[vc_row][vc_column][vc_column_text][/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]The COVID-19 outbreak that started engulfing various nations across the globe is forcing governments, national and international authorities to take unprecedented measures such as lockdown of cities and restricting the movement of people to check and control the exponential spread of the pandemic. This has consequently affected global trade and supply chain which has come to almost a standstill.
Most countries have restricted or stopped international flights and air travel, which has led to a deferred slowdown as far as the movement of goods are concerned. This has in turn shrunk the air freight capacity limited to the available and operational cargo aircraft and ferry passenger flights carrying only cargo. The shipping sector has also been hit as vessels are placed under quarantine for weeks before being allowed into the ports thereby slowing down processes. Shipping containers are stuck at the ports and on transit at state borders.
At the same time, raw materials or manufactured goods are unable to reach ports due to the lockdowns. Moreover, the demand for raw materials has reduced for the most traded commodities as most countries now require medicines, pharmaceuticals, medical supplies and medical equipment. Hence, shipping lines are operating underloaded thereby disrupting the balance of the ratio between revenue and the operational costs. Furthermore, there is a severe shortage of manpower at the air cargo facilities, terminals, shipping ports, inland container depots, warehouses, customs, government authorities and so on due to lockdowns which again hinders any scope of supply chain movement.
The first- and last-mile transportation and intermodal connectivity of goods within the domestic segment of the supply chain has come to a standstill during the lockdown. This has affected the movement of supplies that is directly proportional to the increase in the cost of commodities.
Only essential commodities are permitted to move. The apparel, fashion, electronics and other sectors serving non-essential categories of goods are severely impacted with lesser or no demand during the lockdown. India’s online retail industry is worth around $60 billion out of which the essential commodities are a small percentage. The concerns are delayed deliveries, delay in procuring goods, unexpected transit halts and shortage of manpower. In a nutshell, the demand and supply gap has increased.
There will be a phenomenal reduction in the desire for consumable goods and products and more demand for essential goods in trades between nations. The only trading commodities that we can assess in the forthcoming months would be pharma, vaccines, medical goods and supplies, hospital items, perishables and food products.
Key findings:
- The COVID-19 crisis has had more adverse impacts on the demand for jobs requiring lower qualifications, but not in all countries. For example, by the end of April in Australia and the United Kingdom the volume of job postings requiring low levels of education (secondary or lower) fell by around 40% whereas those for high skilled workers (Master or Doctorate degrees) by around 25%. In the United States and Canada, however, differences across educational levels are less marked.
- Demand for workers in ‘front-line’ sectors, or in those involved in the management of the COVID‑19 pandemic, was very strong as demonstrated by either a growing number of jobs advertised or a less steep decline in postings relative to other sectors. For example, in all five countries analysed, online job postings in the healthcare sector and other “essential” sectors such as retail trade, grew above their levels in January and February 2020. Conversely, vacancies published on line declined substantially in sectors that had to shut down due to government-imposed social distancing restrictions, such as leisure and hospitality.
- When looking at the underlying skills mentioned in job postings, evidence from all countries analysed show a strong increase in the demand for technical competencies in the healthcare sector, such as “emergency and intensive care” or “basic patient care”, relative to the pre-crisis period. transversal skills, such as “communication skills” or “team work” also remain in strong demand among the top most frequently advertised positions in the labour market.
- In the short-term, it is therefore key for governments to support the development of skills that foster individuals’ resilience by meeting the demand from labour markets. In the medium run, labour market and social policies will need to adapt to a rapidly changing landscape and policy interventions will need to be adjusted in line with the evolution of the spread of the virus and be tailored to each country’s institutional and economic structure. Finally, in order to ensure a longer-term recovery governments must address pre-existing structural challenges that are likely to accelerate and become more urgent in the aftermath of the COVID-19 crisis. Among these, the provision of adequate support to low-skilled and vulnerable workers through effective retraining and upskilling policies.
Food Delivery :
One visible result of the COVID-19 pandemic is that once-bustling food establishments sit empty while staff and management adjust to the new realities of the business.
As we stay at home to blunt the impact of the virus for our first responders and essential workers, many of us – perhaps for the first time – have turned to delivery services for meals and groceries. The hospitality industry has adjusted to make it easier for everyone to support a favorite local restaurant, avoid going out and simply get a comforting respite in these stressful times.
