In the post-COVID era, managers will need to adapt to new work patterns. While some employees may yearn for the comeback of in-person social interactions at work, they have grown accustomed to the freedom that virtual work provides—from less time spent commuting to more time with family and pets.
Many people will like the opportunity to interact with coworkers in real-time, but will want to continue working from home.
Managers must implement some framework to guarantee that face time is prioritized in the workplace. Make a team calendar so that your days at work are more meaningful and centered on planned and unexpected relationships.
Many teams have had to adapt their meeting schedules in order to avoid spending hours in front of a screen with the introduction of Zoom fatigue. Many teams cut one-hour standing meetings down to 45 or even 30 minutes, and their meetings have been significantly more productive.
Companies have shifted to a remote work style at a rate and scale never seen before in order to avoid the spread of the coronavirus. HR professionals are worried not just about their employees’ health and well-being during the epidemic, but also about processing paperwork and providing comfort to the millions of workers who have been laid off or furloughed.
HR managers are attempting to keep on-the-job employees productive, motivated, engaged, and connected, all of which are moving objectives in the new normal.
Companies had a remote-work policy, but as you can guess, it wasn’t built to deal with a situation where everyone would work remotely when we were in the middle of a crisis.
Since schools and other supporting services have disappeared, our remote approach could not have predicted that hospitals and health care would be impossible to reach. The business policy did not allow employees to work from home if they were experiencing health issues or caring for children or other dependents.
The corporation quickly updated its remote-work policy to give alternative work hours and a level of freedom that it had never previously offered to its employees.
IT teams worked rapidly to develop solutions, purchase equipment, and enable remote access to our systems. These arrangements give temporary solutions for groups of employees that would ordinarily collaborate to create a game, such as animators, developers, and sound technicians.
Managers were also given the freedom to work with direct reports to design timetables that suited their work-from-home lifestyles.
The question now isn’t whether remote work will continue, but when it makes complete sense. It’s a basic concept. Working from home is great for jobs that are reasonably self-contained and can be readily shared from afar.
There may be times when your presence is required for specific duties. Good professional relationships and trust are developed over those cups of coffee and brunches. We won’t be able to replace them. However, we will be able to be more flexible in how we want people to work and achieve a better balance.
The idea that you must be physically there in order to be productive is completely incorrect. Whether the job is done at the office or not, leaders should be focused on how to make it inspiring, compelling, and engaging.