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1、SHIFT 2024 GLOBAL CULTURE REPORT O.C.TANNER INSTITUTEShift2024 Global Culture ReportO.C.Tanner InstituteHOW TO USE THE 2024 GLOBAL CULTURE REPORTEvery organization,leader,and employee is experiencing a new workplace still taking shape due to fundamental shifts in our expectations.Why do we work?Wher
2、e do we work best?How can we meet the needs of both our business and our people?These are big questionsand were hard at work answering them with the worlds best companies.We hope youll find some direction in this report.To help you get the most out of it,here are a few suggestions.First,theres actio
3、nable advice in the research.A few of our favorite themes include:People-centric solutions win and endure.Invite your people to share their voices.Every employee wants to feel seen and valued.Create solutions to reach them all.Resilience must exceed surviving the next challenge.Cultures can be less
4、reactionary and more reliable.Next,look for points where the data intersect with what you need most and next in your organization.No culture can put the insights of this research into practice all at once.As you read,trust your intuition about which principles would be of the greatest benefit to you
5、r people and your business.Finally,were all navigating a rapidly evolving business and human landscape.No one has it figured out yet,but we know for certain that we need the best our people can give to meet the moment.Lets start by elevating our peoples experience at work and our company cultures.Th
6、ank you for joining us on this journey.Whether youre a committed client or simply a fellow believer that all people should thrive at work,were extremely proud to see our insights and solutions help organizations scale their impact and their greatness.David Petersen CEO,O.C.Tanner Foreword 1 Introduc
7、tion 3Embracing Change 12Practical Empathy 38The 80%Experience 62Equitable Flexibility 88Cooperative Skill Building 112Nimble Resilience 134Conclusion 154Methodology 159Global Appendix 160TABLE OF CONTENTSiv2024 GLOBAL CULTURE REPORT1Given how much workplace cultures have changed over the past three
8、 years,one might expect at least a short period of stasis.Our research this year suggests no such thing.The fundamentals of work,the priorities of employees,and the role of leaders all continue to evolve,and this years report presents a roadmap with insights to navigate the transformation already un
9、derway.This journey will compel organizations to take a closer look at how they manage change as well as how they show empathy,practice flexibility,build skills,and develop resilience.Many of these concepts should be familiar to professionals who shape their cultures.But as youll see,these models ar
10、e changing quickly,too.FOREWORD22024 GLOBAL CULTURE REPORTThe road ahead undoubtedly includes the essential,frontline workers who form the backbone of numerous industries.Recognizing their work is a critical first step.The second,according to our research,is transforming appreciation into action.Onc
11、e leaders have a deep comprehension of employees experiences,challenges,and aspirations,they can translate it into tangible support and ensure each person feels a sense of belonging,fulfillment,and connection.This merging of recognition and empathy is a strategic necessity for attracting and retaini
12、ng talent.Organizations that truly see,hear,and value employees can turn empathy from a buzzword into an impactful,teachable practice and create environments where people know theyre valued and respond with loyalty and great work.Our report also highlights the powerful forces of skill building and f
13、lexibility.The future of work belongs to organizations that promote perpetual learning and development.However,as the boundaries between professional and personal life increasingly blur,employees also crave balancea need met by flexibility enriched with fairness that respects individuals unique circ
14、umstances and contributions.Two final themes shed new light on the topics of resilience and change management.Organizations that combine proactivity with perseverance,and approach change with a greater focus on people,can expect to weather storms and consistently emerge stronger.For 2024,the O.C.Tan
15、ner Institute assembled the diverse perspectives of thousands of employees,leaders,HR practitioners,and business executives across the globe.Our goal:to equip HR leaders with the necessary insights and strategies to meet todays most immediate and consequential challenges head on.By fostering culture
16、s of resilience,empathy,and meaningful appreciation,we can ensure our employees and organizations benefit from every change that awaits us.3O.C.TANNER INSTITUTEIt may be many years before we fully grasp the long-term effects of the Covid pandemic on workplace cultures.But we do know that for most or
17、ganizations,the corollaries were seismic.And while this past year was nowhere near as destabilizing as the two before,it had its share of aftershockssmall but powerful shifts that make us question whats to come.Weve seen shifts in job requirements and skills gaps,shifts in employee needs and expecta
18、tions,and significant shifts in how,when,and where people are willing to workas well as what theyll work for.But just as important are the shifts organizations can make now to address new realities and lead,rather than survive,the next wave of change.3INTRODUCTION42024 GLOBAL CULTURE REPORTMany orga
19、nizations have already adjusted their policies and philosophies around schedules,work locations,benefits,and career development.Others,however,may feel weary,burned out,or even paralyzed after years of intense and rapid transformation.The most important thing to remember is that proactive changes ne
20、ednt be dramatic to be effective.Seemingly minor shifts can lead to major success if organizations keep employees at the forefront of decision-making.Our research shows a people-centered approach fosters cultures where employees feel fulfilled and ultimately drives better business outcomes.As workpl
21、aces evolve in various ways,organizations will need to work closely with employees to create solutions and environments where all can thrive.Traditional methods of leadership,top-down tactics,and“business as usual”are not viable answers.Fortunately,we have some alternatives.This report reveals the i
22、nsights,strategies,and principles that enable HR leaders to build thriving workplace cultureswhere employees want to come,do their best work,and stayin the face of ongoing change.Lets start with a look at how culture has shifted over the past year.CHANGES IN TALENT MAGNET AREASEach year we measure c
23、hanges in the six core elements of workplace culture that together determine employee decisions to join,engage with,and remain at any place of work.We call them Talent Magnets because of their power to attract and connect people to their teams and organizations.573%69%56%65%EMPLOYEE SENSE OFPURPOSEE
24、MPLOYEE SENSE OFOPPORTUNITYEMPLOYEE SENSE OFAPPRECIATIONEMPLOYEE SENSE OFLEADERSHIPEMPLOYEE SENSE OFSUCCESSEMPLOYEE SENSE OF WELLBEING0%1%1%1%68%1%62%1%Figure 1.ALMOST ALL TALENT MAGNET SCORES FELL SLIGHTLY YEAR OVER YEAR Current state of six essential elements that define thriving cultures.YEAR-OVE
25、R-YEAR CHANGE62024 GLOBAL CULTURE REPORT PURPOSE OPPORTUNITY LEADERSHIP WELLBEING APPRECIATION SUCCESS1.Purpose An organizations reason for being besides profits.Its the difference it makes in the world,why the company exists.Employees need to feel connected to the purpose and understand how their j
26、obs contribute to it.Once they do,their work takes on meaning.Organizations should clearly articulate the connection between work and purpose.Figure 2.THE TALENT MAGNETSSix essential elements that define thriving workplace cultures.7O.C.TANNER INSTITUTE2.Opportunity The chance to develop new skills,
27、contribute to meaningful work,feel challenged,have a voice,and grow.Opportunity is more than the lure of promotions and pay increases.Its about preparing and empowering employees to make decisions,inviting them to the table,and offering them projects that will expand their skills and relationships.3
28、.Success The thrill of accomplishment,innovation,breaking barriers,playing on a winning team,and experiencing victories.Employees must find success at the individual,team,and organizational levels,and it should be nurtured and publicly celebrated.4.Appreciation Feeling valued for ones contributions
29、and being recognized for ones worth.Appreciation is essential to employeespeople need to know their leaders and peers notice and are grateful for their efforts and contributions.Appreciation is most effective when its delivered in timely,personal,and meaningful ways.5.Wellbeing Caring about the empl
30、oyee as a wholetheir physical,emotional,social,and financial health.Wellbeing ensures employees can be their strongest,most capable,most authentic selves at work.A comprehensive approach to wellbeing requires leaders to create an environment of inclusivity,life balance,and connection.82024 GLOBAL CU
31、LTURE REPORT6.Leadership The mentoring,coaching,inspiring,and facilitating that allow individuals,teams,and,ultimately,organizations to succeed.Great leaders co-create a shared purpose for their teams and empower their employees to do great work.As the most influential of the six Talent Magnets,lead
32、ership cultivates the other five.Taken separately,Talent Magnet scores havent changed muchall except purpose fell by only one percentage point over the last year.As we track other cultural metrics,we find the same lack of movement in employee engagement.Geographically,IMEA scores the highest and Eur
33、ope the lowest on all culture measures except for wellbeing.The Americas report the highest wellbeing score for employees.From one perspective,recent challenges appear to have had a minimal negative impact.But from another,not a single culture score has improved.THE AVERAGE ENGAGEMENTSCORE IS DOWN 1
34、.4 PERCENTFROM LAST YEAR72%1.4%9102024 GLOBAL CULTURE REPORTOPPORTUNITIES FOR ORGANIZATIONS IN 2024Based on our research,we see six possible shifts that are well worth organizations proactive attention.1.A culture of nimble resilienceHR leaders can help their cultures become more adaptable and innov
35、ative.This shift requires replacing traditional,reactive approaches to resilience with one that centers on people,celebrates diverse perspectives,and fosters cross-disciplinary collaboration.2.Equitable flexibility for all employeesPeople now expect greater flexibility in when,where,and how they wor
36、k.And without it,theyre more likely leave an employer.However,incorporating flexibility equitably and without compromising the organizations needs is a significant challenge.The key is tailoring flexibility to employees in their many,varied roles.3.Practical,empathetic leadershipEmpathy is often loo
37、sely defined and implemented without training or boundaries,resulting in“empathy fatigue”among leaders and coworkers.Leaders must understand and act in response to their peoples needs,challenges,and potential in order to create a culture where both employees and leaders feel supported and connected.
