In times of crisis, how leaders, especially HR, communicate with employees undoubtedly plays a huge role in shaping their confidence and resilience.
In fact, during Singapore's recent Circuit Breaker phase, organisational communication from HR managers and leaders on topics such as safety and wellness guidance, work-from-home best practices, and travel policies were found to have highly impacted employees' levels of resilience, a recent survey found.
According to the survey by EngageRocket, in partnership with the Institute for HR Professionals and the Singapore HR Institute, organisations which demonstrated strong culture and engagement during the period helped improve resilience and wellbeing by twice the usual amount.
On that note, close to six in 10 (59%) of engaged employees felt confident about the future of their organisation, compared to 21% for the less engaged employees; of those who were engaged, almost all (96%) either agreed or strongly agreed that they were confident about their organisation's future.
Further, 45% of these engaged employees reported normal stress levels, versus just 12% for the less engaged.
- How TNSHS has kept employee engagement and wellbeing up with a majority working from home
- 35% in Singapore say their mental health has improved while working from home]
Thus, how HR ensures both the safety and wellbeing of employees in navigating through such times remains a key factor in employee confidence, and how the organisation on a whole adjusts to new normals.
That said, with Singapore well into its third week post-Circuit Breaker, and more companies opening up their workplaces as the country enters phase two, how do employees really feel about returning to the office?
To the more than 2,800 respondents, the main sources of concern identified were:
- The resurgence of COVID-19 infections;
- Co-workers' compliance with safety measures such as social distancing and wearing of masks; and
- Their own compliance with safety measures.
Additionally, when it comes to social distancing, close to eight in 10 (75%) of employees hope to see it observed for at least six more months, while about one-fifth (21%) think it should be observed for at least a year. On the other hand, a9% would like for such measures to be implemented permanently.
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