We spoke to Raj Jones, Head of Diversity Equity and Inclusion at Sodexo, and John (name changed), Global Head of DEI in the retail sector. Thank you both for sharing your thinking so openly with us.

Inclusion: the action or state of including or of being included within a group or structure
Included: contained as part of something
(Oxford Dictionary definitions)

But what does it really mean to be included?

“Inclusion is about being able to be your authentic self, not feeling you have to put on an act to fit in; people care enough to make you feel welcome and want to take the time to get to know you and what you value. It’s also knowing that you are listened to and taken seriously.” Raj

“Everyone can be heard in a team environment and their opinion is taken on board when decisions are made. Inclusion feels safe, and that your voice, contributions and actions don’t come with judgement or consequences. Inclusion is the freedom to have good days and bad ones.” John

Think it over for a moment… what would your definition of inclusion be?

Why is inclusion so important?

We need to feel included.

What’s magical about the human race is despite there being eight billion of us – there are no two people the same – we all have our unique code. We each have our own experiences that shape our ideas, impact how we feel, think, view the world. Yet, despite this difference, we seem hard wired with a need to fit in, to feel similar, to find ‘people like us’.

When you meet someone new, you ask questions about them. Where are you from? What do you do? You search for the familiar ground… a place you both love to travel to, a mutual friend, a team you both support. Something to help form the basis of a connection, because when we feel understood by others who ‘get us’ we tend to feel most at ease. Conversely, and referred to as implicit bias, we have a tendency to be suspicious of people we perceive as strangers or to be “not like us”. The origins of this may be rooted early in our ancestry, when we competed against each other for precious resources like food and water. Now, we look for the similarities in people as familiarity gives us feelings of comfort and safety. 

In addition, from an early age, perhaps at school, we’ve known what’s it’s felt like to be included in something or left out. We become increasingly aware of groups that come together for different reasons and we gradually form our own stories around why we may or not have been picked or chosen to join them. We all have these stories. It’s part of life and growing up – we learn we can’t be everything to everyone – some people we don’t gel with. Some won’t like us or choose us, nor we them. So, over time, in our wider lives, we refine our choices; we can find our tribe and feel like we belong. When it comes to work, though, things get more complex. People’s opportunities to choose may be more constrained, so if we are to feel included, employers must create cultures that foster a sense of belongingness.

What happens when we don’t feel included at work?

Maslow includes ‘belonging’ among our ‘deficiency needs’; if these ‘D-needs’ are not met, we may feel more anxious or tense. There may be an impact on our wellness and therefore on our performance when we don’t feel included, no matter what level we are at in the organisation.

“As I’ve got more senior in my career, I certainly struggled with feeling that I belonged in working environments where diverse ethnic representation drops off and so I don’t have those role models, people that look like me. Feeling like you have to make a conscious effort to fit in and not having the psychological safety to speak out – it’s exhausting. It can foster imposter syndrome. When we don’t feel included, it can massively impact on our physical and mental wellbeing.” Raj

And when we do?

“Then everyone understands that everyone has their individual journey to employment in the workplace. They listen to each other and don’t make assumptions based on gender, race, ability, sexuality or gender identity. They will get to know each other as individuals and understand each other’s skills, how to get the best out of each other, and how to manage the not-so-great days together. Hopefully, workplaces with good inclusion will see better results as people will feel heard.” John

How can we foster inclusion in the workplace?

The starting point for creating an inclusive environment* is being clear about who is welcome, how diverse you ideally would like that group to be, and how you will ensure that all those people will feel part of ‘your gang’.

How will you attract and select them?
Ensure the best possible fit; demonstrate your Values*, showcase your role-models, help people select themselves in or out. The messages and actions you show when recruiting will determine your ability to attract a diverse talent pool. Given two work opportunities that appear broadly equal in material ways, the deciding factor for the applicant may be how familiar or comfortable they feel with the people they meet during the recruitment process. Remember, people are attracted to people like them. If they don’t meet people like them or, at least, sense that your team ‘gets them’ and values them in their diversity, they most likely won’t want to join you.

Once on board, how will you keep them?
The reality of your organisational culture and employee experience must absolutely mirror the experience you create through the recruitment process. Nothing can be only for show. If you don’t follow through on ‘the promise’, your diverse talent pool will likely disperse… people won’t feel they belong and they won’t stick around.

