At the moment, experts, educators, and entertainers are releasing a great deal of content online due to public events being cancelled. Hi John Our collective sense of stability has been shaken, and even the most confident of employees are bound to feel insecure. Gifts of consumable items are actually valued these days! The leveling effect of remote work may make this a good time for cross-team collaboration, assignment rotations, or peer mentorship opportunities. Fifteen of the top twenty drivers of employee engagement relate directly to an employee’s direct supervisor. Engaged employees ask questions during meetings and show up to work on time every day. Understand and empathize.. Even without economic turmoil remote workers can develop negative attribution tendencies, such as assuming they were left off an email chain because they are being eased out when in fact a simple error might be to blame. This understanding can transform even mundane jobs. A fruit basket looks pretty exciting. Engaged employees spend half the day at their desks and half the day communicating with co-workers; Engaged employees frequently share exciting new ideas with their bosses. They will be happy to try, I’m in the middle of having my new GAF HDZ roof installed. Employees confirmed or suspected of being infected and their family members confirmed or suspected of being infected. Allow time for team members to process losses with new technology and altered ways of doing things. Either extreme will harm the firm's performance.”. To … Gift certificates for takeout to local restaurants, personalized miniature embroideries, and online classes in yoga (for adults) and improv (for kids) are only some of the creative rewards managers have given their teams. Employee disengagement is a huge risk during the COVID-19 pandemic and has the potential to hinder both long-term and short-term organizational viability. If possible, do one-on-one check-ins with employees via phone, email, or video conferencing. 6 ways HR can manage on-site employees during COVID-19 pandemic by Macy Bayern in CXO on April 22, 2020, 12:15 PM PST Gartner outlines six ways to keep workers safe and productive during … There is also the issue that over the next 18 to 24 months some people will return to the office while others continue working from home; this can lead to rival subcultures. Performance may be based on factors besides the talent and motivation of the individual in question, such as job or market conditions. Organizations with good reputations may be able to attract talent at a discount; the reverse may be true for stigmatized organizations. Engaged employees meet their deadlines. Several CEOs observed: On the positive side of the spectrum, CEOs report that their teams are eager to be motivated, to find meaning at work during this crisis. This requires deciding what performance metrics are truly important and being consistent in their application. Let employees know that it’s OK to take a break to be with your children or just take a walk. Engage your team in planning the response to COVID-19. For example, gifts and services are appreciated by people more than ever before. Think about creative bonding experiences—an online talent show? Acknowledge that! The first is through whatever opportunities for learning, problem-solving, and creativity exist in the job itself. LEON. The fact that sales was on the third floor and R&D on the second isn’t quite as relevant as it once was. Managers who meet their teams’ bonding needs: Start meetings with a check-in or opening ritual before diving into business. Instead, it means acknowledging that mistakes are inevitable, especially in times of learning and transition, and that success consists of surfacing errors and learning from them. Encourage sharing of best practices. To prevent the spread … Recognize outstanding accomplishments during meetings or some other way. Tell employees who have a cough or low-grade fever to stay home, and if necessary, self-quarantine. On the one hand, an individual or organization could become so intoxicated with experimentation and learning for its own sake that they have no strategy. Celebrate not only splashy wins but the steadfast, regular business-as-usual activities that are now being accomplished under extraordinary circumstances. Sharing resources like these will demonstrate your care for your team’s off-the-clock well-being. ... you can host a variety of contests to keep your employees engaged. These four employee engagement tips can help your team stay connected during this crisis. How to Engage Employees During COVID-19 1. This does not mean all jobs must be knowledge work, or that employees must work at the peak of their intellectual or creative capacity to be fulfilled in this drive. Inspire and show recognition with intrinsic and extrinsic rewards. 6 Ways to Keep Employees Engaged and Connected During COVID-19 1. Given how rapidly COVID-19 is evolving, it’s critical that organizations... 2. Actively foster employee trust and engagement. Uncertainty around the pandemic itself, and its effect on industries and governments, have increased people’s comprehension and defensive drives. Identify issues before they become a problem. Most people have encountered a team that performs well above—or below—the organizational norm. The implicit, almost unconscious ways we get information and reassure each other are lost when people go remote. The best thing we as leaders can do is lean in. As they navigate... 