After all, they have worked through a global pandemic, adjusted to new hybrid working models, endured persistent cyber-attacks, frequent severe weather events, and witnessed high inflation and economic headwinds.
Ensuring that staff remain comfortable in their workplace and confident in management is critical, and if achieved successfully, can not only maintain employee satisfaction but also actively elevate it.
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Indeed, with software provider Ciphr predicting workplace-induced stress has increased by 57% since 2021, it is becoming increasingly challenging for employers to maintain a satisfied workforce.
With the added aspect of hybrid work, employers are now often faced with the task of dealing with crisis situations remotely. Despite this change in the way we work, many of the same principles still apply for management teams and HR departments that are looking to maintain employee satisfaction during a crisis.
The first step is ensuring that employees do not become overworked, as this invariably leads to a less engaged approach to problem solving. Managing burnout during periods of heightened stress should be approached on a pragmatic basis: enquiring about the size of group discussions, asking about peoples’ preferences with video or audio communication over online calls, and acknowledging new challenges like Zoom fatigue.
Offering flexibility to employees, and adjusting expectations in terms of availability, productivity and performance may seem like a short-term compromise – but such efforts will not go unnoticed by employees, who will reward both leadership and the organisation as a whole over the long term.
Open communication and transparency are key: both employee and manager benefit from a shared understanding of the situation. Implicit to managing burnout during crises, is effective communication. A company with the right technical tools will always perform better than one that underinvests and leaves employees unable to collaborate.
Providing funding for work from home equipment, and engaging in meaningful conversations about employees’ experiences with video meetings and online connection, will ensure that, during crisis situations, instructions can be conveyed efficiently and remotely, maximising overall effectiveness.
Having tools to measure employee engagement on a daily or weekly level is equally advisable, giving leaders and HR the ability to address any emerging issue quickly.
Maintaining core principles and engaging in future-planning are also essential during emergency situations. Returning to the earlier emphasis on improving methods of communication, it is vital to clearly visualise objectives and metrics, as well as articulate the reasoning behind choices.
An appreciation of employee-management collaboration is equally important. Establishing that personnel from across the workforce (whether that be the newest hire or the most senior executive) are instrumental in forming, shaping and sharing the foundational ideas on which the company is built, as well as in influencing its future direction, creates a shared respect and responsibility that will significantly motivate all employees. Now more than ever, people want to see purpose in what they do.
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In addition, it is important that employers address the specific needs of employees and contextualise workplace emergencies in today’s climate by implementing effective feedback mechanisms. Confidence in the reliability and safety of these feedback channels is paramount, as a company culture rooted in a fear of expressing concerns is not one that will go far.
Leaders must not only gather feedback but also openly acknowledge and act on it. Doing so will enhance employee confidence in upper management and, more importantly, build a lasting sense of trust that will be remembered when the next crisis arises.
Ultimately, fostering connectedness, addressing employee concerns, investing in technological tools and retaining core values are crucial to maintaining employee satisfaction during a crisis.
However, the key is not just acknowledging these ideas, but actively applying them in modern, practical ways to effectively handle the ongoing challenge of employee satisfaction in times of emergency.
Miika Mäkitalo is CEO of customer feedback management company HappyOrNot
