employee experience

An Unexpected Reminder of the Power in Genuine Appreciation
An Unexpected Reminder of the Power in Genuine Appreciation 1024 512 Jason Lauritsen

This week, while staying in Chicago for work, I ventured out to find a nearby sports bar to watch a basketball game and grab some dinner.

In fairness, this wasn’t just any basketball game. I was planning to watch my beloved Duke Blue Devils play. And, I was appropriately dressed in Duke gear to show my allegiance.

The bar I chose based on Yelp reviews was called Theory. When I arrived, I found a spot at the bar in front of a TV with the game and settled in.

My initial impressions of Theory were positive. The bar staff was friendly and helped me choose a good local IPA and a sandwich to enjoy.

At some point early in the game, I heard a voice behind me say, “Thanks so much for coming in to watch the game. Are you a Duke grad?” It was a man a bit younger than me dressed in a gold, Iowa Hawkeye hoodie and a cap whose bill was angled a bit off center. He was the owner.

We chatted for the next few minutes about how I was a life long Duke fan. He shared with me how he went to high school with one of the Duke assistant coaches (and a former player) and how that had made him a fan of the team.

At the end of our conversation, he said “Thank you for your business, I really appreciate that you came in to watch the game tonight.” And he was off.

I watched him work the entire bar over the next couple hours, going out of his way to thank every person who came in for choosing his bar. And the thing that struck me about this was how genuine he seemed to be in his gratitude and appreciation.

He stopped by to check in with me at least two more times while I was there, each time thanking me for being there. And, while I recognize that this may sound excessive as you read it, it didn’t feel that way. It felt like being a guest in the home of someone who is a thoughtful host.

On my way out of the bar, we met one last time and shook hands. He thanked me again for my business and I thanked him for the experience. I can honestly say that I don’t think I’ve ever felt more appreciated leaving a dining experience.

It felt surprisingly good.

I will be back to Theory any time I’m nearby. And I’ll recommend it whenever I have the chance.

As I thought about the experience on my walk back to the hotel, it struck me that this was a lesson in the power of genuine expressions of gratitude and appreciation.

The food at Theory is good. The craft beer selection is also quite good. The bartenders were attentive and friendly. There are a lot of good things about this place. But that could be said about a lot of places.

It was the brief interactions with the owner, a stranger, that set this experience apart from others. A few words and a few minutes of time made the difference between a forgettable meal at a random sports bar and writing a blog post about the experience.

Here’s what I’d invite you to consider.

What if managers and leaders took the same care at work to make every person feel seen, acknowledged, and appreciated?

What if employees left work each day feeling the way I did leaving Theory, as if my presence there actually mattered to someone?

It’s not complicated. A few minutes and a few genuine words of gratitude is all it takes.

I think we can do this.

A “Non-Obvious” Conversation about Employee Engagement with Jamie Notter
A “Non-Obvious” Conversation about Employee Engagement with Jamie Notter 1024 512 Jason Lauritsen

Today, I’m doing something a little different on the blog. My longtime friends Jamie Notter and Maddie Grant have just published a new book titled “The Non-Obvious Guide to Employee Engagement.” They present a unique perspective that I think you’ll find interesting.

What follows is a short interview I did with Jamie over email to give you a flavor of what’s in the book. My questions are in bold. The rest are Jamie’s words. More details about the book and how to find Jamie and Maddie are at the bottom of the post. Enjoy.


Your new book is about employee engagement. In my opinion, one of the foundation issues in most work on this topic is a lack of clear definition of employee engagement. As you also note in your book, there are nearly as many definitions of engagement as there are consultants and technology firms who claim to have the answer.

So, let’s start there. How do you define employee engagement? And what makes your definition more credible and valuable than the countless others out there?

Here’s our definition of engagement:

Employee engagement is the level of emotional connection and commitment employees have to an organization, which is driven by how successful they are at work, both personally and organizationally.

The first half of the definition is really our summary of all the other definitions out there. They all focus on the internal emotional connection/commitment. And that’s a huge problem because if that is what engagement is, then there’s nothing managers can do to improve it. That’s internal to the employee, so it’s not something I can get my hands on.

And that also defines engagement in terms of the result (level of commitment), but says NOTHING about the cause, and that’s where I think we are adding value here. The cause of engagement is fundamentally success. When people are deeply successful at work, then they have that level of commitment/connection. When you start messing with their success–THAT’s when they start to phone it in.

