Why returning to the office is not a magic bullet for building employee morale – News Couple

Why returning to the office is not a magic bullet for building employee morale

When will things return to normal? It’s a question we’ve all been asking since early 2020 and has been a particular challenge for managers. They are struggling with staff turnover and a shortage of people due to the pandemic and must now decide whether to reopen offices or let work from home continue.

Finding the answers requires reviewing the latest health and safety advice as well as knowing what is the right thing to do. One CEO recently wrote about how worried she was “about the erosion of office culture with more remote work.”

To add data to the conversation, we conducted a survey that is the first of its kind that provides amazing insight: location doesn’t matter. The How Pride Drives Business Value for Organizations report found no statistically significant difference in employee pride between those who work from home and those on site.

The data shows that proud employees are the result of a culture of continuous recognition. And this culture, in turn, produces satisfied customers and shareholders. The research highlights the importance of new approaches to helping employees feel proud of their work and their companies, but simply sitting together in a common space is no longer enough as companies make strategic decisions about what the workplace should look like.

the findings

The report’s authors, Dr. Bob Nelson and Dr. Rick Garlick, conducted an online survey of more than 1,000 full-time US employees who were neither self-employed nor independent contractors. 64 percent of them were on-site workers, 30 percent moved to remote work, and 6 percent were already working from home before the Covid pandemic started. The study sample and predictive modeling exercises had a good representation across genders, age groups, industries, managerial/non-managerial status, tenure duration, and other factors that could influence sense of workplace pride.

Overall, 43% indicated that they had the highest level of pride in their work while about half of this number (20%) indicated the lowest level of pride in their work. Company pride is more split, with roughly a third (33%) indicating high company pride, another third (30%) having low company pride and another third (37%) somewhere in the middle.

The research found that company pride is primarily driven by company culture. Factor analysis showed that 18 separate components predicted company culture and included ideas as diverse as generating high trust and respect for leadership; Having a strong mission, vision and values; maintaining the company’s positive reputation for ethics; Consistently offer considerate treatment to employees; It holds a high profile in corporate contributions to social, environmental and governance issues.

Employee identification issues

Researchers have found that pride is essential for employees who feel more energetic in the workplace and equates to more people willing to come to work and do their best. The report says, “When people feel proud in their workplace, morale rises and people feel positive about being part of the larger team, doing something that makes a difference in their own lives as well as for the greater good.”

The authors say that when the quality of employee recognition is consistently high, it correlates with strong work pride 82% of the time and strong company pride 75% of the time. Whether the opportunity for recognition drives pride or if employees with strong pride tend to receive greater recognition, there is clearly a correlation between the two.

The researchers say the findings show companies’ need to check what they currently encourage in their culture and emphasize that it is consistent with creating positive workplace pride in their employees.

The results of this study are indisputable: No matter how much financial incentive you throw on employees, if you don’t put in place your due diligence to address non-monetary and intrinsic motivations like pride and engagement, a high-performing business goal culture will remain elusive.”

The data show that receiving any type of recognition (eg, public, private, written, digital) has a positive relationship to pride. When none of these types of recognition was received, only 26% indicated strong personal pride in their work and 17% had strong personal pride in their company.

The researchers note that digital praise rated slightly higher than other forms of recognition examined in influencing workplace pride, which is counterintuitive to traditional recognition programs used by organizations such as year-of-service awards, end-of-year award programs, employee-of-the-month programs, holiday parties, sweepstakes, and cards. gifts.

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