While 2020 was a year that many want to forget, there were important lessons that companies learned that should not be ruled out, including the ability to know the difference between benefits and culture.
Many companies faced a strong check of reality when the offices were closed and the workforce was left completely remote. Beautiful closed office spaces and ping pong tables, game or nap rooms, farm-to-kitchen lunches and unlimited snacks disappeared. A lot of business leaders thought that these striking advantages were the ones that kept employees. But they were wrong.
Culture is so much more than anything “anything”. Culture is time with leadership. It is a company’s investment in the growth and professional development of an employee. These are training and mentoring programs. It’s how businesses support local communities. The clearest example when it comes to distinguishing the difference? The freedom to take your dog to work is an advantage. If the CEO sends a text message to an employee when their dog dies, this is culture.
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In a recent LaSalle Network survey of more than 2,000 students in the 2021 class, when asked what they consider when deciding which company to join, most stated the company’s culture. It is crucial that companies analyze the environment and culture they had in the office, pre-pandemics, and consider what has practically moved. Whether they keep the workforce completely remote, recover employees completely in the office, or commit to a hybrid model with remote and internal workers, it’s important to consider the current culture and what can be done to move forward. the and attract her and retain her maximum talent. Here are three ways to do it.
Make an inventory of processes
The culture is made up of the employee experience and much of what was done in the office can be replicated, with a few tweaks. Start by describing all parts of the employee experience, from the interview process to incorporation, training, and so on. Think about what was done before COVID, before the offices closed. Now consider what can be translated virtually.
For example, on LaSalle Network, for each initial class of new contracts, the executive team joins them in a conference room at 7:30 a.m. Monday as they begin meeting. As we virtually hire and incorporate, we have maintained these presentations through Zoom because they are part of our culture and are important in our new hiring experience. Review the cultural basics again and make sure they haven’t slipped through the cracks.
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Create connections
Whether it’s events like virtual game nights and team lunches or philanthropic opportunities organized for employees, creating connections begins with company leaders. If company leaders don’t strive to create opportunities for people to come together, why would employees be bothered? Look at what traditions took place in the office and explore how to reproduce them in a virtual environment. And ask your employees for ideas on new things the company can start doing. Not only will you get your purchase, but employees are more likely to get involved.
Have empathy
Employees experienced a lot during the last year and a half: fear, panic, anxiety, discomfort, loneliness and sadness, among others. As leaders manage people from afar, it is much more important to schedule frequently on time to get a real-time indicator of how employees feel and do. Beyond talking about project status updates, it’s an important time for leaders to simply ask, “How are you feeling?” It’s a simple question that leaves a lasting impression.
Leaders need to show that they care because, when they do, they are building trust with employees. The best leaders are those who know when an employee needs space and time and when they need motivation to come to power. This involves spending time with each worker to learn and understand their individual drivers.
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Leadership was practically a new concept for many executives at the beginning of the pandemic, and almost a year and a half later, leaders are still learning. Use ideas from other companies as they share them on social platforms and leverage your own network to brainstorm and discuss new ways to re-engage employees. In today’s strong job market, it’s much easier to lose a candidate’s attention or maximum talent if they don’t focus on virtually translating or improving their pre-pandemic culture.