Loneliness and isolation have been growing issues for decades and sadly, the disconnect caused by the covid-19 pandemic has only fuelled its growth.
No longer could people socialise, be around work colleagues and engage in office chit chat, come together physically through common interests, or take part in group exercise. In fact, for many, the only form of contact they had with the outside world was through a computer screen.
However, in August 2020 there was some light at the end of tunnel, when the government announced that we should begin returning to the workplace and the community in some way, shape, or form. Those who’d craved connection could finally escape the loneliness felt by working from home. Unfortunately, the everchanging times we are living in has meant this was short lived.
Now, we find ourselves as a nation being once again advised to work from home where possible once more, and to engage with each other from behind our computer screens. Whilst some may welcome the news, others will undoubtedly be feeling worse than when lockdown first hit in March 2020.
So, what can employees do to protect and enhance employee wellbeing as we once again transition to home working?
Prioritise communication
It’s not uncommon for leaders to believe that regular meetings, zooms, and emails tick a box when it comes to communicating with employees, but these meetings lack those informal water cooler discussions that you would usually get in a workplace. These work-related, scheduled forms of contact rarely provide an opportunity for wellbeing enhancing conversations. For remote contact to have the same effect as face to face contact, it needs to have a social focus and that means avoiding talking about work.
Rather than waiting for team meetings, why not schedule regular one-to-ones with your employees and use these opportunities to foster greater connections with your colleagues. Ask how they are, how they’re coping with change, and ways that you can support them.
Foster a culture of acceptance
Let’s put this simply; don’t expect perfection. The uncertainties, anxieties, and the changes of routine will likely affect some employee’s wellbeing more than others. By understanding why anxieties can influence engagement, productivity, and focus, you can invest in more targeted wellbeing interventions. Before you can do this, though, you need to understand how current events are impacting your employees by engaging with them individually, gather feedback on their anxieties and concerns, and mutually agree ways that you can support each other through these turbulent times.
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Bring back team building exercises
During lockdown we saw a rise in online quizzes and virtual brews, and whilst they had their uses, towards the end they stopped being as effective as a team building exercise as Zoom fatigues started to set in. Leaders can learn from this and develop team building exercises which focus on individual interests, skillsets, and socialising. Some examples are:
- Virtual step challenges
- Creative team competitions
- Business book club
- Virtual office walks.
The list is as broad as creativity will allow, but whatever you choose to implement, make sure that these activities and events will add value to your employees. The best way to gauge this is to simply ask.
Develop a support package
Imagine right now that an employee came to you and said: “I’m struggling with my mental health and I don’t know what to do.” Would you feel confident you have the support in place for them? Many will answer no.
This doesn’t mean that you have to invest in an Employee Assistance Programme (EAP) or Occupational Health Unit, although they are good interventions to have in place. It’s more about enabling colleagues opportunities to support one another. These might include:
- A weekly discussion with their line manager to discuss wellbeing concerns and their effect on work
- Flexible working practices to accommodate external support sought e.g. counselling sessions
- Easy access to benefits and support offered to employees
- Regular touch points with those that have raised wellbeing concerns, in a method that works best for them.
Don’t shy away from difficult conversations, because they’re the opportunities where we grow. If somebody needs an intervention that’s outside of usually working practices, find ways that you can facilitate their request which works for everyone.
Put employees at the centre of the transition
In reality, without a team around us, it’s likely that our businesses would struggle to operate. That’s why it’s imperative that we not only show our employees that they are valued, but most importantly to mean it. Everyone, ourselves included, will deal with the transition differently, so don’t try and take a one size fits all approach.
First, create an open dialogue with your employees where the needs of the organisation, teams, and individuals are explored. It’s likely that any intervention will fall on deaf ears if the needs of these three stakeholders are not met. It’s likely that job roles may once again change as some roles and/or tasks cannot be done from home, so ensure the entire team knows who will be doing what, when and why.
Second, engage with your employees on a one-to-one level so you can greater understand how they see the transition working and what they need to ensure work can continue uninterrupted. Ask them about the skills they feel can add value to the new situation and look to adapt their roles accordingly.
Whatever your employee wellbeing strategy looks like throughout this transition, the most important thing to remember is that everyone has different needs, so be open to supporting people in a way that works for them. We’re all in this together.
By Gary Butterfield
Gary Butterfield is an alumnus of the University of Leeds, formerly worked in the fitness industry and is now co-founder and Executive Director at Everyday Juice Limited (EJL). Through EJL, he gets to take his passion and expertise for health and wellbeing to employers big and small, creating remarkable places to work with healthy and happy people.
Get in touch – gary.butterfield@juicelimited.co.uk or visit the website www.juicelimited.co.uk.