I’m not sure how clear we make it in the book, but we see three levels of success that will impact engagement–personal, role, and enterprise. The personal part is: am I being successful as I define it related to my life goals and destiny. This, by the way, is why I think entrepreneurs are 100% engaged–most of them were born to do it. They just can’t work for other people. So if you stick someone in a job that is not aligned with their values and life goals, they’ll be less engaged.

Role is about being successful in my specific job. If you put me in sales, but your org is so siloed that no one will give me leads, then I can’t be successful in sales and engagement drops. Enterprise is about my work actually contributing to the success of the organization. Imagine working for Kodak as they missed the digital camera revolution. I might be successful in my film processing, but I know it’s a sinking ship.

You align your organization with deep success like that, and you’ll get engagement.

Traditionally, engagement has been seen as the path to results (usually described as discretionary effort). The argument says that when engagement increases, employee output increases. In other words, more engagement leads to more success. Your definition seems to reverse the order making engagement an outcome. A cynic might argue then, why are we even talking about engagement if it’s simply a product of successful performance? I’m guessing there’s more to it than that. Can you explain?

Okay, so while I do think there is “more to it than that” (and I’ll explain in a minute), first I want to say that the cynic might have a point here. A lot of the literature on engagement cites statistics showing all the increased profits, revenue, and productivity that organizations get when they have higher engagement. They specifically imply that if you can somehow get more engagement, you’ll get those great results of profits, revenue, etc.

This really frustrates me, because I don’t think I’ve seen ANY proof of causation in those statistics–it’s simply correlation. Engagement and profits correlate. Fine. So what’s our mental model here? Is it (a) if we cajole people into being engaged, we’ll get more profit? Or (b) if we figure out how to be consistently profitable, people might actually like working here more? B honestly seems more sensible to me.

But, as you say, there’s more to it than that. Part of the bigger picture is what I said in the previous email–I think engagement is a function of DEEP success, which includes the enterprise level, but also role and personal levels. Creating a culture where everyone has success at all those levels goes way beyond simply being profitable. It’s about creating a system that is focused on those different levels of success simultaneously.

But most organizations, frankly, don’t have systems like that. They have cobbled together a culture that manages to generate some enterprise success (or they’d be out of business), but often at the expense of success at the other two levels. We finish the year in the black, but people are frustrated at the red-tape they have to go through just to get resources, or at the missed opportunities for innovation because one department won’t talk to the other.

Most companies today are focused on actions that increase engagement as a means to greater success. You argue for a different approach in the book. What do you believe organizations should do instead if they want to create a more engaging work experience for employees?  

If companies want engagement, then they should focus on finding and fixing the patterns inside their culture that are getting in the way of deep success. Get under the surface to find the patterns in the way you do things that are having the biggest impact on success, and then fix them (or reinforce them if it’s a positive impact).

Don’t just tell me whether or not your people think the organization is good at collaboration (which is what an engagement survey might say). Show me that while people as individuals are keen to help each other out in this culture, we haven’t invested in processes and systems to support the collaboration, so it ends up being ad hoc. And at the end of the year, we can always point back to a long list of missed opportunities to deliver value to the client because we weren’t proactively collaborating. And then suggest to me some new processes or technologies you can employ that will change that pattern.

You start doing that and engagement will increase–without you having to run ONE engagement survey.


For more great insights and practical guidance for how to manage your culture to fuel success and engagement, order a copy of the new book or visit his website.  

Open Offices Suck, Annual Engagement Surveys are Dead, and other Lies
Open Offices Suck, Annual Engagement Surveys are Dead, and other Lies 1024 512 Jason Lauritsen

I love CBS Sunday Morning.

This past Sunday, Faith Salie shared an op-ed monologue about how much she dislikes open offices. I’ve embedded the video at the bottom of the post for you to check out. She makes a pretty compelling argument.

Just a few years ago, open offices were THE ANSWER to the future of workplace design promising more communication, more innovation, and more productivity. Not to mention they are less expensive for the organization (more people in smaller spaces).

But, now a backlash has started. Lately, it’s become more en vogue to make the point that open offices are, as Faith argues, THE WORST.

Which is it? Are open offices THE ANSWER or are they THE WORST?

