How can employers strategically shift their values to keep up with this new movement?
What is your profession, and how would you apply this movement to your eQuote
Marks?
By incorporating the principles into all levels of the organization, employers can
position themselves to take strategic advantage of the new movement that is based on
purpose, inclusivity, and well-being. First, leaders need to explain a clear purpose; not only in
mission statements, but in daily decisions and performance metrics. As an example,
organizations could care about mental health as much as about the profit margin by
introducing paid therapy days: this will send the message that the well-being of employees is
important. Second, organisations must embrace vulnerability- senior executives can talk
about their failures and how they managed to move on; this will build psychological safety,
which prompts creativity and innovation. Third, they must redesign feedback loops (e.g.,
pulse surveys regularly, two-way town halls) such that values are not simply top-down
pronouncements, but rather, they develop naturally, through ongoing conversation. This is
more than a trend—it’s an awakening! Such practices are not a “nice-to-have” but an
essential set of barriers to a workforce that is highly meaning- and belonging-seeking
(Kaufman, 2021).
Where I would use this in my everyday work (as an HR consultant): I would look at client
culture-audit data every morning; and I would train their leadership teams, with true stories
and open-ended questions (What are you up at night?); (How tied do you feel to our
purpose?). I create initiatives to involve monthly mental-health checks, cross-functional peer-
recognition ceremonies, and time-off guidelines to promote sabbaticals every few years of
employment. Employees’ voices shape the initiative’s evolution, making sure that programs
stay relevant, employee-driven, and sustainable (Kaufman, 2021). And these are not abstract
things; they are P&L neutral, i.e., they do not cost more, they bring ROI through decreasing
turnover, enhancing engagement, and making employees true ambassadors (Kaufman, 2021).
What is your profession, and how would you apply this movement to your eQuote
Marks?
By incorporating the principles into all levels of the organization, employers can
position themselves to take strategic advantage of the new movement that is based on
purpose, inclusivity, and well-being. First, leaders need to explain a clear purpose; not only in
mission statements, but in daily decisions and performance metrics. As an example,
organizations could care about mental health as much as about the profit margin by
introducing paid therapy days: this will send the message that the well-being of employees is
important. Second, organisations must embrace vulnerability- senior executives can talk
about their failures and how they managed to move on; this will build psychological safety,
which prompts creativity and innovation. Third, they must redesign feedback loops (e.g.,
pulse surveys regularly, two-way town halls) such that values are not simply top-down
pronouncements, but rather, they develop naturally, through ongoing conversation. This is
more than a trend—it’s an awakening! Such practices are not a “nice-to-have” but an
essential set of barriers to a workforce that is highly meaning- and belonging-seeking
(Kaufman, 2021).
Where I would use this in my everyday work (as an HR consultant): I would look at client
culture-audit data every morning; and I would train their leadership teams, with true stories
and open-ended questions (What are you up at night?); (How tied do you feel to our
purpose?). I create initiatives to involve monthly mental-health checks, cross-functional peer-
recognition ceremonies, and time-off guidelines to promote sabbaticals every few years of
employment. Employees’ voices shape the initiative’s evolution, making sure that programs
stay relevant, employee-driven, and sustainable (Kaufman, 2021). And these are not abstract
things; they are P&L neutral, i.e., they do not cost more, they bring ROI through decreasing
turnover, enhancing engagement, and making employees true ambassadors (Kaufman, 2021).
