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Work Sucks, But It’s Our Fault

Burnout and dissatisfaction at work are nothing new. In fact, a recent Gallup study found that more than one-half of American workers feel disengaged at their jobs. Too often we look at work as a necessary evil. We have to do it to pay the bills, but it’s not really something we’re passionate about. 

Meanwhile, business owners and leaders are left scratching their heads wondering why their employees are unhappy and unengaged. The business suffers as a result. So what’s the solution? How can businesses create a culture that engages and motivates employees where productivity and creativity actually thrive?

Our Guest: Dr. Tiffany Slater

On our latest #WorkTrends podcast, I spoke with Dr. Tiffany Slater, CEO and Senior Human Resources Consultant for HR TailorMade. Dr. Slater believes that the people you work with are the single most important element to building a thriving future for your business. Happy people make the world a better place.

What does it mean that people suck and why should we blame ourselves? Dr. Slater explains:

I know that sounds crazy as an HR person for me to say that but you have to say the whole thing together.  People suck and it’s our fault. As leaders, it is our responsibility to make sure that our team has everything that they need to be successful. And when they’re not successful the first thing we have to do is look at ourselves and ask if we did all that we could to make sure that they were successful. So that’s why people suck because a lot of times we don’t do our part.

Employee Performance

There are so many factors that play into a person’s ability to perform at their best. So how can business owners or leaders identify those factors and ensure that people are performing at the highest levels? Dr. Slater:

Make sure the work environment is conducive to being successful as a team member. I think the most important thing is that we create an environment that people actually love. The days are gone when people are just happy to come to work for a paycheck. People want to like what they do and where they do it.

Dr. Slater adds:

Make sure that people understand what value they add to the organization. Making it very clear what an individual’s role is in the overall success of the organization motivates people to want to work at their highest level.

Hiring People Who Don’t Suck and Firing People Who do

Hiring the right people can be challenging, time-consuming, and expensive. Equally as challenging is knowing when to fire someone vs investing the time to discover ways to help them perform at a higher level. So how do we hire people who don’t suck? Dr. Slater:

We hire people that don’t suck by making sure that we ask the right questions up front, and making sure that upon their onboarding we have a plan already designed to support their success.

And when do we fire people who do? Dr. Slater adds:

We shouldn’t just fire people that suck. So obviously there will be times when it’s necessary but that should not be our first response. We should always look to discover what we can do to help that individual to perform at a higher level. And if we’ve done that once or twice then we should start considering if it’s the right fit and if they truly just suck.

Joy in the Workplace

Bringing joy into the workplace leads to better business results and higher employee performance. Dr. Slater explains.

If you will create a joyful work experience for your team they want to stay. They want to work in your organization. Additionally, they want to help the organization to be successful because they understand that the organization’s success is also their success. So creating joyful work experiences is truly the key to a successful business. And I would be willing to bet that it is the key to making the world a better place because happy people make the world a better place.

I hope you found this recent episode of #WorkTrends informative and inspiring. To learn more about Dr. Tiffany Slater and HR TailorMade, please visit https://www.hrtailormade.com/.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

An Empathetic Workplace – 4 Practical Tips

As a business leader, you want to keep employees engaged at work and encourage company loyalty. How does the empathetic workplace blend in with those goals? How can you create a culture that makes people care about their jobs? The key is making empathy your central focus by starting with a top-down approach.

When leadership makes employees feel respected and valued, they provide a space where employees can bring their whole selves to work. In turn, their teams are happier and more motivated. Employers who want to facilitate a compassionate company culture need to improve communication, boost transparency, listen to employees, and include more stakeholders in the decision-making process.

The Importance of Empathy

Traditional work methods got flipped upside down at the start of the pandemic, creating additional stress in people’s work and personal lives. Research conducted by Qualtrics found that 42% of employees experienced a decline in mental health after the start of COVID-19. This stress caused a decrease in work performance, with 20% of people saying it took longer to finish tasks and 12% saying they struggled to juggle workplace responsibilities.

Creating an empathetic workplace can help ease some of the stress employees are feeling. Recent research from Catalyst shows how empathy can improve workplace performance. The survey found that 76% of people with highly empathetic leaders reported feeling more engaged at work, while less than a third of those surveyed with less empathetic leadership reported engagement. So what does this mean for you? If you want your employees to do their best work, creating an empathetic workplace isn’t an option. It’s a necessity.

How to Create an Empathetic Workplace

Empathy has the power to transform your workplace. However, it takes more than one initiative to make empathy the cornerstone of your company culture. Here are four things you can do to continuously foster compassion and create a company culture grounded in empathy:

 

1. Implement an Open-Door Policy

Opening communication lines across the company is a great way to show employees that they’re in an environment that values empathy. When appropriately implemented, an open-door policy can improve communication across all levels of an organization and establish trust among employees. Rather than keeping workplace issues to themselves, employees with this policy will feel more comfortable discussing problems with managers. This allows managers to address concerns before they become major stressors.

For an open-door policy to be successful, you need to encourage upward communication. If this is a new concept for your workforce, you may need to prompt workers to provide senior leadership feedback. One way to get the ball rolling is by asking employees for feedback in annual surveys and addressing the survey results in a companywide meeting.

