And so it goes on. Just when we thought we might be returning to a semblance of normality and would be able to go back to our places of work, Prime Minister Boris Johnson recently announced new measures instructing office workers to work from home “if possible”.
Employers will be frustrated that their plans for welcoming employees back to the office will have to be shelved for the foreseeable future, but they’ll also be concerned about the long-term effect of lockdown on employee engagement and wellbeing. Organisations need to remain aware of the challenging situation their employees now find themselves in and support them with strategies and tools to help them through this tricky period.
The cost of remote and flexible working
One of the pitfalls of working from home and flexible working it offers is that the lines between work and personal life can become blurred, leading to a negative effect on work-life balance. Technology can create an “always-on” mentality, causing stress, anxiety and poor mental health. Being always-on can also prevent you from taking proper breaks from work, because you’re always partly engaged, which reduces productivity. It’s important to establish clear boundaries between your work and personal life to limit stress and remain fully engaged in both areas.
The onus does not rest with employees alone. Organisations have had to alter their thinking to drive participation, improve engagement, reduce attrition, and create an aligned culture across the organisation. The long-term shift to flexible working could make businesses more aware of the link between engagement and productivity. A lack of resources could lead to disengagement and low productivity.
Although businesses may not be able to pinpoint what will be temporary and permanent in the current climate, employee’s ability to balance work and personal obligations is a known issue in times of crisis. A strong correlation exists between stress and crisis – which can lead to physical and mental health challenges. If well-being is compromised, everything else comes to a standstill. Organisations must therefore recognise how they can support workers.
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The importance of buffer periods
Although working from home presents its own set of challenges, one of its obvious benefits is that it does away with the commute to the office. This came as a welcome relief in the early days of lockdown, when many of us were excited by the extra hour or two we’d suddenly found in our daily schedule. Whether we chose to spend that time exercising before starting work or simply lying in bed, few of us suspected we’d ever miss travelling to work.
But while we’re saving time and reducing stress by not commuting, we’re also beginning to understand that the travel time can actually improve productivity, allowing us to plan our working day in the morning and switch off from it at the end of the day. In the absence of these buffer periods, it’s easy for workers to become demotivated and struggle to find the necessary work-life balance.
Social life on hold
A harsh reality of not being in the office is that opportunities to socialise with your colleagues are reduced, depriving you of a major source of inspiration. It’s harder to spontaneously discuss ideas with your co-workers as you would at work or find the motivation necessary to approach a new task. Without immediate face-to-face feedback on your work, it can be hard to be satisfied with your efforts and find the drive to carry on. Social relationships in the workplace are a powerful driver of feelings of connection, identification and fulfilment.
Modern technology provides many ways for us to connect virtually, but these interactions can often leave us feeling slightly awkward and less emotionally involved than the real-world meetings we’re accustomed to.
A recent global culture continuity report revealed more than a third (35 per cent) desired more recognition when asked how organisations could better support them through the COVID-19 pandemic. This was particularly applicable to senior respondents, such as directors (53 per cent) and senior managers (42 per cent). Managers were the most likely to ask for a better work-life balance, with 45 per cent choosing this option. Feeling supported clearly matters more in the ‘new normal’. Those who felt very well supported were significantly more engaged than the rest of the respondents.
As we hunker down for a potentially harsh winter, businesses need to strengthen team connections and place recognition and employee value front and centre. Amid predictions of further employee cuts and an economic downturn, organisations have to lead the way in encouraging positive habits that keep employees in the best frame of mind to deliver and remain optimistic.
By Jon Maddison, Achievers’ EMEA Managing Director
