Fair

6 Ways Employee Recognition can be Established in a Fair Climate

Sponsored by: Cristaux International

Kids are known for complaining when things aren’t fair. Although professional adults may not be as obvious as children, they do the same thing. Perhaps people worry about fairness because it is crucial to happiness. Any organization can find great success and growth by developing a fair recognition climate, but where does one start?

Fairness incorporates objectivity and human emotions. It’s a tricky balance to hack, but the tips below are meant to help leaders set up fair and effective recognition programs. With a clear strategy and positive culture, a company can grow from the inside out.

Why is Fairness Important to Recognition? 

Fairness helps cut bias and gives employee recognition credibility. By practicing fairness, more team members are inspired to take part in programs and opportunities. This buy-in is essential for including all employees and growing your whole team. Whether developing in-person or remote employee recognition, it’s important to make it accessible and encouraging for everyone. 

A fair recognition climate is a determining factor in establishing and strengthening corporate wellness in your company. It has many benefits considered by itself and from an overall corporate perspective.

 

Fair Recognition Programs

Overall benefits of corporate wellness (©Cristaux.com)

 

6 Ways to Establish a Fair Recognition Climate

There are countless ways to build a fair recognition climate. It largely depends on resourcefulness, planning, and inclusivity. When creating new initiatives, consider the team’s goals and the company’s capabilities. With creativity and collaboration, any organization can develop recognition programs within its means. Fairness is essential to effective recognition. It’s important to use the following tips and to see what works best for your team.

1. Use Employee Data

Choosing award recipients is often the most difficult part of recognition programs. To show fairness, use employee data and talent analytics to guide the decision-making process. Additionally, consider developing programs that are entirely objective. For instance, a years-of-service program celebrates employee anniversaries. This recognition is ideal because it can be achieved by all employees and allows leaders to remain objective.

It’s important to keep track of different data sets including employee start dates, reviews, and quotas. Different information can inspire diverse programs like sales recognition and customer service awards.

2. Allow Everyone to Achieve

Recognition must be a level playing field. From veteran staff members to new employees, everyone must be able to be recognized for a program to be fair. Imagine that an organization is putting together an annual awards program for its employees. Some staff members may not qualify for a specific category, so they must be considered for other awards. For example, new hires can be recognized as emerging leaders. Managers can be honored within their departments.

3. Recognize Consistently

Making recognition a routine for one’s company helps develop positive traditions. Consistency is key to building fair recognition. By sticking to a schedule, everyone shares the same expectations. Also, regularity encourages more people to achieve. Team members learn the routines, see others being celebrated, want that for themselves, and work harder.

Therefore, employee-of-the-month programs are so popular. They capture the importance of consistency and create a structure for employee recognition.

4. Show Appreciation

While recognition honors achievements, appreciation is often unprompted by behavior or actions. Instead, it may look like a catered lunch for a holiday. Small moments like these include staff members who may be struggling to go above and beyond. Also, it shows unconditional support and helps foster a culture of gratitude. Taking time to give genuine thanks goes a long way.

5. Celebrate Diverse Accomplishments

Supporting diversity in the workplace is crucial for growing modern businesses. This way, team members have many ways to succeed within their organization. For instance, consider honoring different departments or soft skills like teamwork and time management.

Consider recognizing personal milestones in addition to professional ones. By doing this, leaders show appreciation for the complex individuals they work with. Examples of what to celebrate include completed education outside of work and growing one’s family.

6. Recognize in Different Ways

Some employees prefer public recognition, while others opt for something more private. Get to know your team by talking with them or sharing a survey for them to complete. Consider asking how they would like to be recognized and what gifts they would like to receive. This way you can be more effective by personalizing your recognition efforts for each person. 

Fairness Makes Recognition Fruitful

The best recognition programs are fair, enjoyable, and inspiring. However, they look different for each unique organization. Like Rome, recognition programs are not built in a day. Take your time to develop what works best for you and your people and see the benefits pour in.

