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Coronavirus deaths by occupation revealed in ONS data

7,961 deaths involving the coronavirus (COVID-19) in the working age population (those aged 20 to 64 years) of England and Wales were registered between 9 March and 28 December 2020, according to the ONS.

Nearly two-thirds of these deaths were among men (5,128 deaths), with the age-standardised mortality rate of death involving COVID-19 being statistically significantly higher in men, at 31.4 deaths per 100,000 men aged 20 to 64 years compared with 16.8 deaths per 100,000 women (2,833 deaths).

When looking at broad groups of occupations, men who worked in elementary occupations (699 deaths) or caring, leisure and other service occupations (258 deaths) had the highest rates of death involving COVID-19, with 66.3 and 64.1 deaths per 100,000 males, respectively.

In women, process, plant and machine operatives (57 deaths) and caring, leisure and other service occupations (460 deaths) had the highest rates of death involving COVID-19 when looking at broad occupational groups, with 33.7 and 27.3 deaths per 100,000 females, respectively.

Men (79.0 deaths per 100,000 males; 150 deaths) and women (35.9 deaths per 100,000 females; 319 deaths) who worked in social care occupations had statistically significantly higher rates of death involving COVID-19 when compared with rates of death involving COVID-19 in the population among those of the same age and sex.

Almost three in four of the deaths involving COVID-19 in social care occupations (347 out of 469 deaths; 74.0%) were in care workers and home carers, with 109.9 deaths per 100,000 males (107 deaths) and 47.1 deaths per 100,000 females (240 deaths).

Men who worked in healthcare occupations had a statistically higher rate of death involving COVID-19 (44.9 deaths per 100,000 males; 190 deaths) when compared with the rate of COVID-19 among men of the same age in the population; the rate among women who worked in healthcare occupations (17.3 deaths per 100,000 females; 224 deaths) was statistically similar to the rate in the population.

Looking at specific healthcare occupations, nurses had statistically significantly higher rates of death involving COVID-19 when compared with the rate of COVID-19 among those of the same age and sex in the population, with 79.1 deaths per 100,000 males (47 deaths) and 24.5 deaths per 100,000 females (110 deaths); nursing auxiliaries and assistants also had elevated rates of death involving COVID-19.

Rates of death involving COVID-19 in men and women who worked as teaching and educational professionals, such as secondary school teachers, were not statistically significantly raised when compared with the rates seen in the population among those of the same age and sex.

The ONC says, however, that its analysis does not prove conclusively that the observed rates of death involving COVID-19 are necessarily caused by differences in occupational exposure; we adjusted for age, but not other factors such as ethnic group and place of residence.

“Today’s analysis shows that jobs with regular exposure to COVID-19 and those working in close proximity to others continue to have higher COVID-19 death rates when compared with the rest of the working age population. Men continue to have higher rates of death than women, making up nearly two thirds of these deaths,” said Ben Humberstone, Head of Health Analysis and Life Events at the ONS.

“As the pandemic has progressed, we have learnt more about the disease and the communities it impacts most. There are a complex combination of factors that influence the risk of death; from your age and your ethnicity, where you live and who you live with, to pre-existing health conditions. Our findings do not prove that the rates of death involving COVID-19 are caused by differences in occupational exposure.”

C-Suite execs experiencing more mental health challenges than their employees

Mental health challenges created by the COVID-19 pandemic have impacted workers differently depending on their seniority, generation, and location.

That’s according to a new report by Oracle and Workplace Intelligence, which studied more than 12,000 employees, managers, HR leaders and C-Suite executive across 11 countries.

It found that C-suite executives struggled to adapt more than their employees, younger generations experienced the most burnout, and that India, UAE, China and the U.S. had the most workers reporting the pandemic has negatively impacted their mental health.

C-Suite Executives See the Biggest Challenges in Remote Work

C-level executives have struggled the most with adapting to remote work realities and report they are suffering from mental health issues more than their employees, but they are also the most open to finding help in AI.

