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    BHEL Article For Ekam PDF

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    Prateek Singh
    The document discusses how BHEL has adapted to working during the COVID-19 pandemic through remote work and shows innovation. It says the pandemic will likely strengthen nationalism and local supply chains. Post-pandemic, important tasks will need to be prioritized over urgent ones for long-term organizational success. The pandemic provides an opportunity for employees to gain skills and ideas that can benefit the organization, and BHEL has already seen innovations from employees in response to COVID-19 challenges. Going forward, embracing digital transformation in work practices will be important.

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    BHEL Article For Ekam PDF

    Uploaded by

    Prateek Singh
    75 views2 pages
    The document discusses how BHEL has adapted to working during the COVID-19 pandemic through remote work and shows innovation. It says the pandemic will likely strengthen nationalism and local supply chains. Post-pandemic, important tasks will need to be prioritized over urgent ones for long-term organizational success. The pandemic provides an opportunity for employees to gain skills and ideas that can benefit the organization, and BHEL has already seen innovations from employees in response to COVID-19 challenges. Going forward, embracing digital transformation in work practices will be important.

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    BHEL Article for Ekam.pdf

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    The document discusses how BHEL has adapted to working during the COVID-19 pandemic through remote work and shows innovation. It says the pandemic will likely strengthen nationalism and local supply chains. Post-pandemic, important tasks will need to be prioritized over urgent ones for long-term organizational success. The pandemic provides an opportunity for employees to gain skills and ideas that can benefit the organization, and BHEL has already seen innovations from employees in response to COVID-19 challenges. Going forward, embracing digital transformation in work practices will be important.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    75 views2 pages

    BHEL Article For Ekam PDF

    Uploaded by

    Prateek Singh
    The document discusses how BHEL has adapted to working during the COVID-19 pandemic through remote work and shows innovation. It says the pandemic will likely strengthen nationalism and local supply chains. Post-pandemic, important tasks will need to be prioritized over urgent ones for long-term organizational success. The pandemic provides an opportunity for employees to gain skills and ideas that can benefit the organization, and BHEL has already seen innovations from employees in response to COVID-19 challenges. Going forward, embracing digital transformation in work practices will be important.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

     

    BHEL: Working through the Pandemic & beyond 


    - By Prateek Singh, Dy Manager, Corporate HR 
    April 18, 2020 

    “If you’ve seen one pandemic, you’ve seen one pandemic.” !   


    While  the  world  is  reeling  under  the  effects  of  the  biggest  black  swan  event  of  our  lives,  i.e 
    COVID-19  pandemic, with several governments forced to take extreme measures such as total 
    lockdown  and  cutting  off  borders,  the  havoc  that  this  invisible  enemy  has  caused  is  already 
    showing its economic impacts. 
    At  the  moment,  no  one  can  know  exactly  how  the COVID-19 pandemic will ultimately change 
    the  world  as  we  are  still  far  from  crisis  being  over.  But  if  one  learns anything from history, is 
    that  such  pandemics  have  always  led  to  a  large  scale  disruption  and  changes  in  human 
    behaviour.  Some  experts  have  opined  that  pandemic  will  strengthen  the  country  and 
    reinforce  nationalism.  Global  supply  chains  and  distribution  networks  prone  to  disruptions 
    shall  become  more  local,  albeit  through  government  interventions  and  possibly higher costs 
    of  local  sourcing.  BHEL,  as  an  organization,  needs  to  be  prepared  for  such  changes  having 
    long term impact on the company's operations.  
    Like  most  businesses  struck  by  the corona crisis, we are also currently doing damage control, 
    by  avoiding  overheads  and  tackling  cash  flows.  As  an  organization  we  have  adapted  to  this 
    sudden  lockdown,  in  continuing  our  managerial  processes  by  working  from  home  and  have 
    responded  to  the  crisis  by  showing  glimpses  of  innovation  and  applying  our  engineering 
    fundamentals.  
     