38、4.Awareness of the 80%experience The difference between the experience of corporate employees and that of“the 80%”(a term well unpack thoroughly)presents a major challenge.Employees in the 80%are critical to operations,yet they report being overlooked and undervalued.Many feel disconnected from thei
39、r organization,suffer from high burnout and attrition,and express resignation to unfulfilling work experiences due to lack of support,opportunity,and voice.11O.C.TANNER INSTITUTE5.Improved skill-building programs Also known as upskilling,this popular business trend is growing as employees seek new o
40、pportunities and education,and as organizations strive to improve retention.Upskilling programs are essential for recruiting and keeping top talent;however,employers face challenges,including avoiding potential pitfalls and meeting both employee and organizational needs.6.More effective change manag
41、ementOver the past three years,the rapidly evolving work environment has taken a toll on morale,wellbeing,and turnover.To counter these effects,organizations need to focus on employees throughout the change management process and earn their trust.And cultivating greater trust requires giving people
42、a voice and empowering leaders at all levels.While change and uncertainty always seem to be on the horizon,successful organizations prepare for them.As you consider the following pages,keep in mind you dont need to overhaul your culture programs and initiatives.As our findings demonstrate,small,cons
43、istent adjustments that put a sharper focus on employees will return large and lasting dividends.122024 GLOBAL CULTURE REPORTEmbracing Change1213O.C.TANNER INSTITUTETraditional change management is no match for the modern workplace.Missing from the equation:A focus on people.13INCREASED ODDS OF POSI
44、TIVE-CHANGE EXPERIENCES AT PEOPLE-CENTERED ORGANIZATIONS1415O.C.TANNER INSTITUTE1515Most individuals and organizations accept the notion that changewhile not always welcomeis inevitable.They know that industries,companies,and jobs must adapt,evolve,and innovate to survive.However,the pace of change
45、in our workplaces has exceeded the horsepower of traditional change management practices.Ironically,these practices themselves now need to change,and catching up will require shifting to a people-centered approach that emphasizes a strong culture,empowers leaders at all levels,and provides transpare
46、ncy and voice to employees during the change process.Managing rapid and disruptive change may never be easy,but it can be far more effective when it focuses on people and their wellbeing.PERSPECTIVE162024 GLOBAL CULTURE REPORTINTRODUCTIONBetween refining hybrid ways of working,adopting powerful new
47、technology,and contending with an ongoing talent shortage,a perpetual state of change has become the new normal.According to Gartner,the average employee experienced 10 planned enterprise changes last year,up from two in 20161(not to mention unplanned changes).Yet despite the ubiquity of change in t
48、he modern workplace,the mere mention of the word can still create feelings of skepticism,anxiety,and fear among employees,in part because organizations change management plans have fallen flatonly 15%of employees feel confident their leaders can manage change and disruption in the future.2 Tradition
49、al change management practices,which tend to be linear,top-down,and process-oriented,no longer fit our evolving work environments.They also fail to involve employees(and many managers)in the planning.In short,they underestimate and under-prioritize people.This explains why Gartner finds only 34%of a
50、ll organizational change initiatives are considered a“clear success”and 50%are“clear failures.”3Fortunately,there are some clear solutions.Its time for organizations to make their people the center of their change strategies.As our research shows,doing so will increase employee wellbeing,strengthen
51、workplace culture,and remove friction from change management processes.In fact,employees at people-centric organizations are 12x more likely to say their experiences with change were well-managed and 11x more likely to say their experiences with change were positive.17O.C.TANNER INSTITUTEThe odds of
52、 other beneficial outcomes such as feelings of inclusion,desire to stay,and less burnout also dramatically improve with this approach(5x,5x,and-78%,respectively).The fundamental truth is no organizational change is effective or lasting without the support of employees.So the sooner and more complete
53、ly organizations earn that support,the more successful any change will be.“Change cannot be put on people.The best way to instill change is to do it with them.Create it with them.”LISA BODELL,CEO,FUTURETHINK182024 GLOBAL CULTURE REPORTFOCUSING ON PEOPLE REQUIRES FOCUSING ON CULTUREBy definition,a pe
54、ople-centered approach to change management means keeping employees in mind throughout the change process.This requires strong communication and healthy workplace culture.In cultures with high trust and mutual respect,employees are more receptive to change.According to our research,three specific co
55、mmunication and cultural factors make a difference in employees experiences with change.As detailed in the following table,the most impactful are having support and genuine communication.COMMUNICATION AND CULTURAL FACTORIMPROVED ODDS OF PERCEPTION THAT ORGANIZATIONAL CHANGE IS PEOPLE-CENTEREDIMPROVE
56、D ODDS OF PERCEPTION THAT ORGANIZATIONAL CHANGE IS POSITIVE Adequate support to deal with change 897%962%Communication seemed genuine782%797%Adequate training to deal with changes648%723%All three factors are present5,529%5,563%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE19O.C.TANNER INSTITUTEOne
57、key element of cultures that feel supportive and genuine is employee recognition.When people believe they are seen and valued,they can be more confident the organization is implementing change with them in mind.Employees at organizations with highly integrated recognition4(where recognition is frequ
58、ent,meaningful,and embedded in the culture)are significantly more likely to:Feel they have adequate support to deal with change(9x)Believe leaders have the tools they need to help employees with change(8x)Trust the organization(10 x)Believe the organization cares about employees(9x)Think change is m
59、anaged well(9x)Believe changes made are positive(8x)In fact,92%of employees at organizations with integrated recognition believe change in general to be positive.Additionally,they are 18x more likely to say they hope to be at their organization in a year and 5x more likely to say they plan to stay f
60、or at least three more years.Having a healthy workplace environment with culture-building activities like integrated recognition is a critical foundation for people-centered change.20LEADERS AT ALL LEVELS MUST BE EMPOWERED TO MANAGE CHANGETraditionally,change management is a top-down process,where s
61、enior leaders make decisions that mid-level and frontline leaders execute.This can lead to increased stress on middle managers and explains why they often feel like“shock absorbers,”5 responsible for the impact of the organizations choices and changes on employees but removed from the conversations
62、behind those changes.To alleviate this conflict,leaders at all levels must be intentionally and generously informed and equipped to help their people manage change.Our research finds only 27%of leaders feel strongly prepared to help their people navigate change.And according to studies by Willis Tow
63、ers Watson,only 22%of leaders believe the training they received to manage change was effective.6 Its simply not enough to inform leaders of what changes are coming and why.Organizations must include leaders in the change management process by soliciting and listening to their feedback,giving them t
64、he tools and resources needed to help employees embrace the change,and training them on how to co-create a smooth change process.Employees who perceive their leaders have the tools to help them manage change are:5x more likely to feel a sense of community6x more likely to thrive at work10 x more lik
65、ely to feel a strong sense of trust76%less likely to experience burnout2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEImportantly,when leaders have the tools to help employees manage change,their own risk of burnout decreases by 73%.21O.C.TANNER INSTITUTE“Despite realizing that change is necessary,em
66、ployees are often afraid of big changes in the organization,preferring the dissatisfaction of the status quo to the risks of a new reality.Often,the most important thing a manager can do is not identify the need for change but provoke the momentum to begin and maintain the change.”DAVID GARVIN,PROFE
67、SSOR,HARVARD BUSINESS SCHOOL22EXPERIMENTSA People-Centered Approach In focus groups we conducted,employees said they want to receive clear and honest communication from their leaders and have their voices heard during change.To test the effectiveness of different levels of communication and voice,we
68、 designed two experiments,soliciting feedback from over 13,000 employees.Our first experiment introduced respondents to a scenario and randomly assigned a control or treatment describing how a leader communicated(or failed to communicate)with employees about the change.ScenarioOne Monday morning,you
69、 arrive at work to find your company has announced a broad reorganization.Today,employees will hear the details of the plan and exactly what the reorganization entails.2024 GLOBAL CULTURE REPORTO.C.TANNER INSTITUTE23Experiment 1 TreatmentsVignette 1(control)Leader was unaware of the change and was j
70、ust as surprised as employees regarding the changeVignette 2 Leader was aware of the change but did not communicate or prepare employees prior to the announcementVignette 3Leader had limited foreknowledge of the change but shared as much as they could with employees prior to the announcementVignette
71、 4Leader had full foreknowledge of the change and shared all the details in full transparency prior to the announcement of the changeWe asked respondents a series of questions about trust,retention,and buy-in.All outcomes were self-reported measures on a 010 scale,where 0 would be considered not at
72、all likely and 10 would be extremely likely.ResultsThe experiment demonstrates that as the level of shared information increases,so do positive outcomes.As leaders share what they know,trust and desire to stay with the organization also improve.However,if employees discover their leader had full kno
73、wledge and failed to share it,all desired outcomes drop significantly.242024 GLOBAL CULTURE REPORTOUTCOMEKEYLEADER HAD NO KNOWLEDGE OF CHANGE(CONTROL)LEADER HAD FULL KNOWLEDGE BUT DIDNT SHARELEADER HAD LIMITED KNOWLEDGE BUT SHARED AS MUCH AS THEY COULDLEADER HAD FULL KNOWLEDGE AND SHARED ALLEmployee
74、 trusts the organizationMean Effect Std.Error6.25 5.78*0.47 0.06466.76*0.510.06417.23*0.980.0640Employee trusts their leaderMean Effect Std.Error6.43 5.63*0.80 0.06456.93*0.500.06447.24*0.810.0642Employee feels empoweredMean Effect Std.Error6.06 5.54*0.520.06796.48*0.420.06776.94*0.880.0676Employee
75、has a positive opinion of their leaderMean Effect Std.Error6.32 5.62*0.700.06556.74*0.420.06537.13*0.810.0652Employee supports changeMean Effect Std.Error6.32 5.90*0.420.06316.77*0.450.06297.10*0.780.0628Employee desires to stay with organizationMean Effect Std.Error6.53 6.14*0.400.06196.90*0.360.06
76、187.19*0.660.06162024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTETable entries include the mean,effects as referenced against the control mean,and robust standard errors.Standard controls have been included for estimate precision.*p 0.001,*p 0.01,*p 0.05.25O.C.TANNER INSTITUTEExperiment 2In this exper
77、iment,our opening scenario(“One Monday morning”)remained the same;however,our follow-up control and treatment vignettes changed to measure the impact of employee voice via various feedback opportunities.Experiment 2 TreatmentsVignette 1Decisions regarding changes were made by executives without any
78、feedback from employeesVignette 2The organization solicited feedback from all employees via an online surveyVignette 3 Several employees(not you)within the organization were invited to participate in a focus group to discuss how changes would affect employeesVignette 4Senior leadership held town-hal
79、l meetings where employees were invited to hear details of the proposed changes and provide their feedback prior to the changes being implementedVignette 5Several employees(including you)were invited to participate in a focus group to discuss how changes would affect employeesVignette 6 Direct leade
80、rs held one-to-one meetings with employees to discuss proposed changes and get feedback26ResultsWhen employees believe they have a voice and can give input around change,their feelings of trust and desire to stay increase.Compared to the control(no opportunity for input),all treatments have a positi
81、ve effect,but when employees are not invited to attend focus groups,the effect becomes more muted.2024 GLOBAL CULTURE REPORTOUTCOMEKEYNO OPPORTUNITY FOR INPUT(CONTROL)ONLINE SURVEYEmployee trusts the organizationMean Effect Std.Error5.83 6.92*1.0920.0754Employee trusts their leaderMean Effect Std.Er
82、ror5.94 6.89*0.950.0761Employee desires to stay with organizationMean Effect Std.Error6.08 7.05*0.970.0737Table entries include the mean,effects as referenced against the control mean,and robust standard errors.Standard controls have been included for estimate precision.*p 0.001,*p 0.01,*p 0.05.O.C.