“As a business, be clear that inclusion is just as important as health and safety or hitting financial targets. It should be in business plans as a strategic priority and embedded in all people processes – attraction, selection, on-boarding, development, progression, talent management, off-boarding. Fostering inclusion allows organisations to fully reap the benefits of a diverse workforce. Diversity in itself is not enough; organisations may have achieved diverse representation but if the behaviours are poor people won’t feel they belong, can’t thrive, and therefore will not achieve their full potential and will likely leave.” Raj

Everyone is responsible

“Don’t put the burden on the under-represented groups to educate you; take charge of your own learning – e.g. join an employee network, do some volunteer work, read, follow thought leaders on social media etc. Listen – “We Don’t See Things As They Are, We See Them As We Are” – people’s lived experiences will vary vastly; take time to have these conversations and broaden your horizons.” Raj

“Use your Employee Opinion Surveys to hear from your people about inclusion and build change together. Remember, inclusion is everyone’s responsibility, and we all play a part in forming the environment we want to be a part of.” John

“We all have privileges, some more than others. Think about how we can use these to help, e.g. through mentoring and sponsorship, or by calling out inappropriate behaviour.” Raj

We can help ourselves, too

“What has made a difference is building a network of close confidantes that champion me and the work I do. Knowing you have a ‘trusted few’ makes a huge difference.” Raj

Consistent action becomes your culture

“Create a constant drumbeat of activity where people at all levels are talking about inclusion. It allows for richer conversations, and we all learn and grow, creating a more caring, fairer and equitable society. We do business in a good and purposeful way impacting the whole eco-system.” Raj

Role-model the behaviours that support inclusion. Make sure your policies and processes reflect them. Highlight them in your performance management and your KPIs. Talk about them. Celebrate them. Embed them. Eventually what you do will become who you are – an inclusive environment – everyone in your organisation, collectively, moving as one to the same rhythm.

Whatever your DEI challenge, talk to us. Experts in Employee Experience, we can help.

*Included in our report Generation Z What They Want from Work (2022) are six questions to help you shape your Gen Z strategy. ‘How do you create a truly inclusive environment?’ is the fifth of these. The full report is free to download here. Or read our blog posts ‘How do you stand for something as an organisation?’ which tackled the first of the six questions, and  ‘How do you drive a culture based on Values?’ which considered the third.

justinejames@talentsmoothie.com
www.talentsmoothie.com

The post How do you create a truly inclusive environment? appeared first on talentsmoothie.com.

So, you have your company Values – but now what?

How do you use your Values to drive an amazing company culture*?

If your Values are going to take hold in your organisation, they must be woven into all your people processes. It’s not enough to launch them at an ‘all hands call’ or create glossy videos and marketing materials. The value of Values isn’t that they’re represented by styled icons, look good on your website or in a document, or can be recited by rote. Their real value is that they guide the behaviours that set how you do business apart from others.

Here’s how to maximise the value of your Values, in five steps:

Step 1. Create a framework of behaviours that support your Values

Let’s kick off with an example value, Innovation.

What springs to mind when you see the value, Innovation? Being forward thinking. Looking for fresh ways to do things. Breaking new ground… These are good general ideas, but what is really important is to clearly define what you mean by Innovation in your organisation and give guidance (a framework) around the specific behaviours you expect to see. Behaviours such as being curious and open minded when problem solving, proactively staying up to date on new developments, or being flexible, adaptable and open to change.

Setting reasonable expectations for all your people across all levels of leadership – whether they are leading themself as a single contributor, leading a team directly or leading through others at a more senior leadership level – is essential.

Sharing examples of what the desired behaviours look like in practice is also important because it helps people to understand them further. In support of Innovation, you might want to encourage people to regularly talk to a colleague from a different area of the business, so they better understand others’ perspectives and become more open to alternative solutions.

Step 2. Weave your Values into everything

Look at the processes and interactions across the candidate and employee lifecycle where the desired behaviours need to be very present. For your Values to positively support your employer reputation they must be authentic – you must be consistent in what you do internally and what you say externally.

Start with your recruitment and selection process. Candidates deserve to know what’s expected of them when they join and whether their personal values align. You want people that can live with your expectations. You don’t want those that can’t. Be open about your Values from the outset and talk about them during your selection process – use a values-led interview.

Reiterate your Values and expectations with new employees during on-boarding. Measure how effectively they are being lived through your performance management process. Support their consistency through development opportunities. Demonstrate their importance through your performance process and reward and celebrate their impact with individuals and teams.

From the first interview to the last day of work, employees should be reminded about how the Values form the basis for every decision that is made, whether it’s a popular decision or not.

Step 3. Own your Values

Who owns your Values?

Everyone!

There are numerous methodologies proposed (and arguments put forward) about the best way to develop Values. They might have been created top down, bottom up or a via a mix of both. But – once you’ve agreed them – they are everyone’s to own. And everyone’s to call out.

If one of your Values is Transparency or Authenticity, then the expectation must be that anyone should be able to call out moments when any Value isn’t being role modelled – whoever they may be in the organisation. That’s the tough part. You have to be prepared to be called to account and to respond to criticism, if you are to be taken seriously, otherwise it’s better not to have Values in the first instance.

Coming up with Values and sticking to them requires real strength. They can cause pain and tough conversations, but assuming you’ve chosen the right Values for your organisation, they are there as a force for good and are your guide to ensure the right decisions are made for the benefit of your business and your customers, suppliers, partners and employees.

