Predictions for what lies ahead…..
Adapting to unexpected twists and turns has become our new reality. It’s our new normal. As humans we have proven that our innate instinct to survive comes to the fore when we are in a tight corner. Many leaders and their teams have done a phenomenal job in handling the disruption of the past 15 months. And, yes, it’s taken a toll in many ways, but the learning has also been profound. We’ve been confronted with sudden, unexpected circumstances and have risen to the challenge.
The relationship between people leaders and their teams who shoulder the twists and turns of a challenging business environment will become even more integrated.
No, your boss won’t be coming to Sunday dinners, but you’ll feel more cared for.
As a HR consultant, central to my focus is to partner with my clients to help improve their connection to their teams. To be responsive to their people needs in ways that dovetail with fulfilling their business dreams. What I’ve been truly heartened by in recent months is the genuine commitment from leaders to consider their people at a very human level and put the necessary supports in place to help them thrive. Organisations are more aware than ever of how important it is to be ‘tuned-in’ with the stresses of their people, both during and outside of working time and being thoughtful about minimising the impact. Those that are taking a less caring approach are invariably feeling the pain through unsustainable absence and attrition.
PwC’s 2021 global CEO survey reports that the majority of Irish CEOs expect nation and organisational growth over the next 12 months. “…the resilience business has demonstrated in the last year is translating into confidence in the future.” Leaders are acutely aware that their teams’ performance is at the core of the resilience shown. And that keeping on track with plans and expectations is dependent on being in tune with the needs of their people.
Leaders have really taken to heart that happy people are productive people
Being on call 24/7 can leave our bodies in a state of persistent heightened stress. New policies on the right to disconnect are being modelled and upheld by leaders, leading to enhanced productivity when it’s time to be engaged. They create a culture where respect between colleagues of all levels becomes a two-way street. But company heads are taking their commitment further. Two organisations I work with are making new, multi-layered programmes available to their employees which support them to enjoy a healthier, more balanced life. Experiments like ‘no meeting days’, no set hours to work and the reduction of the working week are being trialled. Companies that are restructuring working calendars in a way that considers the needs of their people are reporting better levels of engagement and productivity.
What is the working model going forward?
The organisations that will emerge at the top of their performance game are those that genuinely listen to what their most prized resource, people, are expressing. They’re taking the feedback of their people on board and are open to shaping an emerging workplace culture in ways that best serve everyone. They want to weave in the benefits we’ve experienced during our remote working experiment and flexibly mould the way forward so everyone gains. It will be an evolving landscape; iterative, no overprescribing, no rigid blueprints.
The absence of physical human engagement has highlighted how much it adds to the richness of working life and we’ve learned how much we miss and value it. Companies have found it challenging to keep those ‘water cooler’ moments vibrant. Moments of meaningful human connection is the bedrock of good company culture. The value of informal conversations has gained new recognition. Whatever emerges for the next chapter will be considerate of people connection and collaboration, even when it includes swopping notes on a Netflix series.
Deliberate expressions of your culture will be embedded in working methods, creating a sense of belonging for all. Companies want to make it easy to celebrate, to give everyone a voice and to disseminate critical information fast. Genuine efforts are under way to ensure a tangible feeling of connection and a sense of ‘community’ in the workplace.
Flexibility is flexing its muscle
Flexibility in our new working culture may extend beyond location. An insightful survey undertaken by Gartner in 2020, ReimagineHR, found that in organisations that stuck with a standard, 40-hour week reported that 36% of their staff were high performers. But those that offered people more choice about when, where and how much they work found 55% of their people to be top performers. Output was given more priority than when the work was done. More openness to experimentation and exploring alternative ways of working will become the new norm.
Mind how you think
Mental health is now so recognised as an essential pillar to navigating life in general and dealing with the demands of working life that supports for a healthy disposition are also being offered through modern, carefully thought-out programmes. Gartner’s report showed that in companies that offered these supports, 23% of employees enjoyed better mental health and 17% reported an increase in physical health. The win-win aspect is that these same companies enjoyed a 21% increase in high performers compared to those that had no mental health supports.
Visionary organisations don’t wait for challenge to cause a problem; they pre-empt the effects of stress by offering ongoing mental health benefits.
Again, from PwC’s 2021 survey, CEOs say “We’ve seen the power of trust, transparency and collaboration in the past 12 months.” Expect to feel the ripples of this translate into your working environment from here on, if not already there. The organisations that are listening to their people and embracing more radical workplace practices are better able to tap into the full potential of their workforce.
Purpose, culture and genuinely listening and responding to what is front of mind for people are important ingredients in creating happier, thriving workplaces we all want to be part of. There will be more challenges to come, but the recent past has taught valuable lessons in weathering future storms.