Make It Worth It!
Using Belonging and Appreciation to Redefine and Accelerate Culture within the Return-to-Office experience
by Kelly Lewis, Vice President at TurnkeyZRG
Navigating the delicate balance between employees and companies as they grapple with the return-to-work transitions has formed a compelling tug-of-war in the professional landscape. The return to the office challenges do not merely lie in the physical return to the workplace but in forming an environment that renders the journey worthwhile. A pivotal aspect of this process will involve meeting the needs of employees, with an emphasis on belonging and appreciation. This month, I undergo a deeper exploration into employee needs in the workplace, underscoring the significance of creating an atmosphere where employees find not just a desk— but a community— and where recognition becomes a critical compass guiding the voyage back to the corporate ecosystem.
Employee Needs in the Workplace:
The outcomes of COVID defy adequate description, yet they uniquely yielded profound moments of clarity, prompting individuals to reassess their priorities. Many took the opportunity to foster renewed connections with loved ones, shift careers, and relocate to residences that better fit their needs. A widespread realization unfolded, bringing about a newfound work-life balance after years of disparity, and reigniting a deep connection to one's fundamental purpose of "why."
In the workplace, the rediscovery of one's purpose aligns seamlessly with Maslow's Hierarchy of Needs. Abraham Maslow proposed a psychological theory that categorizes human needs into a hierarchical structure while also uniquely showcasing the interconnectedness of them all. The pyramid structure emphasizes that lower-level needs must be satisfied before higher-level needs become motivating factors. Here's a breakdown of the layers in the pyramid:
In the workplace, the rediscovery of one's purpose aligns seamlessly with Maslow's Hierarchy of Needs. Abraham Maslow proposed a psychological theory that categorizes human needs into a hierarchical structure while also uniquely showcasing the interconnectedness of them all. The pyramid structure emphasizes that lower-level needs must be satisfied before higher-level needs become motivating factors. Here's a breakdown of the layers in the pyramid:
1. Psychological: represent our most basic needs of survival, food, water, and shelter
2. Safety: health, safety, personal and financial security
3. Social: interpersonal relationships and belonging
4. Esteem: self-respect, achievement, and prestige
5. Self-actualization: realization of one's full potential and the meaningful pursuit of one's goals
In the context of Maslow's Hierarchy of Needs, motivation can be defined as the internal and external factors that drive individuals to achieve their goals, perform effectively in their roles, and strive for personal and professional growth. Motivation encompasses the psychological process that energizes, directs, and sustains human behavior toward the attainment of desired outcomes. Internal motivation involves an individual's desires, values, and aspirations; this includes the drive for self-improvement. Internal drivers are only as strong as the ecosystem in which they operate, while external factors, such as organizational culture, shared values, beliefs, and behaviors, directly impact the work ecosystem. External factors directly influence employees' perceptions, satisfaction, and overall motivation while at work.
Culture of Belonging:
As individuals embark on the journey to self-actualization, social connections and a sense of belonging become paramount, the Social stage, ultimately, becomes the most critical phase within the hierarchy.
Social needs in the workplace revolve around fostering an environment that recognizes and nurtures interpersonal relationships. By integrating Diversity, Equity, Inclusion, and Belonging (DEIB) principles into an organizational culture, a workplace can begin to address social needs effectively.
Social needs are closely tied to a culture of Diversity, Equity, Inclusion, and Belonging. A DEIB-centric culture institutionalizes initiatives aimed to enhance social interactions by fostering mutual understanding and respect. By promoting cultural competencies, employees develop deeper understanding and appreciation of different cultures, values, and norms. Belonging and connectivity thrive as employees who feel belonging become more likely to engage with their colleagues and positively contribute to team dynamics. The prominence of equitable treatment and representation reduces feelings of injustice, discrimination, and alienation.
When interpersonal connections are lacking, a toxic work environment can arise despite meeting previous needs. Behaviors such as bullying, harassment, or excessive competition can thrive despite a psychological assurance that an individual is financially sound. An organization that has clear and communicated safety protocols, such as incident escalations, can still have bullying or harassment within the organization. Protocols require collective trust in leadership to act. Moreover, toxic environments are a direct cause of a workplace culture that does not promote inclusion and belonging. This negatively affects employees' sense of belonging, hindering their motivation to engage with their work and coworkers.
As people enter the esteem stage within the workplace, the desire for respect, recognition, and a sense of competence grows. The building of a positive self-image through the acknowledgment of their contributions is interdependent upon the response (support, recognition, and connectivity) to their peers. Failure to have a culture of belonging in the workplace can lead to isolation and feeling undervalued. When employees don't feel connected to their peers, they become reluctant to share ideas or collaborate on projects. This leads to employees feeling burned out and overwhelmed, which negatively impacts their self-esteem, impedes their sense of accomplishment, and obstructs the potential for personal and professional growth through demotivation and disengagement.