    While  I  fervently  hope  that  pandemic  will  subside  quickly,  my  belief  is  that  some  of  the 
    behavioral  changes adopted by all of us in BHEL during these 40 days of lockdown will remain 
    with  us for a longer time. Like for example, in our daily work routine, most of us suffer from an 
    “Urgency  Bias”,  i.e  we  prioritise  a  less  important-but-urgent  task  that  has  an  immediate 
    deadline  over  a  more  important task. Whereas, rationally, importance should trump urgency. 
    But  lockdown  has  given  us  an  opportunity  to  focus  on  our  abilities,  understand  nuances  of 
    our  function,  internal  processes  and  to  identify the bottleneck areas, which interrupt process 
    flow  and  decision  making.  This  has  given  us  time  to  analyze  and  understand  the  bigger 
    impact of our roles in respective functions. 
    The times are going to be tough in the immediate future, and it is in such times that the ability 
    to  distinguish  between  what  is  urgent  and  what is truly important becomes an essential skill. 
    Important  tasks  have  major  impacts,  as  they  effectively  contribute  to  the  organization's 
    long-term  mission,  values, and goals and in the current scenario, may very well mean survival 
    of the organization. Thus, there is a need to focus and commit all our energy on decisions that 
    matter  and  avoid  changes  causing  large  scale disruptions, without effectively contributing to 
    the business interests of organization.  
     

    1 
     
     

    What will define the new “normal” post Covid-19 ? 


    The  lockdown  may  impact  all  of  us  in  different  ways,  for  example  ‘social  distancing’  during 
    the  Great  Plague  of  London,  similar  to  measures  being  taken  during  the  current  coronavirus 
    pandemic,  led  Sir  Issac  Newton,  who  was  working  from  home,  in  formulating  the  theory  of 
    gravity.  Likewise,  we  may  hope  to  find  employees  joining  offices  after  lockdown,  with  a  new 
    skill,  a  new  engineering  idea,  ways  of  cutting  costs  in  their respective work areas and several 
    unique  and  beneficial  possibilities  for  the  organization.  We  as  an  organization,  need  to  be 
    ready  to  absorb  this  energy,  freshly  acquired skills, entrepreneurial approach and channelize 
    it  into  bringing  positive  changes in our workflows and processes. Line managers should allow 
    room  for  fresh  flow  of  ideas  and  guide  the  feasibility of implementation in the organizational 
    setup.  At  the  same  time,  they  should  be  prepared  to  tactfully  handle  employee expectations 
    and behavioral changes in such challenging times. 

    We  already  witnessed  innovations  by  our  employees,  during  the  hardship  of  Covid-19,  in 
    designing  the  'BHELMISTER'  atomiser  spray  system  and  a  light-weight,  walk-through 
    disinfection  chamber.  Our  employees  were  also  able  to  produce  in-house  disinfectants  and 
    sanitizers in bulk to be used in BHEL Offices and Townships. 

    This  proves  that  there  is  no  dearth  of  talent  in  BHEL.  The  Corona  crisis  may  throw  in  a  lot  of 
    unforseen  problems  related  to  the  supply  chain  disruptions,  rise  in  material  costs  etc, which 
    may  be  tackled  by  accepting  imaginative  ideas or alternatives from employees. This all could 
    be  enabled  via  a  digital  platform  for  posting  business  problems or challenges as case studies 
    and  seeking  innovative  solutions  from  employees  in  a  crowd  sourcing  manner.  Such  a 
    platform  may  enable  effective  collaboration  within  various  teams  and  for  acceptable 
    solutions, awards and recognitions or performance evaluation may be considered.  

    The  pandemic  ensured  that  lockdown  was  inevitable,  but  life  didn't  completely stop. People 
    could  transact  online,  order  medicines  and  essential  supplies  online,  access  streaming 
    content,  attend  online  yoga  &  fitness  classes,  adopt  e-learning  and  work  from home. It is fair 
    to  assume  that  the  pandemic  is  causing  a  digital  revolution  that  will  change  our  lives  in  a 
    significant way.  

    As  an  organization,  we  should  embrace  this  change,  in  our  office  working  practices,  like 
    conducting  meetings  over  video  conferences  or  virtual  meeting  softwares,  adopt  e-learning 
    measures,  making  our  processes  more  digital,  usage  of  chatbots/  whatsapp  bots  for  our 
    systems,  digitizing  our  manuals,  possibilities  for  work  from  home  options  in  certain  work 
    areas/locations,  using e-office system, etc. We must explore ways in which simple adoption of 
    technology can cut costs for us and lead to process improvements or simplification. 

    In  conclusion,  while  the  corona  virus  has  deeply  impacted  the  way  we  socialize  and perform 
    our  routine  works,  there  may  be  some  positive  changes  that  may  be  sustained  once  we 
    resume operations – in how we do things, interact with people or provide services. 

    2 
     

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