Avoid creating a system that plays favorites or denies people the opportunity to improve. Treat people fairly. The last thing you want to do is feed into the panic. Their responses included: Meanwhile, cost-cutting, uncertainty, and the necessities of social distancing attenuate or alter the traditional organizational levers. 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. Here are some tips to keep your residents involved even during the COVID-19 pandemic. As a business owner, you can take advantage of this resource to provide financial support to employees and hourly workers. You can keep your team connected by using remote work communication technologies like Zoom, Slack, or Google Hangouts. Giving team members challenging assignments, Create a psychologically safe environment. Encourage team members to speak up and listen to what they say. Normalize asking for help. Use a video conferencing platform to hold virtual team meetings and create a workplace community. The circumstances of work have become more difficult. Recognize outstanding accomplishments during meetings or some other way. 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. Plus, you may want to provide extra flexibility and tolerate some background noise. How to Keep Employees Feeling Connected During COVID-19. Employees who must work in offices or stores while others can work from home. 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. Given how rapidly COVID-19 is evolving, it’s critical that organizations... 2. Apartment communities are a people-driven business, making social distancing and cutting off face-to-face communication difficult. With video conferencing tools like Zoom and Google Hangouts, it's easy to keep your regular meeting schedule. Performance may be based on factors besides the talent and motivation of the individual in question, such as job or market conditions. Organizations must focus on sustaining and boosting employee engagement during this uncertain time. This greatly increases the importance of managers. People are stretched to the limit: Don’t demand busywork or needless perfectionism. Engage your team in planning the response to COVID-19. One of the best ways to do this is to create a more flexible attendance and leave policy for hourly workers. Employees in Wuhan/Hubei area. Business School faculty. Likewise, investments in employees’ long-term prospects via continuing education/development or ownership options may allow for a discount in pay. Best practices include: Pay as well as competitors. We recently asked 600 CEOs: What is keeping you awake at night during this global pandemic? Overcommunicate. Together, determine what activities and responsibilities staff should be focusing on in the short term. Robin Abrahams is a research associate at HBS. 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? Connect with peers through social boards, team challenges, and social recognition. At the same time, be authentic and don’t condescend. calling or personal attacks. Onboarding and integrating new employees is also especially difficult. The implication for leaders: overcommunicate, and over-reinforce boundaries and expectations. The major issue with remote workers and motivation appears to be feeling isolated and second-class relative to the onsite workers. Creating a psychologically safe environment does not mean compromising on performance. This requires deciding what performance metrics are truly important and being consistent in their application. Thankfully, there are several online resources available to help fill this gap. Organizations can balance these drives by allocating rewards and resources for both traditional performance and for learning activities. In times of crisis, priorities can shift quickly. Especially good are rewards that will ease workers’ daily strains—deliveries, dog-walking, online entertainment or classes for children. 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. Celebrate not only splashy wins but the steadfast, regular business-as-usual activities that are now being accomplished under extraordinary circumstances. To … Offer help before it is asked for. The desire to have something valuable—a well-paying job with a good title, say—is the drive to acquire. In the words of CEO coach Sabina Nawaz, “Small and frequent performance guidance circumvents major corrections down the road and allows everyone to stay in sync despite distance and daily change.”. It’s okay if you don’t have all the answers—these... 2. How to engage and retain your employees during Covid One-on-one check-ins and discussions. Try to be positive in your communication but don’t over-promise. It’s crucial to help team members who work on an hourly and salaried basis feel equally supported. Founded in 1886, GAF has grown to become North America’s largest manufacturer of residential roofing and commercial roofing. On the organizational level this drive is usually met through the compensation and rewards system. A major and multifaceted concern that emerged is how to keep employees motivated when their world is crashing around them. Typing is faster than writing, but not when you’re first learning. As they navigate... 3. Employees need more communication in times of crisis, not less. These four drives—the “ABCD” of human motivation—are: The extent to which a job satisfies these four drives accounts for a large portion of how much an individual is motivated in their work. Both of these drives, likewise, can go to extremes. Gifts of consumable items are actually valued these days! The best way to increase engagement during video meetings is to start with an agenda. For example, if you say that everyone will be able to keep their jobs, make sure you can make that happen. NVIDIA, for example, moved annual reviews and raises several months ahead of schedule to help its employees weather the sudden disruption to their lives. Here are four employee engagement tips that can help your team stay connected and engaged. Employees confirmed or suspected of being infected and their family members confirmed or suspected of being infected. 