People are every organization’s most valuable asset.
And their ability to be effective depends on their well-being.
COVID-19 is taking an emotional and mental toll on the people critical to an organization's growth. As a result, business environments have shifted—probably for good. Workers are devoting more time and energy to self-care, and they expect their employers to value their well-being in ways that weren’t common just a few years ago.
The solution is to lead with empathy.
How each region has responded to the crisis further impacts everyone’s experience and ability to move forward. Look for global HR leaders to provide support and resources based on the cultural differences of their employees. Understanding those nuances requires strong in-country knowledge (one of the pillars of Global Fluency).
Great HR leaders are providing managers with the tools to connect with
their team as people—not just employees or performers for the company.
In the past, well-designed work environments were built to put people in face-to-face human interactions. But 2020 and 2021 have replaced that interaction with something far less...human.
For those groups who are most in need, greater empathy can be the difference between productivity and burnout. For example, parents working and with limited childcare resources are at high risk for burnout and those living alone and working from home can easily succumb to loneliness and isolation.
Some countries have been harder hit by the crisis than others. New variants, limited infrastructure and services, and social volatility have all impacted workers. HR leaders are committed to understanding these unique cultural challenges by developing a strong in-country knowledge.
Alice Yoo LeClair is HR Director at Refinitive and a leading voice for HR professionals around the world. Here's her take on empathetic leadership:
