Employee Voice

The Key to Shifting Cultures

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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.

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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

 

You are going to change!

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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.

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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?

 Sources

[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

 

A Year at Hot Spots Movement

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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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10 Years of The Future of Work – And We Ain’t Seen Nothing Yet

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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.

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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).

 

The story of Jack the bored banker: The big secret to employee engagement

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The Bored BankerGuest 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.

Chevy Corvette StingrayJack 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.”

ReframedReframing 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.

Reflection

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?

Dream MakerJack had reframed his role from ‘form filler’ to ‘dream maker’ and that had made all the difference


Thank you for reading my post. I’m passionate about creating better workplaces and regularly write about culture and change. If you would like to read future articles please ‘follow or send me a LinkedIn invite. Want to read more?

How to win friends and influencers  

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SONY DSCThere has been a fundamental disruption of influence and power over the past few years. Historically, power and influence were in the hands of a chosen few at the top of hierarchies such as politicians, CEOs and public figures. Today we see a different picture. A great example of this is the meteoric rise of Vloggers. These are often teenagers, posting videos from their homes somewhere quite remote. They can command viewers in the their millions and make – or break – a brand or product purely through the influence of a 50 second video. Just last week celebrity influencer Kylie Jenner appears to have wiped roughly $1.5 billion off the market value of Snapchat with one tweet.

The interesting point for organisations to take away is that this isn’t just happening in the outside world. It’s happening at work too. Enterprise social networks such as Yammer or Chatter, as well as a tendency towards flatter hierarchies in many organisations, means that your influencers aren’t necessary all sitting in the executive team. At work, influencers are ‘people 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]. These influencers can become powerful change agents, most particularly in the face of culture change or a major transition your organisation is undertaking.

A challenge for organisations is to identify these influencers, and ensure they can leverage them to support organisational needs and outcomes. While I find that most of the organisations I speak with are aware this should be on their to do list, I sense that many are struggling to find a route to achieving it. So I’ve drawn out three ways to illustrate how to identify influencers, focus on them to nudge behaviour and leverage them to change micro-behaviours.

  1. Identify influencers: Tata Consultancy Services (TCS), a long-standing client of ours, has made public communication the default through an internal social networking platform the norm called Knome. By using Knome in place of email, a private form communication they aim to unleash unstructured collaboration, innovation and creativity. Interestingly, TCS have also used this tool to identify influencers within their organisation. By using a platform, they can see beyond the traditional hierarchy and identify those with social capital or bright ideas, wherever they might sit within the organisation
  2. Focus on influencers to nudge behaviour: 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[2]. As you can imagine, if organisations focus on changing the behaviours of influencers and leaders, these nudges become all the more powerful. This is due to the multiplier effect of highly visible or influential people on their peers
  3. Leverage influencers to change micro-behaviours: Enabling workplace culture change requires an understanding and altering of micro-behaviours. It is important for influencers and leaders to call out negative micro-behaviours in the workplace. Equally, leaders and influencers should provide micro-affirmations, that is congratulating the efforts and achievements of employees when they engage in the right kind of work or behaviours. In doing so, employees’ behaviour becomes conditioned through negative repercussions and positive reinforcements, provided by both leaders and influencers

Identifying and leveraging influencers requires subtle and thoughtful work, but research indicates that the outcomes can be significant, particularly in the context of culture change. I have certainly seen the results in the crowdsourcing projects that I run with clients – both in engaging influencers to raise awareness and engagement before the event, and in identifying hidden influencers during crowdsourcing events themselves.

If you’d like to find out more about how to identify and leverage influencers in your organisation, feel free to contact me on harriet@hotspotsmovement.com

[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

[2] Workwire, (2015) Workplace Nudging Persuade People To Desirable Behaviour

Two Questions that I’m keen to Answer in 2018

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4a5e4-6a019affbb02b7970b019affc09e79970d-piLast week my colleague Emma and I gave an interview on the theme of ‘motivating tomorrow’s workforce’. It reminded me that there are several important questions about the relationship between tomorrow’s talent and organisations, which we haven’t yet fully addressed – and that the answers may be simpler than we think.

  1. Are our organisations ready to embrace an adult-to-adult relationship between organisations and talent?
  2. How will it change the role of HR professionals?

Are we ready for the adult-to-adult relationship between organisations and talent?

In my view, one of the key elements of this changing relationship is that it’s no longer the sole responsibility of the company to understand what kind of working arrangement will attract talent and enable people to perform at their very best. This is good news, for two reasons. Firstly, because we can expect our talent to be increasingly comfortable bringing their ‘wholes selves’ to work, meaning working arrangements will need to become highly individualised. Secondly, with longer working lives becoming a reality, the strong link between ‘age and stage’ is weakening, making age a much less reliable indicator of expectations and aspirations.

In this new reality of multi-faceted diversity, it would seem unrealistic to expect HR to propose work arrangements that work for every individual. And why should we? I’m of the belief that adults know what’s right for them and are fundamentally keen to do the right thing by the organisations. As we start considering the relationship an adult-to-adult one, there’s no reason they wouldn’t deliver on these expectations.

Adult-Adult RelationshipWhat does this mean for HR? It means we need to change our organisations’ narratives to make clear that empowerment is a two-way deal. It is a constructive relationship between adults, not one where one party suggests specific rules for how people can work flexibly, which may or may not work, for the people involved, both individually, and as a team of workers. We should invite our people to design their own arrangements for flexible working and expect them to be thoughtful about how this will work for the organisation and for their colleagues (as individuals’ flexible working arrangements can take a toll on their fellow work team members), and likewise their own career journeys (moving between fast track, slow lane, plateau, sideways, etc.).

To build this narrative, and not least to get senior management to live by it, HR must be a credible source of strategic direction, and be proactive. This requires changing deeply engrained views of roles and responsibility. It also requires mutual trust, which needs to be preceded not only by the new narrative, but also by training, guidance and coaching.

My final question to the HR community is how do we train ourselves for this role? I’d suggest we start by ensuring we profoundly understand what the future of work will look like – (and assume that predicting the exact pace of change is near impossible so ‘sooner rather than later’ is a safe assumption regarding the timeline). We need to be a force of proposition and prepare our organisations for this change – it could well be the biggest one so far this millennium!