As a result of the pandemic, many workers learned to value their time and health, as well as a more humane type of leadership and work environments in which there is space to express emotions.
This variation in employee priorities must be taken into account by organizations that want to promote a climate of well-being within them.
The most successful companies will be those that adapt best to change, agree to point out the Brazilian lecturer André Faleiros and the Argentine human management expert Fer Niizawa.
And this is where the competition for talent comes into play, considers Faleiros, an expert in organizational happiness who worked as a recruiter for Circo del Sol.
Companies that provide better working conditions, flexibility, and work-life balance will be the companies that people will prefer.
“If you want to have the best talents, you have to offer the best conditions”, agrees Niizawa, director of Public Affairs, Communications and Growth at PDA, a firm that develops tools and programs for talent management.
On the opposite side will be the companies that are not willing to make these concessions to their employees. They will have to settle for the employee who does not leave his comfort zone and does not add value; the people with the greatest potential in their ranks will go to the competition, and not necessarily because of a higher salary, but because of the work environment.
“We had to bring work home to save the company,” Niizawa argues, so it’s time for companies to allow employees to bring their lives to work (for a mother to be able to exercise motherhood without it meaning she has to slow down his career, that a father can go to a ceremony at his children’s school without questioning his boss …).
The model as it existed before the pandemic is not sustainable, says the Argentine, because it leads to mental and physical wear and tear and causes disease.
And while productivity levels increased during confinement (employees spent less time traveling from home to work and vice versa or could take care of their diet by preparing food at home instead of consuming it on the street), this model is not sustainable either. long-term.
In the opinion of the experts, the pandemic must give rise to a hybrid work system, combining the best of the pre- and post-pandemic world.
The place of emotions
Faleiros says that today in a work environment that promotes well-being there is room to express emotions, because emotions “are full of useful information”.
“All emotions are good, (even) negative ones, because they send messages,” he declares.
But this atmosphere of emotional openness takes effort and is built between all of us. “Employees can’t just wait for everything to be done for them; they have to be proactive, “he adds.
This recognition of the importance of proper emotion management has led companies to invest more in developing soft skills.
Therefore, Niizawa believes, emotional intelligence is one of the most required skills in the present and the future, not only in the leaders, but also in the collaborators.
And the pandemic, according to Faleiros, opened the door to that trend when workers let the office into their homes.