As humans, we all require connection – even in the workplace. Businesses have the power to facilitate both flexible work and collaboration. But it requires planning and intention. In this Q&A, Balder Tol, General Manager of Australia and Southeast Asia for WeWork discusses why collaboration is the key to boosting mood and motivating employees and key original research about employee engagement and mood with flexible working arrangements.

Balder, tell us a little about your role and how you came to your current position as General Manager for WeWork. 

I’ve always been passionate about customer service and hospitality. Born in the Netherlands, I was Airbnb Australia’s first employee in 2012. It was here I started to appreciate the power of a community. Continuing my passion for building communities, I started at Tank Stream Labs (TSL) as General Manager, a technology-focused coworking space located in the heart of Sydney before joining WeWork as the company’s first Australian hire in 2016.

At WeWork, I have the incredible opportunity to build a diverse and engaged community of members, delivering our mission to create an exceptional member experience across our national portfolio. Bringing like-minded people together and being able to elevate an experience is very fulfilling to me. Whether that’s on holiday (Airbnb) or at the office (WeWork), it’s about tapping into our emotions as people and creating a meaningful moment.

Here in Australia, we’re starting to see our cities buzz again and I’m incredibly excited by the changing way of work. We know the uncertainty of the past year has encouraged more companies – particularly large corporates – to opt for flexible working arrangements. Workplace trends we had projected may take 10 or 15 years to realise became reality in under 12 months. We’re seeing more and more businesses looking to adopt hybrid ways of working and hub-and-spoke models, where teams and workforces are distributed across multiple buildings, cities or even countries, in order to provide more options to their employees and de-densify their central HQ. With these new ways of working, when people do come together, it needs to be in convenient and attractive locations.

In what ways have you seen the “modern office” evolve over the years? What standout trends have you noticed in the way offices have changed?

Over 10 years ago, WeWork started reshaping the office sector as we knew it, offering flexible, beautiful spaces to accommodate organisations of all scales. Now more than ever, we’re finding organisations are putting more of a focus on providing a place for their people to meet, collaborate and build culture; a place where employees don’t have to be but want to be.

The role of the office is really being redefined as a hub for innovation and productivity, so we’re working to create collaboration hubs for our members, which showcase how office design is evolving and adapting to be conducive to the activities that can’t be done as successfully at home. A WeWork collaboration hub features more social and breakout meeting spaces, and makes those spaces much more integrated to enhance teamwork and individual productivity. We complement this with areas designed for quiet focus for when employees need to concentrate, free from distractions. Designing workspace in such a highly flexible way allows us to adapt spaces to our members’ quickly, making the adjustment to a new way of working seamless.

How do you define hybrid work?

A hybrid model offers employees both the autonomy of remote work and the benefits of an experience-based work environment. For me, hybrid working is all about flexibility and trust: the model looks different for each organisation, it even varies between roles. Over the last year, what’s interesting is that individuals and companies alike are recognising that remote work is complementary to, rather than a replacement for, in-person collaboration. The vast majority of workers want hybrid in-person/ office work, so that’s pushing companies — especially smaller ones — to be nimble with their office space, and co-working is often the answer.

“Over the last year, what’s interesting is that individuals and companies alike are recognising that remote work is complementary to, rather than a replacement for, in-person collaboration.”

Although working from home can be done and many have enjoyed this opportunity to spend more time with loved ones, balance domestic jobs and spend less time commuting, it is not a long-term sustainable solution for everyone. Remote work has proven to, at times, stifle productivity, collaboration, innovation and wellbeing. The value of the office, therefore, remains intact but as a repurposed space away from home to collaborate with colleagues, and accommodate different working styles and tasks that can’t always be done at home.

How have you seen hybrid working create a shift in where and how we work?

While working from home seems fine in the short term, companies large and small are discovering that long term, we need to be really aware that people thrive when we’re part of a community! We’re already finding that the role of the physical office and its place in the future of work will change. With this emerging trend, we’ll see the physical office becoming a place of creative interaction where we network, workshop, innovate, be mentored, learn: those aspects of work that people missed while working from home.