Arguments like these are everywhere when it comes to what’s best in the workplace.

  • Is performance management good or bad?
  • Is the annual engagement survey critical or dead?
  • Are front line supervisors the problem or the victims of a bad system?
  • Are best friends at work vital or ridiculous?

These arguments between binary choices are assinine at best and harmful at worst.

We’ve become so enamored by best practices that promise THE ANSWER to our problems, we’ve lost sight of the complexity of this work. Our fixation on finding the right choice between two polar opposite choices is causing us to ignore a harder reality.

THE ANSWER is an illusion. No, it’s a lie.

There are never just two answers. And, there are almost always several different right answers.

Personally, I have mixed feelings about open office space designs. If you’ve ever worked in this type of environment, you probably do too. I like the energy of being in open space around other people working. I like that accessibility that it creates. But, I strongly dislike the lack of privacy and constant distractions.

The organizations using workplace design to drive employee engagement have embraced that different people and different kinds of work require different types of workspaces. They recognize that private offices and open office space can be both good and bad depending on the context.

Those leaders not trapped in binary and best practice thinking are creating innovative spaces for work designed to provide options and flexibility. An example that I wrote about in my book is Hudl, whose new headquarters includes a mix of different spaces designed for different types of preferences and needs. Most employees at Hudl don’t have an assigned desk. Instead, they choose their workspace based on their needs that day.

Thinking in binary terms (i.e. Is this is good or bad?) is crippling our ability to innovate and move forward. It’s hard to resist this thinking since it’s everywhere. In politics, you are either with me or against me. In pop culture, a movie is great or it sucks. When we encounter someone, they either agree with us or they are an idiot.

We must resist this thinking. We need to break free of the “this or that” trap.

The path to growth and innovation lives in the messy grey area in the middle. Because here’s the reality, open offices are both great and terrible at the same time. Performance management can be both good and bad.

The choices are false. THE ANSWER is a lie.

Our mandate is to embrace the complexity of working with humans. Each one of us is different and unique. That means that any group of us is almost infinitely complex. There are many right answers. There are many effective solutions. Never just one.

Do the work to find what’s best for your organization and your people. Ask more questions. See all angles. Push back on arbitrary options and dig in.

Not only will you end up having a much greater impact, but you will learn a lot more along the way.

Not sure what questions you should ask? We should talk.

 

 

Before the Resolutions, Work on your Purpose
Before the Resolutions, Work on your Purpose 300 168 Jason Lauritsen

Yesterday, as I was climbing onto the treadmill to start undoing the damage I’d done to my body over the holiday, I noted how few people were at the gym.

Then I thought, “Next week is going to be different.”

It’s resolution time of year. Next week, the gym will be full of new people and those who haven’t been in a while. All of them full of New Year’s inspired resolve.

For someone who goes to the gym regularly, it’s an inconvenience to have so many people packing the gym. But I know it won’t last.  It never does.

Within a month, things will return to normal. New Year’s resolve gone.

Setting resolutions and goals alone is typically not enough to drive the sustainable behavior change needed to see meaningful results. Getting in shape, for example, is really hard. It means changing your diet and giving up foods you probably love. It means doing workouts that you are not good at that leave you feeling the next day as if you got run over by a truck.

It’s hard. And because it’s hard, you are likely to quit.

Unless.

If you want to keep more of your resolutions and meet more of your goals, start by first getting crystal clear on why they are important.

Why do you want to get in better shape? What consequence will it have in your life when you succeed (or fail)?

Is it to feel better and have more energy to play with your kids or spend time with friends?  Is it to avoid suffering from some serious health conditions that could take everything away?

When you are clear on your “why,” it’s harder to quit.

The workouts might suck, but you aren’t quitting on the workouts, you are quitting on your kids (or your future, etc.). Being clear on the purpose behind your goals is where real resolve comes from.

This the same reason that so many projects and goals fall short at work as well.

Organizations often commit themselves to improve employee engagement in the same way we set resolutions to get in better shape. It seems like the right thing to do and it seems like everyone else is doing it.

So we survey our employees. And despite the fact that our leaders think everything is fine, we discover that it’s not so great for the employees. And, making the needed changes is going to be hard.

You will probably quit. Mainly because you (and everyone else) aren’t sure exactly why any of this really matters.

