How to Lead Through Uncertainty - #WorkTrends Podcast Encore - TalentCulture

The Struggle Continues: How to Lead Through Uncertainty

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Sponsored by HiBob

What a wild year this has been in the world of work! Of course, it started on shaky ground, with economic pressure triggering widespread layoffs in tech, retail, and other vulnerable industries. Then turnover peaked, engagement sank, and “quiet quitting” settled in as employees pushed back on return-to-office policies. Not surprisingly, all of this has taken a toll on leadership. And now, scores of managers and executives are no longer willing to lead through uncertainty.

What gives with all this turmoil? After making it past the dark pandemic years, you’d think we’d all be breathing a collective sigh of relief. The optimist in me even hoped organizations would emerge stronger, more connected, and more supportive than ever. But we’re not there yet. Far from it.

The Gap Is Growing

Frankly, it’s hard to blame anyone for being weary of workplace challenges or disappointed by a lack of progress. But the distance between expectations and reality continues to increase, which isn’t a good sign.

For instance, Gallup says the number of workers who are angry, stressed, and disengaged is still climbing. And research from BambooHR indicates that employee satisfaction is now lower than before the pandemic, dropping 10% this year alone.

So, what will bridge this growing divide? It won’t be easy, especially if employee experience takes a backseat to other business priorities. Yet sadly, that’s exactly where organizations are headed.

In fact, Forrester analysts predict a full-on “EX Winter” in 2024, as companies start to freeze their employee experience investments. Yes, you read that right. Ironically, this is starting to happen precisely when our weary workforce needs more attention and better solutions. That means anyone who cares about the future of work will need to be especially creative and resourceful.

How Do We Lead Now?

Strategies that helped organizations thrive under different circumstances are no longer relevant. But with internal and external factors continuing to change, how can you preserve what’s valuable and unique about an organization? How do you lead through uncertainty?

These questions were top-of-mind for organizations a year ago, when I invited Ronni Zehavi, Co-Founder and CEO of HiBob to join me for the first #WorkTrends podcast of 2023. Little did I know then that this topic would become even more important as we look ahead to 2024. But as I look back now on that conversation with Ronni, it’s clear how enduring his management advice is.

But that’s not surprising, given Ronni’s background. With more than 25 years of experience in launching and leading successful technology companies, he knows first-hand how to guide organizations through volatile, uncertain circumstances.

Today, as we look at workplace challenges that lie ahead, I think you’ll agree that Ronni’s unique perspective and expertise can help others continue to lead through uncertainty…

One Solution: Resilience

According to Ronni, a key to surviving and even thriving through chaos is resilience  — the capacity to survive, adapt, and grow in the face of adversity. But resilience doesn’t occur by chance. It takes a particular mindset. It also takes a commitment to developing skills and processes that help your organization remain viable and competitive, especially in a fluid, uncertain environment.

In a world filled with disruption, it’s impossible to predict what’s ahead. That means we need to build resilience so we can weather the storm. Ultimately, it pays to prepare for the worst, even as we hope for the best.

Resilience matters even more now. So how can you leverage it as you continue to lead through uncertainty? Check these takeaways from my conversation with Ronni:

Manage Multiple Unknowns With Caution

It’s a bit like driving a car. In 2020 or 2021, driving fast may have been easier because the road was clear. But today it’s bumpy and cloudy, so you need to slow down.

Uncertainty means nobody knows when this will end. We may see a recovery in 2023, or maybe 2024. So how do you deal with this uncertainty? It’s a big challenge for leaders.

First, read the map and then adjust your plan. How long is your runway? Do you have enough cash? Do you have funds to weather the storm?

Then look realistically at the environment. A slowdown will impact your customers as well as your organization. Will you be able to generate the revenues you expect?

When Slowing Down, Consider Your Culture

As you adjust to a difficult environment, layoffs are only one option in a CEO’s toolbox. First, you may decide to slow down hiring. If that isn’t enough, then you may need to freeze hiring or freeze salary increases, or both. And if needed, the next option could be salary cuts or layoffs. One or both.

But it is important to think about the people who stay as well as those who are laid off. Retention can be affected when those who remain are expected to do the job of two people or even more.

Communication and transparency are critical to preserve your culture.

Prepare Now for Better Times

It starts with your people. Invest in them. Make sure you can retain all of them. Or if not all of them, focus on your most important people. Because you’ll want them to be with you when the tailwind comes.

And more than anything else, think positive. What goes down comes back up. So optimism is critical.

Flexible Work Can Help

Flexibility was a nice-to-have perk a few years ago. Then the pandemic proved that organizations can deal with it. So I think hybrid work is here to stay.

The ultimate combination is two or three days at the office or two or three days remote. It offers flexibility, but also promotes engagement and collaboration.

Focus on Finding a Balance with Hybrid Work

It’s a journey. It will take time until it becomes a standard. But flexibility is all about what we call The Three T’s:

Trust. Transparency. Teamwork.

If your organization follows these values, it will help you create a flexible work culture.

 

More Ideas on How to Lead Through Uncertainty

Ronni Zehavi isn’t the only expert who has generously shared useful real-world lessons with us lately. Here’s helpful guidance from others in our community:

1. Resilience Starts Within

If you want a resilient business, ask yourself this central question: What are you doing to elevate employee mental health and wellbeing?

2. A Great Employee Experience = A Strong Business

To deliver an exceptional customer experience, focus on building a culture that puts employee experience first.

3. Resilient Work Cultures Put Humans First

Leadership is hard, but the most effective leaders invest in what matters to their employees: purpose, empowerment, recognition, positivity, and growth.

4. Gamification Can Defeat a Gloomy Culture

By getting serious about gamification, organizations are bringing hybrid teams together, boosting productivity, and lifting engagement.

5. Managers Need a New Toolkit

Employee growth is essential for organizations to thrive in the “Post-Everything” Era. That means managers need to embrace a fresh approach.

6. Choose Change Methods Wisely

Change management is tricky. Successful leaders bring people along by matching the method to the situation.

7. Individuals Can Develop Career Resilience

Everyone has the potential to recover from setbacks. It helps to practice proven strategies before you need to apply them.

8. A Flexible Talent Pipeline Fuels Productivity

In a fluid business environment, how rapidly can you adjust to changing talent requirements?

9. Onboarding Is Where It All Begins

No one can afford to lose great talent. For stronger retention through challenging times, start at the beginning and level up your onboarding game.

 

EDITOR’S NOTE: For more in-depth information about how to lead through uncertainty, visit the HiBob website, where you’ll find all kinds of helpful resources for employers. And for more #WorkTrends insights, check our growing collection of podcast episodes at Apple or Spotify and subscribe!

Keys to Positive Employee Experience in the New World of Work

Keys to a Positive Employee Experience in the New World of Work

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Sponsored by Cleary

Leaders, I have two critical questions for you: 1) Does your organization truly provide a positive employee experience? 2) Would your employees agree?

If you’re not sure, I get it. These days, most organizations are struggling to close a serious gap between leaders’ perceptions and workforce realities. For instance:

  • 74% of executives told Gartner they want staff to express themselves, yet only 56% of employees said they feel comfortable speaking up. Also, while 75% of executives said they consider employees’ perspectives when making decisions, only 47% of team members believe they do.
  • Sadly, this gap is even more pronounced among the 80% of workers with frontline jobs. In fact, according to O.C. Tanner, half of these people feel expendable. What’s more, only 30% feel seen and valued, while only 36% describe their work as a positive employee experience.

Factors That Turn the Tide

Of course, closing this gap isn’t easy — especially now. With so many moving pieces and parts transforming modern work culture, the definition of a positive employee experience is itself, constantly changing. All the more reason why employers should pay closer attention now. No one can afford to take their eyes off the ball.

So, in today’s fluid environment, what exactly does it take to improve employee experience? Certainly, communication, recognition, and reinforcement play important roles. But lasting impact requires a deeper cultural commitment. In fact, 94% of executives and 88% of employees agree that a distinct culture focused on engagement and motivation is the key — not only to a thriving workforce, but ultimately to business success. (It’s encouraging to see agreement on this point!)

So, what exactly can leaders do to create and sustain this kind of culture? Join me as I explore this topic with an employee experience innovator on today’s #WorkTrends podcast…

Meet Our Guest: Thomas Kunjappu

Thomas Kunjappu is the CEO and Co-Founder of Cleary, the employee experience platform for high-performing teams. Under Thomas’ leadership, Cleary elevates engagement in remote and hybrid work environments, with a solution designed specifically for the modern workplace.

With his background as a product innovator at companies like Twitter, Medallia, and HP, Thomas is a technology industry mover and shaker who understands the special connection between human behavior and business results. He’s also a very cool person who is easy to find online and at industry forums. So I’m thrilled he’s joining us here to discuss the latest issues and trends in employee engagement and how to sustain a positive employee experience.

Here are several key takeaways from our conversation…

Why a Positive Employee Experience Matters

Thomas, let’s start by clarifying the concept of employee experience. Why is it so important?

Well, it originally started with the idea of customer experience, where businesses focus on understanding what customers are going through at every step of their journey, and responding with feedback loops and processes that ensure customers have a good experience at every stage in the relationship.

But who actually takes care of customers? Employees do.

So employee experience grew out of that realization, and thinking about the employee journey in a similar way.

How Work Realities Are Changing

What does it take to create a positive employee experience in the post-pandemic world?

I think we’ve all felt the shift. Being an employee now is very different in a remote or hybrid environment. Work is much more distributed, flexible, and dynamic for many of us.

But with 50-100% of people working in this dramatically different way, any employer that wants to create a positive employee experience must also think about how to support employees in a dramatically different way.

Who Owns the Employee Experience Now

So in this new environment, who is responsible for ensuring employees are engaged, recognized, and supported?

That’s arguably the sole job of leaders and managers — getting the right people in the right places, and helping the whole company grow in the same direction — with leverage from the people team, right?

HR has shifted from focusing only on ensuring the company doesn’t get sued to actively ensuring a strong talent brand that attracts great people and fosters a positive employee experience so people want to stay.

Others have a role, too. For example, internal communications and even IT. A lot of different functions contribute because a positive employee experience is really everybody’s responsibility, now.

Tech’s Role in Employee Experience

HR tech can make a difference here. How does Cleary help organizations accomplish this?

Well, our tools fit into three categories that support our vision of a great workplace with a positive employee experience. That includes communications, culture and team efficiency. And it all comes together with journeys and moments that matter for employees, starting with onboarding.

With so many organizations trying to do more with less, we’re focusing on helping people redeem time by offering templates to streamline all kinds of processes.

For example, if you’re managing a strategic product update or managing change-related communications, we’ve got dozens of templates to help you get started much faster than if you’re starting with a blank canvas…

 

Start Creating a More Positive Employee Experience Today

>> Check Cleary’s collection of free templates and other helpful resources

 

Listen to This Full #WorkTrends Episode

Tune in on Apple Podcasts, on Spotify, or wherever you listen to podcasts. And while you’re there, be sure to subscribe so you won’t miss future episodes.

Want to continue this conversation on social media? Follow TalentCulture or use our #WorkTrends hashtag anytime on Twitter, LinkedIn, and Instagram. Let’s talk!

Can Gamification Help Employees Beat The Great Gloom

Can Gamification Help Employees Beat The “Great Gloom”?

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Whoosh! The winds of workforce change continue blowing in every direction. Are you feeling it?

First, the pandemic forced employers to go all-in with remote work. Then by 2021, forward-thinking leaders rolled out hybrid work models, hoping flexibility would keep the “Great Resignation” at bay. No such luck. By last year, turnover reached record highs as employee engagement continued to sink.

What’s next? Well, now, in the face of broader economic troubles, many employees are choosing to stay put. But that doesn’t necessarily mean they’re happy. Not at all. In fact, researchers say the “Great Gloom” is upon us. Oh my. Yet another buzzword. And this one doesn’t sound promising for anyone.

What exactly should we make of this current wave of workforce discontent? It seems we’ve arrived at a sort of no man’s land, where people are neither engaged nor disengaged — just discouraged and disheartened. But that won’t steer anyone in the right direction. So what’s an employer to do?

This brings me to a topic we’ve discussed before — gamification.

Why It’s Time to Get Serious About Gamification

After so much disruption, some employers may welcome this pause as a moment of relief. But no one can afford to get too comfortable. If the past few years taught us anything, we know this isn’t over. Profound shifts will continue, even if we can’t see what’s around the corner. So, how can teams move forward and perform their best, while rolling with more organizational twists and turns?

I think gamification is part of the answer. I’m not just talking about fun and games, here. I’m talking about thoughtful strategies that fit into everyday work culture and tap into innate human traits, like curiosity and the desire to perform at our best.

We know from experience that gamification works for everything from recruiting and onboarding to team building and talent development. And these capabilities are within nearly every employer’s reach. So what are you waiting for?

What’s at Stake

Gallup estimates that employers lose $1 trillion each year to voluntary turnover. A majority of those former employees say their manager or organization could have done something to keep them. But companies aren’t asking, “How could we keep these people onboard?” until they’re already gone.

And now, even though more employees are staying, many are as disengaged and unfulfilled as those who left during better economic times. That’s not a good sign for business.

Success depends on productive teams — and productive teams depend on competent, committed employees. But building a high-performance culture isn’t easy, especially when remote and hybrid work schedules make communication, trust, and teamwork harder to manage. It sounds like a job for gamification.

Tips From a Gamification Expert

This reminds me of a previous #WorkTrends podcast guest who recommends that employers tap into the power of gamification to elevate the employee experience.

Lauren Fitzpatrick Shanks is the Founder of Keep Wondering Out Loud (KeepWOL), a game-centered talent development platform she developed after 14 years in leadership at five Fortune 500 companies. An accomplished, award-winning black entrepreneur and engineer, Lauren is passionate about leveraging gamification to improve performance among individuals, teams, and organizations…


So, what is gamification, and how important is it for companies to gamify their training and engagement initiatives? Lauren explains: 

Defining Gamification

We’ve all played games before. But think of gamification as game elements and mechanics you can add to work situations that aren’t meant to be games.