 

2. Be Vulnerable

To effectively lead a team through a crisis, transparent communication is key. Yet very few leaders keep employees in the loop. In a recent survey conducted by Leadership IQ, only 20% of employees said their leaders always openly share ongoing company challenges. When employees are left in the dark, anxiety and fear can develop, causing them to consider looking for new career opportunities. On the other hand, when leaders openly share company challenges, employees are 10 times more likely to recommend them as great employers.

So how can senior managers and CEOs practice vulnerable leadership? You could try discussing challenges you or the company are facing and victories you’re incredibly proud of. By opening up to your team, you make it easier for them to open up to you.

 

3. Listen More Than You Speak

To be empathetic, you need to become a better listener. This means keeping an open mind, recognizing how your employees are feeling, and trying to understand their perspectives. While you don’t have to agree with everything said, ensuring your team feels heard can make a world of difference. In fact, employees who feel heard are 4.6 times more empowered to do their best work.

Try to listen more than you talk. Your goal should be to avoid interrupting employees while they speak. Paraphrase what was said after they’re done to show that you are listening. Although you may disagree with what was said, it’s still important to validate the other person’s perspective and let them know you understand where they’re coming from.

 

4. Talk With Your Team Before Making Decisions

As the world returns to normal, you may be wondering what your work environment should look like. Some employees may be eager to return to the office, while others enjoy working from home. Before creating a return-to-office plan, talk with your team about their preferences.

Employees will have their own unique qualities that dictate which type of working environment suits them best. As an empathetic leader, it’s important to keep each individual’s unique characteristics in mind while creating a plan that works for them. The world of work has been permanently altered, and there’s no longer a one-size-fits-all strategy that works for everyone.

If you want employees to care about their jobs, you need to care about them. By creating an emphatic work environment, you can create a space where employees feel safe bringing their whole selves to work.

Why Trust and Transparency Matter in the Workplace

Many business experts champion trust in the workplace. They include the likes of Stephen Covey and my dear friend, David Horsager. (His 8 Pillars of Trust and his many excellent books should be required reading.) However, what is perhaps less well known is the neuroscience of trust. As a species, we’ve developed an array of neurochemical survival mechanisms. Employers often ignore these mechanisms, and as a result, miss the opportunity to build trust and transparency in the workplace. 

The Neuroscience of Mistrust

Let’s start with the opposite of trust. It is the “fight or flight” response we experience when faced with a perceived threat. These “threats” elevate the hormone cortisol, which narrows our focus to deal only with the immediate. The threat could be actual, imminent, physical, or merely a harsh interruption in our day. The problem is, our bodies can’t easily tell the difference.

Of course, cortisol has other important functions. Cortisol controls blood sugar levels, memory formation, and blood pressure. At normal levels, it keeps us engaged with the day’s activities. When elevated, cortisol puts us on “alert status” and makes trust a low priority.

Trust and the Willingness to Take Risks

In my book, The Velocity Mindset, I discussed how cortisol can prevent leadership teams from identifying and achieving objectives. Additionally, I highlighted the role another hormone, oxytocin, plays in velocity (speed with direction and alignment).

Trust in the workplace—and its neurochemical roots—are key drivers for business success. Compelling research by Dr. Paul Zak and others champions the well-established science around oxytocin and trust. According to one study, oxytocin “affects an individual’s willingness to accept social risks arising through interpersonal interactions.” Additionally, researchers have found that oxytocin “enhances an individual’s propensity to trust a stranger when that person exhibits non-threatening signals.”

Obviously, creating artificial trust in the workplace via oxytocin injections would be a short-sighted and ethical nightmare. Nevertheless, there must be practical ways to promote trust knowing that our biology.

Fortunately, trust in the workplace can be accomplished with common-sense approaches, as Horsager and others have shown. An Oxford study summarizes the key drivers and human resource practices that develop trust. These include mutual respect, open communication, and fairness, especially in appraisals of work. The study also identifies factors which decrease trust, such as a lack of transparency in decision-making.

The Risk of Betrayal in the Workplace

Trust is the gold standard. It is the glue that makes alignment and velocity possible. The benefits of increased trust in the workplace are enormous. Over the long term, it increases individual employee productivity and engagement. To paraphrase Zak, it improves collaboration and cultivates a happier, more productive workforce. On the other hand, the consequences of breaking that trust are far worse than not having it in the first place.

Studies have shown that a betrayal of trust, whether familial, cultural, or institutional, creates high levels of long-term stress, including the release of cortisol. If such responses become ingrained in an employee’s experience and memory, the chances of returning to a state of unqualified trust are slim. Consequently, employees might resist a manager or HR professional’s efforts to right a wrong or be transparent after a breach of trust. 

Though a proactive HR team may be capable of rebuilding this trust, the effort is complicated by the very neurochemicals that make us human.

Transparency: The Path To Velocity

It is not easy to win trust and transparency in the workplace. As a result, people are taking a risk when asked to make decisions that may not benefit them. The deciding factor is often how comfortable they are with those asking the question. Transparency, trustworthiness, empathy, and understanding are not just words. They are requirements for every HR professional and executive who aspires to true leadership. 

