To be successful, organizations must put people at the center, humanizing the work experience and giving meaning to work.
As organizations face the challenge of operating in new ways in an ever-changing social and economic climate, it is becoming increasingly clear that people are the most important asset of the company. In fact, the experience of the COVID-19 pandemic has confirmed it: the value of personal commitment, the sense of belonging and the sense of purpose of the collaborators are irreplaceable.
But, even before the pandemic changed our daily lives, many companies already recognized the importance of the work environment as a promoter of positive experiences and of an organizational culture capable of satisfying our deepest human needs: to feel valued, respected and empowered by what we are and what we do.
According to Jacob Morgan, author of the book The Employee Experience Advantage1, the employee experience is mediated 40% by organizational culture, followed by the physical environment and technology with 30% each. Culture, therefore, is the main factor in creating a positive and rewarding work experience that influences both productivity and the health and well-being of employees.
But the truth is that the experience is determined by each interaction that employees have with the organization, from the first to the last contact. It covers a variety of aspects that range from day to day in the office, services, flexibility, benefits and the organizational climate that the company offers, to some comfort details so important for the well-being of workers such as temperature and indoor air quality, ergonomics, furniture, aesthetics, and workplace comfort.
Build the experience
The way in which we perceive the work environment is shaped by a complex web of moments, interactions and experiences that extends beyond the physical space and working hours.
The most successful experiences are those that are in harmony with our personal needs, supporting our activities, enriching the day to day and generating satisfaction and commitment. However, according to an Employee Engagement study published by Gallup, only 27% of employees in Latin America are committed to their work2. This means that it is urgent to take active measures to improve the experience of workers.
For this, it is necessary to analyze what the true requirements of the workforce are and act on the factors that shape that experience: the creation and development of productive social connections and relationships mediated by organizational culture, design, and forms of use of the physical space and the technologies used to carry out the tasks:
→ Organizational culture. Experience in the workplace is strongly influenced by both people’s behavior and management decisions. Culture determines how work is done, how employees relate to each other and what are their possibilities for personal and professional development. Encouraging social interaction tends to encourage collaboration and benefits the creation of a strong community, free from toxic behaviors. But if the culture is fear-based or overly vertical, employees may have a lack of confidence and difficulties in openly collaborating with their colleagues.
→ Physical space. The workspace must be a true reflection of the culture and must guarantee everyone the possibility of choosing the best space to work based on their interactions and personal needs: concentration, collaboration, learning and socialization. Offering a variety of options for how and where to work provides a greater sense of control, contributes to empowerment, and creates a positive experience.
Environmental factors such as lighting, temperature, noise, ventilation, etc. must also be considered in order to improve employee well-being and satisfaction.
→ Technology. As the workplace evolves beyond the physical space to the digital realm, the role of technology becomes increasingly relevant in the employee experience. Today, both experiences are intermingled until they become almost indistinguishable.
To achieve an effective design of the technological experience, it is essential to know the needs of the collaborators; Only in this way can we provide personalized tools and relevant content throughout all your contact points and interactions with the company, supporting your activities and enriching your day-to-day life. A fresh and exciting experience attracts the best professionals and keeps them engaged and productive.
From experience to purpose
The new generations of workers expect much more than a good salary. Once their basic needs are met, other factors such as workplace experience appear to be more important in building engagement and loyalty.
An important component of the employee experience is being able to see the impact and understand the overall purpose of each employee’s work within the organization. Because the truth is that an office is much more than the place where we go to work; it is, above all, a vital environment where much of our life spends. To feel truly whole and be willing to do our best, we need to find meaning, a purpose in what we do.
The sense of purpose encompasses three fundamental elements:
– Feeling connected to something bigger than yourself.
– Know that the work we do is important.
– Understand how our work affects the lives of other people, not only the results of the organization.
To develop this sense of purpose, it is necessary to promote an organizational culture that recognizes and values each person for their unique contributions and capabilities. When work is aligned with personal aspirations, people give their best effort.
But for workers to get involved, this purpose must be shared by everyone in the organization. A shared purpose is a strong principle for building a community based on collaboration, engagement, and trust that not only fosters innovation and agility, but also efficiency and productivity. But this purpose should not be set in stone: it must be continually redefined as businesses and customers evolve, with the active participation of employees as members of a community committed to a collective purpose.
The people at the center
People are the most important asset of a company. Without a committed and motivated workforce, you cannot innovate, compete, be efficient, or have the flexibility to meet the challenges of an increasingly unpredictable future. To have this competitive advantage takes much more than minimal cooperation and mere employee compliance. It takes the dedication and commitment that only knowing that we are working for something that is truly worthwhile gives us. You need a sense of purpose.
While the future of work is uncertain, one thing is clear: for an organization to survive and be successful, people must be at the center. Placing people at the center humanizes the work experience and work takes on meaning. The more meaningful the work, the more people and the organization will benefit.
References:
1 MORGAN, J. (2017): “The Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate”.
2 GALLUP (2018): “State of the Global Workplace”.
