In today's competitive business landscape, organizations must find innovative ways to continuously adapt and improve. One key to driving change is by activating employees at all levels to actively shape how work gets done. Employee Activation means designing the company so that managers, line executives, and employees can adjust, change, and redesign work around worker’s needs, suggestions, and demands.
Today we will explore the research foundation and benefits of Employee Activation, provide practical guidance on designing an organization for adaptability, and share examples of companies that have successfully implemented Employee Activation principles.
Research Foundation for Employee Activation
A growing body of research supports the idea that activating employees leads to positive outcomes for both individuals and organizations. Psychological empowerment theory suggests that giving employees more control over their work increases job satisfaction and performance (Spreitzer, 1995). When employees feel empowered, they are more intrinsically motivated and committed to organizational goals (Zhu et al., 2005). Additionally, sociotechnical systems theory advises that organizational design should account for both social and technical aspects of work, with input from all stakeholders (Cherns, 1976). Organizations that implement principles of participative design see improvements in quality, productivity and worker well-being (Hackman & Oldham, 1980). Together, this research provides a foundation for Employee Activation approaches that actively engage employees in shaping how work gets done.
Designing for Adaptability: Principles and Structure
To truly activate employees, organizations must thoughtfully design structures, processes and culture that allow for continuous change and adaptation based on employee feedback. Here are some key principles to consider:
Multi-directional Communication: Establish regular two-way communication channels so managers receive input from employees, and vice versa. Tools like suggestion boxes, skip-level meetings, and pulse surveys help surface new ideas.
Flat Hierarchies: Reduce bureaucracy by limiting the number of management layers between strategic leaders and front-line employees. This facilitates quick decision-making and empowerment.
Flexible Job Design: Experiment with flexible, cross-functional roles rather than rigid job descriptions. Allow employees autonomy to evolve roles based on skills, interests and business needs.
Self-Managed Teams: Give teams authority and accountability for work planning, scheduling and process improvement. Define clear outcomes rather than micromanaging tasks.
Continuous Learning Culture: Promote a growth mindset where seeking and applying new knowledge is celebrated. Provide training and development support for employees at all levels.
Innovation Incentives: Reward innovative thinking and allow time for feasibility experiments of new ideas. Celebrate both successes and learnings from failures.
Together, these design principles help create an organizational structure that encourages adaptability, collaboration and employee-driven continuous improvement. The following section shares real-world examples of how companies have successfully implemented Employee Activation strategies.
Company Examples of Employee Activation in Practice
Several leading organizations demonstrate how Employee Activation can work seamlessly within an industry through specific policies and programs:
Patagonia: This outdoor clothing brand activates employees through cross-training, self-managed teams and an annual “Take Time” policy giving employees paid leave to pursue personal growth opportunities. This innovative culture drives high employee and customer satisfaction.
W.L. Gore & Associates: Known for flat hierarchies and employee-driven innovation, Gore activates associates through empowering every employee to halt production problems and voluntarily form or dissolve work teams. This unique model has led to breakthrough medical device and fabric innovations over 50+ years.
Menlo Innovations: As a software consultancy, Menlo activates employees through self-managed teams with full autonomy over work, collaboration areas to encourage knowledge-sharing, and an innovation fund employees vote quarterly on strategic initiatives. This novel approach keeps employees fully engaged while delivering premium client service.
Results-Only Work Environment Companies: Some companies like Buffer, GitLab, and Automattic have adopted Results-Only Work Environments where employees can work from anywhere at any time on tasks they determine are most valuable. Freedom and trust in employees’ judgment unlocks high productivity and camaraderie.
These diverse companies demonstrate that Employee Activation strategies can succeed across industries when organizations thoughtfully design structure, communication and culture around collaborative self-determination by all levels of employees. Overall, this leads to more engaged employees, continuous process improvement and competitive advantage.
Conclusion
To truly empower employees as agents of change, organizations must design for adaptability based on proven research principles. Employee Activation means giving managers, executives and all employees meaningful input into how their work gets done through multi-directional communication, flat hierarchies, flexible roles, self-managed teams and a culture that celebrates learning and innovation. Leading companies demonstrate that activating employees in this way leads to exceptional results through engaged talent, new ideas surfaced from all levels, and an organizational ability to rapidly iterate based on lessons learned. Overall, Employee Activation is a powerful strategy for any organization aiming to unlock the potential of its people through collaborative determination and continuous improvement.
References
Cherns, A. (1976). The principles of sociotechnical design. Human relations, 29(8), 783-792.
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2005, August). Moderating role of follower characteristics with transformational leadership and follower work engagement. In Academy of Management Proceedings (Vol. 2005, No. 1, pp. F1-F6). Briarcliff Manor, NY 10510: Academy of Management.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
