01st June 2023

Top 20 articles on Workplace Culture in May

Welcome to the Inspiring Workplaces Top 20 Articles on Workplace Culture for May 2023.

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 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…

Revolutionising work culture: can AI make the four-day working week a reality?
Source: Startups
Author: Fernanda Alvarez Pineiro
IW COMPASS point: Employee Experience

The adoption of artificial intelligence (AI) could facilitate the transition to a four-day working week, with 64% of organizations supporting it. A pilot program reported increased productivity and job satisfaction, and 7 in 10 employees intend to ask for a shorter work week. AI has the potential to boost productivity and change work culture, although there are concerns about job replacements. Workplaces are adopting more flexible attitudes, driven by declining motivation and engagement among workers. Prioritizing flexible working arrangements, including a four-day week, can attract and retain talent. AI can help strike a balance between employee well-being and productivity.

Key takeaways

• Adoption of artificial intelligence (AI) could facilitate the transition to a four-day working week.
• 64% of organizations support a four-day week, and this figure is expected to increase with the help of AI.
• A pilot program reported increased productivity and job satisfaction, with reduced stress and burnout among employees.
• 7 in 10 employees intend to ask for a four-day week, indicating a potential shift in work dynamics.
• Generative AI has the potential to boost productivity and change work culture, although concerns about job replacement exist.
• Workplaces are adopting more flexible attitudes and employee support, driven by declining motivation and engagement.
• Employers should prioritize flexible working arrangements to attract and retain talent.
• 80% of employees consider flexible work arrangements when evaluating job offers.
• AI can help strike a balance between employee wellbeing and productivity in implementing a four-day week.

Read the full article here

Three Ways To Invest In Company Culture
Source: Forbes
Author: Carsten Bruhn
IW COMPASS point: Culture & Purpose

Investing in company culture goes beyond spending money and requires leaders to invest their time and energy. Everyone in the organization is responsible for building a thriving culture that drives performance. Culture should be brought to life through leadership actions, such as regular engagement with employees and modelling the desired behaviours. Investing in recruitment campaigns and training employees as cultural ambassadors can also strengthen the culture. Ultimately, a strong culture unleashes greatness and leads to higher revenue and success in the marketplace.

Key takeaways

• Investing in company culture is not just about spending money, but about leaders setting an example and living the culture every day.
• Company culture encompasses shared values, behaviours, and beliefs that drive performance and enable strategy.
• A strong culture that attracts high-performing talent can lead to 33% higher revenue.
• Culture should go beyond words and be brought to life by leaders through regular engagement with employees and modelling the desired behaviours.
• Investing in defining clear cultural attributes, training employees, and creating cultural ambassadors can help bring company mission and values to life.
• Culture should encourage innovation, reward the right behaviours, and build trust through authentic leadership.
• Regularly seeking feedback from team members and conducting engagement surveys can help gauge the effectiveness of the culture.
• Building a culture of excellence requires pushing boundaries, expanding the responsibility for culture beyond HR, and translating words into action.
• Investing in company culture is essential for long-term success and winning in the marketplace.

Read the full article here

Rust out: why boredom at work can be harmful and what employers can do about it
Source: The Conversation
Author: Valerie van Mulukom
IW COMPASS point: Employee Experience

“Bore out” or intense boredom at work is a harmful problem that many managers and organizations ignore. It leads to weariness, distraction, lack of motivation, and reduced job satisfaction. Boredom is associated with reduced productivity and creativity, as well as increased counterproductive work practices. To combat boredom, workplace wellbeing should focus on autonomy, mastery, and purpose. Flexible working arrangements and a positive work environment can support intrinsic motivation and combat boredom. Encouraging creativity through time for different tasks and personal projects can increase productivity and performance. Employees need to feel positive and supported to overcome boredom and achieve a state of flow. While occasional boredom can be rewarding and lead to creative ideas, it should not become all-consuming.

