04th September 2023

Top 20 articles on Workplace Culture over the Summer

Welcome to the Inspiring Workplaces Top 20 Articles on Workplace Culture for July & August 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…

How to build an employee-owned work culture
Source: HR Zone
Author: Frank Devine
IW COMPASS point: Culture & Purpose

Creating an employee-owned culture allows for authenticity, innovation, and creativity. Employee enablement is crucial to avoid engagement and cynicism issues. Meaningful diversity and leadership development play key roles, and culture change can happen faster than traditionally believed. The article encourages organizations to embrace employee input and offers resources for further learning.

Key takeaways

• Creating a high-performance culture through a bottom-up approach is more effective and sustainable than a top-down approach.
• Employees should be empowered to make decisions and codify the new culture.
  The advantages of a bottom-up approach include authenticity, employee ownership, and quicker implementation.
• Key prerequisites for employee-owned culture include empowering employees to make decisions, pursuing innovation and creativity, and involving all employees in decisions.
• The new culture should sustain gains and prepare the organization for future challenges.
• Employee enablement is crucial to avoid engagement dissipation and cynicism.
• Engaging openly and challenging unsympathetic policies can enhance HR’s reputation and improve engagement.
• Employee-created behavioral standards can be more culturally powerful and impactful than management-driven policies.
• Empowering skilled facilitators at all levels helps remove barriers and enhance conversations for problem-solving and diversity.
• Leadership development should directly connect employees’ inputs and efforts to leaders’ skills and approaches, with coaching extended to all employees.

Read the full article here

If wellbeing impacts the bottom line, it’s time for action
Source: The HR Director
Author: Ginny Follen
IW COMPASS point: Wellbeing

A report from Oxford University highlights a ‘Wellbeing 100’ portfolio outperforming NASDAQ by 30%, showing consistent outperformance in both good and bad markets. It emphasizes that businesses should prioritize employee wellbeing for competitive success, challenging the existing ineffective wellbeing policies. The connection between wellbeing and profitability is evident, as businesses with higher wellbeing scores perform better in the stock market. However, the article highlights the limitations of current policies and suggests a pivot towards more impactful strategies.

Key takeaways: 

• Employee wellbeing significantly impacts company revenue and bottom line.
• A hypothetical “Wellbeing 100” portfolio outperformed NASDAQ by 30% in good and bad markets.
• Employees’ burnout and unhappiness cost companies in terms of turnover and productivity.
• Companies with good wellbeing scores perform better in the stock market.
• Improved employee wellbeing is associated with increased profitability.
• The ESG criteria includes social aspects like employee health.
• Existing policies for embracing workplace wellbeing often don’t work.
• Oxford University’s research suggests a pivot in how workplace wellbeing is measured.
• Companies must create a social norm and embody flexible working principles.
• Negative workplace behavior has the biggest impact on wellbeing, and education/support explains only 3% of impact.

Read the full article here

A ‘nice’ workplace culture may be more toxic than you think, says this NYU professor
Source: CNBC | Make it
Author: Goh Chiew Tong
IW COMPASS point: Culture & Purpose

A toxic workplace culture seems a major contributor to the Great Resignation, but swinging to the other extreme of an overly “nice” culture can be equally damaging, warns Tessa West, a social psychologist and NYU professor. She notes that prioritizing niceness often clashes with open communication and necessary confrontation. Such a culture can lead to vague feedback, mediocrity, and lack of accountability. West suggests that a true healthy workplace culture is built on psychological safety, which includes the ability to give and receive honest feedback. Overemphasis on niceness can obscure authentic thoughts and hinder personal and career growth.

Key takeaways: 

• A “too nice” workplace culture can be damaging, just like a toxic culture.
• Excessive focus on niceness can hinder clear communication and confrontation.
• The opposite of toxicity isn’t just rainbows and sunshine, but a safe space for critical feedback and conversations.
• Constructive feedback is essential for career development.
• “Nice” doesn’t always equate to better; it can sometimes be a cop-out.
• An abundance of generic “friendly overtures” is a sign of a “too nice” workplace.
• A culture of niceness can lead to mediocrity and lack of accountability.
• Passive aggressiveness and masking bad intentions can result from a culture of niceness.
• A “too nice” culture undermines psychological safety and career improvement.
• To break free from a culture of niceness, start by asking for honest, constructive feedback in small increments.

