- il y a 2 mois
Bigger Picture Finding Purpose at Work
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00:00C'est parti pour avoir cette conversation aujourd'hui sur Purpose at Work, et j'ai l'air d'être
00:03devenue par Kiana Schmiedl et aussi Christina Jantz, aussi.
00:10Donc, j'aimerais juste prendre quelques moments à vous présenter et dire un peu sur WorkHuman,
00:16et aussi Slack et le travail que vous avez fait dans le Purpose space.
00:18Absolument.
00:19Donc, Kiana Schmiedl, Chief Human Experience Officer à WorkHuman,
00:24et si vous dites, «What the heck does that mean? »,
00:26je vous dis, «I lead the people function » pour WorkHuman, mais on appelle le «Human Experience »
00:30et c'est vraiment ce que notre organisation est de l'histoire,
00:33de l'histoire, de l'histoire, de l'histoire, de l'histoire et de l'histoire,
00:38de l'histoire, de l'histoire, de l'histoire, de la personne et de l'histoire,
00:41de l'histoire, de l'histoire, de l'histoire et de l'histoire,
00:43de l'histoire et de l'histoire.
00:44C'est parti.
00:45Bonjour.
00:45Je suis Christina Jantz, je suis le Premier Vice-President de Research et Analytics
00:49à Slack.
00:51Je suis aussi le Workforce Lab.
00:53Pour ceux qui ne connaissent pas ce que je sais,
00:55je sais que Slack est un workplace-enterprise collaboration tool."
01:00«Un
01:01C'est parti** que nous concentrons sur Tinder et plus닥issons,
01:05J'ai ai mis à faire, de la recherche, très complexe entre nos endigres,
01:08et les Friedrichs a conduire.
01:10improve employee experiences and productivity so I'm really excited about
01:13this conversation today so my and so we know from a lot of research that's out
01:18there including our own that purpose at work is a real competitive advantage and
01:22it really we often see purpose driven companies actually having better stock
01:27market returns and also that being sustained over time we'd love to get
01:30your perspectives on why is purpose important at work and kind of what's
01:34the business case for investing in purpose at work sure so I'll get
01:40us started what I would say around purpose at work is if you haven't
01:44considered that as one of the biggest drivers of a successful workplace you
01:49have been missing out on the last like 10 years of conversation right the idea of
01:54purpose at work is not a new one I think the impetus on purpose at work is what
01:59feels new now and so it's all about how do we ensure that people feel connected to
02:05the work that they're doing to the mission of the organization because now
02:09more than ever people have choice and for a lot of companies you know the talent
02:14that you have is really the success that you'll have in the future and so this
02:18idea of purpose in every day means how are you listening to your employees how do
02:24you feed back to them the way that their voice has impacted decisions in the
02:28workplace and how they are helping to shape the working experience along with
02:32you it's no more dictating at people it's really about leaders
02:36collaborating with employees to come up with what the current workplace needs to
02:40be I love that so I love what you talked about like the importance of
02:45connecting with your mission right and you know I think that's a huge part of it but
02:51I think the other thing that I want to talk about is how your employees and your
02:56co-workers are spending their time yeah right and I mean how many of us spend you
03:01time in unnecessary meetings or spend time on tasks that don't really feel like
03:07it's connected to the mission of your company right and I think that that's
03:10really where we have so much control to improve the employee experience is really
03:15digging into how our employees spending their time at work and how can we make
03:19sure that that's really connected to what matters most and so you know
03:23thinking about things like we've done a lot of work at beloved research at slack
03:27about really understanding what what is time well spent right we're not just like
03:32going through the motions of doing all the mundane work and like the
03:35unnecessary meetings but let's really make sure that we're making the most of
03:39every minute spent at work so that it's really driving a great employee
03:45experience and so we think a lot about like there being like sort of four
03:51different like ingredients to a successful day right it's like you need to
03:55have the right amount of focus time right the time where you're really focused
03:59on the core tasks that are helping you achieve the purpose and the mission of
04:03your work you need the collaboration time you need the connection time and you
04:08need the rest time right and I think when you really think about how do you
04:13structure your day you're gonna feel so much more fulfilled but you're also
04:17going to be so much more productive and I think you know really digging into that
04:23that aspect of the employee experience is really what's going to drive
04:26fulfillment and productivity yeah and I just want to add on to that because you
04:31brought up productivity which I think is so important and a lot of time when you
04:36hear leaders talking they're talking about productivity as if productivity is
04:41purpose right and so what I would challenge is that productivity one is not
04:46purpose and two when we're talking about productivity especially for so many
