While travelling through the San Luis Obispo County in California, my husband and I started feeling a bit weary and felt like a relaxing afternoon drink was in order so we dropped into a winey. Upon requesting a tasting and an alcohol-free beverage for myself, we were ushered to a table for two and the server came out to get my husband started on the tasting flight. While it was an intimate way of doing the tasting, I was curious why the ornate bar overlooking the vineyard was not being used for the purpose it was clearly intended. The tasting manager informed me that this small group seated tastings was the way that was preferred by the customers post-COVID restrictions. From the tone of her voice, I could tell it was not her preference, so I quizzed further. She said that she doesn’t get the same energy from doing the tastings in smaller groups. She loved the feeling of “holding court”, my words not hers, managing multiple tasting groups, answering questions, and having the banter between the groups. I could certainly see her point. I had been traveling with my husband for a few days and we were both keen to have some conversation with someone other than ourselves!
As I am embracing an alcohol-free lifestyle, I had been questioning what I enjoy about wine tasting. It's not the alcoholic substance but the experience I reflected. The finding a place with a nice view, talking to those providing the tastings, learning more about their winery, its history and their way of life. It was the chatter with other people traveling the same wine trail, the exchange of experiences and recommendations. In short, it was the connection that it provided.
The bar manager is not alone in yearning for aspects of her job that seamed essential pre-COVID but are now absent from her role. This is something that I am hearing across industries. I provides an opportunity to learn what it is that is appreciated about the changes COVID has brought and what employees would prefer went back to the way it was previously. Garnering this information will help shape the employee value proposition that your company is offering and contribute to the attraction and retention offering. For the vibrant extroverted employee who served me at the SLO county winery, I could tell that she had taken a step down the level of engagement post-COVID and to her credit she has plans to get back some of the joy in her work by influencing a few changes.
The experience of COVID has unfortunately reduced the feeling of connection in many workplaces. Once we recognise that we want it back, we can determine what we can do to improve our situation. I have a sense that employees do not want to risk the flexibility that they have gained by admitting they desire more connection.
According to a recent article regarding the future of work, to Gen Z, remote work is about continuing connections built in person while maintaining a flexible schedule. Pay attention to Gen Z’s expectations of the post pandemic world of work. The needs of these entry-level hires will impact decisions surrounding redesigned office spaces, in-office onboarding support and development opportunities. Employers need to show that their commitment to flexibility is as strong as to developing a sense of connection in the workplace. The two values are not mutually exclusive and those companies who can provide both will be leading employee engagement and in turn the war for talent.
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