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Top 20 articles on Workplace Culture in October 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:

Wellbeing
Culture & Purpose
Leadership
Inclusion
Employee Experience
Communication & Voice
Society & Sustainability

The articles are as follows…

Are inclusion and free speech mutually exclusive in the workplace?

Source: Training Zone

Author: Joanne Lockwood

IW COMPASS point: Communication

In a post-pandemic workplace, the balance between free speech and inclusion is examined. While promoting free speech is essential, it becomes challenging when it infringes on someone’s identity or causes stress. Striking this balance is crucial for psychological safety, where employees can work without feeling their identity is under attack. Key challenges include distinguishing critique from harm, managing diverse viewpoints, and deciding which voices to amplify or challenge. Priorities to address this balance include explicit communication, fostering a feedback culture, and investing in continuous learning. The goal is to see free speech and inclusion as mutually reinforcing, leading to a cultural shift and amplifying the right voices to thrive together harmoniously.

Key Takeaways

Despite progress in diversity and inclusion (DEI) efforts, bias still persists in the workplace, prompting a reevaluation of our understanding of inclusion.
The “paradox of tolerance” raises questions about how much intolerant views should be tolerated when they harm someone’s identity or experiences.
Balancing free speech and inclusion is crucial for psychological safety in the workplace.
Challenges include distinguishing constructive critique from harm, managing diverse viewpoints, and deciding which voices to uplift or challenge.
Three priorities for addressing the balance are explicit communication, fostering a culture of feedback, and investing in continuous learning.
Rather than seeing free speech and inclusion as competing values, they should be viewed as mutually reinforcing ideals that enrich dialogue.
A cultural shift toward empathy, continuous education, and active engagement is necessary to bridge understanding gaps.
Organizations should lead by example by celebrating diversity and integrating inclusive narratives into their ethos.
The solution lies in amplifying the right voices and enriching dialogue, paving the path from tolerance to acceptance in the workplace.
The future should be about thriving together in harmony and celebrating the richness of lived experiences among colleagues.

Read the full article here

Adaptable and resilient leadership means an adaptable and resilient business

Source: EU Reporter

Author: Guest Contributor – Opinion

IW COMPASS point: Leadership

In today’s rapidly changing business landscape, adaptable and resilient leadership is essential for a thriving organization. Leaders must adopt a situational approach, tailored to individuals’ needs, embrace transformational leadership to encourage innovation, and foster inspirational leadership that values and supports every employee. Furthermore, leaders should drive digital change by equipping their workforce with the necessary skills, promote diversity, equity, inclusion, and belonging (DEIB) to enhance productivity and profitability, and adapt swiftly to evolving conditions, ensuring a workforce ready for current projects and future opportunities.

Key Takeaways

Adaptable and resilient leadership is essential for businesses to thrive in today’s rapidly changing environment.
Leadership today should be situational, transformational, and inspirational.
Situational leadership means adapting to the unique needs of individuals and teams.
Transformational leadership encourages innovation and adaptation to disruptions while safeguarding against risks.
Inspirational leadership fosters a sense of value and appreciation among employees.
Digital transformation is about mindset, not just technology.
Leaders should ensure their workforce has the skills and knowledge to implement technologies like AI effectively.
Organizations should invest in upskilling their employees through training programs.
Promoting Diversity, Equality, Inclusion, and Belonging (DEIB) is crucial for a productive and successful workforce.
Companies that prioritize diversity and inclusion are more profitable.
Equity, not just equality, is important in DEIB efforts.
Creating a culture of belonging regardless of age, gender, race, or background is vital.
Resilient leaders turn current conditions into opportunities by adapting to change and fostering a flexible, diverse, and digitally savvy workforce.

Read the full article here

Brand and belonging: why workplace culture is key to retention

Source: Personnel Today

Author: Corine Sheratte

IW COMPASS point: Culture & Purpose

The article discusses the crucial link between positive workplace cultures and a sense of belonging among employees, emphasizing that diversity efforts alone are insufficient for retention if employees do not feel valued and welcome. Toxic workplace cultures are highlighted as detrimental to retention. The power of an employee’s sense of belonging and inclusion is emphasized in sustaining a competitive advantage for organizations. The article emphasizes the importance of inclusion and belonging, provides best practices to foster such a culture, including measuring impact, supportive practices, inclusive language, and effective feedback. Ultimately, it suggests that organizations need to prioritize a culture of inclusion and belonging to fully realize the benefits of diversity efforts.

