The COVID-19 pandemic has resulted in a large number of individuals rethinking their priorities. Some things that used to seem important are less so, and people are looking for more meaning and connection, seeking happy moments to get them through a heavy time.

Despite being on my current team for a year and a half, I’ve never felt closer to my colleagues until the last few months. Previously, I was the lone remote worker. Today, everyone is working remote due to COVID-19, which evens the playing field in terms of team building activities.

Since February, the whole world has been a captive audience watching one breaking news update roll in after the other, documenting the spread of COVID-19 and its impact on our daily lives.

There is no shortage of businesses who are doing their part to slow the spread of COVID-19 and adopting new approaches to taking care of their customers, employees and the rest of the general population while keeping their own business healthy. During these times, communication is key, and the health and safety of the public should be a top priority for businesses. 

As COVID-19 continues to spread across the United States and across the globe, retail stores are closing, restaurants are either closing or limiting operations to take-out or curbside pick-up, and many companies are shifting to a remote workplace. 

With the bulk of survey season behind us, soon Maritz employees, managers and executives will be participating in the performance feedback sessions that will lay the road map for our next fiscal year.

This is an incredible learning and feedback opportunity for our organization. We have the chance to reflect on our successes and failures, our individual strengths and weaknesses, and lay the foundation for a better future. With that in mind, we’d like to impart some valuable insights that will help you make your feedback sessions more impactful.

The kernels of these suggestions come from Maritz Motivation and MHI Board Member John Schweig. In addition to serving on our board for eight years now, John led an organization of thousands as president of Grainger International and today chairs two other corporate boards.

We hope you keep the following recommendations in mind as you enter your performance review sessions in the coming weeks.

1. Performance and Potential

You’ve probably noticed by now that things are a little bit… hectic. All across the world, people are making adjustments to their daily lives, including where and how they work, in response to the coronavirus. This is behavioral change on a massive scale, and behavioral science can offer insights into how to effectively manage your thoughts, feelings and behaviors to make your adjustments as smooth as possible. 

Companies around the globe are feeling the impact of COVID-19 and are instructing their employees to work from home or even laying off part of their staff. As schools are closing, some through the end of the school year, many remote employees will have to parent their children and support their education as best they can. (Here are some educational resources for working parents during this time).

The spread of COVID-19 has impacted various elements of our lives. While many working adults are navigating the new normal of working from home, those who are parents may also be faced with having their children's education shifting to at-home as well.  

As businesses around the world are feeling the effects of the spread of COVID-19, the novel coronavirus, many organizations are responding by telling their teams to begin working from home.