STRUCTURAL CHANGES IN THE FIELD OF EMPLOYMENT AND LABOR ORGANIZATION AS RESULT OF THE COVID 19 PANDEMIC

Abstract

The epidemic crisis has exacerbated the issue of human resources preserving, minimizing corporate risks minimizing, as like dangers and threats to employees health, work motivation, harmonizing of the employers and employees interests. Consequence of the Соvid 19 pandemic, large-scale structural changes took place in the field of employment, labor organization and personnel management. The requests of social distancing, the transition to remote work, lockdowns have changed traditional visions about the workspace organization, the content of business processes and control over their course, the employee interaction. The tension of remote work destroys the friendliness and corporate culture of employees, causes a crisis of confidence. At the same time, due to the formation of a remote digital environment in the pandemic conditions, new opportunities have been opened to provide flexibility in the workspace utilization, its compliance with production tasks and employee expectations. In parallel with digitalization, labor processes have changed: due to epidemiological regulations and lockdowns, organizations had а problem with the most of the staff absence in the offices. In these conditions, thanks to digital technologies, like Skype, Zoom, Teams, Webex MS Office 365, GSuite, Slack, Workplace, Mural, Miro etc. it was possible to ensure effective teamwork, safety and productivity. Also Box, Sharepoint, Bitrix, providing file sharing and storage, WalkMe, Atlassian, Jira, Asana, Trello, Servicenow, that provide data management, have become essential components of the virtual workplace. Ukrainian companies experience confirms also, that pandemic opened up new opportunities for some business areas. The pandemic has prompted both companies and freelancers to realize that they can work from home not only with domestic customers, but also receive more orders from the global market. Each company and its management decide on the depth of the remote work use in accordance with individual and situational approach to establishing clear guidelines, rules and regulations appropriate for a particular team, keeping in touch with everyone and willingness to take responsibility for decisions.