  • C-Suite execs (53 percent) have struggled with mental health issues in the workplace more than their employees (45 percent).
  • C-Suite execs also had the hardest time adapting to virtual lifestyles with 85 percent reporting significant remote work challenges including collaborating with teams virtually (39 percent), managing increased stress and anxiety (35 percent), and lacking workplace culture (34 percent).
  • C-Suite execs were also 29 percent more likely to experience difficulties learning new technologies for remote work than employees; once they adjusted to the new normal, C-Suite execs were 26 percent more likely to find increased productivity than employees
  • C-Suite execs are the most open to using AI for help with mental health: 73 percent would prefer to talk to a robot (i.e. chatbots and digital assistants) about their mental health over a human compared to 61 percent of employees.
  • C-Suite execs are 23 percent more likely to see AI benefits than employees; 80 percent of C-Suite leaders noted AI has already helped their mental health at work.

Gen Z and Millennials are Hustlin’ Harder, Suffering More, and Seeking AI Relief

Younger workers are feeling the most burnout due to the mental health effects of the pandemic and are more open to asking AI for relief.

  • Gen Z is more likely to be negatively impacted by the pandemic than any other generation. Nearly 90 percent of Gen Z workers said COVID-19 has negatively impacted their mental health and 94 percent noted workplace stress impacts their home life as well.
  • Gen Z workers are 2X more likely than Baby Boomers to work extra hours during the pandemic, and Millennials are 130 percent more likely to have experienced burnout than Baby Boomers.
  • Younger generations are the most likely to turn to robots for support: Gen Z workers are 105 percent more likely to talk to a robot over their manager about stress and anxiety at work than Baby Boomers. 84 percent of Gen Z and 77 percent of Millennials prefer robots over humans to help with their mental health.
  • Gen Z workers are 73 percent more likely than Baby Boomers to benefit from AI at work: 90 percent of Gen Z say AI has helped their mental health at work and 93 percent want their companies to provide technology to support their mental health.

Employees in Different Countries are Experiencing Very Different Realities

Just like COVID-19, the mental health crisis has impacted people differently across the world. People in India and China are being hit the hardest and are the most open to AI support, while workers in Italy, Germany, and Japan are seeing less of an impact.

  • India (89 percent), UAE (86 percent), China (83 percent) and the U.S. (81 percent) had the most workers reporting the pandemic has negatively impacted their mental health. Workers in China (43 percent) and India (32 percent) are also the most burned out from overwork as a result of COVID-19.
  • Italy reported the lowest number of people experiencing a negative impact on their mental health from the pandemic (65 percent). Workers in Germany were the least likely to report that 2020 was the most stressful year at work ever (52 percent).
  • 29 percent of people in Japan say they have not experienced many difficulties at all working remotely or collaborating with teams virtually. In contrast, 96 percent of people in India admit it has been challenging to keep up with the pace of technology at work.
  • People in China (97 percent) and India (92 percent) are the most open to having a robot as a therapist or counsellor. People in France (68 percent) and the UK (69 percent) were the most hesitant.
  • People in India and China are 33 percent more likely to talk to a robot than their peers in other countries: 91 percent of Indian workers and 91 percent of Chinese workers would prefer a robot over their manager to talk about stress and anxiety at work.

Despite Demographics, People Need Help from Their Employers. It’s Time to Step Up

Despite seniority, generation and geographic differences, people all over the world agree: The pandemic has negatively impacted the mental health of the global workforce—and they want help.

  • 78 percent of workers say the pandemic has negatively affected their mental health.
  • 76 percent of people believe their company should be doing more to protect their mental health.
  • 83 percent would like their company to provide technology to support their mental health.

“Diving deep into the differences between demographic and regional groups highlights the significant impact of the pandemic on the mental health for employees in various age groups, roles and regions,” said Dan Schawbel, Managing Partner, Workplace Intelligence. “Amidst the challenges of the pandemic, companies can use this moment as a catalyst for positive change in their organizations. While the pandemic raised the urgency for companies to start protecting the mental health of their employees, the efforts they put in now will continue to create happier, healthier and more engaged workforces in the decades to come.”