If you want to make an impact at work towards creating a better work experience for your employees, start with purpose. Before you set any goals or make any plans, get really clear on why it matters.

Is it to improve your employees’ lives? Is it to improve organizational performance? Is it to save your organization from going out of business?

There’s a lot of reasons why you can and should care about employees’ experience at work. The important step is to uncover and articulate why it matters for your organization.

Because doing this work, like getting in better shape, is hard work.  And when you (or your leaders) want to quit, you need to remember that you aren’t quitting on a survey or an HR project. You are quitting on the organization or your employees’ future.

Before you start writing out resolutions or making plans for next year, invest some time in thinking about why any of it matters. Goals and intentions built on a solid foundation of purpose are far more powerful and effective.

Make 2019 your best ever by starting with clarity about what really matters.

Happy New Year!

8 Future of Work Trends to Prepare for NOW
8 Future of Work Trends to Prepare for NOW 600 300 Jason Lauritsen

It’s gotten pretty popular to write about the future of work recently. It’s fun to think about the future and what might happen.

Usually, much of what’s written is speculation based on hunches and educated guesses. Because the future is yet to be written, writing about it encourages you to be creative in your predictions.

The problem, of course, is that when we are creating strategic plans and making investments in our organizations, our decisions about the future have real consequences. We need something better than a creative writing exercise to guide our thinking

Fortunately, there are better ways to inform our thinking about the future.

As my Futurist mentor, Rebecca Ryan, has taught me, thinking about the future can and should be grounded in the information we already know from the present. Particularly when thinking about the near future that impacts your organization over the next several years, there’s a lot of data available that paints a picture of what’s most likely to happen.

Over the past two months, I’ve been writing a series of posts for PeopleDoc outlining eight trends that are heavily influencing the (near) future of work and how you can be preparing your organization for them.

I’m also doing a webinar with PeopleDoc tomorrow, Tuesday, December 11, to discuss the eight trends. Register here.

Here are the eight trends and links to each post.

  1. Declining Trust
  2. Growth of the “Gig” Economy
  3. The increasing demand for instant gratification
  4. The increase in mobile technology
  5. Career experiences are replacing career paths
  6. Increasing life expectancies
  7. Automation through artificial intelligence
  8. Increasingly Diverse Workforce

Each post is based on real trends that don’t show any signs of changing. If you employ people, these trends are and will continue to affect you in small and, possibly, large ways over the next several years. Ignore them at your own peril.

As you plan for 2019 and beyond, take some time to step back and look at the story that these (and other) trends are telling you. The future of work is revealing itself to you if you know where to look.

Workforce Logo
Why Performance Management Still Sucks
Why Performance Management Still Sucks 395 120 Jason Lauritsen

I’ve spent a large part of the last year writing a book about performance management.  

One of the big questions I wrestled with was “how did we get this so wrong?” That question isn’t all that hard to answer when you look at the history of management and discover that it was based on a contractual, compliance-based model.

This helps explain how we ended up with compliance-based processes like the annual performance appraisal and performance improvement plans. They make sense in the historical context in which they were created. 

But times have changed. And work has changed. A lot. 

Performance management hasn’t. 

A majority of organizations are still running these same compliance-based processes today. Taken in the context of our climate of work, they make little or no sense.

Employees hate it. Managers cringe at the mention of performance management. And HR keeps running the system despite knowing that it doesn’t really work.  

It’s glaringly obvious that it’s a broken system. It’s been obvious for decades. Why is it taking so long to fix?  

This might be the more important question. 

Performance is the lifeblood of any organization. Without it, the organization withers and dies.  What could be more important than the management of performance?

And yet.

No one owns it.  

Everyone participates. Everyone is impacted.

No one owns it. 

Managers are charged with the day to day responsibility of ensuring employee performance. Leaders are broadly responsible for organizational performance.  And HR is where the formal, compliance-based processes for the appraisal of performance.  

But who is responsible for designing and deploying and maintaining a system for managing performance across the organization? 

Certainly, HR is the assumed answer. 

But, I think I’ve only met a handful of HR professionals in my life who’s primary job role and function was performance management. 

This fall, I facilitated a panel of HR leaders at the HR Tech Conference to discuss the evolution of performance management. I asked each of them how performance management fit into their overall HR structure. Each of the four companies was different. 

