New Ways of Working
As 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%. 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. 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.
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.
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.
Interested in learning more about how you can influence ‘Good Work’ in your organisation? Get in touch with me at email@example.com
 Future of Work Research Consortium, ‘Building Narratives on the Future of Work’ Report, 2018
 Wealthy, Successful and Miserable – C. Duhigg, The Future of Work, The New York Times Magazine
 Crafting a Job: Revisioning Employees as Active Crafters of Their Work. A. Wrzesniewski and J. E. Dutton, 2001
By Greg O’Meara, Project Management Intern
When we interact with others, we tend to adopt a certain style. We choose the style based on our intentions, values and motives. On one end of the spectrum are givers, for whom the question always is, “What can I do for you?” while at the other end sit the takers who conversely say, “What can you do for me?” At the same time, for most people when meeting someone new, the default is to match their counterpart, that is, giving on condition of receiving in return. These are styles because they can vary depending on the type of interaction you are engaged in – you may give more when mentoring a student, take more when negotiating your salary and engage in matching when a competitor looks for some knowledge or advice. Yet the evidence shows that we also have a dominant style, a way of interacting with others that we are more prone towards, especially once we have gotten to know someone, and that this style has far reaching consequences for the world of work, productivity and team performance.
Organisational psychologist Adam Grant’s research based on data consisting of surveys and interviews with 30,000 people has found that givers generally constitute the least productive members of an organisation as they are seen to take on so much extra workload that they lack the time and/or the energy to complete their own tasks. Takers on the other hand may rise up the ranks quickly, however, they soon gain a reputation for operating selfishly and struggle to advance further. By process of elimination we might presume it is then matchers who are the most productive in an organisation, but according to Grant’s research, givers in the right environment where giving is the norm are the highest contributing members of a team. Grant found that a high frequency of giving behaviour in the right environment contributes to higher profits, employee retention and customer satisfaction.
Simply put, maintaining a dominant giving culture can have a powerful effect on organisational performance. Grant offers three prescriptions to create a giving environment:
- Firstly, it is imperative to protect your givers from burnout as they are liable to take on more work than is sustainable.
- Secondly, leadership must foster a culture of help-seeking so that the productive powers of the givers are unleashed.
- The final point, and most important with regards to culture, is that the atmosphere of giving can be significantly damaged by the introduction of just one taker into the team as the negative impact of just one taker is two to three times the positive effect of a giver.
Grant’s research has huge implications for how organisations design their talent practices and processes and shift cultures. How is your organisation creating a giving culture?
I very much look forward to hearing your thoughts! Get in touch by emailing me at firstname.lastname@example.org.
It’s been one month since our Future of High Performance Masterclass and we’re excited to soon be sharing our Report with members of the Future of Work Research Consortium, which will present the key findings from our extensive research on this theme. The Masterclass was packed full of insights, activities and opportunities to network and share good practices. We had three fantastic guest speakers on the day, so here are my key takeaways from their insightful contributions.
Dr. Randall S. Peterson, Professor of Organisational Behaviour at London Business School, spoke to delegates about the power of collaboration in high performance teams. My favourite takeaway from Randall’s presentation was about how research shows that the best teams are the most diverse – but so are the very worst teams. He argued that the key was in the management of these teams. When diverse teams are managed well, members have access to a variety of sources of information and have opportunities to learn from each other and grow. However, when teams are managed poorly, it gives rise to task conflicts (disagreements around the content of the work), relationship conflicts (personal disagreements) and process conflicts (disagreements about the logistics of getting work done). Creating common understandings of problems, encouraging information sharing and promoting psychological safety and belongingness are a couple of ways to begin managing conflict and supporting high performance teams.
Tom Ravenscroft, founder and CEO of Enabling Enterprise, identified three major myths about human skills which need to be formally debunked. The first is that these skills are innate and that there are some “natural” team players. The second myth is that these skills are picked up by osmosis and simply “rub off” on people, rather than needing to be taught. The third is that these skills lie latent and that, in the “right situation”, people will show these skills. Organisations need to abandon these assumptions in order to make real progress towards building the skills of the future.
