Healthcare, AXA Global Healthcare. “Many will undoubtedly have experienced feelings of isolation and struggled to either return home or visit loved ones. “We work across Europe and our French and German
colleagues are at different stages of lockdown,” says Cordy Griffiths, CEO of pan-European tech PR agency Ballou, which works with small and large technology companies build their brand. “We are careful not to assume that everyone is in the
same situation, or that everyone is feeling the same about restrictions lifting. By respecting our team’s individual comfort zones we hope that everyone will feel confident to be able to attend the office for work when required.”
CREATING SAFE SPACES TO AVOID BURNOUT Catalyst, a global nonprofit working with some of the world’s most powerful CEOs and leading companies to help build workplaces that work for women, found in a global survey that 92% of workers say they are experiencing burnout from the stress related to their workplace, their Covid-19 work experiences, and/or their personal lives. For women, who have been disproportionately
impacted by job losses during the pandemic, these findings are critically important. The study, Remote-Work Options Can Boost
Productivity and Curb Burnout, surveyed nearly 7,500 employees across the globe and defines burnout as “the physical and psychological exhaustion that comes from prolonged stress with negative consequences, including mental distance from one’s job and feelings of professional inefficacy.” “Burnout leads to turnover, but that can be mitigated
by intentional remote and flexible work policies,” said Catalyst President & CEO Lorraine Hariton. “Creating safe environments for people to be at their
“ Creating safe environments for people to be at their best, learn and coach one another in the post-pandemic world is going to be more important than ever before”
PAUL WILLIAMSON, THE AMBASSADOR THEATRE GROUP
best, learn and coach one another in the post-pandemic world is going to be more important than ever before,” says Paul Williamson, L&D Director, The Ambassador Theatre Group.
LISTENING TO TEAM MEMBERS AND GIVING THEM A VOICE Dee Coakley, CEO and co-founder at Boundless, the employment platform for international teams, says managers also need to keep an understanding that different countries are at different stages of both the pandemic and the vaccine rollout, and always act in a way that keeps teams feeling that their safety and health is valued and prioritised. “While there is certainly pent-up demand for travel,
business travel is unlikely to be at pre-pandemic levels for many years to come. It's going to be hard to justify flying to Paris for the day when the meeting could be held virtually.” She says that flexible working has shown us is that a
flatter hierarchy is the way forward. “Within teams themselves, managers can initiate autonomous self-regulation and support where a sort of unwritten social contract between them establishes and regulates how those teams operate,” she says. “Providing constant access to mental health support such as a global Employee Assistance Programme is another thing managers can do for their teams.” Jonathan Beech, Managing Director of Migrate UK, an immigration law firm headquartered in the UK with
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