The pandemic didn't create disconnection in the workplace, but it went to the top of the list

The problem of disconnection in the workplace is not new. Even before the pandemic forced many companies to adopt remote work, disconnection was a common problem among large organisations. With employees spread across different floors, buildings, and even cities, it was often difficult for organisations to maintain a sense of connection and collaboration. Silos, bureaucracy, and a lack of communication often led to disconnection and poor collaboration.

However, the pandemic has certainly amplified the problem of disconnection, and it has become even more urgent and visible. Remote work has become the norm for many organisations, and the challenge of maintaining a sense of connection and collaboration among employees who are physically separated from each other has taken on new urgency.

Many organisations are worried about becoming disconnected through home working and not being in close proximity. But the reality is that for large organisations, this was already the case prior to the pandemic. Employees were already spread across different floors and sites, and disconnection within teams required more intention. However, it's worth asking how much connection actually happened with the rest of the organization anyway.

Now, the challenge of disconnection has taken on a new dimension. In a world where employees may never set foot in a physical office, how can organisations ensure that their people remain connected, engaged, and productive?

One answer lies in embracing technology. There are a wealth of tools available that can help remote teams stay connected and collaborate effectively. But technology alone is not enough. To truly build a sense of connection and collaboration, organisations must also cultivate a culture that values communication, transparency, and inclusivity.

This means creating opportunities for employees to connect and collaborate outside of formal meetings and project work. From virtual team-building events to informal check-ins, these activities can help build a sense of community and connection among remote teams.

One example of this approach in action is GitLab. It has embraced remote work as a core part of its culture. With more than 1,300 employees in over 65 countries, the company has found innovative ways to build a sense of connection and collaboration across its global workforce.

One key strategy has been to invest heavily in technology tools that support remote work, such as video conferencing and collaboration software. But the company has also worked hard to create a culture of connection and collaboration, with regular virtual coffee breaks, company-wide social events, and a commitment to transparency and inclusivity.

Despite being entirely remote, GitLab has built a strong culture of collaboration and connection, with high levels of employee engagement and retention. And as the pandemic has forced many other companies to adopt remote work, GitLab has become a model for how to succeed in a world of remote work.

Of course, not every organization is equipped to embrace remote work as fully as GitLab. For many companies, the shift to remote work has been a difficult and painful process, marked by disconnection, burnout, and a lack of engagement. But with the right tools and strategies, it is possible to build a sense of connection and collaboration in a remote world.

It's worth noting that organisations often struggle to obtain the data and insights necessary to address disconnection. While surveys and other moment-in-time indicators can provide some useful information, they don't offer a comprehensive view of the problem. Without a more holistic understanding of the underlying causes of disconnection, it's difficult for organisations to implement effective solutions.

To address this, organisations should invest in more ongoing and robust feedback mechanisms, such as regular pulse surveys or feedback sessions. These can provide real-time insights into how employees are feeling and what factors are contributing to disconnection. With this data, organisations can more effectively target their interventions and track progress over time.

Additionally, it's important to recognize that addressing disconnection requires a long-term and multifaceted approach. It's not enough to simply implement a few virtual team-building events and call it a day. Rather, it requires a sustained commitment to building a culture of connection and collaboration, and a willingness to continuously iterate and improve.

By embracing technology, cultivating a culture of connection, and investing in ongoing feedback mechanisms, organisations can begin to tackle the challenge of disconnection in a more effective and sustainable way.

In the end, the key to success lies not just in technology, but in culture. By creating a culture that values communication, transparency, and inclusivity, organisations can build a sense of connection and collaboration that transcends physical distance. And in doing so, they can thrive in a world of remote work. The problem of disconnection may not be new, but the pandemic has certainly given us a new perspective on how to tackle it.