New Normal at United Energy Pakistan Limited

Abstract

The Coronavirus pandemic challenged most industries in ways unimaginable, forcing people to consider a variety of operational models which were previously unthinkable. UEP also adapted a Work-From-Home (WFH) model for its office-based staff to ensure operational continuity. A few months into the Pandemic, discussions at UEP were initiated to determine how the organization intends to manage office resumption once the Pandemic eases. A holistic strategy was devised to seek inputs of stake holders, research global and local trends to arrive at an informed decision. The findings indicated that while globally there were discussions around New Normal the local companies were generally not inclined in changing the way they work. UEP also sought feedback on the work-from-home setup from its employees via pulse survey and focus groups. Based on the results and multiple deliberations it was decided to move towards a hybrid model as the New Normal for UEP. A key focus area throughout the process was the impact on employees and the subsequent impact on Talent Management at UEP. This paper will discuss the series of events which led to the formalization of the "New Normal for UEP" and how it has impacted UEP's Talent Management. The paper will also briefly touch upon the post implementation feedback and lessons learnt from focus groups and highlight areas of improvement to fine tune the working model to what suits UEP best.