A multi-generational workplace is naturally diverse with good and maybe not-so-good behaviors. So, how do organizations change employee behaviors? Unify the people, environment, and brand with what is most relevant: each employee.
Where clarity exists there’s also a notion of rewarding conditions.
Consequently, constancy of circumstances lead affective working conditions. Jocelyn Goldfein along with her executive team became haunted by experiencing this fact. They learned the valuable elements of how to be an effective multigenerational workforce. Furthermore, they united to become consistent in communication and surroundings because they desire rewarding work conditions.
A determinant of how successful business will be is how successful each employee is.
Following quarterly polls of 90,000 Americans, researchers conclude multi-generations want the same things: interesting work, opportunities to be rewarded and excel. The resulted feelings are the change agents, hence what motivates people in meaningful, new directions.
People either show up to work or don’t because they desire to feel and be a success.
Each individualistic feeling is unique and situational. Unite those feelings with clear and constant elements to strengthen success.
First, clarity: Identify the bearings.
Bearings are a clear picture of where and how you/they are doing (Heath p115). The ability to articulate feelings demonstrates comprehension. ‘Where’ and ‘how’ elements are present places, circumstances, experiences, people, and objects. This is clarity of what is and is not working.
Then, constancy: Know the durables.
Durables are theoretical elements that are constant in meaning across people and are relevant and significant to the human condition in all places and at all times (Bruce P16). Theory is hypothetical, a notion. A theoretical element with similar meaning and significance across all unites clarity with constancy.
Clear and Constant Behaviors Strengthen Success
As Chip and Dan Heath repeatedly exemplify in their book Switch, clarity dissolves behavioral resistance (Heath p 106). Below are five success examples.
Bearing: Ideal daily work timeframe.
Harvard Business Review sited work stress can become home stress. Consequently, minimizing work stress reduces irritability, anger, nervousness and anger.
Durable: Stress is significant to the human condition.
Clarify and follow protocol that deconstructs one major source of work stress within your organization. Pulse Survey is one way for employees to articulate elements of work stress.
Bearing: Description of the ideal work location/space.
The term “Fundamental Attribution Error” is the tendency of people’s inclinations that attribute people’s behavior to the way they are instead of the situations they are in (Heath p180).
Durable: Situations are relevant to people’s behaviors.
Clarify specific spaces within or surrounding the workplace that exist to reduce situational anxiety, anger, and distractions. Therefore, this is an open-discussion and open-change process. Furthermore, technology and interior design discussions/changes are encouraged.
Bearing: Technology habits with daily communication.
Technology is one element listed by Inc.com as a dominant change in future work force trends.
Durables: Technology is a significant source of communication.
Bearing: Ideal brands incorporated into daily lifestyle.
“Don’t Be Evil” is Google’s motto but more so lifestyle and slowly emerging as their brand.
Durables: Consumers promote brands.
Offer clear paths for employees to live your brand. Google’s motto consequently rewarded employees with a crowdsource platform where Googlers pioneer leading in various ways. Additionally, AirBnB approaches employees with a $2000 annual stipend. Hence, “travel and stay at any of our listings anywhere in the world.”
Bearing: Description of health sponsor/mentor/place.
Those who identified themselves as engaged employees also reported to be in excellent or very good health (Weiss p75).
Durables: Medical bills significantly impacts revenue.
Clarify a wellbeing inner-office buddy-system. First of all, reward individuals committed to at least one group of two or more people. Also, offer constancy of recreational and disease-management networking events.
Behavior change isn’t easy but that’s where the major savings is. In conclusion, constant accountability and clear reinforcements unite people, the workplace environment, and the organization’s brand.