PERSONAL DEVELOPMENT
The key principles to earn employee trust
Nicole Bello, vice president, SMB and Channel, EMEA, UKG, discusses and advises
T rust is the foundational imperative to a high-performing workplace culture. The power trust has as a key element in an organisation’s overall employee engagement strategy is undeniable, so it is unsurprising that the topic has become widely discussed as more organisations realise that great businesses are powered by great people. A recent global survey (https://bit. ly/3tOi3LL) from The Workforce Institute at UKG, found that 67% of UK employees and business leaders believe that trust should be earned; and only 57% feel that they are trusted to complete daily responsibilities. In addition, 60% of employees say trust has a direct impact on their sense of belonging at work. With this in mind, how can trust be established in the workplace and grow to be bi-directional among leaders and employees?
(51%) feel a lack of trust impacts their mental health. We’ve sadly seen this exacerbated by the pandemic, with our research outlining that 57% think it is easier to trust colleagues in a physical workplace versus those working virtually. With this in mind, it’s crucial that leaders be intentional in their communication with employees. Having a more personal touch in messages and showing empathy during tough times, as well as discussing business issues and topics that provide better insight into the happenings at the organisation, can demonstrate trust in employees to obtain this information, show how their work fits into the larger picture, and help reduce the negative impact on mental health. A positive take-away from the pandemic is that 59% say the period has positively reshaped perceptions about flexible and remote work arrangements. Considering this sentiment as organisations shift policies as we emerge from the pandemic will be an important factor for leaders to maintain that trust with employees. The principles for building trust As with most things in life, there is no one- size-fits-all approach for establishing trust in the workplace. Our research found what’s most important to build trust. People managers state that employees can earn their trust through producing quality work (46%), being dependable (39%), and by being good listeners (34%). Employees state that their managers can earn their trust through being good listeners (57%), being dependable (46%), and being honest about projects or situations (36%). ...great businesses are powered by great people...
There are clear alignments here in what both managers and employees need from one another, but it’s interesting to see that essentially managers trust employees based on the quality of their work first and foremost, and employees trust managers based on the softer, human skills. Knowing this, I believe that leaders must take time to connect with employees on both a professional and personal level. One-on-one meetings with the goal of listening to an employee about their projects, what they feel is going well and where they could use help or coaching to improve or move things forward should be conducted. Forming an ally-ship between manager and employee can be extremely powering when it comes to workplace trust. Maintaining trust post-pandemic It’s clear that trust is a foundational imperative in the employee engagement strategy, but considering the hurdles posed by the pandemic, embarking on the journey to earn and build trust can seem daunting. As a manager, you may think it’s best to wait until your teams are back in the office to begin, but I would caution that the world of work will look (and already looks) different coming out of the pandemic. Remote working is set to become the norm, albeit not all the time for many. The principles that employees believe to be most important in ensuring they trust their managers can still be established in virtual environments. The time and effort must be made now. Trust is essential in creating a happy, healthy, and engaged workforce and leaders should therefore be proactive in establishing trust within their organisations. Those recognising the need for trust to be a foundational imperative will have a more engaged workforce as a result, and ultimately a more successful business. n
The impact of trust in the workplace
The above stats highlight the impact trust has on the workforce and therefore the organisation’s overall productivity. When employees feel trust is lacking in their workplace relationships, with colleagues or their manager, or in the processes that define their daily work, it has many negative consequences. For example, employees who do not feel trusted are less productive; 61% say that the perception of low trust hurts their daily effort. This is a huge impact. As many businesses look to rebuild in the wake of the pandemic, it becomes even more important that they instil trust. Put simply, it’s good business sense to put people first, focusing on their individual needs. Taking this approach creates a more harmonious workplace culture, which positively impacts on employees and subsequently their output. But productivity isn’t the only area impacted. Half of all employees surveyed
| Professional in Payroll, Pensions and Reward | April 2021 | Issue 69 20
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