The Workplace Connection Crisis: An Urgent Call for HR and Organizational Leaders

connection May 17, 2023

Do you remember the Jerry Maguire Mission Statement, where Jerry (played by Tom Cruise) experiences a crisis of heart and mind? The profession and organization he loves, seem to have lost something crucial. He senses a loss of connection at all levels.

If you don't recall, let me share a snippet of the introduction:

“THE THINGS WE THINK AND DO NOT SAY

Thoughts of a Sports Attorney

Miami Hilton, 1 AM

It’s 1 AM and this might be the bad pizza I had earlier talking, but I believe I have something to say. Or rather, I have something to say that I believe in. My father once said, “Get the bad news over with first. You be the one to say the tough stuff. Well, here goes. There is a cruel wind blowing through our business. We all feel it, and if we don’t, perhaps we’ve forgotten how to feel. But here is the truth. We are less ourselves than we were when we started this organization.”

As organizational leaders and HR professionals, do you share that feeling/thought? Is your organization less of itself than it used to be? Has the organization forgotten how to feel? How to foster deeper connection?

Jerry Maguire proceeds to send this mission statement out to everyone in his firm. The next day, he is applauded for speaking his truth, but within hours he is dismissed. The aim of this article is NOT to get anyone fired. Fortunately, as an independent voice, the only person who can fire me is me. Perhaps this freedom allows me to articulate some things that need to be said to provoke some discussion.

Are We in Crisis?

The modern workplace is grappling with a crisis unrelated to financial downturns or market shifts; it's deeply rooted in human connection. Over the last three years, while consulting and coaching professionals, leaders, and entire organizations, I have been alarmed by the evident lack of connection. An increasing number of employees report feeling disconnected from their teams, leaders, and the companies they work for, as corroborated by numerous studies. This paints a grim picture of the current state of affairs. The Gallup State of the Global Workplace report suggests that a staggering 85% of employees are not engaged or are actively disengaged at work, revealing the harsh reality of disconnection in our workplaces. Note that engagement is a measure of connectedness.

This disconnection is not merely a case of decreased morale; it's a critical crisis demanding immediate attention. I assert that the profound disconnection between individual employees, their teams, their leaders, and the company's broader vision is undermining the vitality of our organizations. This article aims to illuminate this pressing issue, exploring its root causes, implications, and potential solutions.

Through an in-depth exploration of this topic, I aim to stress the urgent need for a fundamental shift in our approach to human resources and leadership. The shift should move from transactional interactions and risk management towards creating deeper, more meaningful connections in existing workplace practices and processes. This crisis of connection transcends an HR issue; it's a defining moment that calls for a radical rethinking of our workplace cultures and the value we place on human connection within them. However, radical rethinking doesn't necessarily equate to difficult change implementation.

Included in this article are a list of sources and quick links for further study and research. As my mentor often said, “In God I trust, all others show me the data."

Understanding the Problem

A Ragan study reveals a disturbing trend: over half of the workers surveyed report feeling disconnected from their colleagues. This disconnection extends beyond a mere lack of camaraderie. It indicates a profound disconnection where employees no longer identify with their workplaces. They feel disconnected from their teams, their leaders, and the broader company vision, leading to alienation and disengagement. Many organizations wrongly assume that simply because the vision and mission are on display, everyone must connect with it. This expectation of gravity carrying the vision and mission from the top of the organization to the bottom exhibits poor leadership.

Leaders play a significant role in this growing disconnection. A recent article by the Harvard Business Review suggests that many leaders, ill-prepared to foster deeper connections in their teams, inadvertently contribute to the disconnection problem. Another study reveals that a third of employees feel disconnected from their leaders, highlighting the multi-level lack of connection within the organization.

The Human Resources department, traditionally responsible for fostering healthy workplace relationships, also contributes to this crisis. An article on LinkedIn suggests that conventional HR approaches may unintentionally perpetuate disconnection. The focus on risk management and generic performance systems, instead of fostering deeper, more meaningful connections, can contribute to a climate of disconnection. This approach starkly contrasts the needs of the modern workforce, creating a mismatch that fuels the disconnection crisis. A recent Linkedin survey I conducted reveals that 100% of respondent managers/leaders felt they lacked the tools and training to foster deeper connections with their teams. While anecdotal, this finding gives us a glimpse into the reality.

The Talent Acquisition vs. Talent Retention Paradox

Before exploring potential solutions, we must address the paradox between talent acquisition and retention. In the current business landscape, there's a discernible trend of organizations investing heavily in talent acquisition due to fierce competition for top talent. However, HRD Connect states, "the war for talent is over, talent has won." Companies are finding their traditional tactics for attracting talent less effective in this new reality. It's time to shift the emphasis from attraction to a more balanced approach that includes retention. We need to focus on keeping the back door closed.

While organizations devote substantial resources to talent acquisition, there seems to be a lack of equal focus on talent retention. This imbalance creates a paradox where organizations are perpetually recruiting new talent while failing to retain their existing workforce. McKinsey's research suggests that this high attrition makes hiring more challenging, emphasizing the need for organizations to focus on retaining the talent they already have.