Key Takeaways

Toxic workplace cultures can harm employee retention and damage a company’s reputation.
The focus on diversity recruitment alone is insufficient; creating an inclusive and belonging culture is essential to retain diverse talent.
Inclusion involves respecting and valuing all employees’ opinions, skills, and perspectives.
Belonging is about feeling secure, accepted, and empowered to speak up without fear.
A culture of inclusion and belonging is crucial for retaining diverse talent and making DEI a business norm.
Traditional perks like bake sales and yoga classes are inadequate for creating an inclusive culture.
Best practices for fostering inclusion and belonging include measuring impact, supportive practices, inclusive language, and effective feedback.
Organizations need to prioritize creating a culture of inclusion and belonging to retain diverse talent effectively. Hiring diverse teams is not enough if they do not feel included and valued in the workplace.

Read the full article here

What’s fuelling burnout in your organization?

Source: Harvard Business Review

Authors: Rob Cross, Karen Dillon, and Martin Reeves

IW COMPASS point: Wellbeing

Organizations are facing unprecedented levels of burnout, leading to “quiet quitting,” reduced innovation, and higher healthcare costs. Collaborative demands, referred to as the collaborative footprint, have increased over the past 15 years, causing stress due to potential misunderstandings, imbalances, and more. One form of this stress is “microstress” from routine interactions. Leaders can reduce microstress by addressing four key questions: reducing structural complexity, ensuring workflows make sense, avoiding excessive team proliferation, and instilling a sense of purpose in everyday interactions. Reducing microstress leads to a healthier and more productive work environment.

Key Takeaways

Collaborative demands, or the volume and frequency of collaborations required to complete work, have increased significantly in the past decade and a half, leading to stress.
Microstress, caused by routine interactions with colleagues, can have a destructive impact on individuals and teams.
Leaders can reduce microstress through systemic improvements in the working environment.
Four overlooked collective strategies for reducing microstress include:
Reducing structural complexity by eliminating unnecessary layers and processes.
Ensuring that workflows make sense and rely on processes rather than individual heroics.
Managing team growth and ensuring efficient team dynamics.
Building a sense of purpose in everyday interactions and aligning work with organizational goals.
Leaders should also be aware of their own potential to create microstress for their teams and work to minimize it.

Read the full article here

New research reveals the impact of rewarding employees with experiences over things

Source: IW

Author: Kevin Yip

IW COMPASS point: Employee Experience

New research conducted by Blueboard in partnership with The Starr Conspiracy highlights the significant impact of rewarding employees with experiences rather than material items. The study involved over 1,000 primarily U.S.-based employees and found that companies prioritizing employee experience (EX) outperform others across key EX indicators, including job stability and employee-employer reciprocity. Additionally, the research emphasizes that experiential rewards have 3.8 times more impact on the employee experience than other forms of recognition like cash or gift cards, making them an effective tool to boost engagement, performance, and loyalty.

Key Takeaways

Many leaders are concerned about disengaged employees affecting company culture and performance.
Recognition in the form of material items is ineffective and unsustainable.
Companies that prioritize employee experience outperform others across various indicators.
Stability of employment, employee-employer reciprocity, thriving at work, and employee optimism are key indicators of a positive employee experience.
EX leaders invest more in rewards and recognition and offer more personalized, experiential rewards.
Experiential rewards have a significant impact on employee engagement, loyalty, and performance.
Experiences create lasting memories and offer personalized, meaningful rewards.
Experiential rewards lead to increased employee awareness and encourage a culture of performance.
Strategic investment in employee rewards and recognition is crucial for enhancing the employee experience and organizational success.

Read the full article here

World Mental Health Day: 39% say they have had to take time off work due to stress in the past year

Source: IPSOS

Author: Jamie Stinson

IW COMPASS point: Wellbeing

A global survey conducted by Ipsos for World Mental Health Day reveals that while 78% of respondents think mental health is as important as physical health, only 34% believe their country’s healthcare system treats them equally. Stress is a significant concern, with 62% reporting daily life disruptions due to stress, and 39% taking time off work because of stress in the past year. Women are more likely to be affected by stress, with 36% reporting its impact on daily life compared to 26% of men. Despite increased awareness, there is still work to be done to improve mental health support and equity in healthcare systems.

Key Takeaways

Across 31 countries, 78% think their mental health is as important as their physical health.
But just 34% globally say mental and physical health are treated equally by their country’s healthcare systems.
People are more likely to say they often think about their physical health (71%), compared to 58% who say they often think about their mental wellbeing.
People in LATAM are particularly likely to think about their mental health. Five of the top six countries come from the region.
A third (34%) say stress has impacted their life multiple times in the last year and 27% say they have felt depressed on a number of occasions, where they couldn’t cope because of stress.