83、TANNER INSTITUTE27ImplicationsThis experiment demonstrates the causal impact of communication and voice on several employee sentiments related to change.When leaders communicate with their people,they feel greater trust,stronger commitment to changes,and want to stay.Likewise,when employees believe
84、they have a voice in changes that affect them,it also builds trust and a desire to stay.To be sure,a people-centered approach to change makes a significant difference.FOCUS GROUP(NOT INVITED)TOWN-HALL MEETINGFOCUS GROUP(INVITED)LEADER ONE-TO-ONE6.18*0.350.07596.96*0.7890.07657.06*1.2360.07537.03*1.2
85、060.07676.22*0.280.07656.93*0.710.07717.05*1.110.07597.06*1.120.07736.39*0.310.07427.09*0.700.07487.17*1.090.07367.16*1.080.0750 2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE282024 GLOBAL CULTURE REPORTHAVING A VOICE HELPS EMPLOYEES PROCESS CHANGEAs illustrated in our experiments,even when people k
86、now change cannot be avoided,having a voice in the change can improve their perception of it.Examples of voice include participating in surveys or focus groups,giving feedback in town halls,or having one-to-one conversations with leaders.When employees have a voice in organizational changes,there ar
87、e greater odds of:Belief the organization is people-centric(8x)Feelings of trust(8x)Sense of community(5x)Thriving at work(3x)Employees with a voice are also more likely to feel a sense of belonging and fulfillment at work,both of which help decrease burnout.7Ultimately,we see change management that
88、s positive and people-centered significantly impacts employees across several cultural metrics,as shown in the next table.IMPACTPOSITIVE EXPERIENCES WITH CHANGEEMPLOYEE-CENTERED CHANGE CULTUREFulfillment+494%+467%Community+485%+458%Burnout78%75%Anxiety39%25%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTI
89、TUTE29O.C.TANNER INSTITUTERECOMMENDATIONSBy focusing on culture,empowering all leaders,and giving employees a voice,organizations can make change a more positive experience.1 Create a healthy culture for change A culture where employees have high trust and feel valued can safeguard against negative
90、feelings related to change.Similarly,practicing modern leadershipmentoring,advocating,connecting,appreciating,and inspiring people rather than gatekeeping,commanding,or controllingcan help build a thriving culture where employees feel a sense community and lessen the sting of change.Employees with m
91、odern leaders have 3x greater odds of seeing change as positive,partly because modern leaders foster the six Talent Magnetscore elements of workplace culture that together determine employee decisions to join,engage with,and remain at any place of work.302024 GLOBAL CULTURE REPORT 2024 GLOBAL CULTUR
92、E STUDY,O.C.TANNER INSTITUTEThe extent to which each of the Talent Magnets can help build an environment where change is seen as positive:TALENT MAGNETINCREASED ODDS OF EXPERIENCING CHANGES POSITIVELYPurpose+359%Opportunity+478%Success+530%Appreciation+319%Wellbeing+123%Leadership+360%31O.C.TANNER I
93、NSTITUTE“What people resist is not change per se,but loss.”RONALD HEIFETZ,FOUNDING DIRECTOR OF THE CENTER FOR PUBLIC LEADERSHIP AT HARVARD KENNEDY SCHOOL,HARVARD UNIVERSITY 2 Empower all leaders to lead(and manage)change Just like employees,leaders need help to make change successful.Give them as mu
94、ch information as possible about what the change is and why it needs to happen,as well as time to absorb the news.Decentralize the change management process so leaders at all levels can be involved.And empower organic,grassroots solutions for change.For example,ask leaders what they need to support
95、change for their employees and deliver on it.Get their feedback on how to make the change easier and help them have better conversations with their people.When leaders feel prepared to both lead and manage change,they also feel more empowered,as demonstrated in the following table:BENEFITINCREASE IN
96、 POSITIVE IMPACT OF CHANGE READINESS ON LEADER EMPOWERMENT OUTCOMESSense of autonomy 6x Sense of competency 8x Sense of decision-making authority 8x Feels supported by senior leaders 6.4x Feels properly recognized for their work 7x 2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE322024 GLOBAL CULTURE
97、REPORT3 Develop a consistent,transparent communication strategy Create a robust communication plan and use it early and often.Give leaders at all levels information and tools to talk about the change with their teams.And train them to communicate in a way thats transparent,builds connection,and allo
98、ws employees to give feedback.When leaders do this,employees are 3x more likely to say communication with their leaders around the change feels genuine and 3x more likely to believe they have adequate time,support,and opportunity to speak up during the change process.As shown in the next table,when
99、communication during change is early,frequent,clear,and honest,employees are also more likely to believe their organizations care about them.BEST PRACTICEINCREASE IN LIKELIHOOD OF PERCEPTION THAT THE ORGANIZATION CARES ABOUT EMPLOYEES Communication happened early7.5xCommunication was frequent7xCommu
100、nication was clear10 xCommunication felt honest10 x2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEHolistic communication throughout the processbefore,during,and after the changeis key.And end the experience positively.When employees feel a sense of closure following the change,the odds are 5x greater
101、 theyll be satisfied with their involvement.When Insurance Australia Group Limited(IAG)embarked on a cultural transformation in 2020,it placed employees at the front of its change strategy.First,it gathered feedback from people at every level and in every region with surveys and listening workshops
102、to understand employee perspectives,including what mattered most and how to best design for the future.Then,a comprehensive change campaign across multiple channels provided regular,clear communication to unite the organization and bring peoples voices to life.And now,a network made up of employees
103、supported by 18 executives regularly reviews insights,shares data and ideas,and creates cultural change from multiple angles,not just from the top down.According to Gillian Folkes,Executive General Manager,Culture and Leadership,“A significant contributor to our success in the uplift has been the on
104、going executive support and leader buy-in and role-modeling.”8CASE STUDYIMPROVING CULTURE THROUGH LISTENING AND COMMUNCATING 33O.C.TANNER INSTITUTE342024 GLOBAL CULTURE REPORT4 Give employees a voice in change by seeking their feedback Surveys,focus groups,town halls,and one-to-one meetings all impa
105、ct perceptions that change is positive;however,when organizations use all four methods of gathering feedback,the odds that the change is perceived positively improve by 1,284%.As the following table shows,when organizations solicit,use,and acknowledge feedback,employees are less likely to feel anxio
106、us and more likely to stay.OUTCOMECHANGE IN ANXIETY SCORESCHANGE IN ONE-YEAR RETENTIONOrganization took my feedback into account 35%+326%Organization communicated on how they used employee feedback43%+337%Organization acknowledged me for giving feedback41%+368%Organization appreciated me for giving
107、feedback40%+322%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhen Microsoft set out to standardize the way it tracks sales and operations activities across the company,it knew the biggest obstacle wasnt the new tool itself.“Even at Microsoft,people dont just accept new business processes and go wor
108、k the way you tell them to,”says Rudy Neirynck,Senior Business Program Manager in Employee Experience.The company centered all communication,training,and reinforcement efforts around its people.Pilot projects,existing listening systems,and structured feedback channels helped it understand how employ
109、ees were adapting.And it asked primary users of the tool to help champion the change.The result:Today over 30,000 users in 95 countries use the new reporting platform.9CASE STUDYKEEPING A TECH CHANGE FOCUSED ON PEOPLE35O.C.TANNER INSTITUTE362024 GLOBAL CULTURE REPORTEMBRACING CHANGEKEY TAKEAWAYSThe
110、future of change management focuses on people.A strong culture is the foundation of a people-centered approach to change.Organizations must empower leaders at all levels to help teams manage change.Employees want transparent communication and a voice in the change process.37O.C.TANNER INSTITUTE1.“Em
111、ployees Are Losing Patience with Change Initiatives,”Cian O.Morain and Peter Aykens,Harvard Business Review,May 9,2023.2.The Odgers Berndtson Leadership Conference Index 2020,Odgers Berndtson and Harvard Business Review Analytic Services,2020.3.“5 Tips for Managing Change in the Workplace,”Tim Stobi
112、erski,Harvard Business School Online,January 23,2020.4.“Integrated Recognition,”2023 Global Culture Report,O.C.Tanner Institute.5.“Leadership at Risk,”2023 Global Culture Report,O.C.Tanner Institute.6.“The Neuroscience of Why Organizational Change Fails,”Alan Caugant,LinkedIn Pulse,December 2,2021.7
113、.“Workplace Community,”2023 Global Culture Report,O.C.Tanner Institute.8.O.C.Tanner Client Story,2021.9.“How Microsoft Used Change Management Best Practices to Launch a New Business Intelligence Platform,”Serah Delaini,Microsoft Inside Track,February 6,2023.Embracing Change Sources382024 GLOBAL CULT
114、URE REPORT38PracticalEmpathy39O.C.TANNER INSTITUTEBeyond listening or feeling is a power focused on individuals needs,grounded in understanding,and backed by action.3941OF EMPLOYEES FEEL THEIR LEADERS EXPRESSIONS OF EMPATHY ARE EMPTY OF MEANINGFUL DEEDSOF EMPLOYEES FEEL THEIR LEADERS EXPRESSIONS OF
115、EMPATHY ARE EMPTY OF MEANINGFUL DEEDS4041O.C.TANNER INSTITUTEEmpathy is a well-traveled and familiar virtue,but that hasnt helped it translate to the workplace.Its complexity and less-than-universal applications have often led to confusion,frustration,and even fatigue in leaders.Fortunately,our rese
116、arch this year uncovered a handful of keys that make empathy more potent,less painful,and,in a single word,practical.Practical empathy hinges on identifying,understanding,and actively meeting employee needs.Not only does it increase employees sense of belonging and connection,it improves business ou
117、tcomes like attracting and retaining talent.As a close companion of appreciation,there are few better tools for tackling a range of culture challenges.PERSPECTIVE41422024 GLOBAL CULTURE REPORTINTRODUCTIONIn the first quarter of 2023,tens of thousands of employees at technology companies worldwide lo
118、st their jobs.Some of the organizations conducted layoffs in person,addressing peoples emotions and needs,taking responsibility for the circumstances or the decision,and helping employees extend their benefits and find new positions.Other organizations,however,made headlines for communicating termin
119、ations via mass emails or Zoom meetings,or by simply shutting down employees system access and keycards.The less gracious farewells were notable for several reasons,but one is that,for many years,these companies preached a gospel of empathy.In a survey of 150 CEOs by Harvard Business Review,80%said
120、empathy was a key to success.1 Such leaders have been asking and testing big questions like:How do you build an empathetic culture?Is empathy an inherent trait,or is it a skill to learn and develop?And,not least of all,how does empathy lead to greater business results?While most leaders would agree
121、empathy is a valuable part of the employee experience,there is,unfortunately,little consensus on how to apply it.This is because empathy,by itself,is merely a shared feeling.We may seek to understand and care about what another person is experiencing,but that is often not enough to resolve an issue
122、or make a meaningful difference.According to our research,for empathy to be effective at work,it needs a supporting action.Traditional models of empathy dont meet employee needs in either an actionable or sustainable way.Both leaders and employees are frequently left frustrated by empathy initiative
123、s that are perceived,at best,as“warm and fuzzy”programs with little usefulness.And nearly half(47%)of employees report a lack of follow-through on company promises.2 43O.C.TANNER INSTITUTEA people-centered,practical approach to empathyone thats grounded in understanding and supported by actionwill d
124、ecrease burnout among leaders and help employees find greater belonging,fulfillment,and connection.“In order for businesses to successfully transform,they must put humans at the center with empathetic leadership to create transparency and provide employees with psychological safety.Empathy is a powe
125、rful force that must be embedded organically into every aspect of an organization,otherwise the inconsistency has a dramatic impact on the overall culture and authenticity of an organization.”KIM BILLETER,AMERICAS PEOPLE ADVISORY SERVICES LEADER,EY442024 GLOBAL CULTURE REPORTFOCUS ON THE PERSONSEEKU