“The pandemic put employee mental health in the global spotlight, but these findings also showed that it created growing support for solutions from employers including technologies like AI,” said Emily He, senior vice president, Oracle Cloud HCM. “The way the pandemic changed our work routines makes burnout, stress and other mental health issues all too easy. Everyone has been affected in different ways and the solutions each company puts in place need to reflect the unique challenges of employees. But overall, these findings demonstrate that implementing technology to improve the mental health of employees needs to be a priority for every business.”

Learn more about this global study and download the new report here.

Sage report finds businesses response to COVID 19 ‘a catalyst for driving increased HR value’

Sage has released the first in a series of reports sharing how recent events have impacted the role, expectations, and perceptions of HR and People leaders.

The “HR in the moment: Changing expectations and perceptions of HR” report, which spoke to more than 1500 global HR leaders, business executives and employees, found that 87% of c-suite executives say the pandemic has accelerated changes in HR, with the function having greater influence.

Further to that, 72% of HR leaders say the crisis has increased their value and wider understanding of their role across the business, while 59% feel they are now playing a more influential role in the company.

Recent events have placed huge pressure on companies and business leaders to pivot and adapt to rapidly changing priorities as a result of the ongoing disruption caused by the pandemic—and HR and People leaders have been at the forefront of this transformation.

In this research report, Sage uncovered how HR leaders have fared—and compared these opinions with those of the c-suite and employees. Sage also examined how the role of technology, changing skillsets, and priorities have shifted for HR leaders. The result is a contemporary, 360-degree view of HR in today’s rapidly changing world of work. 

HR and People leaders have become more visible and influential in organisations as a result of the pandemic – but this has come at the expense of bigger workloads. 65% of HR leaders said their teams have had a leading role to play in organisations’ response to the pandemic, driving change, enabling remote working, and supporting wellbeing. However, 60% also experienced an increase in both admin and strategic tasks, as a consequence of the new HR agenda. 

73% of HR leaders say the crisis has helped them demonstrate their value and increased understanding of HR’s role, as HR and People teams around the globe stepped up, leaned in, and seized the opportunity to be more flexible, responsive, and build more resilient and agile organisations as a result. 

The hard work and greater influence of HR teams have clearly been recognised by the c-suite. 58% of c-suite executives believe they have developed more appreciation for HR during the pandemic. This is vital, considering 84% of HR leaders feel that others in the organisation were previously unclear on the value HR teams brought.

Furthermore, 87% of the c-suite say the pandemic has accelerated changes in HR, although 88% of the c-suite do recognise that this is a longer-term change that started up to five years ago. There are disconnects however, with the c-suite underestimating HR leaders’ workload, and still seeing HR as too admin-focused. Despite HR leaders stating overwhelmingly that the pandemic has increased workloads, over three quarters (76%) of the c-suite don’t think HR’s workload is unmanageable.

Just like the c-suite, 60% of employees have noticed a change in HR’s role, such as being more involved in driving change and people-related decisions. 57% of employees also recognise the pandemic as a catalyst for these changes. 

Even more importantly, more than a third of employees—even more so than the c-suite—have recognised the ability of HR teams to adapt and become more responsive as a result of the pandemic, as HR and People teams responded to constant change. Whether it’s enacting workplace safety procedures, introducing new flexible and remote working policies, placing employee wellbeing at the top of the workplace agenda, or recognising the crucial importance of managing employee experiences for a remote workforce during a time of heightened stress, HR has responded and flexed like never before. As a result of all of this, 54% of employees also say they now have improved knowledge and understanding of HR’s role and value.

The pandemic placed a heightened focus on technology and digital transformation – but there is a lack of confidence amongst HR leaders about skills, the research also revealed. 

59% of c-suite leaders said HR is even more focused on digital transformation, and 67% of HR leaders said they wanted to invest more in HR tech in the future. However, a third of HR leaders said a lack of tech (31%) and investment (36%) is holding them back from bringing their organisation into the new world of work. Worryingly, only half (53%) of HR leaders believe they have the right skills and tools for what lies ahead, demonstrating the paramount importance in investing in HR digital skills today and in the future. 

