An Analysis of Health Care Supply Chain’s Response to COVID-19

A Three-Part Series

Posted by Jeff Petry, Paul Kreder, Paul Atkins, Harika Nandikanti and Dane Jeong on June 10, 2020.

Part 3: How can we improve the health care supply chain?

The last two blogs have focused on two distinct aspects of health care supply chain’s response to the COVID-19 pandemic – including what went wrong and what went well. Both blogs were focused on learning what we could from the immediate past, so we can plan for a more efficient and effective response in the future. The culmination of this series on health care supply chain’s response to COVID-19 will focus on that goal – how do we take what we have seen so far such as needed risk management & demand forecasting, rapid innovation, and collaboration across public and private sectors and make significant improvements for the future.

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Surveillance vs. Sousveillance: Focus on Collaboration

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Posted by TiffanyMcDowell, India Mullady on May 27, 2020.

You don’t need to scrutinize your employees to boost their productivity. Surveillance, or watching from above during COVID-19’s work from home spike could be interpreted as virtual micromanagement. The initial reaction of some organizations has been to require their employees to download software that tracks website visits, key strokes, or even takes photos via their cameras to ‘prove’ they are working. These efforts ranging from standard IT security to more extreme invasion of privacy has left some employees feeling angry, hurt, and distrustful of their organization1.

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CARES Act: An opportunity for both student debtholders and employers

Posted by Peter DeBellis, Robert Davis on May 7, 2020.

The Coronavirus Aid, Relief, and Economic Security (CARES) Act—passed in late March—provides a sweeping $2.2 trillion emergency relief bill for businesses and individuals affected by the coronavirus pandemic in the United States.1

Among the headlines, the bill offers up to $1,200 immediate cash payments to most individuals earning less than $75,000 (or $2,400 for couples filing jointly and earning less than $198,000), plus an additional $500 per child. The bill also expands unemployment benefits to include independent contractors, gig workers, and the self-employed while increasing the duration of unemployment benefits. Additionally, the bill provides $500 billion to the Treasury Department’s Exchange Stabilization Fund (ESF) for distressed industries and authorizes the Federal Reserve to provide approximately $4 trillion in direct aid to various industries and local governments.2

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The rise of the Adaptable Organization: Measuring and Building Organizational Resilience to Recover and Thrive in Uncertain Times

Posted by Tiffany McDowellMaya Bodan, and India Mullady on May 1, 2020

COVID-19 has created a massive shift in the way works get done. As companies flex in this time of extreme disruption and uncertainty, the actions taken will alter business as usual. Companies that are not adaptable or able to react quickly risk falling short during this critical time for their employees and communities. If leaders cannot pivot effectively, organizations further risk being able to recover and thrive as companies collectively enter the “new normal.”

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Virtual Onboarding

Considerations to support delivering an exceptional onboarding experience during business disruption

Posted by Kevin Moss, Sona Manzo on April 29, 2020.

A significant focus for many organizations right now is managing through unprecedented workforce conditions resulting from the response to COVID-19.

computer2Many companies continue to hire, but are faced with disruptions to their traditional onboarding processes.  Stay-at-home orders and social distancing have accelerated the need to establish or  implement fully virtual onboarding programs.  Given that effective onboarding is key to both enablement and retention of new talent, it is imperative that companies develop simplified, personalized and engaging virtual onboarding experiences that help ensure critical tasks are completed and that your new hire feels welcomed and connected to your company and culture and has the tools and team support to quickly contribute in their new role. 

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Talent Acquisition – Candidate Experience

Considerations for delivering an exceptional candidate experience during business disruption

Posted by Kevin Moss, Sona Manzo, Nicole Brender a Brandis on April 29, 2020.

A significant focus for many organizations right now is managing through unprecedented workforce conditions resulting from the response to COVID-19.

resumeAs Talent Acquisition priorities are disrupted, it is critical to recognize the deeply human impact the employment process has on candidates.  It is also important to keep in mind that often your candidates are your customers, and their candidate experience informs their decisions to engage with your brand as a consumer. This requires an effective candidate experience to provide personalized, proactive and timely communications with accurate and transparent information. 

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The Impact of COVID-19 on the Future of Talent Acquisition

Considerations for the future of your talent acquisition function during business disruption

Posted by Kevin Moss, Sona Manzo, Nicole Brender a Brandis on April 29, 2020.

covid talent 2As the world shifts in response to the COVID-19 pandemic, many organizations are experiencing unique challenges related to their demand for talent. Entire industries adversely affected by the crisis are decelerating or pausing hiring, while other industries facing unexpected increases in demand for talent are accelerating critical hiring at an unprecedented pace.

During this disruption it is critical that Talent Acquisition assess the business needs and priorities and act quickly to address their organization’s specific challenges.  Decisions should be made considering both the immediate need and their longer-term impact.

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Talent Acquisition – Alignment with the Business

Considerations for aligning your Talent Acquisition function with business leaders during disruption

Posted by Kevin Moss, Sona Manzo, Nicole Brender a Brandis on April 29, 2020.

LEADA booming economy, record growth and the lowest unemployment numbers in half a century have kept Talent Acquisition organizations busy while they searched for talent over the past several years.

The COVID-19 global pandemic has changed all of that.

In the weeks and months to come, as we all adjust to the ‘next normal’ and respond to this crisis, it’s important for Talent Acquisition organizations to quickly shift their focus in an effort to provide the right level of support for their business in the short-term, while preparing for the eventual recovery. This involves leveraging critical workforce planning and talent forecasting strategies. Each organization will need an approach that meets the needs of their size and scale.

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Machines Can’t Do That!

Posted by Josh Haims on April 14, 2020.Workforce Innovation 200x200

16 Hours That Made a Difference:  Lessons Learned on Pivoting a Live Executive Forum into a Compelling Virtual Experience

Deloitte’s 9th annual Workforce Innovation Forum (previously the Chief Learning Officer Forum) was converted from an in-person to a virtual event as a response to the evolving COVID-19 crisis. All within the span of 16 hours. The Forum team had an opportunity to sit down (virtually!) with Deloitte Consulting LLP Principal and Forum Co-Dean, Josh Haims, to reflect on this high-stake transformational experience.

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