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Date posted: 04th October 2023

04th October 2023

Top 20 articles on Workplace Culture in September 2023

Top 20 articles on Workplace Culture in September 2023

Welcome to the Inspiring Workplaces Top 20 Articles on Workplace Culture to help drive organisations forward and improve employee experience.

We want to help inform and inspire you from some of the best content out there. Each month we will consolidate these articles for you to help give you a quick and easy snapshot. To help drive you and your organisations forward.

The articles will be underpinned by seven key elements that are reflected in our bespoke COMPASS methodology, that also underpin the Our PEOPLEFIRST MATRIX and Top Inspiring Workplaces worldwide. They are:

  1. Wellbeing
  2. Culture & Purpose
  3. Leadership
  4. Inclusion
  5. Employee Experience
  6. Communication & Voice
  7. Society & Sustainability

The articles are as follows…

 

How Employees Feel About Their Jobs Can Make or Break a Company’s A.I. Transformation. Here’s How Leaders Should Handle It

Source: Fortune
Authors: FRANÇOIS CANDELON, LISA KRAYER AND SARAVANAN RAJENDRAN
IW COMPASS point: Leadership

As artificial intelligence (A.I.) reshapes the work landscape, the critical elements of belonging and purpose play pivotal roles in managing the impact on employees’ professional identities. Unlike previous technological shifts, A.I. targets white-collar skills, potentially challenging competence, autonomy, and belonging. To navigate this transformation, leaders must proactively address these concerns: Redefine Roles; Empower Decision-Making; Foster Connections and Sense of Belonging. By acknowledging the impact of A.I. on professional identities and actively addressing competence, autonomy, and belonging, organizations can create an environment where humans and A.I. coexist harmoniously and productively. This requires engagement from executives to frontline managers to ensure a seamless transition.

Key Takeaways

  • The rise of artificial intelligence (A.I.) is transforming not just how people work, but also their relationship with their jobs and professional identity, especially for white-collar workers.
  • Generative A.I. impacts decision-making and intellectual abilities, previously considered uniquely human, which threatens the professional identity of white-collar workers.
  • Employees resistant to A.I. adoption due to perceived threats to their professional identities are less likely to derive value from it, impacting the overall success of the technology.
  • Professional identity consists of three components: competence (expertise and role importance), autonomy (decision-making discretion), and belonging (connection to a meaningful group).
  • Organizations need to address these components to mitigate A.I.’s impact on professional identity and encourage A.I. adoption.
  • Redesigning roles to emphasize tasks that A.I. can’t perform allows humans to add unique value, restoring their sense of competence.
  • Providing override privileges for A.I. decisions and highlighting how A.I. reduces managerial oversight helps restore employee autonomy.
  • Redesigning workflows and creating teams that encourage interaction can counteract the isolation caused by A.I.-automated tasks, rebuilding a sense of belonging.
  • Organizations must recognize the human impact of A.I. and proactively create environments where humans and A.I. can coexist, requiring action from executives and managers at all levels.

Read the full article here

 

Creating Psychological Safety in the Workplace

Source: Psychology Today
Author: Justin James Kennedy, Ph.D., D.Prof.
IW COMPASS point: Wellbeing

Psychological safety in the workplace, where employees can express opinions and concerns without repercussions, significantly impacts well-being, productivity, and job satisfaction. Brain functions related to emotional regulation are closely tied to psychological safety. Employees in such environments are more proactive and innovative. To foster psychological safety, leadership sets the tone, open communication is encouraged, inclusivity and diversity are promoted, and a culture of continuous improvement is established. This ongoing process benefits both employees and businesses, making psychological safety a crucial element in today’s rapidly changing work landscape.

Key Takeaways

  • Psychological safety in the workplace is crucial for employee well-being, job satisfaction, productivity, and innovation, which ultimately benefits the business.
  • Workplace psychological safety is closely linked to brain functions and emotional regulation, involving key brain areas like the amygdala, prefrontal cortex, and hypothalamus.
  • When employees feel psychologically unsafe, their amygdala can become overactive, leading to heightened emotional responses and a sense of threat.
  • The prefrontal cortex, responsible for cognitive processes and emotion regulation, can become less active in psychologically unsafe environments, impairing decision-making and emotional control.
  • The hypothalamus, involved in regulating stress responses, can activate when psychological safety is lacking, potentially leading to physical and mental health problems.
  • Enzymes like monoamine oxidase and catechol-O-methyltransferase (COMT) regulate emotional responses in the brain and can be influenced by environmental factors, impacting psychological safety.
  • Psychological safety encourages open communication, honest feedback, quick adaptation, and personal growth, fostering a collaborative and innovative work environment.
  • Strategies for creating psychological safety include leadership setting the tone, encouraging open communication, fostering inclusivity, and promoting continuous improvement.
  • Cognitive diversity is emphasized as a driving factor for innovation, and efforts should be made to recognize and mitigate cognitive biases.
  • Creating psychological safety is an ongoing process that requires commitment from both employers and employees to promote a workplace culture that values well-being and drives business success.

