HR Tools & Resources for Building Connections

As we find ourselves learning to work in new ways where business as usual doesn’t apply, it is essential to identify opportunities that build connection, help us move from a threat to reward state, and live our values of empowerment, integrity and innovation.

Building Connection

The World Health Organization (WHO) has advised social distancing to reduce the spread of COVID-19. The physical distance between employees is essential; however, I would challenge everyone to prioritize finding ways for virtual social connections. The more we are physically removed from each other, the more we need to identify ways to engage and find shared meaning virtually.

Threat vs. Reward

Our perspective related to the COVID-19 global pandemic is individual and can be tied to our perceived level of threat. The threat system in our brain can be thought of in three levels:

• Threat in your broader environment—your alerting systems kick in; you’re more alert, but not alarmed
• Threat in your “neighborhood” (something happening in proximity to you)—alarming system increases and immune systems may start to decrease
• Threat is upon you—perceived immediate danger; your systems shut down and all resources are utilized for self-preservation

For the average person, the higher the threat level you perceive over a sustained period, the more negatively you are impacted. So how can we take steps to help each other decrease operating in a mode of threat? We can offset the risk by increasing the brain's sense of reward by not under/overreacting, but instead behaving adaptively. Underreact

• Say nothing/business as usual
• Minimal empathy
• Underplay the current situation

Adaptive

• Show empathy
• Acknowledge concerns/offer support
• Build clarity and certainty when possible
• Provide autonomy/sense of control

Overreact

• Constant obsession
• Create panic

Living Our Values

At HID Global our core values include: empowerment, integrity and innovation. In a time of uncertainty, as our personal and work lives more closely intersect, using our shared values to guide our behavior is key.

• Empowerment—We have trust in people. Think about how you demonstrate trust. Remote working, in these circumstances, means people will have to adjust to working with family members, pets and other distractions. Employees at our sites may face challenges with childcare, transportation, or being nervous about being at work when others are not. Flexibility, patience and empathy are vital during this time. It’s imperative that we collectively focus on positively impacting HID and showing each other that we can be trusted to do our very best given the circumstances.
• Integrity—We stand up for what’s right. We follow the guidance from experts and make every effort to keep our people safe. We encourage people to speak up, ask questions, and raise concerns whether they are working remotely or at a site. We take decisive actions and transparently share information.
• Innovation—We have the courage to change. New ways of working can result in fresh ideas and new perspectives. All employees, regardless of job role, level, or location can think outside of the box, embrace change, and intentionally look for ways to benefit the organization.

As we continue to navigate the current circumstances, we should be committed to sharing tools and resources that focus on continuous learning, building and maintaining social connections, and personal well-being. Our collective focus on personal well-being and continuing to make an impact within our organization will help us persevere during this time.