Between those who couldn’t wait to return to office life and those who, stuck in traffic every day, wonder what the point of going back is. This is more or less the broad divide in prevailing sentiments: on one side are those seeking or pursuing a hybrid model but struggling when they can’t find the time at the office to meet with colleagues in person or suitable spaces to join remote meetings; on the other are those who haven’t experienced many changes in their daily work routine beyond adapting to various regulations, starting with the mask, which has made everything more complicated (such as the loss of a smile, which by definition is the ingredient that makes life more beautiful and lighthearted).
For those working in Human Resources, rethinking the employee experience is undoubtedly the top priority, given not only the need to reevaluate practices in light of these changes but also the data emerging within organizations. We are witnessing a growing sense of unease among workers. As reported in Marco Cimminella’s article for *La Repubblica*, which summarizes the studyby the HR Innovation Practice Observatory at the School of Management of the Politecnico di Milano (which shows that over the past year, the turnover rate has increased for 73% of companies):
“There are various reasons that drive people to seek new opportunities. The desire for greater financial benefits is the most common (46%), but the need to pursue new career opportunities is also strongly felt (35%). However, a significant percentage of people also change jobs for reasons related to physical or mental health (24%), to pursue personal passions (18%), or to achieve greater flexibility in their work schedule (18%). In particular, anxiety, stress, and excessive fatigue are all examples of a sense of unease that wears workers down, with harmful physical repercussions as well, such as difficulty sleeping well or insomnia.”
If the focus is on managing the return to the “office,” we continue to pursue a “Plan and Control” managerial approach; however, as Marina Capizzi and Tiziano Capelli help us reflect in their book published in English by Harvard Business Press—which Primate Srl, a Benefit Corporation and B Corp™—has presented to the Italian community—we increasingly need to shift to a management approach “Sense and Respond”: sensing and responding—a simple yet revolutionary synthesis.
We need to completely rethink the workplace experience (and I emphasize “in the workplace”; this overview reflects a situation that is primarily corporate in nature, which by no means applies to all professions).
To infuse work experiences with a renewed sense of purpose, we need to start over by focusing on the three foundational elements: culture, technology, and physical space. These elements must be reevaluated with a keen eye on the ongoing blurring of the lines between the online and offline worlds, as well as the ever-diminishing distinction between personal and professional life—and thus the true realization of the concept of “Work-Life Integration.”
We should redesign the Employee Experience by thinking of it as “the creation of an organization where people WANT—not NEED—to work every day” ( Jacob Morgan).
The way we work, the tools we use, and the spaces we work in: our reasoning must therefore focus on these three points, amid fluid boundaries—as previously argued—and at a historical moment of “augmented human choice” (as discussed in one of my previous articles).
The most effective approach involves:
- collaboration and cross-pollination (seeing what others are doing and exchanging ideas),
- experimenting with new approaches (because if the world around us is changing, it’s objectively impossible to believe that the processes, procedures, and tools established before the COVID-19 pandemic are still effective)
- active listening (not just anonymous surveys that lack a human face and a real voice)
- Carefully selecting the right questions to ask, such as: What motivates people? What is the quality of the experience like both in the office and remotely? Are there instances of stomachaches or growing discomfort, and if so, why? What are the most important moments in our employees’ lives? Are the tools we offer in line with market standards and up to date with changing needs? Are there sufficient and appropriate spaces for collaboration and for working in privacy? What makes this workspace distinctive and unique? How is hybrid work and the blending of in-person and virtual meetings facilitated? To what extent and in what ways are people informed, engaged, and motivated by the company’s values and performance? What “gentle nudges” can support the development of habits that promote new ways of working?
Simply new questions, to find different answers for a “renewed sense.” Concepts and practices that served as a guiding star for generations of managers are now obsolete. That is why I conclude with the text by Marina Capizzi and Tiziano Capelli, cited earlier, which includes the following dedication:
“To people who live in the digital age but still act as if they were in the industrial era.
Those who are responsible for leading organizations also have a responsibility to seek out new paths.”
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