Key takeaways

• Boredom at work, known as “rust out” or “bore out,” can be harmful and is often ignored by managers and organizations.
• Boredom leads to weariness, distraction, lack of motivation, and reduced job satisfaction.
• Boredom is associated with reduced productivity, creativity, and increased counterproductive work practices.
• Factors contributing to workplace wellbeing and fighting boredom include autonomy, mastery, and purpose.
• Flexible working arrangements and a positive work environment can support intrinsic motivation and combat boredom.
• Encouraging creativity and innovation through time for different tasks and personal projects can increase productivity and performance.
• Feeling positive and supported is important to overcome boredom and achieve a state of flow.
• Occasional boredom can be beneficial as it allows the brain to wander and can lead to creative ideas and solutions.

Read the full article here

How to Build a Strengths-Based Culture by Unlocking the Power of Employee Potential
Source: Entrepreneur
Author: Chris Mayfield
IW COMPASS point: Culture & Purpose

Building a strengths-based culture in the workplace empowers employees to leverage their unique strengths for personal and organizational success. The five steps to build such a culture include assessing and identifying employees’ strengths, providing feedback sessions, recognizing, and celebrating strengths, offering growth opportunities, fostering collaboration, and leading by example as a leader. By nurturing employees’ strengths and creating a supportive environment, organizations can enhance employee growth, productivity, and overall success.

• Building a strengths-based culture empowers employees to leverage their unique strengths for personal and organizational success.
• The five steps to build a strengths-based culture are: discovering and harnessing strengths, empowering growth through feedback sessions, recognizing and nurturing diverse abilities, seeing the potential beyond job titles, embracing and amplifying strengths, exploring pathways to personal growth and success, providing training, mentoring, and job rotations, aligning strengths with roles and responsibilities, igniting synergy through collaboration and feedback, and inspiring excellence by setting a powerful example as a leader.
• Assessing and identifying employees’ strengths is the first step, followed by recognizing and celebrating strengths.
• Growth opportunities should be provided to nurture employees’ strengths and development.
• Collaboration and feedback are crucial in a strengths-based culture.
• Leaders play a key role in building and modelling a strengths-based culture.

Read the full article here

Growth and opportunity – the lifeblood of employee experience
Source: The Independent
Author: Vincent Belliveau
IW COMPASS point: Employee Experience

In an unpredictable world, a company’s workforce is crucial for survival. Employees want personalized talent experiences that nurture their growth, empower their career direction, and connect them to the purpose of the business. Balancing the needs of individuals, the organization’s strategy, and collective intelligence is key. Continuous learning is essential for agility, especially for younger employees who prioritize learning and development. Internal mobility is also important, and organizations should focus on improving career opportunities internally. Cornerstone’s Opportunity Marketplace offers a holistic solution to enhance workforce agility and talent mobility, supported by AI-powered learning and development.

Key takeaways

• A company’s workforce is crucial for navigating unpredictable times.
• Employees want personalized talent experiences that nurture growth and engagement.
• They desire understanding, control, and connection to the purpose of the business.
• Striking a balance between individual needs and organizational goals is essential.
• Learning is a strategic agent of change and should be integrated into daily work.
• Younger employees prioritize learning and development in their decision-making.
• Internal mobility is important to employees, and organizations should focus on improving career opportunities internally.
• Cornerstone’s Opportunity Marketplace offers a holistic solution for workforce agility and talent mobility.
• Organizations need a solution that improves workforce planning, adapts to changing priorities, and fosters a growth-oriented environment.
• AI can be leveraged to enhance learning and development, accelerate talent movement, and make skills the universal language of success.

Read the full article here

We Need a Real Commitment to Mental Health at Work. Here’s How (and Why)
Source: Entrepreneur
Author: Dr. Samantha Madhosingh
IW COMPASS point: Wellbeing

Employee mental health and wellbeing cannot be merely paid lip service; real change is necessary. Despite increasing discourse on the importance of mental health, many organizations fail to prioritize it. Companies need to align their actions with their stated commitments and create a people-first culture. This involves integrating wellbeing into company culture, understanding employees’ needs, leading by example, and fostering a culture of connection. Prioritizing mental health benefits both employees and businesses in terms of productivity, retention, and overall success.

