The pandemic has changed many aspects of professional life, including work styles, preferred leadership types, management approaches, and more. Many new elements have also been introduced. In this article, you will find the definitions of 5 types of employees during the pandemic – those working remotely, hybrid employees, employees on unpaid leave, those continuing to work on-site since the start of the pandemic, and those in quarantine – along with the key points managers need to be sensitive to and pay attention to.

REMOTE WORKERS: Those who continue to work from a distance, feeling like they're in 24/7 work mode.

What the manager should focus on and be sensitive to: Empathy, the feeling of accessibility, work-life balance.

What can be done?

• The same table and chair are used for breakfast, meetings, email traffic management, and dinner. Some employees live with children or parents and need to take care of them, while others are alone and may feel lonely. Therefore, it’s important for the manager to empathize with each employee, understand them personally, and convey the message, "I understand you."
• There may be urgent situations requiring decisions or moments when it’s unclear what to do. The manager should communicate to the employee, "I’m connected with you, you can reach me, and we can communicate easily."
• Being in a 24/7 work mode can negatively affect both the employee’s and manager's work-life balance, even if the laptop is shut down. Over time, it may lead to burnout syndrome. Work and personal time should be clearly defined. During personal time, unless it’s urgent and important, messages or emails shouldn’t be sent, and a mutual psychological agreement should be made about this. Remember, we even put our phones in airplane mode sometimes; sometimes they run out of battery and need to be recharged. As employees, we all need to go into airplane mode or recharge ourselves during the day or by the end of the day.

HYBRID EMPLOYEES: Those who go to the office intermittently.

What the manager should focus on and be sensitive to: Continuous communication, maintaining connections within the team.

What can be done?

• Continuous communication should be maintained, and work transfers and updates should be shared in writing.
• Online meetings should be used to increase communication and sharing within the team.
• Employees with children under 3 years old, those living with people over 65, or those who have previously contracted COVID-19 should be asked about their preference to come to the office (hybrid work) and supported accordingly.

EMPLOYEES ON UNPAID LEAVE: Those whose work situation is more uncertain than the other groups.

What the manager should focus on and be sensitive to: More communication, providing updates, offering alternatives.

What can be done?

• Employees on unpaid leave may experience more uncertainty and fear of being laid off compared to the other 4 types of employees. They may feel aimlessness, lack of purpose, or a sense of worthlessness. Therefore, the manager should focus on eliminating uncertainty, reducing stress, communicating more, asking what they want or prefer, and offering alternative activities during this period.

ON-SITE EMPLOYEES: Those who have continued to work on-site since the start of the pandemic.

What the manager should focus on and be sensitive to: Safety, hygiene, fairness.

What can be done?

• More communication should be held regarding safety and hygiene, and information should be provided.
• They may feel more tired and anxious compared to the other 4 groups. It’s important to ensure they feel safe. Options such as reducing working hours or offering flexible work arrangements should be considered.

EMPLOYEES IN QUARANTINE: Those who tested positive for COVID-19 or are living with someone who tested positive.

What the manager should focus on and be sensitive to: Empathy, communication, compassion, supportive approach.

What can be done?

• The manager should ask how the employee is doing every day. Instead of asking, “How are you?”, the question should be, “How are you today, how are you feeling?”
• If possible, no work requests should be made during the first 5 days (due to the heavy effects of medication). If it’s not urgent or important, work-related discussions should be avoided.
• During quarantine, phone calls or audioconferences should be preferred instead of video meetings. Written communication is preferred if there is a coughing crisis or extreme fatigue.
• Work-related discussions should be kept brief.
• If there is a problem or negative situation that is beyond the control of the employee in quarantine, it should not be shared until the illness is over.
• The manager should convey the message, "You are important, we are with you," and maintain constant communication.

Note: Regardless of whether it’s a crisis, pandemic, recession, or any difficult period, a manager’s approach should always embody politeness, understanding, and composure. Wishing everyone healthy and productive days...