Sustaining an Open, Collaborative Workplace Culture: Employee Vigilance Required
2015 - Let’s dig in!
We open the New Year by continuing to explore the vast potential of our ever-growing, multi-generational workforce. In “Wanted: Managers capable of creating and sustaining an open, collaborative workplace culture” we provided six strategies for managers to strengthen their ability to play a key role in “developing an open workplace culture where cross-generational, collaborative relationships can flourish and benefit the organization.” As promised, this companion article will offer strategies for employees to assess how inclusive their work environment really is.
Oh, wait!
Are the words “open” and “collaborative” seen in the same light, said in the same breath, as “diverse” and “inclusive” in the workplace? It might seem a bit tongue-in-cheek to ask this question, but let’s be honest - all too often both management and employees alike do not always draw an immediate parallel. All the more reason for employees, regardless of generational affiliation, to have strategies for scrutinizing the following areas of workplace culture:
Area 1: Programming
Is your organization intentional about offering and sustaining programming that supports the development of cross-generational, collaborative working relationships? The Hartford, a Fortune 500 Financial Services Company, has been able to realize multiple benefits through its Reverse Mentoring Program. Early career professionals have gained connection supporting their career development, while the organization as a whole is now experiencing a “multi-generational employee transfer of knowledge” regarding the use of social media.
As smart organizations have reaped the benefits of reverse mentoring initiatives for well over a decade now, there remains an important list of success factors that require continuous monitoring. It is no surprise that this list includes a need for clearly defined expectations, and a requirement that both parties are intentional about seeking learning from each other.
Area 2: Internal and external resources
Does your organization leverage internal resources as well as seek partnerships with external resources to build cultural competency and the inclusive capacity of the organization? ERGs (Employee Resource Groups) and Diversity Councils are important mechanisms for supporting the recruitment, retention, and development of diverse talent. But as Philip Berry, Executive Director of the Association of ERGs & Councils stated at the 2014 Baystate Health Diversity & Inclusion Conference, “Management needs to connect the dots.” Translation? These groups need to be intentionally included in a feedback loop providing valuable insights regarding workplace culture, and positioned as strategic business resources for input regarding company policies and procedures.
Organizations cannot assume they have the capacity to tap the full potential of the diverse talent that defines our multi-generational workforce. That full potential includes a readiness to use a leadership capacity built on ownership of an authentic personal identity and keen cultural intelligence in order to reach new diverse clients, customers, and markets. Companies can partner with organizations like the Center for Hispanic Leadership (CHL) to build this capacity. Identifying culture as the “new currency for growth,” CHL provides multiple resources for organizations including leadership impact training for Hispanic professionals. Workshop participants learn “to leverage their innate skills and characteristics that are directly influenced by their Hispanic cultural values, that enable their full potential as a leader.”
One other related note here: cultural competency is not an organizational “soft skill.” Recent conversations with leaders in both the for-profit and nonprofit sectors continue to reveal the consequences of this shortsighted approach. By doing so, organizations have not only struggled to build relationships with and service culturally diverse communities, but have also alienated potential clients and lost business.
Area 3: Policies, Procedures, and Benefits
Does your organization embrace a “non-traditional” approach to administering policies, procedures, and benefits that builds a true relationship to the unique needs of diverse populations? As we stated in our last article, “it is noteworthy that some of the common work-life balance needs of our multi-generational workforce, from childcare to elder care, are pushing change as organizations compete to recruit and retain skilled talent. These demands challenge both an organization’s systems and the practices of its leaders.”
But it is not enough to just offer more flexible work arrangements for working women, for example. According to Gender Diversity - The 5 Key Drivers, “Despite overwhelming evidence that engaged female talent is a key driver of competitive advantage, workplace diversity remains a challenge ...Standalone programs and siloed initiatives are not advancing gender diversity.” In reading the summary of this report, be sure to pay close attention to the language that defines the key drivers. This language addresses all stages of the employment life-cycle and challenges organizations to go beyond any “check-the-box” approach to administering their policies, procedures, and benefits.
Area 4: Management and Leadership Practice
Does your experience of management and leadership practice encourage you to bring your “authentic self” to work? Checking your organization and its culture with this level of scrutiny is reminiscent of the worklife adage that defines “right fit,” as how the job fits you, versus how you fit the job. It also tests an organization’s forward thinking as to whether diversity is framed not just as a cost center, but as a profit center linked to advancing organizational priorities and increasing growth and innovation.
Encouraged to bring their authentic self, including their personal identity and culture to work, employees are naturally engaged, eager to contribute, and more readily a spokesperson for their organization being a great place to work.
But all too often, we hear employee narratives that sabotage this level of engagement.
Employee vigilance required
In truth, an honest assessment of how inclusive one’s work environment really is requires a vigilance on the part of employees at all stages of the employment lifecycle. Keep track of how you are personally experiencing your work environment. Beyond simply being okay with showing up every day, are you energized and motivated? This is not an unrealistic measurement. You can be sure that both you and your co-workers at all levels will bring conscious and unconscious biases to the workplace. Raising your awareness level is smart. It can act as a counterbalance to the negative effects of these biases.
Your year in review
Here are some questions you can use to track your personal experience of the inclusive capacity of your work environment over the last year:
What have been the creative thinking, observations, and ideas for innovation and sustaining the competitiveness of your organization that you have brought forward and shared with leadership and colleagues?
What has been the response of leadership and colleagues to the creative thinking, observations, and ideas that you have brought forward? Be detailed…
Given the response of leadership and colleagues, what came up for you? How did their response make you feel? Again, be detailed and honest…
Subsequently, did you find your energy and motivation levels raised or lowered?
Tracking to act in the New Year
Empowered with this qualitative data, and with the goal of contributing to your organization’s ability to build and sustain an open, collaborative workplace culture, you will have much to offer in the New Year. The diversity of thought, perspective, identity, and experience across today’s multigenerational workforce defines its greatest strength and value. Smart organizations will move into the New Year looking for better ways to tap the power of this diverse talent for the greatest impact.
Does your organization have feedback loops established for employees to share their valuable insights regarding workplace culture? Are you and your colleagues at all levels actually encouraged to give input regarding company policies and procedures, from the perspective of your role in the organization as well as from your generational affiliation? This level of employee vigilance and scrutiny can inform and shape an important partnering with management that will strengthen the organization’s ability to build and sustain an open, collaborative workplace culture.