It finally seems as though Wales is making a big step towards reopening, and as we have been hearing for some time, the “new normal” is going to be very different to life pre-Covid 19. It’s going to be a long process; we’re still a considerable way from any form of real certainty.
As part of my “day job”, I’m meeting with small groups of HR Leaders in Wales to talk about the challenges we face as they start the recovery, what we’ve learned over the past 18 months that we’ll be taking into the “new normal”, and things that, as leaders and people managers, keep us awake at night as we continue to grapple with the great unknown.
We’ve talked about returning to the workplace – the focus so far has been on preparing physically safe working environments for those who are returning through choice or necessity. But this is highlighting tensions between what businesses expect and what employees want – or feel ready – to do. Managing the transition to true hybrid working may well be one of the biggest challenges that we’ll have to face in our careers.
We’re hearing about flexible policies, procedures and guidelines that work in the here and now, but which can be quickly adapted in response to government guidelines. We can’t lose sight of the contractual issues as we flex people’s working lives – not because we we’re hell bent on dotting “I”s and crossing “T”s, but because we owe it to our people to give them as much security as we can.
Many are thinking about approaches and dilemmas relating to productivity – from trusting your people to do the right thing through every point on the spectrum to “if you can measure it, measure it”.
Inclusivity is a hot topic – managing hybrid teams requires new skills, and we’re hearing the new pandemic phrase “all on zoom or all in the room” as part of a move to ensuring a consistent experience.
And of course, whilst Covid has normalised discussions around mental health, we need to maintain the positive impetus, being aware of – and pre-empting – potential challenges as we move forward. Let’s not forget that this is all new to us too, and we need to identify and reach out to the support systems that will give us the very reassurance that we are giving others. Our people may also be struggling in ways that aren’t always apparent to us – our wellbeing policies need to encompass not just physical and mental health, but also financial wellbeing.
HR leaders have shown their resilience and value throughout the current crisis. The next challenge is to guide their people through the recovery.
We don’t have the answers, but by sharing experiences and supporting each other, we’ll realise that we’re not facing these big decisions alone, and can truly lead – rather than leap – into the unknown.