It’s not new news that employees are burnt out at work. The covid pandemic and ongoing economic uncertainty are contributing to high levels of employee stress. Termed the Great Resignation, employees are leaving the workforce in record numbers, especially women. Why? The pandemic has led to a reevaluation of priorities, new demands for flexibility, and calls for better working conditions.
And now…bring on the holidays! The busyness and financial pressures of the holiday season often add to increased stress levels (which also tend to be higher in women). However, for organizations that are committed to creating a great employee experience, the holidays may be an opportunity to build loyalty and help employees feel appreciated.
Newmeasures’ work with clients in 2021 indicates that employee engagement is trending down, driven especially by a reduction of intentions to stay and feeling valued. Employees are seeking more flexibility, acknowledgement of their efforts, and connection through their work experience. Here are two ways organizations can address these top employee concerns while also bringing a little holiday cheer.
1. Give the gift of appreciation and connection. Strong relationships at work are a key ingredient of employee well-being (Taylor, 2011). Managers can use the holidays as an opportunity to make space for sharing and storytelling at work. Consider hosting a team meeting to ask people to share personal experiences using one of the following conversation prompts:
Within the Newmeasures team, we have spent time sharing our favorite holiday traditions and memories. As a leader, it helped me better understand what is most important to my team so I could support them in their priorities. As a human, it opened up connection, laughter and gave each of us a glimpse into each other’s lives. Creating space for such conversations is simple, yet pays off in dividends.
2. Look for opportunities to offer autonomy. A key ingredient to building an engaged workforce is autonomy. When employees feel a sense of ownership and agency to determine how their work gets done, they are motivated to perform and give their full effort (Deci, Olafsen, & Ryan, 2017). This classic driver of engagement, plus the new realities from the covid pandemic, make looking for opportunities to offer ownership and choice a smart approach to letting employees know they are valued and appreciated. Look for ways the holidays present unique opportunities for employees to have control over when and how they work, in ways that are meaningful to them.
For example, a one-size-fits all approach does not work when it comes to things such as holiday celebrations or time off. People have different religious and spiritual beliefs, family structures, and traditions, which means the “typical” holiday calendar only works for some. Here are a few opportunities to give employees more agency:
Holiday Celebrations
Encourage employees to decorate their own space for the holidays so they can represent the things that are important to them. Alternatively, create a holiday decorating committee that accounts for diverse backgrounds and traditions. Or, for those working virtually, invite employees to set up their own unique virtual meeting background that represents something festive to them.
Time & Schedule
Consider the following to give employees flexibility and autonomy over when and how they work during the holiday season.
While the ideas suggested above are useful for all employees, they may be especially helpful in building loyalty and commitment among women. Given that women often shoulder a large portion of preparations during the holidays, increased autonomy and flexibility may be critically important for this segment of the workforce which is already feeling extra pressure from the pandemic.
As an extra bonus, trying out some of the above ideas during the holidays could serve as a “pilot” to allow leaders to evaluate if any of these approaches might be practical over the long-term. As employees demand more flexibility, the holidays can be a good opportunity to figure out what works and what doesn’t. With the current labor shortage, organizations that figure out innovative ways to offer flexibility will have a leg up in attracting talent.
We’d love to hear your ideas…how has your organization offered more autonomy to employees recently?
References
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43.
Taylor, S. E. (2011). Social support: A review. In H. S. Friedman (Ed.), The Oxford handbook of health psychology (pp. 189–214). Oxford University Press.
Leanne has helped organizations and executive teams develop employee listening strategies for the last 20 years. She is passionate about cultivating deep human connections and unlocking each employee's potential.