In one case it was part of total rewards (i.e. benefit and comp). In another, it was viewed as part of employee engagement. In another, it was under the banner of employee relations (i.e. compliance). 

In two of the four cases, the main reason HR undertook the process of changing performance management was that executive leadership demanded it.  

It’s crazy. 

A well-designed performance management system should be the operating system for your organization. It ensures a sustainable and consistent employee experience that unlocks individual and team performance. Most organizations today are still running a performance management operating system written in the 1920’s.

It’s way past time for an upgrade. But, that upgrade will never happen unless you make it a priority.  

Every organization should have a role or team dedicated to performance management systems. If you don’t like the phrase “performance management,” then call it performance enablement or performance processes.  

It can be in HR or it can be elsewhere. It will depend on your organization. 

We would never let something like sales or financials or technology go without an owner who has the responsibility to ensuring process effectiveness.

Why do we allow it with something as vital as the management of performance?

Let’s change that. 

Technology’s Evolving Role in HR #HRTechConf
Technology’s Evolving Role in HR #HRTechConf Jason Lauritsen

The HR Technology Conference has become one of my favorite events of the year. It’s a great opportunity to get a feel for the broader trends in HR and work.  

Each year, I try to take in a few sessions and spend some time walking the Exhibit Hall. My goal is to try to understand what the technology vendors think is important to the HR community. This comes through loud and clear through their marketing messages and positioning at the event.

Based on my observations, this year’s overarching theme seemed the same as last year. Everything is about AI (artificial intelligence). Apparently, we are all so fascinated by the potential of AI that nearly every vendor is feeling the pressure to show how they are in the AI game.

I personally think that most of the talk about AI is distracting us from what really matters in making work better. That is an argument for another day. The bottom line is that for the second year in a row, AI was the dominant buzzword of the conference.

Another thing I love about this event is the conversation and presentations about the future of work. Technology companies are rightfully interested in understanding how work is evolving and what the future might look like so they can enable that future through their products.

Based on what I heard from Josh Bersin and others, it seems to me that there are some real shifts coming (and needed) in terms of what HR technology looks like and how it works.  There were three big things that I took away from this year’s event.

  1. HR technology tools need to be where the work happens. Almost all of today’s HR technology tools are part of a stand-alone platform or product. This means that the employee has to leave the technology that they primarily use to do their work (email, calendar, CRM, etc.) to find and log into another application before being able to take their desired action. It’s no wonder that we struggle to get employees to consistently engage with these tools. It feels like a hassle. The next generation of HR tech tools will be built into where you do work to make the employee’s experience much more fluid and intuitive. Keep an eye on companies like Microsoft, Google, Salesforce, and Slack as they are already starting to build some of their own integrated tools. It seems like there’s about to be a lot of innovation in this area. 
  2. We need technology to support wellbeing. Earlier this year, Stanford Professor Jeffrey Pfeffer published a new book titled, “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It.” He argues that work is literally killing us. Much of that boils down to the immense stress that people are feeling today from both work and life. I’m convinced that tending to the wellbeing of employees will emerge as a business imperative over the next five or more years. Technology has contributed significantly to this problem in the past by enabling 24/7 connectivity. Now we need new technology to help us begin to fix it.  
  3. The future of work is teams. Bersin stood in front of a room full of HR technology marketers and declared that while more companies are organizing work in teams, today’s HR technology tools are almost exclusively designed around individual work performance. For those who work in a project team or agile environment, you can probably relate to how different it is to manage the performance and engagement of teams compared to individuals. As the way we work and our management approaches shift more and more towards teams and collaboration, we will need new tech tools to support that. And, it doesn’t seem that there are many tools here yet. I expect that to change quickly. 

Those are my takeaways from this year’s HR Tech Conference. If you are interested in technology and the future of work, I highly encourage you to give this conference a look next year. If you decide to go, look me up. I’ll be there. 

The Blindspot in Employee Engagement
The Blindspot in Employee Engagement 150 150 Jason Lauritsen

A couple years ago, as my wife and I were returning home from an employee engagement conference where I had spoken, she said something to me that I didn’t fully understand at the time.

I remember it sounding something like this.

“The content here was good, but it was all focused on the happy, positive side of being human at work. Where’s the conversation about all of the hard, painful stuff that humans bring with them to work? Why wasn’t anyone talking about that?”

