Holistic Thinking in the Workplace

How do we navigate a major shift in workplace dynamics after COVID? Tony Deblauwe, VP of Human Resources at Celigo, has some ideas. Celigo is an integration platform as a service (iPaaS) that allows IT and line of business teams to automate both common and custom business processes, enabling the entire organization to be more agile and innovate faster than competitors.Tony explains how holistic thinking, adaptability, and showing up with authenticity lead to both organizational success and employee satisfaction. Join us on this episode of Office Libations Unwrapped, as we explore beyond data and metrics, and dive into the human element of today’s workplace.Key Quotes:“We look at that holistic view. What is the person looking to achieve while they're here? What is the employee experience? And then you start to mold different pieces together around that. So  I feel that our success is rooted in that holistic thinking. To ensure that it's not just, hey, find the best person for the job. How are those skills going to evolve and grow over time so that there's that mutual benefit between the employee and the company?”“I always thought it was funny when people would ask, Where do you see yourself in five years? That's a ridiculous question. My joke was always, I'm going to be your boss. Just to see the reaction, right? Because I never understood. I don't know where I'm going to be in five years. So all of that is completely thrown out the door. It's more about, What are you going to learn and contribute here holistically that contributes to your view of a professional growth path?”“We have to think about it still as a business, still with some structure, but it's always in the showing up part, right? How do we show up? How do we listen? Let someone have their voice, but put it in some kind of a structure that They can understand and they can work with you.”“It's very difficult to gain trust and motivation for people when you start to put forth demand, when we just went through the great social experiment where you were forced to shut down, forced not to come into office, and it worked, people got promoted, people got increases, people came and left. So, it's difficult to then mandate: that's all gone now, COVID's no different than the flu, so come back, do 9 to 5. It's very difficult, and so we've moved away from that.”“There's a difference between making an effort and then we make a stumble, versus, I'm deliberately doing it this way and I'm completely oblivious to the effect that it's having in my remote workforce. I think that's the difference now because of the difference of not just where people are, but again, the age side of the workforce, you have to be a little bit more deliberate how you think about rolling things out and not just mandating it with a limited group of stakeholders in a room and then just throwing it out there.”“Everybody's gonna say,  what does the data say? Data can be, again, survey, anecdotal, login time, like there's a lot of different ways people look at the data. But I try to look behind that, right? Because as an HR person working in business, that's always the first thing that's thrown out. Well, you know, data, decisions based data. But there is an element that is intrinsic to how a person works that no one set of hard data is necessarily going to answer.” Time stamps:00:00 - Big Takeaway00:38 - Quick Hits03:27 - Hiring/Retention Experience04:58 - How to train successfully 06:16 - Tony’s story09:09 - Four generations in one workforce24:54 - The Rebuild---------Links:Find Tony on LinkedInFind Claude on LinkedInMore about Office LibationsMore about Caspian Studios