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The office as we knew it no longer exists. The Covid-19 outbreak has ensured this by forcing many corporations to send their workers home, with a laptop, and a prayer for this to happen too.
Fast forward, about two years, COVID-19 cases have declined, vaccinations are no longer mandatory, and some painters return to the workplace full-time. However, as the hallways start to get busier, how can business leaders create a new world of paintings?that will keep painters engaged and productive after COVID-19?
Fundamentally, the way we work has been irrevocably replaced, so it’s imperative that we also replace the way we interact as leaders and colleagues. In a world that has gone through and continues to go through turbulent times, the engine of any business cannot be profitable at all costs, yet one that promotes values such as mindfulness and care. We lead, manage and expand painters as well as our businesses.
Nor is it enough to communicate about these changes. What’s vital is how, as leaders, we put those things into action. For example, each and every year at McCann Joburg, we organise a “Day for Meaning” where we combine the company’s administrative, strategic and artistic minds for painting concepts and methods that ensure the company delivers a meaningful painting experience that resonates with where everyone is in their lives.
These sessions were basic to allow us to better perceive the unique demanding situations our workers face, but they also gave us the opportunity to locate tactics for each user in a way that resonates with them individually.
This year’s consultation focused on identifying behaviors and processes that impede the spread of Americans and McCann’s culture in general. This is where we developed a crusade called “Value your Voice” to get all team members to appreciate that their contribution is valued and heard. a, regardless of level. Putting this into practice means allowing junior staff members to speak first in internal testing and discussions, giving them a safe area to express their perspectives and know they have a voice that will be heard.
We found that by giving the user a voice, regardless of level, in those sessions, we increased productivity and engagement, reduced absenteeism and worker turnover rates, which particularly strengthened our customer relationships.
These sessions also showed us some other tactics that we are business leaders and how to develop our corporate culture in a post-pandemic work environment:
We’ve all been through a lot over the past two years, so taking the time to connect, reflect, and grow as Americans and as a company has never been more than now. That’s why creating an environment where painters are seen, praised and prioritized is critical to creating a happy, inclusive and engaged post-pandemic work environment.
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