What are the most important trends for culture change in the workplace?

Prioritize employee well-being by introducing initiatives that focus on mental health and work-life balance. Offer resources, counseling, and support to help employees cope with the challenges of remote work!

I'd argue this is more than just a trend. The shift to remote and hybrid work has significantly impacted company culture. Conversely, organizations who have resisted this shift have had some significant (often negative) culture impacts. Not because of the work location itself, but because of what the organization's decision in this regard "says" to employees - whether intended or not, it's often viewed as the organization not having a level of trust in them, and also not taking their personal wellbeing into account. This isn't a simple problem with a one-size fits all solution, but how companies have managed this has definitely impacted culture.

El trabajo remoto ya no es el futuro, es el presente, según Deloitte en diversas encuestas muestra que en su mayoría los países europeos prefieren el trabajo híbrido y remoto, mientras que en países latinoamericanos la pandemia aceleró un poco ese proceso. El trabajo remoto/ híbrido tiene muchos beneficios: 1. Flexibilidad de horario vs Cumplimiento de metas. 2. Trabajar desde cualquier lugar vs Rentabilidad. 3. Ser Productivos no por el tiempo de trabajo, sino por resultados. 4. Ahorro de Recursos, Tiempo para la empresa vs Salario Emocional para colaboradores. #RG

The basic definition of culture is "that's how we DO things here". That being said, hybrid and remote working requires the employee to be self directed. For this to work, the leader's focus is to develop self-directedness in their employees as well as use virtual management to guide their team. A kanban board is a great way t9 manage hybrid teams. Another thing a leader need to do is have regular one on one with team members because it is human to want to be noticed, recognised and feel cared. A leader who only focuses on work performance will havw employees who will do just enough.

There is a lot that used to happen in the impromptu conversations in the corridor or during coffee that got compromised by more remote interaction and by more geographic spread teams. Those are not going away and we are still learning to make the most of the new reality. Despite all the productivity hacks and asynchronous strategies, think about the opportunities of non structured spaces for conversation: of course online, but also during the eventual get together in person.

Offer a range of resources, from gym memberships and counseling services to flexible scheduling and remote work options, to cater to diverse employee needs.

Lo que se necesita es humanizar el trabajo, la dupla perfecta es ideal entre la Empresa y el Colaborador, siempre que exista voluntad de parte y parte, para alcanzar el estado deseado. Lo que se debe es generar buen trato, condiciones laborales, y ser conscientes que los colaboradores tiene sue?os, metas, son seres integrales. Lo que no debe permitirse es el maltrato laboral, el burnout desde lo psicológico. Se debe fomentar ambientes inclusivos, comunicación abierta, programas de retroalimentación constructiva, apoyar la flexibilidad entre equilibrio de vida personal y trabajo, reconocer y celebrar sus logros. Y muchas más formas de aplicar Salario Emocional y económico, para fomentar estos programas de Bienestar. #RG

En la era actual, donde la productividad no puede separarse del bienestar, las organizaciones están descubriendo que el camino hacia el éxito no solo se encuentra en los números, sino en la salud y la felicidad de sus empleados. Fomentar el bienestar no solo es una responsabilidad ética, sino una estrategia empresarial inteligente que contribuye al crecimiento sostenible. Creo fundamental priorizar el apoyo mutuo y el equilibrio entre trabajo y vida. Es el cimiento del bienestar. Al crear un entorno donde los colaboradores se sientan respaldados, se promueve la satisfacción laboral y se reduce el estrés, contribuyendo a una mayor retención de talento. Generemos lugares más saludables para trabajar, donde reine el disfrute y el bienestar.

O bem-estar dos funcionários tornou-se uma prioridade. As empresas est?o cada vez mais conscientes de que funcionários saudáveis e felizes s?o mais produtivos e engajados. Programas de bem-estar, apoio à saúde mental, equilíbrio entre vida pessoal e profissional e ambientes de trabalho seguros e confortáveis s?o aspectos cada vez mais valorizados.

