Managing chronic uncertainty: What it takes to thrive

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Ability to thrive. Resiliency. Adaptability. Whatever you call it, your employees and your organization need it. It’s time to ask yourself how you’re building resiliency – and if you’re providing the support your employees need, when and how they want it.

FROM POLITICAL and social unrest through economic downturns and natural disasters to layoffs, burnout, and health-related concerns, your people are dealing with a lot – and by default, so is your organization. The key to getting through uncertain times is resiliency. And by all accounts, disruption – whatever that may look like – is the new normal. Ensuring your employees can thrive through adversity starts with truly understanding their needs. The Employee Continuum pictured at right spells out the six most important factors that a workplace must provide so that employees feel adequately supported. What does that look like on the ground? For example, if work is disrupted due to a natural disaster, helping employees through it and allowing for business continuity can take a few different forms. There might be multiple communication channels to keep employees informed and alerted, automated safety checks for those off-site, and mobile access to their employee assistance program (EAP) and mental health services. If there’s an office closure, the employer might roll out technology and a procedure to switch some or all employees to remote work. Providing fast access to financial support for those in need is also a great approach. Sometimes, it comes down to giving employees options: do they need paid time off (PTO) to navigate the crisis at home? Can they shift-swap or job share so that work still gets done, and is there some flexibility in how that happens?

About UKG: At UKG, our purpose is people. We are on a mission to inspire every organization to become a great place to work through HCM technology built for all. More than 80,000 customers across all sizes, industries, and geographies trust UKG HR, payroll, workforce management, and culture cloud solutions to drive great workplace experiences and make better, more confident people and business decisions. With the world’s largest collection of people data, work data, and culture data combined with rich experience using artificial intelligence in the service of people, we connect culture insights with business outcomes to show what’s possible when organizations invest in their people. To learn more, visit ukg.ca.

THE Employee’s continuum of needs

I feel physically safe at work, confident that I have a steady job, and sure that I’ll be paid on time.

Survival

“Effective resiliency starts with managers. Listening to employees, valuing their contributions, and treating them like people are three ways to build greater trust in the workplace”

Teresa Smith, UKG

employed Canadians consider mental health, sleep, financial situations, work environment, and work-life balance as crucial factors for their well-being. Yet one-third of respondents reported a decline in their current physical and mental health, sleep, and financial well-being, noting a marked decline in these areas over the past year. This is distressing for the individual and concerning for the business. These challenges contribute to burnout, which can lead to increased absenteeism, staff shortages, and people leaving their employer or the workforce, further compounding the problem. As a result, recruitment and retention are perennial issues. A recent report found that six out of ten Canadian HR professionals describe recruitment as “very or extremely difficult,” while 33 percent identify retention as the biggest challenge. Another recent report from the Business Development Bank of Canada (BDC) indicates that this trend is here to stay for at least the next five years. This is particularly prevalent in sectors with frontline workers, such as healthcare.

“If we don’t focus on providing a better employee experience, we risk losing valuable talent,” warns Teresa Smith, director, human insights at UKG. “That can have serious impacts on your overall business and operations, including decreased employee productivity, lower customer satisfaction, or diminished patient care.”

People-centred operations are designed to keep people longer – and keep them engaged. But what does that mean in practice? It has been said that “if you do what you’ve always done, you’ll get what you’ve always gotten,” and this is especially true when it comes to operational decision-making. To effect real change, leaders need to step back and look at

Identifying how employees drive operational resiliency in daily activities Mapping out how the organization’s processes and tools support different levels of need both at work and at home (refer to the Employee’s Continuum of Needs tool in boxout 1); and Understanding the business benefits of providing this level of care to make the case for change, if needed.

As a start, managers who communicate clearly with their team and highlight the company’s goals and the employees’ roles in achieving them will foster confidence, trust, and a sense of purpose at work.

Leadership and other stakeholders should get on board to bridge the gap between what they offer and what employees want, because building organizational resiliency is in the best interests of both employees and the business. The business benefits of a people-first strategy run the gamut of a company’s priorities. Intuitive processes that align with people’s needs save time and money. Employees who feel supported are more motivated and willing to go the extra mile to help their company reach its goals. And fostering proactive compliance avoids costly penalties and fines. Most importantly, resiliency results in readiness for growth. By proactively putting the resources that employees need to navigate tumultuous times in place, they can navigate change and external pressures more easily. Because while nobody can predict the future, it seems more evident than ever that uncertainty is the new normal, and everyone needs to adapt. When employers invest in people-centric operations, they build a workforce that can withstand change and adversity. They prepare for the future – whatever it may hold. Are you ready for it? To dig deeper into how you can best support your people, check out UKG’s Resiliency Playbook. Worksheets and checklists are included.

Protecting the Workforce: A businessman in a suit safeguards a holographic team of employees, symbolizing leadership, security, and the human element in corporate strategy.

It starts with well-being, and the numbers speak volumes

People-centred operations are vital to building resiliency

Published November 18, 2024

“What leaders believe they need and what employees say they need can be worlds apart”

Teresa Smith, UKG

I feel respected, heard, and supported emotionally and mentally at work, am compensated fairly, and have access to meaningful benefits.

Security

I feel connected to my coworkers and my manager in healthy ways, trust my employer’s reputation, and have opportunities to both lead in my area and serve and support others.

Relationships

I feel that I’m trusted to work independently, manage how and when I work, and complete my tasks.

Autonomy

I feel that I’ve achieved something meaningful through my work, can explore new ideas and possibilities, and have the chance to inspire and lead others.

Actualization

I feel that I’m reaching my full potential, my purpose connects with my employer’s purpose, and I’m working toward a greater good through what I do.

