lady with girl - icon
Posted on 29 July 2020 by UCT GSB Press Office
Management Fundamentals

What should companies be doing to ensure that they can manage employee well-being?

Research shows that promoting employee well-being and health can help prevent stress and create positive working environments where individuals and organisations can thrive.


Research shows that promoting employee well-being and health can help prevent stress and create positive working environments where individuals and organisations can thrive. 

What should companies be doing to ensure that they can manage employee well-being going forward and how has the crisis changed the way we do things?

Kurt April, Allan Gray Chair, Professor, UCT Graduate School of Business 

Employees find themselves in unfamiliar home-work situations in which they eat alone, make coffee alone (no coffee-/watercooler conversations with colleagues), have to take breaks alone, and there are no social gatherings like workplace breakfasts or after-work gatherings/drinks where they can share social information or jokes, for example. They are having to resort to online social gatherings — “sharing” a hot chocolate or glass of wine, meals, or playing boardgames while being distant in different locations … all to keep up the necessary social connections and sense of belonging which all humans need. All of the sitting while working at home, snacking and eating more than one normally would throughout the workday, has led to expanded guts, and employees and employers have to find constructive ways to deal with obesity issues — encouraging and insisting on more regular work breaks, making time for stretching, walking, and hydration during meetings and online sessions (including making the formal online workday shorter — and employees can self-manage the rest of their work in their own time) … this requires trust, autonomy and accountability, both ways. 

Also, to allay the worries many employees have about the sustainability of their finances and their need to hold onto jobs, coupled with being told by employers to be more agile and learn new skills to keep their jobs or change role/jobs, employers are needing to compassionately and patiently guide employees through these transitions, and provide mentoring around personal finance management. Individuals are having to learn new time- and boundary management routines while working from home — for instance, how to properly separate work-, family-, exercise-, recuperation- and hobbies/leisure time by employing time splicing, i.e., dedicating one hour for this, 45 minutes for that, two hours for something else, and so on, all in a day. Working in parallel appears to be the most effective personal strategy, as opposed to working serially, e.g., working on one thing until it is done, then dedicating one’s time to the next, and so on. 

Employers are also assisting by pushing their health providers and insurers to monitor employee well-being through personal digital monitoring, providing online engagement activities (e.g., yoga online, fitness classes online, mindfulness sessions, talks & seminars online), instructions on and providing resources for healthy remote work/home-office design (technology, connectivity, sound, lighting, screen management, seating, temperature control), and providing online support for those struggling or feeling overwhelmed (in-house and external counselling services, domestic abuse counselling, suicide and rape hotlines, therapy and general coaching for personal development). Employees are coming to grips with how stress impacts the working of their brains and overall feelings of well-being — and how it relates to making rigorous decisions, choices and how it affects their productivity. Companies, ultimately, need to make work-life balance more compatible with employees’ lives, and in ways that help them both thrive.

Khavitha Singh, Academic Head: Lean Management at Toyota Wessels Institute for Manufacturing Studies; UCT GSB MBA alumna

The COVID 19 pandemic has fundamentally shifted the routines and platforms of most people, both in their personal and professional environments. This has resulted in increased levels of stress and mental fatigue as individuals attempt to juggle a number of priorities and deliverables, that they previously were not responsible for. Routines are no longer the same!

To complicate matters even further, the environment in which this all takes place, unlike before, is not varied. These dynamics often occur in the same space, at the same time, for prolonged periods of time and generally behind a computer screen! The result is that employees feel overwhelmed and anxious, which ultimately has led to varying negative impacts on mental health. Employees miss the randomness of personal face-to-face human connections, as well as the alternative space of engagement to their domestic ones.

With this in mind, companies are encouraged to adopt online, innovative and creative ways to allow employees to connect in safe spaces with colleagues or leaders. Having non-pressurized, frequent, light-hearted, yet reflective emotional connect sessions, that provide a space for vulnerable and personal engagement, will provide a collective relief from the challenges and impacts shared.

Thomas J. Klapsia, Full-time MBA student, UCT GSB

One of my previous supervisors used to say, “You are not paid for the hours you sit in front of the computer. You are paid for critical thinking and providing solutions to our clients.” Going forward I believe more and more companies should recognise that the value of their employees is not the time they spend at a desk, even though this still is a KPI that is measured and ultimately paid for. From my point of view, COVID-19 has accelerated that shift.

With thousands of employees working on their laptops from home, the challenges they face are real and should be catered for by the companies. If certain employees do not need to be available at certain times of the day, then why not let them structure their work as they wish or need? This could mean that employees work in the morning and then again when their children are in bed. Companies must accept that parenting might mean that some employees are not available for more extended periods during the day. This requires either trust or transparency, ideally both.