04:52organizations that have moved to hybrid working experiences the way that
04:57productivity shows up when you're together in the same space versus when
05:01you're working from home or from the coffee shop or from wherever else it is and
05:06you're remote from other individuals is going to look different so we also need to
05:11have some fluid descriptors around things like productivity around things like
05:16flexibility so that it can change with the environment and the interactions that
05:20we're having yeah and Christina I was really struck by what you were saying about
05:24the different you know types of things that you need to do in your work day
05:28we're at VivaTech so one of the natural questions is you know how does how do you
05:33think tech and AI will actually change a kind of purpose at work and also how
05:37people experience it day to day as well and I would love for you to ask that also by the
05:41way so you should have said at the beginning we would love your questions we want to
05:44make this interactive so please join the conversation and we'll we'll we'll keep
05:48going because we could you know talk for a while but we would also make sure and
05:51that we're answering your questions so Christina why don't you kick us off on
05:53the the text sure so I mentioned before like I'm sure we've all experienced days
05:58where you've been doing a lot of busy work you've been doing a lot of tasks but
06:03maybe you don't actually feel like that work matters or that it's really
06:07connected to the bigger picture right and so in some of our in some of our
06:11recent research we found that people spend two out of their five days so
06:15about 40 percent of their time on what I call work of work so these are sort of
06:20like those repetitive mundane tasks that you have to do as part of your job but
06:26don't feel particularly meaningful right maybe it's like reporting or overall you
06:32know documentation or you know putting things from one system to the other or you
06:38know like those types of things that everyone needs to do and so when I think
06:42about you know AI is obviously a really hot topic it's something that gets me
06:46really excited I think about the opportunity for technology like AI to
06:52help replace a lot of that work of work right and imagine a world where
06:58suddenly you get two out of your five days back right like that could be so
07:02meaningful like imagine the ways that you might spend that time I was talking to a
07:07colleague the other day and I and I sort of proposed this to her I said you know
07:10how if you had two out of your five work days back what would you do at that
07:14time and it was great what she said she said you know I would spend it on my
07:19people I would coach them I would support them I would you know really invest in my
07:25people because that's what I find to be meaningful and I thought that that was
07:29really inspiring but I did want to share one thing which is something that we've
07:33seen in the data because this is something that we're really interested to
07:36understand what this might look like over time and so we asked this is a
07:42survey that we send to desk workers internationally and we asked them you
07:48know let's pretend that the same question I asked my colleague let's pretend that
07:51you suddenly have two out of your five work days back because AI really helped you
07:55know replace some of that mundane work what would you do at that time and what
08:01we're hearing globally is that actually people are just going to spend that time
08:05doing more admin work right which is which is not great it's a little bit it's a
08:12little bit depressing to me and so to me that was like a little bit of a red flag
08:16warning that people are still figuring out how to use AI right like this is
08:22something that we're all figuring out together and if we don't sort of help
08:27people and guide them then we're just going to be doing we're going to fill
08:31that free time with more of the same and I think there's a huge opportunity
08:34for AI to help clear more space for us to find more purpose and meaning in our
08:39work but we have to help our employees get there yeah actually on that we had a
08:43audience question come in actually really so I'd love your perspectives on
08:46this camera which is what about a six-hour workday or four-day work we grade so
08:50exactly on that topic does shortening working hours actually affect employee
08:54motivation purpose and efficiency so you know would love to kick that around a
08:59little bit so I literally had this in my head we recently did our monthly
09:05engagement survey and one of the points of feedback was people are feeling
09:11really burnt out immediately after that we want a four-day work week and I went
09:17hold on if you have less time to do the same amount of work does that help or is
09:24there something going on in work right now where you feel like I'm not being as
09:29productive as I would like to be and that makes me feel like I'm burning out
09:34because I'm not connected to purpose and so I think here it's more I want us to
09:41have first a conversation about what is going on in the working experience what
09:46does your day-to-day look like so that we can remove any of those blockers there