Fulfillment

48%

of employees reported feeling physically safe at work, and 40% said they feel psychologically safe; managers estimated 60% and 46% respectively

Workplace Intelligence Survey: employer v. employee

53%

of employees said their organization was “very supportive” during the pandemic, versus managers’ estimate of 66%

45%

of employees said their organization was “very supportive” regarding environmental catastrophes, versus managers’ estimate of 58%

34%

of employees said their organization was “very supportive” regarding job automation via AI or machines, versus managers’ estimate of 45%

32%

of employees said their organization was “very supportive” during economic downturns or recessions, versus managers’ estimate of 50%

their organization from a new perspective: one that puts their people at the core of their processes. Employees who feel genuinely cared for and included at work are often more motivated and, therefore, more likely to find ways to adapt and thrive in any environment – that is, achieve resiliency. Employers can take concrete steps today to move the needle in the right direction on the well-being of their workforce, such as:

Business benefits of organizational resiliency

Communication is only the starting point

From PTO and health and wellness benefits to additional financial support and EAPs, there are many avenues for employers to provide support. However, one thing to remember is that an organization must assess the effectiveness of that support. Sometimes, an employer may genuinely believe they’re taking care of their people, but it isn’t actually helping the employee. A recent UKG global study of nearly 13,000 frontline employees and leaders reveals that how employees want to be supported isn’t always how organizations support them. “Our global study of the frontline workforce – our largest yet – uncovered some crucial disconnects on the kinds of support employees prefer and how their organizations provide that support,” notes Smith. “Listening to your employees to identify their needs and provide the right support at the right time can not only help your people better navigate disruptions, but it also helps ensure you’re using critical resources in the most efficient and impactful ways.”

What kinds of disconnects did the study uncover? For example, UKG found that during times of uncertainty or disruption, 58 percent of employees in Canada would like to be supported by PTO, 51 percent by health and wellness benefits, and 44 percent by additional financial support. Ranking lower on the list of employee preferences were EAPs (37 percent), clear communication about company updates (33 percent), managerial support and empathy (25 percent), and peer support networks (18 percent). Contrast that with managers’ responses, where respondents believed clear communication about company updates and managerial support and empathy tied for the most important (43 percent), while additional financial support was much farther down the list, at just 20 percent.

But employees need more: the employer/employee disconnect

Source: Resiliency Playbook, p. 4

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48%

of employees reported feeling physically safe at work, and 40% said they feel psychologically safe; managers estimated 60% and 46% respectively

53%

of employees said their organization was “very supportive” during the pandemic, versus managers’ estimate of 66%

45%

of employees said their organization was “very supportive” regarding environmental catastrophes, versus managers’ estimate of 58%

34%

of employees said their organization was “very supportive” regarding job automation via AI or machines, versus managers’ estimate of 45%

32%

of employees said their organization was “very supportive” during economic downturns or recessions, versus managers’ estimate of 50%

Workplace Intelligence Survey: employer v. employee

This sense of purpose feeds into a renewed sense of responsibility for their jobs, encouraging dedication to completing tasks on time and accurately, as well as the motivation to suggest improvements that would make them more efficient. The long-term benefits of a people-first strategy foster resiliency and support a growth mindset, even in the face of challenges.

“No matter the size of your organization, fostering resiliency

48%

of employees reported feeling physically safe at work, and 40% said they feel psychologically safe; managers estimated 60% and 46% respectively

53%

of employees said their organization was “very supportive” during the pandemic, versus managers’ estimate of 66%

45%

of employees said their organization was “very supportive” regarding environmental catastrophes, versus managers’ estimate of 58%

34%

of employees said their organization was “very supportive” regarding job automation via AI or machines, versus managers’ estimate of 45%

32%

of employees said their organization was “very supportive” during economic downturns or recessions, versus managers’ estimate of 50%

Workplace Intelligence Survey: employer v. employee

48%

of employees reported feeling physically safe at work, and 40% said they feel psychologically safe; managers estimated 60% and 46% respectively

53%

of employees said their organization was “very supportive” during the pandemic, versus managers’ estimate of 66%

45%

of employees said their organization was “very supportive” regarding environmental catastrophes, versus managers’ estimate of 58%

34%

of employees said their organization was “very supportive” regarding job automation via AI or machines, versus managers’ estimate of 45%

32%

of employees said their organization was “very supportive” during economic downturns or recessions, versus managers’ estimate of 50%

Workplace Intelligence Survey: employer v. employee

starts with managers,” Smith says. “Listening to your employees, valuing their contributions, and treating them like people are three ways leaders can build greater trust in the workplace.”

When you engage with your people during difficult times, the goal is to thoughtfully and swiftly give them the tools to cope as well as underscore that you’re there for them. Your response during upheaval should be built on an existing culture of prioritizing well-being – the foundation of resiliency. According to a recent survey, more than 90 percent of employed Canadians consider mental health, sleep, financial situations, work environment, and work-life balance as crucial factors for their well-being. Yet one-third of respondents reported a decline in their current physical and mental health, sleep, and financial well-being, noting a marked decline in these areas over the past year. This is distressing for the individual and concerning for the business. These challenges contribute to burnout, which can lead to increased absenteeism, staff shortages, and people leaving their employer or the workforce, further compounding the problem. As a result, recruitment and retention are perennial issues. A recent report found that six out of ten Canadian HR professionals describe recruitment as “very or extremely difficult,” while 33 percent identify retention as the biggest challenge. Another recent report from the Business Development Bank of Canada (BDC) indicates that this trend is here to stay for at least the next five years. This is particularly prevalent in sectors with frontline workers, such as healthcare. “If we don’t focus on providing a better employee experience, we risk losing valuable talent,” warns Teresa Smith, director, human insights at UKG. “That can have serious impacts on your overall business and operations, including decreased employee productivity, lower customer satisfaction, or diminished patient care.”