Cross-disciplinary learning

What is ‘Good Work’?

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IzzyWebsiteAs work has changed, the relationship between organisations and their people has progressed. Work has moved away from the industrial revolution and the homogenisation of workers and evolved into an era of autonomy with a new emphasis on the wellbeing of the individual. In recent decades this shift has been characterised by the increased responsibility and awareness of organisations for the wellness of their people.

However, despite the increased focus on individual wellbeing in the workplace, there has been a decline in job satisfaction. In the 1980s ‘roughly 61% of pollsters were satisfied with their jobs’, by 2010 this figure had dropped to 43%[2]. Even amongst highly skilled professions such as medicine and law, studies reflected rising discontent.

Financial security is an obviously important element – we know from our work with organisations that people need to be paid fairly – however, after that, economic incentive is not a big driver of satisfaction. In his essay ‘On the Phenomenon of Bullshit Jobs’, David Graeber explores the negative ramifications for people who feel that their job is worthless and lacks value. These are roles in which the person cannot justify the existence of their responsibilities, despite often being highly respected jobs and well paid. These people frequently feel that the tasks they perform do not contribute to a wider cause, creating a sense of disillusionment and ‘pointlessness’ to their role. Linked to this is the emotional connection between work and identity, with 55% of people gaining some sense of identity from their job[1]. This lack of meaning can be emotionally detrimental to employees, leaving workers feeling unfulfilled in the performance of tasks they believe do not make a difference[2].

Here at HSM we advise that organisations, and particularly leaders, talk about ‘Good Work’ and evaluate whether the roles the offer provide a sense of meaning to their employees, looking beyond the traditional financial incentives to drive job fulfilment. The concept of ‘Good work’ highlights the importance of a role providing meaning, autonomy, dignity and a sense of belongingness. Employees wish to feel their efforts are adding value and are meaningful, even to a small degree. Furthermore, ‘good work’ needs to extend a sense of control to employees, promoting a level of freedom and autonomy within a role. Evidence of this was shown in Amy Wrzesniewski’s and Jane Dutton’s 2001 study, which found that janitors at large hospitals who viewed their roles as being part of the healing process of patients, rather than as a series of cleaning tasks, had higher levels of job satisfaction[3].

The positive implication of a more engaged workforce is substantial, particularly when placed in the unsettled context of technological disruption and social change. With statistics highlighting that 70% of the workforce is disengaged, a proactive and creative approach is required to increase job satisfaction[1].

Interested in learning more about how you can influence ‘Good Work’ in your organisation? Get in touch with me at isabella@hotspotsmovement.com


[1] Future of Work Research Consortium, ‘Building Narratives on the Future of Work’ Report, 2018

[2] Wealthy, Successful and Miserable – C. Duhigg, The Future of Work, The New York Times Magazine

[3] Crafting a Job: Revisioning Employees as Active Crafters of Their Work. A. Wrzesniewski and J. E. Dutton, 2001

A Lesson on Culture Change from Ole Gunnar Solskjaer

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By Graham Oxley, Project Manager – Digital Engagement

The manager of Manchester United is not someone that people would often look to when researching culture change. However, the remarkable turnaround in fortunes at the club since new manager Ole Gunnar Solskjaer joined on the 19th December 2018 is worth investigating. When you look closely, you can see the hallmarks of successful culture change that can be applied to any business, from football team to multi-national corporation as I intend to show. This is particularly exciting to me because it allows me to see a connection between my favourite hobby and my daily work in helping businesses enact effective culture transformations.

Solskjaer has not had lots of time in the job, but he has unwittingly (or not?) taken a number of the same steps that we recommend to organisations looking to transform the culture:

1.    Engage your influencers – People naturally want to reduce their cognitive dissonance and this means that in teams and organisations, employees adopt the behaviours of those people who have reference power[i]. These people are your influencers, and if you can engage them in adopting the behaviours you seek, this can naturally filter through the organisation. Paul Pogba is one of the most influential men in the Manchester United squad, which is why in pursuit of a culture of attacking football, Solskjaer has focussed on encouraging his star player to play more positively and watched this rub off on the rest of the squad.

