Employee Wellness in a Remote Working Environment
With flexible working the new norm for many organisations, we explore how companies can support their team members who continue to work remotely, whether it’s full time or in a hybrid capacity.
We’ve previously discussed how to best manage employee engagement in a remote working environment; in this article we go further; examining how leaders can support their remote teams to ensure their wellness and maintain their mental health, looking at two best-practice case studies to see how this works in operation.
Case Study – Utilita Energy
Utilita Energy is a gas and electricity supplier, first established in Hampshire in 2003 but now operating around the UK. The company is rated by Which? as a Top 5 Energy Supplier for Customer Satisfaction 2018 and 2* on The Sunday Times 100 Best Companies To Work For 2021 list.
We spoke to Andrea Stevens, Director of Human Resources at Utilita to discover more about the company’s remote working policies and how they look after their employees’ mental health and wellbeing.
Is remote/flexible working a new arrangement for your organisation?
“Not entirely, however, it was for a very small number of folk prior to the pandemic. The past year or so has seen minimal staff wanting and needing to work in the office and the majority of staff embracing working from home. It has completely redefined our working practices.”
How does remote working look for your company – is your team fully remote or working in a hybrid capacity?
“This is an interesting question. We have decided to lose the ‘hybrid’ term, what does it mean? Our flexible working-from-home policy allows for regular team days and attendance at the office when requested. It also states that less than 50% of working time can be in the office, otherwise a return to permanent office working will be discussed.”
What lessons did you learn from COVID19, specifically related to remote working and HR?
“That we need to show our trust in staff and keep talking, to keep the brand and culture alive, prevent isolation and ensure connectedness.”
Tell us a little about the specific initiatives you have in place to support your remote teams?
“We have made significant improvements to our internal communications. Our CEO sends out a weekly bulletin on a Friday and we have an Ask the Bosses session every Friday lunchtime where all members of the SLT take it in turns, in pairs, to host.
“We are doing our peer recognition awards virtually by dropping into Teams meetings. Over the past year we held numerous wellbeing sessions, connected sessions, fun sessions, and sent out letterbox treats.
“One of the key concerns was ensuring brand alliance, particularly for new starters. We have new-starter welcome boxes which are either collected or sent out, with IT equipment and branded merchandise.
“All of our training is virtual, ensuring learning continues and we all address the changes to our workplace together.”
How is your board supporting these initiatives?
“The Ask the Bosses Friday sessions have been a key part of this. The board is keen to ensure that staff remain WFH where possible: no commuting = less stress, no parking issues and helping the environment.
“They [the board] all hold team meetings and go into the office a little to support their teams.”
Case Study – CMA Recruitment
Here at CMA we like to practice what we preach which is why we were thrilled to be recognised for Best Workplace Environment in Recruiter magazine’s 2020 Investing In Talent Awards. We wanted to take this opportunity to share a little with you about our own flexible working initiatives and employee wellness program.
CMA has an excellent reputation for the culture it has established and developed over the past 40 years. The values that underpin this culture include ambition, integrity, collaboration and being consultative in all that we do – both internally and externally. We have carefully cultivated this set of values to ensure a positive and productive culture that supports our team to reach their professional and personal goals.
Nikki Walker is Manager of CMA’s Practice Division and leads our mental health and well-being working group. She explains more…
How did CMA respond to COVID-19 from an HR perspective?
“CMA reacted quickly to the developing situation in order to best support our employees, candidates and clients. We provided clear communication from early March, providing updates and quickly putting in place policies. The team’s welfare was our main priority.
“All of the team moved to remote working after the government announcement of lockdown; we backed this up with risk assessments, mental wellbeing and platform support.
Many of our employees – like thousands across the country – were endeavouring to do their jobs while looking after small children, or managing home schooling. We introduced flexible working hours, so that our team could still complete their roles whilst managing their family commitments, without the need for unpaid leave or furlough.
“At times like this communication is essential so we increased communications company-wide. We implemented daily team Zoom calls, with one-to-one follow up with a manager if required. Group Zoom Friday seminars covering certain topics including: team recognition, quizzes, workshops, employee mental health and company performance updates became something to look forward to at the end of the working week. Capped off with an early finish and office Zoom social calls to see our team in to the weekend.
“To support and connect newer employees, a buddy system meant these individuals had a different person to interact with outside of their office or management team, helping them to feel part of the team and have a wider support network.
“Weekly group emails highlighting individual, team and group successes really celebrated the small wins.”
What did CMA learn from COVID-19?
“Communication cannot be over-rated; we will be maintaining the high level of internal communication for our team instilled over the lockdowns.
“We were surprised and impressed by the high standard of performance in a remote working environment, as well as the receptiveness of staff for this to continue in some capacity. Following the outstanding success of our team’s remote working during COVID-19, we decided to review and expand our flexible working policies.”
What does CMA’s flexible working policy look like moving forward?
“Supporting a hybrid model gives individuals the freedom to influence what their working week looks like. Alongside this, internal working groups have been created to further understand what further employee support is required and if there are other needs which have to be reviewed with regard to a range of issues including flexible working arrangements.
“This approach is shaping, and will continue to shape, the future flexible working policy for CMA and should enable us to support the needs of individuals, our clients and candidates and the business.”
What top two tips can you offer for leaders to ensure of their team members are supported in a flexible working structure?
- Communication is key. Ensure proactive communication to avoid isolation, alongside setting expectations with short-term tangible goals to create direction and purpose.
- A continued investment in training. The world of work has changed a great deal in 18 months and an evolved approach may be required. People have become more independent and less reliant on their leaders to make day-to-day decisions. Leaders may now need to adapt their thinking to ensure they get the best from their teams and so that they remain engaged, energised and focused.
Read more: Employee Engagement in a remote working environment.
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