The “Great Resignation” has been in full swing for the bulk of this year, with a record-breaking 10.9 million open jobs at the end of July, according to the U.S. Bureau of Labor Statistics. But you already know that—this isn’t new news. HR leaders have been facing ongoing and exceptional pressure for the last 18 months, and this is the latest stressful headline to directly affect them.
With so many pressing issues on their plates, it can be difficult to decide where to focus time, energy and resources. Imperative’s entire ethos is to focus on the “bright spots,” and one big bright spot? All the people who stay at your company. So how do you invest in the people who stay and what *actually* makes a difference?
1. Uncover core motivation
Helping your people uncover or re-discover their core motivations at work is a key way to re-energize their work and re-orient their focus. Motivation isn’t “one-size-fits-all” and often shifts over time as people grow and change.
2. Identify impact
Everyone wants to feel like the work they’re doing actually matters, yet so much of our day-to-day work can feel untethered to making an impact. To feel fulfilled and energized, employees need to see and reflect on the impact their personal work is having.
3. Have ongoing conversations
One thing has become crystal clear this year: people need (and demand) flexibility. There are so many micro and macro factors that affect your people and their work, that having conversations about their motivation and their impact must happen on an ongoing basis. The continuous nature of these conversations gives people the chance to guide their day-to-day work and keeps them feeling engaged and connected to the work they're doing.
4. Create connections with peers
A recent Purdue study found that without strong internal networks at work, employees were 2.5X more likely to leave the company. Connection with peers also impacts their sense of belonging, and their ability to innovate and be productive. “When you lose connections, you stop innovating. It’s harder for new ideas to get in and groupthink becomes a serious possibility,” writes Dr. Nancy Baym, Senior Principal Researcher at Microsoft.
With so much already on the plate of HR leaders, it can feel overwhelming to consider implementing anything new, especially when considering if people will actually want to participate. Imperative’s peer coaching platform operationalizes a few things your people are already asking for:
· Meaningful connection with another peer at your company
· Time and space to prioritize their work
· Clear view of their impact at work
Based on years of research and expertise, Imperative matches peers across a company for regular guided coaching conversations to align their work with what fulfills them: their purpose.
Every two weeks, peers measure their fulfillment and are then guided through a personalized conversation that is scientifically engineered to be psychologically safe, positive, reflective, and energizing. Each peer leaves having made a specific commitment to align their work with what fulfills them before the next conversation
Our trailblazing clients like Zillow, Hasbro, and Boston Scientific have seen these results across their organization by using the Imperative Platform:
· Shared Purpose—85% of employees report the ability to connect their purpose to their work
· Deeper Connections—89% of connections created build a meaningful and sustained relationship
· Radical Flexibility—After every conversation, 80% of employees take action to craft their job
· Personal Growth—78% of employees report peer coaching made them more successful
· Holistic Wellbeing—Employees leave each conversation with 2.4X more positive emotions
Our mission at Imperative is to humanize work and make work more fulfilling for every person. After 30,000 hours of peer coaching conversations, the data is in: peer coaching is the bright spot you’re looking for. Let’s chat about how we can bring this to life for your company: email@example.com
P.S. RSVP for our live webinar with Debbie Cohen (HBR author, speaker and former HR leader at Mozilla, Razorfish and Time Warner) and Aaron Hurst, leading workplace futurist, researcher, and co-founder of Imperative for a conversation about re-recruiting your people.
Here are the concrete examples of how I have personally crafted my job over time to maximize meaning.
Engagement surveys are a commonly accepted aspect of most HR strategies, yet they only tell a partial story of your people’s actual experience. Surveys are self-reported and conducted at a fixed point in time, and according to a Cornell National Social Survey, 26% of the employees withhold information about ideas for improvement or problems they face due to the futility of the exercise. In fact, futility was 1.8x more common reason than fear for withholding information.