2.    Focus on micro-behaviours – Micro-behaviours are defined as small, thoughtless acts that can act in dissonance with a culture. For example, speaking over a junior colleague in a meeting is a small act, but may be in counter to an organisation’s intended culture of respect and collaboration. Calling out these negative micro-behaviours can help continually reinforce the organisation’s culture in employees’ minds until it becomes unconscious. Solskjaer has identified a respect for the club as something that he wants to foster in the culture and focussed on micro-behaviours such as asking all players to wear matching Manchester United branded jackets when arriving at the games to show unity, as opposed to wearing whatever they wanted previously[ii].

3.    Fostering a culture of positivity – Positivity can have a significant impact on creativity, which can be explained by neuroscience. The neocortex and limbic system, seats of rational thought and emotions, work together to produce creativity, which means to be creative, you need both to be stimulated and feel safe.[iii] A lot of culture change initiatives in organisations focus on the rational or intellectual appeal for employees, however it is important to maintain a focus on the emotional elements to ensure that employees are feeling positive and therefore unleash creativity. Solskjaer knew that creativity was a big part of the culture he wanted to embed, so has focussed heavily on positivity in his messages both externally and internally, which was a stark contrast to the previous culture described by some as ‘fear and hate’[iv].

We frequently talk to clients about the importance of each of the above when it comes to enacting successful cultural change and it is interesting to see some real-life examples coming from an unexpected source. One word of caution however; immediate change is highly unlikely in a large multi-national organisation. Changing the culture in a 25-man football squad is a much smaller task, and even Solskjaer himself has admitted that ‘we are still very much a work in progress’[v]. However, he has adopted some key principles that are the key to cultural change no matter what the size of organisation and perhaps there is a lesson there for anyone enacting their programme of transformation.

Here at HSM, we help clients leverage the power of crowd-sourcing to make evidence-based decisions around delivering effective culture change. If you want to discuss this further, or are a football fan, drop me an email on graham@hotspotsmovement.com and I am happy to have a more in-depth chat.


[i] Shu, L. Gino, F. Bazerman, M H., (2011) Ethical Discrepancy : Changing Our Attitudes to Resolve Moral Dissonance, Behavioral Business Ethics: Ideas on an Emerging Field. Taylor and Francis Publishing

[ii] https://www.manchestereveningnews.co.uk/sport/football/man-utd-solskjaer-mourinho-news-15674358

[iii] Dietrich, A. (2015). How creativity happens in the brain. Springer. Chicago

[iv] https://www.manchestereveningnews.co.uk/sport/football/man-utd-solskjaer-mourinho-news-15674358

[v] https://www.standard.co.uk/sport/football/manchesterunited/how-man-utd-boss-ole-gunnar-solskjaer-has-transformed-paul-pogba-in-just-two-weeks-a4027561.html

Lessons from the greats: What some of the great philosophers can tell us about The Future of Work

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MHThe Danish existentialist philosopher, Soren Kierkegaard, once proclaimed that “we live forward, but we understand backward. Life can only be understood backwards, but it must be lived forward”. Such thought-provoking aphorisms are just one example of how a discipline which has its origins dating back to over 2000 years ago can still offer foresight into the future. However, despite laying claim to be the oldest discipline in the world and providing the epistemological framework for academia – the influence of philosophy in society has waned in recent times. In 2010, for example, the late Professor Hawking declared that scientists rather than philosophers “have become the bearers of the torch of discovery in our quest for knowledge”[i]. The decline in philosophy’s significance as a method of inquiry is reflected in the statistics too, with figures from the American Academy of Arts and Sciences showing the number of people obtaining philosophy degrees has fallen by 8.7% since 2012[ii].

Despite diminishing interest in the discipline, the increased importance of human skills in the age of automation and technological advancements means there is a strong argument to be made for the recrudescence of philosophy within all spheres of society, and none more so than within the corporate sphere. With this in mind, I thought it would be interesting to explore what the wisdom from some of the greatest philosophers in history can tell us about some of the main themes that are shaping the future of work.