It is unlikely for food to be contaminated at the food service operation or processing facility during preparation or packing. Professor Patrick Beach, who heads the Hospitality and Foodservice Management department at William Rainey Harper College in suburban Chicago, noted, “Because they are closely working with state and local health officials during the pandemic, most operations, especially larger chains, are very vigilant about the safety and health of their employees and customers.”
As an example, gloves were previously required when handling food that was ready to eat, but now most operations are using them throughout the entire process, from preparation to packaging to delivery.
Pickup and Delivery Etiquette
Due to the nature of how COVID-19 is spread, the biggest risk of infection could come from interacting closely with others. Many foodservice operations now allow customers to pay ahead, either by phone or online, eliminating the physical transfer of cash or handling of credit cards, both of which can potentially harbor the virus.
When picking up food, opt for contactless curbside pickup over the drive-through window. Many establishments are now offering this service as a way to protect their employees and customers. If using the drive-through window, follow the basic precautions recommended in a public space: Cover you face and wear gloves if possible, and keep the interaction brief. Wash or sanitize your hands as soon as possible.
When ordering for delivery, remember that the front porch or doorway is now the delivery person’s workspace. If possible, use the contactless delivery option so food can be left at your door, a safer option for both of you. If the situation does not allow for contactless delivery and an order needs to be accepted directly, follow the same precautions as with the drive-through window.
Once the Food is in Your Home
COVID-19 is particularly troubling because it can live on surfaces for extended periods of time, including the two most common used in food delivery: paper bags and cardboard boxes. This chart shows how long the virus can live on a variety of surfaces.
Experts at Harvard’s T.H. Chan School of Public Health and North Carolina State University say the risk of transmission from food packaging, as well as other packages and mail, is extremely low. That extends to condiment packages, like ketchup and dipping sauce. According to Beach, “They are generally regarded as safe. Commercial manufacturing of condiment packages and things like single use utensils in a sealed bag is very sophisticated and safe, likely never touching human hands until they reach the end delivery point at the operation. And then it’s gloved hands placing them in the bag.”
Although the FDA states there is no evidence that food packaging is a transmission point, best practice is to transfer the food out of the packaging, dispose of packaging, and thoroughly wash hands. Finally, clean the area where the bag or packaging was resting.
Beach cautions consumers to be aware of the chemicals they’re using, to use them properly and not overuse them.
“In the hospitality industry, with bleach for example, we talk about a concentration of parts per million – 50-200 ppm for sanitation. That’s maybe a couple of teaspoons per gallon of water. Overuse or mixing chemicals, particularly around food, can be dangerous. Read the label on any cleaners or chemicals before using them.”
Simple pleasure like enjoying takeout from a favorite restaurant can soothe more than just your hunger and, on the whole, can be perfectly safe with a few basic procedures in mind.
Logistics Executive:
For more than five years, the logistics industry has struggled with employee shortages. Now, on the front lines of the pandemic crisis, logistics employers are scrambling even more to meet demand and manage overhead, in an unpredictable and intensely competitive hiring environment.
One approach to hiring that has become increasingly commonplace in response to current market uncertainties is the use of temporary and temp-to-perm workers. In fact, a recent Gartner survey on COVID-19-related workplace trends states that nearly one in three companies will be hiring more contingent workers as a way to reduce costs and achieve greater workforce management flexibility. The recent shift away from in-person to online shopping has caused a surge in demand for supply chain, warehouse and distribution center workers. As competition for temporary workers intensifies, employers are boosting wages and perks, and promoting more opportunities for full-time jobs.
Simply put, a temporary worker is brought in to fill an immediate gap in skillsets or bandwidth. With fewer interviews compared to those for permanent hires, the decision to hire a temporary worker is much faster. The focus is traditionally on skillset and availability for the duration of the assignment, with less attention given to team and cultural fit.
Over the past eight months, hiring more temporary workers has helped logistics companies deal with spikes in demand while minimizing risk. However, combined market uncertainty; talent shortages; and the need to expedite hiring of skilled roles such as maintenance technicians, control system technicians and production operators, opens the door for more hiring process errors. In recent months we’ve seen more instances of employers failing to:
Provide enough time to recruit needed temporary talent, preventing them from getting access to the broader talent community.
Determine in advance which positions are temporary only vs. temp-to-perm (this changes the opportunity for candidates since the latter is more appealing).
Determine in advance the duration of the temporary position (again, this changes the opportunity for candidates, since six to 12 months is more appealing than one month).
Allocate enough budget for temporary jobs. When companies under-budget, the recruiting or staffing firm is forced to pay temporary hires salaries that are below market value.