Think about how games work. They have rules, they have a framework, they have a structure. And these fundamentals apply to everyone.

For example, when you play Monopoly, you can’t just make up your own rules unless other players agree. This means games give everyone an opportunity to start on equal footing, so each of us has an opportunity to win.

Why Gamification Is So Powerful

As humans, we all want to win. Even if we’re not competitive, no one wants to lose or fail. So games hack your brain. They typically require strategic thinking or quick decisions that disarm people and bring them into a competitive mindset. This taps into the brain’s reward center so you tell yourself, “I want to do well. I want to put my best foot forward.”

I think all teams can benefit from gamification. However, the results depend on the types of games or game mechanics you use, and whether it’s done well. There are many possibilities, but it’s important to be mindful about how you implement it.

How Does This Prepare Us For the Future of Work?

Gamification isn’t a new concept. But companies are on a mission to incorporate it into talent development initiatives, so they can bridge the gap between learning and doing.

Deloitte predicts that soft-skill-intensive occupations will represent 2/3 of all jobs by 2030, and demand for those jobs will grow 2.5x faster than for others.

That means companies need to improve soft skills among today’s employees. And these skills are hard to develop. They don’t come intuitively. You have to practice. But games, gamification, and simulations are fun, creative ways for people to learn, practice, and retain information. They help us grow more naturally. So they’re ideal for soft-skills training.

Why Gamification Wins

We’ve worked with teams of all types and sizes — matrix-based teams, C-suite teams, and multidisciplinary teams. People who work remotely, in-person, and a hodgepodge of both.

That’s what’s amazing about games and gamification. It’s more expansive than a ropes course or an escape room or trivia questions. These methods can bring together people from different generations and cultures to build trust, connectedness, and productivity.


My Turn: How Gamification Helps

Is it really worthwhile to integrate gamification into employee engagement initiatives? That’s a fair question. Here’s my perspective. If you look closer, you’ll find multiple reasons to invest. For example, with these techniques, you can:

1. Inspire Individuals to “Level Up”

Modern employees crave personalized feedback and recognition for their contributions. Game-oriented platforms help with real-time performance tracking. This often includes reminders and rewards that motivate people to keep moving forward. It also keeps managers in the loop with alerts and insights that enable them to intervene when coaching is needed or to celebrate achievements when the time is right.

2. Help Teams Run-Up the Score

In this case, “the score” is your organization’s overall success. Adding game-based logic to department or group projects demonstrates how employee contributions translate into measurable business impact. For example, you can drive team performance by awarding points to people who collaborate effectively and share creative ideas. Similarly, you can help people sharpen their skills by integrating game elements into employee training programs.

3. Tap Into Employees’ Competitive Nature

Gamification shapes behavior with incentives that spark friendly competition and help individuals become better versions of themselves. This is where employers must tread lightly to avoid triggering a cutthroat war among staffers. However, team-oriented strategies and meaningful rewards can build confidence, competency, and camaraderie.

4. Avoid “Game Over” Scenarios

HR and business managers can use insights from gamification platforms to understand and respond to employee development needs. Think of this as a form of workforce intelligence gathering, where employee performance metrics reveal red flags, as well as exceptional performance that deserves attention. When you actively support employee career growth, your team members are less likely to leave.

5. Appeal to All Generations

Younger employees tend to care about the purpose behind their role and they want more control over their career destiny. Gamification can provide them with a more satisfying, personalized work experience. For example, Deloitte’s Mass Career Customization program lets employees pick their work preferences. Another company, Valve, uses gamification to help employees choose projects they prefer. Methods like this offer younger employees the kind of instant gratification they crave but often miss in traditional corporate settings.

6. Boost Your Employer Brand

By improving job satisfaction, engagement, and retention, gamification can eventually transform employees into brand ambassadors. This elevates recruitment by demonstrating that your company culture is modern and healthy — and puts employees first.

7. Lighten The Mood

Let’s face it. When thoughtfully implemented, gamification is fun. And don’t we all deserve a little less friction and a little more fun in our lives these days? Positive emotion can help connect us more deeply with our colleagues and with our work. Sounds like a smart “gloom slayer” tactic to me.

Game On! Can Your Culture Outplay The “Great Gloom”?

Gamification isn’t likely to solve all of today’s workplace challenges. But it can give employees something new to be excited about. And when employees are motivated to engage, work together, and accomplish something greater, good things are much more likely to happen.

Honestly, it’s hard to think of any other talent management methods with the power to pull people out of a sense of gloom. You have everything to gain and nothing to lose. So, what are you waiting for? It can be exactly what you need to get your employees more invested in their roles and engaged with your organization. Ultimately, that means you can build a winning culture. So get ready, set, go!

 

EDITOR’S NOTE: For more in-depth information about how to develop and manage successful gamification initiatives, visit the Keep Wondering Out Loud website, where you’ll find helpful resources for employers. And for more #WorkTrends insights, check our growing collection of episodes at Apple or Spotify and subscribe!

 

Building Workplace Trust with Background Checks

Building Workplace Trust With Background Checks

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Sponsored by Veremark

Trust. We all know it’s essential for a healthy, productive company culture. But as an HR or business leader, what steps are you taking right now to bolster workplace trust?

If you’ve been focused on other priorities, it’s time to take another look at what’s happening with trust among your ranks. Here’s why…

The State of Workplace Trust

Reliable sources tell us why trust deserves our attention:

  • According to Deloitte, when people trust their employer, they’re 260% more motivated to work and are 50% less likely to look for another job.
  • Gallup says employees who trust their managers are more likely to be satisfied, engaged, and productive at work. Yet only 21% of U.S. employees strongly trust their company’s leaders.

Managing trust requires finesse. And employees want leadership to play an active role — especially in these uncertain times. That’s why we’re looking closer at one way you can elevate workplace trust on today’s #WorkTrends podcast…

Meet Our Guest: Daniel Callaghan

Daniel Callaghan is the CEO of Veremark, an international background screening and pre-hire check service he founded in 2019 as an alternative to the weak solutions available at that time. Veremark is designed to give companies peace of mind and complete confidence when reviewing prospective candidates’ credentials or rescreening existing employees.

Here are highlights from our conversation…

3 Keys to Workplace Trust

Welcome, Daniel. You often talk about the 3 pillars of trust. Would you explain this concept?

Sure. Obviously, with the rise of virtual and hybrid work, the nature of employment is changing. It’s becoming more transactional, with shorter tenures. At the same time, cynicism is growing between employers and employees. So it’s increasingly important to build trust.

The first pillar of workplace trust is about getting the right people on your team.

The second is ensuring that everyone is acting ethically and with integrity. Trust isn’t one-sided. Both the company and employees need to be accountable.

And third, both parties need to know this relationship is reciprocal and valued for the long-run.

Research shows significant business benefits from trust. For example, employers that leverage these pillars see triple-digit productivity gains compared with low-trust companies.

How Employers Develop Trust

So what does it take to create a culture of trust?

Nothing happens overnight. But as you build on the framework we’ve outlined, it helps to look at how technology can facilitate trusted relationships.

For example, with the first pillar, background screening is important to ensure the right people are on your team. And a platform like ours can drive really impactful results.

Linking Background Checks With Workplace Trust

Could you tell us more about successful background screening works?

Credential verification is more than checking someone’s college grades. It’s about establishing a level of credibility and integrity, so you’re confident that a person is a safe workplace colleague and will add value to your culture.

First, start with the right objectives. You’ll want a positive mindset about why you’re introducing this process. It should be appropriate for your industry and roles.

For example, broader checks aren’t necessary for a low-risk business with low access to cash, and where someone is working from home. But for a financial services company that’s hiring lots of senior financial executives, you’ll want a more rigorous program that goes far beyond just ID, criminal, and credit checks on a domestic or global scale.

Second, choose a partner carefully. An outsourced provider ensures you’re not exposed to claims of discrimination, or misuse of data, or asking the wrong question in the wrong location. Domain experts with governance and compliance controls can avoid costly missteps.

Finally, you’ll want to do this with care. Job hunting is stressful for candidates and background screening is a necessary inconvenience. So make sure it’s as easy and transparent as possible. People should know where they are as they move through the process.

How Tech Improves Efficiency

You offer an innovative way to streamline verification, right? Tell us about that…

We know background screening is inconvenient for employers and candidates, alike. So why should you pay legacy services to recheck information that doesn’t change, such as your academic history?

We don’t think that’s fair. So we made it possible to turn verified data into digital credentials that candidates can use as a “career passport” to share with others in the future…

 

Learn More About Building Trust at Work

Find out how a more effective hiring process can strengthen your organization…
>> Get Veremark’s new ebook and claim your 10 FREE background checks now!

 

Listen to This Full #WorkTrends Episode

Tune in to #WorkTrends on Apple Podcasts, on Spotify, or wherever you listen to podcasts. And while you’re there, be sure to subscribe so you won’t miss future episodes.

Want to continue this conversation on social media? Follow TalentCulture or use our #WorkTrends hashtag anytime on Twitter, LinkedIn, and Instagram. Let’s talk!

Mentoring Are You Building a Culture of Connection and Growth

Mentoring: Are You Building a Culture of Connection and Growth?

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Sponsored by Together

I’ve said it before, and I’ll say it again. Mentoring is a key to the future of work. That’s not hyperbole. It’s a fact. I’ve been beating the mentorship drum for over a decade. Yet, I’ve never been as confident about it as I am today. And I hope employers are listening. Why?

The Business Case for Mentoring

All the signs point to mentorship as one of the most powerful ways to navigate increasingly turbulent workplace waters. Here are just a few proof points:

  • Pandemic-era job disruption has created knowledge and skill gaps across many organizations.
  • Even before the pandemic, average job tenure was shrinking among all age groups.
  • Managers and senior-level leaders are moving on and opting out at a record pace.
  • Younger people are looking for more guidance and support as they enter the workforce.
  • Demand for future-ready employees is intensifying as organizations continue to invest in new technologies.
  • The average half-life of skills continues to decline.
  • Many employers are still struggling to find qualified talent for critical open roles.

With 84% of U.S. Fortune 500 companies already offering mentoring programs, this seems like the right time to double down on that strategy. Why? Consider these research findings:

  • 90% of employees with a mentor say they’re happy at work.
  • 75% of executives give mentors credit for their success.
  • People with mentors are significantly less likely to consider quitting. This includes managers, senior managers, vice presidents, and individual contributors.
  • Among millennials, 68% who stay onboard for 5 or more years have a mentor, compared with 32% who don’t.
  • In fact, one Wharton-led study found much higher retention among mentees (72%) and mentors (69%) than among those who did not participate in these programs (49%).

But here’s the kicker: While 76% of people say mentors are important, only 37% actually have one. Is your organization facing this issue? You may be able to bridge the gap more easily than you think. For helpful ideas, read on…

Advice for Mentoring Program Success

Let’s start by clarifying a key point. Mentoring, alone, is not the answer. Organizations really need to aim higher by developing a culture of learning. However, one of the most effective ways to foster this kind of environment is through mentoring in all its forms.

So where should employers start to establish or enhance mentorships? One of the smartest sources I know is Matt Reeves. Matt is CEO of Together Software, a platform that helps companies run best-in-class mentoring programs. Early in 2022, Matt joined me to discuss mentoring strategies on our #WorkTrends podcast. To hear his advice, listen to this encore version of our conversation and read the show notes below…

How Mentoring Works

1. Defining Mentorship

So tell us, Matt, what does mentoring look like to you?

In its traditional sense, mentoring is based on pairing two colleagues for career development and professional guidance. Usually, this involves a more junior employee who’s the mentee with a more senior employee who’s the mentor. And typically, they meet on a particular cadence, like once a month for a year or even more.

2. Evolving Trends

How are mentorship programs changing?

We’ve seen companies break the mold and experiment with various types of  programs. But the common thread is that they help employees learn from their colleagues through relationship-building and ongoing conversations.

3. Mentorship Variations

What are some of the different flavors you’re seeing in mentorship programs?

The classic approach is one-on-one, where a more senior person mentors a more junior person for a specific period.

However, peer-to-peer programs are increasingly popular. Also, we’re seeing more reverse programs, where a more junior-level person who is experienced in a particular topic mentors a more senior employee.

In addition, many organizations are successfully breaking the mold with the duration of these relationships and in offering participants more flexibility.

4. Benefits of Mentoring

It may seem obvious why mentees are attracted to these relationships. But it helps mentors, too. In fact, more than 90% of professionals who’ve mentored young people say it has helped them become better leaders or managers…

Yes. It’s probably easy to understand why a mentee would want to participate — to learn, develop, and progress in their career. But mentors benefit, as well.

Senior-level people are expected to develop others and carry their organization’s culture forward, and mentoring is an opportunity to visibly demonstrate this. Also, as people move up in an organization, they’ve probably experienced some mentoring (or wish they had a mentor). So this is a way to give back.

5. How Technology Enhances the Mentoring Experience 

What role can technology play in bringing people together and keeping them connected?

Technology significantly reduces the workload for program administrators, while significantly improving the mentoring experience for participants.

For example, when a program is managed manually, making a strong mentee/mentor match can take a long time. When you’re eager to move forward, it can be frustrating to wait for weeks or even months for a suitable match. You may even be matched with a mentor who has left the organization. This is easily avoidable when you use technology.

In addition, technology can help you scale a program much more efficiently, and keep people connected with reminders and feedback that helps them stay on-track and helps you tweak your program.

