Retaining staff with an authentic workplace
Forced into self-reflection during extended WFH, workers have questioned the value of their work and the sense of meaning it provides. On top of that, the isolation of the pandemic has intensified our desire for authentic being
In a recent article in the Harvard Business Review, co-founder and managing partner at Navalent, Ron Carucci spoke with six HR executives. These executives were from companies who reported their organisations aren’t experiencing higher-than-normal staff resignations or downsizing, despite a ‘mass exodus’ happening in workplaces around the world.
I’ve seen this in action firsthand. In my prior workplace, the CEO, two directors and two managers (one of them was me — oops!) all resigned within 6 months of each other.
In the midst of a pandemic, the things that really matter can become clear.
At first, I thought feeling burnout was a sign of weakness or that I wasn’t trying hard enough. When I took time to reflect, I thought “Okay — I have been working full time in a job that I’d outgrown, am living through a global pandemic and have been in lockdown away from my family and friends for months”.
No wonder I was feeling stressed! Author Amanda Burkhart explains this well:
Maybe you think someone doesn’t have a lot on their plate compared to you. But maybe their plate is smaller than yours and doesn’t have a lot of room to begin with. Maybe their plate is paper and can’t hold as much as your sturdy ceramic plate.
My plate was getting flimsy and I needed a change. So, I made the decision to prioritise myself and my growth. Fast forward and I am now in a new role at Pragma Partners, loving life and feeling better than ever.
In Ron’s article, he works to find common patterns that highlight what it takes to retain talent in such a volatile time. He also shares some practical ways organisations can nail workplace solidarity. It’s no surprise that Pragma nails them all.
Make personal aspiration a routine part of manager conversations
Ron says, “rather than worrying that personal interests might distract from work efforts, smart managers realise that by taking an interest in the whole employee, you ensure they bring the same creativity and energy to their day jobs”.
Pragma is about people, and we love to see each other succeed. Keeping our ambitions front of mind helps our team stay on track to reach our personal goals.
Spotlight lived purpose in action
Our clients aren’t shy about giving our team positive feedback. We live this value by recognising star team members on a dedicated #Shoutouts Slack channel.
Whether it’s nailing a client presentation or helping a fellow teammate set up their tech, all our achievements are celebrated.
Double down on social connection for remote workers
Let’s face it. Lockdown sucked. A very community-focused workplace, Pragma had to think outside the box to make sure we were all staying connected. A daily informal ‘virtual coffee’ was established for our team to jump online and say g’day.
Usually after hitting a big project milestone, we’d catch up to celebrate. Amidst the Canberra lockdown we had to improvise. Our head of practice organised gin tasting packs and cupcakes to be delivered to our homes ahead of a virtual catchup. This was a unique way to keep connected while recognising our hard work.
Let employees co-create your workplace experience
In his article, Ron says many employers are mistakenly assuming the primary motivations behind mass departures are an employee’s desire for higher-paying jobs or greater work-life balance and flexibility.
“But, those factors weren’t nearly as important to people as employers thought, compared to more relational factors like a sense of belonging or having trusting teammates,” he says.
For a lot of us, we spend most of our day in the office. That’s why it’s super important to create a space that is comfortable for everyone.
At Pragma, our team all have input on what music we play or what snacks we keep in the kitchen. We also just installed a table tennis zone for fun at lunchtime or after work.
As much as we love to have fun, we are also respectful of each other’s need for quiet time and have several separate workspaces and private nooks.
Ron says over the last 18 months, the pandemic has created a greater appreciation for our shared humanity, with endless opportunities to care for those who are struggling.
“In the workplace, it’s not always natural or comfortable for managers to express care — they may feel awkward or unclear on boundaries,” Ron says.
What does this look like in action?
Encourage gestures of kindness and support
We are experts, but we can’t smash our goals on our own.
We all need help sometimes, whether it’s being a soundboard for a new concept or sharing feedback on a design.
Our team works hard and sometimes need a little extra love. To show support for our workers, Pragma regularly hosts team dinners or sends home care packs.
We also like to show support to our team’s family and partners. They are the ones who are holding down the home front and helping us thrive.
Before I joined Pragma, I was a PoP (which is a new term I have just now invented: Partner of Pragma). My partner Micah joined the company when it first started, and we have both been supported so wonderfully. A lot of workplaces had a ‘no partners’ policy at work functions or Christmas parties… not the case at Pragma. We have always been included and welcomed with open arms.
Pragma values family time and lives this belief every day.
Recruiting and retaining staff can be tricky to navigate. The more effort you put into team relationships and creating holistic value, the more likely your employees are going to want to hang around.
Check out Ron Carucci’s full article in the Harvard Business Review.
