The year 2019 brought a new normal in the world. The novel coronavirus emerged from

Wuhan in China. On the 27 th of February, 2020, the virus was imported to the country by an

Italian man. The ugly incident of the importation escalated to community transmission. To

curb the community transmission of the coronavirus which was nicknamed COVID-19, the

President ordered for National lockdown on March 2020. However, the lockdown

has been partially eased; yet, some businesses are still under lock and key.

Your organization is considering how to move on amid the COVID-19 period. As the

Human Resource Manager advice the organization on the following issues enumerated

below:

1. The type of job evaluation the organization could use during and after the COVID-19

pandemic.

2. Job Analysis is important in an organization, taking cognizance of physical distancing is

one of the measures of curbing the spread of the virus, how could you handle the emotional

characteristics in job specification?

3. Your organization is among those that are still under lockdown, what are the measures

you could use to be generating income to pay your employees?

4. In your annual salary increment, how could you use the internal and external

environment to determine the staff pay?

Observation and filling of surveys/questions are types of job evaluation that an organization could use during and after the COVID - 19. Unlike before when work evaluations could be conducted within the work setting, the COVID pandemic introduced challenges that halted operations making it hard for managers to evaluate their employees.

 Instead of focusing on the sales and productivity of the employees, their evaluation can be in form of contribution to the running of the company in terms of leadership and influence. Additionally, With COVID-19 shaking up the company's office culture, that system has changed. These days, each performance review is scheduled more than a week in advance and employees are sent a template to fill out with instructions (Landau & Rohmert, 2017). Employees send back their responses for the manager to look over and use as a guide during the review.

At the height of the pandemic, all companies are expected to adopt creative yet engaging strategies of continually operate while conforming to the health precautions suggested by the health sector. Regarding emotional characteristics, it would be only appropriate if engagement rules were re-evaluated requesting the employees to contact each other from a distance while wearing protective gear (Landau & Rohmert, 2017). Furthermore, the remove the socialization and emotional aspects of the job descriptions until the operations return to normal after the end of the pandemic.

Introducing new products and services that can be provided through commands fulfilled online as a way of generating income to pay employees. Identifying new gaps in the market and introducing innovations at this time is the only way to generate income for employees. Without a source of income, it is not possible for most companies to support their employees without slashing salaries or laying off employees.

Both internal and external environment should be considered when determining salary increment for the staff. Acknowledging that there are factors in both environments that have an impact on the remuneration of the workers helps in better planning (Vaessen, 2020). Factors external to an organization are labor market, cost of living, labor unions, government legislations, the society, and the economy. Among the internal factors which have an impact on pay structure are the company's strategy, job evaluation, performance appraisal, and the worker himself or herself.