I agreed with her because she’s always right (joking, kind of). But, the gravity of her wisdom didn’t set in with me until much later.

As I started to pay closer attention to the conversations happening about making the workplace more human, I started to notice what she was talking about. Most of the focus is on how to create a more connected, inclusive, mindful, nourishing, affirming work experience for employees.

All great stuff. All important stuff. Do that.

The problem, however, is that humans carry with us a lot of baggage when we show up to work each day. Regardless of how much we try to convince ourselves of the separation between work and life, it’s a lie.

Life is everywhere and everything we experience is life. Work is just one place where life happens.

Remember, work for employees is a relationship. The test of a good relationship is how you show up when things aren’t so good. The friendships that sustain are with those who are not only around when it’s time to celebrate, they also show up when things are hard (through an illness or breakup, etc.). It’s how they show up in these moments that creates the commitment and loyalty that lasts.

The same is true of the work relationship. It’s great that you celebrate victories and birthdays and new childbirths, but how do you show up during hardship and tragedy? That’s where the rubber meets the road.

This came into stark focus for me last week when I attended and spoke at the WELCOA Summit, the premier event for workplace wellness professionals. It seems that while most of us focus on creating the shining, happy workplace where all humans are welcome, these wellness champions are the ones worrying about the not so shiny, not so happy reality of being human.

The opening keynote by Mettie Spiess is a shining example of what I now realize is the real work of creating a truly human workplace. She sharing her gut-wrenching personal story of losing both of her brothers to suicide and of her own experience of living with mental illness. Her life’s purpose is to create a world without suicide. And she believes that’s possible, but not unless we make some major changes.

The statistics on suicide and mental health in the U.S. are alarming, to put it lightly.

Here’s the truth. Even if you have created an amazing, engaging workplace–these stats make clear that there are people walking through the door at your workplace each day who are silently suffering, maybe fighting a solo battle for their survival.

The bad news is that they aren’t likely to find much support at work because we aren’t looking for them. It’s easy to ignore the realities of mental illness unless you or someone you love is living with it. And to make matters worse, there’s such a negative stigma around mental illness (i.e. “I didn’t know you were crazy”) that it rarely feels safe to ask for help–even when there’s some sort of structure in place to do so.

One of the core messages I took from Mettie is that we must dramatically raise awareness and kill the stigma around mental health. To do this, we have to be very intentional in our efforts around education and awareness of mental illness and suicide in the workplace.

But beyond that, she reinforced the importance and power of authentic human connection and compassion to break some of these cycles. The CDC identified social connectedness as a key factor in the prevention of suicide. Fostering the creation and formation of healthy relationships through work could literally save someone’s life.

But, so too can showing care and concern. Simply paying attention to others and asking “how are you doing?” can make all the difference. This seems so simple and obvious but is easy to neglect in our steadfast commitment to being “busy” all the time.

Suicide and mental health probably feel pretty uncomfortable to read about, let alone talk about. I know. For me too.

But I think this is the essence of the work to create truly “human” places of work. We must create a place where humans connect together to not only create work product together but also to find belonging and acknowledgment and support–real support for both the good stuff and the bad.

Even the people in your work lives who seem to have it all together on the outside are probably struggling with something beneath the surface. It might not be mental illness or suicide, but it might be something that feels just as debilitating to them.

Maybe they are experiencing burnout.

Or maybe they are suffering abuse at the hands of an intimate partner. (20 people per minute are abused by an intimate partner in the U.S. and some of them work for you.)

Many are suffering from serious financial stress. One study reveals that 1 in 4 Americans suffers from PTSD like symptoms caused by financial stress.

The list goes on. Life is hard and the challenges are real.

If we are going to create a truly “human” company, this is the hard work. It’s not enough to simply focus on appreciation and connection and encouragement. We must also make room and provide support for the other side of the human equation.

Creating an engaging work experience for employees is meaningful, important work. But, changing or saving someone’s life is a whole different level of impact that we can and should have on the people who we employ.

Not sure where to start? Let’s chat. I’ll help nudge you in the right direction.

Oh, and how are you?  If you are struggling and need to talk, please reach out.

For more great reading on this topic, check out my friend Rachel Druckenmiller’s summary post about the WELCOA Summit. It’s full of goodness.

