You may have heard of the “Great Exhaustion” – a new workplace term that embodies a workforce suffering from burnout or emotional exhaustion, which may be attributed to the office vs. remote wars and tensions from rising living costs/inflation.
Janet Candido spoke to Jennifer Keene for CBC’s Cost of Living to discuss why Canadians are feeling more burned out than ever before. Listen HERE.
This article was originally published in CTV News Toronto – written by Katherine DeClerq.
Months after the phrase ‘quiet quitting’ began to circulate social media, kick-starting a frenzied discussion about workplace boundaries and expectations, other similar buzzwords have started popping up.
First came quiet firing, in which an employer makes a work environment unsustainable so that a worker quits instead of the company fulfilling its termination process.
Now, the concept of “quiet hiring” is starting to become more pervasive. But what does it mean?
Similarly to the first two buzzwords, quiet hiring is not new, according to Toronto experts.
“It really only means that the organization is looking internally to find people it wants to promote,” Janet Candido, founder of Toronto-based HR firm Candido Consulting Group, said in an interview. “They're assessing their workforce and what they're looking for are employees who seem to be working not just working harder, but they're taking on job responsibilities that are beyond the scope of their own job.”
“So effectively, they've started already working on the job they want to be promoted to before the promotion.”
In these cases, employers are not promoting new positions and therefore reduce the chances of other workers feeling disgruntled when they don’t get the job, Candido added.
“They're recognizing that the person is already doing more than they were simply hired for.”
Nita Chhinzer, associate professor in the department of management at the University of Guelph, says the nature of the modern workforce is constantly changing. There is an expectation that a worker will take on tasks that may not specifically be outlined within a job description. Most businesses no longer include a specific list of tasks within job descriptions as a result. Lines such as “other duties as needed” can also be used to indicate the employee may be asked to perform roles outside of their expected scope.
However, Chhinzer adds that quiet hiring comes with its own risks. For example, there may be informal expectations that are never set by an employer, leading an employee to take on more responsibilities without the rewards.
“All employees are hoping for some form of incentive or reward, and the incentive or reward is often a pay bump or a raise, but it should happen simultaneously,” she told CTV News Toronto.
“Technically, if we're going to modify someone's job a lot, we should actually give them a new employment contract. But the truth is, in practice, jobs are fluid.”
Both Chhinzer and Candido said that a labour shortage provides employees with more leverage when it comes to having those discussions with their managers. It also could encourage companies to promote from within in order to retain the talent they have.
Employers are getting “a little bit more spooked,” Candido said.
“They might be losing employees without really realizing it. So they want to make sure they're paying attention and taking care of the people who are demonstrating more of a willingness to stay with the company and really work hard.”
The key to making quiet hiring work is communication. If a company is not transparent with their intentions, Candido says an employee may feel like they are being taken advantage of.
In these instances, it may be up to the employee to reach out and ask to be recognized for their efforts.
Chhinzer adds that employees should evaluate their capacity to add new responsibilities to their portfolio and not be afraid to ask that other tasks be removed.
“It's a desirable thing to have our jobs evolve. I think the challenge comes when new things are added without old things being taken off.”
This article was originally published in CBC News.
It may be a new year, but many employers are still relying on an old tool for evaluating productivity.
That would be the clock — against which so much of work is measured, despite ongoing changes in how, where and when work gets done.
Employers and employees can sometimes butt heads over what happens on company time, but in severe cases, an employee could be accused of time theft. And this issue is growing more contentious as employers monitor what remote workers are doing outside of the confines of traditional offices.
"Time theft is arguably an even bigger issue for employers at this time than it has been before," said Nadia Zaman, an employment lawyer with Rudner Law in Markham, Ont.
Time theft encompasses a broad range of behaviours — anything from taking longer-than-scheduled breaks or logging off early, to using work hours to do household tasks — all of which an employer would view as being contrary to what one should be doing while getting paid to work.
"Time theft is really when the person actually should be working and they're not," said Janet Candido, a Toronto-based HR consultant. "They're actively doing something else."
Zaman, looking through an employment-law lens, said it's essentially "when an employee is paid for work that they have not performed," or for time in which they were not actually working.
Many people might find themselves occasionally guilty, especially with the distractions of remote work. But the problem — and when it really becomes time theft — is when it becomes habitual.
Nita Chhinzer, an associate professor in the University of Guelph's department of management, said organizations go through a series of steps when cases of alleged time theft are identified. Once it's documented, that usually leads to progressive discipline, she said.