Today, it is impossible to take a “my way or the highway” approach to business. We need everyone’s buy-in to remain focused on tasks that support a purpose. Trust and transparency in the workplace, like everything else that enables leadership, begins with an understanding of what makes us human. And most importantly, it requires a willingness to work hard to gain that trust. 

Business Needs vs. Employee Needs: Finding the Happy Medium

It’s been a hard year and a half, and as the pandemic continues to fluctuate, illness and lockdowns have taken their toll. The effects extend into the workplace, too, as companies struggle to find a happy medium between employee needs and business needs.

During this time, employees reevaluated what a workplace means to them and how job satisfaction plays into their overall happiness. Many employees found that they’re happier when they don’t have to commute, dress up, or stick to prescribed business hours. Others are ready to get back to the workplace where there are fewer distractions and more in-person collaboration.

Many businesses, on the other hand, are eager to get back to an in-office model without Zoom meetings. Managers want to communicate quickly with employees at their desks, instead of via chat. It’s understandable but short-sighted for employers to try to get back to a pre-pandemic way of operating. As the health implications of COVID-19 can’t be undone, neither can the effects it’s having on the workplace, which is why the need to find a happy medium is important.

These changes create a need for HR teams to adapt to the realities of these changes. Therefore, it’s time for businesses to adapt their return-to-office plans to ensure that they are employee-centered. Now more than ever, balancing employee needs against the needs of the business is imperative.

Listening to Employees

Work-from-home employees are not shy about their preferences and pain points around remote work. Coworkers commonly talk amongst themselves about how much they like not having to dress in full business attire or commute. They also expressed frustrations around digital communications and how, since they’re online, the workday can stretch beyond regular hours.

Before putting forth a return-to-office plan, businesses must listen to what employees truly want. To avoid turnover, some employers plan to skip a return-to-office life altogether, especially since a lack of remote work options is a deal-breaker for many employees and may send them searching for a job elsewhere. Many employees have already made that step, citing lack of remote work options as the main reason for seeking other opportunities. Notably, according to a survey by ResumeBuilder, 15% of workers are planning to leave their jobs before December.

What is the best way to find out what employees need to be happy in their current positions? Ask them. Hold a company-wide meeting to discuss what they like about working remotely, what can be improved, their thoughts on returning to full-time office work, and any questions they may have.

HR teams should leverage anonymous channels like digital surveys to make sure every voice is heard. These tools are perfect for individuals who are not comfortable speaking up in a large group, or for those who worry that their opinions will reflect poorly on them. 

Company leaders should also trust employees. They know how they work best, as well as the ways working from home affects their work-life balance. HR teams know happy employees are more engaged, produce better work, and stay in their positions longer, creating positive business outcomes.

Balancing Employee Needs With Business Needs

While keeping employee needs top of mind is essential, HR professionals must also evaluate how best to serve the company. If remote work begins to negatively impact employee and company performance, that can’t be ignored. Conversely, if an organization consistently meets KPIs, is growing, and employees are engaged, there’s no need to return to the office five days a week.

Instead of assuming performances and company operations will improve in an office setting, HR teams should strive to find balance. There’s no need for extremes. Companies don’t need to decide to keep operations fully remote or shift them entirely back to the office.

Over the course of the pandemic, it’s become clear what job functions need to be performed in person versus remote. Some team members can complete all of their job functions from home, while others have duties that require in-person work.

Companies should try to strike a balance and meet their employees in the middle. Offer a schedule that accommodates working from home alongside in-person work. For example, some organizations can easily let employees work from home three days a week, while requesting in-person attendance for meetings.

Companies can also strike a balance by easing the dress code to make going into the office feel more comfortable. Additionally, they can find cost savings by allowing employees to work from home. Businesses should evaluate whether they can stagger when different staff members come in. By doing so, they can use a smaller office space, saving on rental costs and utilities, among other expenses. At the same time, employees will appreciate the flexibility of being able to choose to work from home on a regular basis.

Looking to the Future

Before implementing a return-to-office plan, HR teams must equally weigh the needs of the business against those of their employees. Therefore, it may be tempting to develop this kind of plan quickly. However, HR teams must take time to listen to employees and measure their needs alongside business goals. This will create a happier and more effective workplace for everyone.

Women in the Workplace: How to Retain Female Talent

Millions of Americans have left the workforce due to the ongoing public health crisis of the COVID-19 pandemic. This situation has particularly impacted female employees who had to become the primary caretakers of their children when schools and daycares closed. As a result, many women had to leave their jobs, and companies lost some of their most outstanding employees. Now companies need to spend time deciding how they can better accommodate, empower, and retain female talent with children.

I am a life coach, helping ambitious working moms become their best selves every day. Part of this is educating companies on how to better support women in the workplace, especially those with children. Using valuable insights from my clients and my own experience as a working mom, I’ve put together five suggestions for companies on how to retain female talent, both pre and postpartum.

Find Out How You Can Support Women in the Workplace

Administering a survey is one of the best ways to determine your company’s ability to hire and retain working moms. Ask open-ended questions so you can find out more about the challenges female employees face and which are the most important. If possible, allow them to give their opinion anonymously to share their feelings without worrying about retribution.

Revamp Your Company Policies & Benefits 

Once you’ve reviewed the survey, you’ll better understand the company policies and benefits that need revamping. For example, do the majority of female employees want paternity leave or extended maternity leave? Or perhaps they would prefer a more flexible work schedule? The company can also assess its employee performance evaluations, possibly changing from time-oriented to task-oriented. 

