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Companies have changed the way they do business.

A rigid hierarchy that restricted the flow of information and negatively impacted employee communications used to be the norm. Communication between employees and their supervisors was often limited, and organizational transparency was practically nonexistent.

Earning the money we need to live is presumably the main reason we work at all.

But does money motivate us to continuously perform our best work?

Let’s take a peek at what science and research have to say about that:

Take a guess how many percent of the global workforce do not have a desk?
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70 to 80% of workers globally - about 2.7 billion people - are “deskless” and handling jobs that do not require (or allow for) sitting in place.
 
If that number surprises you, think about all the industries this includes retail and grocery, healthcare, hospitality and foodservice, construction, manufacturing, logistics and utilities.
 
These frontline workers have unique job demands, volatile working schedules, demanding customers, long hours standing and little to no access to task-critical information.
 
In 2021 this deskless workforce will undergo an Employee Experience investment renaissance as companies are increasingly recognizing the impact technology has on boosting deskless worker productivity and job satisfaction.
 

What can we do differently to do better in engaging our employees?

Many bosses believe that valuable knowledge is concentrated in a very few heads. They assume that the key to making good decisions is finding that one right person who will have the answer.

The “genius” of the organization NEVER resides completely in management!

The best ideas will often come from far-flung corners of the community.

We are likely to incur an “ignorance tax” when we fail to consult the crowd before making important decisions.

The higher a nation’s stress index, the greater its GDP and life expectancy, the more satisfied people are with their lives, their work, their communities, their own health, the happier they are.

Basically, the more people you have who thought yesterday was very stressful, that’s better for public health, it’s better for the economy, it’s better any way you look at it.

It kind of blew the researchers minds.

It is not what they or we would be expecting.

When they dug in a little deeper, it made more sense.

Stress was a barometer for pushing people toward the things that ultimately made them productive & happy.

✔ A tough project at work brings stress, but also a sense of accomplishment when it’s finished.

✔ Raising kids is stressful, but being a parent brings meaning.

✔ Stress focuses your attention in ways good times can’t.

✔ It kills procrastination and indecision, taking what you need to get done and shoving it so close to your face that you have no choice but pursue it, right now and to the best of your ability.

Not-so-fun fact: Employees who work remotely have higher attrition risk than those who work from the office.

In a time when most of us have struggled with feelings of isolation and disconnection, the engagement of meaningful and rewarding work is as vital as ever.

Communication professionals are faced with the daunting task of successfully aligning workforces with the strategic mission and objectives of their organization. Suffice to say while managing costs. These priorities are often competing, yet they don't have to be.

Does your work sometimes feel like this?

While the end of the Covid-19 may not be in sight and the full extent of its impact remains unclear, leaders must embrace this time as one that will help them be better prepared for future hardships.

Are people really your "most important asset"?

Then would it be fair to say that you should focus on the physical safety of your people first, the mental health of your people second and then worry about collateral damage and the P&L next.