Coping with Covid and Remote Working

Even before the pandemic hit, they were already stretched thin. This NGO needed help to support their employees who, to make matters worse, were now also obliged to adjust to a new way of working (WFH). The lockdowns had worsened the already stressful conditions they had been enduring, resulting in burnout, overwhelm, dissatisfaction, resignations. There were reports of anxiety, panic attacks, sleeplessness among a few. Those in faraway provinces felt left out and isolated. Further investigation revealed that the demands of the job (which did not let up when the pandemic hit), an exacting leader, and communication issues exacerbated the already unbearable situation.

They were finding difficulty adjusting to remote work, in particular, those whose homes lacked the necessary space and privacy required for concentration. For many, business and home life intruded upon each other in detrimental ways.

While the company’s overarching business target was to increase, achieve, and sustain optimum capacity and productivity, our proposal placed equal weight on the employees’ physical and mental wellbeing, given the unique circumstances. We put together a program that covered self-care, wellbeing and resilience, getting organized for work-from-home (creating boundaries, weekly and daily planning and organization, availability and response protocols, set of technology to be used for flexible and better communication). Sessions were held virtually, with all employees in attendance, including leaders. Those with more serious anxiety issues we referred to professionals with background in therapy from our network of practitioners. Part of the program included somatic (physical) practices which participants could do on their own.

After the sessions, they better understood the type of stresses they were experiencing, how these impacted their wellbeing. We shared with them ways to cope with stress – we held special online sessions where we could guide them through physical exercises especially designed to release tension. We guided them through activities designed to get them to support each other through open and empathetic communication. We encouraged them to continue the practice regularly after the program, and to do it across functions.

Participants found the sessions not just as valuable learning opportunities but as welcome breaks from their daily routine. They told us they offered opportunities to freely express themselves, making them feel more included and heard. They appreciated the safe, structured way we introduced to them for giving and receiving feedback. The sessions helped to surface concerns and provided a quick way for them to support one another.

We reprised the program two years later, by which time a few of the participants from the first program had since left, replaced by new ones. This next program featured some crucial tweaks and added interactive elements, including an activity using elements of cognitive behavior theory. Participants found this valuable as a guide for how they might change how they behave in certain situations by reframing how they think.

We could only hope that the participants continue the supporting practices and exercises we had introduced, in particular, communication, feedback-giving, as well as the physical exercises to release stress. The company has since moved to a new office, and the employees have returned to working on-site.