The Great Resignation

The Great Resignation – When Employees Woke Up

2021 turned out to be a year that introduced many new terms into the common vocabulary. One of the most popular terms – The Great Resignation.

  • Pandemic
  • Hybrid Work
  • Non-Fungible Token – and many more 

For the human resource professional, none turned out to be as life-changing as “The Great Resignation”, at least, on the professional front. 

Sure, for HR teams, the pandemic caused a lot of strife. Re-engineering of processes that support the hire to retire Lifecycle of employees, was the need of the hour. Supporting colleagues as the threatening environment led to mental health issues, was equally, if not more, important. Amidst all of this, however, what ended up taking precedence was hiring. Fueled by the aforementioned wave of resignations that corporates witnessed. But, why did The Great Resignation happen? 

Let’s try and understand this by recounting the sequence of events that occurred starting in early 2021.

The Great Resignation – Why?

When the pandemic initially started digging in deeply across the world leading to lockdowns (or curfews or variations, thereof), the expectation was that hiring would stall. That companies facing a business impact would control operational costs by laying off or redeploying their staff. Unsure about the way the economy would play out, most organizations tended to err on the side of caution. Consumers were, after all, expected to become conservative and cautious in their approach.

What happened, however, was quite unexpected. For the most part, consumers changed their behavior while making their purchases. The growing e-commerce world became the gateway to personal happiness in a much bigger way. Unable to visit farmer’s markets and malls, shoppers filled up their e-carts. Clicking away on their screens, keeping the economy going. Restricted from dining at their favorite hangouts, people ordered in, making full use of services like UberEats.

Unexpected Revenue Shifts

Other than in industries like travel and hospitality, executives in most other sectors were pleasantly surprised to see that the dive in revenues and profits was not as sharp as expected. In many cases including technology and healthcare, there was a rise! 

As swiftly as the revenue graphs had sloped downwards, they turned upwards and started reaching new highs! Further waves of the pandemic led to additional learning over the course of the following months. This experiential learning enabled policymakers to change their approach when it came to managing their economies.

At the start of the pandemic, many governments across the world had locked down their entire nations. In more recent times, the preferred approach has been to try and create containment zones whenever there seems to be a fresh outbreak of the virus. This new mechanism of fighting the spread of this disease is extremely beneficial for the world of business. It prevents a complete stop of the production cycle.

So, what has been the benefit of this new reality for our workforce?

The Destruction of Boundaries

For the first time ever in many industries, “human capital” is truly free from the shackles of the physical office space. The past twenty-odd months have shown us that work can continue seamlessly even when carried out remotely. All it needs to keep these running smoothly is an evolution in work practices.

Even in organizations that are in the manufacturing or product space, there are enough roles that can be played off-premises. An additional benefit is the “remote interview”. Candidates can be interviewed virtually (literally and figuratively) at the drop of a hat. No more juggling personal schedules or taking a leave of absence from the current job. Just thirty minutes sculpted out during the day.

The Rise of Digital

A huge reason for the world being able to come out largely unscathed (relative to what was anticipated at the start) is the fact that technology has advanced to a level where the element of distance has been negated. Exploding technologies have been brought into mainstream facilities like video conferencing, showcasing tech-enabled shifts in the way business work is now conducted.

The digital landscape also propelled learning across walls. Aspirational professionals, ranging from fresh graduates to experienced C-suite executives, used this opportunity to pick up new skills and dig deeper into chosen fields of work.

The Availability of Choice

One of the major (positive) side-effects of the pandemic has been the self-awareness that many have gained. This self-realization has encouraged many to decide the operating rules for themselves. From flexibility in terms of work location to flexibility in terms of work hours, workers are looking at customizing the kind of work commitments they make, much like the way they choose to personalize their Subway® sandwich. The talent-hungry corporate world had chosen to play ball – creating work models that suit varied types of individuals. With a shift from ‘pay-for-time’ to ‘pay-for-output’, employees balance their work and personal life, in a more controlled way, putting themselves in the driver’s seat.