Key takeaways

• Awareness of employee mental health is increasing, but many companies still pay lip service without making real changes.
• Employee mental health is crucial, as 7 in 10 people globally struggle with mental health issues, leading to lost productivity.
• Micromanagement by supervisors negatively impacts mental health, and a culture of trust is essential.
• Prioritizing mental health leads to positive work environments, increased productivity, and higher employee retention rates.
• Companies should integrate wellbeing into their culture, understand employees’ needs, lead by example, and foster a culture of connection through check-ins.

Read the full article here

Ensuring autistic employees thrive in the workplace
Source: Business Reporter
Author: Bryan Stallings
IW COMPASS point: Inclusion

Many businesses are becoming more aware of the need to create an equal playing field for neurodiverse employees, including those with autism spectrum disorder (ASD). However, there is still a lack of understanding among managers and co-workers about building an inclusive corporate culture that values neurodiversity. Autistic employees have unique strengths, such as enhanced focus and productivity, which can contribute to innovation and dynamic problem-solving. To ensure an autism-friendly workplace, businesses should focus on building strong team bonds, establishing repeating patterns, creating transparency, defining success criteria, maintaining a daily cadence, demonstrating outcomes, and continuously improving through inspection and adaptation. By embracing neurodiversity and providing the right support, businesses can unlock the potential of autistic employees for long-term success.

Key takeaways

• Autism is more common than people realize, with 2% of the population diagnosed with autism spectrum disorder (ASD) and many cases going undiagnosed.
• Autistic individuals can bring unique strengths to the workplace, such as enhanced focus and productivity, as well as a different perspective that contributes to innovation.
• Businesses need to create an inclusive corporate culture that respects and values neurodiversity to empower autistic employees to contribute fully.
• Practical steps to support autistic employees include building strong team bonds, establishing repeating patterns for work, creating transparency in task sharing, defining clear expectations of success, maintaining a daily cadence of communication, demonstrating outcomes to stakeholders, and continuously improving through feedback and adaptation.
• By adopting these practices and creating an autism-friendly workplace, businesses can tap into the potential of neurodiverse talent and promote long-term success.

Read the full article here

Preparing for AI in the Employee Experience
Source: Psychology Today
Author: Sarah Marrs
IW COMPASS point: Employee Experience

Artificial intelligence (AI) is becoming a significant part of how we work, and employees will need to incorporate it into their roles. AI can be useful for reducing repetitive tasks and improving decision-making by analysing large datasets. However, certain skills will become critical when working alongside AI, including a willingness to learn, emotional intelligence, creative problem-solving, and data interpretation. It is important to embrace AI and understand its limitations and potential impact to ensure a positive relationship with work and maximize engagement, productivity, and enjoyment.

Key takeaways

• AI is the next big evolution in how we work, and most employees will need to incorporate it into their roles.
• AI can be used to reduce repetitive tasks and minimize bias in decision-making.
• Skills such as willingness to learn, emotional intelligence, creative problem-solving, and data interpretation will be critical when working alongside AI.
• AI is likely to be used as a tool for repetitive tasks and analyses in employee experiences.
• While AI has limitations in innovating and showing emotional intelligence, humans can provide the necessary skills.
• Continuous learning and open-mindedness will be important in adjusting to uncertain and ambiguous situations.
• Soft skills like empathy and building trust will become more important as AI cannot replicate them easily.
• Creative problem-solving is essential as AI requires human interpretation and context-based decision-making.
• Understanding data interpretation and guiding AI-generated analyses will be a crucial skill.
• The impact of AI depends on how it is used and the transparency, accuracy, and fairness of the data and recommendations.
• Organizations and employees must be prepared for the potential dramatic changes AI could bring to the relationship with work.

Read the full article here

How To Refuel Your Leadership: Strategies For Aligning Personal And Organizational Purpose
Source: Forbes
Author: Kathy Miller Perkins
IW COMPASS point: Leadership

The article discusses strategies for aligning personal and organizational purpose to refuel leadership and find fulfilment. It emphasizes the importance of clarifying personal purpose and passions, understanding the purpose of the organization, finding overlap between personal and organizational goals, developing an action plan, fostering a culture of alignment, and leading by example. By aligning personal purpose with organizational goals, leaders can regain motivation, authenticity, and make a positive impact.