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. A major part of management is to keep these two drives in healthy balance, for example by giving rewards for both individual and team performance. This is the very opposite of the drive to defend territory and status. Employers should keep employees and contractors updated on the situation and invite them to engage in the discussion. In many states, construction companies are considered essential businesses, so a company-wide plan for protecting worker safety during the pandemic is crucial. Ideally, this should be done at both the individual and group (organization and/or team) level. Learning requires openness, the willingness to fail and lose, to move into unknown territory. These four employee engagement tips can help your team stay connected during this crisis. ... says the company has created new Slack channels for engagement and also utilizes Slack’s … 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. If possible, do one-on-one check-ins with employees via phone, email, or video conferencing. Employee Engagement During COVID-19: Using Culture to Manage Stress, Maintain Productivity. Proactively and Openly Communicate with Employees. Learn about fresh research and ideas from Harvard There’s no quick fix. With so many companies in flux, it may be possible to get good discounts or in-kind exchanges of items that team members would appreciate. Less obviously, the drives to comprehend and to defend are also on opposite ends of the spectrum. Employee engagement is driven by conscious direct contact between manager and employee. Satta Sarmah Hightower is a freelance writer who covers business, healthcare and technology topics for a wide range of brands and publications. Let employees know that it’s OK to take a break to be with your children or just take a walk. You can hold meetings weekly or bi-weekly and use them to share updates and give employees a chance to raise questions or concerns. Sustain motivation. Where some job responsibilities may have decreased or stopped entirely, new priorities have popped up to take their place. Invite your team to come to you with problems, even if they don’t yet have solutions. Encourage them when necessary. 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. Encourage sharing of best practices. How can we be supportive while maximizing productivity? This should be based on metrics that are clearly tied to the company’s mission. "Prepare powerful presentations to keep them engaged and motivated and provide them with all possible updates through communication channels," advised Nina Krol, outreach manager at Zety. Because we are now closed and have no revenue, we asked senior staff to take a 50% pay reduction until we reopen. How do we help employees with work/life balance?”, “How to keep people engaged and connected and OPTIMISTIC in appropriate measure while so many have so many competing personal and business and health and family issues right now.”, “Keeping spirits high in a sales environment. 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.” Manage your teams during the COVID-19 disruption with insights from 100 of the world's largest companies. “Stay ahead of the game by inviting problems, not just solutions. 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. 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. This understanding can transform even mundane jobs. 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. ... you can host a variety of contests to keep your employees engaged. To prevent the spread … Remote working isn’t everyone’s cup of tea. The fact that sales was on the third floor and R&D on the second isn’t quite as relevant as it once was. Onboarding and integrating new employees is also especially difficult. All this added stress makes it challenging to keep employees engaged at work. Your comment may be edited for clarity and length. Keeping employees engaged during Covid-19 requires two things: connection and recognition. Note that we say performance, and not performers. Uncertainty around the pandemic itself, and its effect on industries and governments, have increased people’s comprehension and defensive drives. People are desperate for a chance to feel in control, as if they are making a difference. The implicit, almost unconscious ways we get information and reassure each other are lost when people go remote. The many unknowns of the pandemic mean that people’s overall need for comprehension and control is severely stymied. Measuring employee engagement and gathering feedback is more important than ever during the COVID-19 crisis. 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). Please look to your managers: Do they have what they need to lead and manage? Managers who meet their teams’ bonding needs: Start meetings with a check-in or opening ritual before diving into business. Establish Open Lines of Communication. This may be a good time as well to “[Challenge] employees to think more broadly about how they could contribute to making a difference for coworkers, customers, and investors.”. When this drive is negatively affected, people become fearful, resentful, and disengaged. They will be happy to try, I’m in the middle of having my new GAF HDZ roof installed. 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. The COVID-19 pandemic has forced many companies to change how they work and support employees, but implementing some of these strategies can help you make employees feel secure and valued despite these changes. Because of this, functions of leadership that may have been automatic must now be done explicitly and with intent. Encourage employees to tell you what they are doing well and how they are lifehacking. 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. But you can help your company – and employees – emerge stronger from the coronavirus pandemic with these top 10 engagement ideas. Therefore, employee engagement will impact how the organization recovers from the pandemic. Sincere, informed acknowledgement of these efforts can go a long way. Managers work within this system and their team members understand that they are constrained by it. Recipe contest? I believe this will be a marathon, not a sprint, and I will need help for the next many months to keep theirs and others’ spirits high so we can keep them for when we recover.”, “How to motivate a team that has been furloughed? Sharing resources like these will demonstrate your care for your team’s off-the-clock well-being. Sign your best salesperson up for those violin-making classes! If you want to help your employees feel connected and engaged, especially in times of crisis such as COVID-19, follow these 20 advices: 1. Everyone on your team can now add the line “ … during a global pandemic” to their list of job duties. Best practices include: Foster mutual reliance and friendship among coworkers. Our previous rules of engagement have gone by the wayside, so no one has definitive solutions. Boris Groysberg and Robin Abrahams. 