From “Me” to “We”: Enhancing Employee Connections

This is important for any work environment that is being increasingly set in hybrid modes of operation and where AI developments are coming at increasingly higher speeds. But a recent Gallup poll found that only 23% of employees feel a real connection to the culture of their company. This is a statistic that presents an enormous challenge for organizations, not least because the trend in younger generations is toward a "we" rather than a solo orientation-appropriately enough, toward shared goals and collective success. It is a transition to which HR leaders are unusually well-positioned to contribute.

Where executive coach Will Guillaume Foussier, cofounder of AceUp, an AI-powered workplace training and analytics platform, points out, this shift is long overdue. "Investing in the upskilling and reskilling of teams pays off in improved performance and positively influences employee engagement at work," he says. Where the spotlight has moved to shared objectives and teams working in harmony, an enabling ecosystem can be built to support high-performing teams.

Foussier points out that this does not delude people of individual growth; this merely encompasses the individual to help a group. He explains it as, "It's aligning me with we, not opposing me. It's about aligning with what we have to accomplish together as a team and what we support as a community." Such alignment, he says, increases the impact both for the individuals and the organization.

Booking Holdings' Chief Human Resources Officer Paulo Pisano is in agreement and keeps the "one team" mentality on common objectives and personal contributions. As he summarises, with an approach focusing on shared goals, everyone can understand that people aren't working toward goals that benefit themselves but rather for the broader good of the organization. HR leaders can show the way by fostering open communications, access to learning opportunities, and stimulating collaboration in the workplace.

The rise of AI and data-driven technologies is also changing the way in which organizations foster relationships among employees. "The kind of meaningful, real-time dialogue that AI facilitates really improves engagement," says Dave Werry, cofounder and president of the health tech company Well. "Technology allows for a very proactive and personalized dialogue," he says, "versus the traditional, reactive model of employee engagement.".

However, Werry does not fail to notice a potential tension between personalized benefits and the collective "we" culture that younger employees often seek. He says this might be able to communicate the team's shared mission while leveraging technology to personalize support to ensure the spotlight stays on collective goals and that individuals feel valued.

According to a recent report from HR Acuity, polling over 2,200 U.S. workers, those critical moments-leaves of absences, incidents of harassment, and changes at the organization-correlated highly with employee connection. For instance, among employees who took a leave of absence in 2023, only 36% would recommend their employer as a great place to work. But when those leaves of absences are handled with empathy and care, that number jumps up to 48%.

According to Rebecca Trotsky, chief people officer at HR Acuity, when it comes to competing organizations, leadership with empathy, compassion, and respect set the stage during these defining moments. "Trust is either built or broken in these moments that matter," says Deb Muller, CEO of HR Acuity, who asserts that predictable, compassionate processes-not pizza parties-create trust and engagement.

Increasing reporting rates for harassment and misconduct further mark the transition from "me" to "we": 85% of employees who experienced misconduct reported it, and 75% of the witnesses did so.

After all, employees are looking to work in places that embrace the values of openness, communication, and respect. As Trotsky says, "Employees are people. If organizations want to remain competitive, they must keep empathy, compassion, and respect top of mind."

At Burke Recruiting Inc., we have learned how imperative fostering strong connections with employees and linking personal goals with the success of all truly is. We believe focusing on a team-oriented culture can better prepare organizations for a more involved and connected workforce. Feel free to visit us at burkerecruiting.com for more information and other assistance.

Reference: https://www.worklife.news/culture/from-me-to-we-how-hr-leaders-can-build-better-employee-connections-at-work/