HUMAN RESOURCES

Leading People in the “Next Normal”

Ensuring current workforce emotional well-being

When we hear the terms “next normal” or “new normal,” we all have different reactions and feelings about them. So do our employees. Most just want to go back to “the old normal.” However, a lot By Kelly M. Renz, has changed over the past several MHRM, SHRMmonths, and we won’t simply SCP return to business as usual, even as business makes strides to recover. Organizations are already doing more with less when it comes to people, due to reductions and reorganizations, as we move into the COVID-19 recovery phase (and this is expected to last for months or years to come). You need to ensure you are providing the environment, tools and communications to keep your talent safe and focused. That said, workforce emotional well-being must be a factor in your current business strategy, and understanding the impacts for sustaining a mentally safe place for people to work will positively affect business results.

What is important to know about workforce emotional well-being right now?

When it comes to understanding the emotional wellbeing of employees, as leaders we must be in tune with meeting our organization where it is, not where we assume it to be. During a state of crisis, cultures morph and environments change quickly. We also know that, generally, as goes the leadership team, so goes the rest of the organization. Even if you think you know your organization well, the world has changed drastically around your people. That has

had significant effects on each one as a whole person, and it is time to check in with them again. Understanding what we call your “organizational DNA” is your competitive advantage of knowing your talent’s overall wiring. Knowing what makes your talent tick — and how to ultimately motivate your people to their highest performance — unlocks the real potential of your workforce, especially in tough times. For example, workforce research shows that nearly 60% of job performance is attributed to a person’s emotional intelligence (EQ), which is the degree to which they are able to accurately recognize, appropriately manage and socially apply their emotions to situations for the best possible outcomes. For some this comes easily, and for others it is far more difficult. Measuring the EQ of your organization provides keen insights into how well equipped employees will be and where you might need to augment.

How can you obtain current organizational DNA insights?

Employee data is powerful. Mapping the blueprint of your organization’s DNA — the pre-existing and innate organic characteristics, style, culture and competencies that are part of employee psychology — lays the groundwork for your road map. Without understanding the natural organizational DNA, initiatives and programs have a difficult time relating to the people and ultimately don’t stick. Assessment tools measuring motivation and EQ would be incredibly insightful, as would short pulse engagement surveys and small focus groups, all of which are ideal vehicles to get insights into your organization through data. Don’t wait for an annual process — it’s time to check in with them now without overcomplicating it.

What else should you consider about your workforce environment right now?

This is an opportune time for organizations to also objectively reflect on what they learned through this global health crisis and apply the best lessons to the new operating environment. Not all was bad — so what can you take away that was valuable?

What have we learned?

• Do you need to update your organizational structure?

How did leaders lead during this time? Who emerged to step up and lead? • What is really the essential work to be performed? Did you find any processes and procedures to be cumbersome or outdated? Can you make improvements? • What investments are necessary? What can you do without? • Consider the schedule impacts: How have flexible work schedules affected productivity and teamwork? • Do remote work options benefit your talent pool? How can you better leverage this way of working to attract and retain employees? How does this fit into recruiting and talent selection? • What was the overall effectiveness of different groups?

How was their responsiveness to the needs of each other, customers and vendors?

How and what should we communicate?

• Consider an employee survey about return-to-work or workplace concerns to get a sense of what is on their minds. It is not the same for everyone, and this will give “ This is an opportune time for organizations to also objectively reflect on what they learned through this global health crisis and apply the best lessons to the new operating environment.

you a pulse check to ensure concerns are being adequately addressed. • Publish clear workplace rules and guidance for health, safety and conduct, including how to solve issues that arise. You cannot possibly anticipate every situation, so go for the majority. Establish emergency procedures as well. • As a leadership team, review key employee connections: o What needs to change about communication and cadences of meetings and information sharing? o Hold a town hall and communicate the plans to return to a physical office environment to reset expectations as they are developed. Everyone will be adjusting again, and change is hard. o Forecast your talent needs early. Everyone will be ramping back up at the same time, and talent will evaluate new opportunities. o If you plan to hire employees who were laid off, are you keeping in touch with them? How will you know if they are still available to you? o How were clients or customers served during this time? You may wish to ask them as things settle. o Consider employee feedback sessions upon returning to “business as usual,” asking employees about what they experienced. Stop/start/continue discussions are excellent opportunities to explore positive changes.

Perhaps do these every month — as this is a very dynamic environment, and situations change quickly.

Kelly M. Renz, MHRM, SHRM-SCP, is CEO and professional EOS implementer at Novo Group. Contact her at 414-758-0269 or kellyrenz@thenovogroup.com.

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