Dialogue, action and persistence get results
In an industry characterised by high demands and intense competition, Bruun & Hjejle has in 2023 taken major steps towards improving employee well-being. With a new innovative approach to well-being surveys, Bruun & Hjejle has not only gained a deeper understanding of employee motivation, but also implemented effective initiatives that have resulted in significant improvements in the working environment.
In 2023, Bruun & Hjejle has launched initiatives to improve employee well-being. When Christian Johansen took over as managing partner at the beginning of the year, he was convinced that employee satisfaction in the company was at a reasonable level and perhaps even above the industry average. But to translate this feeling into tangible data, a methodical approach was needed.
That is why Bruun & Hjejle teamed up with Voluntas, headed by founder and CEO Morten Albæk. Voluntas specialises in measuring meaningfulness in the workplace.
"In today's labour market, it is not enough to be an organisation that is known for being professionally skilled and that pays its employees well. Especially the younger generations that have entered the labour market are demanding that the company is purpose-driven, has a focus on the individual's personal development, has a strong social community and that the management is both competent and caring. When companies succeed in delivering this to their employees, it not only creates a higher level of meaning for employees, but also a stronger and more engaged workforce that is more efficient and productive," he says.
In collaboration with Bruun & Hjejle, Voluntas developed and implemented a measurement method for employee well-being. This is done through so-called well-being surveys that are carried out in the various departments and employee groups. The results are based on a carefully designed questionnaire consisting of 24 questions based on four key parameters: sense of purpose, leadership, belonging and personal development.
"Together, the four parameters contribute to the perception of meaningfulness. A feeling that life, even when at work, feels worthy, positive and hopeful for the future. It is therefore not assessed on a fleeting moment and on whether you thought the food in the canteen was good or bad on the day you answered the survey," says Morten Albæk.
The results from the first survey, conducted in April, were both a relief and an eye-opener for Christian Johansen and the rest of the management team.
"It was confirming to see that we were doing well, but it was also an eye-opener to identify the different areas where there is room for improvement. That is why it was also crucial for me that the surveys were followed up by concrete actions," he says.
To address the identified challenges, Bruun & Hjejle introduced a number of new initiatives, including regular meetings and feedback sessions designed to strengthen the dialogue between managers and employees.
Quote by Christian Johansen
Our goal is to create a culture where open communication and continuous development are at the centre. We want to give our employees a voice and show that their opinion counts, so we have been working on this since the first survey and we are now seeing the effect of this.
The results of the well-being survey in November showed a clear reduction in workload and an improvement in general well-being, and Christian Johansen and Morten Albæk attribute this to the intensive work of listening to and, not least, acting on the specific feedback from employees throughout the organisation.
The work with well-being surveys does not stop here. Christian Johansen is looking forward to another year of valuable insights that will contribute to the ambition of being a leading law firm that does not compromise on the employees' sense of being part of an evolving workplace where well-being and meaningfulness have high priority.