As a result, WeWork is leaning into its short-term, flexible office space offering, digitising real estate via the launch of new products such as On Demand and All Access set to roll out in Australia later this year. Whether that’s shifting from a single HQ location to a hub and spoke model, finding swing space for the short-term, or giving employees the ability to visit WeWork locations across the country, WeWork’s got a solution.

Can you speak to the ways in which you’ve seen organisations prioritise wellbeing and collaboration? Why have these become priorities?

Looking first at wellbeing, we know the past few months have been incredibly stressful for many people. Remote work has eroded many people’s sense of belonging and further blurred the lines between work and personal life. High productivity throughout the pandemic has also masked an exhausted workforce. A recent study by Microsoft found that one in five global survey respondents say their employer doesn’t care about their work-life balance. Added to this, fifty-four per cent feel overworked and thirty-nine per cent feel exhausted.

Starting a new year, we’re hearing from our members that as they return to our spaces they feel comfortable and trust WeWork is providing spaces that prioritise their wellbeing, with regular opportunities for meaningful connection with other people. More than ever, a strong workplace culture will be about creating experiences for people.

Similarly, collaboration has suffered, and it’s collaboration that drives innovation and creative problem solving. Physical interaction as a result of proximity leads to spontaneous encounters which spark ideation and creativity. These interactions are often held during break periods, before or after meetings, in hallways or at communal amenity points. Daily interactions that move between work-focused and social-focused conversations contribute to overall group cohesion. Without spontaneous encounters, our businesses, our teams, are weakened.

Despite “work” being possible from almost anywhere, most companies are realising that with this, employers are seeking to hold onto their in-person cultures by creating sticky, meaningful experiences their people want to be a part of. As we think about the future of work – how we collaborate, innovate and create, what’s clear is that this can’t be done via Zoom so workspaces will become places for experience-based interaction and organisations will put more of a focus on creating a place for their people, a place where they don’t have to be but want to be.

In terms of collaboration, what has changed in humans’ requirements for connection in the workplace? How can organisations facilitate this?

With persistent home-working stifling productivity and innovation, the pandemic highlighted the role of the office as a critical resource that enables human connection and collaboration. As employees now embrace new levels of flexibility, their expectations of the office are shifting: the workspace has to be optimised for work activities and social interactions, while enabling better balance and work-life boundaries. Looking ahead, the office will need to inspire and motivate employees, keeping them energised, engaged and productive.

At WeWork, our spaces are designed to promote meaningful interactions between people. The workspace interiors blend communal lounge areas with bookable meeting rooms and study pods surrounded by a series of private offices ranging from one person occupancy to full floors designed to accommodate a single-member company. A well-designed workspace is more than just visually appealing—it also creates an experience for people, promoting better collaboration, productivity, comfort and happiness at work.

WeWork research found those who returned to the office 4-5 days a week reported a 54% improvement in mood compared to those who work from home.

How is collaboration the key to boosting mood and employee motivation?

WeWork, in partnership with brightspot strategy, researched the policies and conditions that impact an employee’s performance after returning to the workplace. The study found that morale rose by 40% for people returning to an office space for at least one day per week, and that increased to 54% for those who returned 4-5 days per week.

What’s clear from this is that employees who return to the office after being forced to work from home have shown substantially improved morale and performance. What was even more compelling is that productivity (both individual and collaborative), personal well-being and sense of company culture were all boosted by a return to the workplace. A collaborative workspace that prioritises meaningful interactions through more social and breakout meeting spaces, enhances teamwork and individual productivity. Genuine collaboration also fosters creative processes like brainstorming and design thinking.

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While newly legislated government policies, such as JobKeeper, have been a lifeline to some employers, not all casual workers qualify for these initiatives.

So how are employers and casual workers being impacted by COVID-19, and what things can businesses do to ensure they stay connected with their casual workers and maintain transparency and stability within their business during an incredibly challenging time?

The impact of COVID-19 on casual worker employers

Industries that employ large numbers of casual workers such as hospitality, retail, tourism, and events saw their revenues disappear overnight due to travel restrictions and social distancing measures, with many having to cut back casual worker numbers or close operations completely. However, casual workers in industries such as fast-moving consumer goods (FMCG), logistics providers and distribution centres have seen a large surge in demand, which has put a heavy strain on employers to rapidly onboard new team members to meet customer demand. Many of these businesses have had to increase their casual worker levels and have looked to employees who have been stood down by other industries.

