Creating an organization where employees actually “want” to work.

Have you ever wondered what it would take to create an organization where employees want to come and spend their time? What do you think that will take? More money? A nicer environment? Free food? Better benefits? Free parking? Bringing your dogs with you? As leaders, we often spend energy focusing on creating meaningful work. 

However, that is a moving target because “meaningful work” is a perception on the part of the employee. Influencing the perceptions of our employees and continually reinforcing that the work they are doing is meaningful is important and takes time as well as resources. While this is vital, it isn’t the only way to create a positive work environment. The other side of the equation is to improve the actual workplace culture. This means creating a culture where employees feel valued, respected, and appreciated. That too is a matter of committed and intentional work.

After all, work is work, right? It isn't a vacation, nor is it personal time to do whatever you want. Work usually means doing something that you are hired to do, generally around an organizational goal (or an expected outcome), which you are compensated for. So the question is, as a leader, how can you create an environment where employees want to come day after day and do their best, while they “work”?

In 2013, Goffee & Jones shared some great ideas that are not overly complicated and are actionable to create an environment where employees want to work. Here are some of the key takeaways:

Let people be themselves and share their gifts

Employees are people, sometimes we forget this. Allow staff to be themselves and let their personalities shine. Creating an atmosphere that is diverse and accepting of all genders, races, ethnicities, cultures, backgrounds, experiences, and education is extremely welcoming and supportive. Creating a system where there isn't an “extreme” perception of the hierarchy provides for a more comfortable atmosphere, and according to the evidence, reduces errors because employees are more willing to speak up and share their concerns.

Share information

Work to identify ways to communicate with employees no matter their communication preference. We know that there are generational differences for communication preferences, whether it's a phone call, an email, a text, a chat comment through a Facebook page, or even Snapchat. It is important to find a way to meet everyone where they are and to communicate in a timely and authentic way. Open, honest and transparent communication is essential to building trust in any relationship, especially as colleagues in health care.

Bring value to employees

While jobs require a specific set of skills and competencies, allowing employees to do things that amplify their strengths provide for stronger outcomes and bring more enjoyment to them as well. While it is important that we help develop weaknesses and shore them up, it's equally as important that we allow employees to amplify their strengths. These are often the passions that brought them to health care in the first place.

Connection to purpose

Remind employees why they do what they do and of the importance of their work. Specifically, remind them of the honor that they have when they play such a crucial role in the lives of their patients and their families. As health care professionals, not only are our technical skills and expertise essential to the success of our "job" but equally important is our role in sharing a profoundly human experience. We play such a large role and impact people at some of the most difficult and vulnerable moments in their lives. The part we play as leaders is critical to those that we serve, and it is just as important to show team members how their roles connect to a greater purpose. The value that our employees bring cannot be overstated, and they should be recognized for that contribution.

Reasonable rules

Of course, there are rules, policies, procedures, guidelines, standard order sets, and the like. Health care is highly regulated. However, we can make sure that the “man-made” rules are reasonable. Do we really care about the color of an employee’s shoes or hair? At the end of the day what is important is to treat everyone with dignity and respect and as a valued team member, while we support them to do what they are best at.  

Imagine how the work environment would change if just one or two of these takeaways could be implemented? My challenge to leaders is to choose one of these to focus on over the next several months to really see how you can impact the work environment to make it more pleasant and positive in engaging your employees. This means me too. In the 20 years that I served as a chief nursing officer, I have the ability now to look back in hindsight and reflect on my decisions. There are certainly some things that I would have handled differently. I believe my thinking has continued to evolve. I think we all have the opportunity to continually reinvent ourselves as what is important to us changes.  Our patients are counting on us to develop work environments that are positive and healthy because they rely on our clinical teams to provide them with the best experience they can. We need to make it a good experience not only for the patients but for our employees as well.

Let me know how you do.

Goffee, R. & Jones, G. (May, 2013). Creating the Best Workplace on Earth. Harvard Business Review. Accessed on December 10, 2019. Accessed at https://hbr.org/2013/05/creating-the-best-workplace-on-earth