The Power Shift: From Mediocre Management to Thriving Teams

Human resources is frequently misunderstood and ripe for ribbing, such as in the ‘Dilbert’ comic strips from Scott Adams and in the long-running television series, ‘The Office.’ In the latter, lead character Michael Scott famously said, “an office is a place where dreams come true.” It’s this endearing sentiment that serves as a simple reminder for leaders not to fall prey to the logical fallacy: if something isn’t broken why fix it.

While the pandemic may not have changed the formal hierarchical power structure and interactions, it has begun to tip the workplace in favour of employees playing an increasingly active role in business performance and decisions. Similar to how power can and should be used for good ‒ the importance of separating task management from people management in the coming years will be the difference between dreams lived and dreams unfulfilled.

Altering The Employee-Employer Power Balance

The pandemic has accelerated changes in workplace; from technology to relationships to the traditional ideals of the 9 to 5 workforce, nothing has been immune to change. Navigating the present-day workforce is a challenge for employers – especially those who were pushed to adopt a new mindset along with an increasingly digital workforce in a very short period. Many leaders leaned in on their HR teams to help steer them through these uncharted waters.

As we continue to adjust in 2022 and beyond, an increasing number of employees will also continue to broaden their values and views on what work means to them, deepening their yearning for purpose. This means seeking valuable interactions in their daily work.

Coupled with these sentiments and what media and experts have coined the ‘great resignation,’ employees are exiting workplaces in greater numbers than previous decades. As a result, it’s critical employers take tangible steps to support organizational and individual (or personal) resilience. When the work pendulum began shifting in early 2020, First Onsite Property Restoration, a North American restoration and property reconstruction company, was able to increase engagement levels by 10 per cent through a deliberate approach to creating a positive company culture. The key is to shift your focus from task management to relationship management.

A key priority for any high-performance organization is to have the most actively engaged employee/team as possible. The shift from managing tasks to managing people first starts with a mindset shift by the people managers and leadership to drive organizational success by tapping into each employee’s purpose and helping them discover it.

According to a Gallup survey, more engaged workers impact business out- comes on six key performance indicators – sales, profit, turnover, customer engagement, employee engagement, and safety.

The 2015 Gallup study of American workplaces revealed that managers accounted for 70 per cent of the variance in employee engagement rates across organizations. Alarmingly, the study further showed half of employees left positions due to “corporate culture and managers.” Many managers were unable to bring out the best in employees thus impeding business growth and innovation. Fast forward to a post lockdown world where more people are questioning how their values align with their employer’s and these numbers seem likely to skyrocket.

Growth Mindset Starts at Top

Adopting a mindset shift must clearly start with leaders. Studies have shown managers and leaders play a pivotal role in how employees view their contribution, purpose, and impact within a role by leveraging their strengths.

The functional role and stature of HR business partners has been elevated to join financial and operational leadership teams in terms of driving strategy and business performance. This HR engagement helps departments drive to better decisions at every touch point.

At First Onsite, for example, the company growth strategy has created one globally focused company requiring broader collaboration and an elimination of any border or time zone limitations. The company requires the fluid transfer of employees and resources across districts as weather-related disasters do not respect borders or regions. There has been a significant shift in mindset to develop people around their strengths and abilities to get work done, rather than just managing tasks.

Leveraging A Winning Strategy

HR teams and leaders have an opportunity like never before to create a space for dialogue and ask for employee input. This can be done by asking employees key questions such as:

•            What do you need?

•            How can we work together?

•            What is the best workplace we can be?

For HR, this takes sustained effort, and a focus on dialogue with senior leaders and employees. We must unpack what is working, what is lagging, and how we can forge the way forward. The potential for personal, professional, and business growth is exponential when done in co- creation between leaders and employees. Allowing people to share their input and be heard can create space for anything and everything great.

‘Would I Rather Be Feared or Loved?’

Although Michael Scott would say both, nothing quite says success like trust. Traditionally, many employees hesitate to speak up or make a mistake at work. Imagine not hearing an idea that could improve productivity, increase efficiency, or boost morale, only because people are uncertain how voicing their thoughts may be received? Studies have shown the key differentiator of teams that thrive is trust or psychological safety.

This belief that one can speak up safely without repercussion and take a moderate risk without reluctance has been found to increase employee productivity and engagement. Managers who routinely measure and take the pulse on psychological safety and other workplace dynamics can expect to see big rewards.

According to popular legend, during a tour of NASA headquarters in 1961, President John F. Kennedy came across a janitor mopping the floors. “Why are you working so late?” Kennedy asked. “Mr. President,” the janitor responded, “I’m helping put a man on the moon.”

This idea of shared purpose is that every job is important and an integral part of a company’s culture and approach to measuring success. In First Onsite’s case, many times employees have left their homes to support communities under extreme duress from weather-related catastrophes. Sustaining a cohesive culture under these conditions can be bolstered through some considered steps:

•            Recruiting process ‒ Once you have defined and understood what you need as an organization, establish a hiring process that ensures people fit the company purpose and culture.

•            Annual check-ins ‒ Ensure each employee has at least one annual discussion and one check-in throughout the year on how their job, role, duties, career, etc. is going.

•            Rhythmic touchpoints ‒ Taking time with team members on a regular rhythm like weekly or bi-weekly helps people managers identify and address challenges prior to them becoming an issue. It also makes the annual review a less stressful event because those discussions are ongoing.

•            Upskilling ‒ As an additional focus, use research, engagement tools, and insights to see what drives interest in people and what potential opportunities can be created to develop new skills or areas of interest. A focus on individual strengths and how they can be used to their maximum daily is a key element to this engagement approach.

HR teams that are ready to seize a future where flexibility reigns can greatly help leverage their people’s natural abilities and preferences. Staying current with trends and paying attention to data-driven decisions is the best way to lead companies in the coming years. Remember, HR is a strategic business partner that can help turn dreams into reality.

Brian Hughes is Vice-President, Human Resources at First Onsite Property Restoration.