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Now, Next and Beyond:
Preparing people to return to
the workplace
Emma Nicol
Employee Experience
Practice Lead, UK
Welcome
Dayoán Daumont
Consulting Partner, EMEA
Ogilvy Consulting
Cheryl Ader-Dunne
Employee Experience
Practice Lead, US
2
Tell us
where you
are dialing in
from!
What’s the weather
like in your city?
Do you want
this deck?
It will be available for download
shortly after the webinar on:
slideshare.net/socialogilvy
And the recording up on
facebook.com/OgilvyConsulting
Today’s
session will
cover
• How do we foster the behaviours of collaboration,
creativity and sharing to continue to drive productivity
in a virtual environment?
• How do we encourage positive behaviours to thrive in
spite of technology restrictions?
• When there are technology limitations, what
pragmatic solutions can we put in place in the
moment to support teams?
81%
Life disrupted "a great deal"
or "a fair amount"
Employee disruption
will continue
BACK TO WORK
There’s no going back to the way it was
REMOTE WORK
100% of parents with kids home from school
Get comfortable
being uncomfortable
- US Navy Seals
6
How does an organisation’s actions, its
leaders and managers, processes, systems
and structures help employees interact
productively, feel safe and empowered,
and enabled to do their best work?
…
Now, Next and Beyond
7
Ensuring physical and
psychological safety –
the licence to operate
8
being protected from or unlikely to cause danger, risk, or injury.
safe·ty
/ˈsāftē/
9
Need to
understand and
make room for
people in very
different ‘places’
10
Not purchased.
Find alternate
10
Now to Next…
Now: Lessons learned
Next: Actions to take
11
69%
of respondents rated their companies
as doing very well or extremely well in
responding to the COVID-19 crisis.
Ref: Harvard Business Review:
(April 2020) How organisations are responding to the coronavirus pandemic 12
of business leaders said their workers were
more productive, with more than two-thirds
claiming remote working would be ‘the
future’ for their businesses.
52%
Ref: Harvard Business Review:
(April 2020) How organisations are responding to the coronavirus pandemic 13
of respondents said they would
prefer to be in the office.
Only 19%
Ref: Kantar via Hoxby (April 2020) 14
Lessons for now: Leaders
• Employees have demonstrated their ability to be
productive at home, at an accelerated pace
• The shift in working patterns and expectations
is permanent
• A portion of the workforce will always require
remote working capabilities
There is no back to normal. There
is a new normal, which will feel
different. And we don't yet know
what that difference will be like,
but it's not going to be the same
as it was before.
Paul Miller – CEO, Digital Workplace Group
15
Responsible leadership has taken on an even deeper meaning.
Actions for now: Leaders
1 2 3
4 5
Revisit your
organisational
purpose and values
Lead with compassion,
care and realistic
confidence about the
future to build trust
Recognise future
remote workforce
capabilities, needs and
plan for contingencies
Build team resilience
into your organisational
DNA
Develop a roadmap
that builds on remote
work successes
6
Test, learn and
adjust to find
systems and
processes that work
best for your team
16
Best Practices in Change Management - 2018 Edition
84%
employees ranked manager and supervisor
involvement in change initiatives as “extremely
important” or “very important”
17
The manager/employee relationship will change:
• Employees will look more intently to managers for
direction and to validate appropriate ways of working
• Increased expectations around a company’s
commitment to addressing the individual needs of
employees
• Building trust and demonstrating confidence in a
employee’s ability to perform successfully,
regardless of location, is crucial
About half of all U.S. employees -
remote or not - don't know what's
expected of them at work.
“COVID 19 has my teams working remotely –
a guide, Gallup, March 2020
Lessons for now: Managers
18
Managing employees requires a better understanding of
every individual’s circumstance, preferences and mindset.
