"LLYC has a Task Force offering solutions to successfully regain employee and customer trust so they feel safe interacting with brands."
As a key issue for business, adapting to the new normal requires companies to foster dynamics that will prioritize audience health in order to regain their employees’ and customers’ trust.
At times like these, time management and planning can make the difference between survival and extinction. That’s why LLYC offers solutions to help companies communicate clearly and conveytheir long-term thinking to build trust, thereby positioning themselves to continue growing alongside their employees and customers.
At LLYC, we have both multidisciplinary and specialized teams to offer advice throughout the process. Furthermore, our professionals can simultaneously and effectively communicate in multiple languages (something especially important for multinational companies).
At the same time, we have done our homework on how this new normal works and what it means.
These are some of the challenges our clients are now facing, and will face in the future, but we will be here to ensure we can help.
At times like these, time management and planning can make the difference between survival and extinction. That’s why LLYC offers solutions to help companies communicate clearly and conveytheir long-term thinking to build trust, thereby positioning themselves to continue growing alongside their employees and customers.
At LLYC, we have both multidisciplinary and specialized teams to offer advice throughout the process. Furthermore, our professionals can simultaneously and effectively communicate in multiple languages (something especially important for multinational companies).
At the same time, we have done our homework on how this new normal works and what it means.
These are some of the challenges our clients are now facing, and will face in the future, but we will be here to ensure we can help.
Challenges.
HOW DO WE ENCOURAGE A NEW CORPORATE CULTURE?
It should be based on safety and make it easier to adapt to a new way of working. On the one hand, this means promoting new processes, supporting company management in encouraging a new form of leadership and overcoming some of the risks stemming from a potential loss of face-to-face relationships with our professionals.
HOW DO WE MANAGE RELATIONS WITH PROFESSIONALS AND TRADE UNIONS?
In a context where trade union activism will increase due to the demands on teams during the health crisis and where the company has to balance complex decision-making processes (redundancies, reductions, closures, etc.) with the necessary alignment of talent with recovery targets.
HOW DO WE ADAPT THE COMPANY TO NEW SAFETY STANDARDS IN TERMS OF TECHNOLOGY AND LOGISTICS?
From a technology perspective, we do not only think about technical implementation but also deal with the change from day one as a cross-cutting challenge to ensure that the new systems work, or even before day one in order to identify the needs of professionals and clients. In terms of logistics, the greatest challenge involves adapting physical spaces to the new requirements and creating signs that help guarantee everybody’s health.
HOW DO WE ENSURE OUR CLIENTS PERCEIVE US AS A SAFE SERVICE?
We need to manage the safety expectations of our clients and communicate the measures we are adopting. This will require an additional effort in identifying audiences and bringing clients back. Crisis management protocols also need to be designed and adapted to deal with situations related to the return of clients.
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