From my experience, employee well-being also depends on the social element of your working environment. With a remote working force without any immediate colleagues around, companies should seek to institutionalise short and informal but regular check-ins via video-call or phone to prevent employees from feeling isolated and also to increase transparency on the circumstances of its employees. Also, some of the most innovative solutions I have previously worked on were ignited through an informal chatter on the floor where two or three loose strings were connected. So, from a company perspective, you also do not want to lose out on the power of collaboration of your employees.


MORE ON Management Fundamentals

CEMS report 1
Management Fundamentals

Three lessons for employers from the CEMS The Future-Forward Workforce report

The CEMS Master in International Management programme is a launchpad to an international career. But these careers are evolving as new generations of graduates with new attitudes and ideas are entering the workforce. We take a look at the findings of a recent CEMS workplace research report, and what it means to future leaders and their employers.

Read Article
Posted on 30 August 2024 by UCT GSB Press Office
Stemming 690x345
Management Fundamentals

Stemming the Talent Exodus and Securing SA's Future Pipeline

Excerpt from "Stemming the Talent Exodus and Securing SA's Future Pipeline" event and key take-aways from the UCT GSB Alumni Department.

Read Article
Posted on 21 September 2023 by Alumni Relations Dept
Azvir R
Management Fundamentals

More purpose, more flexibility, more empathy – what’s really driving ‘The Great Resignation’?

The record number of people leaving their jobs in 2021, mainly in the US, has given rise to the term ‘The Great Resignation’ or ‘The Big Quit’. We asked the UCT GSB's Azvir Rampursad and Rayner Canning for their insights into this trend.

Read Article
Posted on 10 February 2022 by Azvir Rampursad
Hamida Parker Poor quality food control
Management Fundamentals

Poor quality control leaves a bad taste in consumers’ mouths

The recent spate of food quality failures going back to the country’s deadly listeriosis outbreak in 2018 reveals the damaging health consequences and reputational damage that can flow from a single ‘bad batch’.

Read Article
Posted on 17 January 2022 by Hamieda Parker
Hamida Parker How Toyota’s approach to making cars
Management Fundamentals

How Toyota’s approach to making cars can aid vaccine production in Africa

As African countries seek to ramp up production of COVID-19 vaccines, they are running into several obstacles including supply chain and quality control issues. Could Lean Thinking, a manufacturing ethos developed in car factories, help local vaccine manufacturers up their game at this critical time?

Read Article
Posted on 3 December 2021 by Hamieda Parker
Kumeshnee West five tips for leaders in knowledge
Management Fundamentals

Five tips for business leaders in the COVID-accelerated knowledge economy

The COVID-19 pandemic has created a business environment that demands a different kind of leader to ensure organisations are able to adapt and thrive.

Read Article
Posted on 24 September 2021 by Kumeshnee West
Wayne Borchardt Overconfidence: the mother of all
Management Fundamentals

Overconfidence: the mother of all biases

People say confidence is key; but overconfidence is a serious risk in decision-making. This is especially pertinent for business leaders with a lot on the line. If they fail to question their beliefs with sufficient rigour, things could end in disaster.

Read Article
Posted on 22 September 2021 by UCT GSB Press Office
Professor Mignon Reyneke - How local retailers can
Management Fundamentals

How local retailers can reap the most from the e-commerce boom

When COVID-19 hit, many South African companies without an online presence were not equipped to deal with the closing of retail stores. Those now scrambling to catch up will need to put customers at the heart of their e-commerce strategy.

Read Article
Posted on 15 September 2021 by Mignon Reyneke
Four sure ways to promote diversity at top levels
Management Fundamentals

Four sure ways to promote diversity at top levels

Researchers from the UCT Graduate School of Business asked black South African men and women what needs to change in the workplace to encourage them to apply for top jobs, here’s what they said.

Read Article
Posted on 5 August 2021 by Babar Dharani
The lack of economic complexity is South Africa’s
Management Fundamentals

The lack of economic complexity is South Africa’s real economic problem

South Africa needs to build a resilient and productive economy that fosters rapid learning, adaptation to new conditions, technological innovation, and the expansion of goods and services to an ever-widening group of products. And this can only happen with the assistance of the state rather than despite it.

Read Article
Posted on 26 July 2021 by Thomas Koelble
HYBRID WORKING MODEL - MEDIA
Management Fundamentals

How to ensure the success of the hybrid working model

After more than a year of remote working, many organisations recognise its benefits, but are also conscious of its challenges. What can organisations do to ensure the hybrid working model is a success?

