February 8, 2023 Sustainable Change in a Post-Pandemic Workplace

The C-suite is overly optimistic compared to the rest of their organization, constantly viewing change through rose-colored glasses.

By Christine Andrukonis

Unsurprisingly, the past few years have been challenging and tumultuous for the workplace. People are tired. Plain and simple.

According to recent research on workplace change, The Change Report 2022, 75% of people in the workplace have experienced three or more consequential changes in the last 12 months. Sixty-five percent cited a new leader or manager, another 65% noted new processes and procedures, half have new technology, and at least 25% are dealing with new products, markets, mergers, reorganizations, rounds of layoffs, or a new workplace.

Among all the sectors, manufacturing has been among the hardest hit. While the COVID-19 pandemic led to increased levels of uncertainty, volatility, and economic, social, and environmental pressures, the reality was different for manufacturing leaders and their teams. Due to demand for their products, many manufacturers shrugged it off, plugged the machinery back in, and tried to stay as safe as possible. Shutting down was never really an option.

New areas of focus

Now, as the world transitions into indefinite hybrid arrangements, industry needs to adjust in several key areas:

• Tighter competition for labor. Manufacturers are now competing for a talent pool that is being tempted by flexible and remote-work arrangements in areas such as customer service and big logistics. Manufacturing employees are being targeted – increasing retention pressures on their managers.
• Environmental health and safety. COVID-19 has revealed an ugly truth: the tiniest molecules can bring the mightiest forces to their knees. The world has lost 6.6 million people to the pandemic thus far, more than 1 million of them Americans. While we can hope the worst is behind us, we just don’t know what other microscopic threat lies ahead. It has been a tough lesson, and factories (as well as offices, schools, hospitals, and other facilities) need to be more thoughtful, creative, and agile about how best to keep employees safe and healthy.
• Business-continuity planning. The level of change and disruption in recent years requires a tremendous amount of flexibility in the manufacturing environment. It’s no longer just “who’s working when,” but rather where, how, and with what. The ability to activate these shifts on the fly is critical for ensuring success of the business. Not only do solid, up-to-date business- continuity plans need to be in place, but leaders and teams need to be at the ready to respond and adjust in the face of disruption.
• Diversity, equity, and inclusion. When it comes to DE&I, all of today’s challenges could be driving a bigger gap between office employees and industrial employees, The bottom line is that workers everywhere still want to feel valued, respected, and included in the workplace.

Rose-colored leadership

Unfortunately, in the face of all these factors, the C-Suite seems to be wearing rose-colored glasses regarding their view of the employee experience. According to the 2022 Change Report, 74% of the C-Suite say they are ready and eager to embrace change – however, only 20% of their workforce agrees. Nearly 90% of leadership say their organization does a good job on the people impacts during times of change, twice that of their workforce.

This unrealistic view not only creates a sharp divide between employees and their leaders, but it can also lead to disengagement and turnover.

In the end, employees want three main things from their organizations during times of change – and they all relate to leadership:

• Be transparent: Let employees know what’s going on and why — honestly, clearly, and frequently.
• Show respect. Demonstrate concern for employee wellbeing and express sincere gratitude for the flexibility around the change.
• Listen. Invite employee ideas and opinions, especially from the people doing the work.

Change – especially during tumultuous times – isn’t really about technology, processes, or procedures. It’s about people. Leaders who can empathize and be open and compassionate with their employees will ultimately reap long-term rewards. Those who don’t could lose key talent and, ultimately, valued customers. 

It’s a delicate balance – but the smartest leaders can tip the scales in their favor. 

Christine Andrukonis is founder and senior partner of Notion Consulting, a leadership and transformation consultancy that helps organizations harness the full power of their people to drive change, advance their mission, and unleash their competitive edge.

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