1. Without direct oversight, “Relationships can all too readily slide into cutthroat competition or totally collusive bonding. They still receive benefits but no wages. LEON. The major issue with remote workers and motivation appears to be feeling isolated and second-class relative to the onsite workers. Follow. Furloughed or underutilized employees, especially, should be empowered to do continuing education—in things they are interested in, regardless of its apparent relevance to their jobs. The leveling effect of remote work may make this a good time for cross-team collaboration, assignment rotations, or peer mentorship opportunities. Engaged employees ask questions during meetings and show up to work on time every day. Colleagues are not going to overhear useful conversations while getting coffee. Tie rewards clearly to performance. Hi John You can combat some of the fear and uncertainty around the pandemic by making sure your employees know what you’re doing to protect their health while they’re working. Ensure their team members receive rewards and recognition. Top Best Practices for Managing a Remote Team. The graphic below displays the four-drive ecosystem. There is no point to encourage senior employees to mentor juniors, for example, but only reward them for time spent with clients. Employees joining the team during the response to the coronavirus. Organizations that can satisfy this drive for their employees will find them highly motivated in return. On the organizational level, this drive is usually satisfied through job design. Understand and empathize.. Click to share on LinkedIn (Opens in new window), Click to share on Pinterest (Opens in new window), Click to share on Twitter (Opens in new window), Click to email this to a friend (Opens in new window), Click to share on Facebook (Opens in new window), construction companies are considered essential businesses, GAF Rewards to purchase gifts or gift cards. Managers should continually connect their employees’ efforts to the organization’s higher-level goals. The drive to defend, though primitive—it’s rooted in the basic fight-or-flight response—is nonetheless complicated. Not all bonding has to be in the moment. Subcultures within organizations can differ as much as organizational cultures themselves. Teams that have only recently gone remote because of the pandemic have a few differences. When these actions come through one person—the manager or team leader—some integration automatically takes place. The best thing we as leaders can do is lean in. Managers must focus on maintaining frequent and regular connection with employees. A fruit basket looks pretty exciting. The COVID-19 pandemic has not altered these dynamics as much as it has intensified or complicated them: A big question remains. Employees need more communication in times of crisis, not less. This does not mean condoning unprofessionalism or abuse by any stretch—it means not putting the emotional burden on them to make you feel better about it. If they are not able to do this they need to be having conversations with their own bosses. Even if your strategy is still evolving, you can ease some of your employees’ fears by sharing how your company plans to move forward. The first is through whatever opportunities for learning, problem-solving, and creativity exist in the job itself. Acknowledge that! Employee Engagement; ... and encourage efforts to keep remote teams engaged and connected. Inspire and show recognition with intrinsic and extrinsic rewards. This should include abiding by social distancing guidelines and providing masks, hand sanitizer, and other protective equipment to your employees before they go on site. Copyright © 2018 GAF | All rights reserved. 6 Ways to Keep Employees Engaged and Connected During COVID-19 1. I wish they would have covered stuff in the attic before demolition of […]. There are two main ways that the drive to comprehend is satisfied on the job. We take a closer look at lessons learned through the experiences of employee engagement during COVID-19. So be transparent with your employees about your plans and activities in this period. 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. Listen to your employees, empathize with their greatest concerns, communicate frequently and confidently, and be flexible and supportive to meet their needs. Either extreme will harm the firm's performance.”. Fifteen of the top twenty drivers of employee engagement relate directly to an employee’s direct supervisor. Encourage employees to tell you what they are doing well and how they are lifehacking. Animals are concerned only with “mine” and “might.” For humans, the defense drive is combined with a sense of justice or fairness. 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. Here are four employee engagement tips that can help your team stay connected and engaged. Value collaboration and teamwork. “To keep our employees motivated, we are encouraging and hosting virtual social time. Conduct Regular Check-Ins. The second is through understanding the role and value of the job within the organization. Encourage sharing of best practices. There’s no silver bullet. 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. Managers meet the drive to comprehend by: Do “office hours” on videoconferencing to replace the informal conversations you once had in the office. At the moment our sales force has to work twice as hard for a quarter of the results. On the other hand, one becomes so determined to hold on to territory and advantage that they resist change and even information. Sorry, your blog cannot share posts by email. With our operations totally shut down by the government, we had to furlough 90% of our team. We have reduced the expectation of results but they still feel like they are losing every day. Get everyone on video. Make a clear distinction between mistakes and malfeasance. Boris Groysberg is the Richard P. Chapman Professor of Business Administration at Harvard Business School. 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. Engaged employees meet their deadlines. Encourage staff members to collaborate on a list of as many resources as they can find, like fitness apps with free trials, online therapy and meditation apps, food delivery apps, and credible websites with verified information about government-provided financial support. Game night? 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. In addition, now that many schools and daycares are closed, some of your employees may have to balance work with caring for their children. As states and communities balance reopening with social distancing and other COVID-19 safety protocols, uncertainty around the workplace persists. Share best practices and praise them. Zoom fatigue is real. 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. Many employees may avoid joining a remote session because of other family members in their home. Detail your company’s COVID-19 policy and how you will continue to nurture prospects or leads through email, text, and virtual face-to-face consultations. The holistic approach is worth more than the sum of its constituent parts, even though working on each part adds something. Keep employees connected to their team and to the company. Tell employees who have a cough or low-grade fever to stay home, and if necessary, self-quarantine. 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. Research by Harvard Business School Dean Nitin Nohria and colleagues suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. To be with your children or just take a closer look at lessons learned through pandemic. 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