"It leads to a verbal warning, followed by a written warning, followed by dismissal in some cases," she said.
But Chhinzer said there are organizations that take a harder line that "theft is theft," and act decisively.
A headline-making case in Hamilton a decade ago, for instance, saw the southwestern Ontario city investigate and then take disciplinary action against dozens of municipal road workers it suspected of infractions that included time theft.
There were reports of road workers spending as little as two hours a day on the job. Some staff were fired, but most got their jobs back after arbitration.
Working life changed for millions of Canadians in 2020, when the pandemic forced organizations to send people home in a hurry. That left workers and employers having to adjust to the new circumstances.
"It's more of a problem with people working remotely, certainly," said Candido.
Zaman said there's not a lot of case law involving time theft disputes and remote work to point to yet. But the issue of time theft goes back further than that. The Canadian Legal Information Institute website (a database of legal documents) has well over 300 entries dating back to 1996 that mention the term.
"It's actually been around for a while," said Candido, who recalls advising clients, prior to the pandemic, on addressing the issue of people watching videos on cellphones during their workday.
News stories in recent years have revealed allegations of time theft being raised by a variety of employers — including an accounting firm, restaurants and municipal planning departments, and involving allegations ranging from employees billing for time they had not worked to people using their work time to conduct personal errands.
Zaman said time theft is a broad issue that may be raised in a variety of contexts and jobs.
"Typically we see it more in the context of hourly employees because of the nature of the work. But it doesn't mean that it can't happen for salaried employees," she said.
For many employers, the clock has long been a mainstay of how they keep tabs on what's getting done.
"Most employers don't know how to measure productivity in any other way," said Candido, the HR expert, noting that stance has spurred more of them to employ software to monitor the activity of employees who are working at home.
Organizations are using such tools to determine if the person who has logged onto their computer is actually doing work, she said. Just last week, The Canadian Press reported that a tribunal ordered a British Columbia accountant to pay her former employer more than $2,600 after a tracking software showed she engaged in time theft while working from home.
The University of Guelph's Chhinzer said this approach is rooted in "legacy thinking" about jobs being built around a strict schedule and a defined exchange of a certain amount of money for a certain amount of time worked.
"That's how we have thought about jobs for so long," said Chhinzer, who recently wrote in The Conversation Canada about the flaws of such clock-focused thinking.
It's also not the way that a lot of knowledge workers go about their work, she said.
"If we can find ways to be more productive, then we should still be compensated and rewarded to the same level for completing the work, without being penalized for our productivity," she said.
Paul Hutton, who works out of the Greater Toronto area, is a director in a private-sector company — a job that involves managing dozens of employees.
With a background in sales, he says he's long been used to working in an environment where people were successfully working outside an office.
While he says he gets that some companies may have previously had concerns about having people working from home, it's clear to him that it can work.
"You can achieve results ... you can do this remotely," he said, noting it involves putting trust in employees.
"Trust and honesty are critical," said Zaman, the employment lawyer, noting they may be even more so in situations where someone works outside of an office.
From Candido's perspective, the working world is seeing a broader erosion of the relationship between employers and their employees "starting with the pandemic and it's just getting worse and worse."
This article was originally published in CBC News.
Using email or video calls to deliver bad news fails to factor in the people on the receiving end, workers say
It was stressful enough for Fionn Kellas to suddenly lose their retail job. But getting the news via WhatsApp message rather than in-person made it worse.
"It was an absolute shock to me," said Kellas, recalling the hurt of being dismissed in a way that felt so abrupt and cold.
Months later, the memory of being laid off from a Toronto-area candy store is still painful for Kellas.
"I was crying."
Using technology to deliver this kind of bad news — whether via email, video call or similar tools — is an approach some organizations embraced during the pandemic, but employees and experts say it fails to factor in the people on the receiving end of job losses.
"I think it's another example of us really not getting our heads wrapped around the best use of technology," said Paula Allen, a senior vice-president of research and total well-being at human resources firm LifeWorks.
Thousands of employees at tech companies Meta and Twitter recently learned of confirmation of their layoffs in emails.
This was months after hundreds of U.K. ferry workers were fired via Zoom call. Workers at online car retailer Carvana learned of large job cuts in a similar manner in the spring.
While such mass terminations at large firms have made headlines, it's not just big business using these tools to part ways with staff.
For Kellas, the jarring WhatsApp-delivered news of employment loss came from the small store's manager.
"I've moved on from it, but it still is kind of a 'What the F?' kind of situation," said Kellas, who noted the manager could have made the moment a little less harsh by calling instead.
