The current labor shortage and employee retention are concerning issues for organizations. Many leaders are scrambling to attract and retain the workers they need. A combination of factors has resulted in an insufficient number of workers to meet available jobs: job quits hitting historic highs, declining immigration, and fewer individuals who are of working age (16 to 64 years old). This labor shortage started before the COVID-19 pandemic and is expected to persist for some time.
And then there are those who have a job but are not happy with it. A recent survey found that more than 40 percent of people are considering leaving their current job this year. The pandemic has caused many people to re-evaluate their work lives and what they are willing to accept.
Employers used to raise wages and offer attractive benefit packages to attract and retain quality people. In this new environment, however, employers should not limit their thinking to purely financial compensation. Addressing “emotional compensation” will be increasingly important and valued by employees.
During the nearly 20 years that my colleagues and I have been studying and helping leaders, we’ve learned that boosting emotional compensation is based on meeting seven universal human needs to thrive at work: respect, recognition, belonging, autonomy, personal growth, meaning, and progress. The resulting sense of connection from having these needs met engenders positive emotions and makes employees feel connected to their work and colleagues.
The most effective leaders know that high levels of emotional compensation benefit the individual and the organization. Leaders who cultivate a culture of connection through communicating an inspiring vision, valuing people, and giving them a voice will meet the seven needs, unite employees, and foster a relational environment that helps people do their best work.
Costco’s “Do the Right Thing”
Costco attracts, engages, and retains employees at levels that are the envy of its competitors. Not only does it pay workers on the higher end of wages and benefits for its industry sector, it also cultivates a culture of connection that produces positive emotions. I am not at all surprised that Costco ranked #4 on the Forbes / Statista America’s Best Large Employers 2021 list and leads the retail and wholesale category. Costco consistently has been in the top five of the list for years.Jim Sinegal, Costco’s co-founder, once told me that the company’s culture can be described as to “do the right thing.” By this, he means that Costco obeys the law, takes care of its members (also known as customers), takes care of its employees, and respects its suppliers. In adhering to these standards, Costco rewards its shareholders. It’s a win for all parties.
Costco employees are proud to work for an organization that does the right thing. They know that Costco’s leaders value them as individuals and don’t think of or treat them as mere means to an end. The company promotes from within and invests in apprentice-like training to develop employees and give them opportunities for advancement. In addition, it gives employees a voice to share their ideas. When I spoke at Costco’s annual managers conference one year, I witnessed video after video of employees from warehouse club locations all around the world who proudly shared ideas they came up with to improve efficiency, reduce costs, and better members’ and employees’ experience. These aspects of Costco’s work culture boost employees’ positive emotions.
For more about Costco as well as profiles of other leaders and organizations that boosted emotional compensation through cultivating cultures of connection, including Oprah Winfrey as she led her media companies, Tricia Grffith of Progressive Insurance, Alan Mulally when he was CEO of Ford Motor Company, CNO Admiral Vernon Clark of the US Navy, and Steph Curry and Steve Kerr of the Golden State Warriors NBA basketball team, read Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work (2nd edition).
Positive Emotions at Work Are Especially Needed Today
The Gallup Organization’s State of the Global Workplace 2021 report found that:- Negative emotions among employees across the world have been rising for years and reached record levels in 2020.
- Seven in 10 employees are presently struggling or suffering.
- Eighty percent of employees are not engaged or are actively disengaged at work.
These statistics may sound bleak, but leaders should consider it a major opportunity.
People are longing for more positive workplace cultures. The signs are there that emotional compensation would be highly valued by employees. Coming out of the pandemic is a natural time to make improvements.
Given the economic and emotional benefits of working for leaders and organizations that cultivate cultures of connection, it’s no wonder that organizations that pay well and provide emotional compensation become the employers of choice in their industry sector. Connected, engaged employees are more collaborative, innovative, and productive. Leaders and organizations that get the emotional compensation piece right will gain a competitive advantage.