Pleasingly, there are also examples of businesses that employ a casual workforce that have been able to pivot their operations to meet needs that have arisen due to COVID-19, such as fashion brands manufacturing personal protective equipment (PPE) for the medical field or hotels, such as the Pan Pacific Hotel in Perth offering rooms to house the homeless.

Above all, though, the impact on casual workers has been widespread. Almost three quarters of casual workers report they are suffering financially, the Humanforce survey also found.

The fact is, many casual jobs in Australia are reliant on cafes, restaurants, bars, physical retail stores, event venues and stadiums being open. If these businesses aren’t open and operating at anything near normal levels, then there is no role for many casual workers, because their jobs must be performed on site, not remotely.

The fact that casual work is heavily reliant on being able to work on-site was reflected in the survey, with 68% of casual workers saying their job could not be undertaken remotely or working from home.

Stay active and connected with your employees

Keeping your brand active and staying connected with your casual employees as well as your customers is essential to maintaining business credibility. Inactiveness is the riskiest response to the uncertainties of an economic disruption. If the situation has left you with a dwindling number of casual staff compared to before, you need to try and keep these people on your radar by staying engaged with them, as you will need these casual workers when business starts to ramp up again.

Workplace engagement was also highlighted as being a key concern to casual workers in Humanforce’s survey. Casual workers whose employment had been interrupted by COVID-19 said staying in touch with the company for when it reopened (18%) and maintaining relationships with co-workers (17%) were primary concerns.

By keeping connected with your valued casual workers you can help to communicate with your staff any necessary changes in response to COVID-19, how you might be able to help them in the interim and to reassure them that as soon as things return to normal you will need them again. This means implementing an effective and regular communications strategy to keep your casual worker network informed of any updates or changes.

Monitoring casual worker wellbeing

COVID-19 is having a big impact on people’s health – physically and mentally – and casual workers, with their irregular work patterns and greater lack of security compared to full-time staff, are especially vulnerable. It is now more important than ever before that employers are able to keep connected with all casual workers (including any workers temporarily stood-down) and arrange regular check-ins on their wellbeing and providing support where possible.  For those casual workers still employed, simple ‘shift rating’ tools can help staff flag issues and personal stresses to their managers in a digital and non-intrusive way.

Keeping casual workers engaged using technology

The research also showed that employers are more likely to rely on more basic and traditional methods of communication with casual workers, compared with the more advanced digital engagement tools available to full-time employees. Survey respondents indicated that a low number of employers communicated with them via messaging apps (24%) or video conferencing (24%), instead choosing to maintain contact with employees using email (65%) or phone calls (56%) and text message (42%).

Using mobile technology for communications is the most useful tool for ensuring that your casual workers stay connected with your company during this period, so that when business begins to return to normal again you have an engaged team ready to start work. Technology can also help your business to stand down staff with transparency and compliance, as well as monitor the wellbeing of your casual workers.

Casual worker engagement is critical for Australian businesses looking to maintain a level of business continuity through the COVID-19 period, as without a motivated, connected workforce, achieving sales and fostering positive customer service experiences becomes more challenging.

Australian businesses also need casual workers to assist in their recovery from COVID-19 lockdowns. As businesses re-open following the easing of lockdown restrictions, those employers who maintained communication with workers and kept them connected with the business will find themselves best placed to benefit.

Bruce Mackenzie is the Founder and Managing Director of Humanforce– a leading global workforce management solution. Humanforce operates through seven global offices and today half  a million people will clock into work on their system. Bruce’s success stems from his drive to make work exceptional.

Beyond Humanforce, Bruce is President of the North Sydney Chamber of Commerce, President of the East Sydney RAC, Vice President of Australian Business Industrial, Member of Sydney First and a State Councillor of NSWBC.  

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Last week, I wrote an article with the measures of how to best identify and ultimately recruit high performing team members.  The next step is to ensure these high performers stay with your organisation to build a high performing team.

One of my favourite books is by Jim Collins–From Good to Great. In this book he uses the analogy of a bus– an organisation needs to get the right people on the bus and remove any poor performers from the bus.

