With the transition to home office, many employees have lost their daily dose of personal contact and work habits, and many of them have struggled with the new routine. Have you managed to capture the needs of those who were (or are) finding the situation hard to handle?

While introverts frequently thrive more on the ability to solve tasks on their own, so that home office has helped many of them maintain or increase their productivity, extroverts often struggle. People who recharge by interacting with other colleagues tend to feel exhausted and anxious precisely because of the isolation.

Extroverts need social interaction and the opportunity to share their thoughts with others. Nor does the possibility of virtual communication tend to help them make the most of personal contact as they miss the minor nuances of body language and proximity. This can hardly be fully replaced by online tools. Extroverts are thus becoming an endangered group, facing more frequent anxiety and fluctuation in performance.

Another endangered group that may not be comfortable with telework is newly hired employees and junior co-workers. It can be very difficult for newcomers and external students to find their way around the company environment and especially in a team if they do not even have a chance to get to know their colleagues properly. It is therefore extremely important to pay maximum attention to the adaptation process and communication. Junior colleagues can also feel helpless or anxious about their work. Many of them may be unsure of the quality of their work and value for society. They need to feel recognition and guidance.

At the other end of the spectrum are more experienced employees who were always used to their position and achievements being appreciated. They were highly visible in the collective; however, many of them are not able to operate remotely in their accustomed mode.

Prevent employees from feeling bad because they have not been able to adapt to the new conditions. Normalise problems by sharing the difficulties and anxieties of teleworking in a team.

Even those who prefer an isolated work environment may feel affected by the unprecedented nature of compulsory isolation if, for example, they are forced to work alongside their family members.

Isolation can affect the actions and attitudes of employees.

Depression caused by isolation can manifest itself as, for example, reluctance to get out of bed in the morning or excessive crying. People can be irritated, frustrated, angry, experience difficulty concentrating or have trouble meeting deadlines and making decisions.

To identify employees who may be be suffering internally, try asking your staff the following questions:

• Does your colleague seem less happy or willing than usual?
• Is there any reason for their not completing tasks?
• Does it take them longer than usual to complete their work?
• Do they complain of lack of sleep or inability to concentrate and perform tasks?
• Does they have a communication problem?
• Do you see or otherwise perceive signs of fatigue or sadness?
• Are delivered tasks suddenly incomplete or otherwise neglected?

If you have a close working relationship with an employee, it can be as simple as a private conversation. However, avoid assumptions and judgments during the discussion. Rather, express your curiosity and interest in the situation around your colleague.

Many employees are afraid of losing their jobs. If they feel threatened, they may not react honestly. It is therefore essential that you express empathy and let employees know that it is okay if they are not feeling well.

When talking to employees about their problems, also avoid assuming that everyone has the same experience. Your job as a leader is to maintain a balance between the productivity of the company and the well-being of your people. Be here for them and now that they need you the most.

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