In conversation with a colleague recently we were comparing our work needs. We’ve both spent most of the last two years largely working from home, adapting, as so many people have, to a mostly virtual existence. We were discussing what had and hadn’t worked and grappling with what an effective blended workplace model should look like. I say ‘should’ as we are not, in my view, there yet.
I jokingly said “maybe it’s time to revisit Maslow’s Hierarchy of Needs. Perhaps, in the context of work post-pandemic it needs a refresh?“
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Physiological -air, shelter, food and water.
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Security and safety – finance, a job, health and wellness
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Social- including family, friends, romantic relationships and community groups
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Esteem – the need for appreciation and respect
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Self-actualisation-personal growth and the fulfilment of potential
Whilst Maslow’s theory is presented as a pyramid, it’s not necessarily the case that basic needs override social needs or the desire to fulfil one’s potential.
Maslow’s theory was published in 1943- before technology had come to play a pivotal role in our lives and workplaces. Research outlined in this edition of Forbes and undertaken by Ranstad, North America of 3,000 workers, found that:
For physiological needs:
“When asked to rank the most important aspects of their workplace, employees placed “my work computer/laptop/device” at the top of that list (75%), followed by “fast internet and Wi-Fi” (68%). Interestingly, digital needs outranked things like, “my office/cubicle space,” “air conditioning and heating,” “my office chair” and “clean bathrooms.” Digital tools have clearly become a basic need in the minds of employees.”
Safety needs:
The research found that professional safety and security and Diversity and Inclusion were important factors. Employees had a strong need to know where they stood in terms of their performance and needed more contact and reassurance from line managers where working remotely.
Belonging needs:
For developing a sense of belonging to a team, nothing beats face to face interactions. However, technology has a lot to offer to support connections between co-workers.
Self-esteem needs:
The need to upskill digitally was pivotal as it linked directly in workers’ views to their ability to perform successfully their jobs.
Self-actualisation needs
Digital tools are an enabler, supporting connection to others. It’s also critical that employers provide both the training and technology to support staff to grow and develop.
My view
It’s clear there are a range of approaches that recruiters are currently experimenting with. Some of these, whilst understandable, are not well-thought through. After two years of virtual or blended working, the genie is out of the bottle and it will be well-nigh impossible to return to working life as it was pre-Covid. Whatever changes are made will impact on staff wellbeing and the different aspects of Maslow’s hierarchy.
Physiological needs
These are undoubtedly better-met where staff have access to decent technology, sufficient broadband and a suitable office chair. While home/work space can be challenging for some, if staff have the first three things provided by their employer, it ensures the most basic level of provision has been met.
Safety needs
When working remotely, regular communication is key to remaining connected to staff in order that they feel they matter. There is a real risk that staff can feel their virtual working arrangements are transactional; human doings rather than human beings. This doesn’t engender the same feelings of loyalty that physically working within an organisation do.
Many employers have had to consider overheads- and have reduced office space accordingly. This means staff can’t all work in the office at the same time. Hot desking dehumanises the office environment. As humans we have a need to belong…a place to put our things and store our belongings.
And of course the way we work now means that when we are in, we will need to make Teams/Zoom calls. This disrupts the office environment, making it harder for our colleagues to work. Quiet/confidential spaces have not necessarily been factored into new ways of working.
Belonging needs
This is especially hard for new staff who joined organisations during the pandemic and have been working virtually, trying to get to grips with a new role and to meet their team mates. It’s difficult to grasp what office culture is like through virtual working. Team days can help with this a bit- but there is the risk that unless considerable investment of time and effort is put into nurturing new talent that staff won’t feel they truly belong and may leave.
Self-esteem needs
There has been a lot in the news about ‘The Great Resignation’ and the decision of a number of workers, especially those closer to retirement, to take stock of what matters and to vote with their feet. It’s critical that employees are appreciated and recognised for their contribution. It’s currently a buyers market, with many organisations finding it difficult to recruit and replace experienced and highly-skilled staff. Employers need to hold senior leaders to account where turn-over within their organisation is unacceptably high.
Self-actualisation
Staff need to be encouraged to develop not only professionally but personally. While online learning is only one way to achieve this, it’s a rapidly expanding market. The cost of attending virtual webinars is often minimal and sometimes free. Online training is much cheaper- so it’s possible to invest far more in supporting staff learning and development. This contributes to both self-esteem and belonging needs.
In conclusion
Recruiters who attempt to control staff by insisting they must attend the office on set days regardless of their specific job role and personal and professional needs will see turn-over accelerate.
Trust is critical and runs through each strand of Maslow’s hierarchy. Attempting to exert control undermines the message that organisations should surely want to convey- which is that staff matter.
Organisations willing to collaborate with their staff to work through the complexities of blended working, who are sympathetic to their personal needs as well of those of the organisation will be the winners over the long term.