As one can see, a culture or belonging emerges as a fundamental element in the return-to-office conversation. Belonging lays the foundation for connections, collaboration, and commitment to shared goals to thrive. But it’s the genuine acknowledgment and appreciation for individual employees' identity and contribution that adds an extra effervescence to the fabric of an organization. It’s appreciative emails, a nod of recognition in meetings, or a simple thank you for holding the door that reminds people that their efforts do not go unnoticed. That their worth is a priority.
Art of Appreciation:
Employee recognition has long been a cornerstone of an effective workplace culture. But today, as the competition for talent escalates and the return to the office commences, how an organization shows appreciation to its employees has become more vital than ever. When an employee feels truly valued at work, they can unlock the true powers of self-actualization. Using the art of appreciation and recognition as a mechanism for talent retention and growth will deliver genuine results to both the employee and employer. Great Place to Work found, "compared to those who do not consistently feel recognized at work, people who do feel recognized at work are 2.6x more likely to think that promotions are fair, 2.2x more likely to drive innovation and bring new ideas forward, and 2.0x more likely to say people here are willing to go above and beyond."
While recognition is critical, to be successful, it has to be done properly. This includes not taking a one-size-fits-all all approach. For example, in Deloitte's 2019 The Practical Magic of 'Thank You' report, "three-quarters of people are satisfied with a "thank you" for their everyday efforts. However, 36% of women would prefer you make the extra effort and put that in writing." Additionally, "recognition in the workplace that is either shared with a few people or delivered privately, rather than widely shared, is most preferred."
As a C-suite Leader, People Manager, or HR executive, here are various strategies to address and fulfill esteem needs (self-respect, recognition, achievement, and the esteem of others) in the workplace.
C-Suite Leaders:
Public Acknowledgment:
C-suite leaders can publicly acknowledge and appreciate outstanding achievements, whether in company-wide meetings, newsletters, or other communication channels. When recognizing achievements, emphasize how they align with the core values and goals of the organization.
Invest in Professional Development:
Allocate resources for professional development opportunities. This investment shows that the organization values employees' ongoing learning and career advancement. Work with HR to identify career development opportunities for employees by providing resources and training.
Executive Mentorship Programs:
Establish mentorship programs where C-suite leaders provide guidance and support to high-potential employees, helping them navigate their careers. Ensure high performers are selected using fair and equitable metrics, such as data, recommendations, and more.
Managers:
Create inclusive meeting spaces:
Provide opportunities for both verbal and written contributions in meetings. Ensure you are not unconsciously catering to extroverted individuals. Introverted individuals may prefer expressing their ideas in writing rather than speaking aloud.
Encourage the use of collaboration tools, emails, or written summaries to share thoughts and suggestions.
Celebrate successes and milestones collectively. Intentionally, express appreciation for the individuals who contribute consistently and diligently, even if their efforts are not always visible to the entire team.
Performance evaluation:
Conduct regular performance evaluations that include specific feedback on strengths and areas for improvement. Use one-on-one meetings to discuss individuals' contributions, challenges, and career aspirations while celebrating wins throughout the week. Stray away from making this mechanism seem like an "I Got you tool" vs. a collaborative approach to development.
HR Executives:
Recognition Programs:
Develop and implement recognition programs that include awards, certificates, or other forms of acknowledgment. Recognition programs should include work anniversaries, especially one year, 10 years, and beyond. Ensure the introduction of programs are consistent and long-standing including but not limited to end of the year gifts, milestones celebration (i.e., retirement, family additions, educational attainment).
Employee Appreciation Events:
Host events intended to showcase appreciation for this include team-building outings, Friday dance parties, early releases before the holiday, ice cream breaks, and subsidized lunches.
Customizable Benefits Packages:
Institute flexible benefits packages that provide employees with the ability to choose benefits based on their stages of life. This includes offering day care subsidization for parents, student loan assistance, financial planning support, fitness and wellness subsidies, or phased retirement options.
As the return to office wave continues, employers must recognize the significance of this transition. For many folks this decision symbolizes resistance against employee values, re-entry to a culture of microaggression, and a recommitment to profit over well-being. Even with these perceptions, companies have the responsibility to reinvest in the holistic well-being of employees and the workplace culture. By acknowledging the significance of these elements and integrating strategies that promote a culture of appreciation and inclusivity, organizations can create environments that not only meet the foundational needs of their employees but also propel them towards higher levels of self-actualization.
In essence, the synergy between Maslow's hierarchy, a sense of belonging, and genuine appreciation forms the foundation of a thriving and harmonious workplace environment.
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ABOUT TURNKEYZRG
Founded in 1996, TurnkeyZRG is a highly specialized talent recruitment/executive search firm filling C-level, senior-level and mid-management level positions throughout sports, entertainment and media. Over the past 25 years, TurnkeyZRG has filled more than 1,400 positions throughout sports, entertainment and media. TurnkeyZRG helps teams, leagues, stadiums, arenas, theaters, college athletic departments, events, sponsors, agencies, media companies, private equity companies and other clients identify, recruit and hire the very best management talent. Turnkey now benefits from ZRG’s global footprint, full array of industry practice groups, data-driven, analytical search tools, and technology investment in changing the way executive search/talent recruiting is done. TurnkeyZRG becomes a tech-enabled disrupter of the prior executive search model.