Creating a Supportive Workplace Culture: Lessons from a Tragedy and a Call for Change

The Wake-Up Call for Workplace Culture

In the aftermath of a recent tragic incident involving the death of a young woman at a prominent company, a fresh wave of discourse around workplace culture, toxicity, and the importance of work-life balance has surfaced. While the specifics of this case may differ from workplace to workplace, it highlights a fundamental issue: the necessity of addressing the human element in workplace culture. Employees are more than just resources—they are individuals, each with their unique backgrounds, behaviours, and needs. This tragedy is a sombre reminder that a toxic culture can have real-world consequences, and it’s time we reimagine the workplace.

One Size Does Not Fit All

It is important to recognize that every individual behaves differently based on a myriad of factors, including upbringing, background, gender, ethnicity, and religion. Just as identical twins raised in the same environment often exhibit different personalities, how can we expect employees from varied backgrounds to behave the same at work? Companies need to move beyond generic, one-size-fits-all approaches to culture-building.

While many organizations have created frameworks and guiding principles to ensure seamless workplace operations, these often fall short of addressing the deeper aspects of employee engagement and well-being. It’s not enough to set operational goals and rules; workplace culture needs to evolve alongside the people it is meant to support.

Employee Engagement: Beyond Fun and Games

In most organizations, employee engagement initiatives are limited to fun activities like team lunches, buddy programs, and training modules. While these initiatives have their place, they only scratch the surface of what it means to create a supportive workplace culture. True engagement should build camaraderie among employees—connections that go beyond professional interactions to create a support system that people can rely on both personally and professionally.

This camaraderie is essential because it fosters a sense of belonging and helps employees navigate personal and professional challenges. The organizations that thrived during the COVID-19 pandemic are those with strong cultures that prioritized employee well-being. For example, companies like Microsoft, Salesforce, and Unilever introduced mental health support programs, flexible work hours, and regular check-ins, demonstrating that they valued their employees as people first, and workers second.

Mental Support: The Need of the Hour

Workplace culture should extend beyond material benefits like medical insurance. While these are crucial, organizations must also provide mental and emotional support to those in need. Mental health challenges, exacerbated by the pandemic and the increasing pressure of modern work, are on the rise globally. According to the World Health Organization (WHO), depression and anxiety cost the global economy an estimated $1 trillion each year in lost productivity.

Organizations must build systems that allow employees to feel comfortable seeking help without fear of stigma. When employees feel supported, they are more likely to stay with the organization and contribute meaningfully. Companies like Buffer and Google have set powerful examples by creating open environments where mental health is prioritized, offering counselling and peer support networks.

Mass Layoffs: A Reflection of Poor Planning?

In recent years, several major corporations have come under fire for their handling of mass layoffs. Tech giants such as Meta, Google, and IBM have collectively laid off thousands of employees seemingly overnight. For instance, Google laid off 12,000 employees in 2023, while Meta reduced its workforce by 11,000 employees in late 2022. IBM also announced the layoff of 3,900 employees in early 2023, despite reporting solid financial results. Amazon eliminated 18,000 jobs, and Twitter cut nearly 50% of its workforce after Elon Musk’s takeover.

These layoffs, often justified in the name of profits and operational efficiency, highlight a disconnect between leadership and human resource functions. HR teams should play a more proactive role in predicting and preparing for such adverse scenarios. While severance packages and outplacement services might provide temporary relief, they rarely address the long-term impacts on employees’ mental and financial well-being.

On the other hand, companies like Apple, which operates with a lean structure, demonstrate how operational efficiency can be achieved without mass layoffs. Apple’s approach to scaling its operations optimally has allowed it to grow steadily while maintaining a more stable workforce. Human resource leaders must adopt a similar strategic outlook and focus on predicting potential industry disruptions. Their key responsibility areas (KRAs) should include anticipating downturns and collaborating with executive leadership to make data-driven decisions that minimize the impact on employees.

While layoffs might be inevitable during crises, HR must take ownership of early communication and provide employees with the time and resources to prepare for potential disruptions. Moreover, employees, too, need to be resilient and prepared for these eventualities, ensuring they don’t fall into depression or despair due to job losses.

Workplaces as a Support System

Just as motivational speakers emphasize the importance of family and personal support systems, the workplace should also be a source of support. After all, employees spend a large portion of their lives working for their organizations. An ideal workplace culture recognizes this and strives to be more than just a place of work—it should offer a sense of community.