Lynda Gratton, Hot Spots Movement’s founder and CEO, told delegates about her main impressions from the World Economic Forum’s annual meeting in Davos this year – you can read her full blog for MIT Sloan here. Lynda stated that one hot topic was that work is undergoing a major transition, as technology demands that people upskill and reskill more rapidly than ever before. At our Masterclass, one of our delegates asked Lynda a fascinating question: how can CEOs continue to be creative when they are under increasing pressure to take immediate action to address this transition in work? Our research indicates that CEOs need the support of HR to look beyond the short term and develop a narrative on the future of work. By developing a point of view on learning and making their involvement and investment in learning initiatives a priority, they can help their people to develop the skillsets necessary to transform and adapt.
So, some key questions to consider when thinking about high performance in the long term are:
- Am I building the uniquely human skills I will need to succeed in the future of work?
- Am I harnessing the power of diversity in my team?
- Does my CEO have a clear narrative on what our organisation will look like in the future and what we need to do and learn in order to get there?
As our definition of high performance changes, building our skillsets and prioritising our interpersonal skills and development will help us to become more future-proofed. Drop me an email if you’d like to have a conversation about high performance at email@example.com.
 Lynda Gratton, ‘Five Insights From Davos on the Future of Work’, MIT Sloan Management Review Blog (2019).
 FoW, Building Narratives on the Future of Work Masterclass Report (2018).
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 firstname.lastname@example.org 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
[iii] Dietrich, A. (2015). How creativity happens in the brain. Springer. Chicago
We are surrounded by pro-diversity messages today – from the #MeToo campaign, to the controversial Pepsi advert featuring Kendall Jenner – diversity, and the lack of it, penetrates every aspect of society.
We find here at HSM, that workplace diversity and inclusion (D&I) is often the most pressing challenge for many HR executives, and it’s no surprise given that there are only 25 female Fortune 500 CEOs and three black Fortune 500 CEOs, and that just 16% of autistic adults in the UK are in full-time employment. Many organisations are trying to amend these inequalities not only because it has become socially unacceptable, but also because it has been evidenced that a diverse workforce can greatly benefit an organisation’s bottom line.
For example McKinsey has found that companies in the top quartile of ethnic and racial diversity were 35% more likely to financially outperform their industry competitors. This clearly has huge appeal for organisations, yet there remains a significant gap between the rhetoric and the reality of diversity efforts today. In this post I will focus on how often well-intentioned organisations are unaware of how to make the leap from the rhetoric of aspirational diversity agendas, to creating a reality of a company culture that is truly diverse and inclusive.
One way in which companies try to incorporate a pro-diversity message within their organisation’s culture and values is by including diversity or equal employer opportunity (EEO) statements, or by creating lengthy and comprehensive D&I policies. It is sometimes assumed that by creating these statements or policies, they will automatically attract a more diverse applicant pool of talent, and thus a more diverse workforce, allowing them to benefit from all of the advantages of diverse workforces. However, research has shown that EEO and diversity statements are ineffective in bringing about actual change. A recent World Economic Forum report claimed that although 97% of companies have diversity programs or statements in place, only 25% of employees from diverse groups believe that they have personally benefited from these initiatives.
So where can we go from here? Evidently employers still have a long way to go in fully addressing discrimination in organisations. Eliminating discrimination and working towards inclusivity needs to be made a regular part of the conversation in order to become a reality. For example, it could be a good starting point to ask employees what they think inclusion means, to ask them to share their experiences of feeling excluded, and to co-create with their employers the actions that would make the company more inclusive. The ideas and actions that come from these conversations can help bring your policy to life, as they truly come from the heart of your organisation and your people, those who will ultimately be responsible for implementing it.
This is something we have enabled clients to do, using our Collaboration Jams. These online, crowdsourced conversations enable thousands of employees to connect in a many-to-many conversation around the most pressing issues. Combined with expert facilitation, they make even the most sensitive topics safe to explore and provide leaders and HR teams with evidence-based solutions. Get in touch to find out more about how you can empower your employees to convert your diversity rhetoric into a reality.
Happy new year! January 2019 is in full swing and we should all be two weeks in to our new years’ resolutions (…or not!). Whilst staying fit and healthy, saving money, and travelling remain high on the list of our top resolutions, for the last 5 years, getting a new job is approximately 15% of the nations’ main focus – quite a scary statistic for HR professionals trying to hold on to great talent.
