A New Approach: Understanding Employee Needs
A “one size fits all” approach will not generate substantive behavioral change. People see the world through different eyes. What happens in employees’ lives affects who they are at work; what happens at work affects who they are at home. Throughout our careers, we move through stages that determine how we approach life, perceive and respond to information, make decisions and interact with others. I have developed the Employee Continuum of Needs to help illustrate this point.
The Employee Continuum of Needs
Stage 1. Survival. According to John Medina, best-selling author of Brain Rules, “Every ability in our intellectual tool kit was engineered to escape extinction.” Rather than long-term survival of the species, individuals operating at this stage are concerned with making it to tomorrow. As Abraham Maslow theorized in his hierarchy the 1940s, the basic physiological needs must be met before people can consistently function at higher levels. Threats, real and perceived, heavily influence the behavior of individuals in survival mode. Uncertainty is a fact of life; hopes and dreams seem out of reach.
Few people at this stage have the time or energy–or luxury–to invest in their health. They eat what they can afford, often self-medicate to make it through the day, and have little interest in something that might benefit them years down the road.
Stage 2. Security. During this stage, individuals move from crisis to contributing. While often still living from paycheck to paycheck, there is more confidence of continued employment at the current company or a future employer. A great deal of stress is reduced at this level because of benefits that provide a safety net, and skill development, which provides some marketability.
While not as stressed as those in survivor mode, these individuals understand that they are just one unfortunate event away from being there. They are not likely to be moved by information that seems abstract and long-term, such as nutrition and exercise.
Stage 3. Autonomy. During this stage, employees begin to tap more deeply into their potential. They take more risks because they feel respected and supported. At this stage, individuals understand what is expected of them and strive to meet expectations. They can effectively lead or direct the work of others.
Individuals at this stage as just getting a handle on their job, with their primary attention focused on moving ahead in their careers. Significant responsibilities and work hours for individuals at this stage make stepping back and investing in themselves for the long-haul a steep challenge.
Stage 4. Actualization. This is the stage where the high performers begin to separate themselves from the pack. Individuals at this stage are highly motivated by rewards and recognition. They are curious and seek to find innovative solutions to persistent problems. Professional success is very important to them, and success for them is measured by achievement.
This is the stage where wellness programs have made some impact. At this stage, people are secure enough in their careers where they feel good about themselves and their future. They are interested in the quantifiable metrics they can improve as it relates to their health, such as blood pressure and blood sugar, but they still are challenged with understanding the big picture – how their overall wellness could be improved, and how that would impact others in their lives.
Stage 5. Influence. The shift during this stage is from “me” to “you” or “us”. Success for people at this stage is measured more by the impact they have on other people, such as helping others to succeed. Recognition at this stage becomes less important than impact.
Individuals in this stage are already likely to eat healthy and exercise regularly. They can look beyond the day-to-day. They understand that to be there for everyone else requires them to invest in themselves first. They are open to new information and ideas regarding fitness, nutrition, and overall health.
Stage 6. Fulfillment. This stage is characterized by discovering and living personal and professional meaning and purpose. Optimism and hope for the future are high at this stage. Individuals feel fulfilled—happy, physically and mentally healthy, and aware of the positive impact they have on others.
Individual at this stage are not only interested in improving and maintaining their own health—often consistent with a personal mission—they are concerned with the health of entire populations. These are the kind of people who run marathons and climb mountains. Such activities extend beyond fitness as they seek personal clarity and tapping into and expanding their limits.
A note about relationships. Relationships are key at each stage. In the early stages, individuals rely on relationships for their survival. From an evolutionary standpoint, there was safety in numbers. This group may be more prone to brainwashing, exploitation and radicalization. Towards the other end of the continuum, relationships serve a deeper, more personal function. Research has long suggested that one of the keys to health and happiness as we age is the quality of our relationships.
A Culture of Connecting
The culture of an organization matters in helping people navigate through these stages. In conjunction with any formal wellness programs, organizations must create cultures that:
1. Demonstrate that every person is valued, regardless of background, job title or job level.
2. Meet people where they are, and then learn what it would take to move them forward.
3. Create experiences that foster relationship-building, particularly with supervisors and their immediate subordinates. The boss is the most significant sources of workplace stress, so this must be a priority.
If Companies Don’t Act Now
If companies do not consider and respond to the stages of needs their employees experience, they have little chance of realizing the promised benefits of their wellness programs. Employees will continue to experience chronic health challenges that profoundly affect the quality and length of their lives, to say nothing of unfulfilled promises of increased productivity and innovation that employers will experience.
This is a national tragedy that can, and must, be avoided. It starts with each of us taking a close look at our company’s culture, and asking the hard questions.
Please reference the 1st Article of this 2 part series: https://www.linkedin.com/pulse/its-workplace-culture-why-wellness-programs-fail-first-conrad/?trackingId=SCG94RW6Qua9Di6v6T3REg%3D%3D