Meiner Erfahrung nach ist das Wohlbefinden der Mitarbeitenden die Grundvoraussetzung für eine Hochleistungskultur. Eine Wohlfühlkultur bedingt aber eine Vertrauenskultur, die wiederum die Basis für hohe Effektivit?t, Flexibilit?t und Innovationskraft ist. Leider haben das viele Führungskr?fte noch nicht begriffen. Vertrauen f?ngt mit Selbstvertrauen an, dann kommt das Zutrauen. Wenn das mal begriffen ist, ist der Erfolg nicht das Ziel sondern die Konsequenz einer guten Führung!

DEI is an interesting topic. Being a DEI practitioner I realize most of the current teaching of DEI is 'to be sensitive' so you do not to offend anyone. I personally feel this is a time bomb waiting to explore. Instead what we need to do to create a culture of inclusion is to encourage conversations around sensitive topics in group. Have it often enough till people feel safe having such conversations and also equip people with the skills to converse on challenging topics.

Em um mundo em rápida mudan?a, a capacidade de aprender e se adaptar é crucial. As empresas est?o investindo em programas de desenvolvimento contínuo para seus funcionários, oferecendo oportunidades de treinamento, mentorias e desenvolvimento de habilidades. Isso n?o apenas ajuda os funcionários a crescerem profissionalmente, mas também garante que a empresa se mantenha competitiva.

Eine L&D-Kultur bedingt auch eine positive Fehlerkultur und diese wiederum basiert auf einer Vertrauenskultur. In meinen Unternehmensberatungen kommen wir immer wieder zum Schluss, dass eine Vertrauenskultur die Basis zur Etablierung zur Kultivierung der zukünftigen Schlüsselkompetenzen und somit für auch für Wachstum.

Os funcionários, especialmente as gera??es mais jovens, est?o buscando mais do que apenas um salário. Eles querem trabalhar em lugares que tenham um propósito e que fa?am um impacto positivo no mundo. As empresas est?o respondendo a isso, adotando práticas sustentáveis, envolvendo-se em quest?es sociais e garantindo que seus valores estejam alinhados com os de seus funcionários.

Numerous elements contribute to company culture, and among them, communication stands out as a pivotal factor for me. I believe that fostering a culture of clear and transparent communication creates an atmosphere where individuals are well-informed about expectations and future plans. This foundation, built on effective communication, is crucial for a thriving and cohesive workplace environment. We have to share and help people understand the “why” behind business decisions. Uncertainty breeds turmoil and contributes to employee satisfaction issues leading to turnover and other culture issues.

Effective culture change is no longer a structured process. More communications, and more nodes are needed for change to take effect. Activation is required at every level to shift behaviour and more empowerment and autonomy must be given to champions at all levels.

Human brains surviving their current reality / environment, react automatically in context of previously established beliefs (i.e. brains can only fire existing wiring). Irrespective of DEI, Wellbeing, L&D, Purpose or flexible working being presented as 'Trends', if leaders don't 'believe' in them as 'good' (beneficial) the neurological response, despite presenting behaviours that ensure survival in the boardroom, won't necessarily trigger a 'towards' emotional response. Unless and until leaders shift beliefs, support for such 'trends', risks being disingenuous ... how people feel, genuinely feel, will dictate behaviours and quality of relationships, at root of organisational culture and tone. Culture is brain function, not fads.

People naturally have strong core values, or true virtues. Good culture is already there. It only needs the right environment to thrive, so establish a safe free environment, meaning that you work to provide an environment free from harm, anguish, and stress; physically, mentally, and emotionally. Providing such an environment for people to feel safe and relaxed would allow them to fulfill their primal virtue instincts, as to protect, to care, to learn, to teach, trust, empathy, to grow and develop, pride in accomplishments, willingness to be accountable, etc.. I know this may sound farfetched; however, this theory has already been proven to work.

As tendências para a mudan?a de cultura no local de trabalho refletem uma mudan?a em dire??o a mais flexibilidade, inclus?o, desenvolvimento contínuo, propósito e bem-estar. As empresas que conseguirem navegar por essas tendências estar?o melhor posicionadas para atrair e reter talentos, inovar e prosperar no futuro.