Read the full article here

 

8 Ways to Turn a Good Leader Into an Exceptional One

Source: Enterpreneur
Author: Karen Brown
IW COMPASS point: Leadership

Becoming an exceptional leader requires a combination of natural ability and dedicated effort. Good leaders can transform into great leaders through continuous improvement. Eight key skills are highlighted for this transformation: practicing self-awareness, looking beyond immediate outcomes, embracing humility, maintaining a beneficial schedule, learning impulse control, meeting people where they are, speaking kind truths and hearing them, and adopting reciprocity. These skills encompass self-reflection, strategic thinking, emotional intelligence, effective communication, and fostering strong working relationships, ultimately leading to exceptional leadership.

Key Takeaways

  • Natural leadership abilities combined with hard work create exceptional leaders.
  • Self-awareness is crucial for inspecting and improving behavioral patterns.
  • Great leaders see beyond immediate outcomes and anticipate long-term consequences.
  • Humility is essential for recognizing the value of others’ ideas and valid feedback.
  • A beneficial schedule fosters strategic thinking and models work-life balance.
  • Impulse control allows for rational responses and logical analysis of ideas.
  • Listening, understanding, and asking effective questions are hallmarks of great leaders.
  • Kind truths build trust in relationships and facilitate collaboration and influence.
  • Reciprocity involves giving back to others for mutual benefit in leadership.
  • Great leaders give as much or more than they receive for long-lasting impact.

Read the full article here

 

Incorporating DEI into Decision-Making

Source: Harvard Business Review
Authors: Edward Chang, Siri Chilazi, James Elfer, Cansin Arslan, Erika Kirgios, Oliver Hauser, and Iris Bohnet
IW COMPASS point: Inclusion

Many organizations struggle with achieving diversity, equity, and inclusion (DEI) despite endorsing its importance. Unconscious biases and competing priorities can lead to inequitable decision-making. To address this, managers should prioritize DEI during pivotal decisions like hiring and promotions. Collective hiring decisions, making diversity a consideration during promotions, and showing a brief diversity training video before critical decisions can enhance DEI outcomes. Ensuring DEI is salient in these moments improves equitable choices and reinforces its importance in the workplace. Making DEI a core aspect of pivotal decisions can lead to significant progress in achieving a more inclusive environment.

Key Takeaways

  • Implicit biases and busy schedules can lead to inequitable decision-making in DEI efforts.
  • To address this, DEI should be made salient during critical decision-making moments.
  • Three effective methods for making DEI salient are:
    1. Group hiring decisions promote diversity by viewing candidates as a collective.
    2. Making diversity salient in the promotion process leads to more equitable nominations.
    3. Watching a short diversity training video before decisions encourages equitable choices.
  • Organizations should focus on incorporating DEI training at the right moments to enhance its effectiveness.
  • Managers should consider hiring for multiple positions simultaneously to enhance diversity.
  • Diversity should be highlighted in the promotion process to close representation gaps.
  • Using short, timely diversity training videos before HR decisions increases equitable choices.
  • Research shows that DEI training can pay off when applied strategically before decision-making.
  • Managers and organizations should make DEI more salient during crucial decision points to ensure equity.
  • Creating a culture of keeping DEI top of mind at the right time can lead to more inclusive practices.

Read the full article here

 

Are You Getting Your ‘Return To The Office’ Strategy Right?

Source: The HR Director
Author: Weston Morris
IW COMPASS point: Employee Experience

The battle between employers and employees over the return to the office strategy is ongoing. Approximately 80% of businesses want their staff back in the office for at least three days, but only 20% of employees are willing to do so. This disconnect arises from employers not articulating why they want employees back in the office. Instead of mass mandates, companies should consider hybrid approaches, promote collaboration for creativity, respect individual preferences, and address the “experience parity” issue by ensuring office facilities match remote setups. Employee experience programs are essential for success, allowing for feedback and refinement.