Read the full article here

Forget Trust Falls: The Simple New Way Strong Leaders Build Trust

Source: Forbes

Author: Tanya Dalton

IW COMPASS point:

The article discusses the importance of trust in the workplace and how leaders can build trust within their teams through storytelling. It highlights that trust is a strategic necessity, leading to more engaged, innovative, and loyal teams. The author emphasizes that storytelling helps create bonds and a sense of belonging among employees, fostering trust and empathy. Three types of trust-building stories are identified: stories that model growth, stories that set expectations, and stories that connect the team with data. These stories humanize leaders, inspire growth, and align team members with the organization’s purpose, ultimately shaping a healthier and more productive work environment.

Key Takeaways

Gallup reports that 85% of employees are not engaged at their workplace, highlighting the need for leaders to instil a sense of purpose.
Trust is a strategic necessity in the workplace, leading to engaged, innovative, and loyal teams.
Storytelling is a powerful tool for building trust, as it resonates on a human level, evokes emotions, and makes information memorable.
Three types of trust-building stories for leaders to use include stories that model growth, set expectations, and connect the team with data.
Stories that showcase personal or professional growth can humanize leaders and inspire a growth mindset.
Stories that set expectations help rally the team around a shared purpose and highlight what everyone is aiming for.
Humanizing data with stories makes it more accessible and helps connect the team to the information.
Storytelling, when done authentically and with purpose, can foster trust, connect team members, and reinforce organizational values, ultimately shaping the company’s culture.

Read the full article here

Some employees are destroying value. Others are building it. Do you know the difference?

Source: McKinsey & Company

Authors: Aaron De Smet, Marino Mugayar-Baldocchi, Angelika Reich and Bill Schaninger

IW COMPASS point: Employee Experience

A recent study reveals that more than half of employees feel relatively unproductive at work due to pandemic-induced changes in work dynamics. Research identifies six employee archetypes, ranging from highly dissatisfied and disengaged to thriving stars who boost engagement and performance. Companies need tailored strategies to move workers toward greater engagement and satisfaction, aligning their employee value proposition and experience accordingly. Recognizing and addressing specific factors influencing each archetype can help improve overall workforce performance, reducing costs and building a more resilient, engaged team.

Key Takeaways

The pandemic has disrupted work patterns, leading to increased challenges in gauging employee effectiveness, especially with hybrid and remote work models.
Employee disengagement and attrition can cost a median-size S&P 500 company between $228 million and $355 million annually, translating to at least $1.1 billion in lost value over five years.
Understanding that workforces are diverse in terms of employee experience is essential, and tailored strategies are required to improve satisfaction, commitment, performance, well-being, retention, and engagement.
Research identifies six distinct employee archetypes: the quitters, the disruptors, the mildly disengaged, the double-dippers, the reliable and committed, and the thriving stars.
Employee satisfaction and commitment significantly impact self-reported performance and well-being. Factors influencing these levels of satisfaction include compensation, career development, autonomy, and sense of purpose.
Focusing on improving engagement and commitment for the mildly disengaged can yield significant performance benefits.
Thriving stars are top-performing employees who excel in well-being and performance, making up around 4 percent of the workforce.
Thriving stars tend to prefer remote or hybrid work models, and leaders should explore ways to amplify their impact on other employees.
The challenge for leaders is to measure employee effectiveness without a bias toward physical presence, as technology reshapes work and remote work becomes more prevalent.
Identifying employees likely to respond to interventions, such as career development opportunities, flexibility, and a sense of purpose, can reduce productivity costs and foster a more resilient and engaged workforce.

Read the full article here

How to Use Neuroscience to Navigate Culture Change in the Workplace

Source: Hospitality Net

Authors: Ana McFee, Hilary Scarlett

IW COMPASS point: Culture & Purpose

This article explores the use of neuroscience to navigate culture change in the workplace. It highlights that while the modern workplace has evolved rapidly, our brains have not fully adapted to these changes, which can hinder organizational change efforts. The article discusses how understanding brain function can help organizations implement successful cultural transformations, addressing topics such as the brain’s resistance to change, the importance of social connection, managing emotions, decision-making and bias, effective communication, and changing behaviors. It emphasizes that aligning organizational practices with neuroscience principles can lead to a thriving culture and lasting change.

Key Takeaways

The article highlights the challenges organizations face in implementing successful organizational change, emphasizing the importance of understanding how the brain functions and responds to change.
It discusses how our brains are wired for survival, with a stronger threat response, and how this response can hinder performance during change.
Expectations and experiences of change significantly influence how individuals perceive and respond to new changes.
Leaders can use neuroscience insights to harness the threat and reward responses in employees’ brains, optimizing performance during change by setting realistic short-term objectives, fostering a growth mindset, and promoting open communication.
Social connection is crucial in navigating change, as the brain processes social pain similarly to physical pain. Successful teams are composed of individuals who actively listen, consider different perspectives, and foster a sense of belonging.
Managing emotions during change is vital, and strategies to alleviate fear, anger, and anxiety, along with emotional control and mindfulness techniques, can optimize emotional well-being.
Effective decision-making during change requires an understanding of biases and the influence of emotions. Strategies to mitigate biases, critical thinking, and self-reflection are essential.
Communication plays a vital role in change management, and leaders should recognize the brain’s need for information and use storytelling, transparency, and visual communication to effectively convey messages.
Changing behaviors and forming new habits are challenging, but understanding the science behind habits and behavior change can support successful transformation.
Applied neuroscience offers valuable insights for creating a culture that supports optimal performance, collaboration, and innovation, ultimately leading to lasting change and a thriving organizational culture.