Read the full article here

Self-awareness is more important than ever in the era of ongoing workplace adjustments
Source: Arabian Business
Author: Dr. Lucy Wood
IW COMPASS point: Wellbeing

In the era of ongoing workplace adjustments, self-awareness plays a crucial role. With the rise of the hybrid work model in the post-pandemic era, employees are adapting to increased volatility and uncertainty. While the hybrid model offers flexibility and increased productivity, it can also blur personal and professional boundaries and lead to overwork. Communication and collaboration challenges, fairness concerns, and the need for self-efficacy and self-awareness arise. To navigate these challenges, employees should commit to self-awareness through reflection, journaling, seeking feedback, and practicing stress management techniques. Prioritizing self-care, reflecting on well-being, and seeking support when needed contribute to overall well-being and adaptation to changing work methods.

Key takeaways: 

• The hybrid work model has become the new norm, with approximately 50% of UAE companies offering it.
• The hybrid model offers flexibility, increased productivity, and savings in commuting time and costs.
• Challenges of the hybrid model include blurring boundaries, communication difficulties, and potential overwork.
• The hybrid model can lead to concerns about fairness, inequality, and maintaining team cohesion.
• Employee adaptation depends on self-efficacy (confidence in managing challenges) and self-awareness.
• Self-awareness involves reflection, understanding personal attributes, and connection with oneself.
• Prioritize self-awareness through quiet moments, journaling, seeking feedback, and self-understanding.
• Prioritize self-care with physical, emotional, and mental activities to recharge and stay connected.
• Practice stress management techniques like deep breathing, mindfulness, and creative activities.
• Regularly reflect on well-being, assess if the hybrid model suits, seek support when needed, and communicate openly.

Read the full article here

Five tips to lead with greater optimism in the workplace
Source: CEO Magazine
Author: Andrew May
IW COMPASS point: Leadership

Optimism plays a crucial role in the workplace, and leaders have the power to cultivate a positive environment. Research shows that optimistic leaders have happier and more engaged employees. In the wake of the COVID-19 pandemic and rising burnout rates, leading with optimism is more important than ever. This article presents five strategies for leaders to embrace optimism, including finding purpose, practicing mindfulness, surrounding oneself with positive people, using cognitive therapy techniques, and adopting a realistic optimism mindset. Cultivating optimism is essential for navigating challenges and creating a fulfilling work environment for everyone.

Key takeaways: 

• Optimism is crucial for leaders to harness opportunities in the workplace.
• Attitudes, including optimism, are contagious, and leaders can create positive outcomes.
• Optimism improves employee happiness, reduces burnout, and increases effort at work.
• Emotional stability skills, including optimism, are predictive of mental health and life satisfaction.
• Leading with optimism is particularly important in the post-COVID-19 pandemic era.
• Building optimism involves finding purpose in work and life.
• Mindfulness meditation and spending time with positive people can enhance optimism.
• The ABC (Adversity, Beliefs, Consequences) Technique can rewire pessimistic thoughts.
• Realistic optimism involves believing in success but also taking proactive actions to achieve it.
• Optimism is an attitude that can be cultivated by all individuals.

Read the full article here

The Role of ‘Organizational Voice’ in Innovation
Source: Time
Authors: Cari Nazeer
IW COMPASS point: Employee Voice

Research commissioned by the Chartered Institute of Personnel and Development (CIPD) highlights the importance of differentiating between two types of worker feedback: organizational voice and employee voice. Organizational voice involves sharing ideas for improving the team or company, while employee voice focuses on expressing personal needs. This distinction has implications for burnout and innovation. Organizational voice is linked to higher innovation levels but also higher burnout rates, while employee voice is associated with reduced burnout. Balancing both types of voice, especially through effective line management, is crucial for optimizing their effects.

Key takeaways: 

• Workers and employers benefit from worker voice in organizations, but there are distinct types of voice to consider.
• Organizations should focus on encouraging organizational voice (improvement ideas) and employee voice (self-expression).
• Employee voice is linked to lower burnout, while organizational voice is linked to higher innovation, but it can also lead to burnout.
• Organizational voice suggests strategic commitment to engaging with new ideas.
• Balancing both types of voice optimally affects burnout.
• Management practices should consider and encourage both forms of voice.
• Line managers play a crucial role, especially in employee-focused voice.
• Shifting culture to promote voice can be challenging, requiring time and deep-rooted changes.
• Deep-rooted challenges in industries with performance-driven cultures require gradual shifts.
• Encouraging employee voice takes time and support, especially in traditionally masculine environments.