“HR has taken on more responsibilities and helped guide the business through ongoing disruption and accelerated digital transformation,” said Paul Burrin, Vice President of Product, Sage People. “However, this has often created additional workloads which automation can help manage, increasing HR productivity, while enabling organisations to become more agile and resilient.

“2020 marked a year where HR’s leaders became champions of change and both executives and employees alike have realised the greater role that HR has taken on. HR and People leaders can capitalize on this and use this opportunity to cast aside older, more cumbersome ways of working to focus instead on quicker, iterative cycles of work. In this way—with the help of automation, cloud technology, and self-service—HR can focus on maintaining influence and building a more resilient workforce that is more prepared for future challenges ahead.”

To view Sage’s full report, HR in the moment: Changing expectations and perceptions of HR,” please click here.

‘Greater focus needed’ on fleet driver mental health during pandemic

Fleets need to be aware of the growing impact of the pandemic on mental health and any subsequent safety risks to drivers, FleetCheck is warning.

Peter Golding, Managing Director at the fleet software specialist, pointed to a new poll that showed 40% of people believed their mental health had become worse during the crisis.

He said: “This is just the latest in a series of polls and pieces of research showing how the last nine months have had a very negative effect on the mental health of many, many people.

“We know that mental health problems of all kinds can have an impact on driver performance on the road. With people saying that feelings of anxiety, stress and depression are particularly apparent, there is a genuine case for fleets to take action.

“Essentially, employers should be fulfilling their basic requirement of checking that drivers are fit to drive and of course, their mental wellbeing should arguably be as much part of this assessment as if they had a physical problem.

“It should be taken as a given that anyone who feels that their mental health has deteriorated to a point where they should not be driving should be taken seriously, and employers should also make it clear that such situations will be dealt with sympathetically.

“Probably the starting point for most fleets would be to seek professional human resources and medical guidance in order to ask drivers a few questions regularly in order to flag up any immediate issues that need attention.”

Golding added that FleetCheck was examining the introduction of basic mental health tools into its Vehicle Inspection App, which included not just daily walkaround safety checks but also incorporated questions about the driver’s health.

“We modified the app last year to cover coronavirus symptoms and now seems like a good moment to add further questions about mental health. We are taking advice and hope to be able to do this soon.” 

British Safety Council calls for Government COVID health campaign for employers

The necessity for suitably robust COVID-19 workplace management arrangements has intensified since the highly transmissible new variant was identified last month, with the British Safety Council now urging the government to launch a campaign to raise awareness of the risks in the workplace.

While making a workplace COVID secure as far as is reasonably practicable is the legal responsibility of employers, the BSC says some have struggled to implement appropriate measures to restrict the potential for occupational exposure to the virus.

The evidence that workplaces are a major venue within which people have the potential to mix, and so increase the potential to catch and transmit the virus, has become ever more prominent in the mitigation process against the effects of the pandemic.

However, the BSC says whilst many organisations have embraced this increased responsibility, others have struggled with the changing nature of the situation, together with the government guidelines, and the added expectations this brings.

Therefore, the British Safety Council is calling for a coherent Government health campaign that urges employers to improve workplace protection and engage their workers more effectively to achieve better control in limiting the spread of the virus. For example, it says there is a significant vulnerability within buildings, as the virus can be passed between people breathing out asymptomatically and others breathing in the aerosol.

The Home Secretary this week urged people to ‘play your part’ and follow COVID rules to help reduce transmission of the COVID virus. However, the BSC says Government appears to be focusing primarily on enforcing the lockdown rules in general outdoor spaces like parks and is not doing enough around workplaces and the second variant.

It’s calling for a greater focus on having well prepared and effectively implemented COVID-19 management protocols within the workplace, which is about making work environments as safe as possible for people, is far more likely to reduce the spread of infection than concentrating on individuals who break lockdown rules.