As companies grow, the need for structural frameworks and clear departmental mandates becomes more important. However, these structures should not come at the expense of a collaborative and supportive culture. Organizations must remain agile and responsive to the evolving needs of their workforce. Clear communication between departments, open-door policies, and inclusive leadership is vital for fostering a sense of unity and shared purpose.

Revisiting Organizational Frameworks in Changing Times

As societies evolve, so too must the frameworks that govern organizational culture. Much like national constitutions are periodically revised to reflect contemporary values, companies must reassess their policies to ensure they align with current societal and workplace trends. Human resources, standing at the epicentre of organizational growth, must be empowered to drive this change. HR must move beyond merely enforcing rules and guidelines to playing a proactive role in shaping an inclusive, adaptable, and supportive culture.

Countries like Finland and the Netherlands provide exemplary models of employee-friendly policies. Finland, for example, offers generous parental leave and flexible working conditions, contributing to higher job satisfaction and better work-life balance. Meanwhile, in the Netherlands, a legal right to flexible working hours ensures that employees can tailor their work schedules to suit personal needs without fear of repercussions. These policies show how progressive work cultures can prioritize employee well-being while driving organizational success.

Mutual Responsibility: A Two-Way Street

While organizations have a moral responsibility to take care of their employees, employees must also take responsibility for contributing to a positive culture and the growth of the organization. Just as companies are expected to support their employees, workers should represent their organization in a positive light and actively engage in its success.

A thriving workplace culture is iterative, meaning it should be continuously refined. Using an agile methodology, companies can regularly assess the working conditions, making necessary adjustments based on employee feedback and changing external conditions. For example, Atlassian, the Australian software giant, uses employee pulse surveys to monitor employee satisfaction and quickly implement changes based on real-time feedback.

Organizational Agility: Preparing for Disruption

The most successful companies recognize that every few years, a paradigm shift will alter the way business is conducted. Be it advancements in AI, global pandemics, or shifts in consumer behaviour, businesses must remain agile. This is one reason why companies that have been around for over a century, such as IBM, Procter & Gamble, and General Electric, continue to thrive—they embrace innovation and are prepared for disruptions.

These companies often have dedicated teams in R&D, strategy, and organizational readiness, specifically tasked with preparing the business for future shifts. By fostering a culture of innovation and adaptability, they have remained relevant in changing times.

Conclusion: The Future of Workplace Culture

In the last few years alone, we’ve witnessed not only a global pandemic, but also mass layoffs, the rapid evolution of AI, and increased social awareness around diversity and inclusion. Large corporations such as Google, Meta, and IBM laid off thousands of employees, raising concerns about how companies balance profits with human impact. The HR function must take on a proactive role, becoming vigilant about industry dynamics and preparing employees for potential adversities.

The reality is, that both organizations and employees must work together to create a supportive, resilient workplace culture. Companies that successfully integrate operational efficiency, such as Apple, demonstrate the importance of foresight and lean management. At the same time, employees must remain adaptable and ready for potential disruptions.

Ultimately, the organizations that will succeed in the future are those that invest in both their people and their culture, preparing not just for the challenges of today, but for the unknown disruptions of tomorrow.

Innovative Solutions to Avert Toxic Workplace Situations

To address the rising concerns about workplace toxicity and sudden layoffs, companies must adopt innovative solutions that prioritize long-term sustainability and employee well-being. Post-COVID, several organizations have successfully implemented strategies to scale sustainably while maintaining a healthy work culture. For instance, Salesforce introduced its "Success from Anywhere" model, allowing employees to choose their work arrangements, which resulted in a 20% increase in productivity and higher employee satisfaction. Similarly, Unilever launched its "Agile Working" initiative, offering flexible hours and locations, helping the company reduce real estate costs by 20% while boosting employee engagement.

Another example is Microsoft, which, through its “Hybrid Workplace” policy, not only saved on operational expenses but also maintained a 33% increase in customer satisfaction. Patagonia, long known for its employee-centric policies, went further by offering extended parental leave and flexible work hours, resulting in a 50% reduction in employee turnover post-pandemic. Schneider Electric implemented a comprehensive mental health support program that improved workforce resilience, reducing sick leave by 15% in 2022.

These examples underscore the fact that with foresight and a culture-oriented mindset, companies can weather disruptions while protecting both their workforce and profitability. By embracing collective efforts and forward-thinking policies, we can create workplaces that are better prepared for future challenges and avoid the harsh impacts of sudden layoffs and toxic environments.