According to Harvard Psychologist, Dan Gilbert, ‘all of us are walking around with an illusion, an illusion that we have just recently become the people that we were always meant to be and will be for the rest of our lives. However, time is a powerful force. It transforms our preferences. It reshapes our values. It alters our identities. We seem to appreciate this fact, but only in retrospect. Only when we look backwards do we realise how much change happens in a decade.’[i] Our research at the Future of Work (FoW) Research Consortium is indicating that this notion of transformations is becoming increasingly tangible and pronounced for three reasons: longer working lives, greater reflexivity and new social norms.
Longer working lives: More years have been added to life expectancy in the last century than in all previous millennia of mankind. A longer life means a longer working life, with some predicting that we will be working until we are 80. In this context, a longer working life provides more productive hours, presents more opportunities to be grasped and more identities to be explored. Simply put, longer working lives present an increasing range of possible ways of living.
Greater reflexivity: We are seeing an increasing disintegration of societal traditions enabling us greater freedom to think about and construct who we want to be. According to sociologist Ulrich Beck, we now live in a ‘risk society’ where tradition has less influence and people have more choice.
New social norms: An increased acceptance of homosexuality is perhaps the best example of new social norms forming. For example, whilst 70% of people believed gay marriage was wrong in 1973 this figure went down to almost 40% by 2010. In contrast, the percentage of people who thought that there was nothing wrong with gay marriage increased from just 10% in 1973 to over 40% in 2010.[ii]
Indeed, the rise in individualisation and its resulting impact on social norms explains why people are increasingly comfortable in both expressing and accepting a wider range of identities. What all this means is that each person at a given point in time has a spectrum of many possible selves. These possible selves are future articulations of who they might be and what they might do. They represent an ideal of what they might become, what they would like to become or what they are afraid of becoming.
What are your possible future selves?
[i] Retrieved from https://www.ted.com/talks/dan_gilbert_you_are_always_changing
[ii] Retrieved from https://www.theatlantic.com/business/archive/2013/04/the-rise-of-gay-marriage-and-the- decline-of-straight-marriage-wheres-the-link/274665/
[iii] Ibarra, H. (2004). Working identity: Unconventional strategies for reinventing your career. Harvard Business Press
Guest blog by Siobhan McHale, CHRO at Dulux Group
“Anne Lewis” mulled over a problem she was having with a staff member as she queued for her morning coffee at the city’s popular Hole In The Wall Café. She was the executive in charge of a retail loans department at “BlueStoneBank (BSB)” and she had an issue with one of the employees in her team. Jack had been working at the bank for 6 years but had seemed quite disengaged recently. He was bright and others in the team liked working with him but he had been in the same position for over 3 years now. He seemed stuck in a rut. Indeed, over the past few months she noticed that Jack had been so leisurely in his ways that others in the team had to wade in to help him get through his workload.
Anne was meeting with her boss Lee later that afternoon and she knew he would be demanding more from her team. The recent performance stats were not looking good and she needed everyone in the Department, including Jack, to pull their weight. If they didn’t all lift their game Lee would start micromanaging her again!
The Chevy Corvette Sting Ray
As Anne stood in line she wondered whether Jack was simply bored with work or just disinterested in life in general. She remembered a recent work social event when he had spoken animatedly about his passion for antique cars. He seemed to spend every waking hour, when he wasn’t at work, tinkering with that Chevy Corvette Sting Ray sitting in his garage. She wished Jack had the same level of enthusiasm for his job as he had for his beloved collectible car.
Jack seemed much more engaged in working on his Chevy Corvette Sting Ray than he was in his role at BSB
Anne’s mind went back again to the meeting with her boss Lee later that afternoon. She knew that her Department was coming under scrutiny and Jack’s recent listless manner wasn’t helping one bit! She wondered if she should take a different approach to unleashing some of his discretionary effort at work.
The coffee catch-up
Anne ordered her usual cappuccino and decided to get Jack a latte which was his favourite morning brew. Five minutes later she bounded into his office and, as she handed him his coffee, she asked “Jack how do you see your role, you know your job here at BBS?” He took a long sip of the latte, leaned back in his chair and responded “Hey, thanks for the coffee! Well my role, as I see it, is to help our customers complete their loan applications and then submit them to the Risk department for approval. As you know it’s all about driving the revenue line I suppose.”
Anne enquired “What loans do you have on your ‘to do’ list for today?” Jack stretched his arms out above his head and responded “One couple, the Mendozas, want to try and buy their first home in a cool suburb near the bay. Another loan is for a recent graduate Sofia who has just gotten her driving license and wants to purchase her first car. The last high priority one for today is for this guy Liam who is a fanatical sailor and wants to buy a boat so that he can try his hand at fulfilling his dream of sailing around the world!”