Key takeaways

• Leaders often fall into the trap of pursuing company goals unquestioningly, leading to exhaustion and unfulfillment.
• To refuel leadership, find the balance between personal purpose and organizational objectives.
• Clarify your purpose and passions as a leader to regain momentum.
• Understand the purpose and vision of the organization to align your leadership purpose.
• Look for areas of overlap between personal and organizational goals to build alignment.
• Create an action plan that combines tangible steps towards organizational objectives with personal goals and values.
• Foster a culture that celebrates alignment between personal purpose and organizational goals.
• Lead by example by merging personal purpose with organizational goals in daily actions.
• Aligning personal purpose with organizational goals is crucial for well-being and leadership impact.
• Rediscover what truly motivates you as a leader and find a profound sense of purpose by aligning with the organizational objectives.

Read the full article here

How to engage employees in the face of economic downturn
Source: The Drum
Author:  Kim Strachan
IW COMPASS point: Employee Experience

During economic downturns, companies can engage employees by listening to them through continuous pulse surveys, providing clear feedback, and building open and authentic relationships. Creating meaningful work that aligns with company values and purpose can inspire and motivate employees. Reward and recognition programs, investing in employee growth, promoting well-being and flexibility, and attracting and retaining talent are key strategies for building a resilient and engaged workforce.

Key takeaways

• Continuous listening through frequent pulse surveys provides timely and accurate data, involving employees in shaping initiatives.
• Providing clear feedback and managing expectations helps address employee worry and build open and authentic relationships.
• Create meaningful work by aligning it with values and purpose, encouraging collaboration, innovation, and motivation.
• Show appreciation through verbal recognition and low-cost rewards, fostering morale and motivation.
• Invest in employee personal and professional growth during an economic downturn to demonstrate care and retain talent.
• Prioritize employee well-being with policies, initiatives, and resources for self-driven learning on health, mental health, and financial management.
• Focus on flexibility in how people work and their level of autonomy, allowing for outcomes-based approaches without sacrificing productivity.
• Taking an authentic approach to engage and motivate employees supports businesses through downturns and prepares them for a quick bounce back.

Read the full article here

7 Metrics to Measure Your Organization’s DEI Progress
Source: HBR
Author: Lee Jourdan
IW COMPASS point: Inclusion

In order to ensure that organizations are promoting merit-based cultures and equal opportunities, it is important to employ the right metrics to track and benchmark progress in diversity, equity, and inclusion (DEI). The article outlines seven key metrics to measure DEI progress throughout the employee life cycle: attrition, performance, promotions, leadership pipeline, employment pipeline, pay equity, and inclusion. By tracking these metrics and analysing data related to demographics, organizations can identify areas of improvement and address potential biases. Implementing these metrics and establishing a framework for accountability can contribute to the success of DEI programs.

Key takeaways

• Employing the right metrics is crucial for achieving a merit-based culture and ensuring equal opportunities for development and promotion.
• Seven key metrics can assess progress in diversity, equity, and inclusion (DEI): Attrition, Performance, Promotions, Leadership Pipeline, Employment Pipeline, Pay Equity, and Inclusion.
• Each metric should be tracked for different employee cohorts, such as race, gender, ethnicity, and other dimensions of diversity, to identify potential biases.
• Attrition rates can indicate systemic bias and should be analysed for both voluntary and involuntary attrition.
• Performance ratings should be distributed equally across all groups, and low ratings over time can indicate bias in access to opportunities.
• Promotion rates should be assessed by pay grade, race, and gender to ensure balance and transparency in the advancement process.
• Leadership pipeline programs should aim to reflect the diversity goals of the organization and identify future leaders based on performance and promotions.
• The entire employment pipeline, from applications to acceptance rates, should be assessed to ensure fairness and identify any disparities based on race and gender.
• Pay equity should be tested and addressed, ensuring equal pay for the same work and avoiding biases based on tenure.
• Inclusion should be measured through employee experience, manager relationships, belongingness, and access to influential networks.
• Organizations can choose to use general HR surveys or dedicated DEI platforms to measure inclusion and inclusive behaviours.
• Transparent data and benchmarked metrics create an accountability framework for DEI programs and help determine priorities.