Step 4. Tell your story in the language of your Values

Make your Values part of your everyday language. Connect your successes and smaller day-to-day triumphs to them – where it’s authentic to do so – then communicate your Values-infused stories to everyone, internally and externally.

Remind people of the impact that living your Values brings to the business, departments, teams and individuals. Celebrate and reward those who demonstrate your Values, through awards at company gatherings and regular team meetings. Create stories around what was done, what was involved, and which Values were demonstrated. Involve people across functions, departments and teams, at all levels of seniority.

Tell stories that join you together through your Values.

Step 5. Stand by your Values

It’s vital to be clear about what isn’t acceptable as well as what is. It’s easy to praise success, but it’s equally important to act on behaviours that are not what you want. It can take real guts to stand by your Values, because it can mean making unpopular decisions. It can be uncomfortable and challenging to call out senior colleagues who are not walking the talk. But, it’s necessary.

Take the war in Ukraine. Businesses that didn’t pull their operations out of Russia quickly enough were called out by their customers and employees for not doing the right thing. In some cases, they were specially rebuked for not living their Values. These organisations ran the risk of perceived inauthenticity, and the pressure led to many being forced to close their operations. For businesses who did act fast, their employees and customers have witnessed what it means, in practice, to stand by your Values. Although profitability may have been affected in the short term, authentic behaviour has preserved reputation.

Employees, consumers and clients are ever more intolerant of inauthenticity. Constant vigilance is needed to ensure right action is taken. 

How talentsmoothie can help

We invite you to read about our recent work at Pulsant –  identifying, articulating and designing the Values and Employee Value Proposition (EVP) right for Pulsant employees and clients, and implementing them across all areas of the business.

“Throughout the process, the team provided strategic and hands-on support, as well as ‘heavy lifting’ and quality input to all touch points of the project. Our Values are now at the heart of all that we do and visible in every aspect of life at Pulsant. Talentsmoothie is a much-valued Partner in our People agenda.” Angela Paterson — Head of Talent, Pulsant

Click HERE to read our Case Study: Values and EVP at Pulsant

Whatever your Values challenge, talk to us. We can help.

*Included in our report Generation Z What They Want from Work (2022) are six questions to help you shape your Gen Z strategy. ‘How do you drive a culture based on Values?’ is the third of these. The full report is free to download here. Or read our blog post ‘How do you stand for something as an organisation?’ which tackled the first of the six questions.

justinejames@talentsmoothie.com
www.talentsmoothie.com

The post How do you drive a culture based on Values? appeared first on talentsmoothie.com.

We’ve just added a new Values and EVP Case Study to our website, with thanks to our client, Pulsant, for allowing us to share their story.

It’s exciting because this Values-led Pulsant—talentsmoothie project was born directly out of the pandemic and its impact on people. How have organisations responded, in practice, to unexpected shifts in their employees’ attitudes and behaviours?

This is your chance to find out.

A people-led opportunity

Pulsant experienced something very positive in the hiatus of the pandemic… and they asked talentsmoothie to help them capitalise on it.

Pulsant had noticed how their employees really came together to support each other through such a challenging period. Their leaders wanted to harness this spirit of ‘togetherness’ to create an aspirational employee experience and make Pulsant an even better place to work. 

A Values and EVP project

The project had the ideal starting point; the whole Leadership team was fully supportive and bought into the importance of putting people first. Our original brief was to look at the Pulsant Values and update them to be fit for purpose in the context of the new world of work; we were asked to marry these with a fresh articulation of their Employee Value Proposition (EVP) – the work environment that enables them to thrive and deliver their best for their customers, employees and suppliers.

A lasting relationship

We developed a great working relationship with the Pulsant team. From the initial ‘post-pandemic’ Values-led project, our role has become one of a longer-term trusted advisor. We continue to work with Pulsant to make sure they embed the Values across all aspects of the employee lifecycle which is the only way to effect lasting behavioural and cultural change.

A ‘People First’ journey

This is a really good example of how unexpected adversity can bring about inspiring Values-led transformation, if an organisation is alert, ‘listening’ to their people, and willing to draw on the expert support they need to make the right changes and make them last. We are delighted to be a part of Pulsant’s continuing ‘People First’ journey.

Find out more:

And, when you sense the time is right to review your organisation’s Values and EVP, talk to us. We can help.

justinejames@talentsmoothie.com
www.talentsmoothie.com

The post Creating a great Values-led workplace culture at Pulsant appeared first on talentsmoothie.com.

It’s time to stand for something*

In 2020, change happened. Yes, we were hit with the start of a global pandemic, but there was more… we experienced what seemed like a seismic shift in social activism. It was as if many of us woke up.

We started to take more notice of what was going on beyond our own worlds, perhaps because we were all at home, looking out, as events asked us to hold the mirror up to bias and inequities. We watched and engaged through our devices, or even broke Covid rules and took to the streets. We witnessed the change unfold in real time and we felt part of it. Somehow, despite the pandemic pushing us into isolation, we felt more connected to and concerned about the issues. 

