THE PANDEMIC HAS TRIGGERED A RESET OF THE WHOLE EMPLOYER/EMPLOYEE BALANCE AND THE RULES OF ENGAGEMENT HAVE SHIFTED TO A NEW AND UNFAMILIAR DIMENSION. CONCURRENTLY, LOW LEVELS OF UNEMPLOYMENT AND TOUGH COMPETITION FOR TALENT ARE MANIFESTING AND AN EXHAUSTIVE BATTLE FOR ATTRACTION AND RETENTION COMMENCES, HITTING BACK-ON-TRACK BUSINESS AMBITIONS.

Employee expectations have been drastically elevated and many are no longer prepared to endure a sub-standard employee experience. They want more engagement, more of a voice and flexible, remote working that is fitted as standard. Indeed, there are clear signs that employees have used this time to reflect on what they want from work and this needs to be taken seriously, as the future of work takes form. There are potential gains for employers too – no longer constrained by geography or technology – talent can be recruited from a much wider talent pool. But of course, that cuts both ways, as it also means employees have more options and are less likely to settle for an employer that doesn’t tick all of the boxes, all of the time.

As the world recovers from the trauma of the last few years and adjusts to ongoing uncertainty, a culture that fits the hybrid frame is of paramount importance. Inclusive, diverse and proactive culture has of course always been an essential, but what it represents must change with the times, not be fixed to some legacy vision from halcyon days past. This includes reassessing and recalibrating existing dynamics – putting remedial strategies to aid healing – as well as adjusting to heightened expectations of communications and engagement. Importantly too, the era of elitist advantage is history, the Digital Employee Experience (DEX) must be inclusive and accessible to all. Accessible communications across the board, which meet employees where they are – in a way that works for them – will be central to creating a positive working environment, at the same time as ensuring everyone around the business understands any new work parameters and policies.

As hybrid working takes shape, the lines between work and home are becoming increasingly blurred and people will need to be supported, as they adjust to the new dynamics. The “always on” mindset has all the potential for creating mental health issues, if balances are not struck and support is not provided during the transition stages. Everyone – regardless of job or level – needs to switch off, refresh and recharge. While IT and communications play a key role in delivering this, the most important element is that managers lead by example consistently and authentically and demonstrate to their teams that it isn’t just OK to turn off notifications, it is expected. They must quash any notion that being ‘always on’ equates to great performance. Managers and leaders, being confident in setting boundaries for themselves and their teams, shows that the business prioritises a happy and healthy workforce, that is focused on results, rather than attendance. Providing employees with a workplace that meets their expectations and enables them to do their job to the best of their ability – while striking a positive work-life balance – is so crucial to a positive and sustainable outcome. As we all know, employee satisfaction has a direct impact on recruitment and retention, as well as customer experience which, in turn, influences the bottom line in so many ways. Beyond the significance of the bottom line, business leaders also have a moral responsibility to ensure and promote a healthy work-life balance for their teams.

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