“That’s a pretty interesting and diverse group” Anne responded. “And it seems to me from those stories that you’re actually helping to make these peoples’ dreams come true in your role, eh?’ Jack looked at her over the rim of his coffee cup. He raised his eyebrow and nodded slowly. “Yes I suppose you could say that.”
Over the next few week Anne noticed a spring in Jack’s step. He was getting to work on time, she was finding fewer mistakes in his applications and he just seemed, well, happier. He was also a lot more productive and even made time to help out others in the Department. All of this had led to an increase in the team’s productivity which has not gone un-noticed by the boss Lee, who was once again singing Anne’s praises.
The power of reframing
When I caught up with Anne at The Hole In The Wall Café later that month she talked about the shift in Jack’s attitude. “What’s changed to create a happier and more engaged employee? I asked. Anne explained the work that she had been doing over the past few months to reframe the role of her team and to connect them more closely to the difference their work was making in the lives of customers. She went on to say “I reframed Jack’s role from ‘form filler’ to ‘dream maker’ and that, I believe, has made all the difference.”
Reframing verb (transitive) 1. to support or enclose (a picture, photograph, etc) in a new or different frame. 2. to change the plans or basic details of (a policy, idea, etc)
Reframing is about looking at the world through a different lens and is a powerful way to transform our thinking by giving a different meaning to our experience. Reframing the role of employees can lead to higher levels of engagement especially if connected to the difference that your company makes in the lives of others.
How are your employees framing their role at work? Is there an opportunity to reframe how they see the part they are playing in meeting the needs of customers?
Jack had reframed his role from ‘form filler’ to ‘dream maker’ and that had made all the difference
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Here at Hot Spots Movement, we have supported many leading organisations in realising their ambitions around agile working. This experience has revealed to us what it takes to successfully roll out an agile working approach in big, established companies – and crucially – the pitfalls to avoid. Here are five questions you need to ask yourself in order to unleash agility in your organisation:
- Are you clear about why you’re embarking on agile working?
Agile working not as an end in itself, however, many companies fall into the trap of addressing it as if it is a separate initiative on the to-do list. Instead, for agile working to really take hold it must be viewed as an enabler of individual, team and organisational outcomes important to your company. What is it about agile working that will enable you to deliver on your business or talent strategy?
- Where are you on the journey?
Like any culture shift, agile working takes time. Every organisation is at a different level of maturity when it comes to bringing about this agility – for some, it’s facilitating the next level of coordination between team members on different working contracts, in different locations, combining under one purpose; for others, it’s about getting acceptance of the idea of working from home once in a while. Both are valid and important milestones, and it’s critical that organisations appreciate where they are on the journey and avoid the temptation to run too fast.
- Who’s leading the way?
A common challenge for organisations embarking on agile working is converting the intellectual understanding of why this approach is required, with the practical commitment to make it happen in teams and divisions throughout the organisation. Our experience is that this challenge tends to manifest at senior leadership levels, with sentiments such as ‘I agree we need agile working, but not for my team – it wouldn’t work for us.’ It’s essential that leaders are presented with the case for agile working as an enabler of the business strategy (See point 1) and are tasked with being part of the solution as to how it will work within their team.
- How will you take everyone along with you?
Agile working is a journey that everyone in the organisation must be on together. While it is critical that leaders appreciate and act on their role in endorsing agile working, the success or failure will ultimately rest on the everyday behaviours and interactions of colleagues and team members. Everyone must appreciate their role not only in taking up flexible working themselves, but in enabling their colleagues to do the same. The emphasis on each person’s role in enabling agile working shifts the conversation away from the individual, instead focusing it on the team dynamic. Doing so alleviates from the very beginning some of the concerns from leaders and managers about negative impacts on collaboration and team performance.
- How will you tap into what really drives behaviour in your organisation?
A common barrier to agile working is the belief that it will negatively impact one’s career progression, being viewed as a sing of less than 100% commitment to the organisation and its clients. To overcome this, agile working must be positioned as a capability required of high performers who want to progress in the organisation. Those on high potential programmes or Partner tracks must be evaluated in part on their ability to work in an agile way themselves, and enable high performing agile teams. Creating this link is essential in shifting the perception of agile working away from isolated initiatives for specific groups of employees, and towards a future-proofed way of working to unleash performance.
With employees increasingly impatient for new and agile ways of working, perhaps it’s time to ask (and answer) the questions that will move your organisation forward on the journey.
Find out more about our work in this area by contacting:
E: email@example.com | T: +44 (0) 20 7759 1848
This is not another horrid example of mixed metaphors but what sprung to mind when I read a recent contribution to the 100-Year Life website, which we created for Lynda Gratton and Andrew Scott’s book The 100-Year Life: Living and Working in an Age of Longevity. We ask website visitors to submit their stories about either how their longer lives are panning out or how they expect to see them pan out.