The BSC says effective consultation with staff, good wellbeing and mental health support mechanisms, remote working wherever possible together with premises controls such as one-way movement flow around the building, wearing of face-masks in common areas, suitably positioned desks, protective screens, good information and warning signage, staggered operating hours are all considerations for business within any sector which can make a significant impact on reducing the likelihood of exposure to the risk of virus transmission.

Lawrence Waterman, Chairman of the British Safety Council, said: “We are being told by experts that we are in the eye of the storm, and workplaces seem to be at the centre of that eye.  We should be discussing this much more openly rather than taking our lead from the Government’s short termism, and then taking more and better action.  It requires more public health messaging to restrict work to where it is really required, so that more people can remain in relative isolation, and better funding to help employers and employees to do this.

“It may also mean that collectively we should consider much wider shift working, even half day, morning and afternoon, and improving community protection in every workplace, such as requiring the wearing of face masks in indoor workplaces.”

Veolia introduces new COVID-19 test kit treatment services

With new regulations now meaning any organisation that is currently COVID-19 mass testing of employees, students or the public needs to make new waste handling arrangements to meet the legal compliance, Veolia has introduced a fully compliant way of safely managing and treating this potentially contaminated  waste. 

Under the regulations the waste produced from testing kits is now classified as offensive waste (EWC 180104) and non- hazardous chemical waste (EWC 180107) and needs to be stored separately from all other waste, and can only be treated at facilities permitted to take these types of waste.

The new service effectively manages all the necessary operations to ensure compliance, including provision of suitable storage containers, collection, and treatment, and accurate reporting of waste volumes. Backed by Veolia’s hazardous waste team this includes repeat collection, tipping and return/ exchange service, supply of containers for safe on-site storage, and dual coding of waste to allow test kits and PPE to be stored in the same bags. Disposal of materials is carried out using Veolia’s nationwide network of specialised facilities.

This new service works alongside the other specialist COVID-19  services introduced by the company over the last 9 months covering PPE collection and disposal, building and vehicle disinfection, the social distancing ambassador scheme, and HWRC management.

Donald Macphail, Chief Operating Officer – Treatment, Veolia, said: “The challenges caused by the pandemic need innovation to help organisations meet the fast-changing regulations. By adapting our services and controlling waste operations, we can ensure a safe and compliant way of dealing with this new waste stream and the unprecedented amount of test kits. In this way our teams of key workers are providing complete support and reacting to the ever changing conditions imposed by COVID-19, and helping other organisations ensure the safety of their employees and customers.”

HSE to Ensure transport services are COVID-Secure in Xmas run up

The Health and Safety Executive (HSE) says it’s working with local authorities to inspect businesses in the transport and logistics industry to ensure they are managing the risk of coronavirus (COVID-19).

With the current lockdown restrictions, the demand for online shopping is already high and this is expected to increase over the next few weeks. This will also increase demand in the supply chain for the sector.

HSE inspectors and local authority officers will be visiting warehouses and distribution centres across the country to make sure workplaces are COVID-secure and following the relevant guidance.

Being COVID-secure means that businesses need to put in place workplace controls such as social distancing and cleaning arrangements to manage the risk and protect workers and others from coronavirus.

They will be making sure that businesses have suitable toilet and handwashing facilities for all workers, including visiting drivers. They will also check other health and safety matters if required.

HSE provides a range of advice and guidance to support businesses, including:

  • Making your workplace COVID-secure
  • Driver welfare
  • Social distancing – a step-by-step guide
  • Risk assessment
  • Vehicles at work

Information from the visits will be shared to promote good practice and assist the industry in meeting the combined challenges of COVID and the seasonal surge in demand.

Harvey Wild, Head of HSE’s Transport and Public Services Unit, said: “The logistics and distribution industry overall has seen a significant increase in business activity over the past few months and, with shops and retail centres closed, there will be a surge in online shopping in the run up to the festive period.

“As a result of this, we will see an increase in the number of agency and temporary workers in the transport and logistics sector to meet the demand. It’s important that all workers and also customers feel confident that measures are being taken to protect them from Covid-19.

