3 tips for the Corona world of work

Symbolic picture: Home Officeimago images / Westend61

# 1 Take stock

A lot had to happen very quickly at the beginning of the Corona crisis. But now, at the latest, it is time for a solid interim report. “Get the most comprehensive picture possible of the experiences you have made, the solutions implemented, the restrictions and effects in your organization,” recommends Josephine Hofmann from the Fraunhofer Society in a blog post. Companies should question their employees and evaluate the results transparently. “The learning experiences of the last few weeks are too valuable not to be used systematically. Your employees are the best experts in their work environment. Mobilize and use them! ”, Appeals the head of the Fraunhofer“ Cooperation and Leadership ”team.

# 2 Repositioning the organization

In the Corona crisis, there was often only a reaction. Hofmann thinks: Now is the time to act. “Define your future vision of the work of your company, as best as possible with the participation of your employees and managers. How much home office, mobile work, work in the office do you want to achieve in the long term? “, Writes the expert. For them, this includes topics such as attendance times, commuting, designing workplaces, attitudes towards business travel and always climate change. Hofmann warns when working from home: “Also consider the situation of your employees in the home, so that flexible forms of work do not lead to social choices through the back door.”

# 3 Develop digital work culture

Fortunately, the pandemic falls at a time when digitization enables many people to switch to the home office without any problems. But just because something works technically doesn’t mean it is good. Hofmann warns against underestimating the importance of spatial distance and virtual proximity. “If flexible forms of work are to really work, it must be ensured that there is intensive communication across all media possibilities,” says the expert. “It is important that time for encounters is given and valued and that the performance of ‘invisible’ employees is perceived and seen. Turning away from the culture of presence cannot be achieved overnight. It must be practiced and made visible in daily behavior. “


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