Research

Technology in HR: Taking a Step Back

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By Nader Sleiman, Analyst

nader‘Could AI decide your job fate?’ recently led my LinkedIn homepage in the News and Views section. The storyline included a link to an article in The Telegraph entitled ‘AI used for first time in job interviews in UK to find best applicants’. As the article went into detail on how AI would be introduced into recruitment practices, and the positive and negative impacts it might have, the ethics behind introducing this technology in selection were put in question. Despite our fascination with introducing technology to the workplace, there are points when one must pause and reflect on when and how technology is used and whether this use is adding value. I hope that what follows serves as an eye-opener regarding what AI means for recruitment today, and why it is still too early for this tool to be adopted for the purpose of assessing people’s candidacy.

Is AI in recruitment simply ‘good’ or ‘bad’?

The Telegraph article introduced both sides of the argument: the side presenting a positive view of AI in recruitment, and the side that saw the flaws AI demonstrated in this area only in 2018 when Amazon shut down their recruitment AI project for racial and gender bias.[1] Technology has grown to play a crucial role for HR processes. Information systems such as Workday, Oracle’s Taleo, and SAP’s SuccessFactors have facilitated the automated side of HR, paving the way for a focus on process improvement. Even AI offers recruiters great benefits, such as facial recognition that detects candidates’ emotional state and body language during recorded interviews to identify personal characteristics and quality of information delivery. Similarly to its simpler predecessors, AI reduces time spent on HR procedures and allows recruitment professionals more time to focus on developing the process. This technology also could contribute to reducing subjectivity, as well, but it is yet to achieve this level of advancement.

Adopting AI remains a questionable approach to recruitment, largely because of its history of bias. Dr. Muneera Bano of Swinburne University of Technology points out that AI’s gender bias is the result of historical gender discrepancy in cyber content. As AI gathers information, the biases expressed by human beings are integrated into AI’s assessments, threatening the chances of women being fairly assessed. Joy Buolamwini’s research found that IBM, Microsoft, and Amazon’s AI recruitment systems failed to even identify the gender of famous African American women, such as Michelle Obama, Serena Williams, and Oprah Winfrey. The result, therefore, is an AI preference for male candidates over female candidates in the assessment, which could lead to dismissing qualified female candidates of colour solely on the basis of race or gender.

Reflecting on Interviews as a Selection Tool

Although automation is without doubt a key part of the future of work, the automation of HR professionals’ selection practices, particularly the practice of interviewing itself, must be re-evaluated.

The predictive validity of interviews, in their various types, has been discussed and questioned by HR researchers for decades.[2] This is only partly because of the possible subjectivity of the interviewer, but it is also because of the differences that may appear in performance from the same person under varying circumstances. Numerous circumstantial variables can affect a candidate’s performance in interviews, making this selection technique less representative of candidates’ skills. For that reason, businesses need to focus on more than just the technological aspect of the future of work, as the process itself could be flawed to begin with. In other words, introducing technology to a flawed process, whose flaw has little to do with its use of technology or lack thereof, cannot improve it.

As automation and technological changes make their way further into the way we operate as organisations, we must never forget to question and improve the core of how we do things. The most important element will always be the human resource. If you would like to discuss recruitment practices and how technology can currently contribute to selection practices, please feel free to send me an email.


[1] Dastin, Jeffrey (Oct 10, 2018). Amazon scraps secret AI recruiting tool that showed bias against women. Reuters.

[2] Burbeck, E. (1988). Predictive Validity of the Recruit Selection Interview. The Police Journal61(4), 304–311.

3 Unexpected Insights on Dynamic Workforce Planning

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By Ellen Kwan, Analyst

3 Unexpected Insights on Dynamic Workforce Planning

At the end of last year, Future of Work Research Consortium delegates came together for HSM’s Dynamic Workforce Planning Masterclass, which was full of insights, activities and cross-industry collaboration. Here at HSM, we’re excited to soon share our DWP report based on extensive research as well as insights from our delegates. Through conversations and live polling with consortium members, we have gained some new perspectives on Dynamic Workforce Planning. As it is often the case, learning was a two-way street at the Masterclass – we have also walked away with unexpected perspectives on Dynamic Workforce Planning.

Upskill and Reskill for Social Mobility

“Automation presents an interesting counterintuition in shifting people whose skills are in decline into higher paying jobs.”

While the advent of the digital revolution presents an opportunity to overcome challenges in social mobility, the same opportunities could instead be barriers to those without existing digital skills.

