STORY HIGHLIGHTS
Being a people-centric organisation is more than prioritising employees in the workplace; it's about empowering them to succeed in both their personal and professional lives.
This is the second in a three-part series of articles on “The Path to Becoming a People-Centric Organisation.” Read the first and third articles.
In the new world of work, only people-centric organisations will not only survive but thrive. Rooted in the foundation of the People Centricity Formula©, our framework identifies six essential dimensions that organisations must holistically embrace to achieve true people-centricity.
By transforming intentions into consistent actions, organisations can reap the benefits of prioritising their people, as described in our previous article. This comprehensive approach ensures a harmonious and prosperous business landscape, empowering employees to succeed in both personal and professional lives.
To create a truly people-centric organisation, it is crucial for leaders to understand and acknowledge the diverse expectations that individuals bring to their work environment. People's expectations encompass various dimensions, including what they expect from their work, work relationships, and the organisation they work for. These expectations play a significant role in shaping how individuals perceive, interpret, and react to their work experiences, acting as a cognitive lens through which they evaluate their surroundings.
Recognising and fulfilling these expectations is key to delighting employees with a fulfilling work experience. It requires organisations to move away from making assumptions about their employees' needs and preferences and instead actively engage in asking and listening to what truly matters to them. By valuing open communication and feedback, organisations can gain valuable insights into the aspirations and concerns of their workforce.
Embracing empathy fosters a culture where employees feel valued, supported, and empowered. A people-centric focus cultivates a positive organisational culture, attracting and retaining top talent, and positioning the organisation for long-term success in an ever-evolving world of work.
To start, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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People Experience, encompassing individuals' holistic perception of their work experiences within an organisation, holds significance in shaping the overall dynamics of the workplace. From the initial hire to subsequent interactions, every touchpoint contributes to this comprehensive view.
Its impact is far-reaching, profoundly influencing not only how individuals feel about their work but also how they behave and interact with colleagues, managers, and the broader organisational culture. Positive and meaningful work experiences have the power to create a profound sense of purpose and fulfilment, fostering a deep connection between employees and their roles within the company.
When individuals' expectations are met, and their experiences align with their personal values, it sets in motion a cascade of positive outcomes. Motivated and engaged employees wholeheartedly invest in their work, leading to increased people and business success. Conversely, unmet expectations or misaligned experiences can lead to disengagement, dissatisfaction, and even burnout. Frustration and resentment may arise, fostering a sense of detachment from the organisation's mission.
To achieve a people-centric approach, organisations must understand and address differences within the workforce. Being attuned to variations in expectations and experiences across demographic groups, such as gender, generation, and geographical location, is crucial. Acknowledging and accommodating diverse needs fosters an inclusive and supportive culture that empowers all employees to thrive.
To start, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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People Fulfilment refers to the cognitive and emotional state that arises when work experiences fulfil individuals’ needs and expectations and align with their purpose, mission, and values. When people encounter positive and meaningful experiences that align with their expectations, it fosters a profound sense of fulfilment and purpose, leading to higher levels of people success in the workplace. These meaningful experiences address employees' profound needs and expectations, reinforcing their sense of value and contribution to the company.
Conversely, negative or unmet expectations in the workplace can lead to a cognitive breach where employees feel that the employer has failed to deliver the expected contributions, promised or not. Effective communication can repair the breach if the organisation can explain the reasons behind the unmet expectations. However, if the organisation is unwilling to discuss or recognise the breach, it will result in a sense of violation that triggers negative emotions, ultimately impacting behaviours in the workplace. This is where employees may engage in "quiet quitting," re-evaluating their level of contributions towards their employer, or "loud quitting," making their voices heard by resigning.
To enhance People Fulfilment and foster a positive work environment, organisations must actively listen to their employees' needs and concerns, ensuring that expectations are clearly communicated and aligned. Proactive efforts to address and meet these expectations not only boost employee satisfaction but also contribute to a more committed and productive workforce. By valuing and fulfilling their employees' needs, organisations can create a sense of loyalty and mutual respect, resulting in a more harmonious and thriving workplace.
To start, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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Organisational Contributions pertain to what an organisation delivers to its talent in recognition of their expertise and experience. These contributions encompass both tangible and intangible aspects.