 

The Stoics and remaining calm in times of accelerated change

It is widely acknowledged within the future of work community that two of the main characteristics that define modern work are volatility and uncertainty. The notion of a lifelong career is seemingly redundant; while there seems to be little consensus on the extent to which technological advancements will threaten the existence of jobs. Thus, to begin this voyage into the relationship between philosophy and the world of work, it seems appropriate to start by exploring the ideas of a group of Athenian scholars who became known as ‘The Stoics’. Widely regarded as the founding fathers of practical philosophy, central to their belief system is the idea that regardless of how unpredictable the world can be, by using our minds correctly we can always be in control of our emotions and impulses, no matter how overwhelming they might be. This mindset is commonly referred to as ‘stoic calm’.

Embracing the virtues of ‘stoicism’ in the modern corporate world unlocks tremendous benefits for organisations experiencing profound change. For instance, a ‘stoic’ individual would show greater resilience to any changes brought about by macro forces such as technological disruption, as they would in theory express a greater willingness to acquiring the skills needed to overcome the challenges such forces present. Similarly, they would be accepting of the fact that the traditional three-stage model of education, work and retirement was obsolescent. Indeed, the stoic individual is one who acknowledges that the only constant in life is change and is therefore also equipped with the emotional skills required to effectively cope with acute forms of disruption.

To this end, stoicism differs from most existing branches of philosophy in one important sense: its purpose is a practical application that can harness the cognitive skills needed for modern work, and as such, it is not a purely intellectual enterprise. Instead, it’s a tool that we can use to become better in our craft, establish more meaningful relationships with colleagues and business partners also allowing us to pragmatically navigate any fundamental disruptions in the labour market. Thus, despite being over 2,000 years old, it is a mindset that, if adopted correctly, could equip modern workers with the mental clarity and resilience required to thrive and prosper in this period of uncertain and accelerated change.

 

Aristotle, being virtuous and organisational ethics

Keeping with the theme of Athenian scholars, Aristotle, a man regarded as one of the most influential of all philosophers, and his concept of ‘virtuous ethics’, can help provide clarity on the ethical decisions organisations need to make in the future. In essence, Aristotle believed that the framework for being a virtuous person simply consisted of being a good person, and not being a slave to one’s lowest impulses. With recent revelations such as the ‘Cambridge Analytica’ Facebook data scandal, the moral fibre of organisations is under great scrutiny and an adoption of virtuous ethics as a framework can help provide organisations with the necessary moral guidance to make ethically sound decisions.

The concept of ‘virtuous ethics’ not only provides a strong moral framework for organisations to abide by, but it also enables people to fulfil their potential and improve their overall well-being. With recent data indicating that 58% do not trust their colleagues[iii], and 7 out of 10 people not trusting their HR department[iv]; living more virtuously offers a set of ideals that can help galvanise people while simultaneously healing fractured relationships and lead to greater cohesion within organisations.

 

Nietzsche the Übermensch and high-performance

At first glance, the often misanthropic and pessimistic rhetoric of another great philosopher – Nietzsche has no place in the context of optimising performance. But dig deeper into his philosophy and it becomes clear that the ‘future of high performance’ can learn a lot from his musings. Notably, the concept of the ‘Übermensch’ – translated into English as the ‘Superman’ offers a unique philosophy for how to optimise performance and unlock potential.

For Nietzsche, the idea of Übermensch was more like a vision than a theory; a vision whereby one is emboldened to find the necessary inner strength to overcome any personal insecurities and embrace fear and uncertainty, rather than run away from it. With research demonstrating that creating a space of psychological safety is pivotal for organisations looking to unleash their creative potential; following the principles of Nietzsche’s Übermensch and believing that failure is a necessary stage in the path to fulfilment, can help lay the foundations for people to experiment without fear and come back stronger if they fail.

Perhaps in these increasingly uncertain times when disruptive technology raises profound questions about the skills humans will need to prosper in the future, revisiting the most ancient of disciplines can, in a somewhat paradoxical sense, offer a strong foundation for the cultivation of the uniquely human skills needed to effectively navigate accelerated periods of change. Indeed, to quote Steve Jobs – “technology alone is not enough, it’s technology married with liberal arts, married with humanities that yield the results that make our hearts sing.”