As noted by the Social Mobility Commission’s State of the Nation 2018-19 report, “being born privileged in Britain means that you are likely to remain privileged. Being born disadvantaged, however, means that you may have to overcome a series of barriers to ensure that your children are not stuck in the same trap”[1].  The UK’s social mobility has been reported to have remained “virtually stagnant” since 2014. This phenomenon can, in part, be attributed to the “virtuous cycle of work training and pay rises” available to high-skilled workers. While almost a third of employees in managerial and professional occupations took part in training over the past three months, only 18% in routine and manual jobs had the same opportunity. According to Dr. Lunchinskaya from the Institute for Employment Research, these findings show a vicious cycle of learning “whereby those with low or no qualifications are much less likely to access education and training after leaving school than those with high qualification.”[2] As a result, the low-skilled are unable to upskill to meet the needs of the digital future, continuously preserving low-skilled employees at lower paid roles.

Automation presents organisations and governments with the opportunity to shape how their workforce and social landscape looks. When CEOs were asked to list the most important measures of success in 2019, the number one measure was “impact on society, including income inequality and diversity.”[3] Rather than upskilling or reskilling employees to similar roles which would be future-proofed, organisations could play a key role in displaced employees’ social mobility by identifying roles with the most skill and task adjacencies that offer higher pay. Therefore, as automation and digitisation become an increasingly prevalent phenomenon across different types of work, organisations can either become active shapers of the social landscape, or lose part of their workforce to the increasing digital divide.

Reframe the Language of the Future

“The way we speak about the future can bring joy to encourage people to embrace those ideas of the future.”

What immediately comes to mind when you hear terms like “automation”, “Artificial Intelligence”, or “human-machine collaboration”? With thoughts of Skynet and Elon Musk’s warnings on humankind’s future enslavement to machines, it comes as no surprise that over 65% of Americans fear automation[4].

Consider Daniel Kahneman’s research on thinking fast and slow. While thinking fast (system 1 thinking) relies on first impressions and ‘gut-reactions’ to make decisions, thinking slow (system 2) relies on reflection and logical analysis. Our tendency to make gut-reactions first can be attributed to the fact that when we have capacity for rational information processing, we have little authority to use that information for making decisions. In the deeper part of our brain where system 1 thinking takes place (the Vagus nerve), we have no rational processing capacity, but more authority in using system 1 to make decisions[5]. Therefore, when employees are told that technological change is coming, system 1 could already be operating before employees can consider benefits of the change. Instead, fast thinking relies on heuristics and mental biases to create conclusions about the technological change – fear and anxiety.

An example of a mental bias that fast thinking falls victim to is availability heuristic. The availability heuristic leads people to assume that information that is readily available is valid. A study in 2010 found that people who watch violent media gave higher estimates of crime in the real world than those not exposed to violent media[6]. In the context of automation and digitisation, the barrage of media reports on job losses from automation, film adaptations of robotic overlords taking over humanity, and stories or anecdotes about others whose jobs have been displaced can cause employees to overestimate the threat of automation.

While thinking fast can lead us to conclusions of doom and gloom around automation in the future of work, organisations and leaders can work to shift emotions of fear into excitement. Research has found that certain fearful situations can activate the reward centre in the brain[7] under specific conditions. Klucken (2009) recommends creating situations for predictable fear, rather than unanticipated fear. When we can anticipate the fearful situation, humans are able to activate the limbic system, allowing us to feel alert and excited without concern over actual threats.

In summary, when framing language of the future, leaders should ensure that their message fulfils the following three requirements:

  1. Widespread and readily available in a number of different formats for employees (e.g. videos, learning journeys, blog posts)
  2. Positive and focused on potential gains for employees
  3. Transparent about next steps and implications on employees’ roles

people-coffee-meeting-team-7096

Renaissance of Work

“Let’s start calling the future of work ‘The Renaissance of Work.’”

As technological ingenuity has grown exponentially prevalent in the workplace, we now need to put a human focus back into work. With technology’s growing potential, leaders are now starting to see the role that humans can play alongside technology. From creating new jobs to manage and regulate technology (e.g. AI ethics engineers) to shifting focus from technical skills to uniquely human skills (e.g. creativity), the human focus is beginning to catch up to the digital boom.

