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LEADING THE W O R K F O R C E A playbook for transforming work through COVID-19 created by our Employee Experience Consulting Practice Introduction What defines a safe place to work? How to show up as leaders How to show up as managers Nurturing a culture of care THE OPPORTUNITIES IN DISRUPTION COVID-19 has fundamentally changed the social contract between employees and employers. Perhaps more than ever 54% before, it will matter to our people (and customers) whether we of respondents say how companies treat their workers demonstrate the desire and the ability to put the safety of employees is the most important thing and communities first. Providing psychological and physical safety they want to hear from businesses and brands during should be the minimum standard for preparing employees to return, the COVID-19 pandemic Benenson Strategy Group, The Pulse of whether it’s to an office, a factory line or a retail outlet. America: National Omnibus Study, March 2020. Leading the workforce 2 Introduction What defines a safe place to work? How to show up as leaders How to show up as managers Nurturing a culture of care The opportunity to The pandemic has taught us WHAT COVID-19 build resilience much that we wouldn’t have TAUGHT US ABOUT likely otherwise discovered about OURSELVES As we emerge in varying stages ourselves, our coworkers, our from COVID-19, reimagining clients and our partners. We Employee well-being and the workplace is an opportunity have an opportunity to take the company well-being are more to change the way we engage lessons learned from what we’ve closely aligned than ever. our employees and teams and experienced up to this point and COVID-19 has reinforced the improve their experience of translate them into our founda- idea that resilient individuals our businesses and brands. It’s tional approaches to change. This make resilient organisations. important to reevaluate prior- renewed sense of business adap- ities, shift resources and track tation and innovation can carry Promoting well-being can help how well employees are adapt- us beyond this moment, setting prevent stress and create posi- ing. But it’s also crucial to see up companies, leaders, managers tive working environments where that this current crisis is a poten- and employees for a successful teams can thrive—even under tial turning point for competitive future. Today you’re helping pressure. We’re reminded that differentiation. Employees and employees build organisational when we empower and care for their work spaces, a relationship resilience in a pandemic. Tomor- people, they adapt and do that may have been transactional row that resilience will be there amazing things. We just have in nature before, could become when you tackle new business to give them the tools, time and a source of transformation, models, new skills development culture to succeed. enriching your brand and busi- in the face of automation and ness for years to come. new capabilities to thrive. “ We always had a collaborative culture and a supportive one. We are engaging our employees more than ever.” — Tracy Keogh, chief HR officer at HP, in an interview with CNBC Leading the workforce 3 Introduction What defines a safe place to work? How to show up as leaders How to show up as managers Nurturing a culture of care How to use this playbook This playbook is focused on the practical considerations that will help you successfully plan for bringing people back into the workplace and build resilience within your organisations to better manage future shocks. We’ll explore the work in three main sections. First we’ll examine what makes a place safe to work for employees, then we’ll reflect on how to show up as leaders and, finally, as managers. Leaders must clearly determine the way forwards and show up for the organisation as a whole, and managers must help leaders refine and operationalise by helping employees adopt, adapt to and sustain changes within your working model. What defines How to show up How to show up Nurturing a a safe place to as leaders as managers culture of care work? Making people your Bridging people and The importance of business change psychological safety Empathy and compas- Getting clarity on 6 keys to creating a sion for organisational employee needs resilience psychologically safe Pinpointing and environment Purpose and planning addressing resistance for future resilience Safety in two main Managing change modes What to keep in mind day by day The case for a long-term as you plan remote working model Leading the workforce 4 Introduction What defines a safe place to work? How to show up as leaders How to show up as managers Nurturing a culture of care What defines a safe place to work? As companies move to bring The importance of How will we help employees feel A psychologically safe employees back to the workplace, psychological safety safe to manage circumstances environment leads to resiliency 37% they must pause to consider the that are not yet predictable in teams because they feel: of respondents effect COVID-19 has had on There is the very practical need (as if they ever have been)? everyone—leaders, managers and to rethink what it will take to Maybe a spouse is out of work. ▪ Secure and capable of do not agree that employees. Every individual has keep our teams physically safe Perhaps employees are caretak- changing their company will put their health and experienced some level of dis- in this new and changing envi- ing for someone who is ill. What ▪ Free to focus on collective well-being first in ruption in his or her professional ronment. New public health if schools and day care centres goals and problem- making decisions and personal life, and the impact and safety policies established open and then close again as new prevention rather than about the risk of cannot be overlooked. For most, at national and local levels will surges of COVID-19 develop? on self-protection the adjustments to work, school largely drive safety measures While employees manage the coronavirus and family routines have been for the physical space, company pandemic’s effect on their lives, ▪ Able to speak up about as of April 29-May 1, 2020. unsafe conditions without Forrester Research, Inc., significant and ever-fluctuating, procedures regarding meet- we must make work a psycho- Forrester’s Q2 2020 US requiring constant adaptation ings and gatherings, and rules logically safe place. Studies show retribution PandemicEX Survey 2. that can be exhausting—even if for employees’ personal safety that psychological safety greatly changes feel right. through social distancing and fuels effective and powerfully personal protective equipment resilient teams.† (PPE). But equally important is ensuring psychological safety. † Harvard Business Review, “High-Performing Teams Need Psychological Safety. Here’s How to Create It,” Laura Delizonna, August 24, 2017. Link → Leading the workforce Harvard Business Review, “Creating Psychological Safety in the Workplace,” Amy Edmondson, January 22, 2019. Link → 5 Introduction What defines a safe place to work? How to show up as leaders How to show up as managers Nurturing a culture of care 6 KEYS TO CREATING Safety in two main modes Safe at work. Establishing Safe at home. There will continue A PSYCHOLOGICALLY physical safety measures will to be a need for flexible work SAFE ENVIRONMENT While many assume that be crucial to feeling safe in the arrangements to help employees employees are eager to return workplace, but they alone will manage this disruption while Set the stage to normalise to the office, a recent Harris poll not be enough. Have a plan for still getting their work done. 1 uncertainty—it makes it revealed that most employees felt how you’ll embrace these meas- But working from home has its easier for everyone to talk they should not be required to ures in a way that is consistent hazards, too. Be cognisant that about it. return to the office if their work with your company or team cul- employees who continue to work could be done remotely.‡ Perhaps ture. Anticipate an effect on pro- from home are more susceptible Practise deliberate, active, schools are not yet admitting stu- ductivity as well as on employees’ to burnout. The same flexibility 2 clear, frequent and honest dents back, or family members emotional well-being in the gained by having no commute, communication. are immunocompromised and short-term of implementing a built-in kitchen, and the abil- employees cannot risk exposing these measures. Talk about how ity to change a load of laundry Continue to prioritise them. What if employees have employees in the workplace can or start dinner quickly can also 3 physical and mental health simply discovered that they work ensure they have what they need lead to a never-ending workday. and wellness. better, healthier and happier from those who remain work- Some may feel more indebted from home? For most organisa- ing from home. Give employees to an employer because they’ve Remind colleagues that tions, it will be imperative to look more than one way to address been given flexibility in working 4 they are not alone. at safety, broadly, through two their concerns about any of the remote. Others may not have major lenses: above in a way that feels safe. distinct boundaries between Reinforce to colleagues home and office. Regardless of 5 the importance of the the reason, remote employees work they do, connecting may overwork themselves, so it to purpose. managers must stay in tune. 6 Practise self-compassion of U.S. respondents agreed that “if the work is able to be done remotely, employers should and compassionate 84% not require their employees to return to the office until COVID-19 is no longer a threat.” leadership.

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