If you would like to discuss further how teaching philosophy can prepare you for the future of work, then please contact Marvin at marvin@hotspotsmovement.com.


[i] https://www.richardcarrier.info/philosophy.html

[ii] https://www.insidehighered.com/news/2016/03/14/study-shows-87-decline-humanities-bachelors-degrees-2-years

[iii] https://www.standard.co.uk/news/uk/britains-workers-are-passive-aggressive-sarcastic-sulking-backstabbers-anger-management-expert-a3897616.html?fbclid=IwAR02dgnYX1XESwOxPE6ZWiYBfFm5d1jLGFhdfPDTCgzjEzgQXwwcaUigvN8

[iv]  https://www.peoplematters.in/article/hr-industry/7-out-of-10-tech-workers-dont-trust-hr-poll-19051?utm_source=peoplematters&utm_medium=interstitial&utm_campaign=learnings-of-the-day

Why aren’t women applying to your job advertisement?

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CH

Applying for jobs can be a nerve-wracking experience, as competition is high and a step toward to your career goals hangs in the balance.  My assumption was that all candidates shared this same trepidation, but research from 2014 has revealed that men are far less cautious than women in this regard and will tend to apply for a role if they meet around 60% of the job requirements, whereas women will only apply if they meet 100% of them.[i]  Why does this disparity exist, and why aren’t more women applying for roles within their reach?

One argument is that the language used within job adverts themselves dissuades certain genders from applying.  For example, women are more likely to be deterred by adverts requesting individuals able to ‘manage’ rather than ‘develop’ teams, whereas men tend to prefer jobs requesting ‘competitive’ rather than ‘supportive’ candidates.  Words such as these, imbued with gender connotations, are surprisingly prevalent.  The technology company, Textio carried out research in 2016 to flag gendered language and found that the average job advert contains twice as many ‘masculine’ phrases as ‘feminine’ ones.[ii]  A similar study by recruitment services company, Total Jobs discovered that, within the 77,000 job adverts included in their study, 478,175 words carried gender bias; an average of six male-coded or female-coded words per advert.[iii]  The use of gendered language can pose a significant problem, as it can signal to potential candidates that they don’t – and won’t – belong.

Simple alterations can make a huge difference.  Atlassian, an Australian software company, hired 80% more women into technical roles within two years by changing the wording of its job adverts, demonstrating the extensive effect of language.[iv]  Paying close attention to the language used will be critical for companies wanting to grow the size of their talent pool, as ZipRecruiter proved when it discovered that gender neutral adverts receive up to 42% more applications than more biased ones.[v]

Picture1.png

And yet, there are some points of contention that arise when asking organisations to change their wording.  Firstly, in some cases, specific words are necessary.   For example, positions in investment banking demand a level of competition and fearlessness, and failing to include these elements in a job description may mean that a new employee is unprepared for the realities of the role.  Secondly, changing the language in adverts does not attempt to address the underlying social issues concerning why certain characteristics are perceived as either masculine or feminine in the first place.  Removing gendered words from job descriptions does not necessarily remove the biases associated with them.  However, despite these concerns, crafting gender neutral job adverts is an expression of a firm’s commitment to inclusion; and this must be seen as a step in the right direction.

Some state that the 60%/100% disparity is not evidence of a language problem but of a “confidence gap” between men and women.[vi]  They argue that women are less confident in their own abilities, whereas men are more self-assured and tend to take a more “cavalier” approach to applications.[vii]  This may be true of certain individuals but it seems both unfair and unlikely to assume that all men and women fit this stereotype.  In fact, researchers at the Harvard Business Review have dubbed the confidence gap a “myth”, suggesting that women are not deterred from job applications because they lack confidence but because they do not want to waste time and energy applying to a role they are not adequately equipped to perform.[viii]  Which instead raises the question: why are men applying for jobs that they aren’t qualified for?  And, do the men that start in these roles find themselves out of their depth?  Maybe.  Maybe not.  Perhaps what this disparity actually shows is that more men have simply seen these job adverts for what they really are: wish lists.

A lack of female applicants signals the need for a wider change in how job adverts are understood.