Read the full article here

It’s up to managers to lead by example and take time off
Source: HR Grapevine
Author: Serena Haththotuwa
IW COMPASS point: Wellbeing

Managers play a vital role in setting the example for employees when it comes to taking time off for self-care. A recent incident involving a sick railway worker highlights the impact one absence can have on an entire company. Despite challenges like labor shortages, it’s crucial for leaders to prioritize their well-being, encouraging a healthy work-life balance and fostering a positive work environment. By leading with self-care and promoting a culture of rest, employers can improve employee well-being, productivity, and overall company success.

Key takeaways: 

• Managers play a crucial role in setting an example for self-care and time off.
• An incident involving a sick railway worker led to disruptions across train services due to their integral role.
• Company disruptions due to a single absence highlight the excessive responsibility often placed on employees.
• This scenario underscores the stress and guilt managers may feel about taking time off.
• Managers may fear that their workload will increase if they take time off, as they often lack backup for their roles.

Read the full article here

The unifying power of purpose across generations
Source: HRM Asia
Author: HRM Asia Newsroom
IW COMPASS point: Culture & Purpose

A study highlights that the impact of COVID-19 has united different generations in unexpected ways, with 45% of employees across generations feeling a strong need to realign their careers with a greater sense of purpose. This perception of purpose as a unifying force dispels misunderstandings between generations and emphasizes the significance of aligning values with organizations for meaningful work and positive societal impact. The study also underscores the need for companies to prioritize employee well-being, ethics, diversity, and social causes to effect real change.

Key takeaways: 

• The impact of COVID-19 has bridged the generation gap, uniting generations in unexpected ways through technology adoption, leadership transformation, prioritization of well-being, workplace redesign, and a shift towards a growth mindset.
• The XYZ@Work Post-Pandemic Workplace Study found that 45% of employees across generations feel a strong need to realign their careers with a greater sense of purpose.
• Purpose emerged as a unifying factor that can inspire collaboration and drive positive change across generations.
• A misunderstanding exists between generations, with 66% of employees believing that their generation defines purpose differently than other generations.
• Despite this perception, the study found that generations have more in common in defining purpose than they realize.
• Over 50% of Baby Boomers, Gen X, Millennials, and Gen Z desire a deeper sense of meaning in the post-pandemic era.
• Employees across generations seek career change for flexibility, growth, and meaning.
• The opportunity to drive social impact is important for 82% of employees across generations.
• Ethical consumerism is on the rise, with many employees only supporting brands aligned with their values.
• Employees unanimously emphasize the importance of purpose at work, but only 26% feel capable of fulfilling their purpose through their current job. Dissatisfaction arises from toxic cultures, misaligned values, and limited opportunities.
• Employees agree that organizations should focus on employee well-being, corporate citizenship, ethics, transparency, and diversity and inclusion to drive impact beyond profitability. Leading purpose-driven organizations and figures are highlighted as examples.

Read the full article here

Building a workplace with sustainability in mind
Source: Mint Lounge
Author: Reem Khokhar
IW COMPASS point: Society & Sustainability

Indian organizations are embracing eco-friendly practices through technology, design, and employee involvement, driven by a desire for healthier workplaces and increased employee engagement. Research indicates that 70% of Indian employees believe their companies aim to reduce environmental impact, with 94% actively participating in sustainability efforts, boosting productivity. The shift toward sustainability is evident in practices such as renewable energy adoption, waste management, and efficient technologies. Companies like Capgemini and ITC Hotels are leading with green initiatives. The trend towards sustainability has grown more widespread post-pandemic, aligning environmental and social impact concerns.

Key takeaways:

• Seven in 10 employees in India believe their companies want to reduce their environmental impact.
• 94% of surveyed workers and managers are actively involved in driving sustainability practices, leading to improved productivity.
• The pandemic and increased global temperature awareness are changing workplace dynamics towards eco-friendliness.
• Businesses are adopting technology and design for eco-friendly practices to engage employees and showcase values.
• Employees feel more empowered when participating in their company’s green initiatives.
• Indian companies are increasingly conscious of their environmental and social impact.
• Capgemini has transitioned to 100% renewable energy, using waste converters, biogas plants, and rainwater harvesting.
• Companies focus on energy-efficient technologies and workspace design for sustainability.
• ITC Hotels’ 22 properties have LEED Platinum Certification, considering natural light, indoor air quality, and environment-friendly practices.
• Companies continuously adopt new technologies and processes to enhance workplace sustainability.

