A recent Workhuman survey of more than 3,000 U.S. workers reveals a workforce in trouble. The data show 48 percent of employees agree they've experienced burnout, 61 percent feel elevated stress levels, and 32 percent agree that they have felt lonely at work.
Writing in Inc., Marcel Schwartes, founder and Chief Human Officer of Leadership From the Core, says that to ease the toll of the crisis, leaders will need a more human-centered approach to management. In order to increase a sense of psychological safety and encourage cooperation and collaboration:
What are you doing to lessen employee stress in your workplace? To join the conversation, click "comments" above.
When employers first tried to motivate employees, their approach was almost entirely based on incentive pay: paying for piecemeal output so employees would work faster and produce more. But in our modern economy and workplace, motivation is far more complex. In a post in TED’s “How To Be A Better Human” series David Burkus, PhD., associate professor of management at Oral Roberts University and author of Under New Management, outlines three drivers of motivation according to self-determination theory (a theory of behavior that addresses people's inherent growth tendencies and innate psychological needs).
Employees feel more engaged and satisfied with their jobs when they believe their company supports their own career and life ambitions.
No matter one’s job, industry, or career, we all benefit from finding a personal sense of meaning in what we do. And good managers help their employees to find their inner purpose. Writing in the Harvard Business Review, Kristi Hedges, a senior leadership coach and author of The Inspiration Code suggests regular check-ins that use five areas of inquiry to help employees identify and explore their inner purpose:
How did you discover your own inner purpose, and what do you do to help others find meaning at work? To join the conversation, click "comments" above.