Broaden focus to include team and cultural fit.
While there’s no one-size-fits-all solution, here are five best practices to help avoid some of the most common pitfalls — and streamline the hiring, retaining and transitioning of temporary workers.
Think long-term. Today, there’s an increased likelihood that your new temporary worker may be your next permanent hire, so screen for core skillsets and cultural or team fit as you would for other employees. Consider the following:
Create an ideal employee profile that you can easily reference, describing your most successful temporary and permanent employees. Include attributes such as where they went to school, the companies they’ve worked for, adaptability, desire to succeed, and other workplace qualities that align to your culture.
Utilize a structured recruiting interview guide to screen for skillset requirements that also includes cultural and team fit questions.
Recognize that although temporary workers are there to perform specific jobs, they’re also evaluating you as a potential employer in terms of the work, management style, and company culture.
Remember that temporary workers are filling a need, so note and address any preconceived attitudes among the full-time workforce about temporary workers being unreliable, or unable to “get a real job.”
Make interviews personal and welcoming. No candidate, temporary or permanent, should be treated like a commodity or required to fit into a role for which they aren’t a good match. All communications with the candidate should be genuine, personalized, and demonstrate the value of working with your company, regardless of the role.
Just as with permanent hires, be clear on what you expect from temporary workers in terms of their role, responsibilities and level of performance. Personalize the interview by helping the temporary worker to visualize a future with the company, but don’t guarantee it. Share examples of employees that started on a temporary basis, converted to a permanent role, and have contributed to the growth of the company. Throughout the interview, continue to emphasize the opportunities of the role, including the longer duration of contract terms (six months plus), solid company brand or product, approachable management, and the real prospect of going perm. Providing timely candidate feedback also contributes to a positive candidate experience.
Invest time in onboarding. Although temporary workers typically go through some training, most get to work fairly quickly, as they already have the skill required for the job. Ramp-up time is further reduced since part of the onboarding process (employment agreement, benefits, background checks, drug screening, timekeeping and payroll) is typically done with the recruiting or staffing firm, rather than the internal human resources department.
While the goal is to get them up to speed quickly, temporary workers still benefit from gaining meaningful insight into the company’s mission, culture and customer value. Like permanent employees, you want to set them up for success, get them connected to co-workers, and be confident about their roles and contributions to the organization. Other onboarding orientations should include safety and procedures training and an overview of policies on disability, workplace harassment and discrimination.
After the onboarding process is complete, call (and e-mail) the temporary worker and provide instructions on what to expect for the first day, such as where to report and when, whom to ask for, applicable technology, and a point of contact for future needs. Even better, have a hiring manager do this call, to make the temporary worker feel extra welcomed.
Streamline the temp-to-perm transition. While logistics companies already hire temp-to perm on a regular basis and have practices in place, here are a few tips to help further improve the process:
Make the determination to transition to permanent status known as early in the hiring process as possible, in order to make the job more appealing to the employee from the start.
When hiring a temporary worker from a recruiting firm, make sure temp-to-perm conversion fees clearly state how many hours need to be worked, and within what time period, before transferring to the company payroll in order to avoid conversion fees. If the temporary worker is transferred before the required hours are completed, conversion fee discounts based on number of hours billed should also be specified.
One of the key benefits of hiring temp-to-perm is that when it comes time to make the transition, you already know that the person is a good cultural fit and are satisfied with the work. However, recruiters should still do first day, end of first week, and 30-, 60- and 90-day check-ins with the new employee to make sure everything is going well.
Optimize the relationship with your external recruiting firm. Considering the competitiveness of recruiting logistics talent, you want to be sure your recruiting firm is doing the best possible job for you. Start by making sure they do the following:
Fully understand your full-time and temporary headcount needs by department, position and location.
Align marketing, advertising and sourcing strategies with your total needs, from immediate openings to future hires.
Share data that captures all recruitment activity and ratios (requisitions, screens, submits, interviews, offers, hires, time-to-fill, turnover, and conversion).
Provide market research around supply and demand, and competitive intelligence on which companies are hiring similar talent and compensations.
As demand stabilizes and we move beyond the pandemic, temp-to-perm hiring will become increasingly commonplace for more diverse supply-chain roles than in previous years. Sustaining a pipeline of quality talent over the long term requires employers to make the temp-to-perm transition an integral part of their overall hiring plan, in order to keep pace with demand, stay competitive, and deliver first-class customer service.
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