Read the full article here

The Importance of Age Diversity in the Workplace: Five Key Trends and Best Practices
Source: Dr. Irène Y. Kilubi
Author: CEO World
IW COMPASS point: Inclusion

The article highlights the growing significance of age diversity in workplaces, discussing five trends that emphasize the importance of recognizing and promoting diversity across generations: valuing experience, embracing multigenerational teams, addressing age bias, supporting lifelong learning, and fostering work-life balance. The article also showcases Unilever as a successful example of an organization implementing best practices to create an inclusive workplace culture that values employees of all ages.

Key takeaways: 

• Age discrimination in the workplace is a significant concern affecting employees across generations.
• Five trends highlight the importance of age diversity in workplaces.
• Recognizing the value of experience is a crucial trend, as companies recognize the expertise of older employees.
• Embracing multigenerational teams fosters collaboration and innovation.
• Combatting age bias is essential to create an inclusive work environment.
• Supporting lifelong learning helps employees stay updated with evolving trends and technologies.
• Work-life balance is valued by employees of all ages and contributes to a healthy workplace culture.
• Unilever serves as an example of successful age diversity implementation, offering flexible work arrangements, emphasizing diversity, and investing in lifelong learning.
• Prioritizing age diversity promotes a thriving and inclusive workplace culture.
  Following best practices can create an inclusive and supportive environment benefiting both employees and organizations.

Read the full article here

Breaking Down the 4 Communication Styles in the Workplace
Source: Newsweek
Author: Kelly Lyons
IW COMPASS point: Communication

Effective workplace communication is essential for boosting employee morale, engagement, productivity, and satisfaction. There are four main communication styles: passive, passive-aggressive, aggressive, and assertive. An assertive communication style, which involves expressing ideas directly while respecting others, is the most effective. Understanding and adapting to different communication styles can lead to improved teamwork and better results in the workplace.

Key takeaways:

• There are four main communication styles in the workplace: passive, passive-aggressive, aggressive, and assertive.
• Effective workplace communication is crucial for boosting employee morale, engagement, productivity, and satisfaction.
• Passive communication style involves avoiding conflict and expressing needs or feelings, which can be addressed through one-on-one conversations.
• Passive-aggressive communication involves subtle anger expression, which can be managed through clear, assertive communication and addressing issues promptly.
• Aggressive communication involves disrespecting others and standing up for one’s point of view at the expense of others, which can be dealt with by staying calm and walking away if necessary.
• Assertive communication is the most effective style, involving direct expression of ideas while respecting others, leading to better decision-making and reduced stress.
• Encouraging assertive communication and using “I” statements can enhance assertive communication skills.
• Identifying your communication style and understanding it better can help improve communication and teamwork.
• Tools like the DiSC assessment and personality tests can aid in understanding communication styles and working effectively with diverse team members.

Read the full article here

An ESG-focused HR Strategy is No Longer Optional
Source: Spice Works
Author: Odette Engelbrecht
IW COMPASS point: Society & Sustainability

Integrating environmental, social, and governance (ESG) values into HR strategies has become essential to attract and retain top talent. HR leaders are shifting focus to ESG-centered talent strategies due to factors like the pandemic, social awareness, and sustainability concerns. Companies with high ESG scores exhibit stronger employee satisfaction, and organizations attractive to young professionals have even higher ESG scores. To succeed, ESG strategies must be implemented company-wide, elevating them from compliance matters to competitive advantages. HR leaders are advised to prioritize sustainability job frameworks, identify growth tracks for sustainable-focused careers, invest in employee well-being, and ensure transparent reporting for the success of ESG-centered HR strategies.

