The pandemic has caused significant numbers of employees to question
whether they want to change jobs and do something different. The
return to work has reveal previously unrecognised or ignored levels of
disengagement. The management have tended to assume that whilst a
minority of employees may feel it’s just a job and do as little as
they can get away with the majority care about their work and with
good management can be persuaded to give of their best. Add some
inspiring leadership from the top and these same employees will become
committed to the organisations goals and values and care about its
performance. Turns out no to be so.
It’s a little more nuanced than it may appear. There have always
been those like nurses and doctors who are motivated by a desire to do
the best for their patients rather than hit hospital targets,
similarly social workers and teachers don’t do it for management. So
employees can be dedicated and enthusiastic about their work but have
no faith in the organisations leadership and be indifferent to the
organisations performance.
As a Director preparing a service for a major inspection where I
wanted to present the organisation in the best possible light front
line managers and their staff wanted to use the opportunity to
highlight some of the difficulties they faced.
Good people management can get the best out of employees and
inspiring leadership will sell a vision that motivates employees and
makes them feel that their contribution can make a difference. Such an
organisation has a better chance of success. However it would appear
that following the disruption of the pandemic where whole workforces
were furloughed for months many employees feel disengaged from their
organisation. They are defiantly not enthusiastic, they feel their
contribution makes little difference, the organisations goals and
values seem irrelevant and the leadership uninspiring.
If this is to be just a temporary thing, part of a general low , a
natural reaction to two difficult and draining years, then
organisations need to have a re engagement plan other wise this
malaise could seriously damage the organisation prospects for the future.
Blair Mcpherson former Director author and blogger www.blairmcpherson.co.uk