Conclusion

In essence, 2021 can be clearly proclaimed to be the year when workers woke up and The Great Resignation started. Truth is that not all may have awakened out of choice. Some amongst us might have been jolted awake by the rude interruption of the dreaded virus, as they found themselves retrenched or having had to leave their work to take care of an ailing family member. But, the end result is the same. It seems, as we get further into 2022, that professionals are indeed awake and about enjoying their days in the sun! What a time to be working!

 

recruitment marketing strategy

How Recruitment Marketing Strategy Can Improve Candidate Experience

How vital is candidate experience to a company’s recruitment marketing strategy? Look no further than a Talent Board study that listed the top three reasons candidates end the application process: disrespect of time (37 percent), poor recruiter rapport (32 percent), and length of the hiring process (29 percent).

Those numbers point to how pivotal creating a positive candidate experience is in attracting qualified, top-tier applicants. Candidates these days can be highly selective, exiting the talent funnel at the first sign of trouble. A customized, memorable experience keeps companies competitive and their talent pipelines brimming. Candidate experience should be a critical element of marketing your company and strengthening brand perception.

The candidate experience in recruiting should provide a picture of not only the duties and responsibilities of a role but also the culture, mission, and values of an organization. It should answer common questions: “What happens after I apply?” “When will I hear back?” “How many steps are involved in the hiring process?” It should set expectations and provide a realistic preview of how candidates move from one phase to the next in the hiring process.

A thoughtful, transparent, and candidate-friendly application experience can be a valuable part of any company’s marketing strategy. Finding the tools and tactics to round that approach into form is essential.

Creating a Positive Candidate Experience With Marketing

Even when you think you’ve perfected your candidate experience, perception doesn’t always match reality. A PricewaterhouseCoopers study found that 49 percent of candidates in high-demand fields turn down job offers due to a poor experience as an applicant.

Employing the right recruitment marketing strategies ensures everyone knows what to expect from the start. These tactics reduce any uncertainty or confusion during the critical stages of the candidate journey where talent can easily be lost. The right candidate marketing strategies also allow you to showcase why someone should choose your organization over other options.

You always want to build a foundation of trust with candidates. That’s what happens when you focus your marketing efforts on candidate experience. You develop a bond with those “right fit” candidates as they learn who you are as a business and why your company is the right fit for them.

How to Improve the Candidate Experience During Recruitment

Given all of this information, it’s natural to wonder how you can go about creating a positive candidate experience that will resonate with top-notch talent. Here are six places to start.

1. Spotlight the process in a variety of ways.

Not everyone consumes information the same way. And with that comes the need to vary the delivery format of essential information during the hiring process.

Besides telling candidates what to expect—both in the recruitment process and while on the job—consider incorporating educational content such as blog posts, infographics, and videos into your recruitment marketing strategy. A human-interest piece from an applicant’s perspective can also help pique the interest of potential hires and create a more marketable candidate experience.

Our company regularly features this type of content in our digital ads and on social media, educating while driving talent to our website.

2. Keep communication consistent during the process.

Clear and regular communication is essential to creating a positive candidate experience. As often as possible, keep talent informed on all subsequent steps and provide a rough estimate of the timing.

Let candidates currently in the queue know when to expect a response and consider communicating all pertinent information across different mediums. Email is an obvious choice, but you might also employ automated messaging, chatbots, and text messaging to be even more responsive while supporting the variety of communication preferences modern candidates have.

Many companies now use automated communication platforms, 24/7 live chat support, and help desk ticketing systems to meet the urgency people often feel during the application process.

3. Humanize the experience.

As the world gets more automated, it’s easy to lose that human element in our day-to-day interactions. Even when talent prefers to handle everything digitally, there are still opportunities for warmth and humanity within the candidate experience during recruitment.

