In the five years since the World Health Organization declared COVID-19 a global pandemic, the workplace—especially the relationship between employers and employees—has been irrevocably changed, creating valuable HR lessons from the pandemic.
Some of the changes have been for the better: The pandemic created a shift where leaders viewed employees as whole people and realized that keeping them engaged during challenging times requires empathy and understanding. For my organization, which has long operated with a “care on purpose” ethos that extends to how we treat our employees, it felt like the rest of the business world was finally catching up.
But there have also been growing pains, especially as leaders try to figure out what the post-pandemic workplace looks like. Despite the increased flexibility many companies offer today, my organization’s annual survey of U.S. employees and employers found that employee burnout is at an all-time high. It’s not surprising, then, that a recent Gallup study revealed that more employees are looking for a new job than ever before—an environment it calls the “Great Detachment.” If I had to describe the relationship between American employers and employees right now, I would use the word “tenuous.”
The good news is that it’s not too late to right the ship. For leaders, it starts by acknowledging that, although the workplace must continue to evolve, some of the changes created by the pandemic are here to stay. It requires continuing to lead with empathy, not only to retain top talent but also to keep all employees engaged and productive in their work.
Here are three actions leaders can take to push their workplaces forward based on key HR lessons from the pandemic and insights on how employees view their employers today.
1. Imbue employees with a sense of purpose by involving them in your company’s philanthropic and community outreach efforts.
Employees who believe they are engaged in meaningful work are likelier to experience job satisfaction and demonstrate company loyalty. This has always been true, but the pandemic accelerated this sentiment, as employees sought to create a positive impact at a time when it was direly needed.
Recognizing employees for their work helps give them a sense of purpose, and so does including them in companywide programs that support specific causes and communities. Ninety-one percent of the U.S. employees we surveyed say participating in company initiatives—such as volunteering, charitable donations and fundraising—has a positive impact on their wellbeing. In fact, employees rate the benefits of these programs even higher than employers do.
The good news is that the majority (71%) of employees say they are already involved in these programs. However, one in four employees who do not participate in these programs say they are not aware of them. About half of remote and hybrid workers expressed interest in these initiatives (compared to two-thirds of on-site employees) but are more likely to say they do not have enough information to get involved (30% of remote and 29% of hybrid employees, compared to 22% of on-site employees).
Leaders can foster greater engagement and participation in these programs by increasing internal communication and storytelling, making sure to specifically target remote and hybrid employees. To further connect the dots between employees’ work and companywide volunteering or giving, leaders can demonstrate how these programs help employees have a greater impact in their day-to-day jobs.
For example, my organization’s signature cause is supporting families impacted by childhood cancer. Celebrating these efforts can help our employees better understand families navigating a cancer diagnosis, making them better equipped to develop, sell and manage our cancer insurance policies.
2. Continue to promote workplace flexibility—in a manner that makes sense for your organization—while providing an equitable experience to all employees in terms of relationship-building, visibility and connection.
COVID made remote work a possibility for millions of employees for the first time, setting off a transformation that is now one of the most impactful HR lessons from the pandemic. According to the U.S. Bureau of Labor Statistics, between April and December 2020, remote work accounted for roughly 50% of paid work hours, compared to just 5% before the pandemic.
Today, more than four in five U.S. employees report working remotely at least some of the time. Many of us realized the potential of remote or hybrid work when it comes to hiring top talent and providing better work/life balance to employees. At the same time, we recognized the value of face-to-face connection and what we are missing when meeting in person is not possible.
As leaders determine whether to adopt an on-site, remote or hybrid work arrangement moving forward, it is important to understand the advantages and challenges of each. Based on our survey findings, hybrid work appears to strike the right balance between the flexibility of remote work and the social and professional benefits of being on site. The hybrid employees we surveyed report higher satisfaction across key components like relationships with colleagues, collaboration opportunities and workload management.
On-site workers were found to be the least likely to engage in counterproductive behaviors at work, such as only doing the bare minimum, procrastinating or taking on secondary work. However, these workers are the least satisfied with their ability to juggle their work and personal demands, and they are most likely to experience burnout.
Fully remote workers are the most likely to describe their work/life balance as “great,” but they don’t have the same level of satisfaction with their professional relationships and opportunities for career advancement compared to their hybrid counterparts. They are more likely to encounter technology challenges, feel their work is undervalued or underappreciated, and struggle to manage work across different time zones.
At my company, we use a hybrid structure but continue to assess the productivity of our workforce and make decisions accordingly. When communicating these policies, we understand that it is important for leaders to be empathetic to the pain points employees may be facing and, whenever possible, allow for flexibility to help employees effectively balance personal and professional obligations.
3. Address the epidemic of burnout and workplace stress by integrating mental health into company policies and employee communications.
One of the most significant findings of our survey is that, nearly five years after the pandemic first started a national conversation around mental health, employee burnout persists. More than half (59%) of U.S. employees say they face at least moderate burnout, with nearly a quarter experiencing high burnout.
Our survey also identified some notable demographic trends. Two-thirds of millennials say they face moderate or high burnout, far more than Baby Boomers (39%). Hispanic-American employees are nearly twice as likely to experience very high levels of burnout compared to non-Hispanics.
Addressing burnout is crucial to keeping employees engaged at work and helping them thrive. Our survey shows that people who experience high levels of burnout are more likely to suffer from severe mental health issues such as anxiety, depression and post-traumatic stress, so the stakes couldn’t be higher. Unfortunately, addressing this issue isn’t simple or straightforward, but understanding the root causes of burnout is an important first step.
The employees we surveyed said heavy workloads and long work hours are the top contributors to workplace stress that can quickly escalate to burnout. When asked about the most effective ways to address burnout, employees suggest offering options to work from home, increasing paid time off and creating company-sponsored self-care programs.
In addition to exploring these policies within their organizations, leaders must consistently incorporate mental health into employee communications. Sending reminders to take breaks and utilize flexible work hours gives employees permission to put their wellbeing first. Making sure employees are aware of the mental health benefits available to them, such as employee assistance programs, can also help alleviate burnout.
With another milestone of the global pandemic upon us, its long-lasting impact on the workplace is clear. Mental health, workplace flexibility and purpose are topics leaders must continue to address with employees in both their communications and policies. Employee burnout remains an existential threat to productivity.
As workplaces continue to evolve, leaders must communicate changes with empathy and, whenever possible, allow for compromises based on employees’ individual circumstances. By listening to employees and leading with their best interests in mind, organizations can weather the Great Detachment and create competitive advantage through employee retention, engagement and productivity.
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