Margery Weinstein is a contributing editor at Training magazine.
A recent study shows managers’ performance suffered during the pandemic when most were operating virtually for the first time. They turned inward and became task-focused at the expense of relationship building, the study found.
The pandemic taught us that, as much as we are stimulated by in-person interactions, we need a balance that includes boundaries—both physical and in the number and kind of interactions we have with colleagues and those we live with.
Should the workload and capacity of the employee to deliver assignments on time be the deciding factor for who is assigned a junior employee for support? Or should the decision on where to add a new hire relate more to which department brings in the most money?