prioritise ongoing employee skill development to address evolving business needs and ensure that the workforce remains adaptable to changing industry landscapes.

Putting the learnings to work

Strategically incorporating these learnings can position companies for sustained success in the years since the pandemic by creating more resilient, agile, and employee-friendly organisations.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Adapting to remote working during a pandemic and Workforce management belongs on the strategic agenda.

References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

Department of Employment and Workplace Relations (2024) Right to disconnect. Fact sheet, November. Canberra: DEWR. Available at: https://www.dewr.gov.au/es/download/16162/right-disconnect/38654/right-disconnect/pdf (Accessed: 6 November 2026).

Gallup (2026a) State of the Global Workplace: 2026 report – Australia. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Productivity Commission (2021) Working from home. Commission research paper, 16 September. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/working-from-home (Accessed: 6 November 2026).

Productivity Commission (2025) Productivity before and after COVID-19. Commission research paper, 28 May. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/productivity-before-after-covid (Accessed: 6 November 2026).

Tilo, D. (2025) ‘Australian CEOs reverse expectations on working from home’, HC Magazine, 8 October. Available at: https://www.hcamag.com/au/news/general/australian-ceos-reverse-expectations-on-working-from-home/552269 (Accessed: 6 November 2026).

Wood, D. (2025) Don’t stray from the sensible centre on working from home. 30 October. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/media-speeches/articles/sensible-centre-working-from-home (Accessed: 6 November 2026).

Adapting to Remote Working During a Pandemic

Sun, 30 May 2021 16:03:03 +1000

In brief: Adapting to remote working during a pandemic means keeping employees connected so costly turnover does not rise. An April 2021 study of US hotel employees found those with high career adaptability and high work social support had lower turnover intentions, while those with high adaptability but low social support were more likely to leave. Supervisor and co-worker support matter most, so regular one-on-one meetings, online brainstorming and training, and informal virtual team activities help sustain engagement.

The morning alarm rings, you rush breakfast then head to work for your regular weekly 9 am team meeting. This is what many of us became accustomed to but expectations, relationships, and boundaries from this pre-pandemic world are now vastly different.

How the pandemic changed where we work

Covid-19 has posed significant changes in many areas of our lives including for many working remotely is the new normal that we have had to adapt to.

Change is never easy. Change of any kind is generally seen as a stressor, it brings a lack of control, order, and the comfort of predictability. Covid-19 has displaced our ‘normal’ lives completely, and with social distancing regulations, work lives have dramatically changed too (Akkermans, Richardson and Kraimer, 2020).

Working remotely may sound advantageous but is not always ideal when practiced and poses a unique set of challenges for HR professionals and business leaders to consider. While some prefer working remotely, such as from home, some are finding it difficult to adapt.

Here we briefly explore some potential ramifications if the right levels of remote working support isn't provided and offer some interventions to consider.

Factors Affecting Turnover Intentions

Increased employee turnover can cost organisations millions in lost time and resources and is certainly a factor to be avoided. High career adaptability allows employees to adjust to major career changes effectively, the key distinction being whether employees are choosing to adapt to their current work situation or a new job.

A study of US hotel employees published in April 2021 found that when employees showed high career adaptability paired with high work social support, they showed lower turnover intentions. However, when employees showed high career adaptability and low work social support, they demonstrated higher turnover intentions (Lee, Xu and Yang, 2021). The risk of low work social support can be heightened during extended remote working arrangements and doesn’t come with any natural solution.

Providing Social Support

Increasing social support is paramount to boosting employee motivation, productivity, and job satisfaction. Two of the most studied forms of work social support are supervisor support and co-worker support (Liaw, Chi and Chuang, 2010; Ng and Sorensen, 2008).

Support from supervisors includes offering assignments that help employees build new skills, offering their time to assist employees in developing career goals, and providing access to training and performance feedback. Support from co-workers includes career guidance and information, training that facilitates skill development, and workplace friendships.

Social Support Whilst Working Remotely

Working remotely has removed a lot of social contact from our lives but there are still ways to implement social support online. Adapting how social support is provided may reduce work-related stress (Viswesvaran, Sanchez and Fisher, 1999) and improve job satisfaction (Ng and Sorensen, 2008).

Practical ways to provide support online

Implementing regularly scheduled one-on-one meetings between employees and supervisors can allow a safe space for employees to share their concerns and be heard, giving a chance to maintain relationships and provide the required support and feedback. Understanding the needs of a team can influence key training and work allocation decisions. Team brainstorming sessions, individual and group training can all take place online.

Encouraging non-work-related team activities online can be a great bonding exercise too, such as Friday happy hours, a group workout session, or games.

Focusing on implementing social support initiatives may prove to be the way forward in engaging employees and allowing them to feel supported through these uncertain times.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Advantages and disadvantages of employees working from remote and Tips on managing a remote and geographically dispersed team.

References

Akkermans, J., Richardson, J. and Kraimer, M.L. (2020) ‘The Covid-19 crisis as a career shock: implications for careers and vocational behavior’, Journal of Vocational Behavior, 119, 103434. doi:10.1016/j.jvb.2020.103434.

Lee, P.C., Xu, S. and Yang, W. (2021) ‘Is career adaptability a double-edged sword? The impact of work social support and career adaptability on turnover intentions during the COVID-19 pandemic’, International Journal of Hospitality Management, 94, 102875. doi:10.1016/j.ijhm.2021.102875.

Liaw, Y.-J., Chi, N.-W. and Chuang, A. (2010) ‘Examining the mechanisms linking transformational leadership, employee customer orientation, and service performance: the mediating roles of perceived supervisor and coworker support’, Journal of Business and Psychology, 25(3), pp. 477–492. doi:10.1007/s10869-009-9145-x.

Ng, T.W.H. and Sorensen, K.L. (2008) ‘Toward a further understanding of the relationships between perceptions of support and work attitudes: a meta-analysis’, Group & Organization Management, 33(3), pp. 243–268. doi:10.1177/1059601107313307.

Viswesvaran, C., Sanchez, J.I. and Fisher, J. (1999) ‘The role of social support in the process of work stress: a meta-analysis’, Journal of Vocational Behavior, 54(2), pp. 314–334. doi:10.1006/jvbe.1998.1661.