09:51we talked about you know AI and the role that it can play in helping to remove
09:56some of those mundane tasks a lot of those tasks actually just need automation
10:02sometimes it's just can I partner with my analytics team and get them to automate
10:06this spreadsheet and have it run this report for me but I haven't had the time
10:11to have that conversation or they haven't had the time to prioritize me on the
10:15list so I do that task manually all the time and that's not even the generative AI
10:21right which is what everybody really wants to talk about and what everybody
10:24really wants to be using so for us we kind of took a pause and we said let's
10:29survey our organization let's understand like just being honest what's your
10:34baseline understanding of AI generative or not how do you think about
10:40automation in your workday and what we got back were very honest answers
10:45where we said okay we need to first start with just basic data literacy and
10:51then we need to remind people what the automation tools are we need to look at
10:55those internal teams that are there for internal support to say here's the order
11:00of priority and operational efficiency we'd like to get to and then let's start
11:05talking about generative AI and what those tools look like and so in doing that
11:10we opened up the aperture to say we don't have the answers but we believe
11:15that we can get there by getting more information from you and even in just
11:19starting that conversation we've seen over the last couple of months right that
11:24this idea of burnout burnout coming down because people are going I think we're
11:29going to find a solution soon I feel like I can hang on and then the second piece
11:34that I would say is always this conversation comes up when we're talking about AI this
11:39idea of and who is it going to replace and what jobs are going to go away and what I
11:45would tell you is the same thing that was surprising to me that we learned was
11:49that we have a lot of folks who have really great ideas that if paired with the right
11:55people in your organization can find solutions to how AI can enhance their role so the example
12:01that I'll give you is that there's this example out there in the ether of a call
12:07center that said we can replace everybody in this call center with AI and that lasted
12:13for less than a week before that call center was like okay this was a terrible idea and so
12:19for us we have a call center at work human and our call center employees said you know
12:25what takes a ton of time is going through when a customer is on the phone and they've got
12:29a complaint and I have to say can I please put you on hold to look in your customer history
12:34and get caught up on the notes how many of us have been on hold because somebody's looking
12:38through our customer complaint history and trying to get caught up on the notes and so
12:43we partnered them with our tech teams they built an AI bot that is scrubbing the data for
12:51that customer as soon as their call comes in and then produces a summary for them of this
12:56was their last issue this is how it was handled this is how long it took and so they're not
13:01putting
13:01people on hold anymore so then we're seeing improvement in the customer data scores and I
13:06don't know if you know this but there's high turnover in those roles because people are constantly
13:11calling you when they're most frustrated so if we can alleviate that frustration you feel happier in
13:17your job you feel less burnt out you stick around in that role a little bit longer so I think
13:22we're also
13:23going to discover where AI changes those high frequency turnover roles into roles that can be
13:29more sustainable for folks yeah just building on that actually it very much chimes in with some of
13:34the research that we've done actually as well so at McKinsey we ran a survey of 30,000 employees
13:40across 30 countries and one of the things that we looked at was the impact on both work outcomes
13:46and health outcomes and coming up to the question like does it actually make a difference
13:50and actually when we looked at what drives burnout we looked at 30 different factors and the three
13:55biggest factors were toxic workplace behavior role clarity and role conflict and we also looked at
14:02workload versus work pressure and actually work both came in the top 10 but actually work pressure was
14:08much more of a driver of burnout than workload which I think is really interesting so magically moving to
14:14shorter hours doesn't seem to make a huge difference either on health outcomes actually or also on those things
14:19like motivation and purpose and others so we found exactly the same thing it's really really interesting
14:24yeah I was just gonna add I love this topic about burnout because I think it's easy to suggest
14:30a four-day work week or yeah or six hour whatever the suggestion was but I think there's so
14:35much opportunity to improve work by just really focusing on how we're working together and like
14:41I know you know sample size of one like I feel most burned out when I feel like I'm not
14:46being effective
14:47right you're jumping through extra hoops to get your job done and I think when you really focus on how
14:53your
14:53employees are spending your their time you find so many opportunities for improvement right we did a lot of research
