Three ways to help employees improve their new normalcy

By Isaac Cohen, VP of R&D, TeramindProviders of behavioral analysis, business intelligence and data loss prevention (“DLP”) for enterprises.

After years of continuous epidemics, companies and their employees are grappling with the consequences of disruption. Most notably, an epidemic of a generation with social strife, geopolitical conflicts and other factors has helped to start an unprecedented reorganization and reorganization of the workforce as people rethink their professional lives in the light of their living experience over the past 24 years. Months

This withdrawal of the status quo is both a challenge and an opportunity for businesses to rethink their processes and priorities to enable their people to improve in the months and years ahead. Simply put, to build innovation, collaboration, and productivity, companies will need to throw away their current playbook and create new ways for people to invest in order to drive overall success.

Here are three ways to get started today.

1. Meaning matter

The Kovid-19 epidemic has forced many people to slow down their lives. Instead of rushing to the office for the morning meeting or being late to communicate with colleagues, people worked from home while engaging in personal matters which seemed more stressful and important. In other words, keeping up with professional Joneses doesn’t seem to be a good reason to stick with a company anymore.

According to a McKinsey & Company survey, nearly half of respondents indicated that they were reconsidering their work because of the epidemic. As a result, the study explicitly claims, “Help your employees find purpose or see them leave.”

At the same time, helping people find the meaning of their work yields deep bottom-line results. Those who think they are doing meaningful work are 75% more committed to their organization and 33% more productive than their less motivated colleagues.

Companies can help employees find the meaning of their work by demonstrating the impact of their work, especially as it relates to:

• Society

• Institutions



• Personal success

These days especially, employees expect their work to be meaningful; It is important that companies help them build connections.

2. Be flexible

Many leaders are working overtime trying to create effective return strategies in office plans. Meanwhile, most employees don’t want to come back, at least not full-time.

A recent Morning Consult survey found that “less than half of full-time remote employees want to return to office.” At the same time, many have indicated a preference for hybrid work systems, making this flexible work system a clear solution for companies seeking to restore personal functionality while addressing the concerns of their distribution teams.

However, companies should consider taking this one step further by allowing employees to be selected. When They work side by side Where They work. Several prominent companies, including Automattic and DuckDuckGo, have implemented flexible work schedules to optimize employee impact and satisfaction.

Description of the process New York TimesAzad Abbasi-Ruby, senior market research analyst at DuckDuckGo, said: “I think it’s really a shame that more companies are not taking advantage of this. We do a lot, and I think a lot of that has to do with this flexibility, letting people work when they’re most productive. “

Although some jobs require people to stay in a certain place at a certain time, many do not. Instead, leaders often follow strict schedules as an extension of sustainability or because they are concerned about employee productivity.

This is a solvable problem. Today’s technology provides executives, managers, and team leaders with the insights needed to understand the productivity of employees, maintain accountability, and embrace flexibility. Focus on people and their creative processes to support long-term sustainability in new natural and leverage technologies to support these efforts.

3. Help people act smarter

When the companies moved off campus during the epidemic, the staff worked longer and harder than before. An employee survey of the first year of the epidemic found that 70% of professionals who moved to distant jobs also started working on weekly leave and about half of the epidemics reported working longer hours than before.

There is a way for short-term trends to become long-term norms and the consequences can be devastating. According to a recent analysis by the American Psychological Association, 79% of employees report work-related stress and about three-fifths report “negative effects of work-related stress, including lack of interest, motivation or energy.”

Companies have to answer. Is digging up data to help make some changes. For example, Microsoft has analyzed data from its employee monitoring initiatives to understand the employee productivity cycle. After determining that people were most productive in a particular three-hour window, Microsoft banned meetings at this time so that people could optimize their work time.

These changes may be more brief and targeted. Most companies install some repetitions of employee monitoring software, and leaders can use this information for collaborative conversations about workflows, best practices, and other optimizations to help people manage their work schedules and restore work-life balance.

It’s time to dump her and move on

It has been a challenging two years for businesses and their employees, and the professional landscape has changed dramatically. Fortunately, leaders have the opportunity to respond. They can take steps to support their people as they embrace the new normal, ensuring that teams are positioned for communication, collaboration, innovation and improvement in the coming months and years.

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