Tips for Modern Mentorship Programs

What else should you keep in mind if you want to achieve strong mentoring results, especially in today’s hybrid work environments? When building a game plan, keep these considerations in mind:

1. Assess Your Current State as a Baseline

With or without a formal program in place, mentoring is probably already happening all over your company. It often occurs organically, the same way culture exists, with or without intentional leadership involvement.

So start with a broad-reaching reality check. Research and evaluate the various ways people share knowledge, skills, and experience, and assist others professionally. What seems to be most effective? Can you leverage these methods? Alternatively, what isn’t working well? Does it make sense to provide additional resources that can reinforce, enhance, and expand what’s already in place?

2. Clarify and Communicate the Purpose

When people understand why mentoring is important to your company, they’re more likely to sign up and take responsibility for their role in its success. But there are many ways to frame mentoring initiatives. What goals do you want to accomplish? How closely do your objectives align with your organization’s values? What would success look like for your company and for participants? For example:

  • To improve retention among new hires, incorporating mentoring into the onboarding process can provide a stronger start.
  • If employees from underrepresented groups lack a sense of inclusion and belonging, “bridge mentorships” could help you move the DEI meter.
  • Or if you need to build bench depth, peer-to-peer cross-functional skills mentoring could be a solution.

The possibilities are endless. But no matter what your agenda is, you’ll need top-down support. How committed are your senior-level executives to mentoring? How willing are they to make mentoring participation a leadership priority? What can you do to demonstrate the power of mentoring from cases within your organization or among competitors? What kind of budget and other resources will be required to achieve these goals? Engage senior leadership early in discussions that address these questions.

3. Focus on Learning and Holistic Growth

Although cohort-based social learning is a popular trend — especially in remote and hybrid work environments — one-on-one relationships can drive deeper personal growth and enrichment. Encouraging people to form stronger direct bonds opens the door to a more holistic approach, where participants can connect as individuals and grow, even outside of their professional roles.

Also, keep in mind that the most enriching approach to mentoring isn’t about “teaching” per se. Classic mentoring models emphasize a one-way flow of information, guidance, and access. However, modern mentoring relationships are often a two-way street, where both sides actively aim to learn and grow together, even if their roles and experience levels are not comparable.

4. Provide Structure Along With Flexibility

When matching a pair of participants, you’ll want to formalize expectations in a way that respects the time and effort required to establish and sustain a productive relationship.

It helps to specify basic parameters, such as the minimum mentorship duration (for example, 1 year), and minimum activity frequency (for example 1 meeting a month). However, beyond these parameters, individuals often find it helpful to negotiate their unique goals. Both sides can use this agreement as a discovery tool and as a reference point throughout the relationship.

In addition, you’ll want to encourage consistency with a reasonable ongoing communication cadence. Flexibility is key, here. Mentoring isn’t a full-time job, relationships take time to develop, and informal interactions don’t need to be regimented. However, if participants agree upfront to a minimum pace (such as 1 digital check-in a week), this can help keep the relationship top-of-mind.

5. Measure and Adjust

This may seem obvious, but unless you quantify your mentorship program’s performance, you won’t know if your organization is moving in the right direction. Ideally, you’ll establish success metrics that tie to program objectives even before you start to match participants.

However, once you launch the program, you’ll want to monitor progress regularly by measuring key performance indicators. For example, if you want to build workforce competencies in a particular set of skills, you’ll want to track active mentors and mentees for each of the skills you’re targeting. If you don’t have enough experienced mentors to fulfill mentee demand, you’ll want to recruit more mentors who are qualified in these areas. (Or you may decide to address the demand with another type of skill development intervention.)

Also, plan to seek feedback from participants periodically. Pulse surveys can help you gauge sentiment about the program and identify weaknesses that need attention. At the same time, keep in mind that mentoring is a long-term commitment. Over time, business priorities will shift. To stay ahead of the curve, you’ll want to build periodic program review cycles into the management process, so you can adjust accordingly as goals and needs change.

 

EDITOR’S NOTE: For more in-depth information about how to structure and manage a successful mentoring program, visit the Together Platform website, where you’ll find all sorts of helpful resources for employers. And for more #WorkTrends insights, check our growing collection of episodes at Apple or Spotify and subscribe!

 

Engagement and Feedback and People Science, Oh My! #WorkTrends podcast with Meghan M. Biro

Engagement and Feedback and People Science, Oh My!

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The world of work isn’t exactly the Land of Oz, but it can be a scary place. These days, we’re surrounded by uncertainty. Leaders must find the courage to face the unknown and act on whatever they encounter along the way. It isn’t easy. But it’s a path that leads to a stronger work culture, a more enriching employee experience, and sustainable change.

After all, management is a journey. It’s a process. At its best, it’s a virtuous cycle, fueled by feedback that reveals important truths about the human realities of work. Often, we uncover this intelligence through tools based on the principles of people science. But which tools really help? Let’s dig deeper…

So Many Tools, So Little Time

This is the perfect season to assess your organization’s existing feedback capabilities and identify future needs. I’m sure that’s what many employers are doing after seeing what’s new at the annual HR Tech Conference earlier this month. But innovation isn’t the only thing driving their choices.

Just think about the complex issues weighing on leaders’ minds:

  • Employee engagement and retention continue to slide. Still, productivity and performance expectations remain high.
  • Many organizations are still trying to reconcile return-to-office policies with flexible work preferences. This means they must prioritize workforce wellbeing, inclusion, and trust — all of which depend on strong communication.
  • In the face of ongoing economic headwinds, employers are hesitant to move forward with expansion plans. Some are even cutting staff. Yet, finding and keeping highly qualified talent for in-demand positions remains an uphill climb.
  • AI is rapidly reaching critical mass. On the heels of the recent surge in generative AI, other forms of automation now touch every corner of our work lives. And momentum is expected to accelerate.

With all these factors in play, it may seem tempting to turn to technology for solutions. But that could make the situation even worse. Why?

Tech stacks are already suffering from post-pandemic bloat. After years of investing in tools to support changing workforce dynamics, too many organizations are still not making the most of their incremental tech investments or managing them strategically.

The story is all too familiar, isn’t it? No matter how many tools we acquire, if the right people can’t, don’t, or won’t apply them effectively, what’s the point? After all, technology is only as powerful as the people who use it to connect, communicate, collaborate, discover, grow, and perform each day.

On the other hand, the right tools in the right context can make a huge difference — if the right people put them to good use. Sounds like a people science challenge to me.

How People Science Helps

This reminds me of a conversation I had about a year ago on a #WorkTrends podcast with people science expert, Kevin Campbell. Over the years, Kevin has worked with some of the most prestigious firms in workforce strategy, including Culture Amp, Deloitte, Gallup, and now Qualtrics.

How does people science add value, in Kevin’s opinion? Check these snippets from our discussion:

Kevin, what exactly do you do?

People science requires expertise in multiple disciplines. Think of a Venn diagram with three intersecting circles:

One is people analytics, another is organizational psychology, and the other is applied practice. An employee experience scientist sits in the intersection of those three areas.

What does the term “employee engagement” mean to you?

It’s important to talk about what it is not, as well as what it is.

It’s not a survey. Often, we lose sight of the fact that engagement is an emotional and psychological state. A survey is just a tool that helps us measure that state.

Engagement really starts with emotional commitment. I emphasize the emotional aspect because it’s about the desire to stay with an organization and help fulfill its objectives — not because you’re obligated or you feel forced to do it, but because you want to.

What is the most critical challenge you’re seeing right now?

Organizations often overemphasize understanding and underemphasize improvement in action.

For example, according to 2021 data, nearly 90% of companies measure engagement or have some type of employee feedback program, but only 7% of employees say their company acts on feedback in a highly effective way.

How can employers address this problem? 

It’s important to recognize that the engagement survey or data isn’t the end. It’s really just the beginning.

To improve, you’ll want to translate results into actions that can have outsized impact on your company culture. And the key is simple coaching skills.

For more insights, listen to the full podcast episode here…

5 Feedback Strategies People Science Experts Use

So, if you want to gather ongoing insight to improve the employee experience, where do you start? We didn’t discuss that in our podcast interview, but Kevin did share helpful ideas in a LinkedIn article, “The Truth About ‘Always On’ Employee Listening.” Here’s a summary of his recommendations:

“Always on” means different things to different people. So I would start by asking stakeholders to define “always on.” Some surveying solutions work better than others at improving the employee experience and increasing employee engagement. Here are five use cases and considerations for each:

1. Digital Suggestion Boxes

Some organizations add intercepts on their intranet home page asking things like: “What feedback do you have?” Also, they post QR codes in break areas or add links to surveys in leaders’ email signatures. Digital suggestion boxes can build trust in other ways, as well. For example, you could gather ideas for peer recognition or business improvements.

Considerations:

It’s important to continuously monitor employee input and ensure that leaders reply. At small companies, it can be highly effective when the CEO responds directly. However, input volume can quickly become unmanageable. You could streamline the review cycle by establishing a process to filter and delegate suggestions as they are received.

2. Daily Surveys

Increasingly, we see daily surveys with a handful of simple questions about how employees feel. This kind of on-demand, anonymous channel for employees to raise issues, share feedback, and offer insights helps capture a real-time snapshot of staff morale and satisfaction.

Considerations:

As with digital suggestion boxes, volume can become overwhelming. However, this method can be beneficial if employees realize they can use it to gauge their own experiences without expecting others to act on all input. For instance, you could invite people to assess their own activities and emotions with a daily wellbeing check, so they can understand where they’re focusing time and attention, and how they feel about it.

3. Surveys to Optimize Specific Work Experiences

This involves in-the-moment feedback in the flow of work. For example, you can survey employees during and after each support instance, including live help desk, online chat, and self-service. Digital intercepts can capture feedback whenever people complete key milestones or engage with online properties like company intranets and HRIS systems.

Considerations:

It’s important to close the loop on these touchpoints with dashboards and alerts that notify experience “owners” and “designers,” so they can act quickly on the issues raised. This is also a great integration point for pulse surveys. For example, say a pulse survey identifies equipment ordering as a workplace issue. You can add an intercept on your intranet where people order equipment.

4. Lifecycle Surveys

You may not think of lifecycle surveys as “always on.” However, people are constantly being onboarded, leaving the company, and returning from leave. Each of these events is an opportunity to collect a stream of valuable feedback for leaders to consider.

Considerations:

This is also an integration point for pulse surveys. For instance, pulse questions that tie back to goal alignment, expectations, or enablement could indicate that onboarding surveys would be useful. Or if employees express concern about training and development, you could create an event-triggered survey about learning experiences.

5. Frontline Customer Feedback

You might think of this as a customer experience use case, but enabling frontline employees to make suggestions on behalf of their customers is another “always on” strategy that can elevate both CX and EX.

Considerations:

This makes the most sense when customer-facing employee roles aren’t already empowered to make changes, or they don’t have other ways to frequently share ideas and feedback with leaders.

What Would a People Science Expert Do?

Clearly, effective feedback isn’t just about the ability to gather input. Although it’s essential to welcome ideas and measure staff sentiment, that’s not enough to make the right kind of impact on workforce commitment, engagement, or performance. In fact, too much of a good thing doesn’t serve anyone well.

What really matters is whether leaders take timely, appropriate action to address whatever the feedback process uncovers.

Knowing this, the challenge in the year ahead is probably not where to find money for new or better feedback tools. The question is, whenever employees let you know the truth about their experience, do you pay attention? And are you willing to do what’s necessary to drive change and keep the conversation going?

That takes more than a big budget or fancy tools. It takes courage.

 

EDITOR’S NOTE: Find more helpful insights for business and HR leaders who care about people and the future of work. Check our growing collection of #WorkTrends podcasts and subscribe!

Is Your Employee Recognition Strategy On Point #WorkTrends podcast

Is Your Employee Recognition Strategy On Point?

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Sponsored by Kudos

The idea of employee recognition seems as natural as breathing. Who wouldn’t want to recognize a job well done? But the truth is, effective workforce recognition doesn’t just naturally happen. That’s why it pays to invest in a thoughtful recognition strategy.

Why a Strong Recognition Strategy Matters

If you follow leading workplace management trends, you know the case for recognition is compelling. For example, according to recent Gallup research:

  • Employees who say recognition is important to their organization are nearly 4x more likely to feel strongly connected with their culture.
  • When employees receive great recognition, they’re 20x more likely to be engaged than those who aren’t effectively recognized.
  • Among employees with successful recognition programs, 72% say their performance is acknowledged, even on “little things.”

Clearly, employers can’t afford to leave employee recognition and engagement to chance — especially in today’s complex hybrid work environment. But what exactly does an effective recognition strategy look like? Join me as I dig deeper with an industry expert on this episode of #WorkTrends…

Meet Our Guest: Karim Punja

Karim Punja is the COO at Kudos. As a CFA charterholder with over 15 years of experience at multiple global tech companies, Karim has found his sweet spot at Kudos. That’s because it’s a dynamic HR tech venture where data-based decisions are made at the speed of change, and everyone at Kudos is focused on improving the world of work.

With his business acumen and first-hand understanding of tools that enhance the modern employee experience, Karim is an ideal source for advice on how to develop a successful employee recognition strategy.

To learn more, check these highlights from our discussion…

Building a Recognition Budget

Welcome, Karim. Let’s begin with funding. Recognition programs should be planned, funded, and measured, just like any other business initiative. But how do we build a budget for this?

Well, a typical benchmark for a platform-supported program is 1-3% of payroll or of an employee’s salary.

But this is not necessarily a one-size-fits-all approach. You also need to consider your organization’s culture and recognition strategy.

What’s the split between hourly and salaried workers? Are your teams mostly remote workers or deskless workers? Plus, you’ll want to consider whether you’ll want to use a recognition platform to supplement income through rewards.

In addition, you may already be doing things you can consolidate into a recognition and engagement platform. For example, do you offer spot bonuses? And how do you manage birthdays and milestones?