Read the full article here

Mental Health Awareness Week – Tips for supporting employees experiencing anxiety
Source: IFA Magazine
Author: Meg Bratley
IW COMPASS point: Wellbeing

The article discusses strategies for supporting employees experiencing anxiety in the workplace. It emphasizes the importance of upskilling line managers to identify signs of strain and have supportive conversations with team members. It suggests using services like 1-2-1 coaching and wellness action plans to provide support and recommendations. Clear and regular communication, reasonable workplace adjustments, and access to professional support are also highlighted. The article emphasizes the need for proactive support and creating a workplace that allows employees to bring their whole selves to work.

Key takeaways

• Poor mental health costs the UK economy £117.9 billion annually, emphasizing the need for greater support in the workplace.
• Work-related stress, depression, and anxiety led to the loss of 17 million working days in 2021/22, with workload pressures and a lack of managerial support cited as main factors.
• Upskilling line managers to identify signs of strain and providing training and support can help address employee anxiety.
• Communication through face-to-face conversations and the use of a Wellness Action Plan (WAP) can help address anxiety-inducing subjects and provide support.
• Making reasonable adjustments in the workplace, such as flexible work hours or providing a quiet workspace, is crucial for managing anxiety.
• Employers should prioritize mental health support and consider digital health and wellbeing services for quick access to professional support.
• Help@hand, a mental health support app, is now offering unlimited mental health consultations to meet the growing demand.
• Proactively supporting employees, fostering open communication, and implementing reasonable adjustments can create a workplace that allows employees to bring their whole selves to work.

Read the full article here

Why Wellbeing Is Critical For Hybrid And Remote Work
Source: Forbes
Author: Dr. Gleb Tsipursky
IW COMPASS point: Wellbeing

The article emphasizes the criticality of employee wellbeing in the context of hybrid and remote work. Supporting employee wellbeing is essential for productivity, reducing turnover, and fostering engagement. A survey by Gympass reveals that a significant percentage of American employees are dissatisfied with their workplace wellbeing, highlighting the need for employers to prioritize this aspect. Providing accessible wellbeing resources during and after work, regardless of the work arrangement (in-office, hybrid, or remote), is crucial. Gympass emphasizes the role of leadership in creating a culture of wellbeing and recommends in-person team meetings to build relationships and foster community. Investing in employee wellbeing benefits both employees and companies by improving health, happiness, and overall performance.

Key takeaways

• Supporting employee wellbeing is crucial for maintaining productivity, reducing turnover, and fostering engagement in hybrid and remote work scenarios.
• A survey by Gympass highlights that a significant percentage of American employees are dissatisfied with their workplace wellbeing, while countries like Brazil have higher satisfaction rates.
• Companies should prioritize employee wellbeing and create a supportive work environment to attract and retain talent, as a majority of respondents prefer to join companies that prioritize employee wellbeing.
• Wellbeing resources should be provided for employees in different work arrangements: in-office, fully remote, or hybrid. This includes physical activity opportunities, mental health support, virtual wellness programs, and remote team building.
• Investing in leadership training to promote a culture of wellbeing is crucial. Providing tools like gym access, wellness apps, and wellness coaches can benefit employees and the company as a whole.
• Encouraging in-person team meetings to build relationships and foster a sense of community can help reduce feelings of isolation and loneliness.
• Prioritizing employee wellbeing leads to increased productivity, reduced turnover, and greater engagement, benefiting both employees and companies. Companies should strive to create a supportive and nurturing environment for their employees in any work environment.

Read the full article here

One in ten workers apathetic towards quality of leadership
Source: HR News
Author: Editorial Team
IW COMPASS point: Leadership

According to a survey by Right Management, one in ten British workers would not question the quality of leadership in any scenario, including instances of abuse of power, passive-aggressive behaviour, micromanagement, or mistreatment of colleagues. The survey also found that 13% of leaders themselves would not question the quality of their own leadership. Building trust, effective communication, and inspiring passion were identified as the top three behaviours associated with impactful leaders. The survey highlights the need for a feedback culture and a workplace of openness and transparency to address apathy towards poor leadership and cultivate trust.