What transpired from a business perspective was remarkable. People didn’t just react to tragedies, such as George Floyd’s death, from a personal perspective; they looked for and expected support from their employers – in another big shift.

Organisations were caught off guard, not knowing how to respond to being expected to make a stand, and were called out by employees when they didn’t.

Our latest Generation Z research suggests this isn’t a passing phase. Gen Zs want to work for businesses that are ethical and whose values align with their own. 80% of respondents said it’s important (Important and Very Important) that the organisation STANDS FOR SOMETHING and cares about the same things as they do. You might think, ‘This is nothing new, haven’t we always wanted this?!’ The difference now is it’s become a non-negotiable, a number one priority, whereas it’s previously been further down the list of what’s important.

“The company would need to have a good moral compass, so wouldn’t be doing anything that would support or help unethical practices or organisations. They would need to be, as a minimum, using green and renewable energy sources, and it would be great if they were actively doing something about the climate crisis.” Gen Z What They Want from Work, talentsmoothie 2022

Consumers are also on the same page. 52% of respondents to a Ford survey (Looking further with Ford: 2020 Trends) say that, beyond price and quality, they are attracted to brands that stand for something bigger than the products and services they sell, something which aligns with their own personal values. We are increasingly looking to businesses to respond to and solve social issues – never more than now. For example, related to the war in Ukraine, companies have come under extreme pressure to ‘do the right thing’ and pull out of Russia, facing backlash when they’ve delayed. Many consumers, if they are in a position to choose, will simply no longer buy from businesses whose stances on ethics, sustainability, inclusivity or fair treatment of employees (to name only a few) do not stand up to scrutiny.

Does your business take a clear view on or have a natural leaning towards a social cause? If the answer is ‘No’, now is the time to turn that into a confident ‘Yes’. It will help you become more competitive in attracting consumers of the products and services you offer as well as great employees. Here are our talentsmoothie thoughts on how to develop a strategy that enables your business to stand for something:

1. Start with your values

To be able to authentically stand for something, you have to be clear about your values. Are they meaningful both for the business and your employees? Do they help drive the right organisational culture? Have they become outdated or require a rethink? Then, once you’ve established them, you need to articulate them clearly and action them daily.

Values are your guide. Take Adidas, whose stated attitude (reflecting values) is, “Impossible is nothing” and “We are rebellious optimists driven by action to shape a future together and we see the world with possibilities where others see only the impossible”. This is clarity that can live and breathe in products, services, consumers, and at every level throughout the organisation.

When integrated fully and woven into all areas of your people strategy and ways of doing things, from attraction and selection through to exit, your values create the environment you need, both for a great Employee Experience and for your business to thrive.

2. Align with a cause

Link your values with what’s important to your business and your people; brainstorm the cause or causes you want to stand behind. You can’t stand for everything.

Get employee input. Get customer input. What do they CARE about? 

Establish your What, Why and Who: What will genuinely make a difference in your community, locally and further afield? Why will this work for your brand and your values? Who will it support? Then decide what your organisation’s unique, positive contribution is going to be – and what you are going to do about it.

Once you know the core issue or issues you support (and those that you don’t support), you can develop goals and Key Performance Indicators (KPIs) around them. Create a clear narrative around cause and action – write (or re-write) your purpose and/or mission statement so that everyone can instantly know what you stand for.

Continuing the Adidas example, their stated purpose is “Through sport we have the power to change lives” with the subtext “We will always strive to expand the limits of human possibilities, to include and unite people in sport, and to create a more sustainable world.” Their mission statement sits alongside this “To be the best sports brand in the world”.

And as further food for thought… could you actively stand against something? Patagonia is a brand known for taking this approach over the years, challenging excessive consumption as part of its mission “We’re in business to save our home planet”. Consider whether a bold stance of that kind could fit better with your Why.

3. Be active – create a movement

If you really mean what you say you stand for and it is reflected in everything you do, you are on track to create a movement around your cause. It doesn’t have to be on a huge scale – you can make the difference you choose. Or aim high but start small and encourage others to help you grow.

Salesforce’s approach was to think big, educate, and invite people to join them on their journey. In January 2020, they announced a company goal to support and mobilise the conservation, restoration, and growth of 100 million trees by the end of 2030. They are on track – at time of writing they’ve planted 43,797,243 trees. Their website trees.saleforce.com leads with a tracker so you can see what’s been achieved and gives a range of ways, like becoming a “tree champion”, that you can get involved and be a part of the change. It’s a giant goal but through connecting with like-minds and creating a movement, everyone is invited to join in. They are a founding partner of 1t.org (“a platform for the trillion trees community”). Their other environmental projects reflect their sustainability priorities, and their product ‘Net Zero Cloud’ empowers both Salesforce and their customers “with a complete, actionable view of their carbon emissions data”. Their 2021 Sustainability Action Plan is published on their website for all to read and learn from.

