Le 21 janvier 2021 – à 08h30 en distanciel

rn

LA CRISE SANITAIRE ET LES CONFINEMENTS SUCCESSIFS ONT MIS EN LUMIÈRE LE DÉSARROI DES MIDDLE MANAGERS. ILS SONT PRIS ENTRE LE MARTEAU DE LA HIÉRARCHIE ET L’ENCLUME DES ÉQUIPES ET PEU ACCOMPAGNÉS DANS LES TRANSFORMATIONS FORCÉES QUE NOUS VIVONS À UN RYTHME SOUTENU

rn

As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.

The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.