But a phone call may not be that welcome in all cases either.
Kelsee Douglas learned she was losing her job at a Saskatchewan hearing clinic halfway through her workday last winter.
First came an electronic message notifying her of a surprise meeting. Then came the phone meeting, during which she was told her employment was coming to an end — immediately.
"I was really, really shocked," said Douglas, who had been in the job for two and a half years.
Allen, the HR firm leader, said it's key that organizations provide employees with support — such as counselling and career coaching — as they adjust to their new reality.
She cautioned that employers may not know the full set of personal circumstances people are facing at the time of a layoff or termination notice — nor do they know how hard employees will take the news.
"A lot of people are dealing with many issues and coming into the office every single day and this is the one straw that makes it very difficult for them to see their next step."
Sixteen years ago, consumer electronics retailer RadioShack notified 400 employees they were losing their jobs via email.
Back then, prominent labour leader Bruce Raynor called it an "outrageous way to treat human beings."
But it's seemingly become more common, especially during the pandemic.
Cannabis company Canopy Growth used a Zoom announcement to lay off 200 employees back in 2020.
Just last year, 900 people at Better.com learned they were being let go during a much-criticized Zoom call.
And 700 people at Swedish payment company Klarna were told about cuts in a recorded message in May, after which employees reportedly had to wait for an email to find out if they were affected.
Janet Candido, a Toronto-based HR consultant, said she hopes the remote termination approach "doesn't become commonplace."
She said the use of these methods seems to have expanded during the pandemic. As a greater number of people began to use these tools to work remotely, that same technology was being used to let some of them go.
Camilla Boyer, a U.K.-based executive communications consultant, believes globalization has also contributed.
"Companies with employees spread out across the world don't have the option to gather everyone in one room or meet with them face-to-face in an office the way it may previously have been done," said Boyer, who has helped advise firms on layoffs in the past.
"That has given rise to the increased use of technology in carrying out reductions in force," she said in an email.
"I think the practice has good and bad sides," Martha Maznevski, a professor of organizational behaviour at Western University in London, Ont., told CBC News via email.
Maznevski said the process is "completely dispassionate and cold" and leaves little goodwill among departing employees. But it may also be an efficient way to share key information, particularly in organizations that are spread out geographically.
Nadia Zaman, an employment lawyer with Rudner Law in Markham, Ont., said "employers should be cautious in carrying out dismissals via video or other similar methods."
Aspects of these tools, she noted, may allow an employer to have discussions in a private and confidential manner.
In the long-term, Allen doesn't expect these practices to go away — people will continue to be hired remotely and let go in the same way in some cases.
No matter what the circumstances, she said consideration of the person should be at the centre of the process.
"I think it's the how it's done that needs a little bit more care."
This article was originally published for The Toronto Star.
Employers need to remain flexible with their back-to-the-office demands or they risk losing employees, HR experts say
Amanda felt she had no choice but to quit her job last spring when she was diagnosed with a chronic illness at the same she was asked to return to the office when COVID-19 cases were spiking.
The Winnipeg-based non-profit where she worked for seven years had lifted its mandatory mask requirements and Amanda, not her real name, had been diagnosed with chronic fatigue syndrome. She feared being left bed ridden for weeks or even months if she caught COVID-19.
Nonetheless, when her workplace asked employees to come in at least twice a week, she tried it for brief period of time.
“It was extremely stressful and I was constantly worrying about my health,” she said. “I was really disappointed. I know there were other people who also felt unsafe going maskless.”
Despite repeatedly raising her concerns to her supervisor, nothing changed. So she found another job that allowed her to work remotely full-time.
As the government eases pandemic restrictions, employers are expecting workers to return to the office. But human resource experts are warning companies to remain flexible with their back-to-the-office demands or they risk losing employees.
Employers “need to recognize people are concerned about coming back. They may be immunocompromised, or they may have immunocompromised people at home. They have very real reasons for not wanting to come back to work, so they need to respect those concerns,” said Janet Candido, a human resources specialist and owner of Candido Consulting Group, which provides HR services to 125 organizations.
“Tensions are definitely increasing between employees and employers,” Candido said.
But she urges employers to be more flexible. Unemployment is low and recruiting new talent could be difficult.
“Both sides are become very entrenched in their positions and raising tension. Employers are finding it very hard to hire at all levels,” Candido said.
To ease any brewing conflict, Candido advises employers to be compassionate and understanding of their employees concerns. She suggests setting up mental health supports and making masks mandatory in the office at the very least.
