COVID-19 Changed Workplace – And because different

And because different personalities face different workplaces, workplace communication must be adapted to become more personal and engaging, as a standard approach to corporate communication risks alienating certain groups of employees. Non-work-at-home workers reported a 12% increase in work-life balance in July 2020, indicating that the physical separation between work and home is significant for this group. As changing circumstances continue to disproportionately affect workers of all ages and genders, organizations must listen to their most vulnerable workers to better understand training and mental health needs. While 56% of all workers feel their company cares about their employees’ mental health, 40% of millennials feel their company does not take employee mental health seriously enough. In addition, workers expect their company to take a stand on social issues and want to be able to openly express their own beliefs in the workplace. Three-quarters of workers say political conflicts occur in the workplace, and four in five workers say political conflicts have remained or increased in the past year. Half of workers and 52% of women say mental health training would be helpful, compared to only 37% of baby boomers and 37% of men. Overall working remotely means that in many ways, workers must engage in self-regulation and combine their work and personal lives. And without close colleagues to worry about, workers have more freedom to work as they please. For managers, this means they urgently need a new set of channels to reach their employees, or they risk falling behind in managing change in the new workplace. Email remains the most important channel of communication in the workplace. That’s why it’s important to train employees to use it effectively.