Human-Centred Work Environments May Be Created Via Learning And Development (L&D)
We've spent the last year reacting to change and working furiously to turn our in-person learning and development (L&D) activities into virtual ones. Even if it hasn't been smooth sailing, changes are inevitable. Thank goodness we can build a better future for employees moving forward. More than six out of ten learning and development professionals worldwide believe that learning and development will play a pivotal role in rebuilding and redesigning companies following the COVID-19 epidemic.
So, where exactly do we need to make these adjustments?
Many of us have lost sight of the human connection component of training as we continue to invest in and teach our workers to use virtual learning solutions. An organisation should train employees more about themselves and how to interact with others to build a more humane workplace, even if technology-focused training is not going away.
To develop a human-centred workplace, employees should be trained in these skills and competencies.
1. Self-awareness
The cornerstone for creating a human-centric workforce is teaching people about the nature of their ideas, feelings, and emotions. We learn self-awareness early in childhood, but it's a talent that's often overlooked and taken for granted for the rest of our lives. People assume that 95 percent of the time, they are self-aware, according to Tasha Eurich, an organisational psychologist and author. Only 10% to 15% of the population is.
As a result, workplace productivity, well-being, and cooperation suffer when our self-awareness is obstructed.
So, how can you get rid of the impediments to self-awareness? First, teach employees about the conscious and unconscious workings of the mind by reintroducing them to the age-old question: "Who am I?" To be a good observer, employees must understand that they are not their ideas. A key component of meditation techniques is observing one's thoughts to discern truth from deception and behave accordingly in the job.
Small group workshops are an excellent approach for team members to assist one other uncover their self-awareness obstacles. There must be a loving environment and clear action plans with definite goals to gain greater self-awareness in these sessions. Each employee must choose a specific area for improvement and rely on their co-workers for morale and guidance for this to work.
2. Compassion and Understanding
It is considerably easier for employees to learn and practise the social-emotional skills of empathy and compassion after self-awareness has been taught. 93% of Deloitte's 2021 study on the future of learning in the aftermath of COVID-19 stated that improving the emotional strength of employees will help organisations better cope with future crises. The ability to envision the thoughts and feelings of others is a crucial component in creating a human-centric organisation.
Empathy is a skill that people can only learn through experience. It's easy for employees to get so engrossed in their day-to-day duties at work that they neglect to consider what it's like to be on a cross-functional team. Working with universities to provide seminars where employees can talk about their confront issues gives a unique insight into their world. Active listening is an essential part of empathy, so make sure that team members ask questions such as, "How did that make you feel?" Or "Tell me more" to further build sympathetic abilities.
Once a foundation of empathy has been laid, team members are better able to foster a culture of caring and compassion amongst themselves by providing emotional support and engagement. Empathy and kindness go a long way to creating a work climate where everyone feels included and supported.
3. Gratitude
Employees should be taught how to express thankfulness and appreciation for what they have in life and for one another as a third fundamental. As a result of elevated stress levels and anxiety, it's common for people to treat others harshly, gossip, and feel excluded from their co-workers. Yet, the bulk of a worker's waking hours contributes to the company's vision and purpose. Leaders and supervisors must learn to show thankfulness, but everyone in the company should be able to do so.
Work with teams to find instances that merit commendation to assist employees in developing this talent. For example, if an employee works long hours, a personal message might make a difference. The Wharton School and Harvard Universities showed that getting a supervisor's "thank you" increased more than 50% productivity. While it's great to show gratitude for a failed pitch, it's even better if a team worked hard on a fresh pitch and didn't get business.
It is essential to teach your staff how to show thankfulness in their personal lives while discovering its workplace possibilities. The immune system is boosted, mental health is enhanced, relationships are strengthened, and thankfulness fosters optimism. A company-branded thankfulness diary may even be created to promote your new project. In addition, grateful employees are happier, more productive, and better able to interact with their co-workers.
To create a human-centred workplace, the focus must change from teaching technical skills to teaching social and emotional ones. Doing so helps us build resilient organisations that can handle both significant and minor problems while also allowing us to celebrate our successes.