Read Article
Posted on 22 June 2021 by UCT GSB Press Office
Beverly Shrand - Healthy workplaces are foundation
Management Fundamentals

Healthy workplaces are foundational for a healthy society

Business has a critical role to play in fostering diversity and inclusion and building healthier workplaces and societies in the wake of the crisis.

Read Article
Posted on 20 May 2021 by Beverly Shrand
David Venter - Negotiation skill
Management Fundamentals

Negotiation should be seen as an opportunity for both sides to win

To avoid a shutdown over wage negotiations, we need to find what both parties value.

Read Article
Posted on 12 May 2021 by UCT GSB Press Office
Geoff Bick -franchise
Management Fundamentals

Trust and support key to whether franchises thrive or perish

COVID-19 has decimated SMEs in South Africa, can the lessons of past successes of franchises help them to rebuild?

Read Article
Posted on 10 May 2021 by Geoff Bick
Elanca Shelley PGDip - time to leave VUCA world be
Management Fundamentals

It is time we leave the VUCA-world behind

At the risk of drying up the book royalties of hundreds of business authors who have built their careers around it, VUCA is on its way out and a new framework has emerged to replace it.

Read Article
Posted on 15 April 2021 by Elanca Shelley
Veronica - Media
Management Fundamentals

Leading well in the time of a pandemic

Cultivating kindness and empathy could be a leader’s greatest asset in these challenging and unprecedented times.

Read Article
Posted on 6 April 2021 by Veronica Royston
Mignon Reyneke - Q&A
Management Fundamentals

Are women more likely to be vulnerable consumers?

World Consumer Rights Day is commemorated on 15 March. Since it’s also International Women’s Day in March, we asked the UCT GSB’s Associate Professor Mignon Reyneke, to share some insights into some of the consumer issues associated specifically with women.

Read Article
Posted on 3 March 2021 by Mignon Reyneke
KW KW- ICON
Management Fundamentals

Bold measures necessary to make up for women’s losses during COVID-19

As the world commemorates International Women’s Day on 8 March — this year hashtagged #ChooseToChallenge — countries must take stock of the setbacks working women have suffered over the COVID-19 pandemic, and imagine new ways forward.

Read Article
Posted on 2 March 2021 by Kumeshnee West
Dr Badri Zolfaghari - media
Management Fundamentals

Psychological safety in the virtual workplace

What are the main barriers to creating psychological safety in the workplace and how can this be achieved in a virtual environment?

Read Article
Posted on 8 February 2021 by UCT GSB Press Office
Hamieda Parker Media - Making teams stronger
Management Fundamentals

Making teams stronger and more productive in difficult times

Fear is rising in workplaces around the world - both for those working from home and in offices. A recent study shows 63% of South Africans are concerned they may lose their jobs in the next 12 months.

Read Article
Posted on 14 January 2021 by Hamieda Parker
Cape Talk
Management Fundamentals

What's your people strategy for 2021?

Remember the days when you shook hands enthusiastically with clients and colleagues just before sitting down together at the meeting table? Sharing pens to scribble down ideas during a brainstorming or team building session?

Read Article
Posted on 23 November 2020 by Azvir Rampursad
among trust - media
Management Fundamentals

Remote work has built — rather than broken — trust among colleagues. Here’s how

The COVID-19 crisis has forced a massive shift towards remote work. What are the implications of this shift for trust in the workplace? Such trust plays a crucial role in how we coordinate, cooperate, reciprocate, and respond to risk and uncertainty.

Read Article
Posted on 13 November 2020 by Badri Zolfaghari
crucial skills - media
Management Fundamentals

It’s only small talk - but losing it may cost businesses big time

As lockdowns prevent teams from having their organic face-to-face interactions and ‘water-cooler’ conversations, critical skills are being lost with knock-on effects for productivity and employee wellbeing. Here are four ways managers and leaders can counteract the trend.

Read Article
Posted on 12 November 2020 by Kumeshnee West
If times are hard - media
Management Fundamentals

If times are hard, try getting to know yourself a bit better

Finding a good coach during difficult times can give you new tools to understand yourself and develop healthier ways to navigate your life and work.

Read Article
Posted on 12 November 2020 by Craig OFlaherty
Kirby - media
Management Fundamentals

Transparency and integrity go a long way, especially in a crisis

It is Kirby Gordon’s job to convince people it is OK to fly again, one many challenges he’s had to tackle in the past few months, which have seen him draw on the skills he gained during his MBA a decade ago.

Read Article
Posted on 26 October 2020 by UCT GSB Press Office
How to network and create impact - MEDIA
Management Fundamentals

How to network and create impact in a virtual world

How can graduates entering the workforce in the midst of a global pandemic, position themselves to make connections and create impact in order to ensure career mobility or enhance their employability?

