Käytämme evästeitä tarjotaksemme paremman käyttökokemuksen ja henkilökohtaista palvelua. Suostumalla evästeiden käyttöön voimme kehittää entistä parempaa palvelua ja tarjota sinulle kiinnostavaa sisältöä. Sinulla on hallinta evästeasetuksistasi, ja voit muuttaa niitä milloin tahansa. Lue lisää evästeistämme.
”Social resilience means the ability to cope with difficult situations together, finding solutions together and building a work community in which everyone feels part of something bigger,” says Krisse Lipponen, Work Advisor.
Resilience is reflected in how well we cope with everyday challenges. It is based on how we treat each other and how meaningful we find our work.
Resilience strengthens and develops in a caring culture and thrives particularly well in communities where people are encouraged to share their experiences and support each other.
“Caring starts with small things, such as saying good morning, asking how the other person is doing, saying thank you and showing appreciation,” says Krisse Lipponen, Work Advisor.
We need the courage to ask a colleague how they are doing even when they look unwell.
An employee’s well-being in the work community is based on a feeling of meaningfulness: the employee must feel that they and their work are important and that they belong to the community.
”Things that feel insignificantly small can make a huge difference. A thank you from a customer or colleague, an invitation for a shared coffee break or someone asking for advice are small gestures that strengthen resilience. It makes people feel that “my actions make a difference and I matter”.
Building social resilience requires small everyday actions, an encouraging atmosphere and an open discussion culture. And caring.
”We need the courage to ask a colleague how they are doing even when they look unwell. The most important thing is showing that we care for each other,” says Lipponen.
Employees must be allowed to ask for help and admit that they cannot cope alone.
In addition, the management’s ability to withstand crises and encourage employees even in difficult times are resources that are directly reflected in employees.
”Employees must be allowed to ask for help and admit that they cannot cope alone. If a task is too burdensome, it would be good to receive support, coaching or guidance in organising work.
Because social resilience requires connection with others, employers should enable interactions between employees by creating situations and spaces for meeting colleagues.
Remote work can bring challenges because it reduces natural face-to-face interaction.
“Remote work requires even more effort from supervisors, such as arranging joint meetings and genuine encounters,” Lipponen says.
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