The pace of change is faster and more noticeable than ever and organizations are scrambling to adapt and evolve. Times of significant disruption can lead to feelings of uncertainty, which make it difficult for companies to retain and engage their workforce. If managed correctly, however, these circumstances can present an opportunity to inspire and stretch employees to new heights.
As the nature of work evolves, so does the relationship and the expectations employees have with their employer. In the past, employers and employees were concerned with loyalty — employees expected an employer to take care of them over the long term, and in turn, employees would stay and perform. This dynamic has evolved over the past 25 years. Employees sought to be psychologically committed to their work and their organization; employers worked to “engage” their workforce by ensuring essential needs were being met such as a sense of achievement, camaraderie and equity. The future promises to push these concepts even further.
Having studied engagement for over 45 years, Mercer Sirota finds similar factors that influence engagement in their research. The extent to which an employee feels a sense of trust with their senior leadership, feeling a sense of accomplishment for the work they do, working in a climate of trust, and feeling like they have a career path are common factors that emerge. More recently, there is a strong relationship between high levels of engagement and two additional factors: authenticity and feeling energized. According to our Thrive research, employees who are energized and bring their authentic selves to work are 45% more invested in their role and more likely to have high levels of engagement.
Leaders are now faced with the challenge of embracing their employees for who they are and finding ways to inspire them during times of uncertainty and change. The goal is not just to engage employees, but to genuinely help them “thrive.” Employees who are thriving are constantly growing and finding new ways to contribute to the organization. They are empowered to find ways to deliver exceptional results and they are connected to the right people within their organization to make that happen. They are also healthy from both a physical and mental standpoint, which allows them to sustain high levels of performance. And, they are continually energized and excited about what they are doing, which unlocks innovation.
What can leaders do to help employees thrive when the future of jobs is changing and career paths are unclear? Here are four suggestions:
Start with the basics – Employees still have psychological needs that must be met in the workplace. They need to feel a sense of achievement for the work there are doing and understand the impact of their job. They need to have positive relationships with those around them and feel as if they are being treated in an equitable way by their organization, which includes being compensated fairly.
Accept people for what they bring – Employees want to bring their whole selves to work, meaning they do not want to have to pretend to be someone different in the workplace versus outside. Most organizations need to have certain limits on things like dress-codes to portray a desired image to their clients. However, to the extent possible, allow people to express their individuality and be aware of inadvertent signals that may put pressures on individuals to conform. It is also important to allow people to show their true strengths in the workplace, which may involve more flexibility in the way in which the work is accomplished.
Leverage change into inspiration – Uncertainty can lead to fear if not managed correctly. Leaders must ensure they communicate about change in a way that generates excitement and is focused on new and better possibilities for the future. Try to paint a picture about what might be possible. Help employees see the potential for their organization and their own jobs in a new and different way. While it is not known exactly how all these changes will impact every employee’s job, it can still paint an exciting vision of tomorrow in which they can be more successful and energized.
Thriving organizations have redefined success for their business and for their people. They are resilient, agile, and have a positive impact on society. Thriving workforces are diverse, adaptive, inclusive, and growth focused. And, they are committed to the overall well-being of their employees. Now is a critical time for leaders and organizations to begin preparing for a different way of managing their workforces and engaging their employees so they can thrive in this new world.
Rebecca joined the HRreview editorial team in January 2016. After graduating from the University of Sheffield Hallam in 2013 with a BA in English Literature, Rebecca has spent five years working in print and online journalism in Manchester and London. In the past she has been part of the editorial teams at Sleeper and Dezeen and has founded her own arts collective.
- Rebecca Clarke
- Rebecca Clarke
- Rebecca Clarke
- Rebecca Clarke
