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To request permission for specific items, click on the “reuse permissions” button on the page where you find the item. The COVID-19 pandemic hit organizations hard, but those that were resilient may have had something to set them apart, says a new study : the ability to create a sense among employees that their contributions were vital to their employer's goals, and the organization's survival, during a time of upheaval.
Researchers from Gap International and the SHRM Research Institute examined the following factors that created alignment and these factors' relationship with organizational resiliency during the COVID-19 pandemic: Purpose More than 600 senior leaders from organizations characterized as resilient and non-resilient were asked about their standings on each of the three factors.
As expected, researchers found senior leaders in resilient organization had higher standings on the Purpose factor compared to those in non-resilient organizations.
This finding was in line with Gap International's previous research examining these factors, showing that: "A company's purpose can serve as a North Star during times of ambiguity," but purpose often doesn't happen automatically, the report researchers said.
Developing purpose takes honest, thorough discussions.
However, such discussions "compete with other agenda items, and therefore often people just don't get around to it," researchers noted.
Ownership Gap also found that employees' feelings of ownership for their work reinforce organizational resilience.
When that ownership is strong, employees: "It is so natural for people to own their part, thinking that is primarily how they can contribute to their organization's success," the researchers pointed out.
A resilient organization, though, is one "where people go beyond their part and … understand that the whole is greater than the sum of its parts. "It appears that during the pandemic, resilient organizations were indeed creating a sense of mutual ownership," researchers noted.
Risk Somewhat surprisingly, researchers found that all senior leaders had relatively low standings on the Risk factor and resilient organization had lower standings on the Risk factor compared to those in non-resilient organizations.
Alex Topakbashian, vice president at Gap International and responsible for the company's Breakthrough Diagnostics practice, noted that when things are going well, people are less likely to introduce change or take action that they think poses a risk.
People are more willing to try unconventional approaches, he said, when left with no other options. "Leaders of resilient organizations simply made decisions and took actions that they saw were necessary," Topakbashian said. "Therefore, what might have felt like a risk in normal times was simply what needed to get done during the crisis." When it comes to risk-taking, senior leaders at resilient organizations may have been less willing to challenge the status quo and try new ideas, according to the report.
The study suggests several reasons for this: Members may download one copy of our sample forms and templates for your personal use within your organization.
Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices.
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