Key Takeaways

  • There is a tug of war between employers and employees regarding the return to the office, with 80% of businesses wanting employees back in the office, but only 20% of employees prepared to do so.
  • Mass return office mandates with high requirements have often resulted in public backlash from employees and decreased morale.
  • HR plays a crucial role in advising business leaders on crafting a successful return to the office strategy.
  • Employers need to clearly understand and articulate why they want employees back in the office and how it benefits the business.
  • Consider that there are pros and cons to both in-office and remote work, and a flexible approach may be more effective, allowing for in-person collaboration when needed.
  • Recognize that different employees have different preferences for remote or in-office work, and tailor the strategy accordingly.
  • Ensure that in-office employees have an experience equivalent to those working from home to maintain fairness.
  • Implement an employee experience program to educate staff about the new strategy and gather feedback for continuous improvement.
  • Each company’s return-to-office strategy should be unique to its specific needs and goals.
  • Collaboration between HR and business leaders is essential to create a balanced approach that benefits both employees and the organization.

Read the full article here

 

Why Workplace Openness Is Essential For Growing Culture

Source: Huntsville Business Journal
Author: Alexander Duck
IW COMPASS point: Culture & Purpose

Open communication and transparency are vital for successful organizations, as employee retention often hinges on how respected they feel at work. While factors like pay and advancement opportunities are challenging to address, workplace respect is directly related to leadership. An open-door policy doesn’t necessarily translate to an open culture, leading to employee reluctance to share feedback. Toxic environments emerge when managers take credit for employees’ ideas or retaliate against error reports. To foster an open environment, leaders must embrace honesty, transparency, and learning from mistakes. This approach builds trust, job satisfaction, and long-term success by preventing wasted opportunities and inefficiencies.

Key Takeaways

  • Open communication and transparency are crucial for successful organizations, as feeling disrespected at work is a top reason employees quit.
  • Written policies promoting openness can differ from actual workplace culture, causing employees to stop sharing their thoughts if they feel ignored or unacknowledged.
  • Character, including honesty and transparency, is essential for adaptive leadership, and managers who prioritize their ego over their employees’ trust can create a toxic work environment.
  • Developing an open work environment involves sharing information about the company’s performance, embracing failure as a learning opportunity, and fostering trust.
  • Benefits of an open environment include increased employee job satisfaction, higher retention rates, improved productivity, better team morale, reduced turnover, and enhanced brand reputation.
  • Failure to create an open environment can result in missed cost-saving opportunities, inefficiency, and decreased employee retention.

Read the full article here

 

How Leaders Can Foster a Sense of Belonging in the Workplace — and Why It’s Important

Source: Enterpreneur
Author: TERRELL STRAYHORN, PHD
IW COMPASS point: Leadership

Fostering workplace belonging is crucial for employee engagement and success. It leads to a positive work-life balance, better relationships, and increased productivity. Encouraging belonging includes knowing team members personally, promoting connections and social interactions, and making diversity a part of decisions. Managers can build this culture by advocating for employees’ needs, ensuring all voices are heard, and fostering trust. Belonging has tangible benefits, like a 56% increase in job performance and a 50% decrease in turnover risk. Leaders must prioritize feelings and perceptions alongside profits for a successful workplace. Encouraging employees to express their opinions and acting on feedback is essential.

Key Takeaways

  • Workplace belonging allows employees to be their authentic selves and improves engagement, creativity, and performance.
  • Fostering belonging leads to positive outcomes, including better work-life balance, lower stress levels, and higher job satisfaction.
  • Specific ways to encourage belonging include listening to and sharing employees’ stories, providing opportunities for connection and collaboration, and ensuring all employees, regardless of their location (in-person, remote, or hybrid), feel valued and included.
  • Building a culture of belonging involves caring for colleagues, advocating for individual needs, and creating spaces for all voices to be heard.
  • Belonging can significantly impact an organization’s bottom line, leading to increased performance, reduced turnover risk, and fewer sick days.
  • Promising practices for promoting belonging include sharing personal stories in team meetings, encouraging employees to express their opinions, and creating space for feedback loops.
  • A sense of belonging is especially important for women and minorities in male-dominated fields and can foster a culture of trust, empowerment, and innovation.
  • Leaders should demonstrate the value of employees’ unique contributions, promote a culture of belonging, and create opportunities for collaboration to build trust and foster a sense of belonging.

Read the full article here

 

Creating A Culture That Attracts And Keeps The Best Employees

Source: Forbes
Author: Shep Hyken
IW COMPASS point: Culture & Purpose

Creating a workplace culture that attracts and retains top employees is vital for overall success. Toxic workplaces can drive away employees and customers alike. Often, the failure to maintain consistent leadership alignment with core values leads to these toxic environments. A strong culture safeguards a company’s resources and financial stability. To establish a healthy culture, consider reflecting on the desired employee persona, specifying clear values, differentiating from competitors, implementing behavioral expectations, and regularly realigning with the culture’s principles.

