Re-engaging teams post COVID with psychological safety

CASE STUDY 01

Re-engaging teams post COVID with psychological safety.

BOARD + CEO BRIEF: Staff are disengaged post COVID. We have new clients onboarding. Please help.

LESSON

WHAT WE IDENTIFIED

Perceptions from leadership teams are often different to those in the front line. Research is essential. Preferably with a 3rd party that is trusted, impartial and can provide diagnosis and solutions.

PROBLEM IDENTIFIED
Organisational risks were previously unidentified using internal processes, putting board and management team and staff at risk. There was a focus on activities that would have little to no
impact on organisational performance but would increase risk.


OVERVIEW
A national telecommunications organisation approached us to do some work with their staff
engagement. The organisations teams had just returned to work from lock down during COVID
and the perception from the management team was that the team needed to increase their levels of “connection and belonging” to re-engage with the organisation. A significant budget
had been allocated to do this engagement however, management thought to utilise the People Plus Science Assessment tool to identify root causes of disengagement, and highlight to management recommended actions.

People Plus Science conducted the following assessments: People + Culture Audit/Psychological

Safety Audit and Psycho-social risk assessment.

Two state based teams were “at risk” with very low levels of psychological safety. These teams were high performing teams.

NEW RISKS IDENTIFIED

Six psycho-social hazards were identified, Four compliance breaches, one physical safety risk

Organisational priorities were different to those “identified” by management

 

    • Fairness – annual reviews, access to overtime, allocation of tasks, pay based on seniority rather than tasks. 
    • Autonomy – risks around new client, inability for routine task to be completed impacting on the motivation and empowerment of staff.
    • Physical risks and psycho-social risks – new client was exposing teams to risk due to poor processes, due diligence and bullying of staff. Miscommunication resulted in a lack of report of equipment quality. 
    • Miscommunication between the board, the management team and front line managers. A lack of cultural competency training meant that communications was often misunderstood. As many of the teams were related, the misunderstandings and conversations were happening within the team but without management. The messages communicated were misinterpreted by several teams and due to a lack of understanding of cross cultural management – the teams were put at significant risk both physically and mentally

RISKS AVERTED

Risk of prosecution.

0

_

factors
identified

Seven factors that were
previously unidentified, with a potential risk of death or injury under uniform WHS legislation were uncovered. They carry a maximum penalty of;

FOR COMPANIES

$1.5 million

FOR INDIVIDUALS

$300,000

12

churn

forecasted

%

RESULTING IN A POTENTIAL COST OF 

$246,400

Productivity lost.

$1.4

million

per annum

Due to Psychologically unsafe or disengaged team

OUTCOMES

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