This article was originally published in the October
2021 issue of "The Accountant".
It is understandable that at the start of the pandemic, numerous
organisations focused primarily on 'riding the wave' and
ensuring they survive. It was an unprecedented situation where even
those sectors not directly impacted braced themselves for the
worst. However, the measures adopted to survive are often counter
to the strategies one would employ to grow and maintain an
adaptable workforce that can focus on the long term-sustainability
of the business.
In 2020 numerous companies chose to re-structure and let go of
roles that were not directly involved in the revenue generation
elements of their company. Others cut out training budgets, stalled
salary progression or halted other perks and benefits that used to
keep members of staff feeling recognised and motivated. But a year
and half after the onset of the pandemic, some businesses seem
reluctant to let go of this survival
