Section 1.1: Dr. Suarez's Journey

Our audience is eager to learn more about your background. Could you share your story and the experiences that have shaped who you are today?

I am a naturalized citizen of the United States, originally from Spain, where I was born during a time when democracy was emerging. Coming from a lineage of educators, I've had the privilege of living and working across various countries and continents. My professional path began in IT but evolved into corporate communications, social impact, innovation, and educational technology. It's remarkable to observe how my diverse expertise converges, as organizations now strive to create a meaningful impact in a holistic manner. I hold a Ph.D. in Leadership and Change and have extensively researched and spoken on topics like leadership, wisdom, and trust, alongside educational innovation.

Section 1.2: The Disconnect in Corporate Preparedness

Many experts anticipated the "Great Resignation" as early as the 1980s, yet numerous companies seemed unready when it eventually occurred. What do you believe led to this disconnect?

As humans, we inherently resist change. The term "organization" implies a structure meant to foster cohesion and facilitate flow. However, this original intent often conflicts with the rapidly evolving, technology-driven landscape we navigate today. Adaptability and innovation have become essential. While individuals can adjust swiftly, organized groups require more time to adapt. I perceive innovation as a mindset, a skill, and a structured process that enables organizations to navigate the complexities of adaptation more effectively.

Section 2.1: Embracing Change

What steps should employers take to adapt to this emerging reality?

Employers must integrate innovation into their daily operations. While change is inevitable, innovation serves as the best preparation for an organization's adaptability. Furthermore, collaboration among all stakeholders—employees, customers, suppliers, communities, and investors—is crucial for effective competition. The increasing complexity of our social systems necessitates a recognition of interdependence.

Section 2.2: Identifying Pain Points

From your perspective, what were the primary issues that led to the great resignation? Why is there widespread dissatisfaction among the workforce?

I believe there are three main factors. First, many employers appeared indifferent to their employees' health. The uncertainty around returning to the office, coupled with mixed messages, has left workers feeling vulnerable. While concerns about virus exposure may diminish as the pandemic recedes, health and safety will remain significant issues for many.

Second, employees experienced comparable, if not enhanced, performance while working remotely, benefiting from improved work-life balance—less commuting and more family time. Once individuals adapt to remote work, envisioning a return to the traditional office can be challenging.

Lastly, a new level of "employee agency" has emerged. For the first time, many employees enjoyed unprecedented autonomy, and despite our social nature, the newfound sense of personal freedom was greatly appreciated.

Section 2.3: Navigating Gig Economy Challenges

While many employers highlight the benefits of an entrepreneurial spirit and the gig economy, this often results in reduced loyalty among gig workers. Is it possible to strike a balance? Can employers engage freelancers and still expect commitment and reliability?

Reflecting on my early career in corporate America in 1994, employees took pride in their long tenures with a single company. I recall seasoned professionals proudly introducing themselves with years of service. However, I soon realized that many benefits were no longer extended to new employees. During a conversation with an HR leader about loyalty, I remarked that if my generation faced diminishing corporate loyalty, it seemed unreasonable to expect high levels of loyalty in return.

The internet meme, "What if we train them and they leave? — But what if we don't and they stay?" encapsulates this sentiment. Organizations should prioritize cultural fit and shared values over mere loyalty.

Section 3.1: Leadership's Impact on Retention

The saying, "People don’t quit jobs; they quit bosses," seems particularly relevant during the Great Resignation. How does this resonate with your observations?

I believe this is quite accurate. If leaders dehumanize the employee experience, particularly after a significant health crisis, they risk losing talent. Coupled with increased employee agency, managers must reconsider the rising turnover rates. The human element has become paramount in our technology-driven society.

Section 3.2: Job Enjoyment vs. Autonomy

Is the conversation about job satisfaction more about enjoyment or autonomy?

It’s less about enjoyment and more about autonomy. Referencing Dan Pink’s book "Drive," he highlights that mastery, purpose, and autonomy are the core motivators at work. The pandemic has underscored the importance of autonomy in driving employee performance.

Section 3.3: Consequences of Unhappiness

How does an unhappy workforce affect company productivity, profitability, and employee well-being?

I spoke with a realtor who emphasized that their company prioritizes happiness over quotas. The focus is on treating employees as individuals rather than mere sales figures. They discovered that happy employees lead to better sales outcomes.

Section 3.4: Cultivating Job Enjoyment

What can employers, managers, and executives do to ensure employees find joy in their work?

Employers should humanize the employee experience while leveraging technology to enhance efficiency. Instead of a "digital-first" mentality, consider a "tech-enabled human-first" approach. This mindset embraces authentic design, prioritizing the needs of all stakeholders.

Section 3.5: Enhancing Company Culture

What strategies can employers implement to foster a positive workplace culture?

Culture is often unwritten, passed down through shared experiences. It reflects how employees feel about their work environment. To improve company culture, it’s essential to acknowledge imperfections, uphold human dignity, and celebrate achievements. Ultimately, results cannot thrive in a culture of discontent, no matter how advanced the technology.

Section 4.1: Following Dr. Kiko Suarez

Our readers may wish to follow your work. How can they stay updated on your career?

They can search for "Dr. Kiko Suarez" on Google or follow me on various social media platforms.

About the Interviewer: Phil La Duke is a renowned speaker and writer, with over 500 published works. He has contributed to notable platforms including Entrepreneur, Monster, and Thrive Global. His latest book, "Lone Gunman: Rewriting the Handbook On Workplace Violence Prevention," is recognized on lists of essential readings. You can connect with Phil on Twitter @philladuke or explore his weekly blog at www.philladuke.wordpress.com.

Thank you for sharing your insights with us. This conversation has been truly inspiring!