The number of job vacancies in Canada has reached a record high of nearly one million, while the unemployment rate remains low, Statistics Canada reported.
The combination could make employees less hesitant to leave companies that implement strict back-to-work policies or that fail to address health concerns.
As companies come under pressure to offer higher compensation to staff and to recruit skilled workers, the national average base salary increase for 2023 is projected at 4.2 per cent, according to a recent survey from consulting firm Eckler Ltd.
A recent survey by productivity software company OSlash about the “great disconnect” between bosses and workers found that 60 per cent of employers said they would offer employees a hybrid work schedule if they declined to return to the office.
Only 20 per cent would let employees go back to full time remote working.
Of the 800 work-from-home employees and 200 business leaders surveyed, nearly 80 per cent of remote workers believe their employers would fire them if they said “no” to a return-to-office mandate.
Meanwhile, 78 per cent of employees surveyed said they would be willing to take a pay cut to continue working from home, with Gen Z respondents being the most willing to do so.
“There’s a massive competition for talent for Canadian employers,” said Melissa Nightingale, co-founder of management training firm Raw Signal Group.
Nightingale cautioned that forcing resistant employees to go back to their pre-pandemic lives may drive away talent at a time when companies might be short staffed and when employees have “other opportunities that are often with direct competitors.”
The global shock of the pandemic has made people much more aware that anything can change at any given time, said Shimi Kang, a clinical associate professor at the University of British Columbia’s psychiatry department.
“People are rethinking their priorities including how they spend their time and their days. We’re seeing this play out in the ‘Great Resignation’ which has people choosing a better work-life balance,” Kang said.
Mental health concerns are another factor, said Kang.
“There’s increased anxiety, many people are burnt out and need a break and there are these big existential questions. People lost loved ones during the pandemic or fear losing loved ones,” she said.
“All of this makes people rethink how they spend their time. If the workplace isn’t a place of joy and connection and performance, then there definitely would be less interest in staying there.”
After 2.5 years of working from home, Canadians are preparing to head back to the office to work in person. For many this transition may cause some stress about the day-to-day workplace activities we may no longer be used to. Things like bringing in our lunch, wearing business attire and commuting again. Experts say these are real stresses for many workers.
Follow this link to listen to Janet Candido’s interview with Rubina Ahmed-Haq.
This article was originally published in CTV News.
Co-founder and CEO of Toronto estate management agency Willful, Erin Bury has announced that Willful has given their employees a ‘Work from Anywhere’ policy.
By summer 2021, vaccines were rolling out to the general public and there appeared to be a break between COVID-19 waves, so Bury once again opened her office up to employees by choice – but no one came, she says.
By that time, many employees had moved farther away from the office, or had adjusted to the routine of working from home. Bury says this realization, paired with employee feedback, prompted her and her husband to get rid of the space, take their company of just about 20 employees permanently remote, and implement a ‘Work from Anywhere’ policy.
The policy states employees can work from anywhere, and, as long as they are available from the 'core hours' of 12 p.m. to 4 p.m. EST, they can put whatever additional hours in they like.
Janet Candido, founder and CEO of Toronto-based human resources consultancy group Candido Consulting, says many companies are opting for a hybrid model right now, where employees work from home some days, and attend in-person others.
“Some people have developed a comfort level working from home, some are afraid of getting sick,” Candido told CTV News Toronto Wednesday. “Some have school-aged children, who can't go in one day because they have the sniffles… or immunocompromised people at home.”
“People are dealing with all sorts of different challenges. It's not that cut and dry.”
But no matter what policy companies choose, Candido says the successful companies tend to be the ones that provide more flexibility and listen to employee feedback.
“I always recommend when companies want to bring employees back to the office to consider the emotional and mental health of the employees."
This article was originally published by HRD Canada.
In the Great Resignation, should leaders take risks with harsh return policies?
Thinking of recalling your employees to the office? Be warned – there’s no ‘one-size-fits-all’ approach here. That’s according to leading HR consultant Janet Candido. Speaking to HRD, she revealed that HR leaders really need to tread carefully when looking at their remits.
“Everyone’s circumstances are different, and we can’t put them all in the same box,” she explained. “Some have children who may need to stay home from school if they exhibit symptoms; some are around elderly or immunocompromised family members at home.
