Andrea Goodkin

  • The impact of the global epidemic crisis ումները Measures to contain it have led to a dramatic change in the US workplace. As teleworking has become commonplace, it transforms how, when, where, and how performance is measured.
  • At the same time, the uncertain environment has changed employees’ expectations, what they value, and, ultimately, the employee / employer relationship.
  • This may be good for everyone, but the question is whether the momentum can be maintained.
  • This article is part of the ongoing series of CEOWORLD magazine CEO Insider:.
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So far, some positive early trends, surprisingly stemming from the epidemic, have been offset. Productivity, for example, continued to rise above or above the COVID level, dispelling concerns that employees would be less productive if they did not participate in the traditional office.

As the first wave continued, Americans’ emotional stress was exacerbated by concerns about the future, physical health, and financial security. As a result of one survey, more than half of employers were forced to promote their emotional health programs. The PWC added welfare coaching sessions that already included six free therapy sessions, among other supportive solutions. The communications company strengthened its monthly stipend with a flexible work schedule, and the reconstruction company dramatically reduced the co-payment for therapy visits.

Such a response from employers initially pushed employee engagement to unprecedented levels. But because each new day is very similar to the day before, the engagement has dropped to the level of COVID. From mid-July to the end of September, the percentage of employees involved was 36%; 51%, however, were not psychologically attached to their job և company էր were looking for better job opportunities.

Employers want to restore the promise և the positives that can come from changes that still affect conversion. For a business to thrive, its workforce must be invested in change. COVID’s experience has also shown that progress can be made և maintained when employees are well informed և prepared for the future.

The responsibility of the leaders of the organization is to promote the culture, where:

  • The maximum is formed by new learning environments that encourage people to become their best selves.
  • The range of benefits is “adapted” and responsive, which makes them more attractive employers.
  • people are motivated even when the rules of engagement change.

Here’s how to get started.

  1. Adopt new ways of learning և job growth. Now is the time to rethink professional development, whether it is providing new job skills, improving managerial skills or fostering stronger behavioral skills. This is more urgent than ever և because the epidemic has created anxiety և uncertainty when employees want to do a good job ունենալ invest. Areas to focus on include:
    # Only 26% of employees report receiving the feedback they need to improve their performance4. Managers need training և tools to be able to provide feedback in ways that support employee growth.

    #The skills gap grows into softer behavioral skills, such as relationship building և clear communication. The Impact of Technology ելը Keeping pace with the current pace of change certainly helps. Behavioral skills contribute to high efficiency, so it is very likely that future learning will seek to close such gaps.
    without a traditional office
    #Alternative learning strategies and platforms are also the key to a successful workplace tomorrow. Peer learning is, for example, a collaborative effort to develop, engage, and retain talent. Integrated virtual platforms are also built on time – e-learning, which combines virtual reality, augmented reality – even artificial intelligence – with a frequent mix of coaching and consulting.

  2. Adjust the benefits to strengthen the value proposition of the employees
    An employee benefit strategy that responds to employee pressures և life / work cycles says a lot about the value you place on them. Making data-driven benefits possible for the process, regardless of health plan choices or understanding what stressors are affecting which segments of employees where engagement-enhancing strategies are needed. For example, analyzing grievance data can identify ways in which employees benefit in certain demographics, which can help assess how employees are coping with the emotional and financial stresses of the epidemic. This can accurately refine your understanding of ությունները where services are available (for example, telecommunications և via EAP) և reduce wasted resources.
  3. Adjust expectations, starting with performance
    To make an effective measure of the effectiveness of this epidemic in the virtual work environment, it is necessary to ask some questions. Is the cost of a work product measured in terms of quantity worked or hours worked? As for management expectations. Does face time matter when work and home are under one roof? Employees strive for clarity at such times, և performance expectations should be measurable և related to the overall goals of the organization և priorities. Old paradigms and assumptions are less relevant in the post-virus environment as managers work with their organizations now to achieve optimal success. , they need to make sure the expectations are realistic. They cannot assume that employees are available at all hours or have full-time home care when more than 75% of single parents 64 64% of two-parent homes are both working. They do not want to be rewarded with a quick job instead of a better job, realizing that a longer day does not make for a more productive day.

It’s a new work world that is emerging. No one has all the answers, «what is” right “or” wrong “is highly subjective when things go awry. What is certain, however, is that standing still and not adapting to change is never a good option.

Written by Andrea Goodkin.

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