15:00just sort of about the impact of not taking breaks such a simple thing working after hours and like
15:07people are working after hours because they don't have clarity on what's most important for them right
15:11and these things have such a huge impact on burnout and the thing that makes me so excited is that
15:17this is
15:17all within our control to fix right like really you know taking stock of your calendar how you're spending
15:23your time are you spending too much time in meetings right those are things that are within our control
15:29to make impact on and that's where you're going to see like the again like the the the sense of
15:35fulfillment and like the increase in productivity and that's really exciting so I think just one
15:40thing to kind of tie the wellness and burnout piece together so it's interesting I remember the first time
15:47in a working experience where it was like oh I don't have to be at work to log in to
15:53do my email
15:54this gives me so much flexibility I was dumb and so what I realize now is that it meant well
16:03then I can be on
16:05whenever and now there's an expectation that maybe you are always on whenever and so this idea of digital
16:13wellness has come in because when people are talking about burnout usually it's not limited to the working hours
16:21it's this idea of you know maybe I have kids or I have to walk the dog and so I
16:27come home I take a break
16:28I do that I eat dinner and then I'm back on email or then I'm working on this project because
16:34I couldn't
16:35get it done during the day and so we're starting to see more and more information come out around digital
16:41wellness and even some organizations investing in digital wellness certification to say how many of your
16:48employees say that they spend X percent or more outside of working hours on working you know
16:55things and so I'm really interested to see where this conversation goes and if we can get to a place
17:01where we think really differently about what it means to be flexible not only in where we work but also
17:09when
17:09we work because we may have pushed that piece too far and so without having some of those hard and
17:15fast
17:15boundaries it makes it really slippery slope so just on that actually one of the questions that we got
17:21from the audience and is AI will change work into a hobby what's your perspective on that it sounds like
17:28it's
17:28the reverse but I would love to get your thoughts around actually you know I guess it's the Elon Musk
17:33you
17:34right which is essentially that it will ultimately make work a hobby but I would love to get your your
17:38take on
17:39that it makes work a hobby I think I think some of this comes down to like what you want
17:47right and
17:48what really drives and motivates you I guess when I think about AI like I think about it giving me
17:55time
17:56and space to connect with the aspects of work that matter most to me right like I feel very passionate
18:02about my role in making work better worldwide right I do research that really motivates me it really
18:09digs into the different experiences that people are having the different experiences that women are
18:13having versus men or people of color having or whatever the situation is and and that really
18:19motivates me and so like I think about the role that AI is going to play in helping me pursue
18:25this mission
18:26that I have right maybe if I didn't have that sort of you know passion for work then I could
18:34see AI
18:35playing a different role but I think I think it would come down to I guess the way that I
18:40think about AI
18:40is it is it is a tool that I can use how I want to use it right and I
18:46am going to design the future of AI
18:48how I want it to impact me in my role and so that's my perspective yeah curious I think listen
19:00the idea
19:01of a digital twin freaks me out but if you go down that path then I could see how work
19:07could become a
19:08hobby because your digital twin is trapped in there working for you all day well you're doing something
19:14else right because that freaks me out I'm not necessarily investing in going down that path
19:19but I think it's it comes back to that idea of purpose right and the mission of the organization
19:25and not every organization is going to have a mission that you feel like is a purpose driver for you
19:33and so in those scenarios it's where you can go you know what this is the what I need right
19:39now
19:39is a job I don't necessarily need that to be a career at this place and I could see AI
19:45helping
19:46to supplant the well in the time that I save maybe I find purpose in something else right and so
19:53then
19:53you're actually able to satiate that purpose need while also maintaining this job and it makes the
20:00working experience different for you in that scenario I think for yourself and I was resonating with what
20:06you were saying for me too it's this idea of I want the work that I do to matter and
20:12if I feel like
20:13it doesn't matter then I'm not at the right place or I'm not working on the right things so where
20:20we're
20:20where I'm personally thinking about bringing in AI for me in my role is to enhance the way that that
20:27work
20:27gets delivered is as like a check me on this kind of a solution but also where it can help
20:35to free
