Gallup's research indicates that 44% of employees globally face stress, and a staggering 59% are contemplating leaving their jobs
A lot has changed in our world of work and continues to change and evolve at a pace that is unprecedented. The traditional 9-to-5 work structure, rigid hierarchies, and linear career trajectories have given way to remote work, matrix organisations, and a diverse, multigenerational workforce. These sweeping changes have had an enormous effect on workplace dynamics, which have become intricate, blurring the lines between personal and professional lives. At the same time, issues like burnout, communication gaps, diversity and inclusion, and mental health have risen to the forefront. This has been evident from the findings of various studies by research agencies – In India, 38% of employees report burnout symptoms, leading the global tally as per McKinsey; Gallup’s research indicates that 44% of employees globally face stress, and a staggering 59% are contemplating leaving their jobs; Michael Page reveals that 90% of employees are willing to explore new opportunities regardless of their job tenure on account of workplace issues.
Despite growing efforts to address these issues, they persist. This could be attributed to our tendency to prioritise individualised solutions. For instance, we might utilise mental health apps and wellness programs to tackle burnout, while ignoring larger systemic issues like organisational bottlenecks, irrelevant and cumbersome processes, and decision-making inertia. Individuals joining organisations brimming with the prospect of making a difference might soon find themselves entangled in organisational red tape, impacting the thrill of innovating and their desire to bring their full potential to work each day. Additionally tall and hierarchical structures, which artificially generate scope for ‘growth’ impact speed and agility in the organisation, and may lead to feelings of frustration and helplessness.
Similarly, diversity initiatives often skim the surface, overlooking the underlying causes of inequality. Instances of bullying are commonly treated in isolation, focusing solely on training individuals rather than addressing the environment fostering such behaviour. Leadership enhancement is often expected from generic training, overlooking the need for customised growth strategies. Lastly, training is sometimes over-relied upon to rectify problems originating from inconsistent decision-making processes. To effect real change, a shift toward systemic solutions is crucial to comprehensively address these persistent challenges – such as exploring avenues like business process reengineering, implementing matrix and flat organisational structures, and promoting empowerment across all levels of the organisation.
We tend to judge other social groups by our own norms, leading to misguided assumptions. For instance, assuming women lack negotiation skills when they might actually fear backlash for not conforming to societal norms. Often, our biases can get in the way. We are wired to take mental shortcuts and rely on quick fixes drawing from our natural instincts, upbringing, and the context we find ourselves in. These shortcuts, while convenient, can cloud our understanding. For example, labelling an overwhelmed employee as irresponsible rather than acknowledging the role that the leadership plays in mentoring and coaching underperforming employees.
For organisations to navigate these challenges, it’s essential to begin work at the foundation level through efforts that include:
Fostering equitable change: A Gallup study underscores that 41% of employees advocate for systemic cultural changes in workplaces. This starts by having managers who are easy to talk to, giving everyone the same recognition, allowing people to make decisions, and having clear and open promotions. These steps build a fair and respectful work atmosphere.
Including diverse voices: Revamping conventional hierarchies demands diverse decision-making voices at all levels. This involves embedding perspectives from various genders, ethnicities, socio-economic backgrounds, and more across functions and roles. It also means providing opportunities for diverse sets of employees in places where they matter. This makes sure that solutions work for everyone.
Strengthening performance management systems: Frequently, HR departments engage in debates over whether to adhere to a bell curve approach or eliminate low-performance ratings. Often, the authentic purpose and intent of performance management systems get overlooked – they exist to amplify performance, not curtail it. What if, instead of turning it into a yearly ritual of assigning ratings, we focused on providing consistent feedback and assistance to enhance performance throughout the entire year? This shift could alleviate the pain and transform the process into one of ongoing support.
Tailoring solutions: A pivotal aspect of this paradigm shift is context sensitivity. Organisations must engage in comprehensive analyses of organisational stressors to rectify them at their core. This goes beyond relying solely on supportive applications. Reviewing and revamping organisation processes on a periodic basis is the key to eliminate redundant and superfluous processes.
Valuing employee insights: Continuous feedback mechanisms serve as a bedrock for transformative change. Regular quick surveys can tell us what’s working, what’s not, and how people feel about new policies, programmes, or the culture at work.
Promoting a culture of well-being: Tackling negative behaviours at work requires leaders to be proactive. Managers must take ownership of their roles in maintaining a positive atmosphere. This means having open conversations about employee well-being and mental health. By integrating these discussions into the workplace culture, organisations set the foundation for a work environment where people thrive physically and mentally.
Moreover, with the evolving nature of work, it’s important to consider: Are we adequately getting the next generation ready for these shifts?
While companies play a significant role in creating supportive work environments and implementing systemic changes, employees also have a part to play in addressing challenges, such as stress and maintaining mental well-being at an individual level. Employees need to take proactive steps to manage their overall well-being by ensuring integration of work and personal life, seeking assistance when needed, and practicing self-care. Being aware of stress triggers and finding healthy ways to cope are essential aspects of maintaining mental wellness. Mindfulness regarding the “Three cancers of the mind” (as per popular life coach Jay Shetty) – comparing, complaining, and criticising – is also essential to prevent workplace toxicity and maintain collaborative joy.
Additionally, individuals can actively engage in providing feedback to their workplaces, contributing to the ongoing enhancement of the work atmosphere. By embracing this joint approach, where organisations and employees work together, we can cultivate a culture of well-being, open communication, and adaptability. This partnership not only fosters more productive and engaged workplaces but also promotes a healthier work-life equilibrium for everyone involved.
(This article is authored by Raju Mistry, President & Global Chief People Officer, Cipla)
