How businesses can prepare for life in 2021
As we get ready to bid 2020 farewell, for most of us it’s likely to be a matter of ‘goodbye and good riddance’. This year has, without a shadow of doubt, been extraordinarily challenging for businesses of all sizes, with leaders forced to regroup, reshape and readjust to an onslaught of change.
But, as we prepare to ring in 2021, leaders should reflect on the events of this year and carefully consider what they would like the future to look like. What we have discovered is that amid the disruption and discord, there have been new opportunities to develop and transform the way we work.
Looking ahead, business leaders and HR should embrace the unique experiences and lessons of this year not to return to what we had pre-pandemic, but instead create a better way of working for everyone.
Embrace flexible working
This year saw the biggest impromptu ‘work from home’ experiment the world has ever seen and while it has been testing for both managers and employees at times, it has also shown that entire workforces are more than capable of working remotely.
It has provided employees, many of whom may not have had the opportunity to work from home before, the chance to realise the benefits of greater work flexibility. Research carried out by the Institute for Employment Studies discovered that over a third of people found working from home to be motivational, with employees citing increased autonomy, no longer needing to commute and being in an environment which enhances productivity as the leading benefits.
At JourneyHR, we have seen a growing number of leaders approach us to talk about employee engagement surveys – not only to understand how engaged and motivated their staff feel after the events of the past 12 months, but also to gauge their feelings about returning to the workplace next year.
Now is the time for employers to consider the role of the workplace and what their employees want from their working environment and recognise that for some individuals, this year will have shifted their priorities and changed their relationship with the office.
That is not to say a physical office is a thing of the past – for many businesses it will continue to provide an important space for employees to meet, collaborate and connect with one another. But employees should be given the opportunity, where possible, to find a working style to suit their needs and this means providing the flexibility to adapt working patterns and location.
Empowering employees to make their own choices will instil a level of trust, which is a core ingredient of any successful business. Research has shown that employees are more likely to recommend their employer, stay loyal to their organisation and go the extra mile if their employer offers flexible working.
But for flexible working to be effective, communication and setting clear boundaries will be vital. In the office we have the luxury of stopping at each other’s desks for a chit chat and those human interactions foster positive emotions. Leaders should attempt to recreate those moments as much as possible while staff continue to work remotely, catching up on the phone while making a cup of tea or encouraging the team to come together for virtual coffee breaks or group activities.
Leaders should also encourage employees to clearly set boundaries between home and work life, ensuring that everyone has sufficient time to “switch off” from the working day and refrain from contacting each other outside of working hours as much as possible.
Greater focus on diversity
The tragic death of George Floyd earlier this year sparked a tidal wave of conversation around racial equality and thrust the issue of diversity and inclusion in the workplace firmly into the spotlight. Sadly, figures have revealed that while some progress has been made, we still have a long way to go to create a level playing ground for all. A new report published earlier this year found that 37% of FTSE 100 companies do not have any ethnic minority representation on their boards.
At JourneyHR, we are proud to have helped many clients respond to the changing environment this year with a pledge of commitment to step up their own efforts to increase diversity. Every business, from the biggest corporation to the smallest SME, has a moral duty and responsibility to create a fair, inclusive and welcoming workplace for all.
But, what we need to be mindful of as we enter 2021, is that this doesn’t prove to be a flash in the pan. The momentum we have seen has been powerful and we need this energy to continue into the new year and beyond if we are to make to lasting change.
Buy-in from board level will be absolutely vital. Businesses cannot expect to drive meaningful change if leadership is not proactively engaged in the diversity and inclusion initiatives. As a starting block, leaders must have a clear understanding of how the company is faring on diversity, and how employees feel about the culture and HR will have a vital role to play in helping businesses to achieve this.
It can be all too easy for leaders to make assumptions about how they’re doing, but they need to take the time to really understand the make-up and level of inclusion within their organisation. This can take many forms from benchmarking company data against industry norms to employee surveys and focus groups.
However, true diversity is about far more than hiring diverse candidates. It is about building cultures that make everyone, regardless of background, feel welcome and valued because of their uniqueness. JourneyHR’s mission has always been to create great places to work and an inclusive and supportive workplace culture is central to that. Employees want to feel a sense of belonging and organisations should strive to create an environment that allows people to feel comfortable and safe being themselves. This is the same across all levels of diversity – from race and gender to sexuality, age, religion and neuro differences.
As we look to the new year, employers should revisit their values and ensure they’re promoting inclusive behaviours such as acceptance, honesty, vulnerability, empathy and personal responsibility, which will help build a culture that every employee can align themselves to. Encouraging open dialogue around people’s personal experiences and what they want from the workplace is another great way for businesses to understand where change is needed and what more can be done.
Training and education around diversity and inclusion will also be vitally important as we move forward. We can all be guilty of bringing unconscious bias into the workplace and regular training will ensure all employees understand what discrimination is and the impact of bias, as well as the role we play in supporting each other and breaking down barriers.
Building connections in a different way
What we have learnt as individuals during lockdown is that feeling isolated and out of sync with our normal routine can be hugely debilitating. According to mental health charity Mind, more than half of adults and two thirds of young people said their mental health had worsened during lockdown, while separate research found that people with no history of mental illness developed serious psychological problems for the first time during Covid-19.
With that in mind, it’s important that businesses continue to focus on building connections with their employees and taking care of their wellbeing.
Our team at JourneyHR has been running monthly HR gatherings for those who work in standalone HR roles so we can connect with one another, share knowledge, insight as well as our challenges and struggles.
If this past year has taught us anything, it is the importance of having a sense of community and connection to one another, even if we are not physically together and we should not lose sight of this even as we begin to regain some semblance of normality.
Businesses need to create a strong internal dialogue around the importance of mental wellbeing and ensure that employees continue to feel supported by their manager and colleagues. All employees right across the organisation need to be asking each other how they are and actively listening.
Managers should be scheduling regular one-to-ones and asking: ‘what can I do to help you become more productive and what more can be done to make you feel connected to the company?’ This doesn’t have to be in a formal setting, a virtual catch-up over a cup of coffee can be a great way to check in, letting employees know that there is support and help available.
It’s also vital that businesses go that extra mile to make sure all employees continue to feel a sense of purpose and understand the value of their contribution to the wider business. Employees should feel included in team decision making and be given the opportunity to share their feedback, head up projects or implement new ideas.
As HR professionals, our traditional focus has primarily been on looking after the business requirements. But this year has forced organisations right across the board to rethink their offering, and it will be HR’s role to create internal systems that keep employees focused, engaged and mentally well as we emerge from the pandemic into a different landscape.
Our challenge will be to become more creative, more flexible and positive, but as 2020 has proven, it is often in times of adversity and change that we find the strength, skills and tenacity to succeed.
“Over a third of people found working from home to be motivational, with employees citing increased autonomy, no longer needing to commute and being in an environment which enhances productivity as the leading benefits.”