Lengthy bullet-pointed lists of job requirements can trick applicants into thinking that each point is vital when, in reality, recruiters write lists of ideal attributes rather than strict, unyielding lists of absolute necessities.  Limiting the number of words in your job adverts will make it far easier for candidates to realise that they meet the requirements, while also reducing the risk of including gendered language.  As more people feel both able and inspired to apply, recruiters may find that individuals with transferrable skills can bring something unexpected to the organisation and take the role in a new and exciting direction.  Furthermore, recent research on job descriptions has shown that providing people with a rigid list of tasks does not encourage them to push boundaries and innovate.  Looser listings encourage opportunities for creativity and demonstrate that your organisation has space for people to be ambitious and to craft their own work and career path.[ix]  Let all of your applicants feel 100% ready to take on a role they can help to shape.


To talk more about inclusion at work, drop me an email at callandra@hotspotsmovement.com.

 

[i]  https://hbr.org/2014/08/why-women-dont-apply-for-jobs-unless-theyre-100-qualified

[ii] https://www.independent.co.uk/life-style/job-adverts-language-deter-women-applications-men-gender-employment-a8395106.html

[iii] https://blog.totaljobs.com/gender-bias

[iv] https://www.refinery29.uk/2018/06/201593/job-adverts-gender-bias

[v] https://www.ziprecruiter.com/blog/removing-gendered-keywords-gets-you-more-applicants/

[vi] https://www.theatlantic.com/magazine/archive/2014/05/the-confidence-gap/359815/

[vii] https://www.forbes.com/sites/jackzenger/2018/04/08/the-confidence-gap-in-men-and-women-why-it-matters-and-how-to-overcome-it/#57ebe9cb3bfa

[viii] https://hbr.org/2018/03/is-the-confidence-gap-between-men-and-women-a-myth

[ix] https://qz.com/336805/the-rise-of-the-name-your-own-job-posting/

Solving the productivity puzzle: The new ethical dilemma

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MHIn his 1994 book, ‘The Age of Diminishing Expectations’ Nobel Prize-winning economist Paul Krugman, perspicaciously argued that ‘productivity isn’t everything, but in the long run it is almost everything’.[i] When one considers that productivity is perhaps the main driver in an economy’s ability to grow and therefore also the greatest predictor of the standard of living for a given person or group of people, it is difficult to disagree with Krugman’s contention.

In essence, productivity is defined as output per hour worked. In recent years, however, within the developed world productivity levels have been lagging. To elaborate, the recent ‘Skills and Employment Survey’ highlighted that in the UK, labour productivity has historically grown by around 2% per year since the 1970s, but since the 2008-2009 recession it has stagnated and has failed to climb back to its prerecession growth rate.[ii] This unprecedented and unexplained slump has become known as the ‘productivity puzzle’ and is an issue that has caused widespread concern amongst economists, business leaders and governments within the developed world.

As productivity levels continue to stagnate, organisations are implementing AI solutions which are reminiscent of Charlie Brooker’s superb dystopian TV show ‘Black Mirror’ to help boost productivity levels. Amazon, for example has recently patented a wristband that tracks the hand movements of warehouse workers and uses vibrations to nudge them into being more productive. Veriato, a software firm, is able to track and log every keystroke employees make on their computers in order to measure how dedicated they are to their role and the company.[iii] In Helsinki, a digital innovation consultancy named ‘Futurice’ has installed sensors that can track an employee’s every move in the office, even in the toilet.[iv] Such technologies fall under the remit of what experts call the internet of things (IoT). Employees report mixed feelings about these new technologies, with a Harvard Business Review study revealing an approximate 50/50 split between those who believe AI technology enhances productivity and those who either disagree or feel its impact is neutral.[v]

marvin blog.jpg

The appeal of using advanced AI from the organisation’s perspective is clear and, although surveillance at work is not a new concept (factory workers have long clocked in and out), the scale to which certain AI technologies can now be used to monitor the productivity of the workforce is leading some commentators to suggest they are bordering on Orwellian. This inevitably raises acute philosophical questions about the ethical underpinnings of applied AI in the workplace. Indeed, just how far are organisations willing to go in the pursuit of productivity? Finding the balance between safeguarding basic privacy, workers’ rights and enhanced productivity will raise some moral dilemmas for organisations, and will no doubt become central to AI discourse in the coming years.

