This webinar addressed HR challenges during the coronavirus pandemic for ENP South partner administrations. Over 60 participants from 7 countries discussed increased workload, health risks in the workplace, and employee well-being since restrictions lifted. The return to on-site work is happening gradually, with most continuing some telework. While most are phasing return, vulnerable groups often continue teleworking. Administrations are implementing health measures like shifts, appointments, distancing, and masks. Telework requires strategic solutions beyond short-term arrangements. This includes telework policies, equipment, performance management, and training managers for remote work. Some see an opportunity to evaluate employees based on objectives over hours worked. Recognizing the

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SIGMA ONLINE SEMINAR
HR CHALLENGES IN THE CONTEXT OF
CORONAVIRUS (COVID-19)
Webinar for ENP South partners, 24 June 2020
SUMMARY

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This webinar with ENP South administrations addressed HR challenges in the context of coronavirus
(COVID-19). It followed the success of the meeting on the reopening of offices held on 10 June 2020.
Over 60 participants from Algeria, Egypt, Jordan, Lebanon, Morocco, the Palestinian Authority1
and
Tunisia, as well as from Delegations of the European Union in the region, OECD MENA and SIGMA, took
part in the online discussion.
Introductory remarks from the Head of the SIGMA Programme were followed by a presentation to
introduce the three topics related to the return to on-site work that ENP South administrations have
experienced since the confinement was lifted: increased workload; health risks in the workplace and
employee well-being.
The SIGMA presentation, focusing on potential solutions to these challenges, was based on a draft
discussion paper prepared for the seminar and shared with the participants in advance.
The return to on-site work in the region is taking place in different ways. In some administrations, all
employees (Lebanon, Tunisia) or most of them (Algeria, Morocco) have already returned to on-site work.
Nevertheless, most public bodies (and 70% respondents to the poll run during the webinar) will continue
using teleworking to some extent.
While the phased return to work is a reality in most cases (76% respondents to SIGMA poll), vulnerable
persons (for example in Algeria pregnant workers and women with children under the age of 14) are
usually allowed to stay at home and continue teleworking. Administrations are applying a range of
measures to protect civil servants and users including: working in shifts, appointments for on-site services,
physical distancing, wearing masks, etc. However, the answers to the poll showed that only 28% of
participants reported having rearranged their workplaces in response to the coronavirus (COVID-19) risk.
Although teleworking had already been discussed during the previous webinar, the topic still attracts a lot
of attention. The coronavirus-related context will last longer than initially expected and requires more
sustainable solutions and thinking at the strategic level. This includes more than just allowing employees
to “work from home” but necessitates a teleworking policy and organisational arrangements, providing
employees with the equipment to telework, finding new ways of conducting performance management
and training managers so that they can effectively motivate their staff while working remotely. A number
of participants stressed that the current situation may be an opportunity to change what is expected of
employees: it will no longer be important how many hours they spend in the office, but if they manage to
deliver against set objectives.
Once it was realised that the virus threat will not be over for some time, participants signalled the need to
undertake legislative work to change civil service provisions to adjust to the new situation (for example,
Jordan, Morocco, the Palestinian Authority, Tunisia). This includes not only teleworking, but also overtime,
flexible working time, etc. A discussion followed on whether the period of crisis management is a good
moment to focus on legislative process and whether more time is needed to fully understand the
consequences of the new situation and the real needs.
Another topic that was touched on during the webinar was the motivation of civil servants. Some measures
applied during the pandemic, such as forced mobility, obligatory use of annual leave or its postponement,
pay cuts, working in shifts, etc. may evoke frustration and opposition from civil servants. This is why, for
example, Egypt - to protect the well-being of civil servants - decided not to use overtime to a large extent
and did not force civil servants to postpone their annual leave. On the contrary, at one point, Algeria has
asked at least 50% of the staff of each institution and public administration to go on exceptional paid leave
while keeping intact and automatically the benefit of their annual leave (in accordance with Executive
1 Footnote by the European External Action Service and the European Commission: This designation shall not be construed as
recognition of a State of Palestine and is without prejudice to the individual positions of the European Union Member States on
this issue.

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Decree No. 20-69 of March 21, 2020 on measures to prevent and combat the spread of Coronavirus). Some
countries have used supplementary financial incentives like the “infection bonus” (Algeria example 1,
example 2), or kept promotions for civil servants (Egypt) even during the pandemic and confinement at
home. Regardless of the solutions that were applied, many participants emphasised a high level of
motivation and commitment of their civil servants that helped to address the challenges resulting from
the epidemic (e.g. Jordan, the Palestinian Authority).
The pandemic has shed light on the problems the administrations have with the distribution of work. Many
discovered shortages in some areas while other sectors are over-staffed. Similarly, unequal workload
among staff within public institutions is a challenge. Special attention was given to civil servants in “critical”
or “vital” positions – what measures can be taken if these employees are not on-site or are absent due to
illness? How can the right person to replace them be found quickly?
The pandemic was also an occasion to innovate. Egypt organised a “creative government” initiative for
their civil servants, which within two months brought around 240 ideas. All proposals will be considered
and participants rewarded. Tunisia introduced software that allows paperless working and managed to
discuss reforms that have been under proposal for a long time (on employee performance).
Conclusions:
1) The crisis is not over yet. The prolonged pandemic context calls for more sustainable solutions to
adapt to new challenges. All the measures discussed during the webinar will remain relevant for
the near, perhaps even the longer-term, future.
2) Teleworking will be maintained over the short and mid-term, although to a much lesser extent
than during the confinement. The application of teleworking over the longer term requires
legislative and managerial responses to numerous challenges. Increased use of teleworking could
contribute to the establishment of performance-based culture.
3) Increased mobility seems to be one of the possible solutions to address coronavirus-related
challenges; however, it appears not to be used in the region. There is potential for exploring
further the benefits resulting from mobility schemes.
4) Another challenge is unequal distribution of work and the question of how to increase the
productivity of those who are not working on-site. Enhanced delegation of powers to lower levels
may be one possible answer.
5) Applying certain HR measures as a reaction to the epidemic can influence the morale, motivation
and well-being of civil servants. The impact of new modes of work on the well-being and
motivation of civil servants deserves further discussion.
6) The coronavirus (COVID-19) crisis also provided extraordinary opportunities for reforms in the civil
service environment, including the need to think about:
a. comprehensive IT solutions in the public administration,
b. new approaches to flexibility of working time arrangements,
c. the question of presence being more important than performance and how to measure
and evaluate performance when employees are not in the office,
d. managerial challenges relating to how to manage teams and individuals that are not on-
site,
e. Workload planning and the critical situation of some key positions, where a small number
of officials have a considerable workload and important responsibilities, while the
institution has no succession plan or alternatives.
7) Some of these challenges require legislative changes (the question of proper timing has been
raised); many require new managerial skills.

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8) SIGMA webinars have proven to be an effective tool for sharing experiences for the ENP-South
administrations. The next webinar to address HR-related challenges is planned for 8 July 2020.
Topics to be covered in the future include current managerial challenges (including supervision,
absence of staff in vital positions, and well-being), the legal, organisational and technical basis for
effective teleworking, and the lessons learned during the crisis on legislative changes to the civil
service laws, among others.