Strive to be educational. The most interesting movements start by identifying a problem and helping us see what we can do about it. The outcome isn’t just about selling; it also gives back to the consumer in terms of new knowledge, including about what they can do.

Create employee and consumer experiences that support your cause and show the world that impact can be made one step at a time. Encourage people to follow you and engage with your cause – start a discussion, respond appropriately to external events, build a community around what you stand for, and keep communicating it clearly.

People want to see more action and fewer empty promises. In 2020 Nike flipped its tagline “Just do it” into “For once, don’t do it. Don’t pretend there’s not a problem in America. Don’t turn your back on racism.” And recognising that words alone don’t cut it, Nike’s Chief Executive, John Donahue, wrote to all employees recognising the need to “put our own house in order” and pledging 40 million dollars over four years to support the Black community in the USA. (https://www.cnbc.com/2020/06/05/nike-ceo-note-to-workers-on-racism-must-get-our-own-house-in-order.html for the full letter) When it comes to how you state and live your values, purpose and mission, any hint of inauthenticity or opportunism can have a negative impact on your business. Be genuine in your choices and follow through on them, in practice, with sincere, consistent action.

How talentsmoothie can help

Whatever stage you’re at in this process, we bring the pragmatism, experience and expertise to guide you. Whether you need to review your values, establish new ones, or more consistently embed those you’ve already identified, we can help. We know how to integrate all aspects of the work needed so you can clarify, communicate and act on your purpose, mission and the things you care about. With our support, grow your confidence to boldly STAND FOR SOMETHING.

Talk to us!

*Included in our report Generation Z What They Want from Work (2022) are six questions to help you shape your Gen Z strategy. ‘How do you STAND FOR SOMETHING as an organisation?’ is the first of these. The full report is free to download here.

justinejames@talentsmoothie.com
www.talentsmoothie.com

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Our latest Gen Z intel is here.

At talentsmoothie, we’re celebrating! It’s our 15th birthday this month.

So, it feels like the perfect time to share our brand new, ‘hot off the press’ generational insights. We’ve just published our latest research report containing what you need to know to attract and retain Gen Z talent. We think you’ll want to read it:

Generation Z What They Want from Work (2022)

• Gen Z is the generation shaping the workplaces of the future and is already close to accounting for a fifth of our global workforce.
• Gen Z’s preferences have been influenced by the pandemic and are changing.
• Gen Z’s adoption of new ways of working rubs off on and influences the attitudes of older generations; their views affect us all.

We sought the opinions of nearly 500 Gen Zs, via a combination of Survey and Interview, pre- and post-pandemic. Our report reveals Gen Z’s changing preferences, and concludes (on page 15) with six important questions that businesses MUST be able to answer if they want to attract, motivate and inspire Gen Z now and into the future.

The report is free to download, just click the button below to receive it:

Talentsmoothie was founded with a commitment to understanding different people’s perspectives – what’s important to people in the workplace – to help our clients know how they might need to flex and accommodate changing needs in their Employee Value Propositions. Since our first report Gen Y What They Want from Work (2008), we’ve continued to research and report insights with a generational and inclusive lens.

We LOVE what we do – and we are so grateful for all our wonderful clients, colleagues and everyone interested in our research and its findings. You give us our purpose and motivation to keep doing more.

We’re delighted to be sharing this research with you! Happy 15th birthday to us 😊

justinejames@talentsmoothie.com
www.talentsmoothie.com

The post <i>Generation Z What They Want from Work</i> (2022) appeared first on talentsmoothie.com.

In this article we’ll draw on some of the early findings of our talentsmoothie 2020-2021 Generation Z: What They Want from Work research, the full report is coming soon.

Hybrid working is not a panacea

If hybrid working is to be central to the post-pandemic future of work, then the complex question is what combination of where, how and when people work will your organisation adopt? Like many, you may still be grappling with deciding on what the perfect future-of-work scenario will be.

Despite some bold decisions and big statements by organisations, we know that any hybrid-working decision is not as simple as deciding how many days in the office and how many days at home. To get to the right solution for yourself or for your organisation, there are many factors to consider – let’s explore.

“The Great Resignation”

We’re facing a fundamental change in how we work that will have a widespread impact on our society, perhaps as significant as the industrial revolution. The pandemic has pushed us to discover what really matters, to dramatic effect. People have retired early – 3.3 million in the US (Bloomberg¹). A third of all mothers have scaled back or left their jobs (Los Angeles Times²). Almost a quarter of workers are seeking to change roles (Guardian³). “The Great Resignation” is here and cannot be ignored. With 1.17 million job vacancies in the UK, almost 400,000 higher than before the pandemic (ONS⁴), it’s essential that businesses give the future of work, and the part that hybrid working will play in it, the depth of thinking it requires. Asking and listening to what employees want is more important now than ever.

