In a remote workplace, how do you keep employees engaged?
Employees that are emotionally invested in their company work more, stay longer, and inspire others to do the same.
Working from home has become one of the most popular strategies for companies to maintain their employees. For fear of infection, several businesses were forced to move their operations to a less office-centric atmosphere as a result of the epidemic. Now that vaccinations are accessible, the question of whether firms will continue to enable workers to work remotely has arisen. Surprisingly, most businesses have recognised that allowing workers to work from home makes them more productive. According to Gartner, 80 percent of companies are considering some type of mixed working arrangement, in which workers are permitted to work from home for part of the week. While this is fantastic news for employees, it also raises another issue.
Pre-pandemic employee involvement
Employee engagement, as defined by Quantum Workplace, is the emotional bond that workers have with the work they undertake. Companies have long struggled to increase employee engagement to the point where people are driven to perform more because they enjoy their employment. Businesses must rethink how they engage their employees in light of the increased surge of remote workers.
According to Career Builder, nearly half of employees saw their job as part of a career prior to the epidemic, while the other half saw it as just another throwaway post. There is no tangible evidence of how employees perceive themselves in this new workplace post-pandemic. However, with so many individuals working remotely these days, their perspective on their jobs may have shifted. We’ll look at how firms may effectively engage their remote workers in this article.
Make your company’s ideals a focal point of communication.
Inside and out, a company’s values are critical to its success. It’s a relatively new idea to see a company’s image reflected in both its culture and its marketing, but it can assist to engage employees in this scenario. Workers must be made aware of the firm’s aims and requirements in order to feel like they are a part of the company rather than just another gear in the corporate machine. It is critical to ensure that an employee understands their contribution to the business’s enhancement and growth in order for them to feel meaningful.
But why should employees be given a sense of purpose? Employee retention is linked to employee engagement. Employees who are engaged are less likely to look for a new job and are more inclined to stay with a firm that supports their goals. Employees that are engaged are at the heart of your company’s productivity. Even though their departments are made up of remote workers, these employees are the ones that set the example for their respective departments. Employees with a sense of purpose were 54 percent more likely to stay with the organisation for five years or longer, and 30 percent more likely to be top achievers, according to LinkedIn. When an employee understands their role in the bigger picture, they can’t help but want to do more. It’s a natural human inclination to appreciate witnessing the results of our efforts.
Diversification should be used to foster greater participation rather than simply pad the stats.
A varied staff has the ability to stretch a company’s boundaries and compel it to go places it would not have gone before. However, diversity has two sides, and using it to fill quotas is not just insensitive. It might have a negative impact on the company’s efficiency. According to the Pew Research Center, Generation Z is diverse, which means firms must take this into account when hiring new employees. Diversity has already demonstrated that it may aid in the formation of social bonds within a community. The same may be said about a business.
However, diversity isn’t enough to keep a worker committed to a firm. It must make an effort to include employees in their work. Businesses must make inclusivity a part of their corporate culture. New recruits will undoubtedly feel out of place at first, and this sensation is more likely to persist with remote workers. However, by incorporating these new recruits and treating them as if they were long-term employees, the organisation may persuade them to see themselves as more than merely inclusion hires, but as members of a team. Being honest with an employee’s appraisal of talents is crucial to making them feel welcome and, as a result, increasing the company’s diverse profile. Because outcomes matter more than how someone looks, remote working arrangements make it simpler to incorporate diversity into the workforce.
Take a sincere look at employee happiness.
When compared to office employees, one of the most outstanding figures for pre-pandemic remote workers was their work-life balance. According to the Safety Mag, 55 percent of people who worked from home due to the epidemic said they had a better work-life balance as a result of the arrangement. Working from home, it’s no surprise, may lead to improved time management at work and relaxation during off-work hours. Remote employees, on the other hand, must build this skill.
Working remotely has the bad side effect of making it difficult to keep track of time and schedule reliable work hours. Many employees regard remote employment as just working in a familiar environment. Work time may swiftly deteriorate into non-work time if adequate limits are not established. Employees, particularly those who are accustomed to compartmentalization, may find it more difficult to do so when working from home. The organisation must guarantee that employee well-being is prioritised. Define and stick to the hours during which the office can contact employees. The organisation provides improved employee involvement for your agile projects and reduced unpredictability by keeping work within work hours. There’s also less of a risk that an employee may become a workaholic as a result of poor boundary setting.
Obtain and apply employee input.
Trying to read the minds of workers is a common blunder made by most firms. Human resources departments and management have a tendency to work together, analysing statistics and other data and then implementing policy changes based on facts that may or may not be relevant to their company. Data-driven choices may have a major influence on a firm, but only if the data is meaningful. How does a business obtain useful information about what its workers are thinking? Businesses should include feedback as a basic method to guarantee that their employees can communicate with management and HR.
Unfortunately, most employees are hesitant to provide feedback, especially when it is critical of their direct or indirect bosses. If a firm wants to use employee feedback to better itself, it must make sure that the information is reliable. Addressing employees’ “psychological safety” is a term used to describe this situation. Employees who are certain that their candid comments will not result in harassment or abuse at work are free to express themselves. If businesses wish to enhance their business processes with aid from individuals who understand them at a fundamental level, they must adopt this approach into their company culture.
Working from home is here to stay.
Despite the fact that some organisations need all of its workers to return to traditional office work, most businesses do not want to force people back to a desk. Employees have become more efficient and effective as a result of remote working. Employees are also pleased, which indicates that they are more inclined to be engaged. Businesses should concentrate on this enjoyment. The aforementioned strategies aid in increasing this degree of comfort and ensuring that workers are satisfied with their jobs and contributions to the company’s goals.