Guest Commentator: Arlene Jones, Chief Talent Officer, Educational Data Systems, Inc. @EDSI_Solutions
Why should employers ensure they are maintaining a people-first workplace, especially as we continue to navigate the pandemic?
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” — Maya Angelou
I believe years from now, employees will reflect on the pandemic and they will recall very well the employer they worked for and exactly how they made them feel.
Pandemic or not, an employee-first vision is good for everyone; you will serve employees, humanity, and your customers well. I’ve learned firsthand what it means to work someplace that genuinely cares about its people first. Fifteen years ago, as a first-time mom, I was concerned about what work would look like for me after having children. Through multiple conversations, I treasure one simple, genuine remark from our president. He said: “Let’s not worry about that now; have the baby and we’ll figure it out then. It will be okay.” It made me feel heard, understood, and calm about the future. I had trust in this person and the organization. I’m still here 24 years later and I can say our culture has been cultivated by our current CEO tenfold. It’s why I’m still here today. That’s my story; there are others. The reason we’ve grown from 50 to nearly 900 people has to do with a people-first approach.
Most importantly, the CEO needs to believe in the people-first culture and ensure it’s part of the strategic vision of the organization and from there, values can be created, providing a framework for expected employee behaviors and for people-centered initiatives. Employers who have values defined, and live by them faithfully, will demonstrate to your team that you care, which is what people want above anything else. A values-centered organization offers employees safety during uncertain times such as the pandemic, ultimately providing reassurance and consistency of care, which people greatly appreciate.
A servant, leadership-driven, people-first approach leads to a happier, healthier, and more productive teams. Some of the key elements to carrying out this philosophy are the four C’s: culture, coaching, curiosity, and compassion.
How would you describe your company’s leadership philosophy? Servant Leadership is a style that truly focuses on your people first. It’s about serving others, not telling others. It’s about understanding their needs, being clear about expectations, listening, and asking great questions. It’s also about knowing their unique gifts and strengths and nurturing those.
Do you foster a coaching environment? Coaching your leaders to ask great questions is a key ingredient, especially in pandemic times. People need to feel they can share openly and their leaders will ask great questions to gather crucial feedback from team members across the company. Train up coaches in your organization to retain great people too. Give them an opportunity to be coached by other leaders, to increase visibility and opportunity, while they also gain different perspectives and connection to the company’s mission.
How psychologically safe is your environment? Compassion is not something you say, it’s something that needs to be acted upon. According to Amy Edmondson, “creating psychological safety (interpersonal trust) in the work environment is key to building trust and social connection for the ultimate team.” Having regular check-ins, formal and informal, is paramount. Just recently, I recommended to a leader that they schedule time with one of their team members to talk about nothing else except: “How are you doing and how can I support you?” Conversations and genuine interest in their family and safety go a long way. Let them share and be curious about what they are saying. When there is a level of trust, people are more willing to show up and perform. Check out “Google’s Project Aristotle: What Google Learned From Its Quest to Build The Perfect Team.”
What about professional development? Offer ongoing learning for your people. A variety of issues have emerged from the pandemic: physical and mental implications, balancing work and life, and so much more. Offering relevant learning for the times is crucial. Learning needs to include topics such as wellness, performing remote work, maintaining culture, utilizing new technology, among other themes. You must look at what your people need and find ways to respond and meet their needs.
Putting employees first and encouraging their behavior to match the company’s values will foster a more connected and committed workforce. These behaviors will transfer to your customer; they will see how you are taking care of your people and customers will recognize they will receive that same treatment. Ultimately, your customers do well and your team remains happy. The foundation of values is a critical baseline, especially in a pandemic. The sense of belonging helps to promote company growth and sustainability. Be willing to continually survey your people for what’s needed and be committed to following up on what can be done. Always be willing to evaluate your current state to get you to a better future state.
When were the times you felt heard and cared for? Think about how you worked or played harder because someone believed in you. What did that feel like? What were the attributes of those people? Think about mentors in your life. What compels you to be in their presence? How can you emulate that for your employees?
The Chamber is working to leverage the region’s assets to make Greater Philadelphia the new national model to learn, apprentice, and work in the jobs of the future. We are doing this through our initiatives that focus on creating clear pathways for workers.
