3 minute read
FEATURE: THE GREAT RETURN TO WORK
Managing the pitfalls as an employer and the expectations of employees in a post-COVID world.
IF FINDING SUITABLE employers and training them isn’t enough to contend with, encouraging stood-down employees or those who had their hours dramatically cut to come back into your club is another battle.
In addition, a lack of suitable workers and the great return to work post-Covid has also meant that new employees are in a better bargaining position and will likely want to dictate the terms of their return to the workplace.
“Employee expectations are changing with many seeking flexibility, inclusivity and work-life balance in addition to a competitive remuneration package,” says Renee Healey, founder and CEO of HR company The People Practice.
But the discussion doesn’t need to be combative and, subject to the T&Cs of any existing employment agreement or the demand for a new one, you may find that being flexible will also enable your club to get a better result both for the employee and for the club.
Happier front and back of house staff also usually reflects in better productivity and improved engagement too.
Renee says the priority now is clear communication about the “what, how and why” of the return to work.
With resignations, a competitive job market, a skills shortage and changing employee expectations, there has been an increased focus on building a strong employee value proposition, she says.
“Employee health and wellbeing programs are in place in most hospitality workplaces. However, prevention and early intervention are lacking, leading smaller issues to snowball into psychological and physical injuries,” she says.
“Prevention includes self-care implemented as part of a health and wellbeing program and having clear boundaries around work/ life balance.
“Early intervention is the ability to identify the signs that something might be wrong and having a strategy in place to discuss an employee’s mental or physical health with a high level of emotional intelligence, kindness and empathy.”
KEY QUESTIONS TO ASK YOURSELF
COVID vaccination policies.
Have you implemented a clear vax status to employees? Updated policies and procedures. What are the practicalities of handling pandemics, severe weather and natural disasters and other common cataclysmic events?
Talent attraction strategy.
With the current talent shortage, have you created a talent attraction strategy to remain competitive? Prioritising mental health. What does wellbeing look like in a high-pressure work environment?
Employee engagement & retention.
Have you realigned your club values with a new and successful workplace culture through career development and progression opportunities?
WHS & wellbeing.
How are you managing work and non-work-related illness (ie COVID) and injuries?
