Productivity Flourishes when there is a culture of Reciprocal Trust in the organization from top to bottom
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The success of an organization requires a culture of reciprocal Trust from top to bottom. High-performance organizations are 11x more likely to have leaders who trust their employees. The presence of 5 elements of Trust Index explains 18% of participating organizations’ increased productivity since the start of the pandemic, according to a new interesting research just published by The Institute for Corporate Productivity (i4cp) using data from their clients ( Daiichi Sankyo US , BNSF Railway The E.W. Scripps Co. Investor Relations Land O'Lakes, Inc. ) employing more than 100 employees.
?? By investing in leaders development is a simple way to improve trust in the Organization.
?The 5 elements of Trust
i4cp researchers have developed Organizational Trust Index? which is made up of five elements:
1?? Senior leaders trust employees
2?? Managers trust their team members
3?? Managers are trusted by their direct reports
4?? Employees trust their team members
5?? The senior leadership team is trusted by employees
?? Researchers found that the presence of these five elements explains 18% of participating organizations’ increased productivity since the start of the pandemic. But overall, levels of trust are still challenging, especially in low-performance organizations.
?Lack of trust affects Workforce Productivity
Researchers found that difference in trust between high- and low-performance organizations is quite surprising. Indeed, they noticed that employees of high-performance companies strongly agreed with the five trust statements by a factor of 3 to 11x over those from low-performing companies.
Also just 2% of respondents from low-performance organizations strongly agreed that their senior leaders trust employees, and 3% said that employees trust senior leaders.
Those from high-performance organizations were 11x more likely to strongly agree that there is trust between these groups.
?More manager Training = More Trust Index
?? Researchers noticed that in organizations that provide a substantial amount of training on people-leader capabilities increase overall trust, while leaders in organizations in which trust is low typically have received much less training.
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A previous research published by the same i4cp researchers, already found organizations that have fit cultures are ???? ???????? ???????????? to report increased employee productivity during this same time period.
?Trust is built from the inside out
Another insightful research by 普华永道 researchers found that a company won’t be trusted by its customers if it’s?not trusted?by its employees?so they created a new formula for Trust.
Researchers discovered that employee trust depends on ?? ??????????????:
???Purpose and values.?This is traditionally where family businesses have excelled
???Commitment to ESG.??it’s important that employer is transparent about the company’s impact on the environment but also about its record on?#DEI
???Accountability.?Creating a structure for accountability that allows employees to speak up about their concerns is a good way to help build trust.?
??i4cp researchers conclude that building more trust in an organization is a learned skill that can be continuously improved upon. Organizations that provide a substantial amount of training on people-leader capabilities increase overall trust, while leaders in organizations in which trust is low typically have received much less training.
Thank you??? The Institute for Corporate Productivity (i4cp) ?researchers team for these insightful findings:? Kevin Oakes Katheryn Brekken, Ph.D.
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1 年Nicolas BEHBAHANI thanks a lot for sharing these insights. This is remarkable how investing in leaders' capabilities increased the trust index in the organization. During my tenure with my ex-employer, I have seen an exceptional case where the company didn't invest much in their leaders' capability, but the employee trusted their managers a lot, although the overall trust between the employees and the company, represented by its senior leadership team was low. What got my attention is how the managers were able to improve their capabilities instinctively, and following a trial and error approach, which took them a long time to build and harness. This approach although considered a unique case, it had a detrimental effect later on (Lost productivity and diminished trust). The learning journey has high stakes! but what companies miss is how investing in their leaders would save them from going through all this turbulence and will accelerate the trust between them and their employees.
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1 年Loved this post Nicolas BEHBAHANI. Trust is a very important aspect of work-life and human Psychology.