Page 106 - FCW, August 2021
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WT Executive Perspectives Contractors grapple with
the future of the workforce
As the world inches closer to normal, technology executives share their thoughts on the pandemic’s long-term impact
BY NICK WAKEMAN
The U.S. economy is gradually reopening and more employees are returning to their offices, so government contractors are apply- ing lessons learned to create what the “new normal” will look like. At a Washington Technology round- table discussion in April, execu- tives from companies of all sizes shared how they have weathered the COVID-19 pandemic, what worked, what didn’t and how they are preparing for a new way of doing business.
Although the discussion was
on the record, we operated under the Chatham House Rule that executives’ comments would not be attributed to them or their com- panies. See page 105 for the list of participants.
Making decisions quickly
but incrementally
As these executives shared their expe- riences, it was remarkable to hear how quickly they pivoted their opera-
tions and supported their customers when the pandemic hit. In the early days of COVID-19, there were many unknowns, and planning and prepa- rations often defaulted to worst-case scenarios.
“The big question was: How do we manage our talent?” one execu- tive said. “What if we have to do lay- offs? Will we lose contracts? Will we
do furloughs?”
A second executive said a major
customer insisted that the company’s employees work on-site at the agency. “We were afraid,” he said. “No one knew how COVID passed from person to person.”
In response, companies got cre- ative. They increased cubicle sizes to separate people, and employees began working in shifts. Productivity decreased in some cases, but that was often the exception. However, within a few short weeks, nearly everyone was working remotely — agency employees and contractors alike. People were getting up to speed on multiple videoconferencing and col- laboration platforms. The supply chain was strained as laptops were ordered and distributed. But work was getting done.
“It was a really big achievement,” one executive said. “In three weeks, we had close to 8,000 people work- ing remotely,” including the company’s employees and the customers they were supporting.
The first lesson from those early days was to make decisions quickly but also incrementally. “You don’t make sweeping decisions,” another executive said. “You don’t try to pre- dict what you don’t know.”
Instead, successful companies focused on what they could control, and employee safety and well-being
were critical concerns. Many compa- nies brought in doctors to educate leaders so decisions would be made based on facts and not fear.
“Our leadership teams really need- ed to focus on communications and leading with empathy,” an executive said. “You have to have conversations with employees in a different way.”
The sudden move to working from home underscored the diversity of workforce needs. Some people lived alone while others had young children who needed help with virtual learning or elderly parents who needed care. Many companies created affinity groups based on common challenges and situations so that people could share their experiences and support one another.
The situation evolved as the pan- demic dragged on. One executive said 70% of his employees wanted to spend at least some time in the office, so the company changed how the office was cleaned and configured. Other companies installed air filters and ultraviolet filters and equipped doors with pulls that let employees open them with their feet instead of their hands.
Many companies found they could do things that they didn’t think they could do during a pandemic, such as bidding on major contracts and onboarding new hires, including executives.
104 August 2021 FCW.COM