Automation and other recruitment technology shouldn’t be reserved for only rare occasions, though. You can’t beat the speed and immediacy it affords your candidate engagement activities. But you still must ensure all messaging and visuals support your brand and effectively convey the culture candidates will be joining while building a relationship with your candidates. Each touchpoint is an opportunity to strengthen the foundation.

4. Leverage testimonials.

People trust people more than brands. If employee testimonials aren’t already part of your recruitment marketing strategy, you’re missing an opportunity to connect with job seekers on a more impactful level.

Share employee experiences with candidates, connect them with people on the floor, and never forget to capture feedback on the entire recruitment process to improve your candidate engagement strategies continually. You’ll never be able to spot any gaps if you fail to ask for this valuable feedback.

5. Customize the candidate journey.

Candidates are consumers. And like consumers, they want customized experiences during the recruitment process.

Make sure you have a solid candidate engagement platform. This allows you to tailor the experience to suit each person’s preferences. At the very least, choose recruitment technology that offers candidates a choice in the type and frequency of communication on job applications as well as career opportunities that fit specific criteria. The move will help in personalizing interactions and creating a positive candidate experience.

6. Align the candidate and employee experience.

The candidate experience should be a window into the employee experience. If one falls short, you’re doing a disservice to all parties involved—including your business.

Make sure talent truly experiences what it would be like to be an employee. We go as far as providing virtual reality job previews for many of our positions. This ensures candidates feel confident they know what to expect on day one. Conversely, make sure the employee experience matches all the pomp and circumstance of the candidate experience in the recruitment process.

Otherwise, people won’t stay. They’ll likely also spread the word, damaging your reputation with other potential recruits. Own all facets of your business and see it through from start to finish.

The importance of candidate engagement can’t be overstated. It requires time and attention to get it right. Even then, you might miss the mark a time or two. As long as you set clear expectations early in the process, stay in regular contact with candidates, and never lose the human side of your organization, you’re moving in the right direction.

workplace safety

A New Era of Workplace Safety: Prioritizing Psychosocial Health

For too long, the workplace has been viewed as a mystical place where we bring a version of ourselves that is unbreakable. It’s a version of ourselves that powers through every obstacle, even if it takes a toll on our health. Sadly, it’s a version that is essentially unsustainable. How often have we seen an employee get lauded for “going above and beyond,” even when we know that what we’re saying is just code for working through illness. Or forsaking personal commitment? Or working well beyond reasonable and safe hours?

That attitude–celebrating the workaholic, to put it bluntly–is an example of how the conversation around mental health has been too narrow. It’s especially been too narrow when discussing mental health in the workplace. Also, until now, occupational health and safety management was focused almost exclusively on physical safety rather than psychological health. That changed this past summer. An international standard was issued in June to provide a structural framework to help businesses manage psychological health and well-being in the workplace.

In essence, the ISO 45003 Psychological Health and Safety at Work guidelines have two goals:

  1. Lay out global standards for organizations to create and administer an environment where the psychosocial well-being of employees is as clearly defined and cared for as their physical safety
  2. Offer a helpful baseline for HR professionals across industries to evaluate how effectively their organizations are providing a psychosocially healthy atmosphere, without the need for in-house specialists with deep expertise in mental health

For HR and training leaders, it’s important to recognize:

  • Three common mental health and wellness issues that organizations face
  • How the new standards for workplace safety could lead to a more psychosocially healthy work environment

1. A Stigmatized or Nonexistent Support System

The pandemic highlighted the lack of supportive environments for employee mental health at an organizational level. It also shed light on unsustainable and unfair workloads and untimely or ineffective recognition practices. Because of these issues, employees have very little time during the workday and very few, if any, tools to take care of themselves psychologically or emotionally. In a 2021 survey that covered 46 countries, 89 percent of respondents said their work-life was worsening. Eighty-five percent said their well-being had declined, and 56 percent said their job demands had increased.