Key takeaways: 

• HR leaders must prioritize integrating ESG (environmental, social, governance) values into strategies to attract and retain top talent.
• The evolving role of HR stems from factors like the pandemic, increased awareness of social issues, and sustainability concerns.
• A Marsh and McLennan Advantage report highlights that top employers with higher ESG scores have better employee satisfaction.
• ESG-focused strategies elevate companies’ attractiveness to the talent pool, particularly students and young professionals.
• Successful ESG integration requires a company-wide approach supported by the C-suite.
• ESG’s alignment with the employee value proposition and innovation is crucial for competitive advantage.
• ESG correlation with employee satisfaction necessitates its inclusion in long-term recruitment strategies.
• HR departments should inspire cultural change, enhance digital maturity, and prioritize climate action and sustainability roles.
• Three strategies for integrating ESG values involve sustainability job frameworks, career development opportunities, and employee well-being.
• Pursuing ESG strategies aligns with a company’s competitive self-interest, attracting and retaining top talent.

Read the full article here

5 Factors That Make for a Great Employee Experience
Source: Harvard Bussines Review
Author: Tiffani Bova
IW COMPASS point: Employee Experience

The employee experience significantly impacts organizational growth, with key factors including mutual trust, C-suite accountability, alignment of employee values and company vision, recognizing success, and seamless technology. Prioritizing employees alongside customers can lead to revenue growth of up to 50%. Through improved employee experience, organizations can create a culture of trust, alignment, recognition, and technology integration, ultimately contributing to employee engagement, loyalty, and productivity while improving customer satisfaction.

Key takeaways: 

• Prioritizing employee experience alongside customer experience is essential for long-term growth.
• Improving the employee experience can increase company revenues by up to 50%.
• The five key factors for creating a better employee experience are mutual trust, C-suite accountability, alignment of employee values and company vision, recognizing success, and seamless technology.
• Mutual trust empowers employees, promotes creativity, and reduces risk aversion.
• C-suite accountability ensures leadership’s commitment and responsiveness to employee needs.
• Alignment of employee values with the company’s vision enhances engagement and revenue growth.
• Recognizing success through praise and skill development boosts engagement and loyalty.
• Seamless technology integration reduces friction in employees’ day-to-day tasks and enhances productivity.
• Technology should be viewed as a tool for productivity, not an end in itself.
• Balancing customer experience and employee experience is crucial for growth and competitiveness.

Read the full article here

5 Tips for Happy Employees
Source: Inspiring Workplaces
Author: Cerkl
IW COMPASS point: Wellbeing

Creating inspiring workplaces involves cultivating a positive mindset, leading by example, encouraging open communication, celebrating achievements, and fostering a culture of continuous learning. McKinsey highlights relationships with management as a top factor in job satisfaction, emphasizing the impact of leaders’ attitudes. Gallup’s research underscores the significance of employee recognition, with recognition leading to higher engagement and loyalty. Encouraging open and transparent communication, supporting learning and growth, and utilizing personalized gifts contribute to an inspiring work culture. Recognizing inspiring leaders who promote optimism and positive environments can further enhance workplace dynamics and employee engagement.

Key takeaways: 

• Positive culture enhances workplace wellbeing and productivity.
• Leadership attitude significantly affects employees’ job satisfaction.
• Leading by example, celebrating achievements, and fostering open communication boosts employee engagement and loyalty.
• Recognition of achievements, both big and small, is essential for inspiring workplaces.
• Inspirational gifts and personalized gestures reinforce a sense of belonging and positive work culture.
• Promoting continuous learning leads to innovation, productivity, and personal growth.
• Providing constructive feedback and highlighting strengths promotes a growth mindset.
• Lexipol’s workplace practices showcase the benefits of inspiring workplaces.
• Leading with optimism transforms communication and workplaces, inspiring employees.
• Positive leadership creates a ripple effect, fostering a genuinely inspiring work environment.

Read the full article here

The Power of Company Culture and Employee Engagement
Source: The HR Director
Author: Brian Hay
IW COMPASS point: Culture & Purpose

The article emphasizes the importance of building a lasting legacy through company culture and employee engagement. Entrepreneurs should consider long-term impact and values. A positive culture fosters purpose, belonging, and growth, driving innovation, productivity, and satisfaction. Leadership sets the cultural tone. Employee engagement is key for success, promoting commitment, innovation, and prosperity. Meaningful work, supportive management, career growth, and belonging enhance engagement. Employee-owned models, like Cardinal, exemplify the benefits of strong culture and engagement. Legacy enhances productivity, innovation, customer relationships, and industry reputation. Building legacy requires culture, engagement, and financial planning, driving long-term organizational success.

