You Need To Know How Each Pandemic Perspective Changed Workers

The COVID-19 pandemic disrupted the world of work in unprecedented ways, leaving no industry or workforce in the United Kingdom untouched. Covid hasn’t gone away, with new variants on the rise. As we move from the COVID-19 pandemic job landscape to the COVID-19 endemic one, we must understand workers’ diverse experiences and their lasting impacts on the economic and psychological well-being of the workforce. While much research focuses on industry, or generation, it makes sense to consider how the different pandemic experiences have shaped attitudes, aspirations and expectations. Every worker’s pandemic was different, but we look at four broad demographics of worker experience and their implications for your hiring and retention.

• Furloughed Folk – Workers who had their careers put on hold.
• Resilient Remotes  – Forced into an accelerated move to remote work.
• Essential Endurers  – Essential workers from healthcare to Retail who just kept going.
• Pandemic Pathfinders  – Grads and Young people entering the workforce in unprecedented times.

The Furloughed Folk: Uncertainty and Adaptation

For many employees, the pandemic brought about a period of furlough, a temporary leave from work with the promise of returning once circumstances improved. While the UK government’s Coronavirus Job Retention Scheme provided a financial safety net, the psychological toll of this enforced hiatus was significant. Feelings of uncertainty, loss of purpose, and anxiety about the future plagued this group. Many were grateful for the financial support but felt lost without the routine and social connections of the workplace.

Academic studies have found that furloughed workers experienced higher levels of anxiety, depression, and loneliness compared to those who remained employed; however, in the medium term, the mental health of furloughed workers was better than those who became unemployed.

Many furloughed workers took on second jobs, often in industries vastly different from their primary careers. Delivery driving, warehouse work, and retail positions became temporary lifelines. When the furlough ended, some were keen to return to their old roles, while others preferred their new careers, exacerbating shortfalls in industries such as hospitality.

The Resilient Remote: Blurred Boundaries but Better Balance

For those whose roles could be performed remotely, the pandemic accelerated a new era of work-from-home arrangements. While some embraced the flexibility and improved work-life balance, others grappled with the blurring of boundaries, isolation, and the challenges of setting up functional home offices—especially if combined with home-schooling during lockdown.

According to a survey by the Chartered Institute of Personnel and Development (CIPD), nearly a third of remote workers in the UK reported feeling isolated, and over 40% struggled to maintain a healthy work-life balance—the lack of face-to-face interactions and the reliance on virtual communication tools affected team dynamics and collaboration.

Employers had to quickly adapt to managing remote teams, ensuring productivity while also prioritising employee well-being through initiatives like virtual team-building activities and mental health resources.

The Essential Endurers: Risks, Burnout, and Trauma

While some occupations ground to a halt, others were deemed essential, with workers continuing to report to their workplaces throughout the pandemic. Healthcare professionals, retail staff, delivery drivers, and many others found themselves on the front lines, facing heightened risks and immense pressure.

The psychological impact on essential workers was deep. A study by King’s College London found that nearly 60% of essential workers experienced clinically significant levels of anxiety, depression, or PTSD during the pandemic. Twice the rate of the general public.

Fear of contracting the virus, moral distress, burnout, and trauma were everyday experiences exacerbated by long hours, staffing shortages, and the weight of societal expectations. Many also feel abandoned now – essential workers were at higher risk, yet COVID-19 is not generally being recognised as an occupational injury – even when caught at work and permanently disabling.

The Pandemic Pathfinders – The Emerging Workforce

Entering the workforce during the pandemic presented unique challenges for new hires. Fresh out of school or university, they may have struggled with remote lectures and exams, but they have also struggled with a world of remote work, virtual onboarding, and a struggle for in-person mentorship.

For white-collar roles without the traditional office environment, where new employees could shadow experienced colleagues and learn through observation and face-to-face interactions, these new hires have sometimes felt disconnected from company culture. However, that doesn’t mean they yearn for the office. According to Monster research, 41% of Gen-Z employees will only apply for flexible roles. The increased cost of living also means they could only take on the additional commuting costs with either hardship or a significant raise.

Despite these challenges, the new workforce has demonstrated remarkable resilience and adaptability, quickly embracing digital tools and virtual collaboration. Their tech-savvy and willingness to learn new skills proved invaluable as companies accelerated their digital transformation efforts. Moving forward, employers must recognise the unique challenges faced by these first-time workers and provide the support, mentorship, and resources needed to succeed. Fostering a sense of community, offering robust training programs, and prioritising mental well-being will be crucial in nurturing this talented and resilient workforce.

Six Lessons for UK Employers

As we move from the short-term “Covid Pandemic Economy” to the long-term “Covid Endemic Economy”, employers who hope to hire and retain the best staff should consider the psychological impact of different pandemic experiences and how it will motivate and affect people. For example, it may be an underlying reason why they are changing careers, may have helped them develop resilience, or may have increased the need for mental health support. We’ve identified six lessons employers can apply.

1. Embrace Flexible Work: Where feasible, hybrid and remote work models allow employees to strike a better work-life balance while maintaining productivity. According to Monster research, this is what candidates want. It’s not about having a one-size-fits-all solution; it’s about having the flexibility to tailor solutions to individuals in a way that benefits them and you. It also avoids the legal and financial pitfalls of ‘return to the office’ mandates.
2. Update Inclusive Policies: Develop inclusive policies that support not just a diverse workforce by Gender, Age and Race but also consider a diversity of workforce needs, such as caregiving responsibilities, disabilities, and neurodiversity. Research by Carers UK found that over 2.5m workers provide unpaid care. That figure is rising as we have both an ageing population and a surge in chronic illnesses such as Long Covid.
3. Mental Health Support: Invest in comprehensive mental health resources, including counselling services, employee assistance programs, and initiatives to destigmatise mental health discussions in the workplace. A study by Deloitte found that for every £1 invested in mental health interventions, employers can expect a return of £5 in improved productivity and reduced absence costs.
4. Reskilling and Upskilling: Provide opportunities for employees to acquire new skills and adapt to changing industry landscapes, fostering resilience and career growth. A report by the World Economic Forum estimates that  23% of global workers will need reskilling in the next five years due to the adoption of AI and automation.
5. Employee Engagement: Foster open communication, solicit feedback, and involve employees in decision-making to rebuild trust and a sense of belonging. A Gallup study revealed that highly engaged teams show 21% greater profitability than their disengaged counterparts.
6. Workplace Culture: Cultivate a positive workplace culture that prioritises well-being, collaboration, and a shared sense of purpose, helping employees feel valued and engaged. Monster research shows that candidates are looking to work for companies that share their values, as expressed by their employer brand.

Empathy to the different pandemic work experiences will help us build recruitment strategies and company cultures that attract and retain the best talent. Ready to find and retain the best staff? Advertise your next role on Monster.