FACULTY OF BUSINESS AND MANAGEMENT – BA111

HUMAN RESOURCE MANAGEMENT – MGT340

REPORT: HOW HUMAN RESOURCE MANAGEMENT CAN IMPROVE EMPLOYEES

SKILLS DURING COVID-19

PREPARED FOR:

MADAM NOOR AZZURA BINTI MOHAMED

PREPARED BY: MBA111 5A

GROUP: GROUP 2

GROUP MEMBERS:

NAMES MATRIX NUMBER

NURULHUDA BINTI JAMAL 2019271852
BALQIS BINTI SAIFUL BAHRI 2019437472
AMIRAH HUMAIRA BINTI ZAINUL AZHAN 2019287224
NOR AKMALIAH BINTI SELAMAT 2019295602
SITI HAFIZATUL NUUR AIN BINTI GHAZALI 2019491784
SITI NURAISYAH BATREESYIA BINTI MOHD SHOEEB 2019959715
SUBMISSION DATE: 6 FEBRUARY 2022

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NO TITLE PAGE

1. INTRODUCTION 3–4

2. FACTORS 5

3. SOLUTIONS 6–8

4. ADVANTAGES 9 – 11

5. DISADVANTAGES 12 – 14

6. CONCLUSION 15

7. REFERENCES 16 – 17

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 INTRODUCTION

In early December of 2019, the world was shock by one virus that caused of million people
died in one day where the disease was called as COVID-19 from Wuhan, China. On 12 January
2020, World Health Organization (WHO) was confirmed the cases before becoming an outbreak
in all countries. According to China's National Health Commission, coronavirus patients can visit
Chinese seafood markets that sell live animals bats and rabbits. The main hosts of coronavirus are
humans, who prey on infected bats. However, the virus can also be transmitted from person to
person through close contact. Coronavirus can also be spread through coughing and sneezing by
infected people (Shereen, 2020).

On January 24, 2020, the first case of COVID-19 was discovered in Malaysia. A total of
22 cases have been identified, 12 have been transferred to affected countries and regions, 8 have
been delivered through close contact and 2 through humanitarian assistance (World Health
Organization, 2020). According to medical research, COVID-19 has a higher transmission rate
than SARS and MERS. This can be seen by comparing the number of countries infected with
COVID-19. 175 countries are infected with the coronavirus, compared to 29 countries affected by
SARS and 28 countries affected by MERS. According to the WHO, so far 216 countries have been
infected with COVID-19.

Since of this virus spread in Malaysia too fast and already have death cases, the government
of Malaysia enforced the first Movement Control Order (MCO) starting on 18 March 2020 to break
the chain of covid-19. It causes people cannot go anywhere and most of economic activities was
closed. The COVID-19 pandemic has triggered one of the worst jobs crises. It gives a lot of
negative impacts for Malaysia especially on the employment and jobs. There is a real danger that
the crisis will increase poverty and deepen inequality, and the consequences will be felt for years
to come.

The impact of COVID-19 on the Malaysian economy can be seen in the high
unemployment rate and the devaluation of the Malaysian ringgit against the US dollar. Malaysia's
unemployment rate in 2019 was 3.3%, with 508,200 people unemployed. The COVID-19
pandemic has had a serious impact on the Malaysian economy. This can be seen by comparing the
unemployment rate in Malaysia. In January 2020, the unemployment rate was 3.2%, but the

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unemployment rate continued to rise until May 2020, reaching 5.3%. This is not a good thing as it
tends to negatively affect labour demand (Shankar, 2020).

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 EFFECTIVE FACTOR

1. Training and Development

Training should be concentrated on immediate improvements, such as learning how to use

a new instrument of company software. Depending on the situation, The Human Resources
Department should have varying levels of training and employee performance objectives because
the quality of an employee's performance is determined by the company's training.

The Human Resources Department must also provide employees with a continuous
learning environment that encourages employee engagement. Individual coaching, workshops,
courses, seminars, mentoring can all be used by the Human Resource Department to assist
employees in developing their skills and increasing their responsibilities.

Employees will be able to gain extra abilities as a result of these possibilities, allowing
them to increase their efficiency and output. This could also help improve employee's retention
and reduce turnover among the employees.

2. Encourage Feedback

Performance evaluations are necessary since they can be used to evaluate an employee's
performance. Individual meetings should then be held by the Human Resources Department to let
them know where they are excelling and where they need to improve. The Human Resource
Department might inquire about how they can help in improving the abilities of employees, such
as providing further guidance on specific duties.

3. Build a culture of wellbeing and support

The backbone of a company is its culture, which contributes in staff retention and inspires
employee performance. Employees are empowered by company culture to overcome obstacles and
attain higher levels of performance. Competitive compensation, complete benefits packages,
workplace perks, professional development opportunities, and a healthy work environment can all
help to foster a culture of wellbeing and support for the employees. When employees feel
appreciated and fulfilled in their jobs, they tend to perform better.

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 SOLUTIONS

In the blink of an eye, it has been 2 years since the COVID-19 epidemic hit the world. In
this era of new norms and new work environment, of course there are a number of employees who
have difficulty in adapting to these changes which in turn leads to their skills declining. Therefore,
it is the responsibility of the Human Resource manager to find effective and efficient solutions for
his employees. And here are some solutions that can be implemented by Human Resource
managers to improve the skills of their employees in this new era of norms.

1. Build a COVID-19 HR Response Team

The existence of this team is to focus more on solving COVID-19 problems faced by the
organization. HR and learning leaders can use this situation to create a comprehensive inventory
that can offer various types of information delivery as well as focus on how to optimize virtual
learning. The steps that need to be taken is to roll out several types of governance functions, often
cross-functional teams comprised of stakeholders from HR partners, corporate learning leaders, IT
and learning delivery partners.

By building this team, HR managers can focus more on finding the right type of employee
training as well as ensuring a safe workplace as part of the broader post-COVID-19 effort. This
way, employees' skills can be improved and ensure the safety and health of employees. In the new
era of norms where most jobs are done virtually, the selection of appropriate training is very
important so that employees can adapt to changes in the environment and technology in the future.

Once the HR response team gets an idea of which virtual learning is appropriate to use,
then they can decide which learning solution should be reused into a virtual format. HR response
teams can prioritize critical areas due to COVID-19 by training remote employees and remote
employee managers as well as establishing processes to manage contact tracking when employees
return to work and agree on plans to share talent across the organization.

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2. Create a Learning Ecosystem to Upskill Workers

Based on a PwC report, there are a third of employees worried about their jobs being
automated and a surprising 84% are willing to learn new skills to fill their vacancies. This shows
that more than half of the employees are ready to learn new skills and this in turn can facilitate HR
managers to create a new learning ecosystem that can improve employee skills.

The Human Resources department can conduct programs related to digital upskilling to
improve their skills on digital technology as well as further expand their knowledge of digital
technology, especially in this pandemic situation. Digital skills learning is essential to increase
employee productivity as well as hone their talents. Digital skills enhancement is a multi -layered
approach. This includes the Digital Hub for all employees which is the Digital Academy where
over 60% have participated in the program in addition the program is special for all employees
and Digital Accelerator which has over 6,000 employees applying for the program, and currently
has 1,800 participants. Digital skills enhancement is designed to offer employees a variety of
digital skills learning modalities that give employees the opportunity to learn in a style that suits
them. Not only that, this digital upskilling also teaches employees from instructor -led to video
games, learning apps and podcasts.

A digital learning ecosystem is where developments take place in the workplace that give
employees access to retrieve all the data, tools or communication devices needed to achieve
business goals. Extending learning access from a nomination -only process to a process that is
accessible to all employees directly empowers all employees to develop the critical skills necessary
for their employability. With this system access to data and communication devices becomes faster
which in turn makes the workplace friction free.