Whether female talent want to feel more involved during meetings or expectant moms require a designated parking spot, companies should accommodate the needs of women in the workplace. Listening to your female employees, and implementing change, can make it easier to retain talented pre and postpartum female employees. In doing so, you’ll not only improve your business, but women in the workplace are more likely to feel heard and acknowledged.

Start a Mentorship Program 

A study published by McKinsey, titled ‘Women in the Workplace 2020’, reveals that women may face significant roadblocks without the right mentorship and sponsorship opportunities. For example, a sponsor can amplify the voice of lower-level female talent, while a mentor can help guide women towards their career goals.

An official company mentor program is an excellent way for you to capitalize on your most fantastic resource, your employees. It also demonstrates the company’s commitment to nurturing talent and providing employees the opportunity to learn from a trusted advisor. Retaining female talent is far more likely for those companies who actively invest in their professional development. Women in these types of workplaces are also likely to be more loyal and productive. This further increases female employee retention rates.

Create an Employee Reward and Recognition Program

Every employee wants their manager to acknowledge their hard work. This recognition is especially true for pre and postpartum female employees who may quit their jobs due to feeling unappreciated, dismissed, or victim to gender inequality in the workplace. If possible, create a monthly reward and recognition program for outstanding employees. This straightforward strategy will foster a positive work culture and inspire employees to improve their work ethic. Working moms will also enjoy the positive reinforcement, especially those working from home who still want their efforts acknowledged outside the office.

Close the Wage Gap Between Your Employees

The pay gap between male and female talent is a long-standing issue of gender inequality in the workplace. It impacts female employees across all socioeconomic and racial groups in almost every industry. Companies should advocate for women in the workplace by closing the wage gap. After all, there’s a higher chance of female talent remaining loyal if they receive equal pay for equal work.

Make it Easier for Working Moms to Progress in Their Career

Are your pre and postpartum female workers anxious about potentially losing their job? Do the women in your workplace fear they’ll miss out on a promotion because of maternity leave? A top tip for supporting female workers is developing tools and creating opportunities that will allow them to advance their careers like their male counterparts. One way to do this is to focus on results, not on time spent; a great way to support a working mom’s need for flexibility. By creating opportunities for women, you can also tackle gender inequality in the workplace, encouraging female leadership and retaining your female employees in the process. 

There’s no doubt in my mind that moms are some of the hardest workers on the planet. With the right strategies and support, you can create a supportive environment for pre and postpartum women. In doing so, your company can encourage women in the workplace to thrive at all stages of life.

 

5 Ways Leaders Can Create a Successful Work Environment

impact awardWhat is a great “place” to work today? With many abandoning the office tower or business park cubicle office, we’re increasingly emerging from an era of great workplaces to the new territory of worker-centricity. While some thought the great place to work was about amenities (commuter buses, reduced or free food, and onsite everything), we’ve known something else all along–supportive leadership in the work environment is key. 

Executives in great organizations believe that every employee benefits from outstanding leadership. Engagement is dependent on leadership, as Gallup’s research consistently reports that nearly 70% of employee engagement is within a manager’s control. Managers who prosper in today’s hybrid work environment will boost engagement with the five core leadership practices.

1. Building and sustaining trust.

The core of the coming modern enterprise is an authentic leader’s ability to gain and establish trust. The 2021 Edelman Trust Barometer revealed declining confidence in social institutions and organizational leaders worldwide. The world’s two largest economies, China and the U.S., showed significant decreases in the trust of both politicians and corporate executives. Employees who trust their leaders demonstrate greater satisfaction, loyalty, and involvement, all antidotes to undesirable talent drain and loss.

Trust fuels the teamwork and progress that leads to innovation, a key determinant of long-term growth and survival. Managers erode trust when they are not honest and truthful, and trust is difficult to regain. Trust erosions lead to decreases in integrity, and we don’t fully engage with those we don’t trust. Successful leaders engage and enroll people in goal-driven missions that spark collaboration leading to improved teamwork and productivity. 

2. Leading from values.

When was the last time you considered what your team or company holds in high regard? Typically, we keep our values in the highest regard and build reward and consequence systems that reflect leaders’ values. Engineers and scientists, for example, are recognized for their accomplishments with honorific titles or other expressions of acknowledgment. At the same time, sales and marketing professionals might reap great expense-paid prizes. The more selective the set of values, the more they shape performance.

Values help people connect to organizations and the world in ways more significant than individual accomplishment and effort. For example, if a startup values frugality, people will likely be encouraged to monitor capital and resource consumption. When a manager recognizes effort routinely, the manager demonstrates care and will actively bolster employee satisfaction and engagement. Values guide the decisions we make and the actions we take. Leaders gain faster results and build better relationships by consistently articulating and aligning colleagues to shared values.

3. Creating communities.

While there is truth in the observation that culture eats strategy, growth businesses are now shifting to community thinking within the work environment. A community invites deeper levels of belonging and commitment, while culture implies one-way approaches. While leaders will never underestimate the influence of culture on work processes — or how things get done — they will invest in creating communities where the practices of improvement and resilience thrive. 