Read the full article here

Creating a Happier Workplace Is Possible — and Worth It

Source: Harvard Business Review

Author: Jennifer Moss

IW COMPASS point: Employee Experience

Being happy at work isn’t just a win for employees; it’s also a win for employers. Research shows a causal link between happy workers and a 13% increase in productivity. On the flipside, unhappiness at work costs the world $7.8 trillion in lost productivity, equal to 11% of global GDP. But too many of us are disconnected, disengaged, and bored at work. 50% of the global workforce is quiet quitting and 18 percent are loud quitting – sharing openly that they are unhappy at work. Social media trends like #QuietQuitting and #ActYourWage have reached over 1.2 billion views and their virality confirms that we’re all still feeling the effects of chronic stress and burnout from the pandemic. Obviously, the current state of workforce unhappiness is a big problem to solve. Happiness at work has to come from a deeper, more intrinsic connection to why we’re there. A culture of autonomy, belonging, and purpose comes from a shared vision, and right now, it’s fair to say that many companies and their employees are simply not seeing eye-to-eye. This article covers three steps organizations can take to turn that around.

Key Takeaways

Happiness at work is not just beneficial for employees; it also leads to a 13% increase in productivity, as per research.
On the contrary, unhappiness at work costs the world $7.8 trillion in lost productivity, equivalent to 11% of global GDP.
A significant portion of the global workforce is either quietly or openly quitting their jobs due to unhappiness, exacerbated by the stress and burnout from the pandemic.
To address this issue, organizations can take three key steps:
(Re)Imagine Flexibility: Greater flexibility in work arrangements, such as remote work and flexible hours, can lead to improved productivity and work-life balance.
(Re)Build Belonging: Building a sense of belonging and community at work through meaningful interactions and shared goals can improve job satisfaction and retention.
(Re)Store Purpose: Employees need a sense of purpose in their work, whether through connection to the organization’s mission or values, to stay motivated and engaged.
Companies like Google, Visa, Airbnb, and Hilton are cited as examples of organizations that prioritize employee well-being and happiness.
It’s important for leaders to be active participants in creating a happier workplace and to listen to employees’ needs and concerns.
The article encourages open dialogue about fears, concerns, and areas of improvement in the workplace to make meaningful changes and create a more positive and productive work environment.

Read the full article here

Why Ethical Leadership is the Foundation of a Fair & Inclusive Workplace

Source: IW

Author: Anne Fulton

IW COMPASS point: Leadership

The most enjoyable workplaces are often those that have built a culture around trust, respect, and fairness. This stems from ethical leadership – a style of leadership that is defined as demonstrating appropriate and thoughtful conduct in personal actions and interpersonal relationships, respecting ethical beliefs and values, and being motivated by the dignity and rights of others.

As Diversity, Equity, Inclusion, and Belonging (DEIB) become increasingly important in organizations today, embracing ethical leadership will be the foundation of it all – driving leaders to set a positive example for employees and foster work environments that have a strong sense of community and human-centricity.

Key Takeaways

Ethical leadership is built upon principles of trust, respect, and fairness, fostering a culture of integrity and human-centricity.
Foundational elements of ethical leadership include fairness, trust and communication, respect, humanity, and integrity.
Ethical leadership positively impacts organizational success, employee engagement, well-being, and social responsibility.
Benefits of ethical leadership include a positive workplace culture, increased sense of belonging, improved brand image, better morale, and better retention.
Effective strategies to adopt ethical leadership include building strong relationships, promoting a culture of continuous improvement, embracing change, and developing DEIB (Diversity, Equity, Inclusion, and Belonging) skills and capabilities.
Soft skills and DEIB skills and capabilities, such as attitudinal awareness, cultural competence, and inclusive leadership, play a crucial role in fostering a culture of belonging and ethical leadership.
Ethical leadership focuses on the greater good, considering the impact of actions and decisions on employees, organizations, and communities, leading to stronger relationships and a healthier work environment.