3. Employee Engagement

Employee engagement is the enthusiasm as well as the mental and emotional strength of
employees towards the work they do, their team and their workplace. Employee engagement can
also be defined by the extent to which they are committed to the organization, their feelings of
passion for their job, and the effort they put in through their discretion in their work.

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 Employee involvement is important to improve their skills. Through employee
engagement, employers can see and measure employee skills either increasing or decreasing.
Employers can also find out whether employees are actively involved with their work or they are
just spending their time at work with things that are not beneficial.

To ensure employee involvement in the organization is not neglected, HR managers must

ensure that there is communication between co-workers and between employees and employers,
especially during these COVID-19 season as employees tend to feel isolated and lonely. HR
managers should ensure that communication between employees and their co -workers as well as
communication between employees and their employers is always connected. Among the
measures that can be implemented is to hold continuous communication sessions between working
groups through weekly or bi-weekly meetings on a regular basis, preferably with 10-15 employees
in each meeting. Through this forum, employees can discuss issues that can be shared or ideas that
can be discussed that can help them get immediate feedback. Employees should always keep
abreast of the latest developments in the organization so as not to miss any important information.

For long distance communication, in this digital world, various platforms can be used by
HR managers to maintain member relationships within the organization. Among them is an
employee listening platform where HR can survey employees, gather comments and suggestions,
conduct exit interviews, etc. This method can also help improve the digital skills of employees.
Not only that, social media resources and mobile applications are also among the ideal
communication platforms to discuss issues, share ideas, conduct surveys and vote on the issues
discussed. There are also blogs on the internet that often inform and update employees about new
initiatives to be carried out. Available publicly and even allows employee feedback to be recorded.
Not forgetting other platforms that can be used such as Videoconferencing, teleconferencing and
e-mail.

Regular communication will assist employees in learning the steps to take while working
from home, working in the field, and in the office as well as guiding them about the scope of their
work. HR management must carry out their duties by providing motivational sessions with life
coaches as well as internal sessions to help them deal with crises in a better way. Therefore,
communication is the key to success in an organization

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 ADVANTAGES

1. Separation of critical skills and role

Leaders, supervisors or managers are redefining what critical means, workers in important
strategic positions, employees with critical skills and employees in critical workflow roles. Prior
to Covid-19, crucial jobs were assumed to be necessity that required critical skills or the
capabilities that the organizations need to achieve its strategic objectives. Employers are also
recognizing that there is other category of key roles, that is those that are essential to the smooth
operation of vital workflows.

With this in mind, we are seeing some of businesses change their focus away from training
people for the next crucial function and toward encouraging them to develop a variety of talents.
Employees become more adaptable as a result and they have greater opportunities for any
promotions.

Employers need to concentrate on the employee abilities required to generate the

organization’s competitive advantage rather than on occupations that gather unrelated skills and
the processes that fuel the advantages to build the workforce you will need in post pandemic.

Rather than preparing for a certain future post, employers can encourage individuals to
develop crucial abilities that could offer up various opportunities for their professional
advancement. Employees in crucial roles who lack critical abilities should receive more career
development support.

2. Remote work enables flexibility, productivity and cost saving (Increased in remote working)

According to a recent Gartner research, 48% of employees will likely work remotely at
least part of the time after COVID-19, compared to 30% before the pandemic. Several studies also
shown that remote working may boost employee productivity while also saving firms money on
overhead expenses. In fact, after the epidemic, 74% of the CFOs ( Chief Financial Officer ) plan
to boost remote work at their companies and hiring managers should be prioritized in digital
proficiency and digital cooperation abilities to compete in a future of more remote employment.