Communities, not cultures, pay attention to wellbeing, commitment, innovation, and revenue. As they do, expenses and problems decrease along with skepticism and stress.

Managers and leaders who succeed facilitate employee involvement in decision-making and product and service delivery. Managers expand their capacities for including and involving others and encourage broad knowledge and skill sharing. When managers lead the way in strengthening the bonds, performance vitality and output increase. Employees improve their connections among their colleagues and partnerships between leaders and their teams thrive. 

4. Growing transition readiness.

Most people can let go of the past and successfully embrace a new order or a different future. However, the time between a specific history and an unpredictable future creates and powers uncertainty. In the face of not knowing, we fill in the gaps to reduce the psychological tension that arises with an unknown future. The remedy to not-knowing is to equip a generation of leaders with the knowledge and skill to navigate uncertainty successfully.

A manager successful at helping others through transitions possesses self-awareness and openness to change and growth through learning and development. These managers refuse to see opportunities and people as problems but rather as contributors. When work is perceived more like an invitation than a requirement, an organization’s esprit de corps positively changes.  Improvements measured by meaningful metrics rise.

5. Maintaining a Customer-First Work Environment

When employees can connect their experience and employment to a paying customer or stakeholder, the commitment to excellence thrives. People want to do their best to deliver a quality product or service to those they feel connected to. Customers and new markets are eternal sources of inspiration when we successfully recruit and involve employees in a customer-first mission. A team’s connection to a customer contributes to the motivation for peak performance. When we care, we act in a customer-first way.

Managers and leaders improve organizational energy by harnessing a customer-first spirit across the enterprise with both customers and employees. When colleagues treat each other as customers, it translates to appealing work environments. A standard of care and excellence replaces indifference created by the isolation many experience in today’s hybrid workplace.

To reawaken work and succeed in the new world of work, we must put these five practices into place to boost engagement. Leadership growth in these action areas contains the kernel of power to transform careers, lives, organizations, and the communities we serve. Begin the journey to building teams and communities on the path to personal and organizational prosperity.

 

ERG Lead Compensation: What to Consider When Getting Started

Employee Resource Groups (ERGs) are developed for many reasons and almost always contribute robustly to company culture. They form to support a specific demographic of employees and provide a safe space for the group. It is ironic that it is often those of the same demographic that spend countless unpaid hours leading these groups. Although ERGs contribute dramatically to organizational culture, company leaders are not always developing these groups in a way that allows them to grow and flourish.

No matter how or why we create ERGs, they build a sense of belonging for groups of employees who are likely currently marginalized or have been in the past. The purpose of an ERG is to provide resources, build community, and serve as a point of connection for these groups. This helps create sustainable and supportive environments that allow employees to grow. When structured effectively, ERGs drive inclusion and contribute to higher retention and productivity rates, benefiting the entire company.

The Latest on ERG Lead Compensation

ERGs can be found in 90 percent of Fortune 500 companies. Successful ERGs are not possible without dedicated leadership. ERG lead compensation is currently a hot topic. LinkedIn, Twitter, and Autodesk recently shared publicly that they are compensating leads but provided little details into how they are structuring their approach. According to The Rise Journey’s 2021 State of the ERG Report, there is an increase in organizations across the board that are considering ERG lead compensation. It is clear that the majority of organizations do not compensate in any form. This means that there is work to be done to keep the momentum going to ensure that unpaid labor is avoided.

Acting as an ERG lead means extra work and responsibilities in addition to one’s day-to-day role. It can also demonstrate the organization’s commitment to not only the lead’s career success but the success of the overall group.

It is important to keep in mind that every organization is unique and requires an individualized program structure. Here are some things to consider when making a business case for ERG lead compensation at your organization.

1. What is the best form of compensation? (Hint: Cash is king.)

The compensation conversation does not just revolve around if an organization compensates, but how it compensates. While all forms of compensation show that an organization values this work, ultimately, cash is king. The majority of employees taking on ERG work are underrepresented in the workplace, and therefore historically underpaid for their 9-to-5 role. By compensating leads in monetary form, the organization is not only showing commitment to the work but showing commitment to breaking cycles of pay inequity. Monetary options range from hourly wage, stipends, bonuses, and spot bonuses. Whatever the rate is, paying leads will show your organization as a leader in this space for recognizing this work. If a company cannot or will not pay, be sure to propose as close to an equivalent form of compensation as possible.

 

*Image from The Rise Journey’s 2021 State of The ERG Report

2. How do you determine the compensation amount?

When deciphering the most equitable pay decisions for your leads, there is no right answer on how much to compensate. You should always start by conducting an internal survey to get an idea of the current work distribution. Then, build out a guide to support how much work is appropriate and expected.

Rather than expecting to have exacting rationale behind how much, instead focus on the impact that each ERG expects. Work with the leaders to focus on the work, its impact, and relevant metrics to track progress and outcomes. Each ERG can operate differently, but it doesn’t mean one has a “better” impact than another. Be sure to:

  • Set up a review process to evaluate how the ERG leads are doing.
  • Have a regular (often annual) discussion around whether the compensation amount is appropriate.
  • Clearly outline goals and expectations of ERG leads.