Read the full article here

Tackling the fear of saying the wrong thing around EDI

Source: People Management

Author: Gareth Hind

IW COMPASS point: Inclusion

The article emphasizes the importance of open, curious, and transparent communication in addressing the fear of saying the wrong thing regarding EDI (Equality, Diversity, and Inclusion). It discusses the need for businesses to create a culture that champions inclusivity and diversity by promoting curiosity and encouraging employees to ask questions and learn from each other’s experiences. Storytelling is highlighted as an effective way to humanize conversations around EDI and make them relatable. Transparency, vulnerability, and acknowledging mistakes are encouraged to foster a culture of continuous learning and improvement. The article also stresses the importance of listening in real-time and taking action to drive meaningful change in EDI efforts.

Key Takeaways:

The fear of saying the wrong thing is a barrier to inclusivity and diversity efforts in businesses.
Curiosity should be encouraged in the workplace as it fosters learning, growth, and connection.
Creating an environment where employees feel comfortable asking questions and sharing experiences is essential for promoting inclusivity.
Storytelling can humanize conversations about EDI and make them more relatable, helping employees become effective allies.
Businesses should value transparency and vulnerability, encouraging employees to admit gaps in their knowledge and actively seek to learn about EDI topics.
Training can help employees identify and challenge biases, fostering a culture of continuous learning and improvement.
Mistakes should not be seen as failures but as opportunities for learning and improvement in the journey of active allyship.
To drive meaningful change, businesses should engage in real-time conversations, beyond traditional surveys, and act on what they learn.
Active allyship is based on listening, learning, and taking action to accelerate EDI efforts in organizations.

Read the full article here

Simply Start Listening – Tips To Fix Communication In The Workplace

Source: The HR Digest

Author: Ava Martinez

IW COMPASS point: Communication

Have you ever tried to convey a simple point to your colleague and had your attempts at communication in the workplace be perceived as entirely hostile? Have there been emails that you haven’t been able to interpret as anything but incendiary even when you thought you shared a healthy relationship with the sender? Were there any disagreements in the past that turned into conflicts in seconds? We’re sure you know what we mean when we say effective communication in the workplace can make or break an organization. But why is communication important in the workplace? It’s because, in the workplace, communication skills season the atmosphere for every single person who works there.

Key Takeaways

Effective communication in the workplace is crucial as it can make or break an organization.
Poor communication can lead to a loss of trust among team members and leaders, costing businesses significant amounts of money.
Types of communication in the workplace include verbal, non-verbal, and written communication.
Verbal communication forms the basis of workplace interactions, and effective communication can boost productivity.
Non-verbal communication, such as body language and tone, plays a significant role in interpreting messages.
Written communication is essential, with employees spending a substantial amount of time on written work-related tasks.
Workplace communication can be both formal and informal, and it’s crucial to maintain professionalism in both contexts.
Technology has transformed communication in the workplace, with digital tools leading to both advantages and challenges.
Effective workplace communication has various benefits, including enhancing teamwork, productivity, and employee satisfaction.
Important communication skills in the workplace include active listening, clear verbal articulation, written communication, clarity and brevity, non-verbal skills, empathy, negotiation skills, presentation skills, sensitivity to diversity, adaptability, honesty, and taking initiative.
Strategies for effective workplace communication include setting clear objectives, knowing your audience, asking questions, choosing appropriate communication channels, encouraging open communication, developing a feedback mechanism, conducting training and workshops, emphasizing collaboration, showcasing diverse perspectives, and using technology efficiently.
It’s essential for both employees and employers to prioritize and improve communication skills to create a productive and harmonious work environment.

Read the full article here

Loud Quitting: How to deal with workplace discontent

Source: HR World | Southeast Asia

Author: Neelanjana Mazumdar

IW COMPASS point: Employee Voice

The article discusses the phenomenon of “loud quitting” in the workplace, where employees leave their jobs in a highly visible and disruptive manner, often using social media or confrontational conversations. This form of quitting contrasts with “quiet quitting,” which involves employees leaving discreetly. The article highlights that addressing loud quitting requires fostering open communication, addressing problems early, offering support and resources, investing in leadership and management training, and conducting exit interviews. By taking these steps, organizations can reduce the likelihood of loud quitting and maintain a positive and productive work environment, ultimately retaining and engaging their workforce effectively.

Key Takeaways

“Loud quitting” is a phenomenon where employees leave their jobs in a highly visible, dramatic, and disruptive manner, often involving public resignation announcements, social media outbursts, or confrontational conversations.
This form of quitting is distinct from “quiet quitting,” where employees exit discreetly to avoid conflict or damage to their professional reputation.
Loud quitting can have immediate and far-reaching consequences, affecting an organization’s image, employee morale, and internal dynamics.
To address loud quitting effectively, organizations can take proactive steps, including fostering open communication, addressing problems early, offering support and resources, investing in leadership and management training, and conducting exit interviews.
A culture of open communication can help prevent issues from escalating to the point of loud quitting, and managers should be approachable and ready to address employee concerns.
Timely intervention in addressing workplace issues can prevent employees from feeling the need to resort to loud quitting.
Providing support and making employees aware of available resources can help defuse potentially explosive situations.
Leadership and management training can equip leaders with conflict resolution, empathy, and effective communication skills, creating a positive work environment.
Conducting exit interviews when an employee leaves can provide valuable insights into systemic issues contributing to loud quitting.
Organizations that listen to their employees and take their concerns seriously are less likely to witness loud quitting and more likely to retain and engage their workforce effectively.

