The Ombudsman at ISED interviews Dr. Bill Howatt during Mental Health Week, May 4-8, 2020 (Part V)

As this year's National Mental Health Week (May 4-10) is taking place during the COVID-19 global pandemic, I asked Dr. Bill Howatt, Chief of Research and Workforce Productivity with the Conference Board of Canada, a series of questions about how public servants can cope during the crisis to support their mental health and prepare for a safe (eventual) return to work.  Today is the last article of this series with Dr. Bill Howatt.  I want to thank him for his generosity in responding to my questions all week.

Today's question: “What is your vision of the workplace after this major Covid-19 crisis? Do you foresee any positive changes in the way we will work and positive impact on organizational productivity?”

The traditional brick and mortar framework will be challenged. Many questions will be asked, such as, “Do employees need to be in offices Monday to Friday?” That will lead to innovations as to how work can be redesigned and reshaped. Creativity, flexibility and technology will influence where the new world lands. Not until COVID-19 is tamed – and that may be a couple more years – it will be difficult to fully predict all the changes. What is for sure, there is going to be change. The return to what employees knew as their normal will not happen in the near term, if ever.

Dr. Bill Howatt:

"From an organization’s psychological perspective, the following may be interesting to consider:

·       Focus on mental health as a strategic imperative – The most positive change I am hoping for is employers get the fact that before COVID-19 mental health, isolation and loneliness were major issues in Canada. However, because of stigma and competing priorities these issues have never gotten the traction or buy-in they deserved. By putting more focus on these issues, COVID-19 can, over time, have a positive impact on an organization’s productivity and sustainability.

·       Employees do not need to be micromanaged – Organizational leadership can rethink how they manage employees. This may change leadership styles, number of leaders needed and whether there is a need for the 9-to 5-schedule. Employees must be trusted to work from home. This social experiment may leave senior leaders wondering whether employees need a manager micromanaging or constantly watching them in order to flourish and produce.