A strategy for change: Discussing mental health openly at work starts with a clear organizational strategy. You need to create an environment of psychological safety. That means a workplace where employees feel comfortable being themselves and discussing emotional and mental concerns. The ISO guidelines go a step further. They ask top leaders to remember the important role they play in supporting these conversations. They also ask leadership to set a culture of protection from reprisal or judgment for employees who speak up.

2. A Diverse Workforce Has Diverse Mental Wellness Needs

More than nine out of 10 respondents in a 2021 survey felt that mental health should be a focus within the company culture, up from 86 percent in 2019. The increase shouldn’t be surprising when you consider that between 2019 and 2021, mental health was cited as an increasingly prevalent reason that employees left their jobs. Overall, 84 percent of respondents felt that at least one workplace factor negatively impacted their mental health. Further, the problem is most acute among Millennials and Gen Z.

The numbers were disproportionately higher among younger workers and members of underrepresented groups. Women, minority groups, remote workers (in some organizations), and the younger generation joining the workforce are all prone to feeling excluded from blanket policies and run-of-the-mill pledges of inclusion.

A strategy for change: Sure, companies have increased investment in employee mental health over the last decade. The global mental wellness industry grew nearly twice as fast as the global economy from 2015–2017 alone. But the quality and reach of these programs are what matters. ISO guidelines call out the need for organizations to consider the diversity of the workforce and the needs of particular groups around a psychosocially healthy workplace.

3. Burnout Remains Pervasive and Prevention Is the Best Cure

Meet the new mantra, same as the old mantra: Prevention is the best medicine. Yu Tse Heng, a researcher who uncovers ways to humanize workplaces, puts it this way: “It starts with employers, to protect employees from becoming resource-depleted in the first place. And it’s also on the employer to provide the resources necessary to support employees’ mental health.” The employee’s responsibility, meanwhile, is to try and understand where their burnout stems from and to craft a way to get out of it.

Even pre-pandemic, the results of implementing mental health programs at work spoke for themselves. In a 2019 study conducted by Deloitte and the Australian Institute of Health & Safety, the ROI for workplace mental health programs yielded $1.62 for every dollar invested. That’s just in one year. For companies with programs that had been implemented over three years, the median ROI was $2.18 for every dollar spent.

A strategy for change: Self-reflection and self-care are crucial to recovering from or preventing burnout. But the ISO reiterates the importance of employers implementing and maintaining support systems in the workplace for burnout prevention. For example, having trained personnel on staff who can take charge of these programs further mitigates the risk of psychosocial damage.

A Significant Opportunity for Organizations Ready for Change

As mental health and workplace safety become increasingly important and open subjects, employers are at a crossroads. Traditional solutions just won’t cut it. A vacation does not erase the dread of returning to a draining work environment. In fact, American workers last year left an average of 33 percent of their allocated paid time off on the table. At the same time, they reported a 49-minute increase in the average workday.

Organizations seeking a transformative solution to employee mental well-being should consider activating the new ISO guidelines. They present an opportunity for companies to take a fresh look at:

  • How they view employee mental health
  • The role their leadership is playing to change the company culture around mental health
  • The effectiveness of their mental health strategy for today’s changing workforce

As with everything around workplace safety, you can be superficial with fixes and apply Band-Aids to mask the issues. Or you can choose to step up and transform how you approach workplace mental health.

employer healthcare benefits

Employer Healthcare Benefits and the ‘Great Resignation’

According to the U.S. Department of Labor, 11.5 million workers quit their jobs between April and June of this year, and that trend isn’t likely to end soon. A Microsoft survey found that 41 percent of people are considering making a similar move.

This mass exodus, referred to by many as the “Great Resignation,” came as a result of the pandemic. In fact, 74 percent of those surveyed by LinkedIn cited the pandemic as their reason for moving on. During the shutdown, people had a chance to really contemplate their current work situations. Stress and burnout were also contributing factors, but many workers appeared most concerned with their employer’s response to the coronavirus and the financial risks and ramifications (e.g., frozen merit increases, holds on promotions, potential layoffs).

