Companies have time to plan changes in work organization and communicate these changes to their employees. Organisations that communicate with their employees effectively, anticipate and manage change fatigue and follow a change management model will have the most successful transition. Authentic and robust corporate communications will be more productive, more engaged, more engaged and more satisfying for their employees.
As the recent pandemic continues to decline, companies are beginning to take into account changing work patterns in the post-COVID era. Many organizations use hybrid models, including a mix of remote and human resources, because employers want their employees to leave the office once the pandemic is over. As a result, employees who work remotely, as well as teams and companies as a whole, experience change fatigue.
A McKinsey report in 2021 identified the uncertainty associated with remote work under COVID as a source of stress for the staff. There is no antidote to communication as organizations continue to adapt. As our way of working evolves and hybrid working environments take shape, organizations must prioritize beyond basic communication tools and adopt comprehensive collaboration solutions that increase, rather than suppress, productivity. For those who see the group office as their workplace, it is worth thinking about how the spatial changes of the COVID era will affect employee behavior at work, including how employees deal with conflicts.
Gartner analysis show that companies will continue to use contingent workers, maintain more flexibility in manpower management after COVID-19 and consider adopting other employment models they experienced during the pandemic, such as the talent distribution in which 80% of work is paid. With the introduction of telework and work-from-home, workers are beginning to appreciate the benefits of working-life balance. The Covid 19 Crisis is meant to be the perfect opportunity to transform the way companies expect the use of online communications to be the norm. Cultures that value employee respect and dignity, resist implicit prejudice, strengthen voices, focus on common goals, adapt to and thrive in the changes that accompany the transition to hybrid will shape how they and organizations embrace the new world of collaboration.
For most leaders and organizations the model emerging from the pandemic will take shape through trial and error, but leaders who engage and listen to their employees, lead with clarity and empathy and are willing to adapt when needed are in a prime position to succeed in the changing future of work. Strategic leaders continue to wonder what people and company success look like in this new era and how to support them best more than a year after the shutdown. Communication that attracts the attention of your employees, aligns your employees to their needs and helps your company survive and grow in the post-COVID-19 world.
Place the well-being of employees at the center of communication, not just work. Communication of tasks in the context of success measures, so that employees understand what work they can look forward to. Executives may not know all the answers, but they can communicate respectfully with their employees and engage everyone in conversation.
Angry employees return to work, people return to distant workplaces, and office or location-based work rituals mark the beginning of a new phase in a company’s life. Because Delta plans are being held for the moment, it will be critical for executives to manage workplace change, whether it means returning employees full-time to the office, opting for remote work, or switching to a hybrid work model. Frequent communication keeps managers and employees informed, focuses on the reasons for changes and reduces confusion, speculation and misunderstandings.
The actual experience of the pandemic is different, and we have segments of organizations that survive and struggle to stay in business, adapters that need to change their business models, and thrivers that are in a position of additional demand because they work remotely. Work that employees “can be categorized as work they do alone, such as information gathering and document preparation, individual work or work that requires communication with people outside the company, such as meetings, negotiations, sales, and communication work.
Organisations that recognise the humanitarian crisis of the pandemic must prioritise the well-being of workers and people, prioritise workers and others who urge workers to work in high-risk conditions with little or no support, treating them as people first.
Gartner analysis showed that 16% of employers use technology to monitor their employees via methods such as virtual clocking, work tracking and computer use, as well as email, internal communications and chat monitoring.
At the same time, companies are facing new internal communication challenges to employ and motivate a remote workforce in periods of extended home work, with many having to deal with the sensitive handling of salaries, sacrifices, and layoffs of personal contacts.
Though the working has changed, the change is subtle and in the betterment of human at large, after all, they are the most valuable resource- Human Resource.