1 2 3
4 5
Identify location, tools and
communications approaches
that support productivity,
collaboration, and inclusion
Review current
'state' of the individual
- how well they’ve
adapted to this point
Explore key areas of
resistance including
barriers to adopting
technology or
situational challenges
Model behaviours, trust and
demonstrate confidence in
the team to socialise and
validate new ways of working
and belonging
Define the specifics:
• Location
• Role
• Motivators and work styles
• Adaptability and resistance
Actions for now: Managers
(planning and preparation)
19
• Feeling left out
when remote
• Ace at all
technology
platforms
Additional areas for consideration: Flight risk, inclusivity needs
Example: Employee Engagement and Resistance Tracker
20
EMPLOYEE
GROUP:
What they need to
perform their role
LOCATION
PREFERENCE
MOTIVATORS AND
WORK STYLES
AREA OF RESISTANCE
ADKAR
ADAPTIBILITY COACHING PLAN
Corp. Marketing
Cust Service, Field
Sales, Operations
Corp Marketing
Connection, ability
to collaborate with
teams, access all
platforms
JAY
Remote,
In-office, Fluid
Intrinsically,
extrinsically-driven,
social, solo,, collaborate
Awareness / Desire
Knowledge/ Ability /
Reinforcement
Focus on virtual
engagement
opportunities
Encourage self-
direction
• Intrinsically motivated
• Clear directions for
specific projects
• Collaborates best in
person
KnowledgeFluid
Action plan to support
employee
1 2 3
4 5
Revisit the basics
like team objectives,
expectations, roles
and responsibilities
Establish small,
cross-functional
teams; think ‘agile‘
Strengthen
relationships by
building connections
and identify and pre-
empt stress
Normalise self-
direction by focusing
on outputs and quality
rather than processes
Increase employee
interaction and be
specific about needs
and support
6
Enable new ways of
working by assertively
promoting them,
providing clear guidance
and investing in
behavioural nudges
Actions for now: Managers
(day-to-day)
21
41%
of employees likely to work
remotely, at least some of the time,
post COVID-19
Gartner HR Survey - April 2020 22
• The perception that remote working is the
second-best choice has been challenged
• Employees’ adaptability and flexibility will
continue to be tested
• Employee wellbeing and company wellbeing
are more closely aligned than ever
Before the crisis, surveys
repeatedly showed 80% of
employees wanted to work from
home at least some of the time.
Global Workplace Analytics Study (April 2020)
Lessons for now: Employees
23
Employees are reconnecting with organisational purpose and values
and how they ‘show-up’ in everyday actions.
1 2 3
4 5
Address the anxiety
and awkwardness of
changes in workforce
Involve employees in
the shaping of
employee experience
so they are truly
aligned with purpose
Provide transparency
when communicating
new expectations or
responsibilities
Address the not being
seen bias by
acknowledging all
approved location
preferences and
implementing inclusive
processes
Anticipate culture
change and new
expectations to bring
whole self to work’
Actions for now: Employees
24
83%90% 84%
Willis Towers Watson - Deeper Dive into the Employee Experience
Implications of COVID-19 (22 April 2020)
believe their employee
experience is better
of companies believe their
culture has improved
believe employee
engagement has gone up
25
• Create a sense of belonging through proactive, tailored,
consistent communications from managers
• Translate team rituals and replace the water cooler
moments for all
• Build on the tools and processes successfully used for
collaboration, regardless of location
• Decide on level of informality that comes with remote work
• Assess (continuously) how unconscious bias manifests in
the remote environment
45%
newly
remote
experienced
remote
Sense of belonging
suffered at home
Lessons to create a culture of care
vs.
25%vs.
26
Beyond…
27
If leaders have a clear way forward,
human beings are amazingly resilient.
There is a documented “rally effect”.
“COVID-19: What Employees Need From Leadership Right Now,” Gallup, March 23, 2020 28
The impact of your actions
29
The commitment:
Act responsibly for your people
and the work they do.
The result:
Your customer experience and
brand reputation will reflect the
impact of these actions.
Purpose Continue to leverage your organisational purpose.
And if it doesn't feel relevant, it's time to change.
Productivity Plan for an adjustment phase – it was a transition to work
from home and it will be a transition to go back.
Performance
Be transparent about progress, set near-term targets and be
specific about how employees can contribute.
And if your plans are not working, change them.
Personal
Measure employees against current expectations,
relative to the conditions. Adjust accordingly.
Create an employee feedback loop, publish results and
share how you will take action.