Why Management Involvement is Key

What other elements should a recognition strategy include?

One of the most critical keys to success is getting managers on board early as stakeholders who take ownership of system adoption and usage.

We know this from analyzing our own clients. When managers are highly engaged with our system, monthly participation among non-managers is 3x higher than groups where manager engagement is low.

How a Recognition Strategy Creates Value

How should HR professionals communicate the value of employee recognition to senior leaders and others?

Measurement is an important attribute, because it speaks to the core philosophy that “you can’t manage what you can’t measure.”

With an employee recognition system, you can get measurable insights into employee wellbeing. And when you overlay that with engagement surveys, you can compare the data and see the impact of your culture over time.

I like to talk about the value of employee engagement metrics as a leading indicator of organizational health. Whereas surveys are more of a lagging indicator, because they provide a snapshot of sentiments that have led up to a particular point in time.

So, because a recognition and engagement platform provides real-time metrics and trends, it gives you a leading indicator of sentiment. This means you can use those actionable insights proactively, rather than reactively…

 

Learn More About How to Develop a Successful Recognition Strategy

Listen to this full #WorkTrends episode on Apple Podcasts, on Spotify, or wherever you tune in to podcasts. And while you’re there, be sure to subscribe so you won’t miss future episodes.

Want to continue this conversation on social media? Follow TalentCulture or use our #WorkTrends hashtag anytime on Twitter, LinkedIn, and Instagram. Let’s talk!

The Power of Personalized Service in Business - #WorkTrends Podcast

The Power of Personalized Service in Business

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Sponsored by Social Flowers

When was the last time you received flowers? If you’re like me, a fresh bouquet always makes a memorable impact, especially if it’s filled with your favorite flowers in colors you love. That’s just one example of personalized service in action — but the possibilities are endless.

Personalization: The Popular Choice

Over the years, we’ve come to expect more than one-size-fits-all in our personal and professional lives. We want products and services that meet our unique needs and desires.

In fact, according to research by Deloitte, more than 50% of consumers say they’re interested in customized products — and more than 20% are willing to pay more for those products. No wonder so many organizations are stepping up to this challenge in innovative ways!

But exactly when do personalized solutions make sense? Today, we’re shining a light on one example, with a guest who uses high tech to provide a very cool high-touch customer experience. And if you want to give it a try, he’s happy to help…

Meet Our Guest: Brian Gomes

Brian Gomes is the CEO of Social Flowers and Florist One. He began his career as an engineer, working as an e-commerce developer at the company he would eventually lead. He is passionate about using creative technology to improve lives, and he believes in the importance of giving back.

Since it was founded in 1999, Florist One has delivered more than 1.5 million flower orders. Impressive! So, why are these companies thriving under Brian’s leadership? Personalization is only part of the story.

For highlights from our conversation, read on…

Not Your Father’s Floral Delivery

Welcome, Brian. Tell us about the service your company offers. Why is it so special?

Social Flowers is a different way of sending flowers. Normally, you need a delivery address. But with us, you don’t. All you need is an email address, a mobile number or a social media account.

This makes the process so much easier. Just think about all the people in your life. You know them, but you don’t necessarily know where they live.

We keep all the information private and we deliver anywhere in the U.S. or Canada, through local florists.

Top Flower Delivery Trends

Nice! I’m curious. What trends are you seeing in terms of who’s sending flowers these days?

Our most popular niche is dating. That makes sense because, in the early stages of a relationship, you’re not likely to have someone’s address, but you probably have their email address, or know where to find them on social media.

That’s all you need to send flowers while respecting and maintaining someone’s privacy.

We also see more business-related interest. For example, it’s an easy way to thank people, or celebrate an accomplishment, or even express sympathy in a professional context.

Next-Level Personalized Service

And now you’re adding even more personalization? Tell us about that…

Yes. Now we offer “sender’s choice” and “recipient’s choice” options. In other words, when you order, you can decide what kind of flowers to send.

However, if you aren’t sure what the recipient wants, you can set the price, but let the recipient choose the colors, flower types, and container they prefer.

Why a Personalized Approach Matters

Why do you think personalization is so important in business? 

It’s important because it means customers get what they really want. In our case, people can express themselves and be creative, so they can take pride in what they’re giving. Also, people feel special when giving or receiving something unique.

And for business, a personalized approach helps you build brand awareness and stand out from competitors. You can gain loyalty from that and be perceived as a company that listens….

 

Want to Try Personalized Flower Delivery?

Reach out to employees, customers, or others in your sphere and get $30 off your first order:
Create a Social Flowers account and get started now!

 

Learn More…

Listen to this full #WorkTrends episode on Apple Podcasts, on Spotify, or wherever you tune in to podcasts. And while you’re there, be sure to subscribe so you won’t miss future episodes.

Want to continue this conversation on social media? Follow TalentCulture or use our #WorkTrends hashtag anytime on Twitter, LinkedIn, and Instagram. Let’s talk!

(Also, don’t forget to create an account at Social Flowers and receive a $30 credit on your first order!)

What Does the Voice of the Employee Say About Your Culture?

What Does the Voice of the Employee Say About Your Culture?

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Sponsored by WorkForce Software

Employers, you know the story. For years, organizations have been struggling to engage and retain employees, yet few have really moved the meter. So, how do the best employers succeed? Some say the answer lies in listening more closely to the voice of the employee. Why?

Here’s what statistics say:

  • 90% of workers told Achievers they’re more likely to stay at a company that seeks feedback and acts on it. Yet 67% rate their organization as only “okay” or even “horrible” at doing this.
  • According to a Gallup survey, 52% of people who resigned say those in charge could have done something to prevent them from quitting. But only a third actually discussed their disenchantment with their manager before they left.

It is time to lean in and listen to the voice of the employee more closely and more continuously. But what should that look like in a modern work environment? This question is super important. And that’s why we’re talking about it today with an expert in the psychology of work…

Meet Our Guest: Angelina Sun

Today, we welcome back Angelina Sun, PhD, WorkForce Management Solutions Director at WorkForce Software. With extensive experience in multiple industries, she is deeply interested in innovative ways to build and sustain healthy organizational cultures.

In her current role, Angelina focuses on helping leaders more effectively manage and communicate with employees – especially deskless workers. Angelina’s finger is clearly on the pulse of modern workforce challenges and opportunities. That’s why I asked her to join us earlier this year to discuss the state of today’s deskless worker experience.

But this topic is much bigger than just one podcast episode. So I invited Angelina to return so we could dig deeper. Here are some highlights from our latest conversation…

Defining the Voice of the Employee

Welcome back, Angelina! What is the voice of the employee, and why is it so valuable in organizations?

People often think of the voice of the employee in terms of responses to staff surveys. But it’s more than that.  It encompasses all their feelings, perceptions, and experiences. And it includes all communication channels.

There are so many ways you can tap into the voice of the employee. For example, you can learn by paying attention to team meetings, one-on-ones with managers, service sentiment, and information sharing at company gatherings, interviews, focus groups — anywhere you gather feedback.

The Need to Feel Heard is Universal
You’re so right, Angelina. This extends far beyond employee surveys…

Everyone wants to be heard and valued. Whether we are office-based, remote, hybrid, frontline hourly workers or shift workers, we all want to feel like we’re doing meaningful, purposeful work.

But for deskless workers, the voice of the employee has a unique operational focus. Because these workers are closest to production or customers, their feedback is crucial. It helps identify what’s really happening in the workplace or with the customer experience, so we can take action and improve.

Technology’s Role

How can technology, especially mobile, help create a more seamless communication flow between employees and employers?

You know, smartphones are an essential tool for managing our day-to-day lives. This is why organizations really should employ these powerful, pocket-sized supercomputers to connect with frontline workers.

In fact, our research reveals that 45% of employees would prefer to receive training and information on their mobile phone. Yet only 20% of them actually have this option.

Improving the Communication Process

What are some of the best ways employers can select a communication vehicle and make it work for everyone?

The biggest obstacle is adoption. Why? Because deskless workers don’t sit or stand in front of a computer all day to check email and respond.

So if you want a successful solution, it must integrate into the technology deskless workers are already using in the field or on the shop floor.

We are not just talking about a simple chat system. It should be workflow-driven. It should help people get their job done and make it easier to manage schedules and work-life balance, while also helping managers have the right conversations with the right people at the right time…

 

Learn More About the Voice of the Employee

For more insights about how your organization can benefit from listening to the voice of the employee, listen to this full #WorkTrends episode on Apple Podcasts, on Spotify, or wherever you tune in to podcasts. And while you’re there, be sure to subscribe, so you won’t miss future episodes.

Also, visit WorkForce Software anytime for details about the company and its modern workforce management suite.

And whenever you want to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!

How to Become a Great Manager (And Why It Matters) - TalentCulture

How to Become a Great Manager (And Why It Matters)

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Sponsored by The Culture Platform

You probably know at least one great manager. Maybe you’ve even worked for that person. If so, I imagine it was a fulfilling experience. How do I know? It’s a safe bet because research tells us just how deeply managers influence our work experience. For instance:

  • Gallup says managers affect employee engagement and performance more than anything else. In fact, 70% of the variance in a team’s engagement is determined solely by its manager.
  • A Stanford study found that productivity increases by as much as 50% when employees move from a manager with “average” capabilities to a high-quality boss. Not surprisingly, retention is also higher among those with better bosses.

Sadly, great managers are a rare breed. But we can change that. First, we need to understand what it takes to be the kind of manager everyone wants to work for. And that’s exactly what we’re exploring with a management development expert on today’s episode of #WorkTrends…

Meet Our Guest: Ron Ricci

This week, I’m thrilled to welcome a long-time friend of TalentCulture, Ron Ricci. Ron is the founder and CEO of The Culture Platform, the foremost data-based system to measure, manage, and magnify organizational culture.

With more than two decades of experience in leading large teams, Ron is an expert voice on management best practices. Previously, he held multiple senior leadership roles at Cisco, where he managed more than 5,000 employees.

Because he is so passionate about helping managers succeed in what he calls the “post-everything” era, I know Ron has a wealth of ideas to share. So let’s get started!

The Anatomy of a Great Manager

Welcome, Ron. What did your successful career at Cisco teach you about being a great manager?

I knew I was only as good as the people on my team — so to attract the best people, I needed to be a great manager. And to be a great manager, I learned that I had to be really good at setting clear expectations for people.

Being a manager is probably the toughest job in any organization. You sit between leadership’s expectations and your people’s expectations. That’s why it’s critical to be a strong expectation-setter.

Factors Affecting Managerial Success

Why do so many people fail in management roles?

I think this happens for two reasons:

First, being a manager is hard because it involves human-to-human communication. It takes a lot of courage to be a great manager. You have to tell people the truth. You have to follow through on your word. You have to hold people accountable.

So folks fail because they don’t understand how hard it is or how to develop an effective communication style.

Also, I think companies contribute because they’re often very inconsistent in how they act and behave. We’ve all seen it. Companies start a project, then stop it. They launch an initiative, then they don’t fund it. They don’t measure things consistently. Or they don’t have a calendared process to hold people accountable.

Managers need to challenge their company to do better. If companies operate more consistently, managers can do a better job of helping people see future opportunities and move in that direction.

Unsung Heroes

I really feel for anyone who is a manager these days. We talk nonstop about employees and leaders, but managers are left behind…

Good point, Meghan. Over the past few decades, organizations have emphasized leadership and over-invested in employee engagement — and it hasn’t gotten us anywhere. Meanwhile, we’ve under-invested in manager training and development.

We have to stop doing something to do something else better. We have to decide that the manager role is more important. We need to help managers improve how they set expectations, so their employees fall in love with their job and kick ass in whatever their role may be.

In my opinion, this is 20 years overdue.

The Manager’s Toolbox

I’m glad you offer a resource called The Manager’s Toolbox. What’s inside?

Rather than over-emphasizing technology, the toolbox focuses on developing the human-to-human communication process every great manager needs. It’s based on three elements:

1) How to align company priorities with a job role.

2) How to measure something people are doing so you can communicate with facts.

3) How to set priorities and make sure you measure things in a consistent way across the organization so there’s no ambiguity.

You can’t really replace this kind of communication with technology. It’s a process.

 

Learn More About How to be a Great Manager

For more insights about developing better managers, listen to this full #WorkTrends episode on Apple Podcasts, on Spotify, or wherever you tune in to podcasts. While you’re there, be sure to subscribe, so you won’t miss future episodes.

To get a copy of The Manager’s Toolbox, send an email request to Ron at TheCulturePlatform@gmail.com. Also, visit The Culture Platform anytime for details about the company or to schedule a demo.

And whenever you want to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!

Are we missing a rare opportunity to build better workplaces? - Learn from hybrid work experts on this #WorkTrends podcast with host Meghan M. Biro

Are We Missing a Rare Chance to Build Better Workplaces?

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For nearly four years, the pandemic and economic upheaval have dealt employers a one-two punch. But the worst is behind us now. This is an ideal time for bold moves that improve the future of work. A few employers are leading the way with new hybrid work variations. Others seem intent on returning to pre-pandemic office norms. And many more aren’t sure what to do. I think we should start with a more strategic question: What will it take to create better workplaces? Let’s talk about it.

What Do “Better Workplaces” Look Like?

The answer depends on where you look for insight. Terms and metrics differ by source. And the context of work keeps changing all the time. When we’re drinking from a firehose of confusing information, how can anyone define the goal, much less develop a useful roadmap?

First, let me clarify my own terms. When I say “better workplaces,” I’m not necessarily talking about a physical office or a classic 5-day workweek. It is wherever and whenever employees show up to fulfill their shared mission, vision, and goals.

What matters most isn’t the location or time of day. It’s about knowing what’s expected of you and being empowered to work productively with other team members. At least that’s what employees say.

