Making workplaces work

The Irish workplace is changing. In six years of writing the foreword to the Best Workplaces in Ireland magazine, I have witnessed developing trends and changing approaches from organisations rising to the challenge of creating an environment that will allow their employees to flourish, releasing their skills, talents and potential into the work they do.

Irish organisations are now more aware of their culture, and the critical impact it has on their performance. But many still struggle to develop a fit-for-purpose authentic culture that will drive their success.

The continuing impact of technology in the workplace has increased the pace of work, which employees struggle to manage. The terms “work creep” and “work-life blending” are more common as the working week for many has begun to gradually shift from the classic core of Monday-Friday 8-6, to an “always-on” approach. Many of you will be familiar with a working week that begins at 8pm on a Sunday.

While technology has given us the ability to work anytime from anywhere, there are many working all the time from everywhere in their unending ambition to further their career, or simply get on top of an ever-increasing workload.

Some organisations now promote a limitless annual leave offering – but the small print (always tricky!) tells employees they must have all their work and projects complete to avail of it. Good luck with that!

In conversations with HR directors, two of the most common issues keeping them awake at night are workplace wellbeing and the development of an effective system to drive performance. Many have seen the light and moved their performance-appraisal models away from forced distribution bell curves with rating systems typically associated with salary reviews rolled out annually. They have moved towards regular feedback, coaching conversations focused on the future and disconnected from salary and increments.

Flexible benefits are now becoming the norm across the most progressive employers. This is particularly noticeable in the area of wellbeing, with a “pick-and-mix” approach letting employees build a customised range of supports to ensure they are fit both mentally and physically for the high performance expected in 2016’s workplace.

Irish workplaces are lagging behind their international counterparts in two key areas. First, there is a real reticence to include more employees in decision-making and, in doing so, share more power. Second is the inability to deal with tough issues and have difficult conversations. These two issues are particularly frustrating to younger entrants to the workforce, as millennials become the majority, with the gamer generation hot on their heels. Talent will leave workplaces that don’t differentiate performance, and those that seem to accept poor performance.

I’m delighted most Irish organisations are finally taking a serious approach to fostering their culture. Many who previously disbelieved that creating a great workplace was relevant for them have since changed their minds – in fact, these are now some of our greatest advocates. I would also highlight the excellent work in the civil and public service by some really passionate and inspirational people.

The truth is, everybody deserves to work in a great workplace where they can give their personal best. And we know the key to a great workplace is trust, and trust is now the currency of success. Our ability to create and maintain positive high trust relationships, in an interconnected world, where we need to work with others to deliver on our objectives is not just nice to have, but is essential to success.

My thanks to all involved in this Best Workplaces magazine. I hope it entertains you, unsettles you, and informs you – but most of all, I hope it inspires you to start creating your own great place to work.