Read Article
Posted on 15 October 2020 by Veronica Royston
Cape Talk
Management Fundamentals

Will remote working become the norm after COVID-19?

The COVID-19 pandemic has disrupted almost all industries. The future worker and workspace has evolved considerable and there may be no going back. What should companies be doing to prepare for the new normal? What are the key trends and skills that are going to be in high demand? Accelerate CEO Ryan Ravens spoke to Kieno Kammies.

Read Article
Posted on 21 September 2020 by UCT GSB Press Office
Building an agile hospitality industry - Media
Management Fundamentals

Building an agile hospitality industry

As local tourism begins to pick up, the hospitality industry is feeling some relief from the massive blow it sustained during lockdown. Some might even be feeling that things are returning to how we knew them to be. And while we should savour this little bit of hope, the truth is things have changed forever and we must change along with them.

Read Article
Posted on 15 September 2020 by Jonathan Steyn
new new manager - media
Management Fundamentals

Five top tips for first time managers

Moving into a managerial role can be stressful and many new managers feel overwhelmed and unsure of themselves. But there five simple things they can do to boost their confidence and thrive.

Read Article
Posted on 29 July 2020 by Mzoxolo Gulwa
STB
Management Fundamentals

Addressing culture and context to successfully do business in Africa

Standard Bank teamed up with the UCT GSB to co-create a powerful learning partnership that helps its managers across Africa build stronger client relationships and foster long-term profitability.

Read Article
Posted on 11 March 2020 by UCT GSB Press Office
Diamonds used to be synonymous with the language o
Management Fundamentals

Disruption in the diamond industry

Technological innovation and dramatic changes in consumer preferences are disrupting the diamond industry, and this has serious implications for job security in Africa.

Read Article
Posted on 14 February 2020 by Babar Dharani
How to get women into the boardroom faster
Management Fundamentals

How to get women into the boardroom faster

While breaking into the male-dominated world of senior management is tough, there are a few things women can do to make it easier for themselves while climbing the corporate ladder — all the way to the top.

Read Article
Posted on 4 February 2020 by Kumeshnee West
Social Megatrends Media
Management Fundamentals

Three social megatrends that are shaping the future of tourism

SA tourism must work to capitalise on the social megatrends that are influencing how and why people travel, and what they look for when they do.

Read Article
Posted on 22 January 2020 by Sabine Lehmann
 Can Integrated Reporting Media
Management Fundamentals

Can Integrated Reporting bridge the widening trust gap between business and society?

Integrated reporting is taking off globally and is giving corporations a framework within which to rethink their models for value creation and rebuild dwindling trust with stakeholders.

Read Article
Posted on 22 August 2019 by Mark Graham
 Professional women inch Media
Management Fundamentals

Professional women inch forward in the fight for gender equality

More women are reaching senior levels of management in business than ever before, with the pay gap between men and women also shrinking, but this does not mean that the struggle women face in getting to the top is over.

Read Article
Posted on 19 July 2019 by Kumeshnee West
In a post-truth world experiential innovation by
Management Fundamentals

In a post-truth world experiential innovation by hospitality leaders is crucial

In a post-truth world experiential innovation by hospitality leaders is crucial

Read Article
Posted on 15 May 2019 by Jonathan Steyn
kelly de cock - media
Management Fundamentals

Soft skills rule in the 'hard' world of finance - Kelly de Kock (MBA)

Kelly de Kock (MBA 2011) has forged a high-flying career in the financial services industry and her current role as Chief Operating Officer for Private Client Securities, Treasury, and Fiduciary Services at Old Mutual Wealth combines her love of solving technical challenges with a finely-tuned ability to manage people skilfully.

Read Article
Posted on 4 May 2019 by UCT GSB Press Office
To realise value, SA Wine needs to speak with one
Management Fundamentals

To realise value, SA Wine needs to speak with one voice

TO REALISE VALUE, SA WINE NEEDS TO SPEAK WITH ONE VOICE

Read Article
Posted on 25 April 2019 by Jonathan Steyn
Where will you be Media
Management Fundamentals

Where will you be when an AI machine is sitting on the Board?

Industry 4.0 is redefining business and restructuring organisations; so what skills do you need to have as a manager to stay relevant?

Read Article
Posted on 20 March 2019 by Kumeshnee West
Branding is simply another word for reputation
Management Fundamentals

Branding is simply another word for reputation

Woolworths’ 2019 Valentine’s Day gaffe was a textbook case in how not to manage a brand. A brand is essentially an extension of an organisation’s reputation, and this needs to be managed carefully and with consistency from day one.

Read Article
Posted on 1 March 2019 by Raymond Van Niekerk