So today is National Day of Reflection, exactly a year on from when the UK first went into lockdown – and what a year to reflect on!

There have been highs and lows, a lot of lessons and many opportunities for change.

Whilst many are aware of the challenges and negatives brought about by COVID-19, we at QCG think it’s important to also reflect on the positives.

This article is a chance to reflect on the immense level of support organisations and employees have shown each other in extremely difficult circumstances – something that should be kept in mind when developing a post-COVID strategy.

Organisations supporting employees

Organisations have had to offer a new level of support to employees with the onset of COVID-19. This has come in many forms such as setting up home-working and being patient and supportive when faced with new challenges like childcare and home-schooling.

The pandemic also accelerated the focus on employee wellbeing – financial, mental and physical. Employees’ wellbeing has been challenged more than ever, and organisations have had to play a big role in supporting this.

Such support has been highly valued by employees and should continue post-COVID to reinforce the type of employer the organisation is.

Messages around support and wellbeing will really resonate with employees now more than ever, and will show what your organisation is truly about as an employer. This can be communicated through a well-developed and authentic Employee Value Proposition.

This in turn will help you to stand out as an attractive employer, reduce pressure on compensation, reduce employee susceptibility to leave and promote employee engagement.

Employees supporting organisations

The support has not all been one-sided. Undoubtedly, employees have had to support their organisations more than ever.

Employees have had to adapt quickly to changes brought about by COVID-19 – and continue to be productive in the strangest circumstances.

There has also been a huge impact from redundancies and furlough. Many employees have taken on responsibilities of additional roles to ensure the work gets done.

However, it certainly hasn’t been a ride in the park for those that have been furloughed either.

A study by Westfield Health found that:

• 56% of furloughed employees say their mental health has deteriorated – with 14% quoting significant deterioration;
• 61% said financial concerns were a source of stress; and
• 47% said spending more time on their own was a key factor behind their worsening mental health.

The commitment and support shown by employees should not be ignored. Whilst we acknowledge that organisations may not have a huge pot of cash, recognition does not have to cost much - or anything at all!

What is important is that recognition is timely, action-specific and authentic. Non-financial forms of recognition (such as thoughtful, well-timed ‘thank yous’) can be just as effective in recognising employees. Often the gestures behind recognition are what is perceived as more important – not the financial value of awards.

As Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

What now?

With the positive impact of the vaccination programme and the road out of lockdown paved, now is the time to look forward and plan for the post-COVID future.

These are some of the key questions that organisations need to start considering:

• How has COVID changed the direction of the organisation?
• What are the key objectives and strategies going forward?
• What does this mean for the people agenda?
• What does this mean for reward and recognition?

If you would like to discuss how we can help you create your post-COVID plan, get in touch today.

Beth Willrich, Junior Consultant at QCG - March 2021