126、NDERSTANDINGRESPECTBOUNDARIESEMBRACEPERSPECTIVESLISTEN TO LEARNTAKESUPPORTIVEACTIONPRACTICAL EMPATHY IS EMPATHY IN ACTIONBeyond the traditional definition of empathythe ability to understand and share the feelings of anotherpractical empathy is a practice of care.It includes all the same elements bu
127、t focuses on understanding anothers needs and then moves to act on their behalf.Consequently,it also requires guidelines for leaders to provide employees with other resources if issues exceed the leaders scope of influence.Our research finds there are six active components to practical empathy in th
128、e workplace,at both the leadership and organizational level:Figure 3.PRACTICAL EMPATHY INDEXThe six components of practical empathy in the workplace.45O.C.TANNER INSTITUTEFocus on the person.Prioritize the individuals needs,challenges,and potential.Seek understanding.Solicit input and feedback on po
129、licies,programs,and their day-to-day employee experiences(both negative and positive).Listen to learn.Actively listen to the person;dont just demonstrate concern.Embrace perspectives.Remain open and accepting of different viewpoints.Take supportive action.Go beyond simply caring and take action on t
130、heir behalf.Respect boundaries.Have support resources in place for consistency and so leaders dont have to act as comprehensive support systems.The lynchpin of practical empathy is the action taken as a result of listening,understanding,and having genuine concern for the person.For the empathy to be
131、 effective,it must include supportive action.This could be offering greater flexibility in a job,giving employees a stronger voice or more autonomy,connecting them with additional resources,or just some helpful problem-solving.Practical empathy does not always entail an immediate solution,but it mus
132、t both acknowledge and address the problem.462024 GLOBAL CULTURE REPORTUnfortunately,we found only 59%of employees feel their leaders expressions of empathy are accompanied by meaningful action and support,and only 58%of organizations take action to improve after receiving employee feedback.Yet when
133、 leaders and organizations do act,employees are much more likely to feel engaged and fulfilled,as the following table outlines.OUTCOMEIMPROVED ODDSAbove-average engagement+1,388%Sense of fulfillment at work+894%Sense of belonging in the workplace+1,149%Strong connection to the organization+896%Being
134、 a Promoter+718%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhen both leaders and organizations adopt practical empathy as a guiding practice,the impact on the employee experience is profound.47O.C.TANNER INSTITUTEOUTCOMEINCREASE IN ODDS WHEN LEADER IS EMPATHETICINCREASE IN ODDS WHEN CULTURE IS EM
135、PATHETICSense of fulfillment at work+522%+636%Sense of belonging in the workplace+695%+722%Strong connection to the organization+513%+648%Rating workplace community as strong+564%+658%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEOrganizations that create policies and programs that enable the practi
136、ce of empathy remove the burden from leaders who feel conflicted between the business requirements of the organization and the natural desire to help their people.They also remove ambiguity and any stigma associated with empathy in the workplace.Conversely,organizations that dont make it easier to p
137、ractice empathy will contribute to leadership stress and burnout.“Empathy is a muscle,so it needs to be exercised.”SATYA NADELLA,CEO,MICROSOFT482024 GLOBAL CULTURE REPORTTHE IMPORTANCE OF UNDERSTANDINGWITH BOUNDARIESEmployees want to feel understood,appreciated,and valued as individuals.When leaders
138、 take the time to understand an employees role,career aspirations,and perspectives,there is:7x greater odds employees feel a strong connection with their leader3x greater odds employees feel a sense of belonging at work 3x greater odds employees rate their workplace community as strong2x greater odd
139、s employees feel a sense of fulfillment in their work2x greater odds employees have above-average engagement2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEEmployees also picture themselves staying 2.5 years longer at their organization when their leader is empathetic.Leaders are in a good position to
140、 build practical empathy if theyve worked in an employees role before or if they currently work closely with their people.But even if leaders dont have the same experience or situation as an employee,the acts of listening,asking for feedback,and understanding can still build strong,meaningful connec
141、tions.The most critical foundation for practical empathy is understanding,regardless of how new or seasoned the leader.In an experiment,detailed on page 50,we determine that leaders hired externally can be perceived as more empathetic than those promoted internally if they are transparent about thei
142、r lack of shared experience and actively seek to understand the needs of their employees.49O.C.TANNER INSTITUTEThat said,boundaries are key to sustaining practical empathy.Without boundaries in place,empathy can be emotionally draining for leaders and interfere with work because leaders(in most orga
143、nizations)are not behavioral health professionals.To prevent overtaxing them,organizations must help leaders balance their own mental health and wellbeing with the needs of their employees.3 Its entirely possible for leaders to be supportive and still maintain appropriate boundaries if the organizat
144、ion provides additional outside resources and support systems,such as mental health services,family and career counseling,and childcare.Furthermore,these systems and resources do not negatively impact employees perceptions of leaders.Our research shows employees are still 107%more likely to trust th
145、eir leader and 127%more likely to feel a strong connection with their leader when boundaries exist.One last note about the role of empathy in leadership:Modern leaders(those who mentor,advocate,connect,and inspire their people rather than control and gatekeep)embrace empathy and,not surprisingly,con
146、tribute to better overall cultural and business outcomes.4When employees perceive their leader as empathetic,the odds of also being perceived as a modern leader increase 3x.This leads to an 8.5x higher likelihood of employees being highly engaged.“Theres something to be said about a leader that gets
147、 right in the trenches with you,especially when youre facing a challenge.”FOCUS GROUP PARTICIPANT,SALES ASSOCIATEEXPERIMENTLevels of Empathetic Leadership To examine the causal impact of empathetic practices,we designed an experiment with five scenarios representing different levels of empathetic le
148、adership in a situation.We divided participants into two groups.One had a leader promoted from within the organization;the other had a leader hired outside the company who had no direct experience in their role.Survey respondents were randomly assigned to each scenario.ScenarioYou are part of a team
149、 responsible for the assembly of your companys signature product.Your team has been tasked with completing a large order that must ship to a client in two weeks.Three days into the project,you arrive at work to find that the number of products needing to be assembled for the order has doubled but th
150、e deadline remains the same.502024 GLOBAL CULTURE REPORTTreatmentsVignette 1(control)Leader informs team without showing empathyVignette 2Leader listensVignette 3Leader listens and provides contextVignette 4Leader listens and provides context and active supportVignette 5Leader listens,provides conte
151、xt and active support,and gives recognitionResultsThe experiment yielded three important findings:1.The strongest outcomes corresponded to the highest levels of empathy,regardless of whether the leader was hired from outside the organization or promoted internally.2.When they practiced empathy,the l
152、eader hired externally scored higher on some items than the internally promoted leader,even without previous direct experience in the employees role.3.Leaders can build trust and facilitate positive employee experiences through empathetic practices of understanding team needs,providing context and a
153、ctive support,and publicly recognizing the efforts of their teams.Specific findings are detailed in the following tables:51O.C.TANNER INSTITUTETABLE 1:LEADER HIRED FROM OUTSIDE THE ORGANIZATIONTABLE 2:LEADER PROMOTED FROM WITHIN THE ORGANIZATIONEffect of treatment on trust,perceptions of empathy,con
154、nection,and retention:OUTCOMEKEYCONTROL(NO EMPATHY)I trust my direct leaderRel.Odds Std.Error My direct leader is empatheticRel.Odds Std.Error Empathy is a core part of my workplace cultureRel.Odds Std.Error I have a strong sense of connection to my organizationRel.Odds Std.Error I have a strong des
155、ire to be with my organization one year from nowRel.Odds Std.Error OUTCOMEKEYCONTROL(NO EMPATHY)I trust my direct leaderRel.Odds Std.Error My direct leader is empatheticRel.Odds Std.Error Empathy is a core part of my workplace cultureRel.Odds Std.Error I have a strong sense of connection to my organ
156、izationRel.Odds Std.Error I have a strong desire to be with my organization one year from nowRel.Odds Std.Error 52Table entries include the odds ratios as referenced against the control group and standard errors in parentheses.All reported estimates control for gender,educational attainment,generati
157、on,work location,minority status,full-time/part-time status,leader status,and country.*p 0.001,*p 0.01,*p 0.05.Effect of treatment on trust,perceptions of empathy,connection,and retention:LISTENSLISTENS+CONTEXTLISTENS+CONTEXT+SUPPORTLISTENS+CONTEXT+SUPPORT+RECOGNITION+35%*(0.11)+82%*(0.14)+124%*(0.1
158、8)+189%*(0.24)+25%*(0.10)+112%*(0.17)+162%*(0.21)+184%*(0.23)+31%*(0.10)+60%*(0.13)+90%*(0.15)+150%*(0.20)+22%*(0.10)+52%*(0.12)+46%*(0.12)+116%*(0.17)+20%*(0.09)+47%*(0.12)+52%*(0.12)+109%*(0.17)LISTENSLISTENS+CONTEXTLISTENS+CONTEXT+SUPPORTLISTENS+CONTEXT+SUPPORT+RECOGNITION+37%*(0.11)+107%*(0.17)+
159、147%*(0.21)+164%*(0.22)+32%*(0.11)+124%*(0.18)+144%*(0.20)+212%*(0.26)+25%*(0.10)+66%*(0.13)+92%*(0.16)+96%*(0.16)+26%*(0.10)+47%*(0.12)+60%*(0.13)+78%*(0.15)+26%*(0.10)+62%*(0.13)+70%*(0.14)+88%*(0.15)532024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEProfessional services firm,KPMG,uses practical emp
160、athy to help its people feel and do their best at work by finding achievement,mastery,purpose,and fulfillment.Specifically,the firm regularly solicits feedback from partners and employees on how it can help improve their wellbeing and provides extensive resources to support employee mental healthinc
161、luding digital and in-person therapy,caregiver programs,support for major life events,and webcasts to help normalize conversations about mental wellbeing.In addition,KPMG has removed tasks that arent related to leaders core jobs so they can focus on being better modern leaders as well as attend to t
162、heir own needs.CASE STUDYA CAREFUL ACCOUNTING OF EMPATHETIC PRACTICES 542024 GLOBAL CULTURE REPORT“We dont want to turn our leaders into therapists,because thats not good for the individual or the leader,”explains Jason LaRue,Partner and Total Rewards Leader.Instead,the firm puts guardrails around e
163、mpathy,encouraging leaders to understand and help their people as much as possible,but also ensuring leaders know who to reach out to when necessary.Says LaRue,“Theres a big opportunity to make empathy a core skill at organizations.Theres a strong ROI.If we invest a dollar in prevention,we see lower
164、 medical costs and higher productivity,both of which hit the bottom line.Its the right thing to do and a real advantage for businesses to do this.”555O.C.TANNER INSTITUTE562024 GLOBAL CULTURE REPORTRECOMMENDATIONSTo build a people-centered culture,organizations must cultivate practical empathy,work
165、to understand their people,and enable leaders to take action.1 Champion practical empathy In many organizations,levels of empathy differ by leader and personality.But practical empathy is a practice,not a trait,that organizations can foster and promote.Establish policies and programs around empathy
166、that allow leaders to act,but also set boundaries.Equip leaders with tools to help them have conversations and understand their employees perspectives,opinions,and struggles.(One-to-one meetings are ideal to facilitate these conversations.)Then clearly define where the leaders responsibility ends an
167、d other resources for employees begin.Supporting leaders wellbeing and mental health by giving them the authority and tools to act,as well as other resources to refer their people,will help prevent burnout.And by creating a united front on empathy,employees will feel understood,cared for,and valued.
