We have experienced significant changes in our working methods over the past two years, and this is just the start!
One of the changes we have witnessed in workforce management is a noticeable shift towards a people-first management style. While The Ad Firm has prided itself on being a people-first company for many years, this is a significant change from the “norm” that I anticipate will continue.
Employees are increasingly vocal about their wants in the workplace, leaving businesses with the dilemma of how to foster an environment where everyone feels appreciated and appreciated in their work without sacrificing production or work product.
In my 13 years of leading The Ad Firm, I have noted a few promising avenues for fostering an environment where workers take pride in their profession. It also points out how they could contribute their whole selves to the company and the customers they serve.
Here are some ways to get started creating a culture that promotes health and happiness:
Establishment of a Firm Connection
Collaboration is integral to getting work done. For geographically separated groups, this is especially important to remember the importance of promoting team spirit.
Having meaningful relationships with coworkers can be as, if not more, motivating than monetary rewards. Research concludes that 54% of those returning to the office recognized coworkers as the best part of their job.
The relationships built with coworkers are crucial in building a team that looks forward to coming to work every day. Even if the company is still getting ready to move back into offices, it is still essential to facilitate opportunities for employees to interact with one another socially and professionally.
As a bonus, research shows that employees are about 13% more productive when they are happy at work. A positive work environment can be ensured in various ways, such as inviting a speaker to kick off new discussions, planning team offsite activities, or scheduling regular virtual meetings for new team members.
Employees need to have opportunities to connect on both a company-wide and individual basis, so they can find the most effective means of communicating with their peers to maintain rapport.
These occasions can be extremely valuable, as they can serve as catalysts for innovation, places to build relationships within the team, and discussion boards for generating new ideas.
In the long run, these encounters can lead to friendships and networks that foster peer advisory, collaboration, and a sense of community amongst the team members.
Stay Open to Communication at All Times
Communication in the workplace can be challenging at times. And hybrid work adds an entirely new dimension to these issues since a significant amount of non-verbal communication contributes to moving talks along.
Dialogues about significant themes, such as responsibility, workload, and feedback, are even more necessary now. Even so, beginning such conversations can be difficult, especially when they take place over Zoom and other video conferencing platforms.
According to poll and survey results, younger workers report higher nervousness and anxiety levels before complex work interactions. The Millennial generation had the highest anxiety levels, with 84% admitting that they feel cautious about interacting with their managers at work.
Managers and supervisors of younger employees need to keep these talks open and establish conditions where team members feel comfortable discussing issues or reaching out for support.
Setting clear expectations from the beginning and providing teams with all the tools necessary to facilitate these dialogues regularly and openly is the best approach to getting started. These tools and systems are now considered essential components of successful teams.
The establishment of an atmosphere of open communication will enable everyone to feel as though their contributions are being acknowledged and will give them the confidence to move on in their respective roles.
Develop Transparency and Trust From the Start
There has been a need for more open and candid discourse in the workplace throughout the past year. According to research conducted not long ago by SHRM, of the people in the United States who believe that their workplace culture has improved since the pandemic, 59% say that communication is the leading cause behind this development.
This uncertainty is frequently caused by a need for more communication and transparency at the highest levels of the organization. The previous two years ushered in a new era for managers that demanded an entirely new skill set, which they were required to adopt.
Now more than ever, managers are expected to exercise accountability and openness in their leadership. These novel abilities need to serve as a model for what the future workplace will look like if corporations maintain their tradition of cultivating settings where workers may thrive.
Providing employees with a feeling of security and trust will make them feel more at ease in the day-to-day responsibilities they are responsible for, allowing them to thrive more effectively.
It is a challenging task to establish a culture where workers can feel that their work is meaningful and eager to begin each day. It is going to require some time as well as a significant amount of effort.
On the other hand, in the long run, it will pay out tenfold in terms of fresh ideas, innovation, and outstanding work.