30
We can’t control the crisis, but we can
control how we respond to it.
Remember, your employees won’t
remember exactly everything we said to
them, but they will remember how we
made them feel.
31
Questions?
Thank you.

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What's Next: Now, Next & Beyond - Preparing people to return to the workplace

  • 1. Powered by Now, Next and Beyond: Preparing people to return to the workplace
  • 2. Emma Nicol Employee Experience Practice Lead, UK Welcome Dayoán Daumont Consulting Partner, EMEA Ogilvy Consulting Cheryl Ader-Dunne Employee Experience Practice Lead, US 2
  • 3. Tell us where you are dialing in from! What’s the weather like in your city?
  • 4. Do you want this deck? It will be available for download shortly after the webinar on: slideshare.net/socialogilvy And the recording up on facebook.com/OgilvyConsulting
  • 5. Today’s session will cover • How do we foster the behaviours of collaboration, creativity and sharing to continue to drive productivity in a virtual environment? • How do we encourage positive behaviours to thrive in spite of technology restrictions? • When there are technology limitations, what pragmatic solutions can we put in place in the moment to support teams?
  • 6. 81% Life disrupted "a great deal" or "a fair amount" Employee disruption will continue BACK TO WORK There’s no going back to the way it was REMOTE WORK 100% of parents with kids home from school Get comfortable being uncomfortable - US Navy Seals 6
  • 7. How does an organisation’s actions, its leaders and managers, processes, systems and structures help employees interact productively, feel safe and empowered, and enabled to do their best work? … Now, Next and Beyond 7
  • 8. Ensuring physical and psychological safety – the licence to operate 8
  • 9. being protected from or unlikely to cause danger, risk, or injury. safe·ty /ˈsāftē/ 9
  • 10. Need to understand and make room for people in very different ‘places’ 10 Not purchased. Find alternate 10
  • 11. Now to Next… Now: Lessons learned Next: Actions to take 11
  • 12. 69% of respondents rated their companies as doing very well or extremely well in responding to the COVID-19 crisis. Ref: Harvard Business Review: (April 2020) How organisations are responding to the coronavirus pandemic 12
  • 13. of business leaders said their workers were more productive, with more than two-thirds claiming remote working would be ‘the future’ for their businesses. 52% Ref: Harvard Business Review: (April 2020) How organisations are responding to the coronavirus pandemic 13
  • 14. of respondents said they would prefer to be in the office. Only 19% Ref: Kantar via Hoxby (April 2020) 14
  • 15. Lessons for now: Leaders • Employees have demonstrated their ability to be productive at home, at an accelerated pace • The shift in working patterns and expectations is permanent • A portion of the workforce will always require remote working capabilities There is no back to normal. There is a new normal, which will feel different. And we don't yet know what that difference will be like, but it's not going to be the same as it was before. Paul Miller – CEO, Digital Workplace Group 15 Responsible leadership has taken on an even deeper meaning.
  • 16. Actions for now: Leaders 1 2 3 4 5 Revisit your organisational purpose and values Lead with compassion, care and realistic confidence about the future to build trust Recognise future remote workforce capabilities, needs and plan for contingencies Build team resilience into your organisational DNA Develop a roadmap that builds on remote work successes 6 Test, learn and adjust to find systems and processes that work best for your team 16
  • 17. Best Practices in Change Management - 2018 Edition 84% employees ranked manager and supervisor involvement in change initiatives as “extremely important” or “very important” 17
  • 18. The manager/employee relationship will change: • Employees will look more intently to managers for direction and to validate appropriate ways of working • Increased expectations around a company’s commitment to addressing the individual needs of employees • Building trust and demonstrating confidence in a employee’s ability to perform successfully, regardless of location, is crucial About half of all U.S. employees - remote or not - don't know what's expected of them at work. “COVID 19 has my teams working remotely – a guide, Gallup, March 2020 Lessons for now: Managers 18 Managing employees requires a better understanding of every individual’s circumstance, preferences and mindset.