168、57O.C.TANNER INSTITUTEWhen employees perceive both their leader and the overall organization is empathetic,they:Feel more seen and valued(+64%)Feel more fulfilled at work(+40%)Are more satisfied with workplace culture(+40%)Want to stay longer(+3 years)2 Seek employee feedback to understand their exp
169、eriences and challenges A workplace that embraces a culture of practical empathy begins with understanding employee experiences,perspectives,and challenges.Invite feedback from employees in surveys,focus groups,town halls,and one-to-one meetings.Get to know their opinions,hopes,and strugglesregularl
170、y.Even questions like“how are things going outside of work?”are worth asking.When employees feel their organization has a culture of understanding,the odds of positive outcomes greatly improve,including:Above-average engagement(20 x)Strong connection to the organization(17x)Accomplishing great work(
171、14x)Rating their workplace community as strong(18x)582024 GLOBAL CULTURE REPORT3 Lead with action Leaders at every level should take supportive action to help meet employees psychological needs for autonomy,mastery,and connection at work.This means regularly,proactively meeting with their people(not
172、 just when employees come to them with a problem),actively listening,and providing support such as removing roadblocks or expressing genuine appreciation.Action also entails guiding employees to company or outside resources when needed.And the act of recognizing employees for great work can signific
173、antly increase care and empathy on teams.6When leaders empathy contains meaningful action and support,employees are:7x more likely to have above-average engagement6x more likely to feel a sense of belonging 5x more likely to feel fulfilled at work7x more likely to be a Promoter2024 GLOBAL CULTURE ST
174、UDY,O.C.TANNER INSTITUTESouthwest Airlines stock ticker is LUV for a reason,and the companys culture is well known for embracing empathy.“We have to know our internal and external customers,be empathetic to their needs and expectations,and focus our efforts on them,”explains James Ashworth,VP,Custom
175、er Support&Services.When the company recently heard employees say their tools were getting in the way of doing their best work,it jumped to better understand the problem through focus groups and quickly deployed new solutions.To help employees know their voices are heard and valued,leaders focus on
176、learning rather than blaming or disciplining,and they encourage people to speak up and solve issues as they arise.Southwests people-centered,empathetic culture has led to 44 consecutive years of profitability,no layoffs or furloughs in its company history,and 85%of employees who say theyre proud to
177、work at the company.7,8CASE STUDYELEVATING PRACTICAL EMPATHY59O.C.TANNER INSTITUTE602024 GLOBAL CULTURE REPORTPRACTICAL EMPATHYKEY TAKEAWAYSEffective empathy is a practice of care.Practical empathy is grounded in understanding and supported by action.Leaders must seek to learn the experiences and ne
178、eds of their people so they can respond with meaningful action and support.Without training or boundaries,leaders risk experiencing empathy fatigue and burnout.1.“Making Empathy Central to Your Company Culture,”Jamil Zaki,Harvard Business Review,May 30,2019.2.“New EY US Consulting Study:Employees Ov
179、erwhelmingly Expect Empathy in the Workplace,But Many Say It Feels Disingenuous,”Jennifer Hemmerdinger,EY Press Release,March 30,2023.3.“Peak Experiences,”2022 Global Culture Report,O.C.Tanner Institute.4.“Leadership,”2021 Global Culture Report,O.C.Tanner Institute.5.Interview with Jason LaRue,Partn
180、er and Total Rewards Leader,KPMG,2023.6.“Practice Empathy as a Team,”Christine Porath and Adrienne Boissy,Harvard Business Review,February 10,2023.7.“Southwest on the Importance of Employee Experience,”Tiffani Bova,Forbes,November 17,2020.8.“Southwest Airlines Culture Design Puts Employees First,”Gu
181、stavo Razzetti,Fearless Culture,January 12,2020.Practical Empathy Sources61O.C.TANNER INSTITUTE622024 GLOBAL CULTURE REPORTThe 80%Experience6263O.C.TANNER INSTITUTEA large majority of the worlds workers feel overlooked and underappreciated,despite being essential to success.6350OF FRONTLINE EMPLOYEE
182、S FEEL EXPENDABLE AT WORK6464Many HR leaders are conscious of the growing need to connect with and recognize their offline,frontline,or other critical employees,whodue to the nature of their workcan feel removed from corporate culture.But our research this year shows the separation is broader and th
183、e problem is deeper than most of us thought.Four-fifths of employees worldwide lack opportunities,technology,and autonomy in their work,and a very large number of them feel ignored and unvalued despite the imperative jobs they do.This means organizations must now take big steps to support their need
184、s,understand their viewpoints,and reward their contributionsor face some powerful but predictable consequences.PERSPECTIVE65662024 GLOBAL CULTURE REPORTINTRODUCTIONThe Covid-19 pandemic changed how we see our work andfor a momenthow we see workers.As countless offices closed their doors and sent the
185、ir people to work from home,international attention focused on millions of employees still out on the frontlines.Nurses,EMTs,grocery clerks,warehouse and factory workersa spectrum of people with traditionally lower-profile jobswere suddenly celebrated as essential heroes.That moment,however,was shor
186、t-lived,and now that organizations are moving forward with new work models and strategies for innovation,these employees have again receded from view.As one focus group participant,a city bus driver,says,“were expendable again.”It may come as a surprise that 80%of the worlds workforce does not work
187、at a desk.1 If so,consider what they do instead.They construct our neighborhoods and cities;grow,ship,and cook our food;serve us in restaurants,hotels,and stores;assemble and deliver every product we buy;and care for us any time our health requires.From pickers to plumbers to pilots,these people are
188、 critical to every economy on earth and touch nearly every part of our everyday lives.Yet when out of sight,theyre often out of mind.To be clear,the diversity of the 80%make them challenging to categorize.It may be tempting to define them with terms like“deskless,”“offline,”or“essential,”but none of
189、 these common labels is adequate.In a divided organizational structure,an 80%employee is any employee who has less opportunity and voice than their more integrated and connected corporate peers.As a result,they feel less valued and more detached from their workplace cultures.And theyre correct in th
190、eir perceptions of inequality:BCG finds only 8%of executives say increasing support for these workers is a priority for CEOs.2 On average,they also receive less than 1%of companies technology budgets.367O.C.TANNER INSTITUTESo,what are the outcomes?Over the past two years,organizations across all ind
191、ustries have found it increasingly difficult to retain the 80%.Forbes reports turnover rates of up to 500%per year.4 Equally concerning,according to our data,many of those who do stay due to financial constraints or a lack of training or opportunity are demoralized,resigned,and unfulfilled in their
192、jobs.Thankfully,there is hope.While our research uncovers inequity in employee experience,it also shows that when the 80%feel seen,valued,and appreciated,theres a powerful positive impact on their sense of belonging,fulfillment,and connection to the organization.Meaningful recognition,modern leaders
193、,and inclusive cultures can help the 80%feel as essential as they are and improve the chances that every employee can thrive at work.“They the 80%are the livelihood and heart of businesses,and without them,everything will come to a standstill.”MATT FAIRHURST,CEO,SKEDULO682024 GLOBAL CULTURE REPORTDI
194、SPARATE(AND DESPERATE)WORKPLACE EXPERIENCESIn our research,we looked at the 80%in two ways:Employees who spend less than 40%of the workday sitting at a desk to do their work,and employees who lack regular access to technology and tools like email,messaging apps,and online HR systems in their normal
195、job duties.These people do not have the same opportunities,autonomy,influence,or voice as others in the workplace.And this fact explains how perceptions held by the 80%are so different from those of more corporate employees when it comes to their employee experience,as called out below.EMPLOYEE SENT
196、IMENT 80%EMPLOYEESCORPORATE EMPLOYEESMy organization cares about its employees45%68%My direct leader is empathetic47%69%Empathy is a core part of my workplace culture42%65%I trust my direct leader50%73%I have a strong sense of connection to my direct leader40%66%I have a strong sense of connection t
197、o my organization43%67%I feel seen and valued in my workplace46%69%Job satisfaction37%51%Positive employee experience36%52%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE69O.C.TANNER INSTITUTESome other startling findings about the 80%experience gap:Workers in the 80%category are nearly 2x as likely
198、as their corporate peers to feel they had no options when they accepted their jobs Only 35%feel they have freedom to take time away from work for personal errands(compared to 58%of corporate workers)Only 45%say their organization supports them in learning new skills at work(compared to 69%of corpora
199、te workers)But theres a deeper defining difference in the workplace experiences of the 80%best described in terms of access and enablement.Access refers to the availability of technology that connects employees to the organization.Enablement is the degree to which employees have autonomy,influence,a
200、nd voice at work.Only 10%of these employees feel they have high access to the tools,technology,and opportunities necessary to connect and advance in their workplace and the autonomy and voice to shape their workplace experience.Even more alarming,only 17%of employees with low access and enablement a
201、re engaged.702024 GLOBAL CULTURE REPORT“Were frontline,so were the lowest on the totem pole.Were not selling,were not pushing product,so were not rewarded for what we do.People on the corporate side are getting branded clothing,four-day trips,etc.Its just totally different.They get respect.”FOCUS GR
202、OUP PARTICIPANT,MANUFACTURING WORKERACCESSENABLEMENT7%High enablementLow access10%High enablementHigh access55%Low enablementLow access29%Low enablementHigh access46%High enablementLow access62%High enablementHigh access17%Low enablementLow access43%Low enablementHigh accessACCESSENABLEMENTEmployee
203、engagement based on access and enablement80%employees perceptions of their access and enablement at work71722024 GLOBAL CULTURE REPORTMUCH OF THE 80%LIVE IN SURVIVAL MODEWhile there are some healthy salaries among those in the 80%,nearly half of these workers report living paycheck to paycheck.About
204、 a third work more than one job to meet financial obligations,and even more(40%)have borrowed money from family or friends in the past year to pay bills.This financial instability affects their workplace experiences,especially if organizations do little to help employees manage their lives outside o
205、f work.More than a third say their job doesnt allow them to take time off for personal emergencies,so they frequently make difficult choices between work and personal life(39%)and have little time to spend with family and friends(41%).Living with such challenges takes a toll on the 80%,as several me
206、asures attest:45%decrease in the odds of engagement36%decrease in the odds of feeling a strong sense of fulfillment in their work 36%decrease in the odds of feeling they belong in their organization83%higher likelihood of burnout2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE73O.C.TANNER INSTITUTE“It
207、s like you got to work a lot to really be able to survive.I tell a lot of people that I meet here you have to either have a good job or a side hustle or something to even be able to maintain.You got to have at least a job or two.”FOCUS GROUP PARTICIPANT,DISTRIBUTION CENTER WORKER742024 GLOBAL CULTUR
208、E REPORTTHE 80%FEEL INVISIBLE AND INFERIORStatistically,this group feels unseen by their organizations.A full half say their organization treats them as expendable;only 30%feel seen and valued.Furthermore,they doubt leaders understand the work they do or how they contribute to the organizations succ
209、ess.Of course,it doesnt help that less than half of workers in the 80%report receiving any recognition from leaders,corporate peers,or their organization in the past month.And of those who did receive recognition,most say it came across as inauthentic and insincere.Barely a quarter(26%)feel their re
