The pandemic has influenced everyone’s lives, from the way we work, to manage our personal lives. Suddenly, for many, the office became at home, and the line between personal and professional life became more blurred. Suddenly, we had to adjust the way we work and relate to colleagues, manage emotions, and adapt to a new situation that we had never been before.
Each organization felt the impact of uncertainty and the unknown differently, because of the challenges that companies face differ depending on the industry, and it has required considerable and agile decision-making to ensure business competitiveness and, for sure, jobs.
If, before the pandemic, organizations preferentially stake on office-based work models, the new labour model, imposed by the Covid-19 pandemic, came to demonstrate that it is possible and viable to keep people productive, autonomous and motivated, maintaining productivity and efficiency, even in remote working. However, in this plight, it is more arduous to maintain the sense of belonging, the union between teams, creativity and the development of team-building actions.
The forecasts demonstrate that this new reality of remote working may increase within a year, which brings other challenges for organizations in terms of keeping teams integrated and motivated in the organization.
During these months, it was clear how important it is for companies to have their principles and values well-defined, well-aligned strategies and efficient processes because only in this way is it possible to react to unexpected situations that bring insecurity, fears and uncertainties to the teams.
Managing people remotely, represents an added challenge in the context of remote working, as communication gains greater relevance, forcing different leadership. There must be proximity, trust and availability to help, but at the same time showing that there are well-defined strategies and constant monitoring of individual and collective objectives. It is essential to maintain some routines in the office-based context and to organise remote team-building activities.
At BI4ALL, we have stimulated some of these remote activities, such as, meditation and sport sessions, which our people have loved and viewed as an asset, coming from them the idea of maintaining when we return to normality. These sessions are developed internally and guided by BI4ALL employees who have know-how and experience in the topics, which further enhances the feeling of unity among our people.
In the face of the pandemic, we replaced our traditional annual physical team building event with a digital action, maintaining the involvement of all our employees. BI4ALL Connection Week was a digital event whose main objective was to create moments of sharing, where opportunities and threats from the current context were discussed, information about the organization was shared, the goals and results of the several areas and departments and promoted moments of dialogue on our principal concerns and discussed new ideas that may be part of our future.
Given the family genesis of BI4ALL’s culture, despite the context we live in, it has been possible to continue to promote initiatives that promote conviviality, happiness and focus on people. All teams have contributed new ideas to maintain proximity and communication, which are fundamental factors for people to feel motivated and aligned with what the company’s culture is. Above all, at BI4ALL we want our people to be happy, focused and confident in the future because our company is based on a strong culture, guided by values of mutual help, respect and trust, where everyone is important.
It is difficult to predict what the new normal will be, but the current times will certainly mark the way we work and relate, that is, organizations will inevitably have to adjust and create strategies that involve people in the organization’s culture. This experience will give everyone a higher capacity to face the change and to react to adverse contexts, and the focus should always remain on people, their needs and concerns.
Happier teams are more productive, efficient and committed to the organization’s success.
Opinion article published in Human Resources Portugal – 28th, August, 2020