Finding this equilibrium will not be an easy task for organisations. A recent RSA report on the ethics of AI suggests there is a public perception that we may be surrendering too much power to AI technology.[vi] One thorny issue is that existing ethical frameworks are often incompatible with the world of technology. Science has attempted to develop ethical frameworks before – from Asimov’s Three Laws for Robots to Nick Bostrom’s work on ethics. Adhering to these frameworks can be problematic, as humans often find it difficult to develop virtues for their own conduct, let alone build relevant virtues into new technologies.[vii] The debate around ethical AI must also consider how certain workers are better equipped than others to prevent employers going too far. For example, those with a specialist, in demand skill-set stand a greater chance of resisting any unethical implementation of AI, whereas those in insecure forms of employment such as zero-hours contract workers in low-wage industries, have considerably less leverage.

In the current economic climate, solving the productivity puzzle is an alluring prize for organisations. However, if organisations wish to solve it using certain AI, it must be conscientiously executed with a strong injection of humanity to help ensure workers can retain a sense of dignity in their work during this period of accelerated and uncertain change.


[i] Krugman, P. (1994) The Age of Diminishing Expectations. Cambridge, MIT Press

[ii] Retrieved from https://www.cardiff.ac.uk/__data/assets/pdf_file/0010/1229833/1_Productivity_at_Work_Minireport_Final_edit_2.pdf

[iii]  The Economist (2018) AI in the Workplace

[iv]  Burke, C (2016) In offices of the future, sensors may track your every move – even in the bathroom (The Guardian)

[v] Retrieved from https://hbr.org/resources/pdfs/comm/verizon/18980_HBR_Verizon_IoT_Nov_14.pdf

[vi] Balaram, B (2018) The Ethics of Ceding More Power To Machines (RSA)

[vii] Dalmia, V. Sharma, K. (2018) The Moral Dilemmas of the Fourth Industrial Revolution (World Economic Forum)

The Key to Shifting Cultures

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HM

The rapid pace of innovation and disruption means the average lifespan of organisations listed on the S&P has shortened from 60 years in the 1950s to just 18 years today. A significant shrink. As a result, many organisations face a regular battle to reinvent themselves, as well as shift their cultures to match the new reality.

We have recently explored this challenge with our Future of Work Research Consortium members in order to identify the enablers that can help organisations seeking to shift their cultures. Our research indicates that enabling workplace culture shift requires first and foremost an understanding and altering of micro-behaviours, specifically, negative types of micro-behaviours. Such micro-behaviours are thoughtless, unfair, often unintentional, and in dissonance with the environment organisations are looking to create. The collective practice of negative micro-behaviours can lead to the formation of toxic cultures.

How can organisations change negative micro-behaviours? Our research has revealed the effectiveness of nudging. Nudge theory is a concept in behavioural science where positive reinforcements and indirect suggestions influence the motives, incentives and decision making of groups and individuals. We’ve recently collaborated with Lisa Shu, Professor of Behavioural Economics at London Business School, whose research on nudge theory has shown that whether they intentionally chose this role or not, organisations are inadvertent architects of the decision-making of their employees, customers, and shareholders. However, whilst effective nudges do change the choice environment, the beauty is that they do not require a huge organisational change or intervention. For example, if an organisation were to be fostering a culture of sustainability, the company could put up a display showing the daily energy consumption at the workplace. This gentle nudge has shown to reduce energy consumption in workplaces, helping the development of a sustainable culture.

piics

Another effective way to change negative micro-behaviours is through ‘change agents’, that is, those influencers within your organisation who can, because of their ‘knowledge, skills and position in the company network, and not their formal hierarchical power, shape the views of multiple colleagues’[1]. What we’re finding is that the behaviours of influencers have increasingly significant effect on the company population as a whole. Typically, due to more trust in influencers as relatable role models, employees are more likely to adopt the behaviours, values and attitudes practiced by these colleagues.