“Employers, ask yourself – do you really need everyone to work out of the office? If the answer is ‘yes’, do you need them to be in every day? Think about the specific times you need people to be in the office – for instance, for project meetings, staff meetings or brainstorming sessions. Once you determine that, if feasible, perhaps say you need employees to be in the office at these times but are willing to remain flexible the rest of the time when a project meeting, for example, isn’t happening.”
This tug of war between employers insistent on an in-office return and their people who swear they can work just as well (or better) at home has been raging since lockdowns lifted. And HR is stuck firmly, and awkwardly, in the middle. For some, the middle ground of hybrid work has brought some relief – but it’s still not smooth sailing.
“I recommend that employers think beyond what is strictly legal and consider the emotional impact the past two years have had on employees,” added Candido. “While some are eager to return to the office full time, there are others who want a hybrid model or some don’t even want to come in at all. And they all have different reasons – comfort, fear, exhaustion. That’s why it’s a good idea to consider a period of transition that allows employees to ease into working in the office and make it a defined period of time.”
For example, employers may claim they’re are working towards having everyone back in the office as of January 1st. With that in mind, implement a flexible schedule – start with two days, then gradually move to three days, then to four.
There’s also the legalities of office recalls that HR needs to consider with care. Setting aside whether or not it’s a good idea to ‘alienate’ your people by stipulating in-office models, are you actually allowed to demand a full return to work?
“The employer has the right to determine where work will be performed,” stated Stuart Rudner, founder of Rudner Law, told HRD. "The only way that will change is if there's something in the contract (written, verbal or based on past practice) that says, for example, that the employee has the right to work from home - or has the right to choose where they work. Otherwise, even if they’ve worked from home temporarily due to the pandemic, it's still at the employer’s discretion to require a return to the workplace."
But even in the best of circumstances, you’re bound to encounter a couple of employees that are adamant in their fears of the office recall. And when these refusals centre around health concerns, HR needs to sit up and listen.
“Ask the employee what will make them more comfortable – can you work with that?” explained Candido. “Resist the temptation to become entrenched in your position. When that happens, you are less likely to come to a mutual understanding and may breed resentment. It’s also important to continue the dialogue so employees feel like their concerns are being heard. Lastly, provide access to mental health resources that will help employees overcome their concerns.”
Read the full interview in The Globe and Mail.
Until recently, human resources was largely dedicated to administrative tasks. Today, however, the department is core to business operations, as teams add new positions, adopt new skills and use new technologies to meet the needs of a rapidly changing work force.
Janet Candido explains that during the initial pandemic-caused transition to remote work, there was a general sense that such changes would be temporary. As restrictions eased and resignation rates skyrocketed, employee management, flexible work policies and recruiting became a top priority for organizations in Canada and around the world, she says.
“We have a labour shortage. Right now employees want what they want, and if you’re not prepared to give it to them they will go somewhere that will.”
Employees, who have spent much of the past two years under lockdown restrictions, are looking for more freedom, flexibility and greater mental health support. They also expect their employers to address pressing social issues head on.
The transition to hybrid work, a widespread mental health crisis, a reckoning on racial injustice, and the “Great Resignation” each brought significant challenges to HR practitioners, as well as opportunities. Meeting these moments, however, would have been nearly impossible with the resources, processes and tools that had historically been allocated to the department, according to Ms. Candido. Now, business leaders are making changes on several fronts for practitioners within HR. Many relate to diversity, equity and inclusion (DEI) and environmental, social and corporate governance (ESG).
With Ontario lifting mask mandates on TTC and in healthcare settings (doctor’s offices and hospitals), along with the rise of monkeypox, employers are once again facing the reality that some employees are still not comfortable with returning to the workplace.
Host Kelly Cutrara speaks with Janet Candido, HR expert and founder & principal of Candido Consulting Group, about how HR and employers can support/accommodate employees who aren’t comfortable with the office return due to health concerns, the benefits of enforcing a four-day workweek, salary increases due to inflation and employee retention, and more. Listen to the full interview below:
Read the full interview in Benefits Canada.
More than two years after the coronavirus pandemic shifted many white-collar employees to remote working, some employers are planning their return to the office — even if it means bringing staff back kicking and screaming.
“Employers need to understand their employees more than they have in the past when they just offered a salary and a standard benefits program,” says Janet Candido, founder and principal of Candido Consulting Group.
During the last two years, employees have only interacted with colleagues through virtual calls, so a transitional, hybrid period will give them time to adjust to in-person interactions again, she points out. And there are positive aspects of telecommuting that have made the working environment more pleasant for some staff, including fewer microaggressions and unconscious bias for minorities, more accessibility for employees with disabilities and more work-life balance for caregivers. A hybrid working arrangement would also help reduce employees’ stress about the impending return, she adds.