The graph shows some back-of-the-envelope math. Compensating at minimum for five hours a week, $15/hour with a quarterly payout plan is somewhere to start. This pay rate (which is not a living wage) is the lowest hourly rate that should be paid for the work.

*Image from The Rise Journey’s 2021 State of The ERG Report

3. What should you clarify when building ERG lead structure and budget?

ERG budgets should not be inclusive of ERG lead compensation. The first thing you need to ensure is that “ERG Lead Compensation” is a separate line item in a company’s budget, meaning that during the upcoming budget planning cycle, this number can change or increase based on success.

Clarity is key. To support an effective business case for ERG lead compensation, start by revisiting your criteria for all ERG roles. Some questions to address include:

  • Do employees need tenure to take on a lead role?
  • What is the process of electing someone to an ERG lead position?
  • What is the duration of each position’s term?
  • Can the individual be on a Performance Improvement Plan and act as an ERG lead? Make sure to clarify what steps you take if they are not hitting work-related goals or are not clearly demonstrating organizational values.
  • How does an ERG lead use or request budget? What is the difference between the two? (i.e. over a certain dollar threshold approval is needed vs. a lead being able to make the decision on their own)?
  • Will they need to use technology as part of their role (project management tools, ERG software, intranet, internal blog, etc.)?
  • What do they need to communicate to their DEI/HR lead or executive sponsor?
  • Can an ERG leadership role lead to other leadership roles? How?

Conclusion

Do your research, know your organization, and utilize your resources. Your employees will notice and your company culture will be better for it. The future of work is now and it is about time for unpaid labor to remain in the past. For more insight on implementing effective ERG lead compensation practices, read The Rise Journey’s full report: State of the ERG 2021.

 

Stop Overthinking a Culture of Gratitude. Show It Instead!

As we enter the season of gratitude, I have contemplated the importance of employers, managers, and leaders expressing thanks to their hardworking team members. We have collectively weathered a storm, and we’re not in the clear yet. No matter what the industry, things have been challenging. But how should we show our gratitude? What is authentic? What works?

With “The Great Resignation” and “The Great Discontent” affecting our organizations, retention is top-of-mind. Here is my gentle reminder: a little gratitude goes a long way in keeping employees happy and feeling valued.

Why gratitude is great

Gratitude in the workplace is often underrated. While some leaders are quick with a “thank you,” others are still under the impression that thanks are given with a paycheck. Research clearly illustrates that the right amount of gratitude can drastically impact the productivity, positivity, morale, employee retention, and success of a business.

The Greater Good Science Center at the University of California, Berkeley, is at the heart of understanding gratitude. In his 2010 essay, Robert Emmons, the world’s leading scientific expert on gratitude, reveals why gratitude is good for our bodies, our minds, and our relationships.

“[Gratitude] has two components. First, it’s an affirmation of goodness. We affirm that there are good things in the world, gifts, and benefits we’ve received. This doesn’t mean that life is perfect; it doesn’t ignore complaints, burdens, and hassles. But when we look at life as a whole, gratitude encourages us to identify some amount of goodness in our life,” Robert says. “The second part of gratitude is figuring out where that goodness comes from. We recognize the sources of this goodness as being outside of ourselves. It didn’t stem from anything we necessarily did ourselves in which we might take pride. We can appreciate positive traits in ourselves, but I think true gratitude involves a humble dependence on others: We acknowledge that other people—or even higher powers, if you’re of a spiritual mindset—gave us many gifts, big and small, to help us achieve the goodness in our lives.”

Gratitude is transcendent.

The act of gratitude clearly transcends any one part of our lives. It’s holistic in nature. Those who are grateful at home are likely to be grateful at work. But people aren’t inherently grateful or not. Like many things, it can be–and I would argue should be– practiced.

My thoughts have landed here: stop overthinking a culture of gratitude. Show it instead! It sure seems silly as a line item on an executive agenda: “Express thanks to employees.” Instead, be naturally grateful for the employees who have stuck through trying times. Show them gratitude–and not just one night at the fancy holiday party. Say “thank you.” Drop a note. Make eye contact and actively show appreciation for a job well done.

A recent Gallup analysis found that “48 percent of America’s working population is actively job searching or watching for opportunities. Businesses are facing a staggeringly high quit rate–3.6 million Americans resigned in May alone–and a record-high number of unfilled positions. And Gallup discovered that workers in all job categories, from customer-facing service roles to highly professional positions, are actively or passively job hunting at roughly the same rate.”

It is no secret that keeping employees happy is the name of the game right now. Retention has always been a hot topic among leaders, but it’s never been more important to engage employees and entice them to stay through authentic actions.

Get back to basics.

Say things like: Thank you! We appreciate you. We are glad you’re here. You offer great value to our team. Nice job on that project. Sound too easy or trite? It’s not.

Ask questions like: How would you like to be recognized? What makes a happy, productive workplace? A misstep is often to assume you know what resonates with people. Don’t be afraid to ask: take surveys or have open conversations about what feels good to hear or experience.

Ask people about their experiences alone and in groups. Also, find out how people are feeling. Are they scared? Tired? Upbeat? Hopeful? What general trends come to light from truly ASKING?

Create an environment that fosters gratitude.