What Leaders Want

On the other hand, if you read the headlines, you might think the only thing that matters to executives is bringing people back onsite at any cost.

  • Even in 2021, over 75% of top executives told McKinsey they expected employees to return to the office for most of the work week — despite the fact that most people said they wanted to work from home most of the time.
  • Then in a 2022 Microsoft survey, 82% of decision-makers said getting employees back to the office was a major concern. But why was this so important? Apparently, trust was a key issue. In fact, only 12% of leaders told Microsoft they were fully confident in their team’s productivity, even though 87% of employees said they were productive.

But here’s a news flash: Despite employers’ return-to-office push, recent research reveals that executives don’t expect remote or hybrid work to decline. In fact, senior leaders predict in-person work to drop from 76% this year to 73% by 2028, while total virtual and hybrid employees are expected to grow from 24% to 27% during the same timeframe.

Better Workplaces Are Flexible

I’ve said it before, but apparently, some people need a reminder. Flexibility is the future of work. And a majority of employees agree.

In other words, when given a choice between in-person and remote work, many people say they want the best of both worlds. For example, Microsoft found that 73% of employees want remote work to remain an option, while 67% want more in-person time with their teams. Other studies show similar interest in hybrid solutions. And increasingly employers are responding with creative flexible options.

How Can Modern Technology Help Build Better Workplaces?

So, knowing flexibility is essential, what does it take to ensure a seamless, productive employee experience, no matter where people are located on any given day? I’m reminded of a #WorkTrends podcast conversation I had several years ago with two work tech visionaries — technology strategist, Christian Reilly, and industry analyst, Maribel Lopez.

Both emphasized the need to support a sense of connection and community, wherever people may be working. Modern technology helps employers accomplish this while reducing the uncertainty managers often feel when team members are working remotely…

We explored a variety of questions about digital transformation and the future of work. And as I look back, the answers still resonate today:

Modern Organizations Rethink Their Toolkit

How can employers embrace innovative technology to keep up with disruptive changes in work practices and organizational culture? Christian says the ideal strategy should realistically consider existing business and technology limitations and realities:

For hybrid or full-time remote work support, it’s extremely cumbersome to pretend that the platform you’ve historically used in an office environment is sufficient for work that reaches beyond office boundaries.”

Maribel adds:

When workplace tools are more intuitive and easy to use, employees see value in them. If technology makes their job easier, they’re much more willing to embrace it. The biggest mistake an employer can make is to hang on to legacy tools that aren’t modern.”

The Right Tech Sparks Inclusive Innovation

Strategies that modernize IT include migration to the cloud, adoption of software as a service (SaaS) solutions, and digital workplaces. Citing a Citrix research research report, “The Era of Hyper- Innovation,” Christian noted the impact that modern technology can have on employees. For instance:

93% of survey respondents said increased digital collaboration has led to more diverse voices from across the organization being heard. Also, a greater range of ideas for innovation have surfaced.”

Powerful Tech Empowers Organization to Adapt

During the pandemic era, many organizations have quickly pivoted to embrace change. Others have been a bit slower to act. Maribel says that if your organization isn’t agile, your competitors will eat your lunch. But technology provides a powerful way to level the playing field for organizations of all sizes:

Now, every organization on the planet has access to amazing technology at a fairly affordable price. If you’re willing to adopt technology, then it becomes more about your product, your services, and your ability to understand customer needs.”

Modern Technology Makes Work Accessible to More People

Technology is also removing barriers to work. Now, a much more diverse workforce can participate in the workplace with fewer constraints. And more employees are able to develop skills and engage directly in workflows of all kinds.

In the past, employees relied on skilled colleagues to help them do their job. (For example, think of typing pools, for those old enough to remember them). Now, technology empowers many more employees to accomplish more, themselves.

Every individual can take control of how they work because they have the tools to do so. This is a tremendous opportunity to use technology for good in the future of work.”


Related Notes From Other Work Tech Leaders

Over the past few years, many more leaders have shared their perspectives in #WorkTrends conversations, as well. For instance:

 

Jeetu Patel, EVP and GM of Security and Collaboration, Cisco:

The future of work will be hybrid. This “mixed mode” reality will be harder to manage than when everyone worked in the office because there’s more opportunity for people to feel left out. But hybrid work also lets people of all types feel like they have a level playing field.”

Reid Hiatt, CEO, Tactic:

The key to hybrid work productivity is providing transparency into what’s going on at the office. That way, before people make that commute…they understand what type of experience they’ll have when they get there.”

Melissa Puls, SVP and CMO at Ivanti:

Employers have to change their talent mindset and methodology. That includes not only the flexibility of a work environment, but also the technologies we use to enable employee experience. Tech that supports and secures all environments an employee wants to work in will no longer be a differentiating factor, but the norm.”

Also, for more timeless work tech insights from Maribel and Christian, check out this related #WorkTrends podcast episode from several years ago.

Employers, Is Your Talent Pipeline Prepared for Turbulent Times? Learn how you can operate with more resilience in this #WorkTrends podcast

Is Your Talent Pipeline Prepared for Turbulent Times?

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Sponsored by Toptal

In today’s fluid business environment, employers are still struggling to find the right kind of talent when they need it. But what does it take to build a truly flexible, modern workforce? It takes a creative strategy and a nimble game plan. For example, a growing number of companies rely on a remote talent pipeline that scales up or down with their organization’s requirements.

In this podcast episode, we explore how employers can improve organizational resilience by tapping into a diverse pool of qualified specialists whenever the need arises…

Meet Our Guest: Vicky Mackie

This week, I’m excited to speak with Vicky Mackie, SVP of Talent Operations at Toptal — the world’s largest fully remote workforce of top talent that enables companies to scale their teams. Vicky plays a central role in matching clients with talent who have specialized expertise, on-demand.

Prior to joining Toptal, Vicky honed her strategic and operational acumen as a management consultant at Bain and Company, where she helped executive teams in multiple industries tackle their most pressing issues.

With her depth of experience, I know Vicky has loads of helpful advice to share about talent strategies that support business agility. So let’s get started!

Why a Flexible Talent Pipeline Is Essential

Welcome, Vicky. The concept of a flexible workforce seems to be gaining even more popularity now. Why do you think this model works so well, especially in an unstable business climate?

When building a talent pipeline, great leaders rely on data. What metrics are we trying to hit? What projects will help us reach those goals? From there, you can build out your recruiting pipeline over the next 6 months, 12 months, 18 months.

But although planning is still very valuable in an unstable environment, you can’t always predict the future. So the option of a flexible workforce helps supplement full-time workforce planning. It also helps fill gaps when things are uncertain or unexpected.

For example, you can flex capacity up and down as needed. Or you can tap into highly qualified talent much more quickly. Or you can find a new type of talent that matches growing demand for emerging technologies, like AI and Generative AI.

Linking Flexible Talent With Remote Work

How do you see talent management evolving with the shift to remote work and the need for flexible talent?

Research by Manpower Group says almost 80% of companies face talent shortages today. And with the pandemic, companies saw firsthand how effective remote work can be, right? Now, more processes and technologies are available than ever to make that experience incredibly smooth.

So, to attract talent that will differentiate your company, you need to leverage remote work. You’ll not only find and attract the best talent, but also retain them.

And because you’re not limiting yourself to a specific geography means you’ll have access to capabilities you may not have had in the past.

Staying Productive Through Change

While building a flexible remote pipeline, how can employers maintain quality and productivity?

First, make sure you rely on a vetted network. By ensuring the people in your talent pool are really experts in their field, you remove the risk of working with contingent talent.

Also, you’ll want to be sure you’re considering the broadest, most diverse pool you can find, so you’re able to choose the best available talent for each role.

Lastly, it’s important to build a culture around outcomes and results. When you’re in the office, you can see people doing the work. A remote environment is different. So focusing on outcomes helps people produce high-quality work without micromanagement.

How Work Culture Fits In

That point about culture is key. It’s important from the outset, right?

That’s right. You want to treat flexible talent as part of your team. They are part of the solution to the problem you want to solve. They’re the experts. And they want to be partners with you.

So you’ll want to be very clear about what success looks like. Investing in that kind of onboarding will improve the experience for everyone.

 

Learn More About Building a Strong Talent Pipeline

For more insights about how your organization can benefit from a flexible talent pipeline, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts and Spotify.

You’ll also find a wealth of helpful insights and resources for employers on the Toptal Blog.

And anytime you want to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!

Using Employee Perks to Beat Inflation

Using Employee Perks to Beat Inflation

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Sponsored by Abenity

Employee perks are like mom and apple pie. Who doesn’t love them? Still, employers may hesitate to invest in “extras” like perks programs in this shaky economy. But perks and discounts are much more than just a fun way to help employees feel special. They’re also a smart talent strategy.

Want proof? Here are several impressive statistics:

  • 60% of job seekers told Glassdoor that perks are a big factor when they’re choosing to accept a job offer.
  • When companies prioritized employee engagement (including meaningful benefits and perks) 31% saw increased productivity, while 80% saw reduced turnover, according to Brandon Hall Research.

Perks Aren’t Just for Big Companies

You may be thinking only large-scale employers can afford to offer great employee perks. Or if you’re on a tight budget, you may think offering a complete program would be too costly. But actually, that’s not the case. If you check out this podcast conversation, I think you’ll be pleasantly surprised…

Meet Our Guest: Ben McIntyre

I’m excited to introduce you to Ben McIntyre, Client Success Manager at Abenity — an innovative employee perks and discounts company. Ben and his team help organizations of all sizes provide employees with meaningful savings that help stretch their earnings further. This means employees can afford more necessities and nice-to-haves, as well.

As a big fan of creative perks and benefits, I want to know more. So let’s dig in!

Why Employee Perks Matter

Welcome, Ben. Why are perks and benefits so important now, for employees and employers alike?

As prices continue to rise and employers look to the year ahead, they’re concerned that pay raises won’t be enough to help employees overcome inflation.

But perks can make a difference. They provide added purchasing power, both for things employees need to do, and for things they want to do more.

This crosses into financial wellbeing. But perks tie into other benefit areas as well. Physical wellbeing is an example. Some employers have had to cut back on subsidies for gym memberships and related benefits. But we have an entire health and wellness category that can touch physical and mental wellness.

An Innovative Approach to Perks

You have such a cool platform. I’d love to hear why your founders, Brian and Tim Roland, started this 15 years ago…

At the time, Brian worked for a cell phone service provider, offering employee discounts to large companies. And of course, he wasn’t the only one sharing exciting perks with these employers. But although HR teams appreciated it, they found it a burden to maintain accurate information and communicate with employees about all these perks.

So Brian and his brother built a platform where employers could centralize all their perks and discount offers in one place. It gave merchants and employees direct access to the platform, as well.

Over the years, we’ve expanded on that with our own network of national and local offers. And now, we have over 1 million redemption locations with savings in 12 categories.

Why Some Employers Hesitate

This seems like such an easy, low-cost way to show appreciation. What issues prevent companies from adding employee perks to their benefits package?

One of the biggest obstacles is probably the time people think it takes to offer great perks.

For example, we’re working with a large university that previously devoted a full team member to managing all of its perks. But now, almost all of that person’s time is available for other priorities.

What Undecided Employers Should Know

Right now, I’m sure many organizations are on the fence about investing in new benefit programs. What would you tell them?

No matter what size your organization may be, your employees will stretch their payroll dollars further than the cost of offering this benefit.

For instance, last week I was looking at the savings for a large healthcare provider we serve. Their employees saved $30,000 last year on Disneyland tickets! And that’s just one merchant out of thousands.

Plus this is really flexible. No matter what a person’s income and expenses may be, they always want to save money. And along the way, they want to feel special and appreciated.

Perks can help make that possible.

Learn More About Employee Perks

For more insights about how organizations can make the most of employee perks, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

You’ll also find tons of helpful resources on the Abenity blog.

And anytime you want to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!

What's new about working remotely - and employers are you listening? #WorkTrends podcast with Robert Graham of Poll Everywhere

What’s New About Working Remotely?

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Sponsored by Poll Everywhere

Working remotely is nothing new. Yet somehow, it has changed. Wait. Weren’t we just (finally) getting comfortable with Zoom meetings and 4-day workweeks? What exactly is different? And why should leaders be paying much closer attention right now?

Well frankly, the stakes are getting higher. Even during today’s economic headwinds, the market for qualified talent remains remarkably tight. And let’s face it — if you lose strong people because you don’t see eye-to-eye on remote work, replacing them will be costly, time-consuming, and may even end the same way.

How Can Working Remotely Succeed, Going Forward?

Maybe it’s time to shift your work structure. Maybe not. But here’s the bigger question: Whatever you do, how will you know if you’re moving in the right direction?

Every company is unique — no matter what the work structure may be. The tradeoffs you need to consider are specific to your team. So it makes sense to engage people in honest, open conversations about how to map their work expectations with your organization’s mission and business realities.

How can you make that happen? Let’s talk with someone who understands this process from the inside out…

Meet Our Guest: Robert Graham

Please join me in welcoming Robert Graham, CEO of Poll Everywhere — a SaaS company that offers live online polls and other interactive feedback tools that help organizations gather and act on valuable insights from employees, customers, and other stakeholders.

Robert is a software engineering expert and serial solo entrepreneur who is passionate about empowering his team — all of whom are working remotely. He’s also interested in helping other leaders grow their teams personally and professionally, while building successful companies. I’m interested in that, too, so let’s get started!

What People Want From Work Now

Welcome, Robert. To set the stage, tell me your perspective on the modern workplace. What are you seeing?

We see people being more interested in a relationship with work that is tied to a mission, especially for Millennials and Gen Z. And these expectations are defining what employers need to provide.

There’s a video by Simon Sinek that talks about how we all used to be more involved with “third places.” People were members of a church or a softball team or community groups.

But now we spend a lot of that time online or watching Netflix. So we’re looking to work to fulfill more aspects of our lives.