Suicide Prevention Hotline: 1-800-273-8255 or Suicide Prevention Lifeline

 

Designing Employee Experience (A “How To” Series)
Designing Employee Experience (A “How To” Series) 150 150 Jason Lauritsen

As I’m seeing more and more discussion about employee experience, I’m not finding a lot of content about how to activate and do the work.

The reason I’m so bullish about the concept of employee experience is that it is proactively actionable whereas traditional employee engagement practices are largely reactive. Organizations can intentionally design the employee experience to improve engagement and performance.

Over the past two months, I’ve been writing a series of posts for my friends at PeopleDoc titled “How to Design the Employee Experience.” If you have been pondering employee experience and how to get started, I urge you to check out the series.

  1. The Impact of Experience 
  2. Applying the Design Process
  3. Getting Started with Discovery
  4. Define Your Ideal Employee Experience
  5. Delivering a Great Employee Experience
  6. Using Technology to Enhance the Employee Experience

I hope you enjoy the content and find it useful. My new book, Unlocking High Performance, will dive even further into this when it’s available in October.

 

UK Pre-Order NOW! US Pre-Order July 28th

 

 

Does your company discourage vacations?
Does your company discourage vacations? 150 150 Jason Lauritsen

A few weeks ago, I had an interesting chat with my Lyft driver on the way to the airport in San Francisco.

He was a career business development professional who uses Lyft to supplement his income. Our conversation turned to company culture and work experience (shocking, I know).

He told me about how he had changed jobs and moved his family to Sacramento because he worked for a company that consumed every moment of his life.

When he wasn’t traveling, he was expected to attend client events in the evenings. His wife and family hardly ever saw him.

Then there was the whole issue of vacation. He shared a story with me about a time early in his career when he’d qualified for a company-paid sales incentive trip to Hawaii.

He invited his girlfriend to go along. She agreed based on one condition–that he leaves his laptop at home. She knew that if he brought it, he’d work much of the time. He knew it too but didn’t feel like he had a choice. He chose the laptop and ended up making the trip alone.

At this same company, he described the ritual guilt trip that would be applied by management every time he tried to request vacation days. They’d always say the same thing, “We’ve got so much going on right now, can’t you find another time to go?”

He felt so tied to his work that he couldn’t disconnect, ever.  And, it had an impact on him and his family. Thus, he finally left.

I wish his experience was a unique one and that he just happened to work for a company that was getting it wrong. But, I know too many people who have had the same experience to think that’s true.

And, the data seems to suggest the same.

According to the 2018 Work and Well-being Survey recently published by the American Psychological Association, despite 76% of respondents saying that taking vacation time is important to them, only 41% reported that their organization’s culture encouraged taking time off.

That’s 6 out of 10 organizations where the employees feel like they are discouraged from taking a vacation. Let that sink in.

So, it probably shouldn’t be too surprising that 65% of respondents reported that the positive benefits they feel as a result of taking a vacation (when they do take it) either disappear immediately or within a few days.

This is crazy.

And it’s symptomatic of much deeper cultural and performance issues. If you feel like you cannot be gone from work for fear of lost opportunity or what might happen while you are out, that suggests a teamwork or trust deficiency.

If you don’t want to take vacation time because you feel penalized by a backlog of work that occurs while you are out, that’s a process and work design problem.

If you don’t want to request vacation because of how guilty your manager makes you feel about it, that’s a leadership failure.

The pace and intensity of work have increased steadily over the past couple decades thanks largely to technology. We spend more time connected to work than ever before.

That makes vacation time more important than ever before. People need time away from work to rest and connect to the things that are important in their life (family, friends, travel, etc.).

This weekend, I’m leaving for a week of summer vacation with my family. I didn’t realize how much I needed the time away until it started to draw near. It’s been a pretty intense year so far and I have not unplugged in a long time.

Time away from work is necessary to recharge.

Organizations should encourage employees to use their time off, even require it if necessary.  And, when people leave for vacation, expect them to disconnect and give their full attention to whatever they do while they are out.

Your organization’s posture towards vacation is a good indicator of how well you are tending to an employee’s overall well-being and engagement.

If you aren’t sure how you are doing, take a peek at how much vacation time is being used. Or even more simply, go ask some employees if using vacation time is encouraged.