Bringing Back the Workforce: Science Meets Psychology
As part of our series of talks on GameChanging Leadership ‘BEST PRACTICES’ we wanted to share what CEOs, executives and investors are telling us about bringing back the workforce.
Bringing Back the Workforce: Science Meets Psychology
A big question companies are wrestling with today is “when is the right time to bring back some semblance of the workforce?”
The purpose of this note is not to recommend a timeline, but instead describe 3 factors that will motivate the workforce to come back to the physical office and be productive. While things like 5-day work weeks may never totally return, there is concern from executives that employees have adapted and even prefer working from home or perhaps have become a little complacent.
Based on over 100 recent conversations we have had with senior executives and investors; 3 factors have emerged that will impact employee engagement upon returning to work. Each of these factors integrate elements of science and psychology.
The analogy here is 9/11. Following the September 11 attacks, people around the world were quite apprehensive about getting back on airplanes and even entering tall buildings. But the science of how to screen people more comprehensively, whether in an airport or in the lobby of a tall building, and the psychological reinforcement that we as a society are serious about screening and showing a strong security force to protect people ultimately lowered the general public’s apprehension.
The 3 factors we mention are the following:
- Feeling Safe About Returning: All organizations must provide the appropriate physical environment, safety protocols and communications about post-COVID safety. Granted more and more people are getting vaccinated, but there is still and likely will continue to be concerns about future outbreaks. For example, will organizations still pack meeting rooms with 20 people when the table only seats 10? Clearly, legal liability is a front and center concern for organizations, so therefore, extreme care must be given to establish these office safety protocols. We believe if carried out properly, the key is helping employees see that through scientific evidence, their organization is taking the necessary measures to address the feelings and emotions that drive apprehension.
- Caring Leadership: All leaders must change a little. Some more than others. In addition to the duties and responsibilities of any leader’s job prior to the pandemic, care and empathy now take on a new critical role. Granted, the job of each company executive is to ensure that employees are delivering against the company plan, however, how the job gets done and how leaders take into account employee’s feelings and emotions has never been more important. This will be harder for some and easier for others, but simply listening to employees voice their concerns in a safe and caring manner will go a long way toward the healing process.
- Refinement of the Company Mission and Culture: We as a global community have gone through a scary journey together. Some of us have lost loved ones and certainly everyone has a unique story about how this pandemic has impacted their lives. In order for people to feel most connected to their company, organizations may need to refine their mission and culture taking into account the role global humanity plays in all of our lives. Ideally, this will reengage employees that there is some greater purpose their organization serves and if executed properly, will drive a deeper sense of loyalty and job satisfaction. Also, by driving this message to the customer, it can engage with them in a more meaningful way.
We are getting very close to the return of some new normal, but there will certainly be some bumps along the way. Therefore, bringing together the science and psychology in a way that connects with and motivates employees on a real personal level will be a central theme in the return to the workplace.
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