This imbalance between talent acquisition and retention leads to a 'revolving door' problem. Companies constantly hire new employees to replace those who leave, creating a costly cycle that's detrimental to the overall health of organizations. It affects continuity, knowledge retention, employee morale, and ultimately, productivity and business performance. The next challenge for Talent Acquisition teams, as suggested by Beamery, is to focus on employee retention. We need to ask ourselves: What losses are we willing to accept? What are we doing to close the back door?

The Role of HR: Shifting From Risk Management to Connection Building

The traditional role of Human Resources (HR) has heavily focused on risk management, often neglecting to foster deep connections within organizations. According to a report from Mercer, HR often prioritizes mitigating people-related risks, including compliance, benefits, and employee misconduct. However, this risk-averse perspective may hinder the development of stronger connections among employees, which can profoundly impact overall organizational performance.

There is a pressing need for a paradigm shift in HR’s role - from primarily being risk managers to becoming connection builders. McKinsey emphasizes that the future of work requires a focus on fostering connections to manage the risks of the hybrid workplace effectively. Therefore, HR should strive to strike a balance between managing risks and encouraging connections to optimize the employee experience and, in turn, drive business performance.

Adapting to this new role requires HR to implement new processes and systems that encourage deeper connections. Gartner's research suggests that employees today seek personal value and purpose at work. This necessitates the development of initiatives that promote a sense of belonging and connection. HR departments need to foster a culture that emphasizes these aspects, shifting from a traditional risk-centered approach to one that balances risk management with connection building. This transformation can lead to increased employee engagement, satisfaction, and productivity - all crucial drivers of business success.

Implications for Productivity, Turnover, and Absenteeism

Workplace disconnection significantly impacts productivity, turnover, and absenteeism. Studies show that a lack of connection and engagement can lead to decreased productivity and higher rates of turnover and absenteeism. For example, Gallup has documented how disengaged employees can result in lower productivity and increased absenteeism. The National Center for Biotechnology Information (NCBI) suggests that lack of workplace connections can cause employees to feel less committed to their roles, leading to higher turnover rates.

Encouraging deeper workplace connections could be a valuable solution to these challenges. ResearchGate suggests that fostering workplace connections can lead to improved job performance and lower turnover intentions. A culture of connection and engagement enhances employees' emotional investment in their roles and the organization, reducing absenteeism and job turnover, and boosting productivity.

The benefits of fostering deeper connections extend beyond improving key business indicators. Such an approach can lead to a more positive and inclusive organizational culture, higher job satisfaction, and increased employee loyalty. Moreover, Business News Daily suggests that a positive employee experience, facilitated by deeper connections, can lead to higher levels of creativity and innovation, driving organizational success.

Call to Action: The Inflection Point for HR Professionals

The current business climate signifies an inflection point for HR professionals. The way HR functions are carried out has been changing, with an increasing emphasis on fostering connections within organizations. This change marks a pivotal moment for HR professionals to redefine their roles and significantly impact their organizations' success.

HR professionals are encouraged to take the lead in driving deeper connections within their organizations. They should take assertive action to foster a culture of connection and engagement, as this can dramatically improve key business indicators. Start by examining all the current ways HR impacts an organization through systems and processes, and consider how you can use existing structures to create deeper connections. Where can we inject "Connection Capital"? By adopting a more connection-focused approach, HR can play a pivotal role in enhancing productivity, reducing turnover, and minimizing absenteeism. This transformative change in the HR function can ultimately contribute to the overall success of the organization. Connection Capital changes can be introduced across any organization. I have done it. In fully remote, in office, and hybrid teams. In 24 hr shift organizations, to fully officed high compensation white collar roles.

This exploration of the contemporary workplace has highlighted a crisis of disconnection that deeply affects organizations on multiple levels. We've examined the roots of this issue, from leadership to HR practices, and the detrimental impact it has on productivity, turnover, and absenteeism. We've also underscored the urgency of shifting our HR approaches from risk management to connection building and the potential rewards of such a transformation.

As we conclude, it's crucial to reiterate that this is more than an HR issue; it's a fundamental challenge that requires our immediate attention and action. Addressing the workplace connection crisis is not just an opportunity to improve business performance; it's a crucial step towards restoring the vitality and humanity of our organizations. As Jerry Maguire asked, "What have we lost and what can be done about it?" because our people are worth asking the question.

Resources:

https://researchworld.com/articles/disconnection-in-the-workplace

https://hbr.org/2022/01/how-leaders-can-build-connection-in-a-disconnected-workplace

https://www.ragan.com/over-half-of-workers-feel-disconnected-from-their-colleagues-study-says/

https://www.worklife.news/culture/the-great-disconnection-people-no-longer-recognize-their-workplace/

https://www.hcamag.com/us/news/general/one-third-of-employees-feel-disconnected-from-their-leaders/310864

https://www.linkedin.com/pulse/startling-statistics-disconnection-workplace-datcomllc/

https://www.linkedin.com/pulse/talent-acquisition-vs-retention-padam-kafle/?trk=articles_directory

https://hrexecutive.com/in-a-job-market-paradox-why-hr-leaders-should-focus-on-communication/

https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools

https://www.cfodive.com/news/layoffs-collide-talent-shortages-labor-market-paradox/630428/

https://www.hrdconnect.com/2022/07/18/the-war-for-talent-is-over-talent-won/