FINAL WORD
What perhaps is not as clear is how can companies manage intergenerational teams so that there is greater understanding of shared values . inclusion to encompass socio-economic background , age , and belief systems , in addition to race and gender .
Proximity bias , defined as the tendency of companies to favour employees who are physically present in the office , can be a serious challenge for organisations , whether the bias is real or perceived . When staff are working remotely or largely hybrid , what often gets lost are those informal coffee chats , which are seemingly casual conversations that contain really valuable information for both employers and employees . that overworking , not taking leave , and being in a high-stress environment are simply the price that must be paid for advancing one ’ s career , which is an unfortunate but persistent perception .
There is a misconception that success requires constant overworking . The term work-life rhythm over work-life balance , is preferred . The reality is that sometimes work takes precedence and other times , personal life does . It is about finding a sustainable rhythm that accommodates both .
In hybrid work environments , clear expectations for communication should be set up from the very beginning . For instance , being online with cameras on at specific times and acknowledging messages promptly . focusing on outcomes rather than hours spent working is another key strategy .
It is about the quality and timeliness of the work , not just the time spent doing it . Setting clear goals and boundaries helps ensure that everyone is aligned and productive , regardless of their location .
Most people will be familiar with the term hustle culture , often glorified in the media , as the belief
Similarly , well-being washing . or the practice where companies prioritise projecting an external image of being focused on employee well-being despite internal policies not supporting this , reflects growing concerns about workplace wellness and worklife balance . Transparency alongside a genuine commitment to employee well-being cannot be stressed enough .
Organisations should be able to back their wellness programmes with real actions and support . It is not enough to have a mental health application if managers and the company culture do not really accommodate employees ’ mental health needs .
www . intelligentcio . com INTELLIGENTCIO AFRICA 75