Moving beyond human-machine collaboration, organisations will need to employ social ingenuity to truly thrive in the future of work. Demographic and societal changes, such as longer working lives and shifting family dynamics, requires organisations to reinvent the way we think about work and its role in identity and life. Organisations must begin thinking about what it means to put humans at the centre, understanding what the future landscape of work may look like, and identifying avenues to enable humans to thrive, rather than to be held a victim of the future landscape.

An example of social ingenuity needed now is the concept of retirement. Traditionally, people are recruited into an entry-level position after completing their full-time education. Throughout their careers, they climb up the promotional ladder, making occasional jumps across organisations. This eventually stops as people reach their late 50s or early 60s, as they prepare for retirement. However, as longevity increases, so does people’s desire to lengthen their working lives. While governments play a key role in mandating official retirement age, organisations play an active part in how retirement can be implemented. Too often, employees are offered a binary choice between full-time work or retirement. By doing so, organisations fail to tap into the crystalline intelligence typically held in experienced employees, which refers to the tacit knowledge of how to perform tasks. The renaissance of work calls for a mindset shift in how retirement is perceived, whether it continues to remain as a binary choice, or a flexible combination of work embedded within retirement. If the future of retirement does call for flexibility, what would it look like? These are questions that organisations should begin considering to leverage the skills and potential offered by retiring employees.

By redefining the concept of retirement, organisations can utilise the full potential of their workforce. In turn, employees can also craft the retirement lifestyle that best suits them according to their financial, emotional, and social needs.

As we reach the Renaissance of Work, leaders must put humans back at the forefront of work. Taking a human-focused lens moves beyond thinking about skills or jobs, but considers how to leverage changing human needs to craft a mutually beneficial future of work.

 

If you would like to find out more about Dynamic Workforce Planning, or how you can join Prof. Lynda Gratton’s Future of Work Research Consortium, get in touch with Anna.


[1] State of the Nation 2018-19: Social Mobility in Great Britain

[2] Social Mobility Commission report warns of ‘virtuous’ and ‘vicious’ cycle of adult learning

[3] Introduction: Leading the social enterprise – Reinvent with a human focus

[4] How Americans see automation and the workplace in 7 charts

[5] Kahneman, Daniel, 1934- author. (2011). Thinking, fast and slow. New York :Farrar, Straus and Giroux,

[6] Riddle, Karen (2010). “Always on My Mind: Exploring How Frequent, Recent, and Vivid Television Portrayals Are Used in the Formation of Social Reality Judgments”. Media Psychology. 13 (2): 155–179.

[7] Klucken, T. et al 2009. “Contingency Learning in Human Fear Conditioning Involves the Ventral Striatum.” Human Brain Mapping 30:3636–3644

The Unintended Consequences of Agile Working

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IzzyWebsiteThe advancements in technology, paired with globalisation have promoted a trend towards agile working, with workers free to work at a time and location which suits them. In the changing world of work, there is a growing trend for employees to work flexibly and not be required to be tied to their desks in traditional working patterns, with 70% of people globally working remotely at least once a week [1]. There are multiple organisational benefits to agile working, including increased productivity, autonomy and the promotion of work-life balance for employees.

Recently, Microsoft Japan implemented a 4 day working week to much success. Offering its 2,300 employees a variety of agile working styles, Microsoft Japan launched a pilot programme aiming to increase productivity and morale, with a goal to realise the same results with 20% fewer weekly hours[2]. The results appeared to be highly positive: a 40% rise in productivity, happier workers and a decline in days taken off. However, there are often unintended consequences of agile working which organisations should consider in their approach. The introduction of the shorter week came with the introduction of ‘strict new rules’, with managers being ‘heavy handed’ in their implementation, including employees being fined for taking too long on work-related matters.

Taking these dynamics into consideration, the pressure to output the same amount, or the resulting 40% rise in productivity in Microsoft’s case, in a shorter amount of time could have a detrimental effect upon employees wellbeing and long term efficiency.

Organisations such as Tiggertrap and the Los Angeles Times have also suffered unintended consequences when introducing an unlimited vacation policy. On the face of it, this seems like a positive idea which promotes high levels of rejuvenation, empowerment and autonomy. However, in practice often these policies push people to always be ‘on’ and connected, with a Glassdoor survey showing that 61% of workers admit to working despite being on vacation[3].

In many cases, one of the main disadvantages associated with unlimited vacation policies is that often employees end up taking less time off. Tiggertrap scrapped their unlimited vacation policy after results found that employees had reduced their average number of holiday taken from 28 days to 15. Factors such as unspoken expectations and nobody wanting to be the person who takes the most time off, contribute to spiralling behaviour in which employees take even less holiday than before. Adding to this, the advancement in technology has enabled new ways of working, but has also promoted the growth of an ‘always on’ culture, in which there are potential stresses of constantly being connected to work and never truly switching off.

