How to support employees in post-pandemic
By
Ellen
Published on
Oct 18, 2024
Quantitative research provides clarity. According to the latest Gartner figures, employees are neither psychologically better nor worse off than before COVID-19. Figures can be deceptive in this case. The numbers show that about 1/3 have psychological difficulties, 1/3 are faring well, and the remaining group sees no change. So, the average shows no change. Supporting Your Employees: Support is the right word. Through transparency and empathy, you build trust with your employees. Provide your employees with genuine information about the ins and outs of the organization. The good moments, but also the failures. Take the time to really listen to them, don’t fill in the blanks, and ask further questions. Do you want to learn how to ask deeper questions? For example, read the book "Socrates on Sneakers" by Elke Wiss. She clearly explains how to seek depth in a conversation without it becoming awkward.
Communicate the company's goal often, clearly, and with examples. What role does your employee play in achieving the company's goal? Your colleagues want to be meaningful and contribute more than ever. The work increasingly needs to contribute to a sense of purpose. For this, read the book "Scaling Up" by Verne Harnish. A whole chapter is dedicated to your people; how to motivate and involve them in the growth of your company. Share information in various ways and at a frequency that you can sustain. Consistency is key!
Collaboration with direct colleagues. Energy drains quickly if direct colleagues do not communicate well with each other. An open door, but this collaboration is the basis for good personal results.
Let team leaders guide, not lead. Exercising control is disastrous for results. Inform your employees about the results that need to be achieved, provide them with the tools, resources, and explanations, but above all, the support. Ask questions like: What do you need from me? How can I further assist you? And what are your ideas? There are hundreds of better questions to ask, but you get the point.
Leave it to your HR manager to create the connection between different departments. Prevent silos, blame, and bullying. Connection doesn’t mean sitting together on a retreat, but ensuring points 1 and 2 are addressed.
Research provides clarity. So, also research what is happening with your employees. Often, it helps if you do not do this directly yourself, but involve your HR, team leads, or those colleagues everyone turns to, the natural leaders. Ask for help. Your employees will appreciate it.
Quantitative research provides clarity. According to the latest Gartner figures, employees are neither psychologically better nor worse off than before COVID-19. Figures can be deceptive in this case. The numbers show that about 1/3 have psychological difficulties, 1/3 are faring well, and the remaining group sees no change. So, the average shows no change. Supporting Your Employees: Support is the right word. Through transparency and empathy, you build trust with your employees. Provide your employees with genuine information about the ins and outs of the organization. The good moments, but also the failures. Take the time to really listen to them, don’t fill in the blanks, and ask further questions. Do you want to learn how to ask deeper questions? For example, read the book "Socrates on Sneakers" by Elke Wiss. She clearly explains how to seek depth in a conversation without it becoming awkward.
Communicate the company's goal often, clearly, and with examples. What role does your employee play in achieving the company's goal? Your colleagues want to be meaningful and contribute more than ever. The work increasingly needs to contribute to a sense of purpose. For this, read the book "Scaling Up" by Verne Harnish. A whole chapter is dedicated to your people; how to motivate and involve them in the growth of your company. Share information in various ways and at a frequency that you can sustain. Consistency is key!
Collaboration with direct colleagues. Energy drains quickly if direct colleagues do not communicate well with each other. An open door, but this collaboration is the basis for good personal results.
Let team leaders guide, not lead. Exercising control is disastrous for results. Inform your employees about the results that need to be achieved, provide them with the tools, resources, and explanations, but above all, the support. Ask questions like: What do you need from me? How can I further assist you? And what are your ideas? There are hundreds of better questions to ask, but you get the point.
Leave it to your HR manager to create the connection between different departments. Prevent silos, blame, and bullying. Connection doesn’t mean sitting together on a retreat, but ensuring points 1 and 2 are addressed.
Research provides clarity. So, also research what is happening with your employees. Often, it helps if you do not do this directly yourself, but involve your HR, team leads, or those colleagues everyone turns to, the natural leaders. Ask for help. Your employees will appreciate it.
Quantitative research provides clarity. According to the latest Gartner figures, employees are neither psychologically better nor worse off than before COVID-19. Figures can be deceptive in this case. The numbers show that about 1/3 have psychological difficulties, 1/3 are faring well, and the remaining group sees no change. So, the average shows no change. Supporting Your Employees: Support is the right word. Through transparency and empathy, you build trust with your employees. Provide your employees with genuine information about the ins and outs of the organization. The good moments, but also the failures. Take the time to really listen to them, don’t fill in the blanks, and ask further questions. Do you want to learn how to ask deeper questions? For example, read the book "Socrates on Sneakers" by Elke Wiss. She clearly explains how to seek depth in a conversation without it becoming awkward.
Communicate the company's goal often, clearly, and with examples. What role does your employee play in achieving the company's goal? Your colleagues want to be meaningful and contribute more than ever. The work increasingly needs to contribute to a sense of purpose. For this, read the book "Scaling Up" by Verne Harnish. A whole chapter is dedicated to your people; how to motivate and involve them in the growth of your company. Share information in various ways and at a frequency that you can sustain. Consistency is key!
Collaboration with direct colleagues. Energy drains quickly if direct colleagues do not communicate well with each other. An open door, but this collaboration is the basis for good personal results.
Let team leaders guide, not lead. Exercising control is disastrous for results. Inform your employees about the results that need to be achieved, provide them with the tools, resources, and explanations, but above all, the support. Ask questions like: What do you need from me? How can I further assist you? And what are your ideas? There are hundreds of better questions to ask, but you get the point.
Leave it to your HR manager to create the connection between different departments. Prevent silos, blame, and bullying. Connection doesn’t mean sitting together on a retreat, but ensuring points 1 and 2 are addressed.
Research provides clarity. So, also research what is happening with your employees. Often, it helps if you do not do this directly yourself, but involve your HR, team leads, or those colleagues everyone turns to, the natural leaders. Ask for help. Your employees will appreciate it.
