Last year, as we adapted to the new world of working from home, it soon became apparent that the challenges facing employees were beyond the power of their WiFi signal or access to anything that could serve as a desk. Employees faced a number of new stressors, from emotional to psychological, to fear of financial anonymity.
Our workplaces were also subject to accelerated digital disruptions. The future of work is no longer what it used to be. Shared work areas, open kitchens, small conference rooms և crowded elevators are now a thing of the past. It is not enough to place a hand sanitizer around the office. Space and flow need to be redefined for a healthier world. The hybrid workforce must also evolve as the world begins to reopen. And now is the time for other kinds of disruptions – health problems – that put employee well-being, in the office or at home, as a strategic initiative at the highest levels of business.
While there have been many repetitions of corporate health programs in the past, from free yoga classes to hiking sessions to mobile health check-ups, they have often been aimed at achieving the business goal of reducing sick days, health care costs and usage. means to attract և retain high talents. Unfortunately, it took a pandemic to inspire managers և to inspire staff managers ելու to feel compassion և to feel the incredible stress on employees overnight. I use the word empathize because every employee from C-Suite to the front line has been affected. The executives also failed.
We did not really “work from home” as much as at home, we tried to balance everything from home, while trying work as well as possible. Suddenly we were not looking for work-life balance. we were walking in a new world of work / life fusion.
Every employee has experienced և still feels deep tension և anxiety. There was no COVID WFH guru who visited everyone to help create home-based jobs;
Now, more than a year after the outbreak, every level of the organization is affected by this new norm. Yesterday’s staffing, management, and employee engagement programs quickly became the Achilles heel of employee experience. We should now (honestly always) often ask how our employees really are, what they need to do better than us.
In this new work environment, for this company-employee prosperity, this important component, compassion, must be integrated into the whole company. Just as digital transformation has transformed every company into a technology company, organizations must now become employee-based digital health companies. Executives can increase their workplace welfare efforts and become truly healthcare companies by focusing on three areas.
Make health a business imperative!
Prior to the epidemic, there was no shortage of research that made a clear link between employee well-being and its impact on employee recruitment, retention, productivity, and corporate profitability. That connection has only grown stronger, given the events of the past 18 months.
One in four workers today says they plan to leave their jobs when the epidemic ends. That’s one of four. And in a recent survey, 82% of employees said they would consider leaving their job for a more compassionate organization. As more employees work for people-centered benefits beyond pay, prosperity as a corporate pillar has become a mission that can retain employees, attract open talent, create open jobs, and compete in this new economy.
For many employees, knowing or believing that their companies are committed to their well-being means hearing and seeing it from the highest levels of the organization. The most important thing is compassion, good listening skills, but also the ability to feel something. When racial tensions erupted in the middle of last year’s epidemic, many executives gathered staff for “listening sessions” to vote for those who needed to express their feelings and others to hear and feel those feelings. Moreover, these gatherings helped employees to show that they could be listened to by sharing opinions that influence corporate policy և programs. The main thing is to follow the new corporate initiatives.
The impact of these troubled times did not spare anyone. Now is the time for senior management to show all employees that they are being listened to, that they can be valued.
Use technology to personalize scale well-being
Scanning today’s news will quickly reveal that employees are exhausted. More than four in 10 workers say they burned more at work than a year ago. It can be said that suddenly the need to do everything from home – shopping, studying, taking care of children “working all day in front of video screens”. Others may use stronger words. The inability to disconnect from your digital connections accumulates incredible anxiety, distraction, and unhappiness in life in general, not just in the workplace.
And yet, the epidemic also transformed our relationship with technology in a positive way. Undoubtedly, technology saved many jobs during the epidemic. In the hybrid world of work, applying prosperity means figuring out how to use technology to improve our lives. Technology can help us find out how employees take breaks և how often, find out how easy or difficult it is for employees to use technology at home, notice how they live emotionally և physically now that they are handling work- life balance և much more. .
Conversations about these issues may be related to the lack of compassion that was lacking in previous efforts. And the use of technology is the only way to solve these problems on an ongoing scale.
Companies need tools that will enable them to act on employee data, identify trends, and address concerns in real time. It is the ability of technology to provide personalization on a scale rooted primarily in compassion, which can improve well-being.
Employee registration means quitting physical health examinations, including mental, financial, and professional examinations. After inspections, this means offering relevant resources և programs that include things like stress reduction techniques, self-help training, financial plan advice, and more. The goal, after all, should be to look at the whole employee և to personalize the experience to suit their needs.
Rethink HR-IT Partnership for Post-Epidemic Economy
Like customer experience, companies now have to prioritize employee experience. I was joking that HR represents “human resistance.” Now it has to really represent “human responsibilities”. Human resources must take the first, digitally focused approach to health every day, beyond research և basic testing.
In a hurry to move to a distant job, technology, frankly, was used simply to “get the job done” to ensure business continuity. Now that we have time to adjust, we need more purposeful equipment. We need to more deliberately combine HR’s understanding of employee health և welfare needs with employee սար device և intuitive IT solutions. The combination of the two should provide solutions that will make them effective without having to do anything extra just to work, in some cases to serve customers, partners, other stakeholders.
Some companies, such as Warby Parker, have already done so և to create a digital workforce where HR is a business partner to implement employee health և success technology.
We have seen training programs become more widespread to help our customer service staff provide a better customer experience. Newcomers report that improving employee experience leads to better customer experience. And while we’ve long known about the relationship between customer experience and revenue, employee experience priorities can also affect revenue. We must make the same efforts for the health of our employees. We need to help them focus on what it means to be good և they can use these new technologies to engage in self-care. These times did not come at all with the “how to live a better life” manual.
In the run-up to the epidemic, McKinsey found that 75% of customers experimented with a competitor. Employees are also now often seeking better experiences. Will it be with you or another employer? Companies that can start looking at corporate well-being through the eyes of their employees, rather than through a product lens, are on the path to employee-based well-being.
How companies can respond is practically unlimited. This could mean forcing large-scale corporate initiatives, such as weekends once or twice a month, creating shorter working weeks, or developing personalized health plans, tracking mechanisms for each employee.
No matter how you respond, the message should come from above. This is a time for a compassionate leader in a new genre, not just those who report to Wall Street or traditional beneficiaries, but people who work hard … every day … even during an epidemic.