I’ve always loved connecting one-on-one with people to help them reach their goals. Working remotely has changed the way we interact, but it hasn’t lessened my passion for supporting people. The only difference is, instead of stopping by each other’s desks, we schedule Zoom calls. Now more than ever, I see how vital my work is in keeping us all engaged.

When we’re engaged in our jobs, we become creative thinkers, innovative problem-solvers, and enthusiastic team-players. I am proud to work in an office where employee engagement is not just high but is treated as a priority. At Euler Hermes Brazil, I like to think that we have a special connection amongst colleagues, which we achieve by listening to and caring for our co-workers.  

When the pandemic began, Euler Hermes—just like every workplace across the globe—had to adapt to an entirely new way of operating. Our office had already established a work-from-home program, so on the one hand we were prepared to transition to remote work.

On the other hand, we could no longer count on seeing our friends and co-workers in person. Many in our workforce are parents balancing teleworking with family life. Add to this the increased screen time, and we were all feeling the pressure. Community support was more important than ever, but we would have to find new ways to look after one another.

My role as HR manager covers a lot of subjects, but what really makes me tick is helping people achieve great things at work. This means a lot of conversations with our management team, but also organizing employee satisfaction campaigns and events. Previously, I’ve arranged movie screenings, celebrations for local and international holidays, and costume parties. And we haven’t let moving online stop us from having fun and celebrating our workforce.

In April of last year, shortly after the pandemic made working from home the new normal, we sent each employee a potted plant to beautify their home workspace, along with a message of support. Since then, we have implemented mental health initiatives, such as sharing breathing exercises and giving lectures on mindfulness. We also promote apps that help employees manage stress, and encourage everyone to communicate their work load to managers and avoid stretching themselves too thin.

Maintaining a healthy work/life balance is an ongoing focus at Euler Hermes, but we’ve also sent the message home, so to speak, with a few creative reminders. One Friday afternoon, we sent kids to our employees’ homes with notes telling them to take the rest of the day off and spend it with their children. We’ve also sent care packages with items like tie-dye kits (which are very popular in Brazil) for families to do together. And to celebrate New Year’s Eve last year, we sent all of our employees a gift hamper that included a meal from a local restaurant. We specifically wanted to offer them an experience rather than just a gift, to encourage people to take some time out for a special night with their loved ones, even if they had to stay home.

All of these events have certainly boosted morale. We conduct regular wellbeing surveys and find improved outlooks each time, thanks in part to the emphasis we have placed on communication and stress management. As we all get used to our ‘new normal’, feedback has included lessened feelings of burnout and an overall healthier working environment.

My primary aim is to ensure the best work experience for everyone. And my key takeaway from the last year is the importance of having a work culture where we look out for one another. At Euler Hermes, modern workplace concepts—such as a more humane management style, flexible hours and assessing the quality of people’s work rather than the hours they spend in the office—aren’t new. But when the pandemic hit, we had to flex our creative muscles to find even more innovative ways to motivate employees and stay connected.

And I hope that whatever our actual workspaces may look like in the future, we’ll keep focusing on innovative ways to offer support. Employee satisfaction goes far beyond a salary, a ping-pong table in the hallway or standard perks. People need to feel heard and respected, and when we take the time to understand and meet their needs, they’ll be better co-workers and managers.