![]() Ultimately, employees can thrive when organizations consciously embed psychological safety into their culture and within each stage of the employee life cycle journey, benefiting everyone.Ĭhris Dyer, founder and former CEO of PeopleG2 in Yorba Linda, Calif., transitioned his company to fully remote during the 2009 economic downturn to reduce operating expenses and prevent job cuts. Additionally, proximity bias has emerged, where preferences may be given to those in the office over those who are remote, further impacting psychological safety. Departments often grapple with the great "camera on or off" dilemma, and taken-for-granted acts such as speaking up and sharing ideas, admitting mistakes, giving challenging feedback, or disagreeing with another's suggestion or point of view are just a few examples of changing vulnerabilities. New hires to virtual teams, for example, may experience challenges trying to find their feet and build rapport. However, achieving these outcomes requires employees to be vulnerable, and working virtually can create many situations where uncomfortable feelings of vulnerability may be amplified. These outcomes contribute to a magnetic company culture and help organizations achieve the utopia all teams seek: a positive work environment where attraction, retention and engagement levels are consistently high. Employees who feel psychologically safe are more likely to: The benefits of creating a psychologically safe workspace are significant and essential for organizations that want to maintain a competitive advantage. Norges Bank recently announced joint research with the Stockholm School of Economics to evaluate the importance of psychological safety among its investment employees. Since then, research on this crucial area of organizational theory has exploded and been embraced by such forward-thinking organizations as Google, Gartner and Microsoft. She found that it is a critical factor in team learning and innovation. Harvard professor Amy Edmonson pioneered the concept of psychological safety in 1999. Psychological safety is "a shared belief that a team is safe for interpersonal risk-taking." In other words, employees feel confident and secure in their workplace, knowing they will not be punished, embarrassed or rejected for speaking up, sharing ideas or making mistakes. So, how can companies and HR create psychologically safe virtual work environments? Valuable lessons can be learned from earlier pioneers of "remote-first" working cultures that blazed the trail to achieving happy employees and thriving businesses. ![]() Poor execution can damage the organizational culture and employee trust and devalue the employer brand. The intentions behind an employer's approach are crucial. The concept is not new, but the seismic shift in how and where employees work has challenged organizations to be agile and establish virtual, psychologically safe work environments. Psychological safety is one of the hottest buzzwords in HR. ![]()
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