Read the full article here

Four Ways to Quantify the ROI of Employee Recognition & Rewards Programs

Source: Work Tango

Author: Rob Catalano

IW COMPASS point: Employee Experience

Most organizations today have some type of employee recognition and rewards program in place. In fact, according to research conducted by WorkTango and HR.com, 94% of companies are currently investing either informally or formally in employee recognition and/or rewards.

Based on these numbers, it seems that the vast majority of organizations already understand that employee recognition and rewards play a powerful role in boosting team member engagement, productivity, and retention–and are investing accordingly. But for every investment made by HR, there’s a CFO waiting in the wings, asking to see the return on that investment (ROI).

Key Takeaways

Employee recognition and rewards programs impact various aspects of the organization, leading to a positive ROI.
The ROI of such programs can be categorized into Company ROI, People Metrics ROI, and HR Team ROI.
Four positive business outcomes of investing in Employee Recognition & Rewards software include improved employee retention, cost savings, increased employee engagement, and improved customer service.
Recognition programs can reduce turnover, with companies having such programs experiencing 31% lower voluntary turnover.
Switching to a consolidated Employee Recognition & Rewards platform can save organizations 15-20% on existing rewards budgets.
Employee engagement is 14% higher in companies with recognition programs, leading to improved company performance.
Companies with formal employee recognition strategies see a 35% increase in customer satisfaction.
Organizations should measure Employee Net Promoter Score (eNPS) and track its correlation with customer satisfaction to identify trends.
Employee recognition and rewards programs deliver various ROI benefits, including improvements in retention, cost savings, engagement, profitability, productivity, wellness, customer success, and HR team efficiency.

Read the full article here

The maturing CSO: How CSOs should engage with other key business functions

Source: Economist Impact

Author: Martin Koehring

IW COMPASS point: Society & Sustainability

The role of Chief Sustainability Officers (CSOs) is evolving to require a focus on empowerment and cross-functional collaboration. CSOs must ensure direct influence over key business functions while also enabling sustainability across the organization. Building ownership, knowledge, and understanding of sustainability throughout different functions is a challenge. Embedding sustainability into the company’s culture is critical, requiring both top-down and bottom-up communication. Reporting requirements like the EU’s Corporate Sustainability Reporting Directive (CSRD) will drive more cross-business collaboration on sustainability. The future of CSOs will involve balancing data-driven reporting with softer targets and fostering empowerment and change within and outside the organization.

Key Takeaways

The modern CSO role requires a focus on empowerment, both in terms of influencing key business functions and enabling sustainability across the organization.
Embedding sustainability into the company’s culture is crucial, and this involves both top-down and bottom-up communication between the C-suite, the sustainability team, and functional teams.
Reporting requirements, such as the EU’s Corporate Sustainability Reporting Directive (CSRD), will drive increased collaboration on sustainability across different business functions.
Challenges include building ownership, knowledge, accountability, and capacity across functions due to the broad nature of sustainability.
CSOs should have access to key decision-makers, including the CEO, and play a role in shaping the organization’s sustainability agenda.
Collaboration and relationship development between functions, particularly in finance and HR, are essential for successful sustainability initiatives.
The focus on sustainability champions is shifting towards fostering a culture of access to sustainability discussions and initiatives across the organization.
Purpose and impact are becoming central to the CSO role, with a focus on transformative change for the purpose of business.
Sustainability leaders should navigate an increasingly challenging operating environment, driven by factors like climate change, inflation, and geopolitical tensions.
CSOs and sustainability leaders must transition from a risk prevention mindset to a transformational one and actively shape the organization’s operating context.
The ability to drive transformative change will be a key determinant of the future success of CSOs and sustainability leaders.

Read the full article here

The Future of Mental Health at Work Is Safety, Community, and a Healthy Organizational Culture

Source: Harvard Business Review

Authors: Bernie Wong and Kelly Greenwood

IW COMPASS point: Wellbeing

A recent study on workplace mental health highlights significant shifts in the post-pandemic work environment. While employers have made strides in offering benefits and support, workers are seeking more than therapy and self-care resources. The study shows that workers increasingly value mentally healthier workplace cultures over individualized approaches. Psychological safety has declined, making it harder for employees to discuss mental health at work. Additionally, investments in diversity, equity, and inclusion (DEI) positively affect mental health and engagement. The study also emphasizes the importance of autonomy in hybrid work arrangements. The future of mental health at work lies in fostering a safe, supportive, and equitable organizational culture.