210、cognition is meaningful,and less than half(46%)say they have leaders who understand how they want to be recognized.In addition,when workers struggle to make ends meet,it complicates aspects of the employee experience where comparisons are conspicuous.For example,random company-provided lunches can f
211、eel insulting to the 80%especially when they see their peers in the office receive monetary awards for contributions that rely on their work.Perhaps worse than feeling unseen,however,are the biases workers in the 80%often perceive from their corporate peers.Nearly two of every five say they are view
212、ed as inferior by employees in the office.Almost as many(35%)report senior leaders minimize or dismiss their ideas,and 39%say their work is not valued as highly as office work.These numbers are all the more striking given that they apply to the essential workers who keep production lines moving,cust
213、omers purchasing,and the business functioning.The good news is that personal,genuine appreciation can be a powerful antidote.When employees in the 80%feel seen and valued by their organizations,outcomes improve significantly,as shown in the following table.75O.C.TANNER INSTITUTEImproved odds when an
214、 80%worker feels seen and valued by their organization:EngagementGreat workStrong sense of belonging Strong sense of workplace communityStrong sense of fulfillment Strong connection to organization 2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE+674%+592%+559%+465%+448%+518%762024 GLOBAL CULTURE REPO
215、RT“The people in the warehouse get overlooked.Theyre expected to get a product done,a product out the door.Corporates getting the applause,the good job,whereas us warehouse people get mandatory overtime.Youre working every day,no days off,and everybody looks miserable.When they quit,theyre walking o
216、ut the door with not even a handshake or a thank-you from management.Management just sits back and goes,Alright,there goes another one.”FOCUS GROUP PARTICIPANT,WAREHOUSE WORKER77O.C.TANNER INSTITUTERECOMMENDATIONSTo help engage,connect,and meet the needs of the 80%,organizations must improve access
217、and enablement,promote modern leadership,and provide meaningful recognition.1 Leaders need to know their people better Understanding what matters to employees at work and what causes stress in their lives is imperative.Train and enable the leaders of every team in the organization to take the time,l
218、isten to opinions and feedback,and be more conscious of needs and challenges.Prescribe regular one-to-one meetings as points of connection.This enables leaders to better addressindividually and collectivelyissues the 80%face at work and discuss what technology,tools,and resources they require.It als
219、o provides career development and appreciation opportunities,helping employees feel seen and valued.When leaders take time to understand the role,career aspirations,and perspectives of a worker in the 80%,the odds of several positive outcomes improve dramatically:782024 GLOBAL CULTURE REPORT Belongi
220、ng(+1,069%)Community at work(+834%)Fulfillment at work(+603%)Strong connection to leader(+1,086%)Above-average engagement(+1,009%)Accomplishing great work(+933%)Communication and recognition from leaders can also help eliminate the bias corporate employees may have towards the 80%.At a minimum,the l
221、ikelihood of perceived bias decreases among workers in the 80%when they have the support they need from leaders(-35%),feel seen and valued(-41%),and feel heard(-34%).2 Recognize the 80%often and in meaningful ways Many technology-focused employee recognition tools and programs are not accessible to
222、workers in the 80%.This means leaders must be familiar with alternatives and use them appropriately to facilitate timely,meaningful recognition.Organizations cant assume every employee has access to the internet or knows how to use online tools.Instead,they should educate leaders about recognizing t
223、heir 80%teamswhat messages to communicate,how to create meaningful recognition experiences,and how to help their teams feel connected to the rest of the organization.Leaders should present recognition in front of others and showcase it throughout the organization so all employees can see contributio
224、ns celebrated equitably for all.Its also best to provide a wide variety of awards so workers in the 80%can choose items that benefit them most.79O.C.TANNER INSTITUTEThe simple act of seeing the 80%and showing appreciation for their contributions and great work can make a big difference.The following
225、 table illustrates how four core principles of recognition improve the odds of eight positive outcomes.OUTCOMERECEIVE FREQUENT RECOGNITION(WITHIN 30 DAYS)REGULARLY SEE OTHERS RECEIVE RECOGNITIONLEADER UNDERSTANDS HOW THEY WANT TO BE RECOGNIZEDRECOGNITION IS PART OF EVERYDAY CULTURESense of belonging
226、+134%+270%+338%+355%Sense of community+137%+202%+273%+290%Sense of fulfillment+162%+208%+258%+205%Connection to leader+154%+211%+336%+235%Connection to organization+191%+203%+265%+255%Above-average engagement+131%+323%+362%+403%Great work+118%+378%+461%+440%Desire to stay one more year+149%+247%+350
227、%+349%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE802024 GLOBAL CULTURE REPORT“Its about the human touch.Like,I see you,youre here,and I see you.Thats all we need.But if we just become numbers and you dont see us,then we cant be productive for you.”FOCUS GROUP PARTICIPANT,FLIGHT ATTENDANTFollowing
228、 a strong financial year,BlueScope Steel in Australia decided to appreciate its employees with more than typical salary reviews and bonuses.The company wanted to recognize and unify its people,so it provided leaders with messages and guidelines and gave every employee the opportunity to choose five
229、gift cards from leading retailers to help ensure they could find something they or their families wanted or needed.Accessibility and inclusivity were critical.Everyonefrom workers in the manufacturing facilities to cleaners,labor-hire,and contractorsreceived the same options via physical thank-you a
230、nd gift cards,in addition to an online portal.Says Nikky Ray,Head of Rewards,BlueScope,“Ive heard some lovely stories from our people.Some of our security guards did a cartwheel flip to express how happy they were to feel included.”5CASE STUDYBUILDING A STRONGER COMPANY BY APPRECIATING EVERYONE81O.C
231、.TANNER INSTITUTE822024 GLOBAL CULTURE REPORT3 Improve access to technology,resources,autonomy,and voice Despite diverse demographics,the 80%report needing greater access to technology and opportunity,as well as more autonomy in their work.Ask employees about the specific obstacles to connection the
232、y face at work and help them create strategies to overcome these challenges.Ensure tools for HR processes,recognition,and connection are available to workers who are not at a computer or desk.And discuss how to provide them with the autonomy to improve their work and the flexibility to handle basic
233、needs like doctor appointments,home repairs,or childrens school events.(See the Equitable Flexibility chapter for more.)Finally,seek their feedback regularly and listen to how you can improve their everyday employee experience.When employees in the 80%have high access and enablement at work,positive
234、 outcomes soar:OUTCOMEIMPROVED ODDS+599%Sense of belonging+568%Engagement+749%Sense of fulfillment+450%Strong connection to leader+372%Strong connection to organization+421%Strong sense of community+599%Strong desire to stay with organization one more year+208%Plan to stay with organization at least
235、 three more years2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE83O.C.TANNER INSTITUTE“More of our frontline workforce are participating in these programs this year.We think thats a really good sign of increasing trust and acknowledgment of our commitment to take action on the feedback we receive.”DA
236、NI WILSON,GLOBAL DIRECTOR PERFORMANCE&REWARD,TREASURY WINE ESTATES842024 GLOBAL CULTURE REPORTHow do top companies provide greater access and enablement for all their employees?Here are a few highlights:Ashley Furniture.In addition to internal emails,the company puts up signage and even painted mura
237、ls in every store as part of a multi-channel communication strategy that ensures everyone receives the same messages and helps hourly workers feel more included.6Bank of America.An internal job board enables tellers to pick up shifts in the loan departmentan area that needs more employees and their
238、skill setsand provides more flexible scheduling.7Starbucks.To ease stress and balance workloads,the global coffeehouse dedicates additional baristas to mobile orders at high-volume locations and is testing mobile order-only stores where it can transfer staff as needed.Both tactics improve the employ
239、ee experience.8CASE STUDYSEEING AND SERVING THE 80%WELL85O.C.TANNER INSTITUTETreasury Wine Estates.To ensure all employees feel connected and celebrated for their contributions,TWE makes its recognition program available and accessible to workers in the vineyards as well as other places outside the
240、office.A mobile app,automated workflow,and platform in multiple languages guarantee every employee can give and receive recognition.9O.C.Tanner.The company wanted all employees to feel equally appreciated for their contributions and impact on business success,so it moved everyone to the same bonus s
241、tructure and variable compensation plan.Now,both corporate and manufacturing workers use the same framework to set outcome-based goals and receive performance-based bonuses.862024 GLOBAL CULTURE REPORTTHE 80%EXPERIENCEKEY TAKEAWAYSEmployees in the 80%feel unseen and unappreciated at work.The 80%have
242、 less autonomy,flexibility,opportunity,and voice at work compared to their corporate peers.More influence within the organization and better access to technology can help the 80%feel seen and valued.Workers in the 80%thrive when they have leaders who understand them and recognize them in meaningful
243、ways.1.“The Rise of the Deskless Workforce,”Emergence,2018.2.“The Employers Report Card on the Future of Work,”Deborah Lovich,Nick South,Henning Schierholz,Sebastian Ullrich,dm Kotsis,Stefan Trifonov,and Natasa Biscan,BCG,October 5,2022.3.“How Can Leaders Better Manage Their Deskless Workers,”Benjam
244、in Laker,Forbes,August 3,2021.4.“Heres Why Deskless Workers Need Better Tech in 2022,”Jacob Waern,Forbes,May 18,2022.5.O.C.Tanner Client Story,2022.6,7.“Deskless Workers Are Finally Getting Their Day in the Sun,”Paul Gillin,Computerworld,January 7,2022.8.“Starbucks Mobile Ordering Is Working Too Wel
245、l,”Tom Ryan,Forbes,April 12,2017.9.O.C.Tanner Client Story,2022.The 80%Experience Sources87O.C.TANNER INSTITUTE882024 GLOBAL CULTURE REPORTEquitable Flexibility8889O.C.TANNER INSTITUTEThe employee experience has never been more flexible.The next step is making it fair.89HIGHER ODDS EMPLOYEESWANT TO
246、STAY ANOTHER YEAR WHEN FLEXIBILITY IS EQUITABLEHIGHER ODDS EMPLOYEESWANT TO STAY ANOTHER YEAR WHEN FLEXIBILITY IS EQUITABLE8x90As we saw in last years report,employees crave flexible work environments that allow them to better balance their lives and greatly improve their sense of fulfillment.This y
247、ear,a majority say all workers deserve the same level of freedom.Of course,one size of autonomy does not fit all roles(factory workers cant do much work outside the factory),but regardless of discrete limitations,more flexibility is possible.And making it more equitable empowers leaders and employee
248、s and fosters satisfaction and engagement.To create a work culture in which people thrive,equitable flexibility belongs at the top of the priority list where it can strengthen connection and meet a range of diverse needs.PERSPECTIVE91922024 GLOBAL CULTURE REPORTINTRODUCTIONThe pandemic forced organi
249、zations to explore workplace flexibility in new ways and,in most cases,we saw it benefit both the employee and the business.Yet despite positive outcomes,many employers are now returning to rigid routines.Old rules die hard,and some managers still worry people will take advantage of the freedom they
250、 receive,spend excessive time on personal matters,and soon expect more.For these supervisors,providing flexibility means giving up control,abandoning traditional leadership practices,and surrendering long-held biases.It can,understandably,be a fearful proposition when faced with constant pressure to