With many organisations facing the need to reinvent their culture, our advice to you is to think twice about implementing large-scale strategic programmes or initiatives. Instead look to the people within your organisation, and leverage their collective power through nudging and change agents to effect change.

Want to learn more about nudging and change agents? Reach out to me at harriet@hotspotsmovement.com and I’ll be happy to talk you through our research.

[1] Shu, L. Gino, F. Bazerman, M H., (2011) Ethical Discrepancy: Changing Our Attitudes to Resolve Moral Dissonance, Behavioral Business Ethics: Ideas on an Emerging Field. Taylor and Francis Publishing

 

A Year at Hot Spots Movement

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MF

Last month marked my first year of working at Hot Spots Movement and it’s been a fruitful year of learning where I have kick-started a career in Community Management and met some fascinating people.  I’ve grown to be immensely proud to work here and this anniversary is a great cause to look back at the past 12 months and share what I’ve learnt throughout our Future of Work Themes and showcase how our research is implemented into our own employee experience.

Shifting Identities

Within weeks of joining the company it was time for The Future of Work’s second Masterclass of the year, Shifting Identities. I had jumped into the deep end of the investigation into what  organisations need to do differently to exuberate their diversity  efforts and for me personally identifying as a multi-cultural person and having just left a property company (currently quite a non-diverse industry!), I felt an instant connection and sense of belonging. Throughout the theme, we explored the need to rethink and engage the multiple identities of employees over time, such as dual-career couples, parents and older workers. As the months went on and we taught and consulted companies on how to move the needle in these key areas of inclusion and diversity, I soon witnessed the same practices being applied here and discovered how we foster our own constantly shifting identities – and there are many! We have a new mother, a new husband, a new charity owner, new homeowners, new graduates, multiple nationalities and several partners in ‘dual career’ relationships. Its been a fulfilling experience learning what all these identities and life experiences mean for our flexible ways of working and communicating and seeing how we incorporate numerous qualities such as trust and respect.

Intangible Assets

Our next theme, which we shared at our October 2017 Masterclass, was about what organisations need to do in order to be aware of whether their employees are building or depleting their productivity, vitality and ability to transform. Companies investing in their employees’ Intangible Assets was something which seemed logical to me – who wouldn’t think about their staff’s well-being?! I soon uncovered the impact that learning, vitality and the ability to transform has on employees engagement, creativity and pride in a company – not just their overall happiness at work. There is an abundance of research showing that Intangible Assets are crucial in enabling employees to thrive in the future and so it was great to see them reinforced into our work at Hot Spots Movement. For example, vitality and the notion of work life balance is extremely important here – several of our colleagues go to the gym or yoga classes together within working hours and we all get involved with the many aspects of the business, allowing us to constantly learn and be creative. Many of us have also changed and developed our roles in the last 12 months – including me! I’ve recently joined the Marketing and Comms function and am really enjoying embracing it as a new facet to Community Management.

Shifting Cultures

The third and final theme of my first 12 months was Shifting Cultures, which we explored at the beginning of this year and at our February Masterclass. With many organisations implementing and feeling the pressure of facilitating complex changes in their company cultures, we explored what it takes to enact such changes and, specifically, how, by whom, and what barriers exist. I was welcomed with open arms into a culture where our values, beliefs, attitudes and behaviours are all aligned, creating an ethos which is collaborative, innovative and fun! We play games, have competitions, socialise and even little things like swapping seats every few months really keeps energy and interaction levels high. As a team, we have taken the time to get to know each other making us more supportive and stronger advocates of group work. We share projects allowing for ongoing challenges and creativity and we operate in a fast-paced, vibrant environment where we are all connected to our company’s purpose. We are also based in Somerset House – a renowned creative hub on the Thames, bringing a real sense of community to work.

I have had an inspiring first year at Hot Spots Movement and am very much looking forward to the next one where we will be exploring Agile People Strategies and The Future of High Performance, having just finished our immediate previous theme on Narratives on The Future of Work at our June Masterclass.

Get in touch with us now to find out how you can incorporate our research into engaging your employees!

melissa@hotspotsmovement.co

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