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 Regarding this, one of major obstacles of remote working is either we can manage remote
working teams successfully. Not to mention the fact that some jobs are just not suitable for working
at home. Covid-19, on the other hands, taught us about the significance of resilient business
systems. Workers are forced to stay at home and strict social distancing measures are applied in
the companies making more workers interested in remote working.

Leaders can examine the basics skills that employees will need to communicate digitally
as companies move to more remote work environments, and be flexible to adjust the employee
experience efforts.

HR must analyse how remote work affects performance management, particularly in terms
of goal-setting and employee evaluation. Consider whether and how performance goal-setting and
staff assessments should be shifted to a remote setting. Organizations may continue to operate with
far less disturbance due to remote working than they would have experienced if lockdown had
occurred.

3. Expanded employer role as social safety net

Even before the pandemic, as the Millennials enter the industry and dominate the
workforce, corporate social responsibility has become quite a trend where employers are
increasingly taking an active part in their workers’ financial, physical, and mental well-being
which is a basic humanity. Employers enhances sick leaves, financial aid, altered hours of
operation, and child care services are all the examples of assistance an employers can provide for
their employees. Some organizations aided the community by moving operations to produce items
or provide services to aid in the fight against the epidemic, as well as donating community relief
funds and free community services.

Based on Miss Katherine Patterson, Chief Human Resources Officer in Ally Financial, this
pandemic has emphasized the significance of embracing our humanity, being understanding and
caring to each other, and this holds true for businesses as well. Ensuring that ‘human’ is the top
priorities in Human Resources. According to Miss Katherine, their already-existing financial,
medical, and mental health benefits were well-designed to assist employees during this crisis, and
they enhanced their offers to include additional services, such as free telemedicine consults, that
are suited to this particular situation. In addition to Miss Katherine everything they do is done with

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the intention of providing care and assistance. Miss Katherine displays what it means in HR, where
businesses regard the health and financial well-being of their employees. Employee productivity
will grow as a result of the employers’ concern, and employees will feel more safe.

The present economic crisis has also pushed companies’ perceptions of employee
experience to new heights. Personal traits, not because of environment, are prioritized over what
matters to both businesses and individuals.

Organizations are also exploring how to keep employees compensated, even if they are
unable to work remotely or have been dismissed or laid off during and after the COVID-19 issues.
Using such strategies can be an effective strategy to improve employees’ physical health and
emotional well-being.

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 DISADVANTAGES

1. How HR can look after the business and the staff

Employers are responsible for their employees' safety while they are on the job. They must
assure that there are no hazards in the job that could harm them psychologically or physically, or
even kill them. COVID-19 has created a new workplace danger that is causing significant stress
among employees and posing a big problem for managers and HR professionals. To guarantee
employee health, safety, and well-being, HR must provide a corona-free work environment. It is
critical to set up and maintain staff discipline in order for the guidelines to be followed. It can
quickly escalate into a major problem for the entire team and the company. Two major obstacles
that may be identified are how to control the transmission of the infection and protect employees
from infection, and how to raise employee knowledge of the need of adhering to the workplace
preventative measures. Controlling the behavior of employees, however, may be difficult due to
the fact that certain persons may disregard self-isolation orders. COVID-19 is not only harmful to
one's physical health, but it is also harmful to one's mental health. Staff working from home may
experience psychological strain as they feel alone and pulled between their job and personal lives.
Furthermore, employees who are considered necessary to be physically present at work may return
to work fearful of exposure to the virus or transmitting it to their family, potentially increasing
their stress levels and increasing their risk of mental health issues, particularly for employees who
were already under high psychological demands at work prior to the pandemic. In this context, the
major issue for managers and HRM practitioners is to identify risk factors and put in place
appropriate prevention measures in the workplace, also for workers who work from home.

