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By Propulo Consulting

By Brie DeLisi A consistent feature of most organizational change efforts includes employee engagement and communications, and this is even more important during work transitions. Employee engagement impacts the quality of the changes, as well as the buy-in from the greater workforce, while communications reduce ambiguity, assumptions, misunderstandings and confusion. Consider the call center example used in the previous blog; first and foremost, this is typically a highly engaged and social workforce. Call center employees are regularly meeting with one another, sharing information and insights, supporting or seeking support, and celebrating wins together. These highly engaged individuals will already have the enthusiasm

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By Brie DeLisi Many of us are in the process of shifting back into office environments or considering the appropriate next steps for a safe return to the office. Fortunately, there are a number of steps that can be taken for the physical work environment to ensure employees are kept as safe and healthy as possible. The purpose of these physical work environment adjustments is to ensure employees can be properly distanced to avoid COVID exposures the air and that shared resources limit surface exposures. Considerations should include employee distancing, space resourcefulness, adding structures, air ventilation, shared resources and sanitation. Employee Distancing Ideally,

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By Josh Williams, Ph.D. Leaders are looking for direction to manage employees during COVID re-entry. Stressing the importance of maintaining an internal locus of control (ILOC) with employees will help. Internal control is the degree to which people believe they control the outcomes of their lives, as opposed to external forces shaping their lives beyond their control.  A few considerations:  People with external control take less action over their own lives than those with ILOC. They blame things around them instead of taking personal ownership. ILOC is predictive of higher job performance and satisfaction (Dormann et al, 2006) and improved health behaviors with migraines, kidney

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By Brie DeLisiHave the last few months felt like a rollercoaster? It is time for us to embrace the new normal, in which nothing is ‘normal’ anymore. This blog series will explore options for returning to the office (or not), what the new workplace might look like, and how to best prepare for what might be a long period of uncertainty. For the physical work environments, we’ll need to consider how to best structure the new office, or whether we want our workforce to return to an office setting at all. The key to approaching this process is to identify options

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By Madison Hanscom, Ph.D. During a time of uncertainty, many of us fall into unhealthy thought patterns. A recent study uncovered just how much Americans are struggling with mental health this year. Compared to 2018, those sampled in 2020 were eight times more likely to report indicators related to serious mental illness (1). A common tendency when dealing with stress is to ruminate on stressors. Will my loved ones get sick? When will the economy be back to normal? When will my children go back to school? What will happen to my career? These thoughts are normal, but they can stir

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By Josh Williams, Ph.D. People are increasingly distracted, tired, frustrated, and stressed out in dealing with COVID. This is particularly true with working or returning to work. It’s hard for people to stay focused on the job when they’re constantly reminded about rising death tolls and dropping stock markets. This has consequences for mental health but also physical safety. People are 60-80% more likely to be injured on the job when they are stressed out (according to the American Psychological Association). One tool to combat this is cognitive rebooting. Rebooting your thinking is like rebooting your computer when it doesn’t work. Clinical psychologists use this

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