Author: Julie Scardamaglia
Published: 18 October 2024
We all know work has changed since Covid. Along with remote work, what we value in the workplace has changed. Stability, salary, and reward for extra effort are now expected. The things people value most in their jobs are now less tangible.
The most important is meaningful work, the need to know that what they do makes a difference. People who perceive their jobs as meaningful report higher job satisfaction, are more engaged, have lower absenteeism and better overall health. Meaning is critical to the human condition and especially to motivation.
People also want to be the primary decision maker of how and where they do their work. It can be tricky to find this balance with some leaders and firms, but failing to do so is the fastest way to disengage people. Flexibility isn’t enough anymore – people want autonomy to make use of that flexibility and to feel empowered.
The third non-negotiable is company culture and values. Not the values plastered on the wall, but the messages conveyed by each and every interaction. Every email from leadership and every decision demonstrates the true culture of the organisation. If innovation is a value on the website but new ideas are received with indifference, the message is clear.
The line between work and personal has become blurred. The computer in the pocket doesn’t turn off at 5pm, so the alignment of personal and work values is vital.
How does that happen? Assess your culture independently to understand how it actually happens on the ground. Find out what your people want from the culture and bring it to life. Coach your leaders on how to get the best out of every one of your people.
People want to start each working day with a sense of optimism, belonging, and empowerment. It builds loyalty, productivity, and above all, a happy workplace.
Author: Julie Scardamaglia
Published: 18 October 2024
We all know work has changed since Covid. Along with remote work, what we value in the workplace has changed. Stability, salary, and reward for extra effort are now expected. The things people value most in their jobs are now less tangible.
The most important is meaningful work, the need to know that what they do makes a difference. People who perceive their jobs as meaningful report higher job satisfaction, are more engaged, have lower absenteeism and better overall health. Meaning is critical to the human condition and especially to motivation.
People also want to be the primary decision maker of how and where they do their work. It can be tricky to find this balance with some leaders and firms, but failing to do so is the fastest way to disengage people. Flexibility isn’t enough anymore – people want autonomy to make use of that flexibility and to feel empowered.
The third non-negotiable is company culture and values. Not the values plastered on the wall, but the messages conveyed by each and every interaction. Every email from leadership and every decision demonstrates the true culture of the organisation. If innovation is a value on the website but new ideas are received with indifference, the message is clear.
The line between work and personal has become blurred. The computer in the pocket doesn’t turn off at 5pm, so the alignment of personal and work values is vital.
How does that happen? Assess your culture independently to understand how it actually happens on the ground. Find out what your people want from the culture and bring it to life. Coach your leaders on how to get the best out of every one of your people.
People want to start each working day with a sense of optimism, belonging, and empowerment. It builds loyalty, productivity, and above all, a happy workplace.
