It used to be that the lines between work life and personal life were firmly drawn. Discussing childcare concerns or your weekend photography hobby wasn’t exactly encouraged. However, the modern workplace is undergoing a significant transformation driven by two things. First, the last few years have made everyone re-think work-life balance. People want their work lives to mesh better with their lives outside the office. Second, younger generations entering the workforce want authenticity, purpose, and a place where they can be their whole selves, quirks and all.
Yet, Workhuman’s ‘Human Workplace Index’ research shows that nearly 4 out of 10 UK employees feel compelled to change their personality or hide parts of themselves to fit in at their company. This pressure to conform is a major roadblock to genuine connection between colleagues and positive workplace culture – both crucial ingredients for a thriving and engaged workforce.
Pitfalls of ‘work personas’
When employees feel they can’t be themselves, interactions can become superficial and transactional. This stifles creativity and collaboration within teams. People may hesitate to share honest feedback or voice concerns if they fear negative repercussions for not conforming to the expected ‘work persona.’ This can lead to missed opportunities for improvement and unresolved issues.
The pressure to maintain a work persona can also be emotionally draining and contribute to stress, anxiety, and low wellbeing – leading to employee disengagement and even burnout. Employees who feel they can’t be themselves are more likely to leave for a company that fosters a more authentic culture.
The good news? Companies that embrace and celebrate individuality win big. Not only do they create a more inclusive environment, but they also reap the rewards of happier and more productive employees.
Leading with authenticity
Encouraging employees to bring their whole selves to work isn’t about suddenly becoming an open book and sharing all aspects of their lives. It’s about people feeling comfortable expressing their unique points of view and interests while still maintaining professional boundaries.
And authenticity isn’t just a buzzword – it must start from the top. Leadership sets the tone, and when senior leaders embrace authenticity and model the behaviours they desire, it creates a ripple effect throughout the organisation. Employees then feel safe to express their unique selves, fostering a more human and connected work environment.
We put the ‘human’ into Human Experience – and that starts with me. As Global Human Experience SVP, I aim to lead by example with humanity and positivity. Our meetings don’t just launch into agendas, and instead, often start with genuine conversations about personal experiences and congratulations for accomplishments, such as a team member earning her master’s degree or a colleague completing a half-marathon. These seemingly small gestures – a glimpse into what our people care about – encourage us to connect on a deeper level, building trust and fostering a more open and collaborative work environment.
Sharing personal milestones, passions, and achievements, even if not directly work-related, can be a powerful way to connect with others and build trust. Openness and authenticity not only enhance personal fulfilment but also strengthen professional relationships. By being true to ourselves and sharing our personal experiences, we not only celebrate our accomplishments but also create opportunities to connect on a deeper level beyond our professional roles.
How can HR leaders build a culture of authenticity and connection?
HR leaders play a pivotal role in encouraging employees to be their authentic selves at work. So, how can you effectively champion this shift towards authenticity? Here are 3 key strategies:
- Celebrate moments and milestones
One of the most impactful ways to encourage people to drop their work persona masks is by celebrating people’s achievements and interests, including those that go beyond daily duties. Acknowledging personal moments like anniversaries, birthdays, a new pet, or volunteer service, can significantly boost morale and engagement. This helps to cultivate unity and a sense of belonging among employees, regardless of the format.
There are also technology tools companies can use to celebrate employee accomplishments and hobbies and encourage a culture of recognition and connection. These online platforms are the new water cooler, where everyone can participate, whether in office, remote or hybrid. At a time when many organisations have distributed workforces, these celebrations humanise the workplace by acknowledging the importance of employees’ lives outside of work.
Employees can announce personal celebrations through the platform, including things like weddings, birthdays, new babies, or graduations, and colleagues can share messages, photos, and videos to congratulate the employee. This can boost morale, improve employee engagement, and contribute to a more positive work culture.
- Recognise employee contributions
Likewise, 40% of UK employees saying that feeling appreciated and recognised for their contributions is the number one factor in creating a positive workplace culture. Organisations with positive work cultures, where people feel valued, create a safe space for authenticity. People feel accepted and appreciated for who they are, both professionally and personally. This allows employees to shed the ‘work personality’ they might present to fit in and embrace their true selves at work.
When people feel recognised for their contributions, they are also more motivated, engaged, and committed to their work. This not only boosts individual morale but also enhances team unity and overall company culture. Gallup research shows that when recognition is fulfilling, authentic, equitable, and personalised, employees are five times more likely to feel connected to the company’s culture.
Implementing formalised recognition programmes can reinforce these positive effects. When recognition is coupled with rewards, it’s even more effective in driving the behaviour changes needed to adapt and evolve culture. Investing just 1% of payroll in recognition can significantly uplift and enhance company culture. Cisco dedicates 1% of payroll to its recognition programme and has found a strong positive correlation with employee engagement. This investment level has proven to be the “sweet spot” for effective change, with companies nearly three times more likely to rate their recognition programme as excellent compared to those investing less.
- Establish Employee Resource Groups (ERGs)
ERGs are employee-led groups that allow employees of all backgrounds, identities, and affinities to connect. Knowing they are surrounded by people who share similar experiences or perspectives can help employees feel more comfortable sharing their opinions and taking risks. In our business, we have the Women & Allies, DEI, Live Green, and Parents groups as our ERGs. They are employee-led and foster a sense of community, support, and inclusion within the company.
They also contribute to a company culture grounded in psychological safety, accessibility, and recognition, which can reduce burnout, enhance productivity, and support key business objectives.
But despite their potential, ERGs are not yet widespread as the Index’ shows that only 41% of employees report having ERGs at their company, and just 24% have participated in or initiated one.
To maximise their impact, companies should integrate ERG activities into the regular workweek rather than requiring after-hours meetings, ensuring accessibility for all employees, especially those with demanding schedules. This integration not only underscores the value of ERGs to employees and management alike but also reinforces their role in shaping a supportive workplace culture.
By supporting ERGs, HR leaders can facilitate connections among employees based on shared identities and interests, fostering a deeper sense of belonging and camaraderie.
Empowering employees to bring their best selves to work
Given that the average person will spend an estimated 90,000 hours at work over a lifetime, it’s crucial that employees don’t feel obliged to put on a work persona for what constitutes such a big part of their lives.
HR leaders need to see employees as full humans, each with their personal stories and lives outside of work. By leading with authenticity and implementing key strategies like celebrating life moments, recognising employee contributions effectively, and supporting initiatives like ERGs, HR leaders can ensure employees feel seen, valued, and celebrated – empowering them to bring their whole selves to work.
This is the secret to unlocking a culture of authenticity and connection, leading to higher engagement, productivity, and team cohesion, and unlocking the full potential of both your employees and your organisation.