3. Animals are concerned only with “mine” and “might.” For humans, the defense drive is combined with a sense of justice or fairness. Sign your best salesperson up for those violin-making classes! Encourage sharing of best practices. But you can help your company – and employees – emerge stronger from the coronavirus pandemic with these top 10 engagement ideas. The drive to defend, though primitive—it’s rooted in the basic fight-or-flight response—is nonetheless complicated. Employee Engagement During COVID-19: Using Culture to Manage Stress, Maintain Productivity. Best practices include: Pay as well as competitors. You could also share information about local daycare centers that are still open for essential workers, use GAF Rewards to purchase gifts or gift cards for employees, and share links to continuing education and professional development courses online. Learn about fresh research and ideas from Harvard For example, if you say that everyone will be able to keep their jobs, make sure you can make that happen. If resources need to be cut, be clear about why. Not every employee will feel comfortable communicating in a larger forum, so let your team know there are other outlets available where they can voice their needs. Set clear expectations by which performance is evaluated. Boris Groysberg and Robin Abrahams. The desire to have something valuable—a well-paying job with a good title, say—is the drive to acquire. The Families First Coronavirus Response Act allocates funding to businesses with fewer than 500 employees to provide two weeks of paid sick leave and up to 12 weeks of paid family and medical leave. A course correction serves to hone the competitive edge (acquire), while improving understanding (comprehend), and, if it is delivered in a helpful and respectful way, strengthens the relationship between manager and employee (bond). You can keep your team connected by using remote work communication technologies like Zoom, Slack, or Google Hangouts. While improving the fulfillment of any one drive enhances employee motivation somewhat, the key to a major employee-motivation advantage relative to other companies comes from improving all four drives in concert. Avoid absenteeism and apathy. Here is a list of 15 ideas Digital Air Strike is doing and other small businesses can easily do to keep their employees engaged during this COVID-19 work-from-home period. Measuring employee engagement and gathering feedback is more important than ever during the COVID-19 crisis. So be transparent with your employees about your plans and activities in this period. Sincere, informed acknowledgement of these efforts can go a long way. Overcommunicate. When this drive is negatively affected, people become fearful, resentful, and disengaged. Avoid creating a system that plays favorites or denies people the opportunity to improve. On the upside, they have already built relationships and can leverage those. [This is the sixth installment in a monthly series on management issues in the time of COVID-19.]. Employee engagement is driven by conscious direct contact between manager and employee. Even if your strategy is still evolving, you can ease some of your employees’ fears by sharing how your company plans to move forward. It’s okay if you don’t have all the answers—these... 2. Apartment communities are a people-driven business, making social distancing and cutting off face-to-face communication difficult. Therefore, employee engagement will impact how the organization recovers from the pandemic. Colleagues are not going to overhear useful conversations while getting coffee. Encourage them when necessary. Not all bonding has to be in the moment. Explain the business case, give them time to process. Employee Engagement; ... and encourage efforts to keep remote teams engaged and connected. You can hold meetings weekly or bi-weekly and use them to share updates and give employees a chance to raise questions or concerns. Less obviously, the drives to comprehend and to defend are also on opposite ends of the spectrum. There’s no silver bullet. Here are four employee engagement tips that can help your team stay connected and engaged. Without direct oversight, “Relationships can all too readily slide into cutthroat competition or totally collusive bonding. It’s hard to replicate daily interactions with co-workers, casual encounters by the water cooler, or after-work drinks, but we are encouraging our employees to find time for virtual coffees, lunches, or even happy hours with their colleagues.” Workers who have been employed with your company for at least 30 days and can’t work because they are sick or need to care for a family member are eligible for this leave. Creating a psychologically safe environment does not mean compromising on performance. Our CEO took a 100% pay reduction.”. The many unknowns of the pandemic mean that people’s overall need for comprehension and control is severely stymied. On the organizational level this drive is usually met through the compensation and rewards system. In times of crisis, priorities can shift quickly. Teams that have only recently gone remote because of the pandemic have a few differences. If they are not able to do this they need to be having conversations with their own bosses. Job design may have to take a back seat to immediate needs at this moment because some companies may not be able to perform all of their usual functions, and others may be in all-hands-on-deck mode. For more tips, tools and updates, see the GAF Contractor Resources for managing through the pandemic. There is no point to encourage senior employees to mentor juniors, for example, but only reward them for time spent with clients. There are two main ways that the drive to comprehend is satisfied on the job. Give yourself permission to take the artificial boundary of 9 a.m. to 5 p.m. away.” Ragy’s statement highlights the importance of flexibility during COVID-19, when people may be dealing with a new working environment and new challenges at home. Harvard Business School Working Knowledge, Copyright © President & Fellows of Harvard College, Keep Your Weary Workers Engaged and Motivated, by Organizations that can satisfy this drive for their employees will find them highly motivated in return. At the same time, be authentic and don’t condescend. Satta Sarmah Hightower is a freelance writer who covers business, healthcare and technology topics for a wide range of brands and publications. Employees in Wuhan/Hubei area. Subcultures within organizations can differ as much as organizational cultures themselves. Keeping employees engaged during Covid-19 requires two things: connection and recognition. Here are the top 5 ways three Best Places to Work prioritized their people during COVID. 