Candido cautions that reverting back to old processes and policies after a disruption such as the current public health crisis isn’t always wise. She believes it’s an opportunity to evaluate whether past decisions and practices still make sense, noting employers can leverage data and performance metrics to build new policies.
In addition, it’s important for employers to consider whether remote working has impacted their businesses negatively, says Candido, referring to considerations like revenue streams, employee productivity, quality of work and employee engagement.
Read the the full article in OHS Canada.
Monkeypox is now active and spreading in Canada, with 26 confirmed cases according to the most recent data from the Public Health Agency of Canada. With more than 250 reported cases in 23 countries – and on-going studies and discoveries about the disease – it may leave employers wondering about risks to their business, particularly as we’re just returning to normal following two plus years of COVID protocols.
More sick time likely
According to Janet Candido, founder and principal of Candido Consulting Group, the impact to business will circle back to the likelihood that more sick time will be taken – whether paid or unpaid – and that the anxiety about a new virus lurking can develop disruptive behavior in employees, in turn “impacting everybody’s ability to get the work done.”
The workplace landscape shows that employers and employees have gradually adjusted to the new ways business is done – hybrid work, and mask requirements included. However, Candido noted there are still “a significant number of employees who are less enthusiastic about returning to work.”
“There are a few reasons to that, and the main factors remain as the fear of getting sick and the unwillingness to adjust what has been comfortable for them in the past two years. It’s both specific to fear and comfort level,” said Candido.
With the spread of the monkeypox virus, Candido said it is vital for employers to keep communication to keeping safety procedures in place and recognize that not everybody in their workforce is ready to come back to work “like it was 2019 again.”
According to a new study from Microsoft, the wave of remote work caused by the pandemic is leading to a bigger – and more permanent – disruption to the workplace: hybrid working. This means that some employees may work from home while others go to the office, or a mix of both.
However, business leaders may be ill prepared to deal with this, from employees with a lack of home office supplies to unreliable internet connections. And, while productivity of working from home is high, so is employee exhaustion – with many feeling overworked and lacking a work-life balance. A number of employees are reportedly considering leaving their employer sometime this year -- a feat made easier with the abundance of remote working possibilities. This is supported by another study, by Robert Half, which found that one in three employees would consider quitting if they are required to return to the office full time.
But in order for a hybrid workforce to work well, the normal structure of the workplace needs to be updated. As offices in Canada prepare to reopen now that vaccinations are underway, what do employers and employees need to consider as they shift to the new workplace model?
Be Flexible: There is no single policy or plan that would likely fit all the circumstances of the hybrid work model, so ensuring a flexible work environment will promote productivity and help maintain a work-life balance. For example, some people may be strictly in-office, others strictly at home, and some a mix of both. Some may also put in time before or after typical 9-5 hours, so acknowledging that but still keeping emails and texts to within typical office hours will help prevent burnout. The time to experiment with a range of solutions is now.
Create New Norms: When part of the team isn’t in the office, it’s important to create new norms that are beneficial to both onsite and offsite teams. For example, in an office setting, if there’s a team meeting, everyone gathers in a conference room and bounces ideas off of each other or updates colleagues on their part of a group project. As a new norm, group meetings that include off-site employees should be conducted as if everyone is working from home, where onsite employees connect from their desks. This allows offsite employees to better hear and see their in-office colleagues and can help those working remotely to feel more comfortable participating.
Maintain Social Connections: Studies throughout the pandemic have shown that those who are able to maintain connections to their colleagues are more productive now than ever before. Encouraging colleagues to keep in touch, even about matters not related to work, is important. Setting aside time before or after meetings for colleagues to catch-up, setting up casual group chats via text or organizing regular video lunches are all ways that employees can maintain contact with one another.
Once a hybrid workforce has been established, there are a variety of benefits that everyone can take advantage of:
Freedom and flexibility of where and when to work. And with that autonomy, employees have an increased satisfaction of the job
With less employees in the office, costs of overhead are reduced as employers find themselves needing to rent less office space to accommodate the in-office workers
Since those who work best in the office can be in an office, and those who work most effectively at home can work from home, there’s increased productivity
A better work-life balance as a result of the hybrid model also encourages increased productivity, as it promotes mental wellbeing, prevents burnout and minimizes stress
COVID-19 has provided a stage for change to how the world works, and by implementing a hybrid work model now, you’re setting your business – and employees – up for success in the future.
