While numerous studies over the past decade have highlighted the parlous state of employee engagement around the world, there have equally been numerous studies highlighting the poor state of productivity.  For instance, one found that just 15% of employees were operating at their full potential.

In a survey of around 14,500 people, research from Yale explores the various organizational and individual factors that underpin our capacity to fulfill our potential.  The survey found that employees achieve their full potential when they’re clear about what’s required of them, are willing and able to ask questions, don’t feel overburdened by rules, are supported in solving problems creatively, have their feelings and emotions acknowledged by bosses, and have purpose and meaning in their work.

Nurses during Covid

The study focused on the experience of nurses in hospitals during the pandemic, when pressure was at its highest.  For instance, during the first wave when so much was unknown, the performance of many nurses regressed as the situation overwhelmed them.  What’s more, organizational policies were not designed for such a scenario and were rigidly applied, which didn’t help nurses adapt accordingly.

The stressful circumstances also lowered any sense of psychological safety, which made speaking up that bit harder, and also learning how to conduct new procedures slower because questions were not raised.  Whereas we traditionally view psychological safety in terms of fear of reprisals for speaking up, during Covid it was as much to do with not wishing to add to the burden of colleagues.

This anxiety began to recede as the science and the messaging around the virus became clearer, while healthcare managers also began to appreciate the need for greater flexibility in the delivery of care to patients.  There was also a growing appreciation for the need for compassionate leadership to help staff through what was an enormously stressful period.

The pandemic has shown that new ways of managing are required to help ensure employees are engaged and fulfilling their potential.  The study provides a nice reminder that these changes are not something that should begin and end with the pandemic, but endure even when circumstances are somewhat less combustible.