Key Takeaways

  • A toxic workplace negatively impacts both employees and customers.
  • Consistency in upholding core values by leadership is crucial for a positive culture.
  • A strong corporate culture safeguards valuable resources and prevents setbacks.
  • Five steps to creating a healthy workplace culture:
    • Reflect on the desired employee persona.
    • Specify core values with clear definitions.
    • Differentiate your culture from competitors.
    • Implement culture expectations rigorously.
    • Realign and monitor the culture continuously.
  • Proactively defending the culture is a leader’s important responsibility to prevent toxicity.

Read the full article here

 

For the Modern Leader, Emotional Intelligence Drives Results

Source: Psychology Today
Author: Matt James Ph.D.
IW COMPASS point: Leadership

Emotional intelligence (EQ) is emerging as a key factor in personal and professional success, often surpassing IQ in predicting well-being and achievement. Leaders with high EQ inspire teams, promote collaboration, and manage emotions effectively. EQ enhances communication skills and adaptability, fostering a positive work culture. Beyond the workplace, EQ strengthens personal relationships, aids stress management, and encourages continuous self-improvement. Practicing mindfulness, self-awareness, emotional regulation, empathy, and lifelong learning can develop EQ. Recognizing the importance of emotional intelligence can lead to stronger relationships, wiser decisions, and a more fulfilling life.

Key Takeaways

  • Emotional Intelligence (EQ) is increasingly recognized as a vital factor in achieving personal and professional growth, potentially surpassing IQ in predicting success and well-being.
  • High EQ leaders inspire and foster collaboration, effectively communicate, and resolve conflicts constructively in the workplace, creating positive environments where ideas flow freely.
  • EQ enhances adaptability, helping individuals navigate change, bounce back from failures, and maintain well-being amidst challenges.
  • Companies are increasingly valuing EQ in leadership, teamwork, and employee satisfaction, as it drives productivity, fosters a positive work culture, and improves communication skills.
  • The four key components of EQ are self-awareness, self-management, social awareness, and relationship management, all crucial for personal and professional success.
  • EQ extends beyond work and positively impacts personal relationships by fostering deeper connections and improved stress management.
  • Practicing mindfulness, self-awareness, emotional regulation, empathy, and continuous learning can help individuals develop and leverage their emotional intelligence.
  • Embracing emotional intelligence is essential for building stronger relationships, making wiser decisions, and leading more fulfilling lives, both personally and professionally.

Read the full article here

 

The Power Of Engaged Employees

Source: People Matters
Author: Maninder Kaur
IW COMPASS point: Employee Experience

Engaged employees possess the power to influence both internal and external aspects of an organization. They positively shape the workplace environment, motivate colleagues, and represent the organization well to clients and customers. To achieve sustainable employee engagement, reporting managers play a crucial role by exhibiting qualities such as positive language and communication, behavior that fosters a positive culture, and providing support and guidance to empower employees. Engaged employees become valuable assets in fortifying an organization against internal and external challenges, ultimately contributing to its success and growth.

Key Takeaways

  • Engaged employees play a vital role in influencing both the internal and external aspects of an organization, contributing to its growth and success.
  • Their positive impact includes shaping the workplace environment, motivating colleagues, and representing the organization positively to clients and customers.
  • Reporting managers play a crucial role in achieving sustainable employee engagement by fostering positive connections in the workplace.
  • Leadership qualities that promote engagement include language and communication style, behavior that sets a positive tone, and providing support and resources to empower employees.
  • Engaged employees can accelerate positivity within an organization, contributing to its overall success and growth.

Read the full article here

 

Sustainability In The Workplace: 6 Tips On How Offices Can Start Being More Sustainable

Source: HR News
Author: Editorial Team
IW COMPASS point: Society & Sustainability

Sustainability in the workplace is gaining prominence due to environmental concerns, and Studio Alliance, a European workplace experts alliance, offers six tips for offices to become more sustainable. Implementing smart energy management systems, embracing biophilic design, supporting remote work, establishing waste reduction and recycling programs, promoting green commuting, and adopting eco-friendly digital practices can all reduce carbon footprints, operational costs, and enhance employee well-being. These efforts align with digital trends, appeal to younger generations, and demonstrate a commitment to sustainability, potentially boosting recruitment and retention strategies while creating more eco-conscious workplaces.

