Make meaning the driving force behind employee engagement
To deal with staff turnover, potential disengagement, the aspirations of new generations of employees, and to attract the best talent, Meaning at Work helps you turn the question of meaning into a transversal HR tool that will transform your organization's culture.
- Implementing a HR barometer to measure employees' sense of meaning and engagement
- Setting up targeted qualitative interviews to understand the principal challenges around the topic of meaning in your workplace
- Organizing workshops to expand on the results, and co-constructing recommendations
- Building an action plan to enhance the organizational culture and generate meaning at every level
- Supporting teams on the ground to make them truly experience this new organizational and managerial culture
Become a leader aware of the meaning we give to work, and trained in meaningful leadership
Training leaders and managers on the topic of meaning means giving them the opportunity to be aligned with the meaning they give to their work, in tune with their deepest aspirations, as well as their (and their team's) values.
- Reflecting on personal values and relationship to meaning
- Raising awareness among leaders about the importance of meaning for their employees
- Training in meaningful leadership
- Giving access to practical tools useful on the daily
- Helping leaders integrate meaning into their leadership style, team management and daily workload organization
Bringing out a sense of collective purpose by transforming the organizational and managerial culture
Meaning is a powerful tool of collective engagement that stimulates creativity and adherence to a common project. Therefore, Meaning at Work helps your team gain awareness and collaboratively build a meaningful shared vision.
- Reflecting collectively on the organization's "raison d'être", history, culture, values
- Aligning collective and individual aspirations and transforming organizational and managerial culture using the Meaning at Work model for engaging and high-performing cultures
- Mobilizing meaning to face the changes and difficulties met
- Supporting the integration of new entities in the context of merging or acquisitions requiring collective work on culture and values
Prevent psychosocial risks and improve quality of life at work by enhancing the sense of meaning at work
Preventing psychosocial risks can only work thanks to a sincere attention to the question of meaning and human needs at work. All too often neglected, the loss of meaning and motivation is already a major signal that needs to be taken into account to improve employees' well-being and quality of life at work.
- Cross-diagnosis of "Meaning & Psychosocial risks" to identify the sources of disengagement, suffering and misalignement in teams
- Creating safe spaces for dialogue, allowing employees to express their experiences, difficulties, as part of a primary prevention approach.
- Setting up participative workshops to re-evaluate the meaning of tasts, reinforce the feeling of usefulness, and create common guidelines.
- Working specifically with first-line managers, to strengthen their role in detecting and managing the first signals linked to psychosocial risks.
- Integrating meaning in the processes linked to quality of life at work, in order to anchor risks prevention in a systemic logic aligned with human and organizational challenges
