Employees want autonomy and the flexibility to perform their work optimally. Access Software Australia's Stephen Duncan says technology can help companies provide it
Australian workers want greater autonomy to do their work but organisations were often in a disconnect between employers and employees, new research has revealed.
Despite organisations acknowledging the innovation and agility that can spring from allowing teams and workers to set their work environment to meet their goals, surveys from The Access Group found employees were often subject to a command-and-control environment. Access Software Australia Product Marketing Manager, People & Payroll, Stephen Duncan, said employees wanted to feel connected to their organisations and providing the environment for workers to set their own path to an outcome boosted that sense of belonging and trust.
“Workers ultimately want to feel connected to an organisation,” he told HRD. “They want to understand what the goals and structure are and then autonomy is almost a by-product of that.”
He said employee autonomy and connection to their work mission often went hand in hand. Being able to make decisions around their work times and methods dovetailed into their sense of purpose at work.
And, outcomes for both the organisation, customers and staff were often superior when workers were not “micromanaged”, he said.
The Autonomy To The People report found businesses used limited forms of empowerment, or even set command and control, over their workers, who sought more autonomy to do their job in the way they saw fit.
More than four out of 10 workplaces (44 per cent) used a command-and-control style where teams and individuals’ work were set by standards, procedures and metrics.
About one in three (35 per cent) were deemed to utilise an empowerment method, in which workers were enabled and supported to perform their tasks.
Only about one in five (21 per cent) used autonomy.
The research was based on a review plus a survey of more than 300 professionals at management level or above. The results differed by industry. Most manufacturing, construction and utilities companies used command-and-control or empowerment (81 per cent), compared to an even split within the services industries (31 per cent autonomy).
But it also revealed a divergence between the current state and the ideal scenario for workers, and an insight mismatch from supervisors.
“Managers are either more critical of their organisation’s way of working than their own style, or more optimistic about their own behaviours, “ the report said.
Half of respondents said that in an ideal organisation they would have access to information to understand their employers’ strategy, but only one in three (36 per cent) actually had that.
Further, employees were more likely to want their strategy to contribute to the goals of the organisation than their current state (27 per cent versus 42 per cent) and more wanted control over how, when and where they performed their job (16 per cent compared to 21 per cent).
“Employees do their best work when they have a clear idea of the expectations placed upon them, access to information and strategic direction, self-determination of when and where to do the task, and managers who avoid micromanagement in favour of ensuring individuals align to the same objective,” the report found.
Mr Duncan said this lack of autonomy and control could impact retention and engagement.
“If you look at what is happening with the Great Resignation and you look at autonomy, they start to link together,” he said.
“[People] are being held back by structures that haven’t changed over generations. If we can provide the technology – for example HRIS systems that connect information, people and processes – then workers are going to feel more engaged with the rest of the workforce.”
“Technology can provide this agility. It removes the constraints of inflexible structures, allowing them to think differently and foster innovation. It enables them to work and think more naturally.”
To download the Autonomy to the People whitepaper, please visit The Access Group.
Stephen Duncan
As Product Marketing Manager for Access People & Payroll, Stephen draws on over 25 years in the software industry specifically in HRIS & ERP to help Australian businesses simplify their HR, payroll & operations with innovative technology.
Stephen has a proven track record in demystifying technology as an enabler to break down organisational barriers, streamlining business processes and deliver insights that drive business outcomes.