I would add to his analogy one critical element: that of needing to have the right bus for people to get on. In this example, the bus would represent the culture of your team and organisation. If you select high-performing people and put them on a poor bus– they’ll want to get off! The first step to recruit the high performers you’re after will have been wasted.

How do we ensure we have a suitable ‘bus’ for high performers? A good culture and high employee satisfaction are mandatory. This helps you recruit high performers, because your organisation’s advocates are the best brand messaging you can promote.

Here’s how to manage and keep high-performing teams.

Build trust

Trust is built on three components.

• Outcome trust – doing what you say you are going to do. Following through on what you promise.
• Relationship trust – building rapport with team members and creating close professional relationships at work
• Emotional trust – Backing up your colleagues and supporting them. There is no room for talking behind colleagues’ backs. Communication should be upfront, conveyed positively and honest.

You need to give trust to get trust. This shows that you respect team members.

Increase engagement

Organisations with connected and engaged employees experience 20-25% more productivity (The McKinsey Global Institute). So how do we get team members engaged?

Engagement is based on two main characteristics.

• Uncovering your purpose and finding a way to fulfil your purpose through your job role.
• Giving team members a sense of belonging through the organisation’s values and culture.

If you’re still wondering how to manage and keep high-performing teams, consider this next step to create clarity and alignment.

Create clarity and alignment 

High performing teams consist of team members who are aligned in their values and goals. This includes:

• Having clarity around your organisation’s goals, vision, values and purpose
• Understanding team priorities and focused on achieving them
• Getting buy-in from all team members.

Integrate these three components through good communication to sustain a high-performing team environment.

For example, consider a regular Town Hall meeting, where employees have an opportunity to ask questions and engage with business executives. You can also create an executive report of findings and outcomes.

Lazlo Bock, former Senior Vice President of People Operations at Google, credited the weekly Town Hall meetings conducted by co-founders Larry Page and Sergey Brin as crucial to building the success of Google.

Leaders who can build trust and engagement will undoubtedly have the best performing teams. They will be able to attract and retain high performers.

Are you building your team for the future?

Under the current economic and social conditions, it may seem like recruitment should not be front of mind. On the contrary, now is the best time for organisations to put into practice the points I have outlined. Businesses that position themselves NOW to recruit, retain and engage with high performers will set themselves up for long term success. Recognizing current high performers and ensuring they are company advocates will position your business ahead of the curve when recruitment lifts again.

About the author

Kirk Peterson is the founder and Managing Director of Performance Shift. He is a renowned thought leader with over 30 years’ experience in leadership, business strategy, and people management, along with a history of playing with, and coaching high-performance sporting teams. 

About Performance Shift 

Performance Shift specialise in creating High Performing Individuals and High Performing Teams. Using a combination of data and worldwide research-based insights, theoretical models, team diagnostics and personal experience, Performance Shift can implement strategies resulting in a sustainable culture of performance. 

www.performanceshift.com.au

contact: info@performanceshift.com.au

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From 4^th May the Step Forward app is available in the app store to download anywhere in the world for free. CEOs and HR managers can invite their employees to download the app and participate in the 10,000-steps-per-day challenge.

Healthy Workplaces Founder, Tudor Marsden-Huggins says, “Many of our partners and previous Tour de Office [the charity’s signature cycling event] participants have been asking us how to keep people motivated to stay fit and mentally healthy while stuck at home.”

“HR managers are anxious that their people are waking up each day, working from the dining room table in their pyjamas and then watching Netflix in the afternoons. Not to mention the anecdotal indications that alcohol consumption has increased dramatically as well.” 

Global steps have plummeted. As the lockdown took hold in March, Data from Withings reveals China’s Hubei province step count has decreased by 56%, Spain by 41%, Italy by 28%, and France by 27%.

Less than 1 in 5 Australians are reaching the recommended 10,000 steps per day.

Healthy Workplaces Chairman, Gary Smith says, “Now you can motivate and reward your team for keeping their activity up, while keeping them engaged with their peers via healthy competition.”

Another point of difference for the Step Forward challenge is that you don’t need to be the fastest or fittest to win – all you need to do is accumulate a high step count to shoot to the top of the leader board.

Event weeks are open to sponsorship. Scout Talent and NetEngine have committed to offering a number of attractive prizes and sponsoring event weeks during May.