You can survey your employees to understand how they are feeling about hybrid working, but you need to make sure your survey will give you all the data you need, so you can make the right decisions for your people and for your business. Here are three aspects we think you should consider:

1. Where?

For desk workers – those that don’t have to be at a place of work to perform their jobs – what is the optimum split between office and home? This question isn’t new. We’ve been asking it of employees in our research and in surveys, to help our clients develop Employee Value Propositions, for 20 years.

Pre-pandemic versus now, surveying all employees might show a change in the average consensus, such as a shift in preference to wanting to spend more time working from home. This is what our clients are experiencing. But, if you go further and break that down across different employee segments, you will likely see differences in what people want. One size does not fit all.

For example, our Gen Z research notices this shift, but Gen Zs have a preference to spend more time in the office than at home. While it’s less marked now than pre-pandemic, their preference is still for more time in the office. The 50:50 split of home and office is now preferred by 44% compared with 29% pre-pandemic (early 2020). In addition, Gen Zs still have a very low preference to be 100% at home: 1%, compared with 21% preferring to be 100% in the office. Their main reasons stated for being in the office make total sense. Gen Zs need to learn, build networks, understand cultural norms and expectations; they learn by watching and listening, and also, logistically, some just don’t have a home environment conducive to long periods of home working.

It’s not surprising that organisations choosing to mandate a 100% return to the office are facing a backlash from their employees – people want more flexibility and know they can get it elsewhere. But, mandating any set percentages of time in the office and home, in a blanket way for everyone, might not be the way to go either.

2. How?

Too much of the current conversation about the future of work focuses on ‘where’ we work. In the midst of pandemic-related change, we have a unique opportunity to rethink ‘how’ we create great work experiences, wherever we carry out our roles. How will we create the connection we need, between the organisation and its people, to achieve a productive, motivated and, essentially, happy workforce? Don’t focus on your hybrid-working policy in isolation, rethink your whole Employee Value Proposition.

Some things are no longer nice to haves. They are essential. Ask your employees, and the different segments of your employees, how they feel about these:

• Trust. Important for employees for decades, trust needs to be taken to a new level. We want to be trusted to get the job done, but now we also want to be trusted to get the job done using the process that suits us best… including where, when and how we choose to work. This might be easier to accommodate for people who have been in the organisation for a while, and more difficult for new joiners and particularly those starting out in their careers, who haven’t built relationships and networks yet. In our team development work with clients over the last year, we’ve seen instances of high performance being hindered by the lack of trust caused by the inability of people to build relationships through remote working. Where needed, find ways to support the development of relationships, so that trust can develop – build in face-to-face experiences.
  
• Listening. It’s even more important to demonstrate you are doing this when teams are dispersed. Many organisations have increased the opportunities for people to feedback how they are feeling via surveys and are encouraging managers to build in more one-to-one time. Listening is a top need of Gen Z who rated “having their ideas listened to” as their fourth most essential quality of a manager.
  
• Wellbeing. The pandemic, as well as societal change, has catapulted people’s wellbeing to the forefront of every organisation’s HR strategy. No longer just “health and safety”, we expect the focus to be on our whole health and wellbeing – physical, mental and  financial. We’ve seen companies do some great work, like training mental-health first aiders and offering wellbeing classes, but the biggest difference will be made by living the mindset of ‘putting people first’ and ensuring managers are equipped and supported to deal with employee-wellbeing scenarios.
  
• Collaboration. Never easy to perfect even when we were mostly working in the office, we need to work even harder to get collaboration right in a more remote world. How we choose to communicate and connect will determine our success. Technology will support us and, as we gather more data about how our organisations are working in terms of networks and connections, we will organically find new and innovative ways. 84% of Gen Zs said it is “Important” or “ Very important” that the organisation they work for is future focused and innovative, and driving a collaborative, knowledge-sharing organisation is critical to this.
  
• Connection on a more personal level. In our pandemic-enforced video calls, it’s become acceptable for the kids, the dog or the cat to make a guest appearance. This kind of human connection has been a positive of the pandemic which people don’t want to lose.
  
• A great ethical record. Increasingly important to all of us, this is THE number-one most important factor for Gen Zs when choosing an employer. This covers diversity, equality and inclusion (DEI), sustainability and the environment, and the moral compass and standing of the organisation in society. 84% of Gen Z respondents said it’s “Important” or “Very important” that the organisation “stands for/cares about the same things” as they do.  Being able to align their values with the organisation’s is essential.

3. When?

Working hours are less talked about than place during the latest new-world-of-work debates, but the topic should not be forgotten when considering hybrid working. We think it’s important. Portugal does too! (Guardian⁵)  What does “out of hours” mean to your organisation and how do you treat your desk and desk-less workers, with respect to the hours they either must make themselves available (to the organisation and its clients) or choose to work? Could you create more options for everyone, rather than only for people who have desk-based roles? By introducing greater flexibility around working hours, you might also attract and help more women and older workers back to the workplace – especially important in the face of “The Great Resignation”.

