Story: So how are we doing in terms of creating great places to work? The following are stats for the U.S. as of 2017. (Let’s assume for the purpose of this blog, that the numbers for Canada and Europe are in the same ballpark).
51 percent of the U.S. workforce is not engaged (Gallup).
Disengaged employees cost organizations between $450 and $550 billion dollars annually (The Engagement Institute).
16 percent of employees said they felt “connected and engaged” by employers (EmployeeChannel).
There’s a lot more data, and little of it is sterling in terms of really positive trends. We don’t seem to be making much progress creating great workplaces.
Key Point: Most organizations are still struggling to create workplaces where participants are treated as fully functional, self-accountable, highly capable, trustworthy, well-intended adults. When one stand backs and looks at most institutional structures and processes, you realize they were built for an industrial era rather than modern one. How would you like to work for an organization that had the following attributes?
- Purpose matters most. You join because you want to make the purpose more true everyday. Not just for a job. WHY the company exists, is clear, inspirational, and advances humankind.
- Three values drive every part of the company; Self Accountability, Respect and Abundance. Every day starts for all with a quick reflection on the purpose and values.
- The business model constantly evolves to achieve the purpose. People are always first AND focused totally on how everything they do impacts the customer experience.
- Jobs and roles are fluid. Expectations are clear at both the individual and team level. Work constantly pivots to get the right stuff done for the customer.
- Every development conversation is aimed at helping people do what they’re good at, passionate about, and how value is created.
- Each leader is publicly rated by all, daily. The results are transparent and there for everyone to see. The same goes for each team member. There are NO stupid annual performance reviews. Results and behaviors are transparent, respectful, candid and deeply appreciated. When trends are negative, people are expected to reach out for help. All team members need to help and move the trend in a positive direction. Peer coaching in the context of work, is an everyday practice.
- Anyone can leave the company with a fair, pre-determined severance package at any time. Every team member has total control. The organization can also remove anyone at anytime with the same formula. No any one person can hire or fire (unless an egregious act of disrespect requires an immediate firing). Both hiring and firing is done after careful data-driven assessments by a small panel of team members.
- Pay and compensation benefits are fully transparent, and on a platform designed for a person of one, based on individual changing needs. 10 percent of all compensation is added for personal learning investment determined by each employee at their discretion.
- Personal Time Off and vacation is determined by each person. Take what you need, when. Of course, the company values are thoughtfully applied. Employees are considerate and keep the impact to team members, customers and results in mind.
- Health care is aimed totally at keeping people healthy in every way. No designated sick time off. Take what’s needed. Stay as healthy as possible.
- Work where, when, and how you need to for the best results. Dress code is what helps you get stuff done.
- There is an annual profit share open and transparent to all. The more profit, the more everyone wins.
- Don’t be an ass.
- Ensure the customer becomes your best advertiser.
- Seriously consider the framework and rules behind the way you work. Do they make sense? Would you work for a company with the above framework? Why? Why not?
Loving and advancing humans everyday,
One Millennial View: I think everyone can be extremely attracted to the autonomy, freedoms, and values that this company offers. We Millennials, especially, would need to keep in mind that this also requires a ton of discipline, transparency and honesty. Perhaps at a more extreme level than we’re used to. How long till answering No. 6 above just turns into a “yeah yeah, everyone’s performing great,” when maybe they’re not? How long till that negatively affects No. 12? This is an inspiring system, but is human nature ready for it? If not, let’s individually ask ourselves what we need to do so we can be.
Edited and published by Garrett Rubis