Healthy Workplaces Ltd (founded in 2011) is the charity behind Tour de office which provides ‘off-the-shelf’ workplace wellness and fundraising events, and the new Step Forward app.

To date, it has raised over $1.25 million for charity, with participating organisations including EY, Origin Energy, Optus, Scout Talent, TechnologyOne, Deloitte and CommBank.

Marsden-Huggins says, “Feedback from a number of employers already participating in Step Forward challenge have already reported it’s been a powerful way to motivate and engage their team members during this time.”

For more information, visit the Step Forward website

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Now is the time to invest more, not less on employee engagement. One of the best ways to do this is through online learning. This will not only help you retain and engage your existing workforce, supporting them during a time of change, but fill critical skills gaps as we continue to shift to digital processes.

If you’re one of the many organisations looking to implement a new online learning solution, or improve your existing online solution, there’s a right and wrong way to go about it.

For learning to be effective, people need to be engaged. When people learn new information is an interesting, fun, attention-grabbing way, this can be the difference between them remembering or completely forgetting it an hour later! 

Gamified learning is becoming increasingly popular in workplace training because of how it engages people. Gamification is the process of applying game-design elements and principles into non-game contexts. It’s the set of activities and processes to solve problems by applying characteristics of game elements. For example, point scoring or competition. 

So, how can workplaces gamify learning? 

1. Use storytelling 

You can incorporate storytelling through online training and face-to-face workshops. 

Games are often based on a narrative. So learning can be structured in a similar way, with the learner moving through a series of scenarios to reach a desired outcome. Many of Scout Learning’s online training providers include a narrative-style and or scenario-based concepts in the delivery. For example, Via Up, Pearls of Wisdom, Vado.

People are highly attuned to storytelling, so a narrative structure helps participants stay engaged. Engaged learners are more likely to retain information and be able to apply it in the workplace. 

2. Levels and awards 

With online learning, modules can be structured in the same way as the different levels of a game. 

In order for participants to gain access to the next level of learning content, they need to complete their current stage with a certain standard. Progressing to the next level might take the form of a quiz or another demonstration of understanding. 

We can also structure awards in the same way. For example you could use bronze, silver and gold awards for customer service, or awards with levels of achievement relating to job or role progression. For example, new starter, 2IC and manager. Training or awards can be set up to track CPD (Continuing Professional Development) hours. 

3. Points, credits and badges 

Points or badges can keep learners engaged. Many apps (for both children and adults) are designed in this way, giving participants recognition for the number of times they have completed an activity or engaged with content. 

This activates the reward centre in the brain, encouraging participants to progress to the next stage to earn another reward.  

Points and credits can be used to create targets. They can also establish clear expectations for learning goals. 

Create set training targets for teams and individuals to bring a competitive element to learning. These targets can be tracked and measured with associated rewards for reaching goals. 

4. Use surveys to insights from participants 

Talk to your learning provider about setting up surveys and assessments as part of your implementation. 

While data on the LMS (Learning Management System) dashboard will tell part of the story of learner engagement, here are some tips to gain a more in-depth understanding of your users’ learning experience:

• Assess learner engagement through surveys: You can include built-in surveys (e.g. Survey Monkey) in your customised courses and/or embed a learner engagement survey link in your LMS (Learning Management System) homepage. Many of our clients love this feature!
• Ask for feedback on courses: Use built-in “discussion and feedback” features to obtain feedback and promote collaborative learning.
• Use assessment data: Your LMS dashboard is a great place to assess learner engagement. Track login and completion rates. If they’re low or high, you can identify if the content you’re providing is hitting the mark. 

Engaging learners through gamification is a sure-fire way to help your people get the most out of their training and remember key concepts over the long-term. 

Gamification is simple and easy to implement. Choose a trusted provider that will design learning that incorporates gaming elements to engage your people and improve long-term outcomes for your business.  

Exclusive offer for Recruitment Marketing Magazine readers: join me and our Executive Director in May for our webinar on Learning Management Systems during a pandemic, economic downturn and beyond – when, why and how?

Natasha Scott is an Account Manager and Learning Services Specialist for Scout Talent. She has certifications in Learning Management Systems and extensive experience supporting clients with Scout Learning. In her current role, she delivers tailored solutions, training and support for users of Scout Talent’s recruitment software products and services. With a background in business development and account management, she is passionate about building relationships, developing learning cultures and getting the best value for clients.