Motivations Haven’t Changed

You recently published a LinkedIn article about engagement and working remotely. What should employers consider about these issues?

Key features of the modern workplace haven’t changed much. However, our relationship to them has changed a lot, and our context has also changed a lot.

For example, you and I are able to do this podcast remotely. A lot of our work can be done remotely now. And that’s mostly about new tools and processes that make it possible.

But as Daniel Pink says, people are motivated by autonomy, mastery, and purpose. Those things haven’t changed much, even though the environment has changed quite a bit.

So if you want people to feel engaged while working remotely, you need to get them connected to those intrinsic motivators. How do you build a remote culture and teach managers to be effective in that setting? There are so many trade-offs.

The Value of Continuous Listening

How can organizations respond to these changes?

Doing this really well requires curiosity and consistent listening. Because when you try new things you’ll make some mistakes. Or sometimes the context will shift, so what worked previously may no longer be right for your organization or your people.

It’s important to find ways to build systems that encourage new ways of working, and promote people who work effectively when things are changing. That’s especially important if your organization is growing.

Where Listening Fits In

Whether people are working remotely or not, how can listening help improve employee engagement?

Start by asking yourselves if your organization has a clear purpose. Have you communicated it? And do your people believe in it?

And another part of that journey starts with asking your team what motivates them. Do they feel they have autonomy? How can you enable them to be more autonomous? Do they feel they’re able to grow and develop mastery over their work? Do they feel connected to a purpose?

Every organization is going to start in a different place with those questions. And that’s why this process depends on listening.

Learn More About Working Remotely 2.0

For more insights from Robert about how organizations can adjust to today’s changing workplace, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!

Leading Through Change: What Have We Learned?

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Leaders, how are you doing? If you’re feeling weary, I get it. Leading through change is hard. Of course, no one promised it would be easy. But no one saw the pandemic coming, either. Suddenly, it just crashed into our lives and shook us to our collective core.

Covid disrupted everything everywhere all at once. And the virus was only the beginning. Three years later, shock waves continue to roll through the world of work, and we still feel massive reverb. In 2021, it was the Great Resignation. Last year, it was Quiet Quitting. Now, it’s about finding a viable path through the push-pull struggle between return-to-office policies vs. remote work preferences.

On that note, let’s take a brief pulse check. Employers, whatever your current remote work standards may be, how’s that working for you? Moreover, how’s it working for your people?

If you’re ambivalent, you’re not alone. Plenty of organizations are still unsure about committing to long-term flexible work options. But if you think remote work demand is just a passing phase, think again. Just check this chart from Google Trends:

Leading through change - remote work - search interest 5 years - google trends

In short, it means U.S. interest in remote work has never been stronger than today – as measured by the volume of Google searches people conduct each day. In fact, we’ve just reached peak historical interest – 100 on a scale of 0-100. And global interest is growing at a similar rate. Surprised?

But I digress. This really isn’t about remote work, per se. It’s about a deeper issue. Namely, how can we lead through change that’s beyond our control? How can we engage and motivate employees, even in the most difficult circumstances?

Recently, I hunted for some answers to these questions by rewinding the #WorkTrends podcast time machine to June 2020. Three years ago, the world seemed at a low ebb. We were living in isolation. Life seemed sad, volatile, and bleak. Change management felt more like crisis management. But that was the perfect time to compare notes with Doug Butler, who was CEO of Reward Gateway – an employee recognition platform provider.

Doug has seen firsthand how mission, values, and engagement can build or break businesses and work cultures. So I asked him to share some of his best advice. Looking back, his leadership suggestions are still just as useful today…

Leading Through Change: 5 Takeaways

1) Aim for a balance of caution and optimism

When things are tough and circumstances are changing rapidly, communication is everything. Remind yourself and others that you’ve been through serious challenges in the past, so you’ll find a way through this, as well.

Sometimes, the process may be painful. You need to be willing to make mistakes and keep going. But be sure people know that you’ll share what you know, when you know it. Then follow through on that promise.

2) Rebuild and reinforce connections

Be more visible. Show up regularly and be accessible to people, whether it’s virtually or in-person, or a combination. Encourage others to do the same. Video technology helps, but there are two kinds of video to consider:

Virtual meetings are common at Doug’s company. But more importantly, he writes a weekly blog for employees. And during the Covid lockdown, he started including a video summary with each update. People responded well to that personal touch. So all of the company’s leaders began adding a video to their written messages.

3) Make it your mission to sustain engagement

While you’re figuring out how to adjust, it’s important to prioritize team morale and emotional wellbeing. Change naturally takes a toll on people, especially when what’s ahead is unclear. This is another reason why open, honest communication and deliberate action are key.

Doug says this management style is actually very liberating. It’s also the best way to put trust at the center of your culture during difficult times.

4) Recognize the upside of change

Ironically, when things are changing, leaders often see new opportunities. It can open the door to doing things better or doing entirely different things. But Doug cautions leaders not to become distracted by too many opportunities.

You need to prioritize. That’s where listening to others helps. People need to feel like they’re part of the conversation. Listening is another aspect of communication that is essential for the health of your culture and your business.

5) Share your vision for the future

This isn’t about making unilateral decisions and delivering a roadmap. It’s about recognizing that people have a vested interest in the future and inviting them to participate in that discussion. That’s why Doug’s team continuously let people know what was in front of them and what they were considering.

Whatever you plan to do, always frame it with the organization’s mission and values. No one wants to change things just for the sake of change. But with the right context, change can become a powerful way to bring people together.

Leading Through Change: Top 10 “To Dos”

After revisiting that podcast with Doug, I found another source of leadership advice from 2020 that deserves renewed attention. Mark Zuppe, a serial business founder, shared a brilliant article on our blog about how to sustain employee experience during tough times.

In many ways, his advice echoes Doug’s. And I think his recommendations are just as relevant now as they were three years ago. Don’t you?

Tips to Stabilize Employee Experience During the Pandemic

  • Foster transparent communications
  • Keep communications positive and helpful
  • Offer employees ways to relieve stress
  • Adjust your internal processes to the “new normal”
  • Be empathetic and patient with your team
  • Proactively seek employee input
  • Expand inbound feedback channels
  • Promote new safety protocols
  • Help your team recalibrate expectations
  • Recognize the small things

Leading Through Change: What’s Next?

We’ve all had to find ways to keep moving through unrelenting change, for better or worse. We’ve made mistakes and we’ve learned some leadership lessons we never expected to have on our plate. It’s been overwhelming at times. But we’re all better prepared to navigate uncertainty in the future.

Now the question is, will we hold on to those lessons, or leave them behind with our supply of Covid masks? And when the time comes to demonstrate agility again, how will we apply that experience to whatever lies ahead? I hope you’ll share your leadership lessons with me on LinkedIn, or perhaps even in an article or podcast here at TalentCulture.

Menopause at Work What We All Should Know - TalentCulture

Menopause at Work: What We All Should Know

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Sponsored by Peppy Health

When you think of menopause, what comes to mind? If you’ve already experienced this transition, you know the symptoms can disrupt your work life in unexpected ways. (Imagine a hot flash suddenly coming on when you’re leading an important team meeting. Didn’t your body get the memo?)

Concerns like these are causing far too many mid-career women to leave their jobs at a critical stage in their work journey. In fact, research says 1 in 4 menopausal women consider resigning, while 1 in 10 actually do walk away.

This is a double whammy for the world of work. It damages the earnings potential of women in their prime, while simultaneously jeopardizing business momentum for employers. After all, replacing experienced talent is tough — especially in today’s competitive market.

What to do? Let’s dig deeper…

Meet Our Guest: Barb Dehn

Please join me in welcoming Barb Dehn, VP of Menopause and Women’s Health Services at Peppy Health — specialists in gender-inclusive healthcare. Barb is a practicing nurse practitioner, award-winning author and nationally recognized health educator. She is certified by the North American Menopause Society (NAMS), and is also a Fellow of the American Association of Nurse Practitioners (FAANP).

We’re so fortunate Barb is bringing her expertise to us today, so we can learn about the all-too-often underestimated impact of menopause on today’s workforce. So let’s dive in!

The Stigma of Menopause

Welcome, Barb. Why don’t we start by discussing the stigma surrounding women and menopause. Do you think this is a byproduct of ageism?

Absolutely, there’s a stigma. And it directly affects a lot of women for several reasons:

First, we don’t want to let our biology telegraph that we’re getting older. So if you’re having a hot flash or a night sweat, or maybe you’ve noticed a little chin hair, you may feel like you’re not in control of your biology.

Also, you may wonder if others notice you’re not as young as you used to be. You may suddenly go blank in a presentation because you’re one of the 67% of menopausal women who experience brain fog.

We want to be part of a team and we want to be super productive. But that can be difficult if we’re not sleeping well. And sleep issues can last for 3-7 years before menopause even begins.

Linking Menopause With Wellbeing

Since the pandemic, wellness has taken center stage at work. What kind of menopause support can employers provide?

There’s so much companies can do. They may offer health insurance, but it can be difficult to get an appointment with a specialist about menopause-related issues. Even then, specialists sometimes dismiss people or minimize their symptoms.

So employers are stepping up and offering easy access to specialized health-related services for women, men and the LGBTQ community.

The Impact on Midlife Careers

I was surprised to see that 25% of menopausal women have considered leaving the workforce. Why is that?

Women may struggle because they’re juggling other stressors. Perhaps they’re caring for family members — elderly parents or maybe teenagers at home.

But then if their sleep cycles are disrupted by hot flashes or night sweats, they’re up all night. So it’s not surprising when they feel they can’t function.

Resources for HR

So, what kind of resources are available to managers and HR?

Well, listening to this podcast is a start. We need to be open and more curious about this.

Also, an anonymous survey might help you find out what people are experiencing so you can respond to their needs, rather than making assumptions.

Plus, you don’t need to be an expert to offer a safe, open door policy and give people some flexibility when they need it.

And of course, I invite everyone to visit Peppy.Health online, because we have all sorts of free resources, from anonymous surveys to downloadable PDFs you can use to help people talk with their managers about this…

For more insights from Barb about how to help people manage menopause at work, listen to the full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Creating a Culture of Recognition What Works and Why - TalentCulture

Creating a Culture of Recognition: What Works and Why?

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Sponsored by Blueboard

Great employers know that creating a culture of recognition can be a game-changer. An appreciation-first environment naturally attracts high-quality talent and helps people feel more connected with the organization’s mission and values. In fact, research says employees are 69% more likely to dig deeper when managers recognize their efforts.

But creating this kind of culture is easier said than done — especially in today’s challenging post-pandemic world of work. That’s why I’ve invited an expert in employee appreciation and recognition programs to share her expertise with us.

Meet Our Guest: Shireen El-Maissi

Please join me in welcoming Shireen El-Maissi, a seasoned HR and talent acquisition professional who currently serves as Director of People and Talent at Blueboard, a platform that helps organizations implement and manage effective employee recognition programs.

Shireen brings nearly eight years of experience in talent strategy, recruiting, people relations, and employee development to this conversation. And her creativity and enthusiasm for workplace appreciation is infectious. So I invite you to join us as we discuss factors that can make or break employee rewards and recognition…

The Importance of Creating a Culture of Recognition

Welcome, Shireen! Let’s start with a central question: Why do you think creating a culture of recognition is important for all companies?

Human beings need acknowledgement. It is part of our survival. Gratitude helps us connect with something larger than ourselves. So, when appreciation and recognition are built into an organization’s culture, engagement increases.

In fact, companies where appreciation is embedded into the culture see about 6x higher employee engagement and retention.

So when you say thank you — whether that’s verbal or through something like Blueboard’s recognition platform — it creates a much deeper connection with your larger organization.

Linking Recruiting With Recognition
When attracting new talent, where do recognition programs fit in?

Interviews should be a sneak peek into your work culture and the employee experience. That means you’ll want the process to be highly authentic.

Think of interviews as an opportunity to help people understand what it would actually be like to work for your organization. For example, showcase some ways you recognize people by giving them the gift of time and opportunities to experience life outside of work.

Recognition as a Process

Great advice, Shireen! If we oversell or we’re not transparent, we’re not doing ourselves any favors. Because that will come back to haunt us down the road. Why not just be real upfront?

Absolutely. That’s one reason why we conduct “check-ins” with new hires after 30 days, and again at 90 days. A key question we ask is if the job matches their expectations.

Plus, we want everyone to know what Blueboard rewards are really like, so all new hires receive a “welcome” experience on day one. Then at 90 days, we check back to see if they’ve used the experience and ask them what it was like. This helps us verify if these reward experiences are helping them connect with our organization’s broader mission.

Key Metrics When Creating a Culture of Recognition

How can HR get leadership buy-in for recognition programs like yours?

Throughout my career, I’ve focused on how to hire the best people and how to incentivize them to lean into the company’s mission. We know these people can do the job, but what will they contribute if they truly feel valued and connected with the company’s mission?

At Blueboard, we have a spot recognition program that is manager driven and leadership approved. It’s intended to be part of the organization’s broader ecosystem. And programs like this are leading to increased motivation and productivity. That’s the kind of data executives are looking for…

For more insights from Shireen about why and how to create a culture of recognition, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Generative AI in recruiting - peril, promise, or both?

Generative AI in Recruiting: Peril, Promise, or Both?

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Sponsored by Radancy

Generative AI has risen to the forefront of work technology at a staggeringly rapid rate — bringing opportunities for employers to achieve powerful productivity gains. But, as with other disruptive technologies, it is also raising some serious concerns. For example, what are the implications of generative AI in recruiting?

AI-based content creation tools may be relatively new, but they’re clearly here to stay. That’s why it’s important for employers to understand how this technology is changing HR ecosystems, and prepare for its impact on recruitment and hiring processes.

