Post-COVID-19: a widespread burnout!
Following the twists and turns caused by the COVID-19 pandemic, it is more essential than ever to bring teams back together and strengthen employee cohesion to remotivate them! Indeed, remote work, distance management, work-life balance: this has been the reality for many employees for several months. The world of work has been disrupted along with management methods, and employees have had to adapt.
When some employees returned to on-site work, even though they have proven to be resilient, it was not without difficulty! Sometimes social bonds have deteriorated. Indeed, the epidemic crisis has heavily impacted social relationships and leaves behind a rebuilding effort that is imperative to undertake.
Moreover, physical and psychological distance has led to decreased motivation, and some employees have found themselves or still find themselves in psychological distress. Consequently, their morale must be one of the priorities for the human resources department in particular. It is therefore necessary to show empathy and agility, as their minds are still occupied with the fear of getting sick as well as professional concerns in the post-COVID-19 era.
HR Strategy: making employees agents of the company’s transformation!
How can we restore collective momentum and ensure employee motivation and efficiency? This is an objective that falls to the human resources department, but not exclusively! Indeed, everyone must be involved for the company to restart slowly but surely.
The first step is to draw commitments from this new crisis, but also to gather feelings and mindsets at both individual and collective levels before implementing a “new” organization. A debriefing of the situation is mandatory: taking stock of weaknesses, strengths, and also each person’s expectations in order to start afresh and collectively move the company forward. This is by no means a foregone conclusion!
Furthermore, it is essential to thank all staff for their commitment throughout the crisis and beyond. Organizing a team-building event can be an example, while respecting social distancing guidelines of course! Indeed, the current context is anxiety-inducing and everyone must relearn how to get to know their “former” work colleagues.
But also, this involves “more human” messages in communications within the company. It is essential to occasionally remind employees of the company’s culture and values. For some companies, this will do them good! This undeniably requires effective and constructive social dialogue. Rebuilding interpersonal bonds is also essential, and a climate of trust must be established! Every company must invest in “communication at every level.”
Moreover, it is imperative to restore meaning to individual action in order to remotivate teams, because the more a company gives meaning to its employees’ actions, the more they will want to commit! The sense of collective purpose must be celebrated.
Finally, in a crisis as impactful for employees as this one, particularly in terms of social interactions, it is essential to strengthen tools and technologies. Companies must innovate and embrace new tools, leveraging collaborative social networks for example.
Toward the creation of a “reinvented company”?
The epidemic crisis linked to COVID-19 is an opportunity to reflect on future changes in terms of work methods to create tomorrow’s reinvented company!
Companies must not act as if nothing happened and must commit to change. They have the opportunity to reinvent their organization, their model, their values sometimes, and for some, their culture. So now is the time to build, rebuild, and innovate!
Thus, the quality of the digital environment must receive particular attention, as digital technology has played a considerable role in the survival and development of companies in recent months. It would be interesting, for example, to use collaborative SaaS software and video conferencing tools.
Furthermore, companies must also address management! Indeed, it is imperative to adjust remote management by “reinventing” the way of working to emerge stronger from the COVID-19 crisis. Whether on-site or working remotely, the main objective is to support employees while focusing on transparency and access to information for all. It seems essential to rethink corporate management to maintain team cohesion by working together toward true value.
Also, it is important to rethink the company’s environment and give meaning to each mission. What will the next choices be? In which direction should we evolve? And for this, the reflection must be collective!
Finally, it is imperative when reinventing work and thus the company to surround yourself with “the right people.” Indeed, it becomes necessary to rely on employees who are engaged, responsible, and autonomous, and to no longer surround yourself with demotivated people who avoid work.
Ultimately, the situation we are all going through today is an opportunity for companies and organizations to question themselves. The human resources department realizes it must be open-minded. It must also exercise discernment, foster engagement, and above all seek to build connections. However, does remote work as currently defined allow for optimal teamwork? To be continued…
If you need advice on rethinking your work organization, or on implementing a remote work charter or agreement, do not hesitate to contact us.
Our time-sharing HR Directors will be happy to advise you and support you in the implementation.
If you need advice on rethinking your work organization, do not hesitate to contact us.
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