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The pandemic has forced the world’s largest work from home experiment, with many employees experiencing remote working for the first time. In this time of uncertainty, it is more important than ever for HR professionals to lead the charge in keeping employees engaged, informed and supported. 

Research shows that business leaders and managers have a critical role to play in employee engagement, with 80 per cent of HR professionals linking trust in leaders to engagement. Keeping teams engaged as we navigate this new way of working should be at the top of every organisation’s agenda. Employees working remotely will be relying on their business leaders and managers to provide security and stability, and to keep them focused on the organisation’s most critical priorities. 

Here are three tips to ensure employees feel engaged and connected to your business as they work remotely.

Maintain clear and regular communications between leaders and teams

A recent study shows three in four people globally are worried about ‘fake news’ and the spread of false information relating to COVID-19. Employees increasingly rely on their employers for trustworthy guidance and information. 63 per cent of global employees believe information they receive from their employers after one or two exposures to the information, compared to 58 per cent from government and 51 per cent from media. 

In addition to fulfilling people’s need for credible information, maintaining clear and consistent communications with employees can go a long way towards ensuring they feel supported and connected to your organisation’s culture.

In times of change and uncertainty, checking in with your people once or twice a day is a great start. Check-ins can take different forms, such as direct messages, emails or video chats, but aim to have at least one connection a day via video. The benefit of video conferencing is that you have both verbal and non-verbal opportunities to communicate with your colleagues – and it’s as close to an in-person interaction as you can get. These video catch ups don’t have to be formal: personal check-ins are just as important as structured meetings, and can help strengthen the ties between team members in what can be an isolating time. 

Leaders have a vital role to play in managing remote teams, and HR teams should support them as they look to navigate this complex transition. Remember that this new way of working is likely new to leaders as well, and they will look to HR teams for support and guidance on how they can keep team members engaged. Aside from daily check-ins at a team-level, consider weekly virtual all-company updates to keep people connected to the organisation and informed on the latest developments. 

Keep learning and development on your radar

With many businesses focused on moving forward in the wake of COVID-19, things like learning, development and performance management tend to get deprioritised. But learning and development initiatives are effective ways of keeping employees engaged and connected to their organisation.  Providing learning opportunities and setting up regular development conversations with managers will help employees feel valued and reassured that they can continue to develop and grow within your organisation.  

Consider learning apps that can be accessed on mobile and web, so employees can proactively stay on top of their own learning and development remotely. You can push out new learning and upskilling opportunities so employees can continue their career development even from home. Share links to online learning modules on a regular basis so employees are aware of the avenues available for them to improve their skills or learn new ones relevant now and into the future. 

Make flexible onboarding seamless for new starters

This is an unprecedented time for all of us, but it can be even more daunting for new starters. Joining a new workplace remotely means that new hires do not have the opportunity to connect in-person with colleagues, develop relationships easily or understand the dynamics of their new workplace.

As new starters navigate this situation, it’s important to ensure their onboarding experience is as seamless and positive as it can be. Effectively onboarding new starters virtually is key for them to prepare for their first few weeks remotely. Consider sharing pre-onboarding activities in the week before new joiners are due to start so they can prepare themselves for the journey ahead.

The first day of any new job is challenging, but you can help make sure it goes smoothly. Develop a schedule for their first week that ensures they are introduced to the right people and teams to start building relationships. New hires can feel lost during their first week in a role and not sure of what to do next. Sharing a schedule will help them navigate their first week without having to rely too heavily on their managers and team for direction.  

The onboarding experience should also set clear expectations. This is unchartered territory, and they will likely have a number of questions about how COVID-19 will impact their role and the businesses’ expectations of them. Engage with them frequently so you can provide guidance and manage expectations in real-time. This type of proactive support will show new hires you value and take care of your people, even in challenging situations. 

This pandemic will not last forever, and how you support employees through the coming weeks and months will have a big impact on their perceptions of, and loyalty towards your organisation in the future. Implementing these simple tips to keep your team engaged will pay off in the long run. 

As the Head of HR at PageUp, Chelsie Hastings draws on over a decade of experience in strategic talent management across a range of leading organisations.

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