Key takeaways: 

• Entrepreneurs should consider their company’s legacy and long-term impact from the outset.
• Building for the long-term involves looking beyond current trends and creating infrastructure for sustained success.
• Lasting legacy in organizations relies on a strong company culture and high employee engagement.
• Positive work culture fosters purpose, belonging, and personal growth, attracting top talent and driving innovation and productivity.
• Company culture encompasses values, beliefs, and behaviors that define relationships, decisions, and work engagement.
• Leadership plays a crucial role in shaping cultural landscape by setting values, promoting transparent communication, inclusivity, and growth opportunities.
• Employee engagement is a powerful driver for business success, enabling innovation, teamwork, and prosperity.
• Engaged employees share in company successes, going above and beyond, leading to improved performance and customer satisfaction.
• Fostering employee engagement requires meaningful work, supportive management, career growth, and a sense of belonging.
• A strong culture and engaged workforce enhance productivity, innovation, and customer relationships, creating a competitive edge and strong industry reputation.

Read the full article here

How Becoming A Compassionate Leader Benefits Your Company
Source: Forbes
Author: Diane Winiarski
IW COMPASS point: Leadership

Compassionate leadership is highlighted as a crucial aspect of effective leadership, especially in today’s business landscape. The rise of self-aware and inspiring leaders is identified as a key shift impacting organizations. Companies led by compassionate leaders experience higher productivity, less turnover, improved satisfaction, and positive company culture. Compassionate leadership builds trust, particularly crucial for employees with disabilities, enabling them to seek help and accommodations more easily. Self-awareness and self-compassion are essential for leaders to exhibit compassion to others. Compassion is recognized as important for leadership, with 91% of leaders surveyed considering it vital. Tips and examples are provided to encourage self-aware and inspiring leadership that fosters inclusivity and compassion.

Key takeaways:

• McKinsey’s report highlights the need for self-aware and inspiring leadership.
• Only 25% of global business leaders are seen as engaged and inspirational.
• Compassionate leadership leads to higher productivity, lower turnover, and positive company culture.
• Compassionate leaders build trust within their teams and can take bold actions.
• Leaders who practice self-awareness and self-compassion are better equipped for compassionate leadership.
• 91% of leaders believe compassion is crucial for leadership, but many struggle to increase their compassion.
• Potential Project offers a self-awareness survey and organizations provide compassion-focused training.
• Compassionate leaders inspire trust, inclusivity, and a positive workplace culture.

Read the full article here

A sense of belonging is crucial for employees. How employers can foster connection and social support
Source: American Psychological Association
Author: Kirsten Weir
IW COMPASS point: Wellbeing

Creating a sense of belonging and community in the workplace is essential for employee well-being and productivity. APA’s 2023 Work in America survey reveals that 94% of respondents consider it important to feel a sense of belonging at work. While many report satisfaction with relationships at work, there’s room for improvement, with 30% stating their workplace doesn’t support them due to their identity. The importance of weak ties—casual relationships like those with coworkers—is highlighted, especially in the context of remote work’s rise during the pandemic. Employers are encouraged to prioritize connection, use structured activities, establish norms, and remain flexible to foster a culture of community and combat loneliness.

Key takeaways: 

• Social support, belonging, and community are crucial for employees’ well-being and productivity in the workplace.
• APA’s 2023 Work in America workforce survey indicates that 94% of respondents value a sense of belonging at work.
• While many employees report satisfaction with relationships at work, there is room for improvement in supporting diverse identities and fostering belonging.
• Both strong ties (close relationships) and weak ties (acquaintances) are important for life satisfaction, and coworkers can provide valuable weak ties.
• The COVID-19 pandemic highlighted the significance of workplace relationships, and remote work can impact weaker ties.
• Employers can combat loneliness and disconnection by prioritizing connection, using structured activities (icebreakers, shared activities), establishing norms, and being flexible in how teams develop their own connections.
• Creating a culture of community leads to happier, healthier, and more productive employees.
• Combating loneliness and fostering connection is especially important as remote and hybrid work becomes more common.
• Employers should encourage teams to create opportunities for connection and flexibility in establishing their norms.
• Creative approaches like virtual retreats or mentoring sessions can replace face-to-face interactions and maintain connections in flexible work environments.

