Initiatives, outcomes, and facilitating factors to changing workplace environments in small- and medium-sized enterprises due to the COVID-19 pandemic: Interviews with employers and human resource managers

<p>Objectives: This study identified changes in the work environment due to the COVID-19 pandemic, subsequent initiatives and outcomes, and facilitating factors from the perspective of company officials in small- and medium-sized enterprises (SMEs). Methods: In 2021, semi-structured interviews were conducted with employers or human resource managers of SMEs with less than 300 employees regarding changes in the work environment due to the pandemic, initiatives, outcomes, and facilitating factors. Thereafter, codes were extracted from verbatim transcripts or interview notes and categorized based on similarities in content. Results: Based on interviews with 16 companies, the following four major categories of changes in the work environment were identified: “conflict and anxiety about infection when employees were forced to attend work despite the rapid transmission of the infection,” “unfamiliarity and loneliness with the new working style that was suddenly imposed on them,” “loss of emotional ties with workmates and opportunities for mood changes,” and “future anxiety, feelings of alienation, and mental illness.” The following seven initiatives were implemented to address these issues: “a hands-on approach to infection prevention and physical healthcare,” “urgent introduction of telework for business continuity,” “development and promotion of online information sharing,” “establishment of a place and opportunity to maintain emotional connections within the company,” “economic and management measures to protect employees and ensure company continuity,” “support for employees for health maintenance,” and “measures to respond to employees’ needs and ideas, and support the continuation of activities.” Four major categories of outcomes were: “increased efficiency of information sharing and enhanced performance,” “maintenance and promotion of emotional ties and a sense of solidarity,” “increased independence and sense of health among employees,” and “adaptation of employees to novel situations.” The initiatives were facilitated by factors classified into the following three major categories: “workplace culture wherein employees shared opinions and helped each other,” “management’s attitude and philosophy of valuing employees,” and “proactive attitude toward information acquisition and resource utilization.” Conclusions: The rapid introduction of teleworking as a new working style in response to the need to balance infection control and business continuity resulted in increased loneliness and other associated stressors. Many SMEs stated that they could maintain a sense of solidarity in the workplace and improve employee autonomy through their efforts to incorporate employees’ opinions and maintain human connections.</p>