Ben Eubanks on Fostering Employee Autonomy and Authentic Connection

In a recent LinkedIn post, Ben Eubanks delves into the crucial distinction between HR professionals doing the right things and creating an environment where employees can execute tasks in their own way. Eubanks emphasizes that true progress in human resources involves fostering autonomy, a concept that might initially seem risky but ultimately cultivates a deep sense of pride and ownership among staff.

The Power of Employee Autonomy

Eubanks argues that autonomy is not about relinquishing control but about empowering individuals. He posits that while the idea of employees working independently might evoke fears of chaos, it actually leads to a unique level of job satisfaction. This is because employees who have a measure of control over their work naturally develop a greater sense of pride and investment in their roles. As Eubanks states,

“In HR, it’s not enough to do the right things ourselves. We have to create space so that employees can do things their way. Autonomy feels like it could end up as anarchy, but in reality it allows people to have a special level of pride in their work because they had some measure of control over it. Humans aren’t robots.”

This perspective challenges the traditional top-down approach often seen in workplaces, suggesting that a more decentralized model can yield significant benefits. Eubanks highlights that recognizing employees as individuals, not mere automatons, is fundamental to effective HR strategy.

Cultivating Authentic Connections Through Intentional Space

The discussion extends to the importance of fostering connections within the workplace, drawing on insights from Emma Belconis of Wellfit Technologies, whom Eubanks references from a podcast interview. Belconis’s comments underscore the proactive role HR and leadership must play in creating opportunities for connection, as these often do not materialize organically. Eubanks highlights this point by including Belconis’s experience:

“I wanna reemphasize: a lot of times we think connection’s just gonna happen on its own or maybe that leaders are gonna do it. And not everyone thinks like HR professionals. Not everyone can see the whole people experience. That’s why we’re good at what we do. So making those opportunities for connection, sometimes it feels like you’re forcing it, but once you get it going, then that natural progression will happen where those connections are happening…”

Eubanks, through this quote, illustrates that intentionality is key. HR professionals are uniquely positioned to understand the ‘people experience’ and can strategically design initiatives that facilitate interaction. Belconis’s further point, as shared by Eubanks, is that these deliberate efforts, though they might initially feel forced, are essential for building a foundation upon which authentic relationships can grow.

From Forced Interaction to Ingrained Culture

According to Eubanks, the process of building authentic connections involves a sustained effort to create the necessary environment. He shares Belconis’s observation on how this evolves:

“And [comes from] just creating space where it can happen. And now it’s starting to happen authentically. Now it’s just really ingrained into the culture, but to get there, you have to create those spaces.”

This suggests a phased approach: first, HR must consciously design and implement opportunities for interaction. Over time, as these opportunities become more frequent and natural, they begin to permeate the organizational culture. Eubanks, by sharing these insights, emphasizes that cultivating both autonomy and connection requires strategic planning and a deep understanding of human behavior within the workplace. He credits the team at Insperity for facilitating the connection that brought these valuable perspectives to light.