On the tangible side, fair remuneration stands as a critical aspect of organisational contributions. Ensuring that employees are compensated fairly for their skills and efforts fosters a sense of value and motivation within the workforce. Additionally, tangible contributions can include comprehensive benefits packages, such as health insurance, retirement plans, and other perks, which contribute to employees' overall well-being.
Equally significant are the intangible elements of organisational contributions, which have a profound impact on an individual's professional growth and job satisfaction. Providing ample opportunities for personal and professional development allows employees to enhance their skills, take on new challenges, and progress in their careers. This not only benefits the employees individually but also enhances the organisation's collective skill set and potential for growth.
For these contributions to hold true meaning and have a positive impact, it is essential for leaders to truly understand what their talent expects from their work, employment relationships, and the organisation as a whole. Once these expectations are well understood, leaders can articulate a compelling Work Value Proposition© (WVP) that serves as a guiding force in attracting prospective talent and engaging existing employees. The WVP should highlight the organisation's commitment to meeting the needs and aspirations of its workforce, emphasising the unique benefits of being a part of the organisation.
However, it is crucial for the organisation to deliver on the promises made in the WVP. Actions must align with words, and leaders should proactively ensure that the contributions pledged are upheld and integrated into the organisational culture. Fulfilling the WVP creates a sense of trust and commitment, driving employees to perform at their best and fostering a positive, high-performance work environment.
To develop people-centric contributions, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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Organisational behaviours delve into the manner in which the organisation delivers these contributions through its leaders and managers. In the contemporary work landscape, values like equity, integrity, and transparency hold equal importance to the actual contributions offered to talent in exchange for their expertise and experience. How these organisational behaviours align with employee expectations plays a pivotal role in fostering a positive work experience.
When an organisation delivers a compelling Work Value Proposition but exhibits inadequate behaviours, such as a lack of transparency or inequity, the primary objectives of attracting, developing, and engaging talent with a compelling Work Value Proposition© will be hindered. In fact, it could even lead to a counter-productive effect.
Your talent may become disengaged and ultimately choose to leave the organisation, all because of "how" your organisation behaves in delivering the expected contributions. It emphasises the importance of not only offering enticing benefits but also ensuring that the way the organisation operates and treats its employees aligns with their expectations and values. When employees perceive that the organisation's actions are incongruent with its promises, it erodes trust and dampens their enthusiasm, resulting in reduced job satisfaction and commitment.
On the other hand, when organisational behaviours are consistent with the values promoted by the Work Value Proposition, it reinforces the sense of trust and respect employees have for the organisation and its leaders. They feel valued, and their dedication to their roles and the company's purpose and mission strengthens. This positive alignment enhances employee loyalty and retention, promoting a thriving and high-performing workplace culture.
To develop people-centric behaviours, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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Organisational enablers refer to the channels and factors utilised to deliver comprehensive work experiences within the organisation. This dimension encompasses three key enabling factors that contribute to creating a positive work experience for employees:
Physical factor: This factor involves the physical workspaces and environments in which employees operate. It encompasses aspects such as the layout of offices, the availability of comfortable and functional workstations, and the provision of amenities that enhance the overall work environment.
Digital factor: The digital factor refers to the use of collaboration technologies and digital tools that facilitate communication and streamline work processes. It includes tools like messaging platforms, project management software, and virtual meeting solutions that enable seamless and efficient teamwork, even in remote or distributed work settings.
Effectively managing these dimensions is pivotal in creating a positive organisational reality. When the contributions made by the organisation align with employee expectations, and positive behaviours are promoted within the workplace, it enhances employee satisfaction and engagement. Furthermore, leveraging effective enablers, such as well-designed physical workspaces, strong interpersonal relationships, and modern digital tools, contributes to cultivating a fulfilling and meaningful work environment.
To deliver people-centric work experiences, leaders should consider the following questions:
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STRUCTURING QUESTIONS
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Our last article of this three-part series introduces the People Centricity Manifesto©. Our manifesto highlights eight mandates for leaders that aspire for their organisations to become people-centric.
AUTHOR
Tanguy Dulac is the Founder & CEO of PeopleCentriX, a research and advisory firm that empowers leaders shape a future-fit world of work. If you want to connect, please reach me at tanguy.dulac@peoplecentrix.eu
NOTES
Some sounds that inspired me during my writing experience
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