Our research suggests that there are three new years’ resolutions that organisations should consider in order to hold on to the great people that drive their performance:
- Build a Narrative around The Future of Work
Employees are anxious about the future of work and what this means for them, and they’re looking to their leaders for direction. In increasingly uncertain times, it is essential that your organisation and leaders are informed about the trends shaping the future of work and have a well-developed point of view to communicate to their teams. We’ve been working with 30 of the world’s leading companies to help them understand what a strong narrative looks like and how it can be developed. We’ve also worked with companies to engage their employees on the journey – tapping into their insights and experience to create a narrative that really resonates.
2. Upgrade your company culture
Shifting a company culture can be daunting – but not as daunting as not changing it at all. According to research by Robert Walters, 73% of professionals in the UK have left a job because of an outdated workplace culture. With every organisation having a culture, and every employee experiencing it daily, it’s something which needs to continuously transform to reflect your organisation, its people and the modern day. There are many ways to get started on this, including identifying who the real influencers are within your organisation; harnessing the power of positive sub cultures within the company; and changing people’s micro behaviours in order to bring about larger scale change. Click here to find out more about how you can shift your company culture in 2019.
3. Stay Agile
Flexible working and work-life balance are the at the forefront of workplace agility. As technology improves, so too do our means of crafting agile people strategies that give people more freedom to decide how, when and where they work. Staying agile means building adaptability, fostering speed and dynamism, and enabling fluidity, all of which will be critical to mobilising talent in a changing world of work. We’ve just completed a fascinating piece of research on the benefits and unintended consequences of agile ways of working. One key revelation was the need to ensure that agile and activity-based work environments provide enough team continuity to ensure that people do not end up feeling lonely or isolated.
To find out more about any of these topics, please contact email@example.com
When we meet people, we often think that we can tell a lot about them by the occupation they have. “So, what do you do?” is probably the most common icebreaker I hear, as our work is often regarded as shorthand for explaining to people who we are.[i] But our work identity is not our only identity.
No one person has a single identity; we all have talents, interests, relationships with others, causes we’re passionate about and worldviews that help to make us who we are. In order to embrace our authentic selves throughout our careers, the question researchers are now asking is how to balance the multiple identities that we have. But, after exploring agile people strategies here at Hot Spots Movement, what I think we should be asking is how to integrate them.[ii]
We are increasingly moving away from the 9-5, from which people can clock off and assume their out-of-office identity. With technology enabling a 24/7 culture and people demanding flexible, agile ways of working, our work and our personal lives are becoming more and more interwoven. Instead of allowing our work to monopolise our time and become the core part of our identity (something psychologists call “work-role centrality”) or viewing our work as something that begins and ends and is entirely separate from other aspects of our lives, integrating our identities enables us to be our authentic selves at all times, living and working according to our values and passions.[iii]
The rise in thinking about work-life integration focuses on scheduling time to disconnect and break away from our desks at multiple points throughout the day to ensure that we are maintaining our vitality and sustaining our productivity. Perhaps this can be as easy as using our lunch breaks more effectively, for example, to go to the gym, attend a lecture or catch up on that tv episode you missed. It might be leaving work early to make sure you have dinner with your family or friends and making up that time at home later on.
To fully integrate our work-life identities, we should consider how to reignite or reinforce our connection with work. Instead of perceiving work as something we have to switch off from, how can we make work more meaningful and more aligned with our other identities?
Firstly, we can seek out new projects. When current work isn’t stimulating, we should find new ways to feed our intellectual curiosity. Seeking new challenges and a greater variety within our working day may help us to gain a whole new perspective on what work means to us and what really holds our interest. Similarly, pursuing new skills that we’re passionate about mastering or gain new knowledge on a topic we’ve always been interested in can raise both our engagement and sense of purpose at work.[iv]
Expanding our networks and meeting diverse people can introduce us not only to potential new friends but to potential new futures for ourselves, as these connections may be able to offer advice and guidance as we forge new career paths. Attending external conferences, lectures and events, or reaching out to colleagues from different internal functions are simple ways to integrate our work with our other interests.
To stop your work identity from becoming your only identity, find ways to integrate and align your work with your passions, interests and talents. To talk more about our identities at work, drop me an email at firstname.lastname@example.org
[i] Al Gini, ‘Work, Identity and Self: How We Are Formed by the Work We Do’ (1998).