Key takeaways

• 12% of British workers and 13% of leaders would not question the quality of leadership in any scenario.
• Building trust, effective communication, and inspiring passion are the top behaviours associated with impactful leaders.
• Apathy towards leadership increases with age, with younger workers more likely to question leadership than older workers.
• Most workers would call out poor leadership due to an abuse of power, leaders not listening, and leaders failing to own up to mistakes.
• A higher proportion of women are likely to question leadership for traits such as abuse of power and not listening compared to men.
• Employers should foster a feedback culture and strive for openness and transparency to address apathy and improve workplace culture.

Read the full article here

The next competitive advantage in talent: Continuous employee listening
Source: McKinsey & Company
Authors: Alice Damonte, Elizabeth Ledet, Daniel Morales, and Sarah Tobey
IW COMPASS point: Communication & Voice

Continuous employee listening through people analytics is becoming a crucial competitive advantage for organizations. Traditional annual surveys are no longer sufficient to understand employee sentiment, especially in times of increased disruption. McKinsey implemented a continuous-listening strategy using a weekly pulse survey to capture real-time employee feedback. The data collected helped identify key concerns, inform targeted interventions, and drive improvements in employee experience, team health, connectivity and remote work, growth and learning, inclusion, individual outreach, childcare, mental health, and response to worldwide events. Building a continuous-listening strategy requires robust data management, analytical expertise, and strong partnerships between data professionals and leaders.

Key takeaways

• Continuous employee listening through people analytics is a competitive advantage for organizations.
• Annual surveys are no longer sufficient; a continuous-listening strategy is needed.
• McKinsey implemented a weekly pulse survey to capture real-time employee feedback.
• The pulse survey helped identify key concerns and target interventions.
• Technical and data capabilities, including analytics translators, are essential for success.
• The pulse survey has enabled insights into employee experience, team health, connectivity, growth and learning, inclusion, individual outreach, childcare, mental health, and response to worldwide events.
• Leaders can track sentiment, address changes, and guide teams toward sustainable practices.
• Insights from the pulse survey have informed decision-making and the introduction of new initiatives.
• The pulse survey provides a means for employees to reach out confidentially.
• It has facilitated support for childcare needs and mental health, including resources and flexible working arrangements.
• The pulse survey helps leaders respond to global events and support affected colleagues.

Read the full article here

Employees to executives: Make sustainability commitments real
Source: Campaign UK
Author: Campaign UK Staff
IW COMPASS point: Society & Sustainability

Engaging employees is crucial to combat “green fatigue” and drive sustainable change, according to a report by WE Communications. The study reveals that many employees are unaware of their employers’ sustainability initiatives, presenting an opportunity for internal communications. Effective communication can enhance employee engagement by making sustainability practices accessible, showcasing the impact, and humanizing the messaging. Companies must set clear targets, involve stakeholders, and communicate transparently to meet sustainability goals. Proving the authenticity of commitments requires honesty, sharing the journey, and involving employees in decision-making. External communication plays a role in improving employee engagement by recognizing sustainability efforts. Companies should empower employees, break down the agenda into initiatives, connect sustainability goals to individual roles, and create a culture of innovation and collaboration to motivate and align the workforce.

Key takeaways

• Engaging employees is crucial to overcome “green fatigue” and drive sustainable change.
• Many employees are unaware of their employers’ sustainability initiatives, presenting an internal communications opportunity.
• Lack of engagement, disconnect between employees and sustainability, and absence of participatory mechanisms are barriers to awareness and engagement.
• Communications professionals can enhance awareness by meeting people where they are, showing how each job contributes to sustainability goals, and humanizing the impact.
• Companies should establish clear targets, involve stakeholders, communicate transparently, and be prepared for sustainability deadlines.
• Proving sustainability commitments require honesty, sharing the journey, involving employees, and creating real evidence of progress.
• External communication plays a role in improving employee engagement by recognizing sustainability efforts.
• Companies should empower employees, break down the agenda into initiatives, and create a culture of innovation and collaboration.
• Employees should be involved in the development and implementation of sustainability programs, and companies should make sustainability relevant to their work.
• Companies should consistently connect commitments to each person’s job, listen to employees, and create an environment of innovation and collaboration.