Key Takeaways

  • Smart Energy Management Systems, using IoT devices and sensors, can reduce energy consumption, lower carbon footprints, and demonstrate technological innovation in the workplace.
  • Biophilic Design Integration, incorporating natural elements like plants and natural light, improves air quality, enhances aesthetics, and boosts employee well-being and productivity.
  • Flexible Remote Work Infrastructure reduces commuting emissions, supports work-life balance, and attracts diverse talent, aligning with flexible work trends.
  • Waste Reduction and Recycling Programs promote sustainability culture, resonate with younger generations, and aid recruitment and retention.
  • Green Commuting Incentives, like bike storage and flexible hours, reduce carbon emissions, enhance well-being, and appeal to tech-savvy employees.
  • Eco-Friendly Digital Practices, including paperless workflows and video conferencing, reduce paper waste, energy use, and administrative burdens, aligning with efficiency and sustainability goals.

Read the full article here

 

Managing Up, Down, Sideways, And Out: The Holistic Approach To Workplace Communication

Source: Forbes
Author: Ben Laker
IW COMPASS point: Communication

In today’s dynamic workplace, effective communication extends in all directions, not just upwards. Managing up involves understanding and supporting leadership’s objectives. Managing down requires nurturing and empowering your team. Managing sideways means fostering collaborations across departments to break down silos. Managing out entails proactively engaging and nurturing external stakeholder relationships. Prioritizing transparent and personalized communication in these dimensions optimizes workflow, enhances engagement, and solidifies lasting relationships, fostering a culture of innovation and adaptability in the modern workplace.

Key Takeaways

  • Effective communication is crucial in today’s complex organizational landscape.
  • The traditional approach of “managing up” is insufficient; individuals should skillfully manage up, down, sideways, and with external stakeholders.
  • Managing Up: Understand and empathize with the challenges faced by leaders higher in the hierarchy, align your work with their objectives, and foster collaboration.
  • Managing Down: Create an environment where your team feels valued and understood, provide personalized feedback, and support their personal and professional development.
  • Managing Sideways: Collaborate effectively with peers from different departments, break down departmental silos, and promote inter-departmental transparency.
  • Managing Out: Build trust and strong relationships with external stakeholders, proactively communicate changes within your organization, and embody your organization’s values in interactions.
  • Multidimensional management leads to increased efficiency, higher engagement, stronger relationships, and a culture of innovation.
  • Success in today’s business environment requires holistic management communication skills.
  • Prioritizing enhanced communication benefits organizations in various ways, from workflow optimization to fostering adaptability to change.
  • Impressions alone are no longer sufficient for success; professionals must engage with various stakeholders to drive individual and organizational achievement.

Read the full article here

 

Strategies for Building Lasting Employee-Management Relationships

Source: Association For Talent Development
Author: Lola Gershfeld
IW COMPASS point: Employee Experience

Poor relationships between employees and their managers can lead to project delays, reduced productivity, and increased absenteeism. McKinsey & Company identified this relationship as a top reason for employee turnover, impacting retention and hiring costs. Conversely, organizations perform better financially when there are positive employee-manager relationships. This article emphasizes strategies for managers to establish strong relationships through emotional connections, enhancing retention, employee engagement, and company culture. Techniques include consistent support, emotional responsiveness, and building emotional awareness, all of which contribute to a sense of trust, collaboration, and empowerment within teams. Good work relationships are vital for productivity and effective teamwork.

Key Takeaways

  • Poor relationships between employees and management can lead to project delays, decreased productivity, and increased absenteeism.
  • McKinsey & Company lists the “relationship with management” as the top reason employees leave their jobs, affecting retention and hiring costs.
  • Organizations perform better financially when employees have positive relationships with management.
  • Strong relationships with managers reduce stress, fear, and anxiety among employees and contribute to better health and reduced absenteeism.
  • Good relationships foster trust, confidence, and customer-focused thinking, leading to empowered and customer-service-oriented employees.
  • Training and education for managers on building strong relationships with employees result in increased engagement and productivity.
  • Consistent support from managers during times of stress fosters employee engagement and collaboration.
  • Emotional responsiveness, where managers tune into employee emotions and respond empathetically, is crucial for nurturing relationships.
  • Emotional awareness among managers, including sharing their emotions in a safe and vulnerable way, helps maintain emotional balance and closer relationships.
  • Proactively building and nurturing employee relationships improves loyalty, trust, and connection, ultimately benefiting the company’s bottom line.

