In today’s diversity-rich workplace, we find ourselves grappling with a paradox highlighted by the Harvard Business Review. Large, virtual, diverse teams comprising highly qualified specialists are essential for tackling complex projects. Yet, these qualities can also create challenges affecting team productivity and cohesion.
As HR professionals, we understand the delicate balance employees must navigate — excelling individually while also collaborating effectively towards shared organisational or team goals. This balance can sometimes lead to organisational silos, where people operate in isolation, hampering communication and collaboration. Structurally, there could be departmental silos, level or rank silos, location silos, or work schedule silos, where, by these factors, some employees end up working disconnected from the rest of the organisation. A 2022 study by Leena AI found that 23% of employees in India still feel disengaged at work, and according to McKinsey, silos can reduce productivity by 20-25%.
As custodians of organisational culture, HR teams are in a prime position to break down these barriers and foster a unified, collaborative environment. We can co-create solutions with our people, businesses, and stakeholders by transforming HR from a specialised function into an inclusive discipline.
HR’s strategic influence
Research by Gallup shows that companies with highly engaged employees see 21% higher profitability. As architects of organisational dynamics, HR teams are pivotal in cultivating a culture of collaboration. Initiatives like executive mentoring, interdisciplinary projects, and a continuous feedback culture help dissolve silos and encourage teamwork.
Many organisations work on cross-functional, cross-location, and cross-business programs to strengthen inclusion in both people and business processes. ‘Cross-Functional Teams (CFTs)’ drive strategic programs across the organisation to enhance collaboration and execution outcomes. Initiatives that allow teams to set aside routine tasks and focus on future-oriented challenges foster interdepartmental cooperation and innovative problem-solving. Inclusion plays a key role in breaking silos and driving change through an inclusive approach in people processes, capturing voices from all levels and business segments while making process or policy decisions.
Additionally, hosting fun activities like cross-department sports competitions provides opportunities for colleagues to interact and build relationships.
Leveraging technology
As teams grow larger, the natural inclination to collaborate can diminish. Here, technology plays a crucial role. Tools like Asana and Trello help with task allocation and progress tracking, promoting transparency and accountability. Centralised databases or cloud platforms make information accessible to all, breaking down information silos and enabling data-driven decisions.
Kickstarting a collaborative journey
While formal HR interventions are vital, informal networks also play a significant role in fostering community. Companies like Google have successfully created such networks through initiatives like women’s groups, cooking weekends, and tennis coaching, encouraging employees to connect across teams.
For geographically dispersed teams, organisations can balance task orientation with relationship building by creating virtual spaces for collaboration based on shared interests and responsibilities.
As we embrace new business realities, HR’s role in embedding collaboration into the organisational DNA is more critical than ever. By creatively addressing the challenges of large, virtual, and diverse teams, we can dissolve silos and promote a culture of synergy and collective success in today’s competitive workplace.