Organisations are compelled to take a closer look at how to adopt a people-centred approach to manage change as well as show empathy, practice flexibility, build skills, and develop resilience in order to build a thriving workplace. On that note, in a recent roundtable discussion in Singapore hosted by People Matters and O.C. Tanner, the global leader in strengthening organisational culture through meaningful employee recognition, industry expert Russell Flint, Director of Business Development, APAC at O.C. Tanner, drew on the key findings from the O.C. Tanner 2024 Global Culture Report to frame an engaging, thought-provoking discussion on how to create a thriving work environment by understanding and applying the essential elements of a people-centric workplace.
The conversation emphasised the significance of genuine empathy, support, recognition and trust within organisations and workplace norms that have become commonplace post-pandemic.
A notable example shared during the discussion illustrated how a renowned company introduced a policy of leave democratisation, allowing employees to pass on their leave to others affected by the pandemic. This initiative, which later became a company policy, exemplified the creative and empathetic measures taken to support employees during unprecedented times.
Here are the key takeaways from the discussion:
The gap between values and empathy
Russell highlighted the critical role of sincere empathy in retaining and satisfying employees. While many organisations embrace the value of empathy, they often fall short in delivering it with genuine sincerity. Superficial expressions of empathy without meaningful actions, including consistent recognition, lead to employee dissatisfaction and high turnover rates.
However, demonstrating sincere empathy and providing meaningful recognition can be challenging. Leaders sometimes face criticism for being “too considerate,” particularly when their decisions appear to benefit employees during setbacks disproportionately. This dynamic can result in empathy fatigue, where the constant demand for empathetic responses and recognition strains HR professionals and leaders.
Balancing organisational demands with empathy and resilience
The discussion also delved deeply into the practical aspects of balancing organisational demands with employee needs, highlighting the importance of creating a harmonious work environment that values both productivity and personal well-being.
According to the O.C. Tanner 2024 Global Culture Report, 64% of employees say their organisation embraces change, but more than half say it reacts to change rather than getting ahead of it to meet the upcoming demands of their industry. The report shows that organisations that show nimble resilience and empathy are guided by three powerful principles : adaptability, proactivity, and perseverance, which are crucial to thrive in a dynamic work environment.
Nimbly resilient organisations are better positioned to adapt and innovate through changes and challenges than reactive organisations that double down on old practices and encourage employees to simply push through.
Change can only occur when an organisation adopts the principles of nimble resilience and empathy, using them to shape policies, programs, and workplace culture. This approach encourages employees to build relationships, find new solutions, work collaboratively across disciplines, and embrace a forward-thinking perspective.
As a result, trust in leaders and team members increases, along with connections to the organisation and its purpose. While practising resilience and empathy can sometimes present challenges to organisational needs, it is crucial for HR leaders to find the right balance for smooth organisational and employee success.
Ultimately, creating a balance between organisational and employee needs requires a comprehensive approach that goes beyond mere policy changes. Modern leaders can engage in various behaviours that foster nimble resilience. They can communicate transparently, build strong employee relationships, create a psychologically safe environment, and prioritise employee well-being, flexibility, and autonomy. These efforts collectively help employees develop nimble resilience.
It involves fostering a culture of empathy, resilience and continuous development, where employees feel valued and supported in both their personal and professional lives can enhance their reputation as not only a desirable place to work but also build a resilient and adaptable workforce ready to meet future challenges.
Charting a path forward with empathy and resilience
The Roundtable discussion hosted by People Matters and O.C. Tanner underscored the importance of sincere empathy, resilience and practical support in building a people-centric workplace. During the pandemic, innovative measures like leave democratisation and adaptive crisis management demonstrated the profound impact of genuine empathy and resilience.
However, these principles must extend beyond times of crisis. Organisations need to consistently balance their needs with those of their employees, ensuring that support and trust are integral to their culture. By doing so, they can foster a loyal, motivated, and resilient workforce capable of thriving in both stable and challenging times.
To know more about how to inculcate these essential elements to create a people-centric workplace, you can click here to read O.C. Tanner 2024 Global Culture Report.