Bina Rana
More so over now, because the Covid-19 pandemic has fast-forwarded our lives and triggered change faster than it would have normally. Rapid and disruptive changes in the form of digitization, flexi working, and work-from-home arrived without much preparation. Millennials and Gen Z are becoming a large part of the workforce. With the experiences people have gone through, their priorities and values have changed. They are looking for more purpose and meaning from their work.
Organizations and people that are quick to accept, act and adapt to these changes will set themselves up for success. However, normalizing these changes in the new era of work is going to be a challenge and will take some time. This requires multifaceted collaboration from all, the organization, leaders and all people.
Organizations (Employers) Must not Lose Sight of the Basics
The American analytics and advisory firm Gallup has defined the elements of basics as, clarity of expectations, having the right materials and equipment, and the opportunity to do their best. During times of major turmoil and uncertainties especially where employees may have change/addition in roles, new managers, teams, the basic elements of employee engagement become vulnerable. When employees are clear about the purpose and have these basics, their confidence and resiliency increase.
Clear and Frequent Communication
Communication is key for driving change, during uncertainty people want more information, clarity and direction. Clear, continuous and as far as possible transparent updates on the organization’s plans and what they need to do, will make people feel more connected, secure and confident to perform.
Also, at such times when all solutions and plans are not ready, it is important to keep the communication ongoing. Being authentic, letting people know that the management is aware of the issues, is working for a solution and where possible, asking their help will help build their trust and accountability. A gap in communication carries the risk of creating ambiguity, insecurity and negativity amongst the people.
Create a Flexible and Agile Workplace
With lockdowns during the peak of the pandemic, organizations had to creatively look at options to give continuity to their business. This is where technology came to the forefront, helping create a platform for people to be able to work from home and most of the people got this experience for the first time.
Initially, it was very challenging for both the organization and the employees. However, in the past two years, most people have adapted and are comfortable with this style of working. Whilst people felt the challenge of managing work from home and missed social interactions, they also experienced, realized the value of being at home at the most needed time, for their children, old or sick family members.
As priorities of people have changed and with Millennials and Gen Z soon becoming the majority workforce, it is an opportune time for organizations to revisit their people-related policies and programs, making them more flexible and agile as one size may not fit all. Further co-creating policies, programs with employee engagement will help create buy-in and accountability.
Wellness – Integral Part of People Agenda
Again, the impact the people recently experienced, from grief due to loss of loved ones/work, to depression from loneliness and uncertainty with regard to health and jobs, wellness is an area that requires organization’s attention.
The efforts that many organizations took in this area during the pandemic have been encouraging. However, this must continue and become an integral part of the People agenda. With a multigenerational workforce, a holistic Wellness approach i.e. incorporating all aspects of wellness, physical, mental, emotional, social financial and community wellness is worth considering. After all, an overall healthy workforce will contribute and perform at a higher level.
Leaders/Managers Engagement
Digitization, agile initiatives, and remote work – have drastically transformed the role of leaders/managers. Though technology is taking the helm, human nature hasn’t changed and we are dealing with people, employees, customers and investors. Humans have fundamental psychological needs that must be met to achieve high performance. To meet the new priorities, managers require to upskill to have quality conversations – at the right intervals – with the people who motivate them.
When leaders have clear, regular conversations with their teams, help them prioritize, and support work/life balance, employees feel more connected and are more positive about their work. Authentic conversations help build trust.
Global studies have found that regular one-to-ones with managers during uncertain times lead to a 54% increase in engagement, 31% increase in productivity and 16% decrease in depression among employees. According to McKinsey, having good relationships with their managers is the top factor in employees’ job satisfaction. Studies also show that authenticity contributes to workplace well-being and individual performance as it allows people to bring their real, whole selves to work.
Managers as Coaches and Mentors
With changes in the work environment and the changing demographics of the workforce, command-and-control leadership is no longer viable. With development taking priority, employees do not want bosses and are looking for coaches and mentors in their managers, who encourage their development by offering support and guidance rather than giving orders and making judgments.
Though the Great Resignation has not set in here, in a highly competitive market, applying all of the above, will help organizations in attracting and retaining their talent and experienced high performers
All People/Employees Accountability/Participation
Employees should acknowledge the challenges the organizations and Management have also faced. Leaders and managers are not super humans and like everyone else have had similar experiences, impacts and have similar psychological needs. Despite this the efforts they have put in to make work easier and for the overall wellness of their people must be appreciated.
Participating and contributing constructively, taking accountability for the programs, supporting their managers and working together as strong team players is the responsibility of employees as Michael Jordan says, “Talent wins games, but teamwork and intelligence win championships.” When organizations thrive, people thrive and so it is vice-versa.
Therefore, for organizations to thrive and survive a multifaceted approach becomes a MUST.
Rana is Managing Director and Senior Consultant of Humshika Consultancy P. Ltd. She is also former Head of Human Resources at Standard Chartered Bank (Nepal) Limited.