Ask your employees what they think. Two thirds of our Gen Zs would opt for something other than the traditional “9 to 5”:

Employer flexibility on hours demonstrates real trust and empowerment, but, of course, it also has to suit the customers/clients and not hinder the ability of the individual and their teams to get things done in the most productive way.

Hybrid working is not a panacea. Keep your eye on the bigger picture. In the rush to develop a new hybrid-working strategy, don’t create process and a standard approach. Connect with your employees by listening to what they want, then build on this connection by demonstrating you have understood their needs, through flexibility of approach rather than a ‘one size fits all’ strategy.

How talentsmoothie can help

Talentsmoothie can help you define your new-world-of-work experience.

Our insight comes from 20 years of primary research and experience of developing Employee Value Propositions with our global and local clients. We understand the needs of your workforce segments including all the generations. We know how to put people at ease, so we can ask the right questions to get the answers you need. We help you get to the nub of how your business can connect with your people, faster.

Get your workplace connection right. Talk to us today.

justinejames@talentsmoothie.com
www.talentsmoothie.com

References (links will open in a new tab/window):

1. Bloomberg, October 2021 https://www.bloomberg.com/news/articles/2021-10-22/covid-early-retirees-top-3-million-in-u-s-fed-research-show
2. Los Angeles Times, August 2021 https://www.latimes.com/politics/story/2021-08-18/pandemic-pushes-moms-to-scale-back-or-quit-their-careers
3. Guardian, November 2021 https://www.theguardian.com/money/2021/nov/01/the-great-resignation-almost-one-in-four-workers-planning-job-change
4. ONS, November 2021 https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/november2021
5. Guardian, November 2021 https://www.theguardian.com/lifeandstyle/2021/nov/15/portugal-boss-texts-work-us-employment

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We are delighted to announce that we have been recognised as a ‘Best of British Business’ 2021 by Business Reporter.

Justine James, our Founding Director, was interviewed by Alastair Greener on the topic ‘Future-proof your business – put people first’ to highlight why Business Reporter chose to celebrate our expertise in organisational development, HR, and employee experience and engagement with this award.

Visit Business Reporter’s talentsmoothie page to watch the interview and read the accompanying article by Justine. Or scroll down for the highlights of Alastair and Justine’s conversation.

Conversation between Justine and Alastair for Business Reporter, in association with the Independent:

Future-proof your business – put people first

Employees have a contract and a salary; they may have bonuses, perks, and pension contributions. As long as these are given, why should any boardroom think about extras?

It’s about motivation. You want your people to go the extra mile. Just think about the Covid vaccine which took ten months not ten years – how did they achieve that? It was motivated people with a shared purpose and a common goal. They achieved something we never thought possible. Wouldn’t any organisation want that kind of productivity?

Yes, but the vaccine development could be seen as a one-off, extraordinary event. Why should every organisation think more holistically about the employee experience?

What people want from the workplace is changing – money isn’t everything. People are putting ethics, innovation and values that align with their own, over money. This is good news for many organisations who can’t afford to pay top salaries. Find out what motivates your employees and provide it. It’s how you’ll attract and retain the talent you need.

Can all companies, regardless of their trade and status, follow this ‘people first’ model?

Yes 100%. – they can… and more importantly they should  – putting people first is good for business. Let’s talk about coffee. It doesn’t matter whether you are a global brand or a local independent – you want the best Baristas serving your customers, so they keep coming back. How do you keep the best Baristas? Understand what’s important to them… and offer it. If you don’t, you’ll lose them –  most likely along with some of your customers!

If you asked 100 CEOs if they have put purpose and inspiration at the top of their agenda, how many of them would raise a hand?

Great question! I’d say about 10% are future-focused and ready for the next five years. That means 90% are missing out on an opportunity. We know the employee agenda is changing. The customer agenda is changing. The business agenda has to change. The opportunity is to act now and get ahead of the curve.

For those who don’t seize the opportunity, what are the most common reasons?

Two main reasons, pressure on the numbers, and time. We need to shift our perspective and change our business behaviours.

Naturally, businesses are numbers driven. Staff meetings usually start with how we are doing against our forecast.  It’s demoralising if we’re not doing well… Wouldn’t it be refreshing to switch it up and start with an inspirational people story? Instead of focusing on the numbers, focus on the people who deliver the numbers, it’s way more motivating. One of our clients upped their employee engagement levels from 72% to 86% by focusing on what was important to people. We always think we don’t have time for change – but engaged and motivated people deliver better results, and that saves time.

Let’s imagine I am a CEO of a small manufacturing company. You have won me over. I want my organisation to put people first. What are the first steps?

We’d begin with a conversation to understand the risks to your business from a people perspective, whether skill-related, behavioural or something else. We want to discover what’s great that you want to keep, but also those things which you might want to change, to enable you to continue to develop and grow in the right way. Then we can work out a ‘deal’ (known as an Employee Value Proposition or EVP) that works brilliantly for your people and for the business.