Read the full article here

Internal communications can make or break your strategic plan
Source: Fast Company
Author: Emily Howard
IW COMPASS point: Communication & Voice

Effective internal communication is essential for successful implementation of strategic plans. Organizations often struggle because executives, managers, and employees fail to communicate well with each other. To address this issue, organizations should involve middle managers and frontline employees in the strategic planning process, gather their insights, and explain how their input will be used. The creation of the strategic plan should consider feedback from employees, ensuring their buy-in and valuable ideas. Rolling out the plan should involve in-person or video conversations to clearly communicate its details, individual roles, measurement of success, and avenues for adjustment. Regularly scheduled conversations at different levels of the organization are crucial to stay aligned with strategic goals and address implementation barriers. Effective internal communication connects the organization, empowering it to be more strategic and connected.

Key takeaways

• Effective internal communication is crucial for successful implementation of strategic plans.
• Organizations often struggle with strategic plans due to poor communication between executives, middle managers, and frontline employees.
• Four main phases of internal communication in the strategic planning process: before starting, during creation, after the plan is created, and every day after that.
• Involving middle managers and frontline employees early in the process helps gain insights and a better understanding of customers’ needs.
• Town hall meetings or internal surveys can gather input from employees and explain how their input will be used.
• When creating the plan, consider feedback from employees, ensure the vision and values are relevant, and establish clear goals, initiatives, timelines, and responsibilities.
• After finalizing the plan, carefully roll it out to the entire organization through in-person or video conversations, explaining the plan, roles, measurement of success, and avenues for adjustment.
• Regularly scheduled conversations at different organizational levels help stay aligned with strategic goals and address implementation barriers.
• Effective internal communication across all levels is crucial to bring the plan to life and empower the organization to be more strategic and connected.

Read the full article here

Navigating work as a blind person
Source: Financial Times
Author: Rabina Khan
IW COMPASS point: Society & Sustainability

Amit Patel, a blind doctor and consultant, shares his experience of navigating work as a blind person. People with sight loss face misconceptions, inaccessible recruitment practices, and insufficient workplace support, leading to low employment rates. Patel emphasizes the need for employers to change negative attitudes and make simple adjustments to accommodate the needs of visually impaired individuals, such as providing specialized screen readers and keyboards. Government support through programs like the UK’s Access to Work scheme is helpful, but employers play a crucial role in creating an inclusive work environment.

Key takeaways

• Employment rates for blind or partially sighted individuals in the UK are significantly lower compared to people with other disabilities and the general population.
• Misconceptions of their ability, inaccessible recruitment practices, and insufficient workplace support are the biggest barriers to employment for people with sight loss.
• Accessibility issues on websites hinder access to job vacancies, and employers are advised to use recruiting websites that meet sight loss accessibility standards.
• Not disclosing disability in applications can lead to opportunities for blind individuals to secure interviews.
• Employers need to understand the capacity of individuals with sight loss and make simple adjustments, such as providing specialized screen readers and keyboards, to support their access and retention in the workplace.
• The UK government’s Access to Work scheme provides support for disabled individuals, including funding for travel, equipment, and job coaches.
• Employers must change negative attitudes and embrace accommodations to enable blind individuals to fulfil the requirements of job advertisements.
• Amit Patel, a blind consultant, and motivational speaker, emphasizes the importance of empowering the workforce with practical knowledge to assist blind individuals and create a more confident workplace.

