2024职场共情状态报告：将共情付诸行动的博弈计划

COVER IMAGE HERETable of Contents ANoteFromOurChiefStrategyOfficer3 EmpathyandAccountabilityGoHand-in-Hand4 TheROIofEmpathy:EmployeesPrioritizeandPutaPremiumonEmpatheticEmployers EmpathyisImportantbutLacksExecution10 Report Title, Open SansEmpathyinAction:TopBehaviorsThatDriveOrganizationalEmpathy17 Extrabold (Title Case),HowtoFormulateYourEmpathyGamePlan22 A Note From OurChief Strategy Officer COVER IMAGE HEREOur empathy findings never cease to amaze and astonish me. It’s like unstacking a set of nesting dollsas we dig deeper into the findings—each layer provides more insights. In this manner, we allow the datato guide and shape the story of empathy, with mental health emerging as a dominant theme this year. For some, the mental health findings are probably surprising. After all, many organizations have boostedtheir mental health benefits and there’s more emphasis on the importance of mental health at large sincethe pandemic. In fact, the first part of our study, “Empathy Under Pressure,” reveals 9 in 10 respondentssay mental health is just as important as physical health. And yet, mental health is still a dire issue withover half of CEOs and employees citing a mental health issue in the past year. These findings strike a chord with me. I’ve been open about my own mental health experience and canempathize with those who face their own struggles today. As a leader, my thinking immediately goes to howdo we fix this? But mental health isn’t something you fix for someone. Employers, however, do play a vitalrole in providing empathetic pathways to support employees who are struggling with their mental health. Over the nine years of our study, flexibility consistently ranks as a top empathetic benefit—this year with94% of employees saying flexible work hours is the top way organizations can demonstrate empathy. Report Title, Open SansBut employers may overlook an emerging reality: Flexibility isn’t just about better work-life balance. It’sa mental health initiative, it’s a Diversity, Equity, Inclusion, and Belonging (DEIB) initiative, and it’s one ofthe cheapest benefits an employer can provide in today’s economic environment. Of course, not everyemployer can offer the same degree of flexibility, but the data points to a pressing need for organizationsto be intentional and creative about finding pathways to it. Extrabold (Title Case),Our findings likewise highlight the crucial interplay between empathy and accountability. Employees viewaccountability as an essential aspect of empathy. Ed Batista’s analysisillustrates this relationship well.When organizations strike an optimal balance between high accountability and high empathy, the bestoutcomes are achieved. 36/44, NavyBut that’s easier said than done, and it’s why this second half of our study centers on the behaviorsthat are most likely to promote empathy in the workplace. Like everything, empathy isn’t a destination.It’s a continuous journey and my hope is that our findings help organizations along their way. Open Sans bold, 14/18, 0.125 space after, charcoal or navyRae Shanahan,Businessolver Chief Strategy Officer Empathy and AccountabilityGo Hand-in-Hand The first part of our 2024 State of Workplace Empathy study, “EmpathyUnder Pressure,” revealed widespread mental health and workplacetoxicity issues along with large gaps in employee benefits offerings.Key findings showed that 55% of CEOs and 50% of employees havefaced mental health challenges over the past year, with Gen Z reportingthe highest incidence at 65%. The presence of toxic work environmentscould be exacerbating these issues, as evidenced by 52% of CEOs andGen Z who view their workplaces as toxic. In fact, employees who saytheir workplace is toxic are 47% more likely to experience mentalhealth issues. Theempathythatyouinjectintotheworkplacefromaleadershipperspectiveiswherethisstartsbecauseyou’vegottobe…notonlyconnectedorintouchwiththewellbeingofyouremployees,butyou’vegottobeabletorespondtoitandactonit. Additionally, despite all audiences—CEOs, HR professionals, andemployees—agreeing that they highly value empathy and recognizeits impact on business performance, substantial barriers persist toits practical application. Notably, 63% of CEOs report it’s hardto consistently demonstrate empathy in their day-to-day. –Finance CEO interview,2024 State of Workplace Empathy The Top Barriers to Empathy Sit With Leadership and Being Too Busy Of those who say it’s difficult to consistently demonstrate empathy in their day-to-day,these are the top 5 barriers cited across total respondents. 1My manager or leadership doesn’tsupport being empathetic at work36% Thepractical,day-to-dayapplicationofempathyintheworkplaceiswherethesecondhalfofourstudyfocuses,revealingthatthemostsignificantempathygapsofallcenteraroundputtingempathyintoaction.Essentially,datashowsempathyisinhighdemandbutpoorlyexecuted—bothattheorganizationalandindividuallevel. 2My colleagues aren’t supportivewhen I try to be emp