20:35me up to be a better people leader a better person at work right you know those incredibly thoughtful
20:42people who you're like do you use all 24 hours in the day I would love for AI to help
20:48it seem like I do
20:49because I'm like I'm not sleeping all that much so where's the time going and I feel like we're doing
20:56a lot and so to reduce some of that like feels like we're doing a lot I think is where
21:01it's really
21:02going to be impactful so we also we've talked a little bit about the why in the business case but
21:08we've got a lot of questions on the how sure so I wanted to go there next so some of
21:12the questions that
21:13we got are you know how did how do you go about this like what are some of the key
21:16success factors how do
21:17you actually you know it's helped build that sense of purpose at work so listen I think again it comes
21:25down to having those conversations I started at work human a year ago and one of the first things
21:33that I noticed was depending on who I was talking to they would tell you that the purpose of work
21:40human
21:40was something slightly different from the next person that you talk to and I realized that that's a
21:46residual from the pandemic at that point about 70% of our individual contributors were hired at 2019 or
21:53later okay so that's a whole lot of people hired during a time where there wasn't a lot of in
21:59office interaction and that culture sharing that naturally happens when people come together and so
22:05they were able to sit there in their homes and individually define what it meant to be at work human
22:11and what it means to work human what we've been doing over the last year is coming together and
22:17saying no we need to have one definition of what that is and then for each individual to figure out
22:23how
22:23then do I connect to that and I think that that is part of the how of this right for
22:29our organization
22:30what we're talking about is what is our statement around AI what is the culture that we want to have
22:36around AI and then how do we help each individual to see that they should be plugging into this that
22:43there should be something that translates in that for them and that if there's not we haven't landed the
22:49the right language yet and then the last piece that I'll add is getting everyone involved we had a hackathon
22:55last year and we were like we we don't know so let's figure this out together and we didn't just
23:00go to our
23:01tech and our product teams we went everywhere and that's how we came up with this idea in customer
23:06sir it came from customer service folks we paired them with the people and the resources they built
23:12this tool and now it is a tool that has helped to save our business money and so what happens
23:18when
23:18you empower people who have ideas is that you get this productivity and this growth that is there
23:25because they have the purpose behind trying to invest in moving something forward and so I would
23:33encourage you to have thoughtful conversations and not be too careful about this because careful says
23:39let's start with the rules let's start with the regulations let's start with the you can't but
23:43thoughtful says none of us have the answers and we're pretty sure we can get there better by leveraging
23:49collective genius so let's try that and then see how this goes I mean Christine you work with a lot
23:54of
23:54companies would love to get your your sense on the same question yeah a couple a couple things that
23:59I would say I think one is just the importance of like time for self-reflection right like how many
24:05of us spend time really thinking about what is our purpose and what matters most to us and like I
24:12would
24:12encourage everyone to like take some take some hours to do that right super tactically one of the things
24:18that we do at slack is you know we have we have a very clear sort of mission and like
24:26what does the
24:26company stand for and what is the company's purpose and what are we all trying to do together but we
24:30ask every single employee at the company we call it a v2 mom but the idea is that you create
24:37your own
24:37individual vision and values and the idea is that it should ladder up to the company but that you do
24:44take the
24:45time to like define that for yourself and it helps people understand how their specific individual
24:52role then ladders up to the company right and I think that's the piece that's often missing is like
24:58how does your piece fit into the bigger piece and it takes time to do that but it's really like
25:03back to
25:04the time well spent thing right it's really time well spent because it helps you understand how you fit into
25:09the bigger picture so that's something that we have every single employee do and then another thing
25:14that Kiana talked about earlier is like the importance of getting feedback from your employees
25:19right I don't know how many people here regularly do some sort of pulse check-in with your employees but
25:25it's it's pretty easy to just check in and ask people specifically like ask them if they feel like they
25:33have a purpose ask them if they feel like they're connected to the mission right you can get that
25:37feedback from your employees to understand where where's the disconnect and where the areas that
