We’re {still} living through disruption, unlike anything we’ve seen before.
Remote working has been a significant adjustment for some organizations and adapting to our new normal has required extra structure, intention, and care. As the curve begins to flatten, businesses and society are considering what returning to normal may look like.
Although organizations have settled into new ways of working, the implications of COVID-19 on the public sector, especially as they relate to the workforce, will remain long-lasting.
Returning to the workplace can create anxiety and fear about the unknown, but at the same time, it creates an opportunity to think strategically about how to emerge stronger. Now’s the time to consider the new skills we need and redefine what’s important now and into the future.
Leaders will need to consider a reboot plan that meets the evolving needs of their organization and supports their people. Leading organizations will learn from the first stage of their crisis response to build resilience and future- proof their organization from further disruption.
Workplace culture in the new normal
Organizations will need to answer the important question of when and how to bring employees back to the workplace while meeting new business demands.
From a social distancing perspective, a return to the workplace could be at around 20 to 50 per cent of the capacity from before the pandemic. What’s more, organizations are considering shifts and other plans to reduce the possibility of contact and avoid overlap between teams. And while virtual work may become a permanent feature, we still require human connection.
It’s important to make sure our people can come together and work through problems in a secure way, where health and safety is a top priority. Technology and tools that support secure remote access and collaboration are essential, but it’s much more than that.
Now, more than ever, we need to have a solid workplace culture (i.e. the capabilities and practices that distinguish the workplace and make it effective) and rethink how our people behave. Codes of conduct and social contracts will be something we may see coming up even more in our return-to-work planning and there will be new expectations for employers, employees, and clients.
A clear plan that brings all stakeholders into the new way of operating will help to foster that strong culture.
Leading by example in the new world of work
For the reboot to take hold, executives will have to lead by example with respect to virtual work to show that it can be done productively. This means reducing return-to-workplace congestion and finding opportunities for cost savings and paper reduction. Employers should also be mindful that, even with the best planning, there will be both negative and positive perceptions by employees as they re-enter a new world of work.
Workspaces will become more clinical: Organizations will need to remove personal items and more carefully choreograph worker entries, exits, and movements throughout the day. This could feel scripted and make people feel constrained.
There may be no going back: Organizations have seen huge benefits from virtual working and are considering these arrangements on a permanent basis. They’re seeing productivity gains and a move to paperless processes. This flexibility and innovation in the workplace is something that will continue to be sought after as we reboot.
Staying the course: As we reboot, managers and executives will have to work hard to help their teams avoid sliding backward and returning to practices that could erode digital gains. Using new digital practices and helping employees continue to upskill is another benefit of rapid digital transformation.
Be well, work well: Organizations should continue to foster and develop a culture of work-life balance. There has been a mind shift, which includes looking out for each other, not coming to work when sick, checking in with colleagues that you might not have an opportunity to “see” during the day, and much more. Changes in HR policies across industries to reflect the new return to work reality are sure to become part of our reboot. All of this comes down to being flexible—having scenarios and making sure you are planning and building on a number of them. It’s essential to plan for potential hotspots, ask what happens if different sites experience a wave, consider what happens if technology doesn’t work, and plan for what happens if things fail.
Returning to the workplace isn’t just about bringing people back into physical spaces; it’s also about finding opportunities to adjust business models and workforce structures to thrive in a new era. Through protecting, planning, preparing, and revisiting, we can emerge stronger and more resilient.
Published on LinkedIn July 23, 2020