So, after this reflection of the disadvantages of a more agile approach to working arrangements, why should organisations still consider this strategy as their most future-proofed option?

In the changing world of work, organisations need to adapt their traditional approaches to ways of working in order to attract and retain the best talent. By offering a wider menu of options of working hours, organisations should be able to attract a broader range of people and maintain a stronger talent pipeline. In confronting the unintended consequences, it is crucial that organisations develop policies that will not just allow employees to work flexibly or have time off, but encourage them to do so. If the aim of the policy is to enhance a less frenzied working environment, with reduced burnout and higher productivity, organisations need to tackle the culture in which these policies sit and support individual behaviour that does not promote employees to be ‘always on’ and constantly connected. To approach this, organisations could benefit from considering a more tailored approach, aiming to promote a culture which empowers their employees ‘to communicate when they need time to disconnect’, rather than rolling out a one-size-fits-all policy[4].


[1] https://www.cnbc.com/2018/05/30/70-percent-of-people-globally-work-remotely-at-least-once-a-week-iwg-study.html

2 Kelly, J. (2019). Microsoft Japan Launched A Four-Day Workweek To Much Success: Is This The Key To Attracting Talent In The Tight U.S. Job Market?. [online] Forbes.com. Available at: https://www.forbes.com/sites/jackkelly/2019/11/05/microsoft-japan-launched-a-four-day-week-work-to-much-success-is-this-the-answer-to-attract-talent-in-the-tight-us-job-market/#4863cf6759ff  [Accessed 21 Nov. 2019].

3 Unlimited Vacation Time Policy (2016), Hot Spots Movement. Available at: http://hotspotscdn.blob.core.windows.net/files/1247/unlimited-vacation-time-case-study-160915.pdf [Accessed 21st. Nov. 2019]

4 Future of HR Report (2016), Hot Spots Movement, Available at http://hotspotscdn.blob.core.windows.net/files/1267/future-of-hr-report-final.pdf

The Power of Purpose in Finance

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0Historically, Trust in finance was viewed as fundamental and underpinned the banking industry from its outset – in fact, the word ‘credit’ is derived from the Latin word for ‘trust’.

In more recent times however, the 2008 financial crisis prompted a swathe of mistrust to sweep the financial sector; bonuses had grown bigger and bigger as transparency dwindled and significant regulatory steps had to be taken in an attempt to rebuild faith in the sector.

The poet Robert Frost summed up the sentiment towards financial services institutions; “A bank is a place where they lend you an umbrella in fair weather and ask for it back again when it begins to rain.”1 This is echoed in the 2019 Edelman Trust Barometer which, despite showing a gradual increase in trust over the past five years, highlights Financial Services as the least trusted of the industry sectors2.

There are a number of factors contributing to this view, one of which being the widely reported sums of bankers’ bonuses. Such reports are instrumental in the view that there is no greater Purpose in financial services than profit.

However, this all-consuming focus on profit hasn’t always been the driver of financial institutions. A British economist has highlighted that, “For nearly all of its 2,000-year history, the corporation has combined a public purpose with its commercial activities. It is only over the last 60 years that the idea that profit is the only purpose of business has emerged.”This quest for ever increasing financial gains is not a Purpose which inspires trust, nor does it sit well with the regulators.

Time to make a change?

Banking culture is under increased scrutiny by the FCA, whose approach now has a greater focus on culture and governance – as is highlighted in our recent white paper at HSM, which uncovers this in more detail. ‘Purpose’ has been highlighted as one of the four key drivers of culture and behaviour which firms can identify and proactively influence.4 In his outgoing speech as Chief Executive of the FCA, Andrew Bailey emphasised the importance of culture in driving more ethical behaviour: “culture is about encouraging and incentivising good things, not just stopping bad things from happening.”5

Action needs to be taken by many firms in light of these new conditions, to consider and clarify the wider Purpose and to enable the associated values and behaviours to permeate the sector. There is an opportunity to use this moment to more broadly transform the social impact of financial institutions and not merely allow these considerations to become a tick-box exercise. 

