What's next for employee management after the lockdown

The life worlds of company employees are different, as are their biographically determined experiences and value systems. That is why they react emotionally differently to the same events. This is particularly evident in exceptional situations such as the Corona crisis. While some people feared the end of their lives in the past few weeks, partly because of the images from Italian clinics, others enjoyed the lockdown and the nice weather and thought: This catastrophe too shall pass.

In the weeks following the lockdown, HR managers and executives were usually only indirectly confronted with these extremes of emotion, as their employees were often working reduced hours or in home offices. But now they are increasingly returning to their workplaces in the company.

Tip 1: Be aware of the diversity of the returnees' lives and experiences.

About this, some "returnees" rejoice, others have mixed feelings, if not fear - for example,

• because they are afraid of an infection in the workplace or
• because at home are their children, whose schools are still closed, or
• because they ask themselves: What's next for the company? What changes will I have to face? Possibly even unemployment?

Be aware of the differences in the lives and experiences of your employees, because only then can you react appropriately to them.

Tip 2: Be prepared for tensions to arise and emotions to run high at times.

It is not uncommon for the different perceptions and feelings to lead to tensions within the workforce. For example, HR managers report that employees in their companies debate quite controversially about the extent to which working in a home office should still be possible in the post-Corona period. Or that the production employees are annoyed that they already have to "show up" while the office employees are still in the home office.

Managers and HR departments have to be prepared for such debates; they also have to be prepared for the fact that employees are reacting in a more emotionally sensitive way than in the time before the lockdown.

Tip 3: Expect employees not to show their feelings openly, but to engage in "mock battles."

Employees usually know from experience that when a person shows emotion in a company, it is often interpreted as weakness by their interlocutors. Therefore, they strive to show little emotional involvement in the workplace. They hide their feelings behind seemingly rational arguments.

That's why companies often endlessly discuss trivial matters. And if people do not achieve their goals in this way, they often try to do so in a roundabout way - for example, by deliberately misinterpreting resolutions and forgetting tasks. Expect such evasive behavior.

Tip 4: Seek to talk to your employees and show them that you take their concerns seriously.

The risk that employees show evasive behaviour is greater the more uncertain they feel about their situation. Therefore, actively seek the conversation with the employees. As far as possible, talk to them openly about the situation the company is in and what this means for them - for example, by saying: "Our company currently has problems A and B and is facing challenges C and D.". For us, this means that ...."

Also, acknowledge that you are only a flesh and blood human being, for example, by saying to employees, "I am also under pressure at the moment. Therefore, please do not put every word and every rude reaction of mine on the gold scale.

In addition, explain to them again and again that even the top decision-makers in your company only know to a limited extent what the future holds and are, so to speak, driving on sight. You should do this especially when plans are once again thrown overboard. Otherwise, this will fuel the fears and resentment of the employees.

Tips 5: Realize that it is also your job to provide emotional support for your employees.

In some industries, top decision-makers expect their companies' revenues to drop by 20 or even 30 percent over the long term. That's why their meetings also include topics such as:

• Should we close certain business units?
• Do we have to lay off employees?

However, top managers do not yet communicate this publicly (even to their subordinate managers) because they are in the following predicament: Making their considerations public prematurely could have negative consequences for the company - for example, for its customer relations, image, financing options, etc.

So as a manager in a "sandwich position" you cannot completely rule out such decisions. In discussions with employees, acknowledge that you do not know with 100 percent certainty what will happen next, but promise them: "I will inform you about all matters that concern you as early as possible.

Be aware, however, that your function as a manager is also to offer support to your insecure employees. So, as far as possible, you should also always radiate confidence in your contact with employees: "We'll make it, if ...". This will require some acting on your part at times. But try to stick to the truth as far as possible in your public statements, also in order not to lose your credibility.

Tip 6: Be aware of your value system and regularly reflect on your behaviour.

It is important in the coming weeks and months that managers - precisely because they themselves are under pressure - reflect regularly:

• What is my value system and what characterizes my life and work situation? And:
• How do they differ from my counterpart?

Otherwise, there is a great danger that you will react irrationally or with killer phrases to behaviors or emotional expressions of your counterpart that irritate you, such as: "Now don't get so upset." Such statements hurt the other person. They ultimately destroy what managers want from their employees:

• Identification with their task and the company, and
• the willingness to commit to this.

It is also important to reflect on your own value system so that you have an inner compass to reflect on your behaviour and readjust it if necessary. Because one thing is clear: You will often be confronted with situations and challenges that you did not expect in the coming months. So you need an inner compass. Otherwise you'll be swaying like a reed in the wind, and not just from an employee's point of view.