  • 19. 1 2 3 4 5 Identify location, tools and communications approaches that support productivity, collaboration, and inclusion Review current 'state' of the individual - how well they’ve adapted to this point Explore key areas of resistance including barriers to adopting technology or situational challenges Model behaviours, trust and demonstrate confidence in the team to socialise and validate new ways of working and belonging Define the specifics: • Location • Role • Motivators and work styles • Adaptability and resistance Actions for now: Managers (planning and preparation) 19
  • 20. • Feeling left out when remote • Ace at all technology platforms Additional areas for consideration: Flight risk, inclusivity needs Example: Employee Engagement and Resistance Tracker 20 EMPLOYEE GROUP: What they need to perform their role LOCATION PREFERENCE MOTIVATORS AND WORK STYLES AREA OF RESISTANCE ADKAR ADAPTIBILITY COACHING PLAN Corp. Marketing Cust Service, Field Sales, Operations Corp Marketing Connection, ability to collaborate with teams, access all platforms JAY Remote, In-office, Fluid Intrinsically, extrinsically-driven, social, solo,, collaborate Awareness / Desire Knowledge/ Ability / Reinforcement Focus on virtual engagement opportunities Encourage self- direction • Intrinsically motivated • Clear directions for specific projects • Collaborates best in person KnowledgeFluid Action plan to support employee
  • 21. 1 2 3 4 5 Revisit the basics like team objectives, expectations, roles and responsibilities Establish small, cross-functional teams; think ‘agile‘ Strengthen relationships by building connections and identify and pre- empt stress Normalise self- direction by focusing on outputs and quality rather than processes Increase employee interaction and be specific about needs and support 6 Enable new ways of working by assertively promoting them, providing clear guidance and investing in behavioural nudges Actions for now: Managers (day-to-day) 21
  • 22. 41% of employees likely to work remotely, at least some of the time, post COVID-19 Gartner HR Survey - April 2020 22
  • 23. • The perception that remote working is the second-best choice has been challenged • Employees’ adaptability and flexibility will continue to be tested • Employee wellbeing and company wellbeing are more closely aligned than ever Before the crisis, surveys repeatedly showed 80% of employees wanted to work from home at least some of the time. Global Workplace Analytics Study (April 2020) Lessons for now: Employees 23 Employees are reconnecting with organisational purpose and values and how they ‘show-up’ in everyday actions.
  • 24. 1 2 3 4 5 Address the anxiety and awkwardness of changes in workforce Involve employees in the shaping of employee experience so they are truly aligned with purpose Provide transparency when communicating new expectations or responsibilities Address the not being seen bias by acknowledging all approved location preferences and implementing inclusive processes Anticipate culture change and new expectations to bring whole self to work’ Actions for now: Employees 24
  • 25. 83%90% 84% Willis Towers Watson - Deeper Dive into the Employee Experience Implications of COVID-19 (22 April 2020) believe their employee experience is better of companies believe their culture has improved believe employee engagement has gone up 25
  • 26. • Create a sense of belonging through proactive, tailored, consistent communications from managers • Translate team rituals and replace the water cooler moments for all • Build on the tools and processes successfully used for collaboration, regardless of location • Decide on level of informality that comes with remote work • Assess (continuously) how unconscious bias manifests in the remote environment 45% newly remote experienced remote Sense of belonging suffered at home Lessons to create a culture of care vs. 25%vs. 26
  • 28. If leaders have a clear way forward, human beings are amazingly resilient. There is a documented “rally effect”. “COVID-19: What Employees Need From Leadership Right Now,” Gallup, March 23, 2020 28
  • 29. The impact of your actions 29 The commitment: Act responsibly for your people and the work they do. The result: Your customer experience and brand reputation will reflect the impact of these actions.
  • 30. Purpose Continue to leverage your organisational purpose. And if it doesn't feel relevant, it's time to change. Productivity Plan for an adjustment phase – it was a transition to work from home and it will be a transition to go back. Performance Be transparent about progress, set near-term targets and be specific about how employees can contribute. And if your plans are not working, change them. Personal Measure employees against current expectations, relative to the conditions. Adjust accordingly. Create an employee feedback loop, publish results and share how you will take action. 30
  • 31. We can’t control the crisis, but we can control how we respond to it. Remember, your employees won’t remember exactly everything we said to them, but they will remember how we made them feel. 31