The multifaceted nature of our workforce always comes back to people

It’s undeniable that the workplace is complex. People, processes, systems, technology – all trying to find a way to sync and work together. If we turn to look at some of the biggest issues facing workplaces today, we can see they come in all shapes and sizes.

The biggest, however, tend to be those that involve people. For some, this might read as obvious. In fact, one could argue that every problem then by default becomes a people problem. After all, it’s the people who are the do-ers; the drivers behind operations – which also includes industries that have leveraged technology/AI/Robotics because behind it all, someone had to push a button.  

One of the most interesting things, however, is that when it comes to identifying workplace problem, execs/leaders/managers aren’t always correct. If we were to pull apart any business’s workforce, it would uncover a plethora of areas for improvement. But one of the mistakes that are made is that leaders make assumptions which don’t look to root causes. 

Oftentimes, businesses only consider the people aspect when performance suddenly dives, or absenteeism rise, or frictions start happening between people. The reality is, for most workplaces, problems are just a symptom of something else. And that something else, is often the people. 

So, what happens for those workplaces who perceive themselves as ‘issue free’, or where business is going well, and profits are soaring? Is this a reflection of the business listening to their people, creating positive cultures and leading in the right way? Arguably, yes – but not always. We all know that external forces play a huge role in influencing the direction of a business – some out of control, some in. Meaning it would be remiss to assume that a workplace ‘has it together’ on the people front.

In fact, the bigger the workplace, the more people there are to hide problems, and the cracks in the system. And arguably, this is probably more dangerous than a smaller workplace doing a lower turnover with less people. 

So what should workplaces do?

Regardless of where the business is at (success, performance or otherwise), leaders must start with the people and put on their people hat. How? Start with simple: An engagement survey, getting managers to check in with teams, or having meaning reviews surefire ways to get people involved and talking.

And with the right approach, it can be relatively simple to look at some of the wider reasons. For example, systems aren’t working because there’s no structure to support; processes don’t work because people don’t understand; technology isn’t working because people don’t have the skills; KPIs aren’t being met because people aren’t aligned with the strategy and vision.   

Workplaces can’t avoid problems: it’s part of the business. But by understanding that amongst the complexities it’s the people factor that should be given the most attention, will help to mitigate future risk and find a sensible solution.