Dimensiones de las vermicomposteras

The most commonly reported response related to the view that management needed to improve communications with their employees and within teams and that there should be more frequent catch-ups, updates, contact and feedback. More than one in three cited these as measures that management should take. The specific comments reveal nuances in perceptions, ranging from employees’ beliefs that they should be kept informed of wider business developments, to blunt requests that communication should be restored, to a widely-held view that intra- and inter- team communication should be facilitated to overcome isolation and that managers should become visible and available as points of contact. Consistent with the need for management to improve communication and overcome isolation, a small number (3.9 per cent) were of the view that management should introduce on-line social activities.

‘I'd like more regular updates on what's happening in the business - to do with CV-19 as well as how the business is coping in the current climate and the impact this is having on the business’. (M, FS, 46-55, 6-10 years)

‘There is no communication now - messages are passed down the chain of command and watered down if they are passed out at all. We do hear about the naughties that we do, but very little on the positives or updates on situation. We need, more than ever, to feel included, not like social pariahs’. (F, FS, 65+, 6-10 years)

‘We normally have a buzz meeting where we have 20 minutes to discuss changes and to a lesser extent socialise, but these have been pulled due to call volumes. More pragmatic agent focussed approach would be appreciated’. (M, FS, 25-35, 3-5 years) ‘Provide better intra-team communication tools and training on their use. In particular, a decent means of cross-training/job shadowing while working remotely is a must. But teams also need to have a place to just chat with one another’. (M, PS, 25-35, 1-2 years) ‘Keep in regular contact to keep morale up and ensure staff don’t feel isolated’. (F, FS, 25-35, 3-5 years)

‘Ensuring communication is focused on more deeply to avoid feelings of loneliness in teams’. (F, FS, 25-35, 3-5 years)

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‘Check on how we really feel, not just drop an email when they have something negative to say to us all - we're all doing the best we can in a bad situation that none of us would have chosen’. (F, FS, 65+, 6-10 years)

‘More virtual visibility of managers - Ops Mgrs have been invisible, TL is in huddle meeting on phone once a day’. (F, FS, 46-55, 1-2 years)

‘A manager assigned to work on Microsoft teams so always receive a prompt answer’. (F, FS, less than 25, 3-5 years)

‘Do quizzes etc to keep us more engaged’.

Alongside the desire for greater communication from management, 17.3 per cent requested specifically that Zoom, Skype or other forms of video team meetings be introduced in order to overcome isolation by establishing visual contact. This finding is not surprising given the previous discovery that one in two respondents reported missing social contact and the experience of isolation was a negative aspect of homeworking.

‘Zoom calls and lighthearted calls’. (F, FS, 36-45, more than 10 years)

‘Zoom meetings to allow colleagues to catch up and physically (sic) see one another’. (F, FS, 25-35, 3-5 years)

‘Daily 10 minute “huggle” with the team to keep in touch & check all is ok’. (F, FS, 56-65, more than 10 years)

‘Create What’s App interaction within team as very isolating being at home’ ((M, FS, 56-65, less than 1 year)

Even then, as a few respondents indicated, however welcome frequent, visual, remote contact may be, it is insufficient to overcome distance and loneliness. In the words of one, ‘Using Skype or Microsoft teams program is not enough’.

Taking this theme of the need to improve communication on step further, an additional 8.9 per cent, more precisely and firmly urged managers to provide clear instructions for home workers, ensuring that employees were fully aware of what was expected of them.

‘When we worked in office, supervisors and above didn't work weekends for my scheduled hours. Since we started WFH the policy is the same. Before, in the office I might not able to ask supervisor for help but I could go to a tenured colleagues desk and ask him/her a question if I needed help with a call. The only way I can do that from home is to send them an IM, often times they miss it or ignore it, feel like i'm on my own when it comes to troubleshooting. I set up active alerts for when people to ask questions in a dedicated chatroom so I always try to help others, my other colleagues do not do the same thing. I am lucky that I am experienced enough that I often do not need help but for newer colleagues this would pose a larger problem. Also, in an office you can overhear a troubleshooting session that's going on and take steps and learn it, can't do that at home’.

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‘Communicate what is expected re workload as we are being told do what you can but then also being told it’s not enough because there’s x amount of team members in/comparisons across departments and sites’.

‘Open and honest conversation regarding full guidelines regarding expectations to work from home to allow informed choice to set up accordingly’.