“Employers have a legal duty to protect workers and others from harm and this includes taking reasonable steps to control the risk and protect people from coronavirus. We encourage businesses to consult with their workers on the changes they put in place to become COVID-secure. This is to provide reassurance for workers and to also increase confidence in customers and the local community.

“Becoming COVID-secure not only benefits the health of our communities and vital businesses, it also good for the health of the UK economy.”

Further guidance is also available for EnglandWales and Scotland.

Life is changing, everybody is talking about the new norms

By SCOLVO

What are the new norms? Globally we have experienced something that we have not seen before. Humanity has had to battle in wars, had to survive earthquakes and floods, but only the two World Wars affected the whole civilization like the current pandemic.

A new task to all of us is to adjust our lives to the changed environment, to the new rules and regulations which put a pressure on us the same way as if we are employees of a company or if we are the employers.

People have to tackle new responsibilities, in order to slow down the virus exposure and save the people in their micro and macro environment.

To help this, the @WHO has issued new guidelines which are supposed to support our daily life, our wellbeing, our mental health.

How can people of a company easily adopt the new regulations regardless of their position?

What kind of tools are available to integrate into the organisation’s routine?

SCOLVO has worked on a solution from the very beginning and created CORINFO which they offer now FREE .

Why SCOLVO?

As all SCOLVO mobile applications, CORINFO is based on a unique development framework that enables to personalise quickly the mobile (iOS, Android) application using the pre-built elements.

Therefore the implementation time can be much faster than for any similar application.

What can CORINFO provide?

  • Secure database (GDPR compliant)
  • Flexible and easily amendable customer content
  • Predefined and tailor made reports and dashboards
  • Accurate forecast based on predictive data analysis and built in formulas

Available customer content packages:

  • Return to office – collects information from employees to show their readiness to return to work 
  • Virus exposure – accurate picture of risks, assuring employees of infection-free office
  • Office occupancy – supports planning the workplace capacity (parking, canteen, office, meeting rooms)
  • Employees wellbeing – honest and open information about quality and safety of the physical work environment, to show how employees feel about it

www.scolvo.com/corinfo

HSE welcomes introduction of Covid-19 research programme

The Health and Safety Executive (HSE) has been asked to lead one of seven studies as part of a national COVID-19 research programme funded by the UK government and fronted by the Government’s Chief Scientific Adviser, Sir Patrick Vallance.

Britain’s regulator for workplace health and safety has been asked to lead a study addressing the transmission of COVID-19 in the environment, including in workplaces, transport and other public settings.

The study is structured around five themes, each led by a leading scientist in the field: Professor Cath Noakes (Leeds University), Allan Bennett (Public Health England), Prof Wendy Barclay (Imperial College), Prof Martie van Tongeren (University of Manchester) and Dr Yiqun Chen (HSE).

Reacting to the news, HSE’s Chief Scientific Adviser, Professor Andrew Curran said: “HSE is privileged to lead this programme and use our experience in workplace risk management to improve our understanding of how the virus is transmitted. We employ some of the leading scientists in workplace health and safety who are skilled in addressing complex issues such as this. We will also harness the knowledge and expertise of our counterparts in other organisations to coordinate the most effective response to answer these important questions.

“As findings emerge, they will be shared. We hope they will feed directly into effective approaches and guidance that will help improve practices in workplaces. This work will yield information on an ongoing basis, improving our understanding of what a COVID-Secure workplace looks like. When infection rates will allow sustained re-opening of the economy, working safely will be even more crucial than it is now.”

The National Core Studies are a small group of key research projects and infrastructure programmes designed to answer essential policy and operational questions as the UK enters the first winter period of the coronavirus pandemic.

The seven studies will examine fundamental questions such as: the levels of infection in the general population and in specific settings such as schools and nursing homes, the role of different environments in enhancing spread, and whether antibodies confer protection and for how long.

The programme will be a multi-agency response with each study lead drawing upon the best scientific knowledge and expertise available in the UK from within government and academia to help ensure these and other critical questions are answered quickly and well.