Adopting a more Purposeful approach

A clear Purpose not only highlights the aims and direction of a firm, but also earns greater understanding and trust from the public. A number of financial institutions have considered their Purpose and taken a more holistic view of their aims and responsibilities for customers, employees and society. They are driving real mindset shifts in their approach to everyday tasks, building a customer centric approach where employees at all levels embody the traits and behaviours of the shared goals, ultimately helping to achieve the progression and betterment of society. 

However, we can’t just forget the financial targets; firms need to flourish to be able to achieve their goals. However, financial gain should no longer be the sole objective. Indeed, impact of Purpose is profound and a clear link can be drawn between it and performance, with firms demonstrating a deeply ingrained Purpose correlating strongly with ten-year shareholder returns.6 

Financial Institutions have the ability to play a significant part in the inclusion, growth and enrichment of society; but this has to be reflected in their Purpose. It may just be that the power of Purpose could be the catalyst for rebuilding trust, better businesses and a more sustainable society.

I’d love to hear more about your experiences of the power of Purpose. If you would like to have a discussion, please get in touch with me at oliver@hotspotsmovement.com


 1. Oxford Reference

2.2019 Edelman Trust Barometer

3. OUP Blog, Colin Mayer

4.FCA Transforming Culture in Financial Services, FCA Approach to Supervision

5. Transforming culture in financial services conference, Andrew Bailey

6.Purpose with the Power to Transform your Organisation, BCG

The ‘Extra-Human’ Competitive Edge

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naderIn the age of artificial intelligence (AI), machine learning (ML), analytics and robotics, it has become difficult to imagine the world prior to our current technology, and even more difficult to foresee what the future will bring. Perhaps the most daunting image of all is humanoids – robots that use AI to learn from human behaviour, mimic it, and even use it to react and innovate through ML. In fact, the future of technology’s intervention in the workplace is closer than one would assume. Sophia, a humanoid who can express feelings and compose facial expressions, was the first robot to become a citizen by order of the United Nations and to be granted citizenship by a country – Saudi Arabia.[1] The notion of a robot workforce, therefore, is not far from possible.

Where does the human workforce fit in at a time of AI- and robotics-dominance?

There are a couple of points to keep in mind when it comes to automation, though. The term automation does not merely refer to robots taking people’s jobs. The term entails all the aforementioned technologies that have become available for integration in present and future workplaces. Consequently, what would normally be considered mundane tasks will be assigned to machines as the human workforce shifts to tasks that rely more on the human element. The part organisations can play in this world, a world of machines and automation, therefore, will be to empower their workforce with the tools and job design that eases this skill transition. Hot Spots Movement’s research on automation presents insights into how organisations can prepare for a seamless transition into this new world. It also introduces organisations to the kind of training needed to empower workers in a manner that improves their chances of thriving in an automated environment. Therefore, aside from the aforementioned soft skills, technical skills can and will be attained, but that will require the human skills of perseverance and dedication.

Hot Spots Movement’s reports on digital transformation and shifting cultures delve deeper into the world of work as innovative technology becomes an inescapable part of how the workplace operates. The world is heading to a point where the niche skill of the human workforce will be our ability to be human. The skills that make us human, particularly skills such as emotional intelligence, empathy, listening, and judgment, will play a key role in giving us a competitive advantage. These skills, the key ingredients in defining our interpersonal skills as human beings, will be our most employable asset. This development means a shift in the mindset governing our perception of how human beings contribute to the workforce. It entails upskilling and reskilling. Employers will have to rethink their training strategies to incorporate automation, diversify learning opportunities for knowledge employees and lower-skilled workers, and guarantee a learning curve that allows all workers to attain their goals in alignment with the goals of the organisation as a whole. Employees, on the other hand, will have to leverage the skills that make them human; they will have to be, in some sense, ultra-human. Thus, the true competitive advantage of the human workforce will be in utilising as much of those capacities that differentiate human beings from machines as possible.

A note of caution

People will need to ask the right people for assistance in making these transitions and empowering the workforce where needed. The Netflix fans out there may remember the ‘Love, Death and Robots’ episode, ‘When the Yoghurt Took Over’. To those of you who don’t, the animated episode witnesses a genetically enhanced yoghurt discovering the solutions to all the problems in our world. In a meeting with a world leader, the yoghurt offers solutions which would eradicate all economic burdens in a year if followed precisely and bring chaos if they’re not. Unsurprisingly, the world leaders’ closeness to the problem leads to their failure in following the yoghurt’s formula, which brings the world to chaos. Similarly, change, when introduced from within, could struggle with the inherent biases that limit an organisation’s capacity to effectively move forward with the change. In those cases, all those organisations need, really, is their own yoghurt.