25:41you can invest more in and just exploring that idea around how do you make this real and practical we'd
25:47love
25:47to get some examples from you around you know what are some of the really cool innovations and things
25:53that you've seen where people have done this really well and also how do you stop slipping
25:57back into those bad habits right so what are some of the tools and techniques for making sure that you
26:01can live your
26:02purpose or your employees live your their purpose every day at work um that's a great question I
26:10mean I think that I don't know that I have a great solution for how we do this well I
26:18mean I talked a
26:19little bit about how each employee sort of defines takes the time to sort of define their purpose and I
26:23think that's a really great start I think what we maybe don't do as well on is the ongoing self
26:29-reflection we do
26:30this sometimes in performance reviews which I think is a good time not performance reviews manager
26:34check-ins which I think is a good time to have that conversation with each of your employees on
26:39do you feel connected to what extent do you feel like you're able to live your purpose every day I
26:44would love for us to do more like calendar audits on like how much of your day do you actually
26:50spend
26:50fulfilling your purpose I think there's an opportunity to do more there but yeah there's there's still room
26:57for improvement here just to the point of the calendar audit we use the Microsoft Office suite
27:04and I remember going over to that from using the Google suite for a long time and the first time
27:11that it gave me my summary at the end of the week of how I spent my time I was
27:15like okay calm down and
27:18I've got a lot of work to do and so and but I think one of the bad habits is
27:24you get that information
27:25and you go oh man like that I got it I really should think about how I'm spending my time
27:30but
27:30I don't have time to do that and on to the next meeting right and so one of the things
27:35that we
27:35have talked about I mentioned you know coming up with a statement as an organization but it's also going
27:41back and looking at your values and behaviors right and then what are the incentivization tools so
27:48whether it's because they're tied to performance or for us right it's tied to recognition the things
27:54that we're recognizing are the values and the behaviors that we have said we care about as
27:59an organization and so if AI first mindset is one of those values and behaviors you want your
28:05organization to have it's adding that in there or it's seeing where you can tweak the language just
28:11slightly so that it all ladders up to we're talking about the same thing we're going to see people
28:17invest in the same way and then you know again in the case of work human it's then recognizing people
28:23for
28:23when that is happening and having that be in the company feed consistently stops you from slipping
28:30back into those that bad behavior we get the summary you know every month on who on your team was
28:37recognized what were they recognized for what are the themes of what your team typically is recognized
28:44for and so for us it's you know yes we're we're a people team we care about the people but
28:49we work for
28:50an HR tech organization and so there should be things in there that relate to the tech experience
28:57that relate to AI and if there's not then we know that that's where we have work to do so
29:02I think it's
29:03leveraging the quantitative data that you have to tell a qualitative story about how are we lining up to
29:10or not lining up to the things that we said we care about so just to touch on that a
29:15little bit the
29:15topic of incentives is so important and the enormous role that leadership plays in setting
29:23those expectations right so one thing that we see in our data all the time is that you know managers
29:29are often focused on like when they think about productivity they're focused on like performative
29:34metrics they're focused on activity metrics they want to see they want to see the number of emails
29:39that you're sending they want to see the number of hours that you're spending at work right and like
29:42what kind of incentives do those create right like that makes people think that they should be doing
29:46all of that busy work right so when we think about you know when we think about what we're incentivizing
29:52our employees to do I think it's really important to think about what are the outcomes that we really
29:56want to drive right because otherwise it's going to incentivize people to do more of the work that's
30:01probably not very purposeful or meaningful yeah and so actually you just made me think of an example
30:07it's a personal one so recently for work I was sitting on a panel talking about AI not this panel
30:17and I was the only person you know leading an HR function who was part of that panel the other
30:23two
30:23people researchers PhDs and of course they thought like this is where the conversation is going to be
30:29and then the HR person will have a thing to add I always have more than just a thing to
30:34add
30:35and the panel was great because there were moments where we were disagreeing with each other and
30:41debating it in that conversation and bringing in the let's take it away from theory and let's start
