The global health crisis was a catastrophe and disaster for both people and organizations. According to the International Labor Organization (ILO), the worldwide working time cut of almost 195 million full-time workers will be 7 per cent during the second half of 2020. In areas such as Africa, Europe and America, McKinsey states that approximately a third of the workers would face decreased incomes, disappearances or even redundancies as a result of the current recession.
Non-adaptive behaviour is the killer issue in a world of continuous transformation. Expecting employees to tough it out is wasteful and expensive…and can easily backfire.
The starting point of adaptive behaviour is resilience—the capacity to rebound before transition. It is time for talented leaders to engage in the mapping of the expertise they need, recognize the vital positions and get ready for the present and potential workforce. HR managers would need to work with others, such as the administration, staff and other relevant workers to determine this.
Assess your team resilience
Consider requesting your staff to conduct an online survey for an assessment of their job resilience and happiness, or include issues linked to depression and resilience in your health risk assessment. The findings will demonstrate how the working world affects the staff and enhance or remove stressors.
Embed resilience in working culture
Culture is stressed, as people and teams, by changing situations. No single person “owns” a culture, but as a leader, you embody and exhibit the values that underlie culture. Leadership’s reply to this issue has an important effect on workplace resilience itself.
If workers feel confident, empowered and respected, they are more susceptible to unforeseen obstacles. Take note of the welfare of the workers and it does not only benefit you, but also enhances productivity. Enable your team-mates to share your thoughts and to communicate openly and honestly. Encouraging your coworkers to contribute their thoughts will increase morale, internal drive and improve their mental well-being.
You cannot guarantee the future—and workers know that—but you should ensure that employees are acting in accordance with what they know and share. Whatever happens.
Build individual resilience
Resilience consists of seven factors, or competencies, which increase and enable self-management, self-awareness, realistic optimism, empathy and reaching out to connect with others. Building resilience is essential in times of transition to survive and thrive.
Organizations should concentrate on wellness: from the creation of a stable and secure working atmosphere to the delivery of physical and emotional well-being services. And you should take steps to develop your individual resilience.
If you let your team members continue doing their job without micromanagement, they will feel confident and motivated. It increases their mental wellness, inner motivation, connections and future focus as people are inspired.