Vo Thuy Duong, deputy general director, FLC Group The impact of the pandemic was felt acutely in the human resources (HR) field. How did the Board of Directors at FLC Group maintain the operations resources of the system during the social distancing period while simultaneously preparing recovery plans for the later period? As soon as the first news of the pandemic came out in early 2020, FLC’s Board of Directors held an urgent meeting and under the straightforward directions from the Board of Directors and the Board of Management, we immediately applied several emergency policies to quickly respond to the new situation, such as comprehensively reviewing operating procedures, setting out an alternative working system, restructuring departments, as well as outlining a series of scenarios on HR policy with distinct undertakings for different levels of crisis. We parsed through which departments could work online and which ones had to be present at the office, how many of our staff were essential to maintain operations, and other similar issues. All these questions needed to be carefully calculated in order to both ensure the interests of employees and the group’s daily operations. This is definitely no simple task, considering the diverse ecosystem, including the various industries and fields of operation of FLC Group. What were the most significant challenges during this undertaking, especially with such drastic changes in policies? The first few months of 2020 were probably the first time in a decade that we have truly experienced a short but relatively "slow" period at FLC. However, this short breather has opened up many valuable opportunities, one of which was the chance to take time out to look directly at the things that have been done and to continue sorting and restructuring the system. In order to succeed in this, enforcing policies from the top are a necessity, but it is more important to create a good flow so that both the heads and …
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