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The pandemic created a lot of divisions between people. At many organizations one such division is between those who had to continue to go to the workplace and those who were able to work from home. In healthcare, mining, manufacturing, and retail, those delivering services or producing goods had to come to work, despite the COVID risks. Those in support functions (management, HR, finance, etc.) worked from home. While working from home had its challenges (e.g., trying to focus with kids home, lack of workspace, endless Zoom meetings), it significantly reduced the risk of COVID. Not surprisingly, many who had to continue to go to a workplace with others and put themselves at risk became resentful. They often worked short-handed and with constant fear of getting COVID. The fear and exhaustion were exacerbated by thinking about their bosses and others working from the comfort and safety of their homes. On the other side, those who worked from home often didn’t have a choice and so resented being blamed for something they had no control over.
This built-up resentment is not healthy for relationships, morale, or the culture. With on-going labor shortages, employee retention is extremely important right now. Thus, it is essential that organizations deal with resentment and rebuild relationships and morale. Several of our clients have asked us to help deal with this resentment as their employees are returning to the workplace. While the exact strategies depend on the circumstances, there are a few things to consider:
These strategies will go a long way toward repairing the rifts that developed over the past couple of years, rebuilding relationships, strengthening retention, and restoring the culture.
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