employee value proposition
10 years ago, Lynda Gratton and Hot Spots Movement set out to figure out what the future of work would look like. Lynda had a hunch that there would be a massive transformation and was keen to understand 1. what was changing, and 2. how it would impact organisations, people and ultimately 3. how work would change as a result. We gathered an enthusiastic group of companies who would spend an academic year with us coming up with answers to these three questions.
You could argue, and we would agree, with the wisdom of hindsight, that it was rather optimistic to expect that after less than one year, we would have clear and concise answers.
10 years on, we’re still at it, and it’s getting more exciting by the day. In fact, it turned out that what we had started wasn’t a one-year research consortium, but a journey with an open-ended ticket, where the destinations and the routings are being defined as we move along.
The first leg of the journey was about identifying the major forces that would impact and partially or significantly define what organisations and work would look like, as well as the shape and form of future talent. We looked at technology, globalisation, societal change, demography and low carbon.
The second leg of the journey was spent on understanding how these major forces challenge fixtures of work such as – ‘work has a place’ – we work in an office or in a factory; ‘work has a time’ – we work from 9-5 or we work shifts’; and ‘work is a job’ – we’re employed to do a defined role, on a permanent basis. We explored what happens if these fixtures would no longer hold up, and we quickly moved from ‘if’ to ‘when’ as it rapidly became clear that the jury was no longer out on whether it would happen but only on how quickly.
The third leg was when we turned to investigating in detail what was happening in people’s lives, based on the understanding that at some stage (generally it should happen sooner than it does), work and organisations need to adapt to what is happening in people’s lives. We saw lots of evidence that rather than expect people – talent – to conform to how work had been organised, largely unchanged, since the 1950s, the organisation of work would need to change to attract and engage talent. So, we dove into shifting identities – how notions such as gender, family structures, age are now much more fluid and diverse. We established the need for organisations to create workplaces that embrace the whole selves of their talent and how they evolve, in all facets, over time.
All along the way, we have focused on how companies need to adapt their legacy people policies and processes. One of our favourite images to illustrate the status of people processes in many global organisations is an archaeological excavation site with multiple layers. To
understand how companies can address the challenge of having to attract and engage talent with/despite multiple era processes, we studied the Future of HR and particularly the importance of identifying and saying parting with sunset processes.
Are we at our final destination? Absolutely not! Because the future of work is impacted by how people’s lives change, by technology and by societal change, all of which remains in the making, our final destination is not yet in sight. There is so much we still need to understand, and over the next 12 months, we’ll be researching Agile People Strategy, the High-performing Organisation, and Digitising the Organisation. We’ll be looking into why so many big organisations are struggling to adopt flexible working widely, what digitalisation means for organisations, talent and work.
So my prediction is that in five years’ time, we’ll be as excited about the future of work as we were 10 years ago and as we are now.
Please stay in touch – this co-creational project is only possible thanks to great members of the Future of Work Research Consortium (www.hotspotsmovement.com).
Are your employees doing enough exercise?
According to the World Health Organisation (WHO), roughly 35% of people fall short of the recommended 150 minutes of weekly physical exercise.
Now I know that I don’t always reach that magical figure and my number one reason is – no time. If, like myself, you work full time, you can expect to spend around 50% of your waking day at work. When you throw in things such as duties at home and having a social life, you can easily run out of time to fit in some exercise or even just have the pleasure of walking to work. This has consequences.
Here in the UK we lose 131 million working days due to ill-health each year, which is roughly translated as around £100 billion(1). This sickening figure could easily be reduced according to those in academia. Multiple studies have shown that increases in exercise (both during and after work), can lead to a reduction in sick days, less presenteeism and an overall reduction in the cost of sickness absence for organisations.
And there are good examples that this is true from outside of academia as well. As Phil Smith, Chairman of Cisco, highlighted in a recent FT article, a significant portion of Cisco’s private healthcare budget is spent treating musculoskeletal conditions, caused primarily by sedentary work. This, many argue, can be reduced simply by employees exercising more, rather than spending their time sitting at their desks.
But it’s not just on absenteeism and healthcare budgets where you’ll see impressive gains, it’s also about how your employees perform when they’re at work where you’ll see a difference.
