The Covid-19 pandemic has been a difficult time for everybody and especially hard for some, with businesses and jobs lost and lives disrupted. However, while it may seem strange to consider, there are some positives we can take from it.
The change in working patterns and organisational structure has allowed for an unparalleled shake up when it comes to workplace dynamics and how we manage our professional relationships.
Here we outline four ways the pandemic has had a positive effect on the workplace.
The pandemic and the resultant lockdowns effectively forced certain working practices to change. Many employees were not allowed to enter offices and remote working was required for months on end. Since the UK has returned to the ‘new normal’, many of these virtual working practices continue to remain possible, allowing employees greater flexibility in their work arrangements.
The ability to choose how, when, and where to work, has given employees much greater freedom to arrange their lives as they desire, and business results have not suffered. In fact, in a lot of cases employee motivation has risen as the burden of everyday commutes has lessened and individuals are able to maintain a healthier work/life balance.
With face-to-face contact highly restricted during the pandemic, businesses had to develop ways to improve communication among their staff. This led to a more concerted effort by all to stay connected, having more regular virtual team meetings and one-to-ones, and organisations quickly improving the infrastructure for digital communication to allow for this.
It also brought to the forefront what may have been taken for granted before, such as the importance of listening and the value of strong working relationships. These insights have persisted into the post-Covid era as employees embrace hybrid working patterns, leading to a greater appreciation of the instances when people do get the opportunity to work and connect face-to-face.
The necessity of remote working made it harder for managers to closely monitor their staff and manage chains of accountability on shared tasks. While this initially felt uncomfortable for some, predictions of employee alienation and lower productivity have not been borne out in practice in most workplaces. In fact, there have been evidence of increased positive effects, such as a rise in trust between employers and employees, and greater transparency as a result. Greater autonomy has allowed staff to work in ways that are more conducive to their strengths and personal body clock, as well as balance family commitments, and all the while increasing job satisfaction and performance. In some cases, it has even reduced incidences of sickness.
As the pandemic wore on and government regulations came into force to manage the spread of COVID-19, the concept of personal boundaries became highly significant across society. With every Zoom call, we also found ourselves being allowed more and more into the private spaces of our co-workers, giving us an increased understanding of our their lives and connecting with them in unprecedented ways. While life has moved back towards normality, many people have retained a greater consideration and respect for the preferences of others, even when they differ from their own. Many employers have also continued to consider how they can help individuals to balance personal commitments, what levels of social engagement employees are comfortable with, and how they can keep safeguarding their people, especially those facing health and family stress factors. Such considerations bring our interpersonal reflections to the forefront, creating a positive and lasting effect on our working relationships.
GRA has over three decades of experience and expertise in providing team and leadership development programmes for a range of industry sectors. We now offer a blended learning experience, inspiring people to be their best in the workplace and fostering positive relationships. Get in touch today to find out more.
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