Read the full article here

 

Why Reward and Benefits Leaders Are Prioritising Benefits To Support Wellbeing

Source: Inspiring Workplaces
Author: Anna McLoughlin
IW COMPASS point: Wellbeing

Employee wellbeing remains a top priority for both job seekers and employers, with 65% of employees considering it the most important factor when choosing an employer. Organizations are increasingly recognizing the strategic importance of wellbeing in attracting and retaining talent, with 49% planning to increase their focus on wellbeing in the next two years. Employee benefits are evolving into a strategic tool to enhance wellbeing, productivity, and talent retention. However, there’s room for improvement, as only 32% of HR and reward leaders rate their employee experience as excellent. To meet evolving employee expectations, organizations must leverage technology, data, and insights to shape their benefits strategy effectively.

Key Takeaways

  • Wellbeing is a top consideration for both job seekers and employers, with 65% of employees ranking it as the most important factor when choosing an employer, and 49% of employers planning to increase their focus on wellbeing in the next two years.
  • Becoming an employer of choice is now a top priority for organizations, with HR, reward, and benefits leaders turning to employee wellbeing, benefits, and recognition to enhance the employee experience.
  • Despite the recognition of benefits as a strategic tool for improving employee wellbeing, many organizations have untapped potential within their benefits programs, with employees demanding greater flexibility and personalization in benefits.
  • Organizations need to leverage technology, data, and insights to shape their benefits strategy and measure outcomes effectively. Currently, less than half of organizations use data to measure the impact of benefits on wellbeing.
  • High-quality benefits technology is crucial for reducing administrative burdens, decreasing compliance risk, and proving return on investment in employee benefits.
  • While there has been progress in enhancing employee wellbeing, most organizations still operate at a basic or foundational level in their wellbeing initiatives. Larger organizations tend to have more advanced wellbeing provisions.
  • Employees are seeking more than just financial remuneration and desire relevant and personalized benefits that support their wellbeing.
  • Despite economic challenges and market uncertainty, spending on HR and reward functions is expected to increase over the next 12 months as organizations recognize the need to retain, engage, and motivate their employees in a competitive talent landscape. Benefits provision is seen as an effective way to enhance employee wellbeing, engagement, retention, productivity, and talent attraction.

Read the full article here

 

Two-thirds of UK Employees Lack Connection and Belonging in Their Jobs

Source: Management Issues
Author: Editorial Team
IW COMPASS point: Culture & Purpose

New research from Reward Gateway reveals that over two-thirds of UK employees do not feel a sense of connection and belonging at work, with almost a quarter finding work a lonely experience. Gen Z workers, aged 18 to 24, are the most likely to feel this way, while full-time office workers are lonelier than those who work from home or in hybrid arrangements. Feeling lonely negatively impacts job performance and absenteeism, making recognition and high-quality reward programs important for improving employee well-being and job satisfaction, especially during the current cost of living crisis.

Key Takeaways

  • Over two-thirds of UK employees lack a sense of connection and belonging at work, and almost 24% find work a lonely experience.
  • Gen Z workers (aged 18-24) are the most likely to feel disconnected, with 32% experiencing loneliness in the workplace.
  • Full-time office workers are lonelier (26%) than those who work from home, follow a hybrid model, or have desk-less roles (25.6%, 21%, 24.6% respectively).
  • Employees who feel lonely are half as likely to go ‘above and beyond’ for their organization (16% compared to 30%).
  • Loneliness leads to more unplanned days off due to poor mental health, with lonely individuals being twice as likely to take 10 or more such days.
  • Financial well-being plays a role in loneliness, as those who feel their financial well-being needs work are over twice as likely to feel lonely (48% compared to 20%).
  • Recognition for work is a key solution, with 54% of workers stating that it would help them feel more connected.
  • High-quality reward and recognition programs can significantly impact employee happiness, with employees eight times more likely to be happy at work when such programs are rated as good or excellent.
  • Effective recognition and rewards also reduce reports of loneliness, self-doubt, and burnout by half, emphasizing the importance of meaningful recognition in the workplace.

Read the full article here

 

What’s The Difference Between DEI And Allyship? Learn Three Key Distinctions

Source: Forbes
Author: Julie Kratz
IW COMPASS point: Inclusion

Diversity, equity, and inclusion (DEI) and allyship are distinct concepts. DEI addresses systemic issues at the organizational level, promoting equity and inclusion through resources, education, and proactive bias reduction. In contrast, allyship operates at an individual level, involving roles like sponsors, mentors, coaches, advocates, and challengers who support marginalized groups. Combining DEI with allyship creates lasting impacts at both individual and organizational levels. A robust allyship culture enhances DEI efforts, spreads commitment to change, and enables organizations to overcome challenges while influencing broader societal norms.