None of this should be a surprise. Even under “normal” circumstances, people leave their employers for many of the same reasons. Burnout is the number one contributing factor, followed by lack of opportunities and low pay. People have also come to enjoy the flexibility of remote work. Returning to the office and working a set schedule is far less appealing, as evidenced by the prediction that freelancers could make up more than 50 percent of the workforce by 2027.

Employer healthcare benefits: a potential solution for the Great Resignation

Some industries have been harder hit by the Great Resignation than others. Leisure and hospitality are still struggling with attracting and retaining talented employees, losing more than 740,000 people in April alone. In the retail sector, nearly 650,000 people quit that same month. Nursing saw an 18.7 percent turnover rate in 2020.

Many businesses have responded by raising wages and offering hiring bonuses of up to $1,000, but financial incentives haven’t been enough. A Korn Ferry survey found that 94 percent of retailers can’t find talent to fill empty roles. Part of this could be due to the prospect of long hours spent in positions that involve interacting with the public, which still feels daunting and dangerous for many; the coronavirus still poses a severe threat to people’s health.

Another part of the equation is insufficient employer healthcare benefits packages. According to the 2019 Kaiser Family Foundation Health Benefits Survey, just 50 percent of small businesses (fewer than 200 employees) offer health coverage to employees. And with more than 40 percent of the private workforce employed by such establishments, that’s a lot of people personally insured, underinsured, or uninsured. The Great Resignation is compounding the issue. More than 60 percent of the workforce receives health benefits through their employers. When someone leaves without another job, they lose their employer-sponsored health insurance and aren’t eligible for unemployment insurance, creating a gap in health insurance coverage between jobs.

The key to attracting and retaining talented employees could be as simple as offering employer healthcare benefits. It can be a huge differentiator by increasing job satisfaction, employee loyalty, and productivity.

Employer-sponsored health insurance options

Despite the benefits, finding room in the budget for employer-sponsored health insurance can be difficult for many small businesses. While deductibles and premiums may be on the rise, it is still worth the effort to explore your options. Many retail and services workers are now taking entry-level positions in offices and warehouses with lower wages because of the benefits, career development, and upward mobility they offer.

Here’s what to consider when building your employer healthcare benefits plan.

1. Supplement a high-deductible health plan with virtual primary care.

A complimentary virtual primary care plan can be a good supplement for businesses that cannot afford full employer-sponsored health insurance. Virtual care plans can reduce out-of-pocket costs associated with deductibles, copays, and prescriptions.

2. Include a health savings account with high-deductible plans.

Health savings accounts provide many advantages for employees. The funds are available to pay for medical expenses, which puts the individual in control of when and how to use the money. Want to pay a deductible? Go ahead. Need to refill a prescription? Feel free. But the contributions come out before taxes, lowering taxable income. Many plans also earn tax-free interest, and any unused funds can be rolled over for the next year.

3. Base premiums and deductibles on employee income.

Basing premiums and deductibles on employee income doesn’t always work for smaller businesses, as the difference in wages isn’t usually extreme. For midsize and larger employers, however, it can be a helpful tool in attracting and retaining talented employees. Perhaps pay 80 percent of premiums for workers making less than $60,000 a year while also offering lower annual deductibles.

4. Offer an independent virtual primary care plan when insurance isn’t an option.

Telehealth plans can help employees access the care they need. Look for comprehensive solutions like virtual primary care, which allow employees to see the same primary care physician regularly and manage chronic conditions with ongoing treatment plans. These plans also provide access to annual virtual wellness exams—including routine labs—as well as virtual urgent care and behavioral therapy.

The reasons people seek other employment opportunities will vary, even after the pandemic. Finding ways to address the most common causes of talent loss should help, but it’s also important to provide people with the perks and benefits they seek—one of which will always be employer-sponsored health insurance.