The aftermath of the events that impacted our businesses during the last three years is one of the situations that most surprises me. The change in paradigm accelerated by the pandemic caused layoffs and resignations of millions across the world. Only in the U.S., the market of reference for many, 28% of the workforce admits to having been laid off at least once during the last two years, according to a poll by CNBC from June 2022. Meanwhile, over 57 million people quit their jobs between January 2021 and February 2022, according to statistics released by the The U.S. Department of Labor, leading it to be considered “The Great Resignation.” Though less drastically, these numbers have also increased in Europe and most of the developed working markets. Simultaneously, airports in Europe and the U.S. are in desperate need for passenger assistants and baggage handlers. Restaurants are desperately seeking waiters or waitresses. The industry is suffering from lack of technical personnel such as turners, welders and haulers.
A new demand is arising in the market due to these changes. “We need to humanize our businesses.” After the events we’ve been through as a society, I couldn’t agree more. However, I believe it’s necessary to clarify what this entails. Data clearly proves that humanizing our companies goes beyond discussing “hybrid”, “flexible” or “integrated” business models. Join me in rethinking what “humanizing” businesses really means.
Our intrinsic motivation
The first concept I’d like to highlight is the importance of understanding the various motivations that drive a person to work. Today, we’re reminded that people are no longer exclusively motivated by their salary. The intrinsic motivation of our work life is far more diverse than ever before.
Olivia’s experience in helping transform businesses across the world has shown that these different desires can be divided under three main profiles. Though other forms of differentiating groups that coexist within businesses may exist, these three categories allow us to organize and reflect on the main motivations that inspire people to carry out their job.
The root of this classification can be found in The Industrial Revolution, which determined that a person’s main inspiration behind work is their salary. As the productivity model shifted, diverse profiles emerged. Today, various motives drive people to work.
It’s important to remember that these motives coexist in our business and, together, add value to it. This value is about the motivation behind each group—not age, life experience or a specific social group.
Certain motivations will prevail among the objectives within each business. The US Marines is an example of this, with a larger percentage of “believers” than a chain of supermarkets, for example. However, the Marines also have their share of “providers” and “explorers” throughout all age groups.
By Alberto Bethke, Associate Founder of OLIVIA