Over the last year, the world of work has transformed at a dizzying pace, fueled by remote work policies and huge socio-political upheavals triggered by the epidemic. Employees are searching for guidance and assistance as they handle the issues that have resulted, and the top employers are responding in kind. Many companies are rethinking how they onboard new workers in order to create a memorable, inviting, and inclusive experience that prepares them for their future roles.

Onboarding procedures are intended to help new workers adjust to their new jobs and work environment. For new employees,  the experience usually develops a sense of clarity about what is expected of them and, more significantly, what they may anticipate from the company. Understanding what is expected of new staff is crucial to getting them up to speed quickly. Employers, on the other hand, can do more to boost employees' confidence, improve their well-being, and reaffirm their desire to stay with the company.

However, with the influence of the "COVID-19" on organizational well-being , it's more important than ever to rethink employee experience and implement new strategies and techniques to solve emerging workforce concerns. Consider that many businesses expect to turn into hybrid workplaces over the next three years as flexible work arrangements grow increasingly popular.

What is re-onboarding, and how it works? 

Organizations must focus on strategies to aid employees as the globe slowly begins to reopen amid the COVID-19 epidemic. How can we assure that a phased-in return to work is a success? For re-engaging the workforce, re-onboarding and welcoming all employees back is vital. Open communication during this process will have a long-term impact on the organization's culture, both internally and publicly.

#1.Provide support

Employees, without a doubt, require more flexibility and a new approach to scheduling. They may also be concerned that returning to work may jeopardize their health.

Set clear, empathetic, and proactive rules that take into account the most recent safety regulations and guidelines, as well as the ability to make changes when they are amended. Open up as much flexibility as possible because life and work pressures have never been more intertwined.

#2.Re-welcome 

Assume you're about to start a new job. When you initially arrive at the office, you're supposed to find your way to your desk, open your inbox, and go immediately into your daily tasks. There was no fanfare or a polite greeting. There was no swag from the company. There's no acknowledgment that you're even there. Wouldn't it be strange if that happened?

An employee who returns to the office in person – whether for the first time in a few years or for the first time ever – has the same effect. As the team adjusts to this "new normal," employees likely desire some recognition of their shared experience, as well as enthusiasm and encouragement.

#3.A new set of tasks and workflows 

The pandemic routine has resulted in new habits and processes in terms of how people operate. Long-established workflows have evolved in several cases to become more practical and efficient. Employees must be aware of the new processes and workflows, as well as the new expectations for how they will do their tasks.

As dispersed, distant teams rejoin, we might see a preference for staying on digital platforms rather than reverting to face-to-face contact. Modern project management software's fluidity and agility often allow increased visibility, democratized information access, and a kind of impartial accountability throughout the lifecycle of a project, shifting the focus from people to tasks. It also allows everyone to collaborate, regardless of their location.

#4.Company culture 

For new employees, even minor uncertainty and queries can become huge sources of stress. When you consider that even long-term employees are reeling from all of the recent changes, it's possible that your entire staff is unsure of what they're doing.

Add information regarding new health and safety measures, as this is the top concern of employees returning to work, according to studies. Give specifics on the new hybrid structure and how the company will keep employees informed about who is working when and where.

Make a rule for when the cameras should be turned on or off during video conversations. Include measures to ensure that remote workers are treated fairly and that their perspectives are heard.

#5.Take care of your employees 

Well-being initiatives began to emerge prior to the epidemic, although they were not yet the standard. We've now experienced firsthand how important mental and emotional health is to engagement and performance.

Remote workers became cohesive teams not only as a result of the hours they worked but also as a result of holistic programs that enhanced mind, body, and soul. From electronically led yoga, stretching, meditation, walks, runs, and self-care, our appetite for programs that make us feel better has exploded. HR departments were also tasked with improving employee support networks, which included everything from coping tactics to one-on-one counseling.

#6.Build strong teams 

Working from home for long periods of time can make people feel alienated and detached, and loneliness is a common complaint about remote work. When members of a team are disengaged, it can contribute to high employee turnover costs. Working together at the office brings your team closer together physically, but it can also bring about additional issues. Staff who are used to working alone may struggle to adjust to a work environment that requires more collaboration and small face-to-face conversation.

Focus on forming a strong team to address these concerns. Re-onboarding is all about making your employees feel like they're part of a team. Whether employees are shifting to a hybrid workplace or returning to the office full-time, they should feel like they belong.

Workplaces used four types of communication before the pandemic, including in-person verbal discussion, body language, and facial expressions, phone calls, and written forms such as emails. Evaluate which methods, platforms, and styles of communication will best help you flourish in the future and get your entire organization on board with a renewed mission and purpose, demonstrating how communication supports your values. You can also use an intranet like AgilityPortal to improve internal communication.

Adjusting your organization to "new normal" 

This fatigue caused by the COVID-19 pandemic is unsurprising. It's the culmination of a year of limitations, lockdowns, and adjusting to new working and living arrangements. As company leaders, it's critical that you address this issue as quickly as possible and provide ongoing support to your employees.

#1.No drastic changes

When change communication has enabled the workforce to feel prepared and ready for the next new phase, an organization is at its most successful. But, given our natural reaction is to resist change, how can we make communicating it a pleasurable experience so that our employees accept it? It all boils down to how your firm reacts to change in the first place, as well as how it recovers.

#2.Make workforce resilient  

Long-term sustainability, engagement, and productivity are all dependent on resilience. It contributes to the development of a mindset that shields us during protracted periods of adversity. There's a common misconception in the workplace that people are either born resilient or not. In truth, resilience may be developed in groups and is heavily reliant on communication and support.

Remembering that support is available is the first step toward resilience. Remind team members that they have other people to turn to for assistance and support, whether it's on projects or just morale. This is what happens in an office setting: teams tend to work in close quarters, and queries are regularly passed back and forth across desks. Because remote working makes it difficult to converse, leaders should focus on maintaining collaborative and emotional relationships.

#3. Find a balance between optimism and reality  

Avoid the ever-present gloomy commentary on the internet. Leaders should use positivity in their messages. But optimism that is tempered by a healthy dose of realism. While promises of normalcy by next year would entice staff, misleading expectations can cause a lot of harm.

Conclusion

Businesses have resumed, now every leader and organization will take away lessons from the pandemic that will help us make better decisions. Consider the re-onboarding process as a critical component of your company's effective and complete recovery. Focus on the requirements of the employee in the same way that you do for the customer. Every employee in every company requires attention, proper support, motivation, and opportunities to develop new skills for career development.  

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