The benefits of exercise are well-documented – it puts your staff in a better mood and reduces their likelihood of suffering from depression. But importantly for many employers it also improves productivity, memory and can even lead to be better job satisfaction, which again improves overall performance. On the opposite side of the coin, common challenges such as workplace stress, burnout, employee turnover and presenteeism, were all found to be reduced when employees were given the option to exercise more whilst at work.
The final benefit can be found in how whole teams perform. A recent study out of Loughborough University(2) found that employees taking part in team-sports, such as football, netball, volleyball and rugby reported an improvement in team cohesion and also their overall performance.
So, it’s clear then that you can improve your bottom line by helping your employees improve their own wellbeing. Relatively easy steps like the messaging given out and the example set by leaders is a great way to encourage employees to be more active – and when they start to see some changes, so will you.
As a challenge to you all then, this week ask yourself: Am I truly encouraging my team to take opportunities for movement and exercise during the day? Am I taking the stairs or hosting walking meetings rather than just sitting in a meeting room? Am I leading by example or could I be doing more?
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.
Head of Admin & Community Management
By Sarah Elsing, researcher, Hot Spots Movement
Employee Voice is often linked to employee engagement. While employee surveys are used to assess employees’ levels of engagement, Employee Voice can be understood not only as a way of assessing people’s engagement levels but also as one way of enabling this engagement. It also reaches far beyond the realm of employee engagement. A two-way conversation with employees can help boost staff morale and productivity but it can also be useful in the problem-solving process, create innovation, and help an organisation’s leadership renegotiate the deal with its changing workforce.
Despite these wide-ranging uses and benefits, Employee Voice mechanisms are still most often applied in a reactive manner. Only when staff morale or productivity are already low do organisations start engaging their employees in a conversation. When this is the case, they often focus on understanding what is causing the problem rather than allowing employees to voice their ideas on how to improve the situation. As a large, diverse group of problem-solvers and innovators, employees remain largely untapped. At Hot Spots Movement, we therefore find that the best Employee Voice tools allow their participants to move from a reactive, negative and reflective state of mind to a more proactive, constructive and future-oriented conversation.
If you would like to find out more about Employee Voice and how it can work for you, simply leave your details on our contact form using the keyword ‘Employee Voice’. Our white paper on Employee Voice draws on the latest insights from our client-based research and provides best practice tips on how to make it work particularly in an era of digitalisation.
Big data is no longer a novelty for corporate organisations, nor is it the territory of those companies that are particularly pioneering. It frequently makes its way into board meetings and the C-Suite see the value of their organisation using the vast data points that technology now makes available to them. Then why is it only customers, and not employees, feeling the benefit of these advances?
Let’s take a look at how much big data has revolutionised the way that companies market their products and tailor experiences to the individual customer. Amazon has even introduced anticipatory shipping in order to ensure that one of the key differentiators of their service, speed of delivery, remains ahead of their competitors. The company collects a huge volume of data on buyers’ previous purchases, where they hover their mouse and their demography. Complex algorithms allow Amazon to predict what the customer will buy next and they then ship this product to a warehouse or transit van near the customer, ready for their click and buy. The item is subsequently delivered in a matter of minutes or hours rather than the conventional days or weeks, and Amazon maintains its competitive edge.
If organisations have this level of big data on their customers to ensure the company can consistently deliver on their USP, why are they not doing the same for their people? We know that employees are increasingly mobile and retention of the best talent is a huge focus for many organisations. By using big data about their people, organisations can contribute to the employee experience that people want.
At the Hot Spots Movement we have been struck by the benefits of using big data within organisations. When our clients look to bring about a major organisational change, they come to us to run a Jam – a global conversation lasting up to 72-hours. The Jam enables our clients to get the input they need drawing on expertise, experience and creativity from different functions and geographies from across their company. Analysing this thoughtful, extended conversation in the platform allows our clients to have access to the kind of qualitative big data they require. Challenges that have been tackled through this qualitative big data have included work/life balance, brand values and unleashing talent potential.
Our plea to the C-Suite of big corporate organisations? Use the data they have available to them within their companies to help tailor the employee experience and provide an environment they want to stay in.