Read the full article here

Why Some Companies Are Saying ‘Diversity and Belonging’ Instead of ‘Diversity and Inclusion’
Source: The New York Times
Author: Jennifer Miller
IW COMPASS point: Inclusion

Woodward, an aerospace company, and other firms are shifting their focus from “diversity and inclusion” to “diversity and belonging” in their diversity, equity, and inclusion (DEI) efforts. Some critics argue that the emphasis on belonging may prioritize making white people comfortable and avoiding conversations about power and systemic inequality. However, proponents argue that creating a sense of belonging allows everyone, including those in positions of power, to be part of the conversation and work towards collective success. Companies are adopting strategies like inclusive language, identity-based communities, and exploring values to foster belonging and address divisions in the workplace.

Key takeaways

• Companies are shifting their focus from “diversity and inclusion” (DEI) to “diversity and belonging” in their efforts to create more inclusive workplaces.
• The emphasis on belonging aims to make employees feel like they can bring their whole selves to work and be part of the conversation without having to check their identities at the door.
• Some critics argue that the focus on belonging may prioritize making white people comfortable and avoid addressing systemic inequality and power imbalances.
• Traditional DEI approaches that overemphasize identity groups and reduce people to “victim or villain” can alienate everyone.
• Companies are hiring consultants who specialize in belonging and bridge-building to address divisions in the workplace and create a more inclusive culture.
• The use of belonging as a term in DEI strategies allows companies to manage resistance and avoid addressing tough conversations about power.
• Creating a sense of belonging can help address hostility, resentment, and divisions in the workplace while promoting collective success.
• An abstract focus on belonging may allow companies to avoid addressing power dynamics and maintaining the status quo.
• Companies are using strategies like identity-based communities and exploring values to foster belonging and address divisions.
• The focus on belonging emerged as a way to address the exclusion many people felt in the workplace, but it is also seen as a way to manage political polarization and conflict over identities.
• Autodesk, a software company, implemented a culture shake-up and renamed its Diversity and Inclusion team to the Diversity and Belonging team.
• The approach that works involves recognizing and counteracting defensive thinking, providing opportunities for all to participate, and creating a sense of collective success where everyone can rise together.

Read the full article here

Our society won’t thrive without a healthier workforce
Source: The Health Foundation
Author: Joe Farrington-Douglas
IW COMPASS point: Society & Sustainability

The health of the workforce is crucial for societal well-being and economic prosperity. The pandemic highlighted the underlying health vulnerabilities of the UK population and the strain on the healthcare system. To address this crisis, a long-term approach is needed, involving the collaboration of employers, workers, and healthcare. The focus should be on rebuilding essential foundations such as decent jobs, pay, housing, and education. These elements are interconnected and key to sustainable growth, productivity, and addressing regional inequalities. Policy measures, similar to those addressing climate change, should be implemented to coordinate actions across sectors. The economic cost of ill health is significant, and investing in health can help drive economic recovery and reduce inequalities. Employers play a crucial role in promoting workforce health, and there is a need to understand the impact of changing work patterns and demographic shifts. To foster consensus and action, a new Commission is being launched to bring together business leaders, unions, experts, and policymakers.

Key takeaways

• Policymakers are recognizing the importance of a healthy workforce, as the record number of people out of work due to long-term sickness highlights the crisis in workforce health.
• The pandemic revealed the underlying vulnerability of the UK population’s health and the lack of resilience in the health system, with longer waits for GP and hospital treatments.
• Rebuilding the relationship between employers, workers, and health is crucial, requiring long-term action at the national and local levels to invest in prevention and address the decay in essential building blocks of health.
• The Health Foundation and others draw parallels between workforce health and climate change, emphasizing the need for a long-term approach and whole-government coordination.
• The economic cost of ill health is significant, with estimates running into the tens of billions, impacting regional inequality and productivity.
• The relationship between health and work is complex, influenced by local labor market circumstances and quality of work, highlighting the need to address economic development to break cycles of poor health, low participation, and bad work.
• Employers recognize that a healthier workforce leads to business growth, and there is a need to invest in worker health, including addressing negative workplace culture.
• Further understanding of the health impact of changing work patterns and demographic changes, as well as mental illness among younger workers, is necessary, along with building an economic case and defining effective approaches at the local and individual levels.
• The Health Foundation is launching a Commission to bring together stakeholders and develop a new deal between government, employers, and people to invest in health and build a thriving society.

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