2. Learning, Development and Training

"A continuous process of discovering, assessing, and developing individual and workgroup
performance while aligning performance with the organization's strategic goals," according to the
definition of performance management. It's crucial to make certain ensure employees' efforts are
aligned with the company's strategic goals. During a crisis like COVID-19, employees must
continue to perform well in order to keep the company viable. On the other hand, the COVID-19
pandemic appears to have had an impact on organizational performance management. Due to the
complexity and novelty of COVID-19, most firms were so overwhelmed by the issues it posed,

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such as assessing employee performance and disrupting performance-based compensation, that
they decreased or even abandoned performance management. In actuality, given the shifts in
working conditions, assessing employees' performance during this crisis might be challenging.
Furthermore, various factors related to the COVID-19 pandemic could affect employee
performance. Workplace exclusion, lack of communication, household distractions, heavy
workloads, and work-related stress factors (role ambiguity, role conflict, career, and job control),
which have emerged as a result of COVID-19, are significant predictors of employee performance,
particularly among employees working from home. Furthermore, managers' understanding of how
and what is needed to handle a remote team affects employees' performance while working
remotely. Managers may be hesitant to allow workers to work from home because they believe it
will negatively influence their performance. This can lead to micromanagement, which employees
may interpret as a lack of faith in them, causing tension between them and their manager. HR
managers may discover that not having employees in close proximity makes it hard to maintain
staff development and skill upgrades.

When confronted with a disaster, such as a pandemic, preparation is essential. It also helps
employees make the adjustment to working from home. Organizations are faced with the task of
reskilling and upskilling their staff in order to meet the demands of the new 'distance economy.' In
this case, the major challenge for HRM practitioners may be related to the development of training
programmed that is tailored to the new reality of the organization and its employees, as well as the
selection of appropriate training methods, taking into account physical distancing measures and
the need to have employees operational quickly in order to keep the company running. This implies
that managers and HR professionals need to think outside the box when it comes to training. The
ability of supervisors to grasp the virtual supervision of employees is also critical to the success of
remote working.

3. Rapid policy change

HR managers have a great deal of work to do in a short amount of time. Organizations

must now rely on their HR departments more than ever to guarantee that their employees feel safe
during this uncertain period. Employees who return to work expect and are entitled to work in a
safe atmosphere. To do so, HR departments have had to keep up with ever-changing worker safety
legislation and regulations. Staggered work schedules, moving staff work stations, charting paths

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through offices, and creating mask policies were among the workplace changes. The policies must
be communicated to employees, and compliance must be checked. HR leaders have been entrusted
with not only communicating altering policies on a regular basis but also ensuring that they
comprehend the quickly changing environment in order to keep their operations compliant. This
is made even more challenging when guidelines change on a daily basis, giving HR managers even
another ball to juggle. Because of the epidemic, HR professionals believe their role has altered,
with the majority stating it has gotten harder. Much of the issue derives from the fact that human
resources are taking on a greater strategic role at organizations as they strive to deal with the
pandemic's human capital challenges and sustainability concerns. In changing the workplace for
resistance and recovery, CEOs are relying on HR departments' speed, competence, and innovation.
As a result of this new responsibility, HR professionals will need to develop new skills to assist
them to succeed. They're wearing more hats than ever before, and executives and employees alike
are looking to them for direction on how to go forward and solve current issues. As a result, they're
doing things they weren't supposed to be doing before.

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 CONCLUSION

It is proven that this pandemic of Covid-19 gives a lot of impacts to the employees’ work
performance. Human Resource (HR) Management plays an important role to improve employees
skills during the pandemic. Wherefor, various efforts can be taken to upgrade the skills of
employees and their working performance such as build a Covid-19 HR response team, create a
learning ecosystem to upskill workers and employee engagement. The efforts of HR Management
is depending on the efforts of each party in the organization. For instance, improving employees’
skills during his or her working time also could help the employees to be more productive in the
organization. Besides, the employees’ performance also can lead to the organization’s objectives
where it can achieve the goals and objectives of the organization. On the other hand, all parties
must work together in facing a crisis and achieve the organizational goals together.

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