In recent years, the culture of work has undergone significant changes, mainly caused by the pandemic, the war in Ukraine and the subsequent inflation. Many people have experienced the effects of these crises both in their private and professional lives. Some lost their jobs, others had to adapt to new conditions such as remote work, and management faced the challenge of developing strategies that would allow organizations to survive difficult times. These overlapping difficulties came to be referred to as Omnicrisis, which affected everyone, regardless of position or place of work.
Despite these challenges, crises have also brought positive changes that have contributed to the improvement of organizational culture. There is more and more talk about well-being, mental health, relationships, needs and expectations of employees, as well as the new leadership role. These experiences have made us realize that crises can arise at any time, so it is worth having effective strategies to deal with stress and difficulties in the workplace.
However, in order for these conclusions not to remain just empty slogans, it is necessary to turn to the results of studies and the opinions of experts. It is they that confirm the effectiveness of certain methods and encourage their implementation in order to improve the quality of work, strengthen commitment and care for the well-being of employees.
What motivation do employees expect?
The modern approach to motivation at work requires an understanding of both the needs of employees and the challenges facing executives. Part of the traditional motivational techniques ceases to correspond to current realities, so it is necessary to implement modern methods that lead to more effective and rewarding work. A key element of motivation is understanding what problems employees face on a daily basis.
As he notes Peter Tomala, an experienced sales manager, modern organizations need leaders with developed soft competencies, those who are able to listen and are authentic. Employees increasingly value relationships based on trust, where an open conversation is possible without fear of negative evaluation. In the era Omnicrisis, embracing the effects of the pandemic, the war in Ukraine and inflation, the approach to mental health has also changed. Visits to a psychologist or psychotherapist are becoming increasingly accepted and normalized, and in many workplaces even recommended as a way to manage stress and prevent burnout.
Employees expect authenticity, sincerity and openness from leaders who can manage with a “human face”. Such leadership allows you to build healthy relationships in the team and provides a sense of security, which is the foundation of effectiveness. Although younger generations, such as Y and Z, value work flexibility, the need for stability remains relevant in the face of uncertainty.
Transparent dialogue and regular feedback are tools that play a key role in building trust between employee and employer. Sincere and constructive feedback strengthens relationships, increases engagement and fosters teamwork. Leaders who adapt their approach to the individual needs of employees not only effectively motivate, but also support their development and job satisfaction. In these times, motivation must be based on relationships, understanding emotions and taking care of mental health. Authenticity, empathy and concern for the well-being of employees are the foundations of effective management, which translates into the commitment and success of the entire team.
However, what situations cause stress in employees?
Report The pressure of change and emotions and mental health in the work environment (2024) provided detailed data that paints a picture of today's working environment. It was developed as part of the nationwide educational and information campaign “Closer to Yourself” by the Artemis Group. Report addresses issues such as the current emotional and psychological state of the subjects, reactions to changes and uncertainties in the workplace, stress related to change, or positions and competencies related to adaptation to change, empathy in the workplace. At the same time, the goal of the entire campaign is to support employees and leaders in coping with stress, pressure, emotions, building and strengthening psychological resilience, developing adaptability to changes and competencies of the future and communication in the face of change.
The research sample was 1,300 people divided into:
Gender: Women - 51%, Men - 49%
Function: Leaders - N300
Employees - N1000
Organization size: Large companies (more than 250 people) - 49%, Medium-sized enterprises (50-249 people) - 51%
Position
“Regular” employee (occupying a lower than specialist position) - 30%
Specialist (non-team worker) - 30%
Senior specialist (non-team worker) - 17%
Manager/Manager/Team Leader (managing the work of a team of other employees) - 21%
Director - 2%
The main conclusions relate to: Emotional overload and fatigue from changes, stress, fatigue, the impact of changes and the negative emotions associated with them, communication, mental condition and lack of empathy.
More than half of respondents (52%) feel emotionally overloaded, and almost as many (48%) are tired of constant changes at work. Work is a source of stress and exhaustion for 55% of respondents. Both leaders (50%) and employees (47%) admit that constant changes in the organization make them tired.
The majority of respondents (58%) respond to information about changes in work with negative emotions. In addition, 45% of respondents believe that the introduction of changes takes place without adequate preparation, and 42% indicate that these processes are too fast, which makes it difficult for them to adapt.
Barriers to talking openly about mental health issues in the workplace are also noticeable — 44% of employees are afraid to admit their condition worsens and 41% see mental health as taboo. Moreover, 28% of those surveyed say that people struggling with psychological problems are isolated in teams, and only 27% of employees affirm that their supervisor is regularly interested in their well-being.
Mental health in the broader social picture (data of the Social Insurance Institution)
Looking at the issues of mental disorders and behavioral disorders in a broader social context allows us to measure the scale of the phenomenon and realize how important this problem is in terms of the functioning of the organization and the well-being of the employee.
In 2023, there was a significant increase in the number of sick leave issued for mental disorders and behavioral disorders. Compared to 2022, this number has increased by 8,7%. The number of sick leave in 2023: exhibited more than 1.4 million certificates, which translated into 26 million days of sick leave and w 2022: exhibited approximately 1.3 million Certificates and 23.8 million days of sick leave.
The most common causes of layoffs are reactions to severe stress and adaptive disorders, depressive episodes, other anxiety disorders. This dynamic development of the situation in terms of issued sick leave due to mental disorders and behavioral disorders testifies to the growing problem of mental health in Poland. Particularly acute are reactions to stress, depressive episodes and anxiety disorders, which predominate among the causes of sick leave. These statistics highlight the need for greater psychological support and appropriate preventive measures in the work environment.
What can be done?
Implementing appropriate workplace practices is key to building a healthy and effective atmosphere. Training for both employees and leaders increases the communication skills of both parties, giving them the tools to cope with stressful situations that require greater commitment. There are many techniques that help reduce conflict, support difficult conversations, and use your full potential at work.
Building positive relationships:
- Team Collaboration.
- Effective handling of difficult conversations, including dealing with criticism and resistance.
- Identifying communication barriers and breaking them.
Emotion Regulation and Mental Resilience:
- Maintaining a balance between emotions and rational thinking in stressful situations.
- Developing resistance to self-criticism and pressure at work.
Setting Boundaries and Assertiveness:
- Develop the ability to communicate expectations and needs.
- Regulation of emotions in difficult conversations, allowing you to remain calm and professional.
Each of these issues requires attention and work, but brings tangible benefits in the form of greater engagement, efficiency and a better atmosphere in the workplace. The implementation of the above practices allows the organization to achieve better results while taking care of the well-being of employees.
summary
Motivation in the workplace is based on building trust, authenticity and concern for mental health. Effective management requires taking into account the individual needs of employees, regular feedback and creating a work environment that supports their development and sense of belonging. Sources:
- https://web.swps.pl/strefa-zarzadzania/artykuly/24700-motywacja-w-srodowisku-pracy-czego-oczekuja-pracownicy-podcast
- https://blizejsiebie.info/wp-content/uploads/2024/06/Raport-Blizej-Siebie-Presja-zmian-a-emocje-i-zdrowie-psychiczne-w-srodowisku-pracy.pdf