Meet Our Guest: Todd Maycunich

Please join me in welcoming Todd Maycunich, a driving force behind Radancy, a leading talent acquisition platform. During his 17 years at Radancy, Todd has held multiple strategic roles, including VP of Product Innovation and Director of Platform Development.

Currently, Todd serves as SVP of Radancy Labs, where he leads a global insights team that leverages primary and secondary data to understand and address key trends that are shaping the future of talent acquisition. Join us as Todd and I dig deeper into the promise and pitfalls of generative AI in recruiting…

Behind the Rise of Generative AI

Todd, welcome to #WorkTrends! Why such a massive interest in generative AI now?

ChatGPT was released to the public on November 30, 2022. It wasn’t the first conversational user experience that demonstrated the ability to reason — but it was the most popular by far. In fact, it reached 100 million users faster than any other application.

These tools are capturing the imagination. People are suddenly having experiences they haven’t had with conversational bots. And they’re wondering if we are at the precipice of the next paradigm shift in computing. So I understand the hype.

The Downside of Generative AI in Recruiting
What are some of the risks of using these tools in HR – particularly in the recruitment process?

When new technology emerges, so do new problems. That’s particularly true when the pace of technology moves as quickly as AI is today.

But after six months of studying and using this technology in the context of hiring, here’s one of my concerns:

We’re using AI now in many ways to generate content. And that content is training the AI that will ultimately generate content in the future.

I think this poses more risks than opportunities. It creates a homogenization effect, so it’s harder to stand out. This can have a negative impact on brands, among other things.

Avoiding AI-Induced “Sameness”

That’s so scary. I think this tech is wonderful, but the risk isn’t just to recruiting and hiring. It will touch everything, yes?

There’s a lot of energy focused now on making sure some guardrails are put in place. Most companies are already thinking about how to protect their brand and their voice when AI helps generate content.

So the good news is that this is top-of-mind now. And companies like ours are integrating it safely into the talent acquisition process, as opposed to being a little bit fast and loose.

Implications for the Hiring Process

Can this technology make candidates seem indistinguishable by obscuring certain characteristics or attributes?

Yes, this is fascinating. Will it make a hiring manager’s job easier, or harder? I’m torn.

For example, what happens when a candidate uses AI-based writing suggestion tools to communicate with an employer, instead of directly researching the company, the job, or even the hiring manager? Will it make suboptimal candidates seem optimal?

This is a good example of how these tools can make it difficult to see people as individuals…

For more insights from Todd about how your HR team can make the most of generative AI in recruiting, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

How can you design a more productive, people-centered organization? Listen to this #WorkTrends Podcast with successful startup leader, Alex Furman of Performica...

How to Design a More People-Centered Organization

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Sponsored by Performica

In today’s world of work, it’s easy to find two very different types of people — self-promoting “squeaky wheels” whose voices are often the loudest, as well as those who quietly deliver without much recognition. Both bring something to the table. Still, leaders often judge an employee’s value based primarily on their visibility. This kind of bias is a critical reason why it’s important to build a people-centered organization.

But what can leaders do to better understand everyone’s true contributions? And how can they use these insights to develop more engaged, productive teams?

This issue matters, not only now, but for the future of work. That’s why I want to dig deeper with an HR tech innovator and entrepreneur who understands what it takes to design a more productive, people-first work culture.

Meet Our Guest: Alex Furman

Please join me in welcoming Alex Furman, CEO and Co-Founder at Performica, a people analytics platform provider. Previously, Alex co-founded Invitae, where he was responsible for growing the company’s collaborative culture of innovation at scale.

His first-hand experience as a senior business leader with technology expertise makes Alex an ideal guest for this discussion. Join us as we explore how you can leverage technology to build a more equitable and effective work environment…

Designing a More People-Centered Organization

Welcome, Alex! How do you define a people-centered approach to organizational design?

For a truly human-centric organization, we need to understand how people actually operate in the context of getting work done. Historically, we haven’t done that. We’ve thought in terms of org charts, business units, profit centers, and vertical silos.

But people are our greatest asset. And they’re social. The dynamic, cross-functional way people actually work doesn’t show up on org charts.

So to optimize people as an asset, we need to make sure everyone is seen, heard, valued, supported. That means moving away from analyzing org chart boxes and looking through the lens of humans working together.

Finding Hidden Influencers
You say teams rely heavily on “stealth influencers.” Could you tell us more?

As the head of people at a rapidly growing tech company in 2014, I wanted to see who was actually working together in real time. So I asked our engineers to connect our internal systems and create an org graph.

Soon it was clear that we had been over-celebrating those who were good at promoting themselves. Meanwhile, we were under-recognizing quieter “non-leaders” who were actually stronger influencers.

It was humbling. But that was the beginning of a solution to an important problem in the corporate world.

Tech’s Role in a People-Centered Organization

How can technology help leaders build a more people-centered organization?

We all know people are a company’s biggest asset. At most companies, 75-85% of expenses involve things like payroll, office space, travel and entertainment.

But people are also our biggest liability. We see this when cultures go sour and top performers start leaving. It becomes hard to attract talent and this can cripple a company.

But truly knowing your people and how they work is like a superpower. For example, one of our customers is going through significant change management. In this company of 1000 people, we identified only 24 people who are driving about 50% of employee sentiment and engagement.

So we’ve worked with senior management to target their interventions through that group of influential people. Now we’re seeing a massive and very measurable positive effect.

For more insights from Alex about how you can build a more people-centered organization, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

What Do Deskless Workers Need in an Employee Experience?

What do Deskless Workers Need in an Employee Experience?

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Sponsored by Workforce Software

Most HR and business leaders know that their employee experience profoundly influences organizational success. It shapes morale, productivity — even the bottom line.

So, if you want to improve the future of work, it’s time to think outside of the standard office “box” when you think about employee experience. Why? Consider this fact: A whopping 80% of the world’s workers don’t even sit behind a desk. Instead, these deskless workers show up each day on the frontlines of healthcare, hospitality, manufacturing, transportation, and other industries.

It makes sense to offer these workers an employee experience that meets their unique needs. But what exactly do they want? That’s a good question. And it’s why we’re exploring this topic today with an expert in the psychology of work…

Meet Our Guest: Angelina Sun

I’m excited to welcome Angelina Sun, PhD, Workforce Management Solutions Director at Workforce Software. Angelina has worked in various industries, including education, consulting, computing, electronics, e-commerce, and enterprise software.

In her current role, Angelina focuses on how to manage and communicate effectively with deskless workers. She’s inspired by technologies that offer intelligent and innovative responses to social changes and contemporary workforce issues. And I think she’s the ideal person to talk about how employers can better address the interests of deskless workers. Please join us as we explore this topic…

Defining Employee Experience

Welcome, Angelina! What would you say employee experience means for shift-based deskless workers?

The concept of employee experience is interpreted in multiple ways. I think of it as all the individual moments and interactions along an employee’s journey, as well as their perception of those moments.

For deskless workers, it’s about meeting their expectations for better pay, schedule flexibility, and work-life balance. They want to feel better informed and more fully supported. And they want to know that they are heard.

Deskless Realities
Could you tell us more about the challenges these workers face?

Our research found that 50% of deskless workers deal with weekly shift changes. And the same percentage receive their schedules at most one week in advance. This means their employee experience is constantly falling behind.

These people need more work schedule flexibility. They need multiple training options. And they need to have a voice in their work.

These are real issues that organizations must address to improve the employee experience for deskless workers.

Technology’s Role

How is technology helping organizations address these needs?

Improving employee experience definitely requires more than human effort, alone. The right tools and technology are certainly a critical enabler.

For most deskless workers, that means going mobile. If resources are directly available where they’re working, they don’t need to go out of their way to find information, or have to email their colleagues and managers. In fact, most deskless workers don’t even have a work-specific email account.

Benefits of Supporting Deskless Workers

Your point about email is so important to keep in mind!

Absolutely. These people are doing their jobs on the shop floor or behind the wheel, so they don’t have access to a computer. Their requirements are very different.

But organizations that optimize the employee experience for deskless workers report 18% higher productivity, while reducing turnover cost by 25-59%.

They also see improvement in key business performance metrics…

For more insights from Angelina about how to improve the employee experience for deskless workers, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Does Everything at Work Seem Urgent? Let's Fix That. Learn better ways to apply pressure for better time management and performance in today's hybrid work cultures.

Does Everything at Work Seem Urgent? Let’s Fix That

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Three years ago, the pandemic lockdown triggered a wave of relentless workplace change. Over time, we’ve all had to revamp our attitudes, expectations and behaviors when it comes to productivity and how we get work done. Yet, some people treat nearly every action item as an urgent priority. And this mindset isn’t serving anyone well.

Why is workplace urgency still so widespread? And how can we let go of this counterproductive behavior? Experts say progress is possible, if we wake up and deal with the problem when it arises. But that’s not always easy, especially in our new work environment.

What’s Changed? Where We Work

  • Globally, 16% of companies now rely on a fully remote workforce, with 62% of employees saying they work remotely at least part of the time.
  • Employees see multiple benefits from this increased flexibility. Although remote work no longer looks the same as it did in the early days of Covid, surveys say that up to 90% of employees feel they’re at least as productive when working from home.

What exactly is behind this enthusiasm for remote work? It’s not just about less commute time and improved quality of life. It’s also about efficiency and effectiveness. For example, many remote workers experience fewer interruptions and enjoy more freedom to engage in “deep work.” But that’s not all.

Does Distance Diffuse Urgency?

I suspect many people prefer working at a distance because it also helps them feel less susceptible to what #WorkTrends podcast guest Brandon Smith calls “the urgency epidemic.” In other words, too many managers say a task is “urgent” when a rush really isn’t required. This is an especially irritating aspect of office life. And it’s all too common.

Think about it: When was the last time you faced an unnecessarily urgent work demand based on a leader’s unrealistic expectations? Yesterday? Last week? How did you respond?

Brandon sees this pervasive sense of urgency as a sign of managerial dysfunction. He should know. He’s an expert on leadership communication. So that’s why he wrote the book, The Hot Sauce Principle. He’s on a mission to help managers recognize this problem and help their teams heal from its toxic impact.

An organization’s most precious resource isn’t money. It’s time. So, as Brandon says, when everything at work is always urgent, it creates “a Petri dish for anxiety.” And over time, if employees and managers aren’t careful, it leads to a decline in efficiency and quality of work.

Unfortunately, this is rampant in today’s work settings. But it clashes with remote and hybrid work cultures in multiple ways. Here are Brandon’s tips to help us all understand and resolve the “urgency epidemic.”

How to be Productive Without Making Everything Urgent

1) Realize that time pressure creates stress

Time management has always been a challenge. It turns the clock into an ever-present source of stress. Yet too often, managers use urgency as a tool to get things done. The result: People become so overwhelmed with stress that their efficiency slips and their quality of work declines.

2) Think of urgency as hot sauce

I love a strong visual metaphor. Brandon’s hot sauce concept is perfect. While conducting research for his book, employees told him it felt like “hot sauce was being poured on everything.” What a powerful way to describe the effect of unnecessary pressure!

3) Honor the line between motivation and migraines

Most managers use urgency as a motivator. That’s not always a bad thing. In the right circumstances, it can inspire teams to come together and align around a common goal. It can shape a sense of mission and purpose when working on a short timeline. But it can’t be the norm.

When everything is treated as urgent, it can trigger needless headaches, missteps and disengagement. It’s just not reasonable to work full-tilt in crisis mode all the time.

4) Understand urgency’s diminishing influence

If you’re a leader, think back to your early training. You were likely taught that a sense of urgency is a powerful way to drive an immediate response. Urgency can convince people to jump into action or to change their behavior.

However, modern employees aren’t as readily motivated by urgency. These days, change is a constant — in teams, in technology and in culture. Introducing urgency to the mix doesn’t add value. In fact, it just creates more chaos.

5) Don’t let yourself become numb

We’ve all heard of the boy who cried wolf. If a manager says everything is urgent, eventually nothing seems urgent. Determining which projects are actually urgent becomes impossible, so people simply give up.

Clearly this creates problems for work productivity. But it also undermines a manager’s authority and credibility. Again, the key is for leaders to carefully choose which tasks deserve immediate attention.

6) Pick only five targets

This is my favorite recommendation. Brandon says managers and business leaders should limit how many projects they categorize as “urgent” at any given time. He suggests no more than five to-do items.

As he says, “The best teams, the best departments, the best organizations are executing off of three to five priorities … let everything else just be relief from the heat.”

The Bottom Line

To be sure, continually labeling projects or tasks “urgent” is not a best practice. It may be effective in the short-term. However, it’s also a highly effective way to erode your work culture. That’s because urgency pushes boundaries, and boundaries are critical for a healthy work culture. That’s especially true in today’s new remote/hybrid world of work.

So if you’re a leader, don’t be the kind of person who wants your team to drop whatever they’re already doing to rush in and put out the latest fire on your to-do list. Acknowledge the lines between life and work (unclear as they may be), and home and workplace (virtual or not).

Resist the urge to constantly reorder your team’s priorities. Don’t blindly insist that your priorities are more important than theirs. Regularly take a moment to read the room — even if the room may be distributed across multiple locations. I bet you’ll find that your team starts achieving more and you’ll all be happier for it.

When you train employees do you also boost retention? Find out how to make this strategy work in from FranklinCovey CEO Paul Walker on this #WorkTrends podcast

When You Train Employees, Do You Also Boost Retention?

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Sponsored by FranklinCovey

If you’re involved in hiring or managing people, no one needs to tell you that competition for top talent is incredibly fierce. And keeping teams engaged and motivated is getting more difficult all the time. That’s why it pays to be especially thoughtful and strategic about how you train employees.

This isn’t just my opinion. It’s the conclusion of organizations like SHRM, which found that employees are 76% more likely to stay onboard when their organization has a dedicated process to support workforce learning and growth. Similarly, Deloitte estimates that retention is 30-50% higher among companies with a strong learning culture.