According to HBR’s piece, “Building a Better Workplace Starts with Saying ‘Thanks’”: “Make time and space for gratitude. Many employees may feel ambivalent about expressing gratitude or appreciation publicly, so don’t force it. Instead, managers should make (physical or virtual) space and time for gratitude. For example, managers can create an appreciation wall or a dedicated Slack channel for employees to recognize others and give kudos. Managers might also start meetings with gratitude ‘check-ins,’ during which team members can express one thing they’re thankful for. When employees pin notes to the wall or participate in check-ins, they create social proof that encourages their ambivalent colleagues to do the same.”

Stop thinking about gratitude as an “initiative.”

Gratitude in the workplace doesn’t have to be expensive or overwrought with logistics. There are many ways to show appreciation and employee recognition that aren’t overtaxing or unrealistic.

Our friends at gThankYou publish an ongoing blog related to employee appreciation, recognition, and gratitude. One post that spoke to me was “The Magic of On-the-Spot Recognition.” It outlines many reasons to simply show gratitude “in the moment”–and it is simple, appreciated and, frankly, expected by younger generations.

“A culture of gratitude begins with a genuine heart and true feelings of thanks for those who make your business work every day,” shares Liz King, co-founder and CMO of gThankYou. “We have committed to sharing free resources to help leaders incorporate appreciation, recognition and thanks into the workplace all year long. It’s a wise business decision that also feels great.”

Other considerations for maintaining a culture of gratitude

Define happiness.

As with all goal-setting, the clearer the picture, the more likely you will succeed. Take the time to understand what happiness means in your organization, industry, and area of the world. This alone can put a damper on the “Great Resignation” or “Great Discontent.” Picture a happy workplace: what does it really look like?

Understand how to align the organization’s foundational purpose with daily actions.

This piggybacks on defining happiness. There should also be a deep-rooted connection between what the organization stands for and how it treats employees. What is this company all about? If it is focused on providing goods or services to better their customers or the world, are we treating employees just as well (or better)? If we thank our customers and partners, shouldn’t we extend the same courtesy to our employees?

The bottom line

Organizations, specifically leaders, MUST set an example of gratitude. We encourage you to not only take the time to say, “thank you” regularly but build tangible, effective ways to keep a gratitude culture thriving.

How do you foster a culture of gratitude? I’d love to hear your ideas–and so would your peers! Please feel free to contact me at ctrivella@talentculture.com.

 

The State of the Frontline Work Experience in 2021 [Podcast]

Frontline workers have had a difficult time over the last couple of years, to say the least. Many haven’t had the option to explore hybrid or remote work options due to the on-site nature of their roles. They have had to work in concerning situations, interacting with the public during the global pandemic. This caused many to quit their jobs in high numbers, never looking back.

In order for organizations to retain talent, they need to recognize the unique struggle of frontline employees. They need to make a targeted effort to change the state of frontline work as we know it. By doing things like increasing communication efforts, prioritizing learning and development opportunities, and decreasing stress and burnout, businesses can make the frontline work experience more rewarding–and increase the chances that employees will be happy and stick around.

Our Guest: JD Dillon, Chief Learning Architect at Axonify

On the latest #WorkTrends podcast, I spoke with JD Dillon, an author and speaker with two decades of experience in frontline training and enablement. JD has worked in operations and talent development with dynamic organizations ranging from Disney to Kaplan to AMC. In his role as Axonify’s Chief Learning Architect, JD applies his passion for helping frontline employees around the world do their best work every day.

According to a 2021 report by Axonify, 50 percent of employees said they’re ready to leave their frontline jobs. As the Great Resignation and Great Reprioritization continue to affect the working world, I wanted to get JD’s take on how to specifically hire and retain frontline workers. What are the main reasons they want to leave their jobs?

“The biggest reason frontline workers are leaving is they’re burned out,” JD says. “The second motivator is lack of appreciation, especially from management. Number three is lack of interest in daily work. The number four reason is compensation. And five is being overloaded–particularly with the stresses of the past year with the pandemic.”

While much of the coverage around work focuses on hybrid work situations, the fact is that frontline workers never had the chance to work from home. So that conversation isn’t relevant to them. JD explains that there needs to be more focus on the nature of frontline work and how to make the experience of those employees more equitable.

“People are leaving because of the nature of the work itself. Frontline workers have been out there every day clocking in because they need to keep the shelves stocked, execute deliveries, work with people, etc.,” JD explains. “Unfortunately, there’s just not a lot of focus put on the larger picture of what it means to work in a frontline role.”

Making the Frontline Work Experience More Equitable

To make the frontline work experience more equitable, JD says, organizations need to start by focusing on communication. They need to get to know what their employees need and make sure they don’t feel isolated or unheard. This will not only help with creating stronger bonds between employees and management but can let leaders know what career development opportunities employees are interested in. Communication can also help mitigate the number one issue of burnout–a problem that must be remedied from the top.

“Burnout isn’t a personal problem. It’s an organizational issue. And it comes down to that kind of prolonged job stress that really pushes people to disconnect based on a level of exhaustion,” JD says. “It occurs when the job experience isn’t well-crafted and people aren’t taken care of.”

A significant way to create a well-crafted job experience is to focus on learning and development. According to JD, organizations should embed the learning experience into work, introducing reskilling and upskilling to the frontline work experience. This helps engage employees’ minds and adds meaning to their roles–two things that people are seeking (and often demanding).