You talk about the solution as if it were universal. But today a company may be multi-generational, so how does it work in that sense?

It’s important to carry out thorough research to understand what each segment of your workforce wants –  to understand the differences, and the similarities.  A segment could be a generation – but it could also be about geography and culture, skill set, diversity, or length of service. You may discover things you don’t expect.

Take flexible working, for example. You might be surprised to know that the youngest generation wants to spend more time in the office not less. Our research reveals the differences and similarities – essential to know before you decide on your strategy. You want to get it right… for everyone.

What does talentsmoothie bring to the table?

We help organisations create motivated workforces. The insights from our primary research, along with our 20 years of experience, brings fresh perspective to the clients we work with. The bottom line is… we know what to ask and we know how to ask it. We hone in fast, and we get to the nub of what will make the most difference.

What do you think the future workplace will look like in five years, what are the key changes we should be looking out for?

As a business leader myself, I’m looking to my business and thinking I want to build a business that works holistically for people, so I’m able to attract and retain great talent. I’m focusing on five things:

1. flexibility – where and when people want to work
   
2. people’s wellbeing – their whole health and wellbeing – physical, mental, financial
   
3. inclusion – people need to feel accepted but also that they really belong
   
4. technology – not only how it enables us to work and can support us wherever we work, but also, what is the optimal combination of people and machines?
   
5. business consciousness – being clear on the organisation’s purpose and what the business stands for, and communicating it well

Putting all these things first isn’t just the right thing to do from a people perspective, it makes great business sense.

Future-proof your business – put people first!

Talk to us today. We’re ready to support you.

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When you hear the word ‘feedback’, what is your first thought?

Perhaps, ‘Oh no, I’m going to be told what I’ve done wrong or need to do better.’

Or, ‘Great, I want to know how I’m doing and what I can improve!’

Or maybe, something in between.

Talentsmoothie tip

Our generational research, over the years, has discovered something interesting. The older generations Xers and Boomers are more likely to initially feel more negative towards the mention of feedback, whilst Ys and Zs will be more positive.

We think this is the reason that Ys and Zs who have Xer and Boomer managers, sometimes feel they don’t get enough feedback. It’s not that Boomers and Xers can’t give feedback well, it’s just that they don’t value it in the same way, and so, don’t prioritise it.

So, we have another question for you.

Are you making the most of great feedback to support, encourage and motivate your people during the C-19 Pandemic?

At talentsmoothie, we help businesses create work environments that enable all generations to thrive equally. We’re experts in helping organisations create motivational work experiences for their people, especially during times of change and transformation.

We LOVE giving and receiving feedback ourselves. It’s motivating!

So, we’re delighted to share some words received recently from our wonderful client, Save the Children, about working with us: 

“Justine has worked with Save the Children over several years, and over that time has built a really rounded understanding of who we are and the culture we’re trying to build. She has a thoughtful and kind approach, providing great counsel and interesting food for thought in every conversation, and is generous with both her time and expertise. We were especially grateful to Justine for her proactive offer of support during the COVID-19 Pandemic, where talentsmoothie’s ‘Check-in Survey’ and analysis enabled us to build a really rich understanding of how colleagues were coping in some really challenging times.”

Melissa Stewart – Save the Children, Strategic Engagement Lead
Vici Fendall – Save the Children, Senior Internal Communications and Engagement Manager

We’d love to help you in a similar way. We have some special C-19 offerings, including the ‘Check-In Survey’ mentioned in the testimonial, for you to explore.

Or download our printable PDF flyer containing the details.

Talk to us. We’re ready to support you.

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What about this?

Welcome to our second What about this? podcast about the Employee Experience in 2020: The Employee Experience through Covid – what’s worked, what’s next? In this episode Justine and Cathy are joined by special guest Ashley Hever, Talent Acquisition Director at Enterprise Holdings, to discuss what has contributed to a positive employee experience over the last five months, and emerging ideas about what’s required next for a bright future.

Listen to the podcast here, enjoy!

Developed for HR, Employer Brand, Talent and Resourcing professionals, and business leaders, the What about this? podcasts are a collaboration between Justine James, Managing Director at talentsmoothie, and Cathy Hyde, Client Partner at White Label, a recruitment marketing, digital media marketing and employer brand agency. If you’ve got a question you’d like us to cover in a future episode, get in touch and let us know.

Other ways talentsmoothie can help

We don’t have all the answers, but, by contributing what we know, we hope we can help you make good decisions for your organisation and your people over the months ahead.

Our focus is on helping organisations understand what’s important to their employees and how that might have changed. We’re reviewing Employee Value Propositions to make sure they will create the culture required for success in the ‘next normal’.  We’re also supporting individuals with coaching and, in some cases, outplacement support, and we’ve reduced our prices in order to help as many people as we can. Please talk to us about how we could help you.

Or, download our printable PDF flyer containing details of some of our C-19 offerings.

justinejames@talentsmoothie.com
www.talentsmoothie.com

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