3 Ways to Keep Employee Morale Up During COVID-19. Onboarding and integrating new employees is also especially difficult. We plan on bringing them all back as soon as we are allowed to reopen, but for now they have no income from the company. Thankfully, there are several online resources available to help fill this gap. Here are some tips to keep your residents involved even during the COVID-19 pandemic. The COVID-19 pandemic has not altered these dynamics as much as it has intensified or complicated them: A big question remains. Founded in 1886, GAF has grown to become North America’s largest manufacturer of residential roofing and commercial roofing. People are stretched to the limit: Don’t demand busywork or needless perfectionism. Cost-cutting and remote work mean that both the acquisition and bonding drives are harder to meet via traditional means such as raises and team outings. The COVID-19 pandemic has likely stirred anxiety around public health and the economy in your employees. Recipe contest? Humans are motivated by four drives: acquire, bond, comprehend, and defend. Richard P. Chapman Professor of Business Administration, people are guided by four basic emotional needs, How Remote Work Changes What We Think About Onboarding, What Leaders Can Do to Fight the COVID Fog, It’s Time to Reset Decision-Making in Your Organization, What the Stockdale Paradox Tells Us About Crisis Leadership, The COVID Two-Step for Leaders: Protect and Pivot, [Challenge] employees to think more broadly, Unexpected Exercise Advice for the Super Busy: Ditch the Rigid Routine, Is A/B Testing Effective? Manage your teams during the COVID-19 disruption with insights from 100 of the world's largest companies. Learning requires openness, the willingness to fail and lose, to move into unknown territory. Managers work within this system and their team members understand that they are constrained by it. Giving team members challenging assignments, Create a psychologically safe environment. Zoom fatigue is real. Employees need more communication in times of crisis, not less. NVIDIA, for example, moved annual reviews and raises several months ahead of schedule to help its employees weather the sudden disruption to their lives. Managers who succeed at meeting their team members’ drive to acquire: Be exceedingly clear on metrics and priorities. Providing employees with opportunities for continuing education can be highly motivating. Managers should continually connect their employees’ efforts to the organization’s higher-level goals. With many restaurants, gyms, and other non-essential businesses closed, employees have limited outlets to relieve stress and entertain themselves outside of work. How can we be supportive while maximizing productivity? To help you communicate and engage with your remote employees during the pandemic, we've gathered 20 best practices for making remote work work for your teams. What can organizations and team leaders do to increase fulfillment of each of the four drives? Their responses included: Meanwhile, cost-cutting, uncertainty, and the necessities of social distancing attenuate or alter the traditional organizational levers. Because of this, functions of leadership that may have been automatic must now be done explicitly and with intent. Please give our technical team a call at 1-800-Roof-411. Organizations will need creativity in the coming months and years, and the most reliable recipe for it is to collide one way of thinking or body of knowledge up against another. Stay calm.. Keeping people in the loop is an incredibly effective way to drive employee engagement. A former journalist, Satta holds a bachelor's degree in journalism from Boston University and a master's degree in journalism from Northwestern University's Medill School. Ideally, this should be done at both the individual and group (organization and/or team) level. Best practices: Processes must be transparent and fair, and their transparency and fairness must be communicated to employees. Keep employees connected to their team and to the company. ... says the company has created new Slack channels for engagement and also utilizes Slack’s … This will encourage people to come forth with questions, and with observations and suggestions that might not seem important enough for a full meeting. The circumstances of work have become more difficult. Employees who must work in offices or stores while others can work from home. Are they leading, managing, and motivating their employees during these difficult times? Employees whose contracts will end soon. To some extent this is because of the balance required between two pairs of drives. Consider saying, ‘In our current world, we all have questions, few people have answers. Encourage employees to tell you what they are doing well and how they are lifehacking. Try to be positive in your communication but don’t over-promise. When these actions come through one person—the manager or team leader—some integration automatically takes place. Remote working isn’t everyone’s cup of tea. There’s no quick fix. The drive to defend is the desire to be known to have deserved the job and gotten it fairly, and to believe that the job will not be capriciously taken away. COVID-19 Pandemic: Supervisor Tips & Tools for Motivating Remote Staff to Stay Engaged and Productive This guidance is designed to support supervisors in helping to keep University of Pittsburgh employees engaged and productive while working remotely during the COVID-19 pandemic. 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