If reading this has given you some thought on how your organisation could – or should – be preparing for the world of work, Hot Spots Movement could be the “yoghurt” you’re looking for. Drop me an email at nader@hotspotsmovement.com if you’re interested in discussing how you can adapt digital developments to your people strategy in support of your corporate identity.


[1] Dang, Sanjit Singh (Feb 25, 2019). Artificial Intelligence in Humanoid Robots. Forbes.

[2] Gratton, Lynda (Fall 2019). Pioneering Approaches to Re-skilling and Upskilling. MIT Sloan Management Review, Fall 2019 Edition

Organisational Wellbeing: Questions for Personal Reflection

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naderOn the occasion of Mental Health Awareness Day, 10th October, I thought it prudent to shed light on one of the key contributors to mental health: the workplace.

On average, we spend at least a quarter of our weekly hours at work. Our work environment, irrespective of whether we enjoy it or not, inevitably becomes a second home that, at times, demands more responsibilities from us than our first home. Unfortunately, seldom do we actually discuss mental health in general, let alone in the workplace.

To address organisational wellbeing, I’m sharing my own approach to ensuring that I remain mentally healthy. If you have any additional points, do feel free to share in the comments.

  1. Am I treated the way I want to be treated?

More often than not, organisational bullying is not discussed. In many ways, organisational bullying is similar to our general definition of bullying, which includes being harassed, being talked down to, and being laughed at. However, organisational bullying also manifests in other forms that are often disregarded. Being left out intentionally, being yelled at or called a name, or being embarrassed through sexual humour, is workplace bullying. We seem to often let go of whatever upsets us at work because of lesser expectations towards how we should be treated, perhaps because of the financial reliance on our jobs that prevents us from setting the bar any higher.

If you feel uncomfortable in your place of work, tell someone. It could be your manager, your co-workers, HR, or any authority that could play a role in resolving your problem. If you don’t feel safe speaking to anyone in the office, reach out to your network for support. Bottling up your problems means neglecting your mental wellbeing. Just talking about it – having a conversation with someone you trust – could make a significant difference in how you feel.

  1. Are my expectations realistic?

We all want to be healthy, wealthy, successful and loved. It’s the human condition. But you should also ask yourself: is everything that I’m doing making me happy? Which parts of my day bring me the most joy, and which parts don’t? How can I rearrange my priorities so that I can achieve my goals without affecting my mental state?

Give yourself time to rest, to breathe. We stress ourselves out with constant replies to emails and calls in what has become a seemingly 24/7 workweek because of how well-connected we are. Find a time to stop using your phone and allow yourself to indulge in a chocolate bar or the newest Netflix special if that makes you happy. Essentially, allow yourself those simple joys that we often lose sight of as we progress in our careers and neglect our wellbeing. And remember, in some way, a considerable portion of the stress we suffer from is caused by our own expectations.

  1. What’s the perspective I choose for myself today?

Have you ever had a terrible week? I’m not talking about a bad morning, but a bad week overall. By Friday, you walk into work and you’re so tired and done that you just want to go back home and crawl back into bed. I think most of us have been there at least once. What is the perspective from which you choose to see your day? I walked into the office this morning having gone through a tough series of unfortunate events within a few hours. As I described my morning to my manager, she smiled and said, “At least it can only get better from this point!” Create a constant mental, or physical, reminder that it can only get better from your worst workplace experiences and watch your day get better. You messed up a presentation? Your next presentation will be better because you learned at least one thing from this one. You said the wrong thing in a meeting? You will be careful with your words in the next meeting. This approach to restructuring our perception of our experiences needs practice, but we have to start somewhere.

This blog in no way attempts to overshadow serious mental health issues that affect more people in the population than we even recognise. It merely aims to give some perspective to those whose workplace experience may be bringing them down, which inevitably affects their performance and job satisfaction. I hope that reading this gave you a slightly new perspective in the very least, and I hope you utilise that perspective in achieving the shift towards mental serenity.

If you’d like to learn more about organisational health and wellbeing, stay tuned for Hot Spots Movement’s Masterclass in February 2020.


[1] Beheshti, Naz. (2019). Stigma About Mental Health Issues in the Workplace Exists: Here’s What Companies Can Do About It. Forbes.

[2] Myers, Chris (2017). How to Avoid Self-Induced Stress and Decision Fatigue in Business. Forbes.

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