The Why

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Like our forebears, modern human beings can endure an unfulfilling work environment – whether that’s because of the mortgage or an affinity to customers – we can survive if we have to.

But Neuroscience tells us that we are at our best when we work in an environment where we feel safe, connected, engaged, valued, trusted and competent. We flourish. Our happiness, creativity and innovation, productively and general well-being increases, and that has obvious spin-offs for those paying our wages.

But creating positive workplaces is not easy. Globalisation, increasing competition, technical innovation, and the increasing pace of change all adds pressure to modern workplaces.

This can create an unhealthy dynamic where bosses feel like they have to do more, push harder, deliver more. If this is not managed well, the result can be increased dysfunction rather than increased productivity.

The old ways are not working any more

Massive social and technological change means that the organisational norms that served us well in the past are becoming increasingly irrelevant – and fast! Organisations have to change.

If you are an organisational leader that knows there must be a better way. If you believe that organisational productivity and workplace happiness are not mutually exclusive; that life and work are about more than financial performance. If you want your people to be authentic, engaged, committed and happy in their work – we need to talk.  We will help you get the ‘new’ basics right. 

Humanised workplaces are authentically engaged workplaces

What makes workplaces humanised?

 

Non-humanised Workplaces

Humanised Workplaces

Organisational Structure Hierarchical management structures with clear position markers Team-based management structures where all roles are valued
Orientation Predominantly task focused Balance of people and task focus
Organisation Intention Uncertain and not clearly communicated Clear and well known
Approach to staff Cool; impersonal; low levels of staff engagement Warm; personal; high levels of staff engagement
Decision-making Decisions made at the top of the organisation Decisions delegated to those doing the job
Behavioural expectations People operate within a clear set of rules People operate within a clear set of principles and values
Information sharing Limited information provided to staff. Information kept at the top Information widely available – transparency is key
Communication Occasional and formal; important issues are communicated via email Frequent and informal; important issues are communicated face to face
Roles and Responsibilities Are often vague. People are unsure of colleagues’ roles Are clear. People know each other’s’ roles
Work Practices No or few Standard Operating Procedures. Adoption is option Standard Operating Procedures are developed, implemented, and reflected in practice
Collaboration Levels Work units operate in silos. Coordination is addressed at managerial level Work units collaborate informally. Coordination is achieved organically at staff level
Recruitment Based on skills and experience. Recruitment is considered to be just one HR process Based on attitude and organisational fit. Recruitment is considered to be the most important HR process
Training Is considered an overhead; often not relevant to work role Is considered an investment; targeted to work roles
Continuous Improvement Initiated from above based on external drivers Initiated at unit level based on staff ideas and actions
Innovation New ideas are not actively sought.  Maintaining the status quo is valued New ideas are actively sought. New ways of working is encouraged
Conflict Management Conflict is avoided, ignored or not dealt with Conflict is expected and addressed