251、 perform and meet deadlines.However,such fear is eclipsed by the fact that workers who are necessaryand committedto business success now expect flexibility in their jobs.In case there was any question,most employees are not looking for complete autonomy.On the contrary,their primary requests are acc
252、ommodations to resolve common conflicts,such as seeing a doctor or dentist during the workday,working from home when a child is sick,or performing a task in a new way.This said,flexibility encompasses more than when or where someone works.It includes having a voice and a measure of influence over wh
253、at work they do and how they do it.1When organizations see employees as peopleand not just a means of productionflexibility appears reasonable,even smart.And what do organizations get in return?In short,loyalty,innovation,and access to more talent.Flexibility helps employees feel seen and valued,and
254、 it builds excellent workplace cultures that lead to better outcomes.When people are satisfied with the level of flexibility at work,our research finds 568%improved odds theyll promote their organization to others as a great place to work and 384%improved odds theyll want to stay with their organiza
255、tion another year.93O.C.TANNER INSTITUTEThis chapter explores how employers can provide flexibility in an equitable way that acknowledges limitations and balances them by focusing on empathy and connection.Because flexibility must be available across the organization to ensure all employees can thri
256、vein and out of the workplace.“Every job deserves some flexibility.It cannot be viewed as a scarce or privileged resource.True flexibility aligns employers and employees to achieve mutual gain in meeting both performance and work-life needs.”ELLEN ERNST KOSSEK,PATRICIA GETTINGS,KAUMUDI MISRA,HARVARD
257、 BUSINESS REVIEW942024 GLOBAL CULTURE REPORTORGANIZATIONALSUPPORTTIMEMANAGEMENTLEADERSHIPSUPPORTWORKCHOICEEMPLOYEEEMPOWERMENTFOR EMPLOYEES TO FEEL SEEN,VALUED,AND TRUSTED,THEY MUST HAVE SOME LEVEL OF FLEXIBILITY AT WORKMore than just life balance,workplace flexibility is about having a sense of gove
258、rnance over our work and our time.Employees want some choice in how they accomplish their work,some autonomy over their time at work,and some time for interests and skills outside of work.Traditionally,flexibility has been a perk that employees earned as a reward for doing great work or only given t
259、o some types of employees but not others.In todays workplace,flexibility must be availableand equitablefor everyone.So,what is equitable flexibility?Our research identifies five contributing factors.Figure 4.EQUITABLE FLEXIBILITY INDEXThe five components of equitable flexibility from the employees p
260、erspective.95O.C.TANNER INSTITUTELeadership support.Leaders support employees and show empathy and understanding for their needs.Organizational support.Organizations empower leaders to give employees flexibility and provide systemic policies and tools.Employee empowerment.Employees feel empowered to
261、 make decisions about their jobs.Work choice.Employees have some discretion about what work they do and how they do it.Time management.Employees have the autonomy to manage their workdays.While people universally want flexibility for themselves,in a remarkable show of concern for their colleagues,68
262、%feel it should also be available to every employee regardless of role.However,only about half(57%)say their culture supports flexibility in every job.Predictably,workers in the aforementioned 80%(those with less access to technology and less say in how and where their work gets done)experience less
263、 flexibility due to the nature of their jobs.Its not possible to work on a manufacturing line,drive a truck,attend to a patient,or stock retail shelves from home.However,acknowledging that not every position can enjoy the same type of flexibility,organizations can still find ways to integrate more f
264、lexibility into every role.This may require some creativity,but more importantly,it takes an understanding,willingness,and commitment from the organization and leaders.Because it can lead to new ideas,innovations,and process improvements,finding flexibility for every employee can benefit both their
265、experience and business outcomes.962024 GLOBAL CULTURE REPORTWhen we asked employees what the most important aspects of job flexibility are,the 80%answered differently from their corporate peers,prioritizing elements involving time versus autonomy and location:80%EMPLOYEESCORPORATE EMPLOYEES1.Time f
266、or personal development 1.Autonomy in how to accomplish work2.Time away for personal matters2.Work where I choose3.Flexibility in start and end times3.Time away for personal matters4.Autonomy in how to accomplish work4.Flexibility in start and end times 2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE
267、97O.C.TANNER INSTITUTEEmployees with little or no flexibility in their roles feel their opportunities for personal and professional growth are limited.They also feel less necessary and undervalued and are more prone to burnout and exhaustion.Odds of burnout increase 5x when employees are dissatisfie
268、d with the level of flexibility at work.Employees understand not all roles can accommodate the same flexibility,but they also know when flexibility is possible and not given.Workplace flexibility that appears inequitable can be damaging to key cultural outcomes and lead to higher rates of burnout fo
269、r the entire workforce.As outlined in the next table,the odds of key outcomes improve when employees perceive flexibility is equitable.OUTCOMEEQUITABLE FLEXIBILITYINEQUITABLE FLEXIBILITYSatisfaction with job+385%48%Satisfaction with employee experience+466%63%Being a Promoter+413%64%Desire to stay o
270、ne more year+679%79%Engagement+661%82%Thriving culture+689%87%Burnout71%+387%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE982024 GLOBAL CULTURE REPORT“When I think flexibility,I think not always having to be there right between eight and five.Yes,Im definitely going to get my work done,but just tru
271、st me to do it in the parameters that I need to,because I do have a life also.”FOCUS GROUP PARTICIPANT,OFFICE ASSISTANT 99O.C.TANNER INSTITUTEWORKPLACE FLEXIBILITY SENDS EMPLOYEES A POSITIVE MESSAGEGiving employees flexibility demonstrates that the organization values its people and has confidence t
272、heyll manage themselves to get work done.Employees with high flexibility in their jobs are nearly twice as likely to feel their leader trusts them to get the job done(85%compared to 43%of employees with low flexibility).Flexibility at work is often seen as a form of recognition,communicating the org
273、anization appreciates employees enough to give them a voice and some control over how and when they work:67%of employees feel appreciated when their leader offers them a choice in the work they do66%feel their leader appreciates them when they can accomplish their tasks in the way they want 59%say t
274、heir leader shows appreciation for their work by allowing them additional flexibility in their job2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEGiving employees autonomy in how they accomplish their work also improves odds that employees will feel their leaders trust them(+294%).Likewise,employees w
275、ith a high sense of flexibility are more likely to:Feel seen and valued(4x)Feel free to express their ideas and opinions(3.5x)Feel a high sense of appreciation(12x)1002024 GLOBAL CULTURE REPORTBy contrast,when flexibility is low,it can take a large toll on employee perceptions,as the following data
276、illustrate:Likelihood employees feel taken for granted by their leader increases 143%Likelihood employees feel valued decreases 75%Likelihood employees feel free to express opinions decreases 72%“Not having flexibility was very frustrating for us.The lack of trust in taking breaks and things like th
277、at felt like you werent being trusted.”FOCUS GROUP PARTICIPANT,LEASING AGENT101O.C.TANNER INSTITUTEWORKPLACE FLEXIBILITY CAN IMPROVE BUSINESS OUTCOMESThe impact of flexibility is just as positive on the organization.According to our research,when employees were highly satisfied with their work flexi
278、bility,odds of other important outcomes,as shown in the table,improved.OUTCOMEINCREASE IN ODDSHigh satisfaction with employee experience+894%High satisfaction with job+674%High engagement+482%High sense of fulfillment+479%Being a Promoter+568%Thriving culture+480%Desire to stay one more year+384%202
279、4 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEIf organizations want to retain their people,keep them engaged and thriving,and attract new talent,then providing workplace flexibility for all is vital,especially in roles where turnover is high and autonomy can be low.1022024 GLOBAL CULTURE REPORT“What wo
280、rkers need is for their employers to figure out the how of flexibility.It will look different within every company,every department,and even at the team level.But every leader owes it to the people they get to work with to find out what kind of flexibility is ideal for their team and how much of tha
281、t flexibility is possible within the bounds of ensuring the team performs.”STEPHANIE NADI OLSON,FOUNDER AND EXECUTIVE CHAIR,WE ARE ROSIE103O.C.TANNER INSTITUTERECOMMENDATIONSTo successfully provide flexibility,organizations must ensure its equitable for everyone,supported by leaders,and addresses bo
282、th when and how employees work.1 Explore flexibility in all job roles Flexibility does not need to be the same for every employee for it to be equitable,but every employee needs some flexibility in what they work on,how they accomplish their work,and how they manage their workday.Success will depend
283、 on leaders,and leaders must be aware of corporate policies and empowered to tailor flexibility in ways that best fit their team members.When flexibility extends to all employees,the potential for a positive employee experience does,too.But,as shown in the following table,if flexibility is not perce
284、ived as equitable or supported by the organization,the employee experience suffers.1042024 GLOBAL CULTURE REPORTEMPLOYEE PERCEPTIONODDS OF SATISFACTION WITH EMPLOYEE EXPERIENCEFlexibility is not equitable for all employees82%Employees lack flexibility to learn new skills50%Organization does not enco
285、urage flexibility38%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE2 Know employees unique needs As previously mentioned,leader support is crucial for equitable flexibility and improves the odds that employees will feel highly satisfied with flexibility in their job by 359%.Regular one-to-one meeting
286、s can be a great way for leaders to better understand their people and discuss ways to increase flexibility.Practices of modern leadership(such as empathy,advocacy,trusting employees,and providing autonomy and connection)help integrate flexibility into the employee experience.Employees who work for
287、modern leaders see a nearly 4x improvement in the odds they will have a high degree of flexibility in their jobs,and leaders who make flexibility a priority have employees who are more satisfied at work.The next table unpacks how the odds of job satisfaction increase when employees perceive specific
288、 types of flexibility and support from their leader.105O.C.TANNER INSTITUTEEMPLOYEE PERCEPTIONIMPROVED ODDS OF JOB SATISFACTIONMy leader supports me when I need to be flexible in my work+3.6xMy leader ensures everyone has some flexibility,regardless of their role+3.3xMy leader understands what I nee
289、d to support priorities in my personal life+3.2xMy leader trusts me to accomplish my work in a way that I feel is best+3.0 x2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE3 Give employees flexibility with their time at work Find a way to allow all employees to take time away from work when needed.Thi
290、s can include empowering leaders to adjust work schedules to fit changing life circumstances,providing time for personal appointments and events,setting aside hours for skill building and training,or giving employees opportunities to work from home when possible.Employees must also feel their leader
291、s support and respect time away from work so they can disconnect in meaningful,restorative ways.This means no pressure to take calls or answer email while theyre out or make up the work with overtime when they get back.This type of flexibility demonstrates trust and helps employees feel their leader
292、 cares about them,not just their output.1062024 GLOBAL CULTURE REPORTWhen people can choose how they spend their time at work or take time away to meet personal needs,the odds of having trust in their leader increase 5x.And when leaders let employees decide when to begin and end the workday,the odds