Key Takeaways

The state of workplace mental health has changed significantly in the past four years due to factors like the pandemic and racial justice reckoning.
Employers have made efforts to address mental health issues by offering expanded benefits, meditation apps, mindfulness programs, mental health days, and awareness campaigns.
However, these investments alone are not sufficient to address the evolving landscape of workplace mental health.
Workers have shifted from experiencing mental health crises to a state of “languishing,” characterized by a sense of “blah” or feeling unfulfilled.
Workers increasingly desire mentally healthier workplace cultures that address systemic issues affecting mental health.
Investing in a healthy and sustainable organizational culture is more effective than therapy and self-care resources in supporting mental health.
Psychological safety has declined, with workers feeling less safe discussing mental health at work, despite increased awareness and understanding of mental health issues.
Investments in diversity, equity, and inclusion (DEI) initiatives have improved mental health and engagement among marginalized identity groups.
Hybrid work arrangements with autonomy over work location have shown positive mental health outcomes.
Employers should focus on re-envisioning mentally healthy workplaces, enable culture change from both top-down and bottom-up approaches, explore root-cause solutions, and recommit to the fundamentals of work itself.
Organizations should also continue their efforts in DEI to support better mental health outcomes for all employees.
The future of mental health at work will prioritize safety, community, and a healthy organizational culture, rooted in equity and worker empowerment.

Read the full article here

How to build trust with your most important stakeholders — your employees

Source: HR Dive

Author: Anthony Abbatiello and Julia Lamm

IW COMPASS point: Employee Voice

In today’s challenging economic landscape and amid the “great resignation,” trust-building with employees is crucial for organizations. According to PwC’s 2023 Trust Survey, 91% of executives believe that trust improves the bottom line. Building trust can be achieved by creating a transparent company culture, offering generous severance packages, and enhancing communication during workforce reductions. Employees play a vital role as a “trust barometer” within organizations, helping identify trust blind spots. To inspire the workforce and support them during difficult times, organizations can consider cost-of-living salary increases, financial wellness programs, and upskilling initiatives. Trust should be a priority across various business dimensions to create a resilient workforce and a culture worthy of emulation.

Key Takeaways

Trust is crucial in today’s economic landscape, with 91% of executives believing it improves the bottom line.
Employers face the challenge of building trust while navigating economic uncertainties and the “great resignation”.
Compassionate connection with employees can be key to building trust, enhancing culture, and driving organizational transformations.
Layoffs and workforce reductions can erode trust, but specific actions can help, such as increasing communication, offering generous severance packages, and being transparent about reasons for layoffs.
Employees play a vital role as a “trust barometer” within organizations, identifying trust-damaging events and potential blind spots.
Organizations should develop a culture of strong listening, both internally and externally, to uncover challenges and build trust.
Financial stress can harm employees’ well-being and productivity, so organizations should consider initiatives like cost-of-living salary increases, financial wellness programs, and upskilling.
Fair pay, data protection, clear communication, and flexible working arrangements are essential for building trust among employees.
Trust-building efforts should extend across all dimensions of the business, including listening to employees, understanding trust gaps, and focusing on trust-building opportunities.

Read the full article here

It’s time to redesign how we work. This is how.

Source: Campaign

Author: Lynda Gratton

IW COMPASS point: Society & Sustainability

In the rapidly changing landscape of work, Professor Lynda Gratton, a global thought leader on the future of work, emphasizes the need for businesses to adapt. The acceleration of AI and automation has created a skills gap, while hybrid work arrangements have altered workforce expectations. To navigate this shift, organizations should consider employee feedback, experiment with new work models, and embrace generative AI. Furthermore, they must focus on roles rather than individuals, invest in workflow management platforms, and avoid letting CEO preferences dominate decisions. Finally, companies should challenge age stereotypes and recognize the wisdom of older employees.

Key Takeaways

The world of work is undergoing significant changes due to AI and automation, creating a skills gap, and the rise of hybrid working, which has altered workforce expectations.
The Edelman Trust Barometer indicates that many employees are seeking a work/life reset, with a majority re-evaluating how they spend their time and believing that employers need to redefine what work means.
Three key trends shaping the future of work are demography, technology, and society, resulting in a demand for more flexibility in work arrangements.
Experimentation is essential in addressing questions about remote work and the impact of generative AI, as there is no one-size-fits-all answer.
Four key steps to redesign work include understanding what matters, reimagining new ways of operating, modelling and testing new approaches, and embedding changes in the organization’s culture.
Fairness in redesigning work is about aligning changes with the organization’s values, considering collaboration as a core value, and ensuring that work arrangements work for everyone.
Employee voice is crucial in the process of redesigning work, and companies should encourage employees to propose changes that align with the organization’s values.
Companies that fail to listen and act on employee suggestions risk losing talent.
Tips for redesigning work include thinking about roles rather than individuals, embracing generative AI, investing in workflow management platforms, avoiding CEO-centric decision-making, and recognizing that age is not the sole determinant of capabilities and characteristics.
Successful redesign of work requires a focus on what is best for the company as a whole, rather than catering solely to the CEO’s preferences.

