The various periods of confinement and the extension of “forced” teleworking have profoundly changed the attitudes and behaviors as well as the perceptions of managers and employees.
Teleworking has proven its worth and a good number of employees have taken a liking to the freedom it confers.
While it has many advantages, it should nevertheless be remembered the importance of renewing close and privileged social contact between employees and their structure, and between employees among themselves, to recharge their emotional batteries. Collective intelligence remains facilitated by real contacts.
Individual needs and collective sense
What do your employees want? What is the right rhythm for them on site and at home? What is best for their personal organization? Do these added needs effectively ensure the mission of your service? If this is not the case, it will be necessary to dialogue with your teams to find the right compromise.
Encourage face-to-face project and problem-solving meetings (or possibly in hybrid if one of the collaborators cannot do otherwise). We solve problems more easily and we are more easily creative face-to-face.
Recreate moments of simple conviviality: breakfasts, celebrate victories, celebrate birthdays, celebrate weekends or reinstate the principle of afterworks.
Rediscover the pleasure of individual interviews around a real (and not virtual) coffee and informal and impromptu moments during the working day.
Even if virtual team buildings have demonstrated their effectiveness, sharing real experiences together nourishes the emotional, unites the collective and develops the feeling of belonging to the group.
Stay flexible, and patient
The post-COVID will necessarily be different from the pre-COVID. You will not be able to take back freedoms won by the test of given evidence for several months. Everyone has found their spaces of freedom and will badly need to see them preserved.
Time helps situations and people to calm down and find new balances. Just as trust is built over time, it takes time for a team to find its cruising speed, particularly at a distance or in a face-to-face / distance mix. By practicing quality management and over time, the commitment, motivation and morale of the troops will return.
THE AUTHOR Sonia Levillain is a responsible management consultant. She also teaches management at the IESEG School of Management. This text is taken from his book “The small remote management toolbox”, by Dunod editions, 128 pages, 16.90 euros.