Building a culture of care to safeguard employee wellbeing – and your own – is a key challenge as we emerge from the pandemic , writes Dr Hannes Leroy , Professor at Rotterdam School of Management ( RSM ) Erasmus University .
The pandemic will have a lasting impact on the world of work long after the crisis passes . The ability of organisations to effectively adapt their practices to overcome the challenges posed by country-wide lockdowns is pushing many managers towards seriously considering making flexible home working arrangements a permanent fixture for all staff .
For the majority of employers , there has been overwhelming proof that the arrangement works ( surprisingly , staff continue to do their jobs , and do them well , when working remotely ). And there are additional benefits a remote workforce offers , such as the opportunity to reduce some overheads , grow their workforces without necessarily investing in greater office space , and to recruit from talent pools that exceed geographical boundaries .
For employees , it is widely assumed that the flexibility of working from home as well as the office has had multiple benefits , not just in terms of protecting their health but in supporting a better work-life balance , increasing autonomy and boosting employee satisfaction alongside productivity .
But new arrangements have come without challenges . For all its benefits , there is a significant danger posed by long-term enforced remote working .
The hybrid work structure heralds a new reality that requires a different approach to effectively leading and supporting teams
Out of sight , out of mind ?
One of these is the erosion of commitment and connection for employees to their roles , their managers and to their organisation . It is human nature that we depend on real-life contact with others for our wellbeing and happiness . Without it , some professionals may lose motivation or even begin to disconnect altogether . It is all too easy for managers to assume all ’ s well when staff are not readily making problems and concerns known . For staff feeling isolated at home , it can often be too difficult to raise sensitive or emotional issues without being encouraged to do so , particularly when a physical divide exists .
For managers , this hybrid structure heralds a new reality that requires a different approach to effectively leading and supporting their teams . Building a culture of care that works for both a virtual and in-person setting will be key .
Encouraging authenticity
A virtual environment can actually encourage more authenticity . Leaders can get a better feel for who their employees are as people ; video chats allow them an insight to their lives by seeing inside their homes . Seeing arts and crafts made by children ; photos and objects give clues to hobbies and interests . This provides an informal , friendly opener to conversations and an opportunity for leaders to show genuine interest in their employees ’ lives . Not only is this interest human , but it provides an advantage ; after all , a key managerial responsibility is to motivate employees to achieve certain objectives , and this becomes easier when a manager has a clear picture of who their employees are . Employees have the opportunity to see leaders as people too .
Humanising this relationship is vital when digital communications can cut off much of the warmth that comes with face-to-face interactions . Doing so can help pave the way to greater openness and honesty . However , some managers do not always respond to this in the way that they should – disregarding or deflecting employees ’ admissions and concerns when they should be acknowledging and addressing them . Connecting in a sincere way when everything is virtual can be a challenge for even the most compassionate manager .
As we emerge from such an intense and stressful period , it has never been more important to keep an eye on the wellbeing of employees
Traditionally , arranging lunches and drinks can help to re-establish any lost connections by facilitating open and honest conversations . As social restrictions ease , leaders may be eager to plan physical gatherings again . However , not all staff will feel at ease with being thrust back into public life so swiftly . Keeping virtual events in the calendar should also be encouraged so that everyone can be included .
A clear path forward
As we emerge from such an intense and stressful period , it has never been more important to keep an eye on the wellbeing of employees . To reassure them that everything will be alright ; encourage them to take their time and organise their work the way it suits them best .
On the other hand , work still needs to be done . It can be tricky to achieve the balance between being understanding and being proactive . You are , at once , the coach giving their marathon runner an energy drink at 30 kilometres while simultaneously reminding them that the finish is still 12 kilometres away . That ’ s a difficult message , but it ’ s important to deliver it in a consistent , transparent way .
Avoid emotional burnout
Perhaps the biggest pitfall for executives is neglecting their own wellbeing . They too are at risk of emotional exhaustion . It ’ s often easy to ignore your own emotional exhaustion so it ’ s important to seek to build yourself a support system .
Find a coach who encourages you , a mentor who helps you overcome challenges in your own workload and be transparent with your staff when the pressure is mounting . After all , employees will sense when you are not in balance . In this area , we can expect to see an increase in burnout and depression over the coming months , so it has never been more vital to take care of ourselves as well as others .
Dr Hannes Leroy is an Associate Professor in the Department of Organisation and Personnel Management at Rotterdam School of Management ( RSM ) Erasmus University .