Against a backdrop of layoffs, economic uncertainty, rising stress levels, and challenges adapting to a post-pandemic workplace, the stats reflect a similar story across North America.
Only 22 per cent of U.S. employees would rate their employer as “excellent,” according to one survey, and the consultants who conducted the study say it’s the lowest number they have ever seen.
In Canada, up to two-thirds of workers have reported they’re putting in the minimum effort required at work, while globally one in five employees say they feel lonely in their jobs.
It’s a disheartening, but for some Canadian companies it’s a call to action. An increasing number of businesses are combatting disengagement head-on, using tangible, actionable strategies to tackle underlying culture problems with an urgency that’s the opposite of quiet quitting.
“Culture is what gets any modern organization beating,” says Lucas Botzen, chief executive officer at human resources firm Rivermate. “It’s an invisible driving force for interaction, innovation and performance among employees. We believe that a high-caliber, positive culture is the bedrock of our success.
“Indeed, the saying ‘culture eats strategy for breakfast’ could not ring closer to the truth. A well-defined strategy may lead the company, but when that culture is not supportive, even good strategies go to [ruin].”
Rivermate has focused on “resilience strengthening” its hybrid and remote work force.
“From global health crises to economic uncertainties, the stressors could hit hard on our work force,” Mr. Botzen says. “We have put in place comprehensive wellness programs inclusive of mental health resources, stress management workshops, and flexibility in work schedules.
“We further encourage an open culture where employees feel safe to share their concerns and ask for help. In fact, these very steps have not only boosted each individual’s resilience, but increased the organization’s overall capacity and ability to overcome adversity.”
In these uncertain times, Rivermate has placed an emphasis on fostering psychological safety for its employees as the company went through some organizational changes.
“Regular updates by leadership reduce fears and rumours. Training for managers on how to create a supportive environment and how to spot signs of distress is provided. We have also set up peer support networks and make professional counselling services available,” Mr. Botzen says.
“Understanding and catering to your people was never needed more than in today’s world. The minute needs of your people will make all the difference. Believe in the welfare of your people; listen attentively and be willing to adapt.”
It’s a point echoed by Jean Magny, president at software company Genius Solutions.
“We find that when employees feel psychologically safe and valued, they are more engaged and productive,” he says, noting his company conducts biannual employee engagement surveys. “To strengthen resilience, we invest heavily in professional development and celebrate wins, big and small.”
Mr. Magny also points out the importance of measuring success.
“Our metrics focus on outcomes and employee well-being. While revenue and productivity are important, employee satisfaction, work-life balance, and low turnover are better indicators of a thriving culture,” he says. “By supporting the whole employee, the business outcomes follow.”
At Workleap, a Montreal-based company that builds employee experience software, its approach has been similarly proactive.
“At moments where there seemed to be downward trends in engagement, we sent custom surveys to employees to investigate further and analyzed the results to understand if there were patterns that emerged,” says Valérie Gobeil, the company’s director of talent management and learning. “At our all-company town hall, there is always a moment dedicated to Q& A, and that has also allowed us to understand what’s top of mind for people and to be able to provide timely answers. We notice that having our in-person gatherings twice a year is a good way to renew engagement, enthusiasm and alignment towards the direction of the organization.”
Alongside these practical measures, Ms. Gobeil says there is a wider culture of trust and autonomy that workers find empowering. “If the past few years have taught us anything, it’s that everyone works differently and thrives under unique circumstances. Fostering autonomy leads to a more motivated and satisfying work force,” she says, noting a flexible vacation policy as one example.
“By maintaining high expectations alongside this flexibility, we empower our team members to make the best decisions for both themselves and the organization. This approach helps them navigate the broader stressors of the modern world more effectively.”