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How to build a strong culture with a remote team

Source: EBN

Author: Biljana Rakic

IW COMPASS point: Culture & Purpose

The article discusses strategies for building a strong remote work culture. With the shift to remote work becoming the norm, HR professionals and advisers need to focus on understanding the bigger picture, promoting self-awareness, prioritizing employee well-being, considering specific circumstances, building trust, and encouraging autonomy. Additionally, promoting collaboration and inclusivity through virtual team building activities and pairing new employees with work buddies can foster a positive remote work environment. Building a strong remote work culture may be challenging, but it’s essential for helping teams thrive in remote work settings.

Key Takeaways

Remote work has become the norm for companies of different sizes and industries, requiring a shift in how we approach and organize work.
Maintaining a positive culture in remote teams is essential for employee well-being and productivity.
To build a strong remote culture:
- Focus on the big picture by understanding employees’ values, principles, and needs.
- Be self-aware and recognize communication differences among team members.
- Prioritize employee well-being with wellness programs and support initiatives.
- Customize solutions for remote employees based on their specific circumstances.
- Build trust and encourage autonomy to combat toxic work cultures.
- Promote collaboration and inclusivity through virtual team-building activities and social integration.
Creating a positive remote work environment requires effort but can lead to increased employee satisfaction and productivity.

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Key Workplace Culture Learnings for October:

Balancing free speech and inclusion is crucial for psychological safety in the post-pandemic workplace. It involves distinguishing critique from harm, managing diverse viewpoints, and prioritizing explicit communication, feedback culture, and continuous learning.
Adaptive and resilient leadership is essential for success in today’s business landscape, emphasizing situational approaches, transformational leadership, digital change, diversity, equity, inclusion, and adaptability.
Diversity efforts alone are insufficient for retention; a sense of belonging is essential for a competitive advantage. Inclusion and belonging require measurement, supportive practices, inclusive language, and effective feedback.
Unprecedented levels of burnout affect organizations, with collaborative demands causing stress. Reducing microstress through structural simplification, sensible workflows, reduced team proliferation, and instilling purpose can create a healthier work environment.
Rewarding employees with experiences rather than material items can significantly impact employee experience (EX) and engagement, outperforming other forms of recognition.
There’s a gap in mental health support and equity in healthcare systems, despite increased awareness. Stress is a significant concern, particularly for women.
Trust is crucial in the workplace and can be built through storytelling. Three types of trust-building stories are identified: growth models, expectation setters, and data connectors.
Different employee archetypes exist, impacting engagement and satisfaction. Tailored strategies are needed to improve workforce performance.
Neuroscience principles can help organizations implement successful cultural transformations by addressing resistance to change, social connection, managing emotions, decision-making, effective communication, and behavior change.
Happiness at work is linked to increased productivity, while unhappiness costs organizations significantly. A culture of autonomy, belonging, and purpose is essential.
Ethical leadership, focused on trust, respect, fairness, and community, is crucial for fostering Diversity, Equity, Inclusion, and Belonging (DEIB).
Open, curious, and transparent communication is vital to address fear of saying the wrong thing regarding EDI, promoting inclusivity and diversity.
Effective communication in the workplace is essential for productivity and collaboration.
“Loud quitting” in the workplace can be disruptive, and addressing it requires open communication, problem-solving, support, leadership training, and exit interviews.
Employee recognition and rewards programs play a powerful role in engagement and productivity, but CFOs seek to measure their return on investment (ROI).
Chief Sustainability Officers (CSOs) must focus on empowerment, cross-functional collaboration, and embedding sustainability into the organizational culture.
Post-pandemic, workers value mentally healthier workplace cultures over individualized approaches. Psychological safety, DEI, autonomy, and equity are important.
Building trust with employees is crucial for organizations, and transparency, communication, generous severance packages, and employee support initiatives can help.
To adapt to AI, automation, and changing work models, organizations should focus on roles, invest in workflow management, challenge age stereotypes, and consider employee feedback.
Building a strong remote work culture involves understanding the bigger picture, promoting self-awareness, prioritizing well-being, considering specific circumstances, building trust, and encouraging autonomy and collaboration.