30:48putting it into practice and it's once the reality hits interaction with human being that you go that did
30:54not go exactly the way that I thought it would and my boss the CEO happened to be watching that
31:03panel
31:03thought I did a great job and then wrote me a moment of recognition
31:07and it read so specific right it wasn't just you were on this panel but it was the way that
31:14you represented
31:14the importance of HR in this conversation I believe changes how people think about the role of HR and technology
31:23and so it's in those moments right of how you're having that conversation with somebody that reinforces those behaviors that
31:30you're looking for
31:31and for me we you know when I write my next reflection so that's you know what we do we
31:38have these moments of reflection
31:40you can pull in those recognition moments that reinforce here's what I think I did well
31:46here's what I think I still need to work on but it's from your colleagues it's from your manager
31:52it's from people in the organization who are experiencing you at work every day telling you what they believe you
32:00do well
32:01and I think that that's a critical piece as well is that we often in the in that like not
32:06taking enough time for reflection
32:07aren't hearing enough from the folks who are not the everyday folks that we're constantly interacting with
32:14and that can create a bit of an echo chamber that allows you to kind of slip back into those
32:18behaviors that you just said
32:20you were trying to work away from
32:21so this is great I could continue talking about this forever but we've got two minutes left
32:25so I was going to do two questions we're gonna if you're up for a quick fire round
32:29um the first one was coming back to the why
32:32um so really you know the idea initially was you know the change the purpose of business has changed
32:38right initially it was all about shareholder value now it's about a broader set of metrics
32:42um including ESG CSR etc
32:45what are the benefits of purpose on you know competitiveness and profitability
32:50so that was the first question so we'll do that in a minute
32:52and then we'll go to the second question which is what advice would you give people
32:56so
32:57so I think you know everything that we've talked about up here is kind of the answer to the first
33:04question
33:04I think really what it means is that you're a holistic business
33:09what people want right now is for work to feel more human
33:13work human
33:14uh and so really it's this idea of how do we acknowledge that there are human beings at work
33:21that it is no longer you leave your personal self at the door and you bring your work self to
33:26work
33:26but that your work and your personal self are the same person
33:29unless you've watched the tv show severance it's great it's terrifying
33:33um but it's this idea of and people care about things
33:37and so as an organization we have a responsibility to care about things outside of profitability
33:44we have a responsibility to the planet we have a responsibility to the experience that people are having
33:50and so that's why you see this investment in things like ESG and all of these other pieces
33:55because that's what people care about and they want to make sure that not only are they working for a
34:00company
34:00with the right mission but that that mission also ties to the bigger picture
34:06yeah I know we're short of time so I'll just say it's for retention right
34:10if you want to keep your amazing people like that's something that people care about
34:14great so just on the last question um you know what advice would you give people
34:18to uh increase how people can find their purpose at work
34:22and how do they address some of the typical failure modes that we see
34:25so Christina why don't we start with you and then Keanu we'll end with you
34:27I think back to some of the things that we talked about
34:29I think the the self-reflection is important
34:32like I think people need to take the time to really dig into what matters to them most
34:36and make sure that they find that opportunity at the company that they're at
34:40like that does your purpose ladder up to what the company is trying to achieve
34:44and it takes self-reflection to be able to get there
34:46yeah and I would say it's conversations between leaders and employees
34:51of what is the work right what is the role that you have
34:55what is the work that I'm looking for and not the tasks
34:58so really having more conversation about the work
35:02about how that ladders up to the organization's goals
35:06and more discussion around how you they can be supported in getting that work done
35:12as opposed to did you send this email or did you make that phone call
35:17fantastic
35:18well thank you so much for sharing the why and the how
35:21we are out of time so we're going to come out
35:23apologies if we didn't manage to get to all your questions
35:25but hopefully at least some people will hopefully have had a real understanding
35:29of this and also some practical things they could do
35:30so thank you both
35:31thank you
35:32thank you
35:32thank you
35:32thank you
35:32thank you
35:32thank you
35:32thank you
35:33thank you
35:33thank you
35:33thank you
35:33– Sous-titrage FR 2021
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