Transitioning back to (un)usual workplaces

Are you comfortable with ‘the new normal’?

  • Is your organisation or workplace ready for it?
    Are your staff ‘happy’ about returning to work? Or worse…are they fearful, stressed and anxious? As COVID-19 restrictions start to ease, many sectors are under pressure to bring workers back to a physical worksite as part of their recovery plans. However, bringing your people back to work is not as simple as flicking a switch. There are many considerations through this transition period.

What can to expect?

Where do you begin? How can you protect your people? Is there a right way to move forward?
Recent data shows:
  • More than a third of workers are fearful about catching coronavirus on the job In the UK
  • Globally, only 4% of 750,000 employees surveyed said they wanted to return to the office
  • Most companies are implementing or already have professional and confidential employee assistance programs
  • A trending Google search, “What should I do if an employee tells me that they will not attend work due to their fear of getting COVID-19?”

What are business leaders saying?

  • Business leaders are acutely aware of the impacts COVID-19 has had on their business.
    • 32% of leaders expect layoffs to occur.
    • 79% have mature capabilities in IT infrastructure to support interaction
    • 49% say remote work is here to stay for some roles
    • 68% have established protocols on ways of working remotely and for managing remote teams
    • 50% anticipate higher demand for employee protections (e.g., increased demand for benefits)
    • 67% have mature capabilities to track the location of their workforce and remote ways of working
    • 79% have defined critical roles / functions that can be performed remotely

What does a mentally healthy return to work look like after Covid?

Work can give us a sense of purpose and make us happy. That is a way to help to protect and improve our mental health and wellbeing. However, sometimes work and life stress can negatively affect our mental health and our ability to do our jobs. This has never been more relevant. Mental health is not fixed or static. When they not managed well, symptoms can negatively affect people’s thoughts, feelings and behaviour. This hinders performance, productivity and more.
Protecting and nurturing a mentally healthy workplace has never been more important in the current circumstances. An organisation must:
  • Implement virtual mental health resilience program like Self Connect
  • Keep the hours in check and be mindful of work-life balance.
  • Encourage contact with family and friends.
  • Promote healthy lifestyle - diet, sleep, and physical fitness.
  • Ensure time to switch off from technology.
  • Monitor warning signs of poor mental health.
  • Consider implementing a [Employee Assistance Program (EAP) provider]
  • Consider maintaining optional remote work opportunities

Encourage empathy in policies and culture!

  • You need to understand the new situations your people face. Ask yourself:
    • Will you account for employees’ individual constraints, health issues, child care, etc.?
    • Have you formed a policy for employees who do not feel comfortable returning to the physical workplace?
    • Do you need to change policies and productivity expectations?
    • Do you have a plan to accelerate tools for virtual ways of working for employees who could continue to work remotely?
    • Have you established plans and policies to adapt to new conditions, as well as new benefits around health and well-being?
    • Do you have a plan and empathetic policies to address mental and emotional health and stress levels as your people begin to come back to the workplace?
    • Consider an Appellon Culture Assessment to gauge the quality of your corporate culture

How our Connect Program Tackles Covid-19 impacts and drives well -being and performance

The Appellon Suite is integrated into a full end-to-end well-being and performance program for your organisation. A shift that can take place across an entire organisation or in individual departments and teams.

Global organisations have trusted Appellon for more than seven years to outperform their rivals within respective markets.

Meet some of the companies we have helped
Aged Care Results

The impact on culture, financial and operational performance for leading organisations speak for themselves:

  • Reduction from 1.8 to 0.7 in workers compensation incurred claims per $1M wages
  • Reduction of 50% in agency costs
  • Accreditation noncompliance reduced 
    from 23 to 0
  • 2 x profit* (EBITDA) per care bed $12,000
  • 10 x ROI $200K investment, $2M return – Beachside

Valued Customer
Government Results

The impact we have had on the performance of financial and operations teams within government organisations and their overall culture speak for themselves:

  • For the first time achieved six million customers
  • Reached 92% satisfaction rate across nearly 9,000 surveys
  • Greatest ever line up of world-class events
  • For the first time ever profitable on an EBIDTA basis (we will announce a multi-million dollar profit shortly!)
Valued Customer
Healthcare Results

The impact we have had on the performance of financial and operations teams within leading health organisations and their overall culture speak for themselves:

  • Walked out of special measures within two years
  • Cleared an 8,000 film backlog in radiology
  • A 12% increase in theatre utilisation
  • A £450K reduction in recruitment costs
  • Additionally, £600K recouped in workforce savings
  • A 10% reduction in bank and agency costs
  • A £398K reduction in leadership development training
Valued Customer

Fueling a Performance Culture

Self Connect

A complete 8 week self-managed, psychologically based, on-line, well-being program designed to reduce stress and anxiety and improve mental health.

Team Connect

A world’s first digital platform to manage and measures optimal productivity mix, performance achievement and team connection for remote and office
based teams.

Leadership Connect

Measures wiser leadership practices. Wisdom is measured as being able to make decisions in the best interests of the organisation and not self.