Hours each week are wasted by employees on tasks that offer little in terms of meaning and value. The consequence of this daily investment is a potential negative impact on their overall wellbeing. The surge in meeting hours, often marked by a lack of clear agendas or outcomes, can result in a sense of time wasted without meaningful contributions. The constant influx of emails, some of which may not be directly relevant to an individual's primary tasks, contributes to time mismanagement and reduced value. To tackle the the issue of low-value, low-meaning work, we need to truly understand what employees are going through and the ups and downs of their work experiences. By prioritising quality interactions, fostering meaningful contributions, and aligning tasks with individual goals, organisations can create a work environment that not only values employee wellbeing but also enhances the intrinsic meaning derived from the work employees invest their time and energy into.
Agile and "employee" values don't go together. I'd like to see some data showing adopting any sort of agile practices has improved "employee" value.
Coaching professionals to purposeful and sustainable performance | I'll say it - if we work together I guarantee you will see a shifft (yes, double f) within a few months | Co-Founder & Director @Blue Square Collective
9moSome great points Adam. I would argue the constant influx of emails has been one-upped by the influx of messaging (slack, Teams etc) and not managed properly. This is leading to fear of missing out on comms and adds to number of hours worked and increase in stress. I know it’s one of the minor points but wow, the influx and bombardment of info is something that comes up a lot in my coaching conversations. People can’t hack it. I’ll message again this week to rearrange our catch up 🙌