10 COVID-19 recovery tips for business

By Thom Dennis, CEO at Serenity In Leadership

There has been a huge cost to the pandemic but there has also been a lot of necessary learning which needs to be integrated into current organisational cultures to be sustainable, resilient and to last beyond the pandemic. Whilst the pandemic is likely to have increased anxiety and difficulties, it will also create new perspectives as to which work practices are outdated and need to change within organisations.  Many businesses will need help to come back in 2021 and beyond, but in a very different way.  Here are Thom Dennis’ top tips:-

  1. LEADERS NEED TO LEAD.  There has never been a time more important for leaders to lead with compassion, clarity, courage and conviction. Whilst the future for many businesses is uncertain, 2021 will not be a time for going back to as we were.  It will be a year where we have to look at what worked, what didn’t, how we adapted and stayed agile and nimble, and what we need to do going forwards. 
  2. BUILD TRUST – Trust is at the core of any healthy relationship. Building, or in some cases rebuilding, trust starts through recognising each other’s efforts and showing gratitude. Being transparent and communicating clearly through shared knowledge and welcoming honest feedback are key. Experiential learning means listening openly too instead of just being ‘spoken to’. It is not possible to force people to engage, they must do it willingly. This is really not the time for token gestures.
  3. IDENTIFY PRE-EXISTING SYSTEMIC VULNERABILITIES – Look behind the wallpaper and under the carpets at how things worked and didn’t work well for the last few years, and in particular in 2020.  Business leaders need to re-evaluate long term vision, purpose, values, mission statements and goals – not as add-ons but as values to be lived and breathed throughoutthe organisation. Change is here whether we like it or not so we should always choose changing for the better. 
  4. FLEXIBLE PLAN – Leaders need to have a flexible plan that prepares for today whilst also being ready for whatever tomorrow brings in the world and workplace which are in constant flux.  Being rigid will close doors and remove opportunities.
  5. ENSURE REAL EQUALITY. Many of us are feeling increasingly insecure about our jobs at the moment, so showing unconscious bias or favouritism or providing unequal opportunities at work will deplete all aspects of the business including the bottom line. We need to create the space to hold difficult conversations, particularly if individuals are speaking from a place of frustration, anger or personal experience. A successful conversation is characterised by the amount of listening that took place.
  6. PRIORITISE WELLBEING & WORK BOUNDARIES – If we are working from home, we need to have home/work boundaries. Many of us are very efficient at working from home but some find it hard to stop working based on the need to constantly prove ourselves and the absence of a natural break brought about by the travel home. These new issues in the home and office mean employers’ priorities need to change around wellbeing. Find out what your employees need, and bear in mind that different people may well have contrasting needs. Be clear about expectations and the importance of physical and mental health. Far more than before, individuals will successfully tackle the same problem in a variety of different ways – the approach to management needs to reflect this.
  7. MAINTAIN DIVERSITY – Amplifying diverse voices will lead to a more innovative, balanced and creative workplace. Relatability and cultural sensitivity may work well with some audiences, but potentially alienate others.  We recommend workshops that try role play/switching and reverse mentoring, or storytelling through true stories as just a few ideas.  
  8. EFFECTIVE COMMUNICATION – 50% of what lands when we are speaking/communicating is our body language, 43% is tone, and just 7% is the content of the words.  When it comes to being heard, it shouldn’t be about convincing people to have the same view. It is important to create spaces and cultures where people can have conversations to exchange opinions, views and understand why these may result in different emotional responses. Employees need to truly be heard, if not seen at the moment.
  9. LEARNING AS A TEAM – Unity and commitment by the whole team is needed and will only happen if everyone buys into the company’s values. Find ways to develop the team even if it’s just through virtual teamwork. Meetings, education and connection can all happen online in a safe space – establishing and maintaining psychological safety is probably more important now than ever.
  10. ALIGN THE BUSINESS – Reinvent communication and operational plans, knowing and mitigating your risks to produce the best possible outcome for the business and people who make up the business.  Tap into the thoughts of your employees, colleagues and customers at all levels to develop 20:21 vision.