Abstract:

Crisis is one of the defining moments of the character of an organization. No individual, organization, state or country could ever be prepared to handle the challenges that surfaced with a crisis like Covid-19. While the challenges are multitude in nature, decision making at the leadership level is always under larger scrutiny with lasting impact on all the stakeholders of the organization. However, when handled well, crisis presents not only opportunities but also ushers in a newer culture, thought process and outlook of the organization as it demands change.

In Higher Education Institutions (HEI), decisions related to managing the Covid crisis had to be taken considering the career, safety and financial implications of all stakeholders. In our institution the challenges were handled with not only the needed changes but also with a process which ensured that all stakeholders – 15000+ students enrolled in 30 plus programs spread over 3 campuses, their parents and 1000+ employees – were suitably taken into confidence while making major decisions.

As senior leaders, we felt that the following were key to managing the situation:
(a) Early assessment of probable impact and necessary contingency plans
(b) Building necessary trust in the institution at all levels and
(c) building necessary flexibility to ensure minimum damages to the stakeholders.

A complete comprehensive early impact assessment of Covid was an absolute improbable task. We first ensured that our fundamentals including the financials were in order. Priority was to ensure the continuity in teaching-learning process and exiting the graduating batch as per earlier plan. The efforts and contribution from all in this direction was commendable.

Blocking fake/illegal communication and cross talk was important to strengthen the trust and to ensure that all stakeholders have the latest information on decisions by the authorities. This was achieved by having the communication channel only through the highest authority of the organization. There were over 32 bulletins sent out during the 2 years with relevant information as per situation to all stakeholders.

Treating the crisis as a special situation, but ensuring that all decisions are in alignment with the regulatory agencies and extending the necessary flexibility to stakeholders were important. Decisions in this regard included offline to online mode of teaching & assessment, allowing faculty to work from home, discounted and instalment payment of academic fees etc. The welfare of employees were ensured through payment of full salary to all employees during the pandemic, special medical leave for those affected with Covid and regular testing and vaccination camps on campus in coordination with local authorities. Students were provided multiple opportunities to withdraw and appear for assessments at their convenience while minimizing the impact on their overall grade point averages. Prompt sharing of decisions reinforced the trust in the institution by all stakeholders. The changes that were mandated were accomplished by all concerned.

The notable facet of the pandemic is that it hastened the digitalization of all dimensions in education and understanding of pros and cons of the assessment mechanisms. The silver lining that the covid-19 pandemic showcased was the true character of the organization where change was embraced and teamwork strengthened by the exemplary decision making of the leadership at its core.

Keywords:

Covid-19 Crisis, management decisions, communication.