Read the full article here

Impact of Effective Managers on Employee Experience and Performance
Source: HR Grapevine
Author: Serena Haththotuwa
IW COMPASS point: Employee Experience

Effective managers have a significant impact on employees’ professional and personal lives, influencing attitude, engagement, and productivity. Trust from line managers leads to higher engagement and employee support. Compassionate leadership, emotional intelligence, and empathy are crucial for building strong relationships. Managers play a crucial role in maintaining organizational culture and employee engagement. Research shows that leading with empathy and compassion leads to increased output and business growth. Strategies include leading with humanity, transparency, and regular communication. Management training should focus on emotional intelligence and empathy. Compassionate middle managers positively affect employee well-being, retention, and productivity.

Key takeaways:

• Good managers have a significant impact on employees’ professional and personal lives.
• A strong relationship with a manager can influence attitude, engagement, and productivity.
• Compassionate leadership is crucial, as it builds trust and empowers teams.
• Workers value a good relationship with their manager, especially in the context of a more relaxed work environment during the pandemic.
• Trust from line managers leads to higher engagement and support among employees.
• Managers play a vital role in employee well-being and mental health.
• Managers shape company culture and communication, affecting how employees perceive the organization.
• Managers’ emotional intelligence and empathy are essential for effective leadership.
• Leading with humanity, transparency, and regular communication are key for middle managers.
• Middle managers are stewards of HR policies and critical for organizational success; they should receive training in emotional intelligence and empathy.

Read the full article here

What leading through the pandemic has taught us about trust
Source: CIPD
Author: Professor Veronica Hope Hailey, Katie Jacobs
IW COMPASS point: Leadership

In an age of increasing polarization and weakened trust, business leaders face an opportunity and obligation to build trust in their organizations. Trust is crucial during times of uncertainty, and leaders are judged based on their ability, benevolence, integrity, and predictability. The pandemic initially boosted trust in leaders, but as challenges persisted, trust began to dwindle. Building trust involves deep personal integrity, responsibility, empathy, and the cultivation of relationships in high-trust environments. Trust is essential for effective leadership and responsible business practices in a society marked by mistrust.

Key takeaways: 

• The impact of a good manager on employees’ professional and personal lives is significant.
• Managers are often the most meaningful relationship for workers, affecting their attitude, engagement, and productivity.
• A recent Twitter post highlights the importance of good managers and their influence.
• Despite valuing company values and well-being, a strong relationship with a manager remains crucial for workers.
• Trust from line managers leads to higher engagement and support among employees.
• Line managers play a vital role in employee experience, access to training, promotions, and communication.
• Managers’ style influences company culture and direction, especially during challenging times.
• Compassionate leadership, emotional intelligence, and empathy are essential for effective managers.
• Leading with humanity, transparency, and regular communication fosters trust and problem-solving.
• Middle managers are crucial for organizational success, maintain culture, and should be trained in empathy and compassion.

Read the full article here

Communication Is Key To Being A Remote-Friendly Company
Source: Forbes
Author: Dr. Gleb Tsipursky
IW COMPASS point: Communication

Effective communication is essential for a remote-friendly company, especially in the context of developing sustainable hybrid work policies. Patrick McKenna, CEO of DMi Partners, shared insights on successful remote work. Companies need consistent communication, including regular team meetings, one-on-ones, and strategy reviews. Authenticity is crucial for a genuine culture. Developing great remote managers is critical; they should be selected based on their skills and interest, with ongoing training provided. Hybrid work, with intention, consistency, and empathy, is possible and beneficial for organizations willing to invest in its success.

Key takeaways: 

• Transitioning to remote work due to the pandemic has prompted companies to develop sustainable hybrid work policies.
• Having a remote-friendly culture involves consistent communication and collaboration infrastructure.
• Organizations like DMi Partners were already prepared for remote work pre-pandemic, making the transition seamless.
• Return-to-office mandates might involve cost-cutting motives rather than genuine concerns.
• Consistency in team meetings and various forms of communication is vital for remote-friendly work cultures.
• Remote work communication requires intentionality, and leaders must avoid unintended barriers.
• Authenticity in company culture is important in a hybrid work environment.
• Developing effective remote managers is a challenge for many companies.
• Hybrid work is complex but achievable with intention, consistency, and empathy.
• Prioritizing communication, empathy, and adaptability is crucial for successful hybrid work arrangements.

Read the full article here.

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