Designing Work for Better Well-Being: Work-Life Balance and the Emotional Connect

Corporate | 4 min READ
    
This article was originally published in The Times of India  - Source link
The Times of India
In the article, Shreeranganath Kulkarni highlights how businesses need to ensure a safe and productive environment for their employees as well as keep their motivation levels high. The article explores on reskilling the employees to help them develop critical skills, opening the door to immense opportunities and career growth paths.
Shreeranganath Kulkarni
Shreeranganath Kulkarni

Chief Delivery Officer

Birlasoft

 
Much before the onset of the pandemic, global workforces continued to be reliant on collaborating via remote-working technologies. The global crisis only accentuated the adoption of these tools and practices across geographies. A global survey highlighted that a large number of HR leaders expected employees to get acclimatized with hybrid working models in the new normal. While there is no ‘one-size-fits-all’ solution, companies will need to devise their own strategies to find a perfect balance, which upends productivity and efficiency and keeps the mental well-being, emotional and physical needs of employees in check.
Define Roles and Responsibilities
Organizations must use this opportunity to break from the inertia of the past by doing away with old habits and systems were one of the key performance barometers was the time spent in the office. There is a need for reinvention, and this will require a transformational approach with the ultimate objective to achieve a safe collaborative work environment where people enjoy their work experience and achieve organizational goals.
Designing work for better well-being: Work-life balance and the emotional connect
HR departments and businesses need to review and if required redefine the roles and responsibilities of respective teams by considering the value that remote working could deliver.
 
Such a detailed review could, basis the criticality and interdependencies of the role holders, lead to more than a few types of role constructs – fully remote; hybrid remote, and full time at the office. Basis specific objectives, companies need to plan a well-oiled ‘Work from Home’ to ‘Flex Working’ transition for employees.
Reskilling Employees for the Hybrid Working Model
In aligning the change management strategy, companies also need to lay a strong impetus on Upskilling. They need to encourage employees to develop critical skills that potentially lead to myriad opportunities in their career growth path, rather than preparing for a specific next role. HR heads need to extend greater career development support to employees in critical roles who lack crucial skills.
Designing work for better well-being: Work-life balance and the emotional connect
Chalking out the fine balance between professional and personal fronts should be the objective for the leaders and HR heads because work-life balance is not just about an even distribution of time between work and private life.
Most organizations have implemented many employee-centric initiatives to ensure that employees take control of their schedules and keep up with high-priority tasks.
 
Large teams were divided into microcosms to provide business planning, and project deliveries encountered no suffrage. With a 99.6% WFH metric, employees were encouraged to take up critical tasks within their portfolios to ensure customer confidence remains un-wavered.
The implementation of new technologies and imbibing new ways of doing business, along with reskilling are one of the many top priorities for global businesses. Additionally, as highlighted in a NASSCOM report, India’s demand for digital talent-based jobs is approx. 8x greater than the size of its skilled talent pool, expected to become 20x the available talent pool by 2024. In such circumstances, it is prudent to reskill and upskill the workforce in new and upcoming technologies.
Continuous Feedback is the Key
Taking employees’ and other stakeholders’ feedback at regular intervals is critical to ensuring the success of a hybrid work environment. To boost productivity, collaboration, and learning, while at the same time preserving the corporate culture and values, companies need to treat the flex working culture of being physically in and out of the office in the future, video conferencing, in-person, and remote collaboration spaces, and asynchronous collaboration and working models as standard practices.
A Positive State of Mind and Affairs
As organizations start to bring back employees, it will be critical for employers to build social and emotional connections with and between their employees again.
Emotional and physical well-being are key pillars towards pivoting to a productive and satisfying work-life balance.
 
Designing work for better well-being: Work-life balance and the emotional connect
COVID-19 has brought in an extra element of remote and distributed work teams, and the collaborative changes that are needed in managing the social needs of people, while working with teams across the world. Personal factors rather than external factors have started overriding what matters for organizations and employees alike. Implementing employee-friendly measures will be an effective way to promote physical health and improve the emotional well-being of employees.
Final Words
Globally, many employers are strategizing and planning towards bringing back employees to the workplace. This is an ideal situation for leadership teams to act diligently towards ensuring productive and safe ‘return-to-work’ phases. Surely, tough choices will need to be made as we move along the trajectory, and leaders must be emboldened to drive the effort across individual functions and businesses. The permanent change will also necessitate exceptional change-management skills and constant pivots based on how well the effort is working overtime.
 
 
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