Many companies have chosen to remain in remote setups in the aftermath of the COVID-19 pandemic, believing that working from home promotes better work-life balance. The idea is that employees can seamlessly blend their work responsibilities with personal tasks like tending to children and household affairs in between work commitments. This integration was assumed to lead to improved mental health for employees.

However, a recent Gallup survey challenges this assumption. The survey discovered that engaged employees who shifted from on-site work to remote setups experienced increased stress (29% to 32%), while disengaged employees saw an even larger jump in stress levels (38% to 46%). Actively disengaged employees, on the other hand, did not show any change in stress levels (staying at 52% in both conditions).

This data suggests that the benefits of working from home may not universally improve mental health. Instead of viewing this as a location-based issue and rushing to bring employees back to the office, businesses should consider it as a cultural problem.

It is crucial for companies to address the unique challenges faced by each type of employee.

Empower Engaged Employees

While surveys like Gallup’s categorize employees into engaged, disengaged, and actively disengaged groups, it’s important to remember that these groupings are not fixed. Engaged employees may become disengaged over time, leading to performance issues.

Also Read: Examining remote work trends: What it takes for businesses to do this successfully

To maintain engagement, companies should focus on supporting the professional growth of their engaged employees. This can be achieved by fostering open communication channels to understand their experiences, preferences, and areas for improvement. Engaged employees provide valuable insights into company culture.

Part Ways with Actively Disengaged Employees

Holding onto actively disengaged employees is detrimental for both parties. These employees remain disconnected from their work and hinder the organisation’s progress.

Employers often fall into the trap of investing more resources in trying to engage these employees due to sunk cost fallacy. However, it is best to separate from these individuals promptly to allow them to find a better fit elsewhere.

Address Quiet Quitters

Identifying and understanding quiet quitters, employees who do the bare minimum, is essential. Their lack of engagement may stem from issues like lack of recognition or competition within the company. By initiating dialogue with these employees, businesses can uncover underlying problems and potentially prevent them from becoming actively disengaged.

Also Read: Examining global hybrid and remote work trends beyond the West

Creating a platform for these employees to voice their concerns can lead to positive changes and prevent further disengagement.

Take Action

Business leaders must rethink the challenges associated with different employee types. The focus should be on improving engagement and not just changing physical locations.

By prioritising dialogue with engaged employees, identifying areas of improvement for disengaged employees, and parting ways with actively disengaged individuals, businesses can enhance overall engagement and productivity.

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