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December 14, 2020

Creating a High-Performance Work Culture After COVID-19

Creating a High-Performance Work Culture After COVID-19 to Boost Employee Productivity. 

The current pandemic has impacted people in ways that many never thought imaginable. People who have never struggled with motivation and work ethic before now find themselves in the midst of a  digression that begs for release. Those who have never been forced to transform their home environment into a functional workspace are having to do just that, while also balancing children out of school, waylaid plans, and sick family members. When businesses can get back to normal, how does a company focus on getting their employees back up to par? Creating a high-performance work culture is effective in boosting employee productivity.

Creating a High-Performance Work Culture After COVID-19

People Focus is Key

Creating a high-performance work culture after COVID-19 is going to fall on the responsibility of the managers and leaders within the business. While this statement is already true in many aspects, with the increasing work-from-home necessity and capabilities, fostering this culture from a remote standpoint is going to be even more difficult. Enforcing face to face time through video conferencing is essential in building a proper relationship that will grow trust and transparency in a difficult situation. Managing without micromanaging, consistent contact, and being open, honest, and upfront will all go a long way in growing a great working relationship. Minor employee incentives can often go a long way as well. Even just bringing in donuts to let your employees know that you’re thinking of them can provide a boost to morale.

Tracking Metrics Will Look Different

Performance metrics that may have been simple to track in the past have become more difficult to do so. Leadership will be faced with the difficult task of tracking performance remotely without seeming intrusive or untrusting. Developing a level of trust and an overall good working relationship with employees will allow these metrics to be implemented without the employee feeling as if management is looking over their shoulder.

One key to creating a high trust and high-performance work culture after COVID-19 may revolve around tracking soft skills as much as high-performance metrics. It’s important that management roles don’t undermine the difficulty of the pandemic situation and the anguish that many people have gone through. Consistently good performance should be recognized, no matter how small. For many, even a few simple words of encouragement can go an extremely long way. And make sure you’re doing this one on one. Simply giving group encouragement doesn’t allow for individual validity.

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Hiring and Training Are Important

For creating a high-performance work culture after COVID-19, recruiting, and maintaining the right people is going to be as key as retaining the current workforce. Having both adaptability and possession of a great attitude may be difficult to find but will still be essential elements in work culture moving forward. The face of business has changed throughout the pandemic, especially in the retail and entertainment sectors, and will likely continue to change exponentially as the pandemic runs its course and we discover what our new world is going to look like. Employees will need to be open and receptive to change instead of reluctant to it, and willing to embrace new ideas and new formats that they may not have been exposed to before.

Work-Life and Home Life Aren’t Separate Any More

The best management practices to create a high trust and high-performance work culture after COVID-19 is going to have largely to do with leadership and management who understand that employees aren’t just employees, but people too. In the past, the focus has been largely on separating work life and home life, but the pandemic has forced that viewpoint to change. Not only are more and more people working from home, but emotions for many are running high and tempers are flaring where there were never issues with things like these before. Validation of emotions, approaching things in kinder ways, and making every effort to see the employee’s side of things will be essential in fostering a trusting relationship in which an employee wants to stay and grow.

While the changes presented during this pandemic have been and will remain difficult, it’s possible to create and maintain that awesome environment that so many strive for in the workplace. A bit of extra attention and planning from leadership can go a long way in making employees feel valued and welcome. The focus should be as much on employee growth and happiness as on performance and numbers to create a sense of trust and comfort. This pandemic is unprecedented, and leadership styles must echo the change.

 


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