In a post-digital era, what’s human matters most
The digital revolution has produced many stars, from robotic assistants and smart workplaces, to a more unlikely hero: humans. Across my conversations at Davos, I’ve had the opportunity to talk with a diverse cross-section of industry leaders about the importance of the individual human experience in achieving enterprise goals.
On Tuesday, we previewed new research completed by Harvard Business Review Analytic Services and JLL during a panel discussion on the value of human experience in the workplace. In a survey of 432 executives, 83% of respondents said they believe a more attractive, flexible work environment is essential to acquiring the right talent. 73% said that when employees enjoy their work environment, productivity increases. And 71% of organizations will invest in the human experience in the next two years.
One foundational trend my fellow panelists – Allison Bailey (Managing Director & Senior Partner; Global Leader, People & Organization Practice Boston Consulting Group) and Carol Stubbings (Joint Global Leader, People and Organisation, Partner, PwC United Kingdom) – and I discussed is how today’s leading companies are becoming more attuned to employees’ overall physical and mental well-being, and the intersection between human experience and organizational purpose.
Of the top five human experience initiatives cited by respondents, three (sustainability initiatives, social impact programs and low/no-cost health and wellness benefits) align purpose and well-being with workplace environments, in turn helping the organization deliver beyond the bottom line. However, according to the survey, while the return on investments in human experience are clear, there is more work to be done to align objectives, outcomes and investments.
At JLL, we’ve long believed that workplaces are living environments that can help individuals and organizations innovate, succeed and ultimately create a better world through powerful experiences. It’s time to shift strategic focus to a holistic approach that considers team members as whole individuals who are at their best when supported both professionally and in their personal life.
By prioritizing the well-being of our greatest asset – talent – global leaders can harness the power of human experience to thrive through unprecedented change.
Global Chief Executive Officer, Corporate Solutions