A couple of years ago, the global pandemic forced people to shift their activities online. As a result, digital skills, which were previously associated mainly with the workplace, became essential for survival in the new normal.

At this point, it can be safely said that virtual work, including meetings and calls, is here to stay. It already has an impact on how work is perceived and how people cope with it. Employee virtual fatigue became a prominent issue almost immediately after the increase in remote work.

As remote work became more prevalent, people’s immediate accessibility during working hours dramatically increased. Working in the virtual world has made us constantly available, allowing simultaneous discussions with multiple colleagues and groups.

While employee productivity has undeniably increased with virtual work (Birkinshaw, Cohen & Stach, 2020), many also experience anxiety and fear of burnout (Alexander, De Smet & Mysore, 2020).

Research shows that anxiety reduces job satisfaction, has a negative impact on the work environment, and impairs job performance (e.g., ADAA, 2021). Therefore, it is important to address this trend before the level of productivity achieved is compromised.

Virtual work was initiated out of necessity and was not built on a sustainable foundation. Employees seek detailed guidance on time management, workplace practices, and expectations (Alexander et al., 2021; Jones, 2017).

The importance of meetings in the new normal

Meetings serve as organizations’ means of communication and planning. As a communication tool, meetings are extremely valuable, providing leaders with an effective mechanism for disseminating their vision, developing strategic plans, and generating solutions. Meetings also facilitate the collection and development of ideas and innovations (Rogelberg, Scott & Kello, 2007).

According to a study conducted by Microsoft last year (Microsoft, 2021), the number of meetings held on MS Teams has increased by up to 2.5 times due to the pandemic. Simultaneously, meetings have generally become approximately 10 minutes longer. The number of participants has also increased, although no clear reason for this has been identified yet.

The same study revealed that instant messages were sent about 45% more frequently than before, and the number of emails sent increased by 40.6 billion.

It is important to note that this research data consists only of Microsoft’s own software. Communication also takes place on other platforms such as Google, Facebook, Slack, WhatsApp, Telegram, and Zoom.

Therefore, it is not surprising that a typical weekly meeting starts with a discussion about the day’s meeting schedule and the general exhaustion caused by jumping from one video call to another. Previously, a transition time of about 10–15 minutes was usually reserved between meetings, but with the shift to virtual platforms, the marathon of meetings is conducted without breaks.

Considering the amount of time and money invested in meetings, one would expect organizations to prioritize improving their quality and, above all, their efficiency. However, changing the meeting culture does not happen overnight. It requires not only improving employees’ meeting skills but also enhancing the skills of leaders to ensure focused discussions.

What, why, for whom, and when

A meeting can consume valuable working time from multiple individuals, and therefore, it should never be called for trivial reasons (Hadley & Eun, 2017). When planning a meeting, it is always worth considering in advance whether the meeting is truly necessary or if the matters to be discussed could be handled just as effectively or even better using other forms of communication.

The meeting agenda should be outlined in advance and shared with the participants before the meeting. It is also recommended to keep minutes of the meetings so that individuals who were unable to attend or whose presence was not necessary can still be informed about the decisions made during the meeting.

Appointing a chairperson for the meeting who can manage the speaking turns and keep the discussions focused on the main topic is advisable. This reduces the overall workload on the participants, as they do not have to absorb information that is not relevant to their job responsibilities.

Collecting feedback can also improve meeting efficiency. Feedback helps assess the usefulness of meetings, identify what works well and what needs improvement, suggest changes for the meeting facilitator, and determine the optimal timing for meetings (Kavanagh et al., 2021). Gathering feedback also enables the more flexible organization of future meetings.

Only invite individuals to a meeting who will benefit from the information discussed. Few people have the time to spare for meetings that do not directly concern them, and it is important not to burden them unnecessarily.

The fact that we can communicate or invite each other to meetings does not mean that we have to do so. The undeniable negative impact on workload and performance should not be disregarded.

References

Alexander, A., De Smet, A. & Mysore, M. 2020. Reimagining the postpandemic workforce. McKinsey & Company.

Alexander, A., De Smet, A. Langstaff, M. & Ravid, D. 2021. What employees are saying about the future of remote work. McKinsey & Company.

Anxiety and Depression Association of America. 2021. Highlights: Workplace Stress & Anxiety Disorders Survey. Anxiety and Depression Association of America (ADAA).

Birkinshaw, J., Cohen, J. & Stach, P. 2020. Knowledge Workers Are More Productive from Home. Harvard Business Review. Harvard Business Publishing. Brighton

Hadley, C. N. & Eun, E. 2017. Stop the Meeting Madness. Harvard Business Review. Harvard Business Publishing. Brighton.

Jones, C. 2017. How anxiety hurts workplace productivity. Business Journals.

Kavanagh, K., Voss, N., Kreamer, L. & Rogelberg, S. G. 2021. How to Combat Virtual Meeting Fatigue. MIT Sloan Management Review. Cambridge.

Microsoft. 2021. Work Trend Index Annual Report. The next great disruption is hybrid work – Are we ready? Microsoft Corporation.

Rogelberg, S., Scott, C. & Kello, J. 2007. The Science and Fiction of Meetings. MIT Sloan Management Review, 48(2), 18-21. MIT Sloan School of Management. Campridge.

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