But this begs the question — exactly how can you build and sustain a learning environment that engages people so they want to stay onboard and advance your agenda? That’s the topic we’re exploring today with a brilliant business leader who is also a recognized expert in learning and development…

Meet Our Guest:  Paul Walker

I’m honored to welcome Paul Walker, President and CEO at FranklinCovey! As the company’s chief strategist and operational leader, Paul is committed to transforming organizations and enabling greatness. He actually started his career at FranklinCovey 22 years ago, and has grown and adapted along with the company. So clearly, he knows first-hand how learning and development can help retain top talent. Please join us as we explore this topic:

Connecting Learning With Retention
Welcome, Paul! Let’s dive right in. How is training tied to workforce retention?

Our work with clients and research from others tell us that training is integral to retention for several reasons:

  1. When you train employees, they feel valued because you’re investing in them. And the more valued people feel, the more likely they are to stay.
  2. It helps people perform better. We all want to do our best work everyday. If we need skills to do that, and our employer is helping us acquire those capabilities, it not only helps us do better today, but may also prepare us for something exciting in the future. Again, we feel valued.

How to Train Employees Effectively
What do people really want from work-related training?

There are probably more factors, but over and over again we see employees focusing on these things:

  1. Is it easy for me to access, so I can get the most out of it?
  2. How well does it fit into the flow of my daily work life?
  3. How relevant is it now, and will it prepare me for where I want to be in the future?
  4. Is it useful? Does it actually help me perform better?
How Can You Train Employees for Retention? Join us for a live #WorkTrends Twitter Chat - Wednesday, March 29th - 1:30-2:00pm ET. Follow @TalentCulture on Twitter for questions - and add the #WorkTrends hashtag to your tweets so others can see your comments and interact with you!

JOIN US ON TWITTER!

Choose Learning Metrics That Matter

Retention is important, but what other KPIs should we consider?

When we want to train employees, we need to be sure we’re not just advocating for retention or other objectives that may feel a bit soft to people who make budgetary and strategic decisions. These leaders don’t necessarily see how learning supports what they want to accomplish.

Instead, we need to focus on how learning improves the quality of the team’s results. That’s crucial to the organization’s performance.

We need to talk in the language Deloitte used in its research that says:

  • 92% of companies with more intentional, sophisticated learning develop more novel products and processes,
  • 56% are often first-to-market with products and services,
  • 52% are measurably more productive, and
  • 17% are more profitable.

Make It a Leadership Priority to Train Employees

Absolutely. There’s value here, and our KPIs should reflect that…

I would also say the best organizations have figured out how to ignite a passion for employee learning in their leaders. In other words, people development is a key leadership expectation, and leaders want to be involved in helping their people grow and develop. It’s not just the responsibility of HR or L&D…

For more insights from Paul about how to train employees for retention, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

In addition, we invite you to join our live Twitter chat about this topic on Wednesday, March 29th from 1:30-2:00pm ET. Follow us at @TalentCulture for questions and be sure to add the #WorkTrends hashtag to your tweets, so others in the community can easily find your comments and interact with you!

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Strategic Learning 9 ways to prepare for the future of work

9 Strategic Learning Moves to Prepare for the Future of Work

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In HR circles, we talk a lot about employee development. Often, we focus on its role in improving workforce engagement and retention. But strategic learning is about much more than that.

No question, when employees have an opportunity to add new work skills to their portfolio, they become more motivated and involved in their professional growth. It may well spark a desire to stick around, earn a certificate, and aim for further advancement.

Research certainly supports this assumption. For instance, 76% of employees are more likely to stay with a company that offers continuous training, according to a recent survey by TalentLMS and The Society for Human Resource Management. But these days, we need to recognize the power of learning and development as a strategic business move.

The Value of Strategic Learning

Certainly, employees need the right knowledge and skills to perform well in their current roles. But are you preparing them for tomorrow? Strategic learning looks ahead and introduces new practices, approaches, technologies, and solutions that will drive business success, going forward.

The future of work is unquestionably complex. It will be transformed by automation and furthered by machine learning and AI. If people don’t have the means to evolve and expand their capabilities, we’ll all be held back as the workplace enters uncharted territory.

More Than Just New Skills

Effective learning and development is not just about helping employees acquire new skills. It’s also about embracing learning as a strategic imperative. Over the years, I’ve discussed the importance of this perspective with numerous experts. In particular, one previous conversation stands out.

In 2020, I invited Dickens Aubourg to join me for a #WorkTrends podcast interview. Dickens is a learning and development expert who, at the time, was Director of Client Learning at Paycom:

9 Ways to Elevate Your Learning Agenda

In this interview, we explored Dickens’ perspective on strategic learning — and the 9 points we covered still resonate:

1. Treat employee training as a key business strategy that integrates retraining, reskilling, and upskilling. Ultimately, the goal should be to gain and sustain a competitive advantage through workforce readiness, competence and innovation.

2. In most organizations, learning and development isn’t sufficiently supported. Nor is it defined correctly. Learning isn’t an isolated act of class attendance or content consumption. It’s actually part of the daily employee experience. A mix of ongoing formal and informal learning is essential for effective professional development and performance support — including opportunities for social and collaborative learning.

3. We need to value informal learning for bringing context and relevance to work. It’s a way to improve connection and collaboration within teams and across the workforce, in general.

4. Quantifying and recognizing both formal and informal learning creates experiences that help leaders drive meaningful business impact and results.

5. The shift to remote and hybrid work enables organizations to more easily develop people from within. This is critical in modern work environments.

6. HR products and platforms that focus on learning will be an increasingly important component of the HR tech ecosystem. We won’t be separating learning from other people functions, nor should we.

7. It’s important to remember that, while training is not the only form of learning, it is central to employee development. Training on new tools and processes can be woven into an overall learning program that offers other development opportunities, giving employees a sense of growth and accomplishment, as well as the potential to reach new horizons.

8. Leaders will benefit from a better understanding of upskilling. The best way to do that? Start upskilling high-level managers and others in leadership positions. Ask them to identify gaps in their capabilities and offer pathways for professional growth. Targeting only lower-level employees for upskilling isn’t fair, and it’s actually short-sighted.

9. Continuous learning breeds a more nimble, agile workforce, which is what the new world of work requires. Organizations are constantly incorporating new technology and tools. We saw it during the pandemic, but it’s accelerating now. Individuals and teams must keep pace. A culture of learning supports this.

Top Takeaway: Strategic Learning is About Optimism

Employers can no longer afford to hold back on training, development, educational resources, and a commitment to workforce learning. Not only does strategic learning contribute to HR goals, but it also is essential in helping organizations achieve key business objectives. So, for individuals and employers, alike, this means learning is an act of optimism.

I’ve witnessed this firsthand recently at partner companies that are turning to new approaches and processes for growth and improvement. And as a result, they’re thriving.

So here’s the lesson: Tapping into everyone’s potential for growth is not just wishful thinking. It’s an opportunity to strengthen the employee experience and improve performance, while advancing your business agenda. The sum total? We all win.

Employee Appreciation Day Why Not Celebrate All Through the Year WorkHuman SVP on the #WorkTrends podcast

Employee Appreciation Day: Why Not Celebrate All Year?

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Sponsored by Workhuman

How often does your organization acknowledge team members who deserve recognition? Certainly, Employee Appreciation Day is an ideal opportunity to thank everyone. But an annual pat on the back isn’t nearly enough to move the meter on employee satisfaction, engagement, and retention.

So, what does effective recognition actually look like, and how can Employee Appreciation Day help? According to today’s #WorkTrends podcast guest, companies that get recognition right treat it as an ongoing conversation where everyone is invited to participate.

Makes sense. But what kind of impact can employers expect? The numbers are impressive. For example, research shows that when we regularly acknowledge employees, they’re 90% more likely to be happier at work. They’re also 70% less likely to burn out. And they’re 60% more likely to stay onboard. To find out more about what’s driving these outcomes, tune in now…

Meet Our Guest:  Derek Irvine

Had a blast discussing this topic with Derek Irvine, SVP of Strategy and Consulting Services at Workhuman! Derek is a foremost expert on recognition and the human side of business. I can’t think of anyone who’s better qualified to help us understand how to make each day feel like Employee Appreciation Day. So please join us as we dig deeper:

Why Appreciation Matters

Welcome, Derek! You’ve studied employee appreciation for years. What does science tell us about its value?

Actually, appreciation is like a natural medicine. When someone sincerely thanks us at work, it releases happy hormones. It boosts our health and wellbeing. So in a way, Employee Appreciation Day is like a wellness day.

Unfortunately, however, research says 80% of people aren’t appreciated enough. This means they’re more likely to become disengaged or quit. So this is important. But it’s something we can fix.

Factors That Support Appreciation
How does Workhuman honor Employee Appreciation Day?

Of course, we acknowledge all of our employees and celebrate as a team. But for us, every day is Employee Appreciation Day. So we’re committed to a continuous dialogue. And our reward strategy is built on three foundational blocks:

  1. Fair Pay: People need to feel appropriately compensated for their contribution.
  2. Ownership: We aren’t a public company, but everyone has a real stake in the company’s success.
  3. Recognition: These are the spontaneous moments when we acknowledge people for reaching a milestone or supporting our values.

Appreciation as a Cultural Priority

Spontaneous. I love that word. What other steps can companies take to build a culture of recognition?

In addition to being spontaneous, it’s also important to be intentional. Because most people I talk to agree that they should show more appreciation. And then, other priorities take over, so taking the time to say “thank you” constantly falls from the top of their to-do list.

You’ll want to put a drumbeat in place to be sure this intention won’t slip off of your agenda.

Getting Started

What would you say organizations should do to make Employee Appreciation Day more meaningful for everyone?

Well, it could be a great day to launch your all-year initiatives. So maybe you could recognize people at a special gathering. But then also announce your commitment to change your organization’s habits and explain how you intend to create a culture based on ongoing recognition.

That’s my top recommendation because it will help your organization pivot in a more positive trajectory, and it will have a lasting impact.

Tools That Enhance Appreciation

How can technology help employers make recognition work better?

Using technology to thank people may seem odd. But it can help in several ways.

It can provide a nudge that reminds managers to reach out to people at specific times. But beyond that, with a platform like ours, you’ll create a fantastic repository of all the human connection stories that are happening in your organization.

You also have a huge data pool you can use to understand your culture better. For example, you can ask: What words are people using? What skills are being celebrated? Are particular leaders being recognized for skills we hadn’t seen? Are there dark spots in the organization where people aren’t being thanked at all?

Insights like these can be a powerful way to enhance your work culture with more intention…

For more insights from Derek about why and how to make every day feel like Employee Appreciation Day, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

How Leadership Values Shape Culture - #WorkTrends Podcast

How Leadership Values Shape Successful Cultures

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Leading people is never easy, even in the best of times. But what does it take to build and sustain a successful work culture in this post-pandemic environment? The answer starts with strong leadership values at all levels of your organization.

It’s not magic. It takes intention and effort. But how exactly do you connect the dots between leadership values, organizational culture, and performance? That’s the question we’re exploring today with someone who has devoted his life to helping people understand themselves and others, so they can achieve better business results…

Meet Our Guest:  Gregg Lederman

Today, I’m excited to welcome back New York Times bestselling author, Gregg Lederman. As a sought-after leadership consultant, speaker, and performance coach, Greg understands all too well what helps leaders achieve more in their own lives, and through others. He also knows the pitfalls along the way. Join us as we explore this topic in more depth:

Better Cultures Start With Better Leaders

Welcome back, Gregg! Every organization wants a healthy work culture. So what’s stopping them?

The short answer is leadership at all levels. Simple leadership skills training is no longer enough.

Of course that’s important, but truly great leadership begins from within. That means people need to go through a journey to understand who they truly are as leaders.

If you’ve never taken the time to deal with your fears as a human being, then how will you understand why you’re thinking, speaking, and acting the way you are as a leader? You simply don’t.

Where Leaders Find Insight

You often talk about four truths that guide great leaders. Could you tell me more?

Well, my mom passed away when I was very young. But she left behind a letter that I received when I was 12. It focused on her deepest thoughts about what it takes to live a great life.

Over time, that guidance has evolved into my understanding of what it takes to be a great leader. It’s all based on four truths.

Leadership Truths

So tell us, what are these four fundamental truths?

Well, first, life is a game. And to be a great human or a great leader, you need to play the game by a certain set of rules. Those rules are your core values.

So you make the rules. If you believe in your rules and you follow them, you’re going to win in this game of life.

What “Life Rules” Look Like

Could you share some examples of these rules? 

For instance, I have five core values. They are things like integrity without compromise, patience, and loving and accepting others.

This is not just about building my reputation around these attributes. This is about the way I think, speak, and act as a result of these values. They are truly my guiding light for my behavior on a day-to-day basis.

Connecting Values With Culture

What if your organization’s culture doesn’t match your values?

Great point, Meghan. I encourage leaders to look at where their values align with their organization’s. What does that reveal?

Everybody wants a strong work culture because that’s the foundation of a great customer experience. But you can’t just define your culture and hope everyone delivers on it. You need enough great leaders. That’s why I say the biggest challenge organizations face is a lack of great leadership.

To improve, you must invest in developing better leaders at every level. And leaders need to invest in themselves. You need to take the time to do the work.

How Leaders Improve

So, you say growth comes from various mountains we all face in life and work?

Right. There are seven types of mountains. The challenges are different for each of us and they evolve over time. But happiness is not something you find on the other side of people, places, and things. It comes through daily habits that bring your values to life.

People who live a values-driven life are comfortable in their own skin. They’re happier because they aren’t always waiting for something else to happen.

For more insights from Gregg about how to achieve success in life and in leadership, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

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