Key Takeaways

  • DEI (Diversity, Equity, and Inclusion) focuses on addressing systemic issues at the organizational level.
  • Allyship is demonstrated at an individual level through roles like sponsors, mentors, coaches, advocates, and challengers.
  • Allyship involves actively supporting and partnering with marginalized individuals and communities.
  • DEI with allyship creates longer-lasting impact both at the individual and organizational levels.
  • Allyship roles include sponsorship, mentorship, coaching, challenging, and advocacy.
  • Sponsors have significant influence over career decisions and talent management.
  • Mentors offer advice and problem-solving guidance.
  • Coaches promote self-discovery and ask open-ended questions.
  • Challengers advocate for challenging assignments and provide feedback to reduce bias.
  • Advocacy involves addressing inappropriate behavior and reforming broken systems.
  • DEI work provides resources to marginalized communities and educates the majority group.
  • Organizations need to deeply commit to DEI for allyship to thrive.
  • DEI with allyship fosters a culture of allyship, sustaining DEI efforts and creating broader societal impact.

Read the full article here

 

A Successful People-Strategy Places Its People at The Forefront of The Company’s Growth

Source: HR World | Southeast Asia
Authors: Shivangi Sharma, Interview with Alejandra Ferraro
IW COMPASS point: Culture & Purpose

In an interview, Alejandra Ferraro, Chief Human Resources Officer for Growth Markets at Accenture, emphasized the importance of a successful people-strategy in today’s fast-paced digital era. She highlighted the need for an inclusive mindset, emphasizing employee well-being and holistic growth. Ferraro also discussed the critical role of leadership in shaping organizational culture and how it influences talent management. A positive company culture, she noted, enhances productivity, reduces turnover, fosters innovation, and encourages collaboration. In conclusion, she stressed that a successful people-strategy places employees at the forefront, ensuring they are “Net Better Off” and fostering a sense of belonging. Ferraro advised next-gen leaders to focus on employee needs and resiliency in the evolving future of work.

Key Takeaways

  • A successful ‘people-strategy’ should prioritize employees’ needs, create an inclusive and diverse environment, and leave employees net better off by fulfilling their fundamental human needs.
  • Leadership plays a crucial role in shaping a positive company culture, fostering psychological safety, and aligning culture with core values.
  • Company culture significantly impacts talent management by attracting, retaining, and motivating top talent, fostering innovation and collaboration, and minimizing conflicts.
  • In the fast-paced, digitally-driven era of work, HR leaders should adopt an inclusive mindset, focus on employees’ holistic well-being, and engage in continuous self-reflection and learning.
  • To lead the future of work successfully, HR leaders should empower employees, communicate transparently, prioritize diversity, and focus on customer-centricity.
  • The future of work requires organizations to center on people, meet employees’ evolving needs, and reimagine work models that benefit both workers and businesses. Leaders should consider their organization’s purpose, support for employees, improvement of work experiences, and the development of digital skills for workers.

Read the full article here

 

Important Workplace Skills Students Must Have For Success

Source: HR News
Author: Editorial Team
IW COMPASS point: Communication

To succeed in both their careers and life, students must cultivate a range of essential skills, encompassing social, financial, psychological, and career aspects. These skills extend beyond technical expertise to include critical soft skills like effective time management, networking, communication, collaboration, stress management, a strong work ethic, leadership, and adaptability. Developing these skills during one’s academic journey can lay a strong foundation for success in the modern workplace and in daily life.

Key Takeaways

  • Developing effective time management skills is crucial for setting realistic goals and achieving success in both academic and professional life.
  • Networking skills are essential for building connections that can help in career advancement and staying ahead of the competition.
  • Effective communication skills, both written and verbal, are vital for workplace success and building strong relationships with colleagues.
  • Collaboration skills are necessary for working cohesively in teams and achieving individual, departmental, and organizational goals.
  • Stress management skills are essential for identifying stressors and effectively dealing with workplace stress-related issues.
  • Building a strong work ethic, including commitment and punctuality, is crucial for gaining the trust of employers.
  • Developing leadership skills early on can prepare individuals for leadership roles in the workplace.
  • Adaptability is key in the ever-changing modern workplace, and the ability to think critically and make logical decisions is essential for productivity.
  • Mastering these skills as a student can help individuals navigate the modern workplace and achieve success in their careers and daily lives.

