成为一个伟大的工作,最好的我们rk for – these are admirable goals. It seems they have naturally evolved from the idea that it is people who build company success.

These goals also seem to be in line with trending positive psychology: we aim to建立乐于生意的工作场所, ensure the right positivity ratio and cater for wellbeing. All in all, we try to make average people’s workdays a little bit better. But can there be a dark side to this?


The difference is substantial – and it does not come down to the theoretical distinction between the two, but to the long term consequences. As a result of focusing solely on becoming an吸引人的employer you will surely experience these problems:

  • 雇用“金挖掘者”伪装成参与者的爱好者,
  • 体验嗨gher turnover as soon as a new top employer comes to town,
  • having an even worse problem – the unnatural retention of actively disengaged employees.

To avoid these problems and build a truly engaging workplace, here’s where you need to focus your attention:

Motivating vs. attractive: spotting the difference


但是让我们尝试不同的视角,给出更深入到讨论的问题,这是差异有意义的和愉快的工作。是时候拿马斯马尔金匠的时候了MOJOoff the shelf once again. In a very simple and convincing way, Marshall Goldsmith shows that basically all activities can be described by two characteristics: long-term benefit (meaning) and short-term satisfaction (momentary happiness, joy). We are thriving and experiencing real fulfillment when the activities we’re engaging in are both meaningful and pleasant.

同样,加拿大心理学家和研究员Paul Fairliehas referred to meaningful work as a “sleeping giant”, the most underrepresented work characteristic which is, at the same time, the most powerful driver of employee wellbeing. Although he is referring to work activities, we can rely on this theory to describe organizational culture and work the environment itself.


Organizational culture that is based on meaningful goals enhances internal motivation, helps strengthen employees’ will and fosters the ability to delay gratification. Typically, a pleasant and joyful work environment, although filled with positive emotions, can dangerously undermine employee engagement. That is because it promotes instant gratification, which is related with low effort and low motivation.

To identify whether or not your company has been focusing too much on promoting a positive image rather than creating purpose in the workplace, consider these questions:

  • Do you list every possible perk or engagement activity on your career site, or do you surprise your newcomers with additional extra ones as they explore your work environment?
  • 您是否拿出了培养候选人的津贴/参与活动列表,或者由于组织变化,他们逐渐出现了?
  • Do you often benchmark your perks list against competing employers?
  • Do you spend more time preparing perfect welcome packs or analyzing newcomers’ opinions?
  • Did you spend more time on planning a quarterly party (or similar) or on teaching managers how to deliver one-on-one meetings?
  • 哪些问题对员工舆论调查中的/领导者更有价值:我可以每天使用我的优势或者Overall, I am satisfied with the workplace?
  • 对您组织的领导者,您在雇主的排名或退出调查结果的职位更重要?
  • 您是否在候选人中促进多样性,或者您寻求完美的人员掌握个人品牌技术的人员?
  • 您是否衡量了员工的不同优惠券和奖金卡的使用和有效性?


很难建立一个实际的伟大的工作场所环境而不是一个clichéone because of the big changes that have shaped our society over the past years. Employers now have to use marketing techniques to get the attention of the right candidates, not only when the talent pool shrinks, but generally, because our minds are so used to advert-like language.

更重要的是,价值观的重大转变,职业道德表征了过去几代员工。多年来,Tim Kasser一直在努力证明唯物主义价值在越来越多的方面主导我们的生活 - 消费者文化正试图说服人们认为富裕,着名和物理上有吸引力会让我们快乐。但它没有。事实上,有这样的目标使我们在长远来看悲惨。

Gradually, these values and mechanism of consumption creep into the workplace environment and disrupt organizational culture. First, it was just job adverts, then came internal marketing, and now employer branding. New generations of employees have more and more materialistic goals and that is one of the reasons why they expect fast-paced careers, pleasant surroundings, and a gym at work. And it is extremely hard not to follow their lead.

To balance the unfavorable changes, we should increase our awareness of what the actual needs of upcoming generations of employees are. We should be informed on findings of positive organizational psychology and research regardingwellbeing和非物质的价值观。

And we need to keep asking ourselves – does this change add any value to the workplace or does it just looks good?

Download the eBook and get practical ideas on designing employee engagement activities for your team!

About the author:

Anna Szabowska-Walaszczyk,博士,工业心理学家,人力资源专业,员工订婚&工作场所福利研究员和从业者。my188bet