VITALITY IS CONTAGIOUS!

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From my work, I am always striving for an optimal alignment between the goals of the organization and the strengths and vitality of individuals. The vitality of people, to me, consists of energy, resilience, and intrinsic motivation.

Over the past years, I've observed many employees and teams in my role as an HR advisor and Industrial-Organizational psychologist. In some teams, you walk in and there's energy, a sense of connection, and impressive results being achieved. But at times, you can sense energy draining from a team, and goals remain unattained. Vitality seems contagious.

Putting Out Fires

In the HR department, my focus was mainly on job descriptions, reorganizations, and addressing underperforming employees. I found it to be a significant pitfall to primarily concentrate on what wasn't working. Often, we only took action when things became urgent – when someone was already sick or not performing well. Unfortunately, this approach meant putting out fires and consuming much time to clean up, whereas an earlier intervention could have made a more meaningful impact.

Engaging in Dialogue

Being proactive and maintaining a continuous dialogue with your people is therefore crucial in my view. As an HR advisor, what stood out to me was that individuals often stay in roles that no longer suit them. This could be due to changing circumstances like caring for a sick parent or becoming a parent themselves. Roles may have evolved over time to the point where they no longer align. Fear of change or giving up financial security also leads many employees to remain where they are.

These processes often unfold gradually, leading to demotivation and, over the long term, underperformance or absenteeism. This not only affects individuals' vitality but also resonates throughout the entire organization.

Vitality as a Key Term

Within organizations and HR, we often speak in corporate terms about employees and roles, but ultimately, we are dealing with people. People with their own personalities, stories, contexts, and developmental paths. Therefore, focusing on the vitality of individuals is intrinsically linked to the performance of employees within the organization.

The vitality of employees is more critical than ever. In the past, employees would hold one position with the same employer for years. Reorganizations occurred once every 5 to 10 years. However, I've seen this change in recent years. Reorganizations and mergers have become more frequent. The emotional impact of such changes on individuals and colleagues is often significant. Stress, a blow to self-confidence, and sometimes a rupture in mutual trust are common outcomes.

If you can prevent a reorganization and work towards continuous mobility and vitality within your organization, the effects tend to be more positive. You're being proactive and future-oriented. Shifting from firefighting and cleanup to creating a positive perspective naturally generates more energy.

Creating Vital Individuals, Teams, and Organizations

Vitality starts with the individual but cannot be detached from the team or organization. Vitality first demands self-examination. It means something different for everyone.

Insight into:

• Who am I?
• What are my motives and values?
• How am I doing physically and mentally?
• How is my work/life balance?
• In what environment do I feel comfortable or uncomfortable?
• How do I cope with stressful situations (coping styles)?
• How do I relate to others?

Once you have self-awareness, you can chart a path and create a concrete plan for your own vitality.

Investing in vitality and sustainable employability is of paramount importance!

To make an organization agile, it's vital to inspire people to adapt based on their own strengths and development. Reflecting on personal possibilities and motivation, followed by taking concrete actions to enhance vitality.

I find it rewarding to contribute to making individuals resilient, resourceful, and more vital. Because when people feel more vital, they spread that energy to their teams and organizations!

 

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- Henrike de Jong, Work and Organizational Psychologist