- Technology, mobility, globalization.
- Consumer needs and wants are changing rapidly.
- Unemployment rates are at their lowest level in 50 years.
A CHANGING WORKFORCE
- 5 generations are part of the current workforce.
- What employees are looking for in a workplace culture is changing rapidly.
- People are working remotely and teams are spread across the globe
CHANGING WORK ENVIRONMENTS
Automation, modernization, strict safety standards, environmental awareness.
How are workplace cultures evolving to keep pace with changing times, a changing workforce, and changing work environments?
Stay tuned as we explore the evolving workplace further . . .
We'll share insights about how organizations are adapting to meet the rapidly changing needs of their team members and customers.
We'll share insights from team members and customers about what engages them and makes them stay, and what causes disengagement and makes them leave.
We'll share insights from leaders about how they they are responding to a changing workforce and a job market that has raised the stakes and made the competition for talent fierce.
From: The 2020 Workplace, by Jeanne C. Meister and Karie Willyerd
"The days of hoarding knowledge are over. When you consider that people need to be able to find and use knowledge to stay competent on the job, it’s no surprise that they are using the same tools they use as consumers and then bringing their digital expectations into the workplace.
The tools leveraged most inside organizations are blogs, social networking, wikis, and video sharing – the same technologies consumers use in their personal lives. The rewards for integrating these tools into the workflow are significant and they have the potential to drive improved business results.
These tools foster collaboration, help identify and recruit talent, and enable rapid distribution of learning. The workplace is becoming a place to collaborate, share ideas, and communicate with colleagues and customers.
The ways in which companies develop this culture of collaboration will become a significant competitive factor in attracting and engaging top talent."
Workplace Culture in the Early 1900's
My Great Aunt Evelyn left Minnesota to work at the Curtiss Candy Company in Illinois (maker of Baby Ruth & Butterfinger candy bars). She worked there for several years before moving back to Minnesota to care for my mom and her five brothers after their mom died. I did some research about the company and, to be honest, was expecting to find out that working conditions were not very good. I was surprised to learn otherwise.
When Otto Schnering founded the company, he worked alongside his people; but, the company's rapid growth soon made that approach impossible. His factories were noted for their cleanliness and fresh air provided by an air purification system. They had a nurse on staff to care for people's needs; and they accommodated special needs, such as for my aunt who was totally deaf. They paid more than the national industry average and offered profit sharing and pension plans, paid vacations and holidays, and life, health and accident insurance. Otto invited workers and their families to his farm for picnics and parties. The company had bowling and softball leagues. His emphasis on family extended to his lifelong commitment to children's charities.
During the Great Depression, many people were desperate for a paycheck. Even though no one was talking about workplace culture back then, Otto Schnering knew people deserved to be treated with dignity and respect; and he clearly demonstrated that they were an important part of the success of the business.