Why we must improve our post-pandemic relationship with work

The novel coronavirus led us to re-evaluate almost every aspect of our lives. Where we live, how we work, what we do and how these things make us feel. Corporate workers are reassessing and opting for a change; in droves. This employee phenomenon is known as the ‘Great Resignation’.

From Asia, Europe, and the USA, I’m seeing more applications that reflect shifts in industry and job function as candidates look to leverage and transfer skills. There’s also a renewed focus on upskilling and taking new courses that look for growth and satisfaction. Candidates are taking an increasing interest in a client’s social responsibility efforts too. Increasingly discussions are covering what employers are doing for communities and the world around them.

We are redefining what it means to work.

Work was once only thought about as a means to earn, yet nowadays, many of us are left wanting more from how we spend our days. As employees consider leaving their unsatisfying and unfulfilling jobs in droves, how can leaders help their people find more meaning and purpose in their work? What actions can organisations take to create working environments that people arecraving right now?

Understanding your employees better.

Understanding people’s motivations and desire for change is an excellent place to start. The global pandemic made us take a step back; it heightened our awareness of what’s really important in our lives and accentuated what wasn’t suitable for us.

Crazy, busy morning commutes gave way to a more relaxed start to the day, asit-down breakfast perhaps, maybe some exercise, personal comfort or extra time with family. Only then, some of us realised the level of burnout we had been experiencing pre-pandemic and how work may have been negatively impacting our health and wellbeing. Jerking back into a pre-March 2020 workday isn’t so appealing when you’ve had a taste of an improved mix of work/life balance. ​

It’s not just the need for flexible working hours but more so allowing staff to make their own decisions and take responsibility for how, where and when they complete their tasks and projects. A more autonomous worker is typically a happier worker.

Control through rewards and incentives don’t promote desired behaviours or help retention . People are looking to do more than just achieve the standard or benchmark given to them. Today’s employees want to feel as though they are contributing to something bigger than the bottom line.

Employees are taking notes.

As an important stakeholder group, employees watch and react to how governments, organisations, and their employers navigate the health crisis.

How a business responds and reacts in times of crisis influences present and future talent. If people feel connected, bonded and proud of how their employers handled difficult situations, they’re more likely to hang around.

Being cutthroat and ruthless is out; doing the right thing is in. Research shows that a strong sense of shared purpose drives employee satisfaction. The organisations that do a good job articulating their values and positive contributions to broader society wherever possible will retain and attract the best people.

The evidence is clear, and people are talking with their feet. Leaders should listen to what their current and future employees need and want and factor this into the back to work policies. Giving teams leeway to operate in a working environment that’s flexible, autonomous and more conducive to better physical and wellbeing might just be what’s needed to quell the great resignation of 2021.

Please contact me if you’re looking to grow your team and establish positive connections for long-lasting results.