The contribution that sparked my Dinosaur in the HR Room reaction was as follows:
“I am an IT Consultant. I have just been asked to go back to a client I worked for last year doing the same job with the same people. It took me four hours to complete the HR pre-employment questions and evidences.
I have worked for almost 40 years and have three degrees, completing my last one over five years ago.
I can now afford to retire and do not need to work just for the money. As well as taking time for holidays and family life I do some voluntary work.
For any gaps in my employment record of more than 2 weeks they want me to provide details of a friend that I have known for more than five years who can explain these gaps.
They also make it mandatory to provide at least one lecturer reference and one academic qualification from the last five years.
I am afraid they the corporate world in the UK certainly has no understanding of a flexible life so far.”
I thought this was a painfully clear illustration of why as organisations we need to do more than talk about engaging easily with new ways of working, from contractors to freelance workers. We would be wise to appreciate that it’s no longer ‘the future’ – it’s happening now, and by making engaging with our organisations cumbersome for freelance talent, we stand to lose out on great individuals, or at the very least, appear like dinosaurs and as such send the wrong signals.
Here at Hot Spots Movement we call these cumbersome approaches ‘sunset processes’ – that is, processes that were established possibly many years ago when the nature of work and workers was different, or perhaps came with an acquired company and were deemed too complicated to discontinue it at the time. These ‘sunset processes’ have reached the end of their valuable life and the challenge for HR is to remove them so that they do not end up constraining the business.
In short, people processes can be illustrated by showing an excavation site where you can see the different archaeological ages, layer by layer.
Removing sunset processes is just the start. As HR professionals we need to decide rather urgently if we want to lead how our organisations engage with freelance talent. If the answer is yes, then we need to design the engagement journey for freelancers with two important outcomes in mind: (1) ensure that freelancers want to work with our company (yes, you will want to be a freelance ‘employer’ of choice) and (2) ensure that the company benefits in all respects from engaging with freelance talent.
If HR doesn’t take the lead, line management will procure freelance talent directly, and our organisations won’t benefit from a signature ‘Freelance Experience’. Over the past years, HR functions have spent much time designing their Employee Experience, with the smartest companies appreciating that this experience begins well before the first working day and all the way through to how their people leave the company. I can’t think of any reason why you wouldn’t put as much effort into designing the Freelance Experience as you do for the Employee Experience. The reward – and the risk – is no less substantial.
Maybe now is the time to let the dinosaur move to the museum and say goodbye to processes that are not fit for purpose, or plainly unnecessary, for the age of agile working and longer careers.
Being the newest member of Hot Spots Movement, a key focus in my recent job search was to join an organisation which celebrates diversity. Not only do I have a diverse background in terms of my heritage, (being Jamaican, Finnish, Pakistani and English!) but I’m also – like everyone, really – diverse in the way I think and feel. And it’s this latter type of diversity that many organisations are only now beginning to understand and act upon.
One element of this ‘diversity of thought’ is mental health. This is something we all come into contact with, either personally or through the experiences of friends and family. However, it consists to be a pervasively silent culture. In fact, with 3 out of 4 employees experiencing a wobble in mental stability at some point, it is one of the biggest workplace issues, costing UK employers £30 billion alone, through lost production, recruitment and absence. And yet, conversations and initiatives around mental health are conspicuously absent in many organisations.
From my own experience, speaking with others and through readings, implementing a successful mental health strategy alongside changing attitudes and cultural expectations, is of course challenging and does not happen overnight. It can prove difficult to merge the law, practice, training, evaluation and management into one company-wide policy.
This is why I was particularly excited to come across an exciting, new approach to tackling mental health: Co-production. This method puts employees affected by mental health at the heart of planning, delivering and evaluating policies. Offering them the chance to come forward, not to label themselves, but to work alongside HR professionals, is extremely innovative and merges expert and lived experience. This creates active networks that both support those affected and better informs those who aren’t.
Co-production appears to have many positives, including being based on psychological research dating back to the 1950s, blurring the lines of distinction between authority and recipients and being economic in drawing on the wisdom of employees themselves. As a result, Co-production and involving those who suffer, may help them feel a better sense of belonging and reduced stigma – in turn, increasing their sense of competence, engagement and loyalty.
This collaborative approach to problem-solving resonates with so much of the work we do here at Hot Spots Movement, from our advisory practice, to the Future of Work Research Consortium and our crowdsourcing methodology, the ‘Jam.’ I cannot help feeling that co-production is an energising and innovative concept that could really move the needle on mental health in organisations and empower those most affected with ownership over the solution.
For more information on how you can collaborate with your colleagues on mental health challenges visit our website http://www.hotspotsmovement.com and contact one of the team.
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