Remote working: what to expect next?
After almost 2 years of a global pandemic and all the changes and adjustments that have taken place, companies are today assessing the consequences of COVID-19 on the labour market.
After employers and workers adjustment to remote work, hybrid work, coworking and to the flexibility and autonomy generated by the new labour trends, it becomes necessary to define priorities: after all, what to expect from companies after remote working?
Certainly there will be new challenges and adjustments, but isn’t this also the moment for employers to measure the benefits of these changes, creating new collaboration habits inside and outside the work concept? One thing is for sure, there is a pre and post-COVID-19 labour market. The pandemic has driven certain behaviours, creating new needs in order to respond to an ever-changing global scenario.
Focus on team management
The pandemic has changed the way we work and how we respond to the demands of the market, but it has also opened up new opportunities and driven the creation of new solutions adaptable to the needs of companies and workers. The flexibility from remote work and solutions such as Open Shifts have brought several benefits for workers, who have found it easier to manage their personal and professional lives. However, this autonomy has brought some challenges for team management. That said, the use of tools that empower managers and provide workers with work-life balance has become a competitive factor for companies. By using Workforce Management (WFM) solutions such as the “Quality of Life” portal, for example, managers can adopt an easy and effective way of managing and planning their teams.
There are also other ways to enhance work relationships “inside” the company, and it all starts with the way direct supervisors work with their teams. Therefore, it is important to:
Give priority to employee feedback: by creating an open line of communication, employees feel more comfortable expressing their opinions and views on something company-related, or even personal. Scheduling virtual one-on-one meetings with each employee can be a good strategy to strengthen relationships and even clear up misunderstandings.
Create a remote company culture: It may be pertinent to assess whether or not remote working is still the best option for the business post-pandemic. It is worth exploring new ways of working that work better for everyone, and in particular, to make improvements together as a team.
Internal communication is key
Last and not least, employers need to direct their focus on their most precious asset: people. It is therefore important to think of a way to value and prioritise internal communication, especially in a post-pandemic time. The basics that were already set before the via Zoom meetings, only need to be reviewed. And where should companies start?
Endomarketing can be a decisive tool in this process. Through direct actions that foster a sense of engagement between employees, teams and management, we are strengthening the company culture. Specific engagement activities such as internal sharing of actions developed by different departments, or even virtual happy hours, can be the first step in bringing employees together and fostering a sense of belonging to the organisation.
In times when circumstances dictate which is the “best” format to “successfully” respond to the demands of the post-pandemic market, it is important to be aware, to propose and make changes that work for institutions. Of course, this will largely depend on the company we are part of, but also on each one of us.