Read the full article here

 

State of the Workforce: A Spotlight on Employee Engagement

Source: Inspiring Workplaces
Author: Rob Catalano
IW COMPASS point: Employee Experience

Employee engagement has hit historic lows, with only 1 in 10 organizations reporting over 80% engagement, according to a study by WorkTango and HR.com. Factors like opportunities for career growth, organizational culture, relationships with supervisors, job flexibility, and compensation and benefits are key drivers of engagement. Organizations with high engagement are nearly four times more likely to maintain a positive work culture. To boost engagement, employers can leverage technology, like employee experience platforms, that facilitates recognition, active listening through surveys, and overall improvement of the employee experience, ultimately creating a workplace where employees thrive.

Key Takeaways

  • Employee engagement in the U.S. is at a historic low, with the lowest ratio of engaged to disengaged employees since 2013.
  • Factors impacting employee engagement include significant workplace changes due to the pandemic, job turnover, and economic conditions.
  • A survey of HR professionals found that only 1 in 10 organizations have more than 80% of their workforce highly engaged.
  • Key factors influencing employee engagement include opportunities for career growth, organizational culture, relationships with supervisors, job flexibility, and compensation and benefits.
  • High levels of engagement are linked to maintaining a positive work culture.
  • Using a modern employee experience platform can address these factors and improve engagement by facilitating recognition, rewards, active listening through surveys, and more.
  • Organizations can turn around employee engagement by leveraging such tools and technologies to create a positive workplace culture.

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What’s at the heart of happiness at work?

Source: The HR Director
Author: Fay Austen
IW COMPASS point: Wellbeing

Creating a happy workplace culture involves several key elements. Firstly, defining the desired culture and values clearly is crucial. Continuous feedback from employees in a psychologically safe space should be encouraged, and leaders should assess the impact of their own behaviors. Embracing diversity and valuing differences in perspectives is essential. Conflict, if handled effectively and respectfully, can lead to innovation. Flexibility in work structures and strategies is important, as is aligning everyone’s aspirations with the company’s mission. Finally, taking a holistic approach to leadership and building a strong support network can promote employee happiness and well-being.

Key Takeaways

  • Company culture is foundational to employee happiness, and leaders should define desired culture, seek continuous feedback, and assess their own behavior.
  • Diversity and inclusion are crucial for a happy workplace, as different perspectives and experiences encourage diverse ideas.
  • Conflict, when handled effectively, can contribute to a harmonized work environment by bringing in new and innovative ideas.
  • Flexibility in work strategies shows employees that their well-being is valued and fosters a sense of comfort and happiness.
  • Aligning everyone’s aspirations and goals with the company’s mission creates motivation and happiness among employees.
  • Building a personal board of advisors can provide support, advice, and broaden professional networks, contributing to workplace happiness.
  • A holistic approach, including spiritual well-being, is essential for creating a happy workplace.
  • Transcendent leadership focuses on the well-being of employees, the organization, and society as a whole.
  • A collective focus on healthy workplace cultures promotes well-being and collaboration.
  • Leaders should shift their focus from solely results-driven performance to building a holistic and supportive work environment.

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Key Workplace Culture Learnings for September:

  1. AI and Technology Impact: Leaders must acknowledge the transformative impact of AI and technology on work and employee identities, addressing concerns related to competence, autonomy, and belonging.
  2. Psychological Safety: Fostering psychological safety is crucial for well-being, productivity, and job satisfaction. Open communication, inclusivity, and a culture of continuous improvement are vital components.
  3. Leadership and Personal Development: Developing exceptional leadership involves self-awareness, humility, emotional intelligence, and building strong relationships with teams.
  4. Diversity, Equity, and Inclusion (DEI): Integrating DEI into decision-making processes and making it salient in critical moments is essential for creating inclusive workplaces.
  5. Employee Well-Being and Engagement: Workplace culture, open communication, flexibility, and positive employee-manager relationships significantly impact well-being and engagement.
  6. Sustainability: Embracing sustainability practices aligns with environmental concerns and appeals to younger generations, making it increasingly important in the workplace.
  7. Communication and Relationships: Effective communication, including managing relationships in all directions, fosters an open culture and positively influences retention and productivity.
  8. Emotional Intelligence (EQ): Emotional intelligence is a key factor in leadership success, promoting teamwork, collaboration, and effective emotion management.
  9. Employee Benefits: Evolving employee benefits strategies, shaped by technology and insights, contribute to enhanced well-being, productivity, and talent retention.
  10. Future of Work: Adapting to changing work dynamics, prioritizing employee well-being, and meeting evolving employee expectations are critical considerations for the future of work.

Thank you for reading!