After more than a year of changed working conditions due to Covid-19, employees and managers are once again faced with the task of establishing new work practices as the university begins to reopen. This page contains inspiration and tools to help you manage the process.
The experience gained from the closed campus, keeping critical functions going, and working remotely have provided many with new work routines, some of which may be worthwhile continuing in future work practice.
During this process, it is important that, as a manager, you are aware of the reactions and experiences your employees have undergone during the changed working conditions under Covid-19. This applies regardless of whether employees were working from home or whether they maintained critical functions on campus.
This dialogue framework focuses primarily on gathering knowledge gained during Covid-19. Focus is on bringing the most important elements from this time into the unit’s future common work practice after reopening.
The main themes of the dialogue framework are:
Using the question guide and the dialogue framework, discuss what has been in focus in relation to "tasks", "collaborative communities", "collegial relationships" and "other", as well as what employees consider important for well-being during the reopening phase. At the bottom of this page, you can read more about these concepts.
This dialogue framework draws on your experience from everyday life on campus before Covid-19 and your experience during Covid-19. The advantage is that you can vary your dialogue on future work practice on the basis of the overall experience you have as a unit.
The framework is particularly useful for units in which some employees refer to the time before Covid-19 as optimal conditions, or where the employee group have different perceptions of which period (during Covid-19 or before Covid-19) should influence the future common practice in the unit.
The two perspectives will help you identify both good and challenging practices from before Covid-19, which you may take for granted when working on developing the future common practice.
The main themes of the dialogue framework are:
Using the question guide and the dialogue framework, discuss what has been in focus in relation to "tasks", "collaborative communities", "collegial relationships" and "other", as well as what employees consider important for well-being during the reopening phase. At the bottom of this page, you can read more about these concepts.
In some units, experience gathering and adjusting common practices have already taken place (systematically) over the past months. You may already have consciously worked on and adapted a new common work practice. Other units may have held one or two experience gathering meetings. You don't need to look all the way back to the time before Covid-19, you only need to look at the most recent period.
The agile dialogue framework is intended as a tool to "build on" previous experience gathering, since you have continuously worked on gathering experience.
The main themes of the dialogue framework are:
Using the question guide and the dialogue framework, discuss what has been in focus in relation to "tasks", "collaborative communities", "collegial relationships" and "other", as well as what employees consider important for well-being during the reopening phase. At the bottom of this page, you can read more about these concepts.
Each dialogue framework includes a suggestion for how, as a manager, you can facilitate experience gathering – both in person and online. There is also a question guide for inspiration for when you start your work on experience gathering.
When establishing a future common practice, it can be expedient to combine individual interviews and group dialogues. Assess and decide which method is most appropriate for your unit. Focus in particular on psychological well-being.
For optimal results, employees should be able to print out the relevant dialogue framework, but it is also possible to write responses directly into the models.
If you need any advice on facilitating experience gathering, you are welcome to contact Stine Trolle Elmholdt, HR consultant.
The vertical axis is divided into four categories. You CAN us these four categories as the basis for the unit’s experience gathering. However, if you discover that the unit has other themes in mind, you should start with those.
Websites, webinars and knowledge fora:
Reports and academic perspectives: