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I’ve learnt that there are numerous things that HR professionals can do to better foster purpose and productivity while also addressing issues like social washing in corporate culture and CSR initiatives, writes Lisa Hollinshead.
In a recent panel discussion at Thriving Workplaces by the Serenity Collective, I had the opportunity to share my thoughts on creating thriving ecosystems at work as a leader. Here’s my story, including the lessons I’ve learnt and how HR leaders can foster purpose and productivity while addressing issues like social washing in corporate culture and CSR initiatives.
The Holy Grail of work: Purpose and pay
Doing a job that you love, that gives you purpose, and that pays well – who doesn’t want that? The truth is, that’s not always the reality. Many of us work because it’s convenient, it’s local, or it’s what we did our degree in to get out of debt. As a leader, I believe it’s crucial to understand that many people work to live rather than live to work. But that doesn’t mean our workforce has to compromise on their purpose.
My leadership journey
My journey to leadership was unplanned. I’m a PR professional by trade, and I started my own agency 10 years ago. Initially, it was just me, but I presented myself as a full-fledged agency. After becoming a mother, I explored a start-up idea through a tech accelerator, but it didn’t align with my vision. I learnt to fail with grace and took valuable lessons from the experience.
Then, COVID-19 hit. I was stranded in Spain with my family, and amid the fear and uncertainty, I realised the growing loneliness epidemic, which is more harmful to health than smoking or drinking. I knew I could leverage my network to create something meaningful.
I reached out to the Sydney start-up community with an idea for a kindness platform. To my surprise, 50 people, including high-level executives, UX/UI designers, marketing directors, and more, responded. These were people seeking purpose amid the chaos, and together, we built OneAnother.io, a platform enabling people to offer and request help within their communities.
Building purpose through ecosystems
This business was born from a collective mission to make a difference. Over six months, we developed a platform where individuals could offer help, like grocery pick-ups, or request support, such as companionship. This initiative was powered by people finding purpose and using their skills for good.
Two years ago, I joined forces with my amazing co-founder, Chris, to evolve the platform further. We rebranded and refined the user journey to support organisations in empowering their employees to find their purpose. Our platform now helps organisations understand their employees’ values, passions, and availability, enabling them to utilise volunteer leave days effectively.
Addressing the volunteer leave gap
One critical issue I’ve observed is that many organisations offer volunteer leave days to attract top talent, but few employees feel empowered to use them. This discrepancy often reduces these initiatives to mere lip service. This is a form of social washing, where companies make surface-level commitments to social responsibility without genuine follow-through. I challenge HR professionals and culture managers to move beyond token gestures and create environments where employees feel genuinely supported and valued.
Commitment to HR leaders
My business is committed to working closely with HR teams and people and culture managers to drive positive change. Our platform provides the tools and strategies needed to ensure volunteer leave days are used meaningfully, fostering a sense of purpose and improving productivity.
By understanding employees’ values and passions, and aligning them with organisational goals, we can create a more engaged and purpose-driven workforce. This not only enhances employee satisfaction but also boosts overall productivity.
Walking the walk: Leadership and action
As leaders, we must model the behaviour we wish to see in our organisations. We need to reflect on our roles, identify what is missing in terms of value alignment, and take concrete steps to address these gaps. It’s important to move from intention to action and take a chance on innovative platforms that foster community and purpose.
Combating social washing
Social washing refers to companies making grandiose claims about their social responsibility efforts without substantial action to back them up. This is particularly relevant in the context of corporate culture and CSR initiatives. HR leaders have a critical role in ensuring that their organisations’ commitments to social responsibility are genuine and impactful.
My message is clear: we must foster ecosystems that align with our employees’ values and purpose. By doing so, we can create thriving workplaces where employees feel supported and engaged. All systems have a purpose, and it is up to us as leaders to model this purpose and drive meaningful change.
In an era where employees are increasingly seeking roles that offer both purpose and support, my journey provides a roadmap for creating thriving work ecosystems. I urge organisations to move beyond rhetoric and take tangible steps to foster environments where purpose and work coexist harmoniously, avoiding the pitfalls of social washing and making a real difference in the process.
Sharing my journey has been a profound experience. It’s a testament to the impact of collective action and the potential for innovation in the face of adversity. For HR leaders and people and culture managers looking to attract and retain top talent, my insights offer a valuable guide to creating a more engaged and purposeful workforce while ensuring that social responsibility commitments are authentic and impactful.
Lisa Hollinshead is the co-founder of OneAnother.io.
