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

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Organisations need to be ready to confront the issues concerning a post-COVID–19 workplace. Business guidance and employee sentiment is changing rapidly. But, importantly, how we prepare our people and ensure we have plans in place to work together will be critical for recovery. Join us to explore how businesses can get ready and be best prepared to reintroduce employees to the workplace

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

  1. 1. Powered by Now, Next and Beyond: Preparing people to return to the workplace
  2. 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. 3. Tell us where you are dialing in from! What’s the weather like in your city?
  4. 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. 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. 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. 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. 8. Ensuring physical and psychological safety – the licence to operate 8
  9. 9. being protected from or unlikely to cause danger, risk, or injury. safe·ty /ˈsāftē/ 9
  10. 10. Need to understand and make room for people in very different ‘places’ 10 Not purchased. Find alternate 10
  11. 11. Now to Next… Now: Lessons learned Next: Actions to take 11
  12. 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. 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. 14. of respondents said they would prefer to be in the office. Only 19% Ref: Kantar via Hoxby (April 2020) 14
  15. 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. 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. 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. 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. 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. 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. 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. 22. 41% of employees likely to work remotely, at least some of the time, post COVID-19 Gartner HR Survey - April 2020 22
  23. 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. 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. 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. 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
  27. 27. Beyond… 27
  28. 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. 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. 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. 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
  32. 32. Questions?
  33. 33. Thank you.

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