293、 improve nearly 6x.Furthermore,workers who feel strong support with time flexibility want to stay with their organization longer:EMPLOYEE PERCEPTIONIMPROVED ODDS OF DESIRE TO STAY WITH THE ORGANIZATIONMy leader is supportive in allowing me flexibility in my work+444%My leader is supportive when empl
294、oyees need to step away from work to take care of personal issues+313%The culture of my organization is supportive of flexibility for all employees+247%My team supports each other when we need flexibility with our time+278%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEBuilding materials manufacturer
295、,USG,regularly evaluates its shift rotation schedules and their effect on employees health and sleep.The company also creates schedules that work best for each location,and its Summer Hours Program lets people extend their daily time to take Friday afternoons off.Workers decide their own breaks,and
296、rather than disciplining them for an unexcused absence,leaders take a collaborative approach:They work with employees to find ways to support their needs.Managers also assign overtime to volunteers,rather than make it mandatory for everyone.2,3By empowering employees and taking a people-centered app
297、roach to workplace flexibility,USG has built a culture where employees can balance their work and personal lives well.CASE STUDYA STRONG PLAN FOR FLEXIBLE SCHEDULING107O.C.TANNER INSTITUTENeiman Marcus Group,the luxury retailer,integrates workplace flexibility into their culture through their philos
298、ophy,NMG Way of Working.With robust technology in place,associates can work and serve customers from home,in stores,and at distribution centers.The company allows its associates to exercise agency over their time and choose their shifts and locations.Eric Severson,EVP,Chief People and Belonging Offi
299、cer,says,“Our Way of Working philosophy empowers our associates to work whenever,however,and wherever to achieve their best results.”Integrating workplace flexibility has led to strong business performance,more productivity and satisfaction among associates,and 20%less turnover in a challenging tale
300、nt market.4,5CASE STUDYTHE LUXURY OF INCREASED FLEXIBILITY1082022 GLOBAL CULTURE REPORT109O.C.TANNER INSTITUTE4 Offer employees more than flexible time Beyond having a say in when they work,employees crave influence on what work they do and how they do it.This is where leaders can provide flexibilit
301、y in tasks and training,as well as opportunities to take on special projects and participate in leadership development or mentoring programs.When employees have opportunities and autonomy over their work,the likelihood of engagement soars,as shown in the table below.EMPLOYEE PERCEPTIONIMPROVED ODDS
302、OF HIGH ENGAGEMENTMy organization supports employees learning new skills at work+600%My leader encourages employees to take time to think of new ways to accomplish their tasks+503%I have a great deal of autonomy in how I accomplish my work+430%I have flexibility in what I choose to work on each day+
303、340%2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1102024 GLOBAL CULTURE REPORTEQUITABLE FLEXIBILITYKEY TAKEAWAYSFlexibility at work should be available and equitable to all employees.Providing equitable flexibility helps employees feel trusted and valued.Leaders should learn their employees unique
304、needs and work with them to find a level of flexibility that works for everyone.Giving employees flexibility in when,where,and how they work will help them feel engaged and want to stay.1.“Hybrid Workplace,”2022 Global Culture Report,O.C.Tanner Institute.2.“Workflex and Manufacturing Guide,”Kenneth
305、Matos and Eve Tahmincioglu,SHRM,2015.3.Work/Life Balance,Careers,USG.com,2023.4.“Neiman Marcus Group Announces New Corporate Hubs Strategy with Goal to Revolutionize the Way the Company Works,”Nieman Marcus Group,July 27,2022.5.“How Neiman Marcus Increased Hiring and Lowered Turnover During a Labor
306、Shortage,”Danny Parisi,Glossy,February 18,2022.Equitable Flexibility Sources111O.C.TANNER INSTITUTE1122024 GLOBAL CULTURE REPORT112Cooperative Skill Building113O.C.TANNER INSTITUTENew skills are as good for the business as they are for the person.But they dont develop themselves.113GREATER ODDS OF E
307、MPLOYEE FULFILLMENT WHEN AN ORGANIZATION SUPPORTS SKILL BUILDING5x114114O.C.TANNER INSTITUTEThe eternal quest for higher profits has perpetually compelled organizations to increase their efficiency,generating more output with less input(including a minimum of personnel).But if skill building was eve
308、r a silver bullet for this pursuit,it has lost much of its shine.Today,many workers are suspicious of“quiet hiring,”and just as many employers worry their people will use any new or sharpened abilities to find another job.Fortunately,with the right approach,skill building can still benefit both side
309、s.Educating and developing employees not only strengthens connection and increases their sense of fulfillment;as our research shows,it also dramatically boosts retention and innovation.PERSPECTIVE24 GLOBAL CULTURE REPORTINTRODUCTIONSkill building(often referred to as upskilling)helps empl
310、oyees gain additional training and education to excel in their jobs and develop their careers.It also helps organizations partially address a competitive market for talent.However,in some circumstances,it can provoke skepticism among employees who are wary that organizations will train them to do mo
311、re work without reflecting it in their pay(commonly known as“quiet hiring,”stemming from the term“quiet quitting”in which employees do exactly the amount of work theyre paid for,nothing more).Equally apprehensive,many organizations believe employees who want to learn new skills are plotting to expan
312、d their employment options.However,our research finds less than a quarter of workers(22%)say theyd want to build skills to leave for a job in a new field at a different organization.Instead,83%of workers told us its important for prospective organizations to offer skill-building opportunities and th
313、e top reasons for wanting them are to improve performance in a current job(54%)and to achieve personal growth(53%).By not offering skill-building opportunities,employers may inadvertently communicate that they dont care about employees or their growth.Indeed,organizations that dont provide any skill
314、 building have 76%lower odds of having a thriving workplace culture and 72%lower odds of having employees say they still want to work there in a year.When done right,skill building bolsters growth,inclusion,and a sense of community.Employees who are satisfied with their organizations efforts are mor
315、e than 5x as likely to be Promoters of the organization and nearly 5x more likely to do great work.In an era of work where change and growth are constant,supporting employees skill building is a vital investment.According to the LinkedIn 2023 Learning Report,the number-one way companies try to impro
316、ve retention is by providing learning opportunities,followed closely by upskilling and creating a culture of learning.1 117O.C.TANNER INSTITUTESo,how can HR make skill building mutually beneficial for workers and the organization?Simply put,by focusing all efforts on people.Opportunities that are fl
317、exible,inclusive,and allow employees to explore their interests can transform how they view career development and growth in their workplace.Giving people a voice in the skills they build,the time to build those skills,and recognition for their accomplishments will help them find fulfillment and thr
318、ive at work.“Learning is key to your resilience as a business.If you invest in curiosity,learning,and agility for your workforce,you will be able to bounce back from setbacks,adapt to change,and be more ready for whatever comes next.”CAT WARD,VP,JOBS FOR THE FUTURE1182024 GLOBAL CULTURE REPORTEMPLOY
319、EES NEED OPTIONS AND AUTONOMYGiving workers a choice in skill building is criticala full 90%report having a say in the skills they learn is an important part of their employee experience.Organizations can start by asking employees what training or topics are most relevant or interesting to them.This
320、 improves the odds of employees feeling connected to leaders(5x),having a sense of freedom and choice at work(5x),and perceiving that theyre getting what they“really want”from their work(4.5x).Many employees seek skillsets they can use in their current and future jobs,but we also find a desire for h
321、obby-type classes that may not directly relate to work.Specifically,85%of employees have above-average interest in learning work skills,and 82%have high interest in pursuing non-work skills.Acquiring either type can boost employee wellbeing and morale.And,as shown in the next table,when organization
322、s design opportunities with employees in mind,we see a positive impact on many cultural metrics.OUTCOMEINCREASED IMPACTThriving workplace culture+748%Inclusion+363%Engagement+341%Fulfillment+462%Community+402%Life balance+208%Appreciation+312%Great work+265%Burnout77%2024 GLOBAL CULTURE STUDY,O.C.TA
323、NNER INSTITUTE119O.C.TANNER INSTITUTESuccessful skill building requires organizations to demonstrate they have employees best interests at heartthat they care about peoples growth and development and not just the bottom line.When employees have a wide variety of skill-building opportunities and beli
324、eve senior leaders care about them,the data show:+230%increased odds of a satisfying skill-building experience+390%increased odds of a stronger sense of workplace community+352%increased odds of a thriving workplace culture“People want to be in a place where they feel they are growing,where they are
325、 being challenged,where they have autonomy to push their ideas forward.The employee wants to feel like theyre a part of that conversation,and that they actually get to dictate some of those goals.Employees having a say in their goals is super important.”JARIN SCHMIDT,CHIEF EXPERIENCE OFFICER,CREDLY1
326、202024 GLOBAL CULTURE REPORTSKILL BUILDING MUST BE EQUITABLEOften,skill-building opportunities are only available to employees in certain roles or at specific performance levels.However,when organizations give everyone the same opportunities,the odds that people will thrive,do great work,and feel a
327、sense of community increase(5.6x,5x,and 4.6x,respectively).Regrettably,only 64%of employees say their skill-building opportunities are open to all.Furthermore,our analyses find that individual contributors,generalists,and minorities are significantly less likely to report equal opportunities in thei
328、r workplaces.Organizations can ensure skill building is more equitable by providing a variety of options to satisfy a greater range of employee interests inside and outside work.Whether its learning how to create Excel spreadsheets or plant a vegetable garden,when employees feel cared about and inve
329、sted in as people,their feelings of inclusion and belonging also grow.Opportunities such as tuition reimbursement and professional classes that directly appy to the workplace significantly impact employees sense of community and inclusion.Yet,interestingly,support for teams to learn skills together
330、and reimbursement for classes that are less relevant to work can strengthen feelings of belonging,inclusion,and community even more,as referenced in the following table.121SKILL-BUILDING PROGRAM ATTRIBUTEINCREASED ODDS OF BELONGINGINCREASED ODDS OF INCLUSIONINCREASED ODDS OF COMMUNITYSupport for ski
331、ll-building opportunities with the team2.6x2.6x3xReimbursement for hobby classes2x2.4x2.5xReimbursement for professional classes not directly applicable to work2x2x2.4xReimbursement for professional classes directly applicable to work2x2x2xTuition reimbursement programs2x2x2xTime during work to comp
332、lete training2x2x2xAll of the above combined4x7x12x2024 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEAdditionally,reimbursement for hobby classes improves the odds that the skill-building program will positively impact retention by 119%.Not surprisingly,employees want to stay with organizations that sup
333、port both their professional and personal growth.SKILL BUILDING INCREASES EMPLOYEE FULFILLMENTUltimately,skill building can be a way for people to satisfy their psychological needs and find fulfillment at work.Last year,we uncovered four main factors for fulfillment that included growth,both inside and outside of work.2 Skill-building opportunities contribute to a sense of professional growth whic