One of my favourite HR events each year is Influence Greatness. Hosted near Salt Lake City by O.C. Tanner the event brings together leaders, analysts, researchers, practitioners, tech experts and consultants for a 3 day exploration of the latest trends in Global Workplace Culture centred around the O.C. Tanner Institute’s research and latest Global Culture Report.

The report always offers insights on evolving employee priorities and preferences, as well as guidance on the key elements of a thriving corporate culture and the 2024 Global Culture Report (published in September 2023) highlighted a number of actionable insights, people-centric solutions and common sense interventions whilst also sharing insights on some of the key aspects that are impacting workplaces globally. 

I’ve recently hosted an HR Means Business podcast chat with Robert Ordever (Managing Director O.C. Tanner Europe) and Stuart Cheeseman (European Strategies O.C. Tanner) about some of the key findings and opportunities. To accompany the podcast, I’ve tried to summarise what I think are some of the key messages from the research. I’ve chosen three of the six categories – you can read about all of them by downloading the report at https://www.octanner.com/global-culture-report

Practical Empathy

A major revelation from the research is the concept of practical empathy in leadership, and how it is falling short. 41% of employees feel that leaders’ expressions of empathy are basically empty gestures, lacking meaning. Yet a survey of 150 CEOs by Harvard Business Review found 80% of them saying empathy was a key to success. O.C. Tanner’s data showed that people working for empathetic leaders tend to be more fulfilled, have a sense of belonging in their workplace and feel a stronger connection to the organisation

The 6 components of practical empathy at work they identified were: 

Focus on the Person – prioritising individual’s needs, challenges and potential

Seek Understanding – getting proper input and feedback on policies and programmes, and a real understanding ding of the day-to-day employee experience. 

Listen to Learn – active listening to our people and their concerns  

Embrace Perspectives – leaders and mangers need to be open to, and accepting of, different perspectives and experiences

Take Supportive Action – showing concern is one thing, but can be an empty gesture if not backed up with real action

Respecting Boundaries – resources for support need to be in place, not reliant on leaders’ intervention

Practical Empathy is about listening, understanding, and empowering leaders to make meaningful contributions to their teams’ well-being. It can improve the sense of belonging and connection employees have, improving business outcomes too.

Skill Building vs. Skill Development

The emphasis on “skill building” instead of traditional “skill development” signifies a shift in perspective. Employees increasingly perceive learning and skill enhancement as self-driven contributions rather than imposed obligations. This shift acknowledges the evolving nature of jobs and encourages individuals to proactively enhance their skills for better contributions and adaptability within their roles.

Employees know their roles are changing and want access to the knowledge and learning necessary to help them. Research from the Global Culture Report shows that they are happier and more productive when they have skill building opportunities, in fact 83% look for these opportunities when changing jobs. For organisations, this is also a solution to addressing talent and knowledge shortages. Giving employees options and integrating some form of recognition for those who embrace can help hardwire this into culture.

Experience of the 80%

80% of the Global workforce don’t work at a desk. It’s sometimes hard for those who are white collar knowledge workers, whose daily conversations around technology and work location fill the digital narratives online, to grasp just how many of the global workforce are frontline workers, deskless and often offline, and usually removed from corporate culture. The Global Culture Report research found half of frontline employees feeling expendable at work, ignored and undervalued, lacking opportunity, technology and autonomy in the vital jobs they do.

During the Covid pandemic, this segment received unprecedented acknowledgment and support. However, research indicates a gradual fading of recognition for these workers, emphasising a need to address this disparity, underscoring the importance of acknowledging and celebrating the part of the workforce that keeps essential operations running.

The research also found the 80% less likely to think their employers care about them, and also less likely to

The saddest indictment was the finding that only 1 in 10 believe they have access to the tools, technology and opportunities necessary for advancement, or to have any kind of influence or voice over their work.

The key to improving engagement, belonging, connection and a sense of community and fulfilment is to help them feel seen. The data indicates that improving access and enablement, providing meaningful recognition, and understanding and addressing what matters to them can help the 80% have a sense of belonging, feel a connection to their leaders and the organisation, and foster a strong desire to remain with the organisation in the longer term.

Creating a Resilient Culture of Equitable Flexibility and Empathetic Leadership

To understand more about the research, and the potential opportunities for embracing a more enlightened and inclusive approach to improving our workplaces, listen my podcast conversation with Robert and Stuart……