“If you want to be able to compete and become a standout workplace culture, you have to understand that people aren’t settling for a mediocre work experience anymore. They’re not looking for a job that offers ‘just enough,’ whether they’re a corporate employee or frontline worker,” JD says. “Leaders need to be asking: How many people are building skills that are also going to build strength within the organization? How many employees are excelling and growing?”

I hope you enjoy this episode of #WorkTrends sponsored by Axonify. You can learn more about the state of the frontline work experience by reaching out to JD Dillon on Twitter or on LinkedIn.

Best Practices, Legal Requirements, and Respectful Workplace Culture

In the modern workplace, a respectful workplace culture isn’t just a cherry on top of a job role. If the work culture isn’t healthy and respectful, it could mean organizations lose their best employees and lose out on the best candidates. People don’t just want a respectful workplace culture, they EXPECT it. It’s a necessity for a high-performing workplace.

The issue, however, is that many organizations don’t realize the importance of creating and maintaining a positive culture. They also don’t understand the strong role leaders play in making that culture a reality. By empowering leaders to facilitate respect in the workplace, organizations can improve productivity and employee experience, and also protect businesses from legal issues and allegations.

Our Guest: Labor, employment, and human-rights lawyer Marli Rusen

On the latest #WorkTrends podcast, I spoke with Marli Rusen: labor, employment, and human-rights lawyer, mediator, arbitrator, author, speaker, and organizational consultant. Using her knowledge of workplace dynamics and law, Marli helps organizations create productive and healthy work environments. She reviews, analyzes, and helps resolve serious workplace issues, like misconduct allegations, employee disclosure, mental health discussions, etc.

Because of her extensive experience over the last 25 years, I wanted to get her take on how legal and societal expectations around respectful workplace culture have changed over time. According to Marli, in the last five years, a respectful culture has become a must-have at any workplace.

“Respectful workplace culture and conduct used to be an afterthought or a ‘nice-to-have,’ but has now turned into an expectation on the part of employees. And it’s now a legal requirement on the part of the courts,” Marli says. “It’s a core expectation in the employment world, and leaders should take notice of this.”

Why should they take notice? Marli says there are several reasons. 1) If an organization doesn’t take respectful conduct seriously, high-performing employees will look elsewhere. 2) If an employee sees that leaders are taking part in or tolerating misconduct, they may take legal action against them. And 3) organizations are putting themselves at risk in the “court of public opinion,” because employees can take them to task on social media. Leaders are key in preventing catastrophes and keeping employees happy.

“Leaders have a greater responsibility in maintaining a respectful workplace culture because they have greater authority. They have the power and therefore have the responsibility to exercise that to build and sustain a respectful workplace,” Marli says.

Walk The Talk: How Leaders Can Maintain a Respectful Workplace Culture

So what can leaders do to make sure they’re holding up their end of the bargain for employees? How can they best utilize their power for the good of the organization? According to Marli, they need to consider the three M’s of leadership.

“The first M is MODEL. Leaders need to model respect. Walk the talk. Show how they expect people on their teams to behave. The second M is MONITOR. Leaders need to get out there and engage and interact with employees to make sure they’re treating each other well,” Marli says. “And finally, the third M is MITIGATE. Leaders are the face of organizations, so they have to mitigate risks for other leaders. If they see something amiss at an organization, they need to speak up and help others.” 

As companies add policies to ensure a respectful workplace, they have to be careful that once the policies are written, there are plans to take action in the face of a violation. There can’t be a culture of avoidance at work, otherwise, there is no point in creating policies at all.

“In some workplace cultures, there’s a fear of holding people accountable because doing so will seem disrespectful. There is a belief that they need to make people feel good and not give critical feedback,” Marli says. “But once there’s been an objective review and allegations are confirmed, there’s an obligation to take action. Organizations must demonstrate through measured consequences that they take these issues seriously.” 

I hope you enjoy this episode of #WorkTrends. You can learn more about creating and sustaining a respectful workplace culture by reaching out to Marli Rusen on LinkedIn.

Improve Workplace Culture with a Powerful Strategy: Bystander Training

Do we need to worry about toxic workplace culture now, in the midst of an exhaustingly protracted pandemic that’s badly straining employers and employees? It’s a question a lot of HR practitioners are asking themselves: What do we prioritize right now? Do we continue with the triage of focusing on security, safety, and trying to maintain things like vaccination policies, masking policies, digital virtual work cultures, and all the workarounds that have now become part of the new way we work? Is a toxic workplace culture still an issue, right now?

Yes. It’s always an issue. Diversity, inclusion, and belonging are more critical than ever. And unfortunately, the pandemic has increased some tensions and bad behavior. Racism (and other isms) have been rearing their heads in life and in work. But recently I came across a powerful new strategy that may change how we’re addressing bad behavior in the workplace. It’s called bystander training, and it trains employees to recognize, bear witness, and speak up. It shifts the focus from reactive to proactive and may help managers and D&I departments to intervene when they can’t have eyes on the ground in 90 places at once.

By the Numbers

How rampant is discrimination? A recent Glassdoor survey revealed that bias-related behaviors shape the workplace experience for too many. The survey of over 1,100 employees found that 61 percent have either witnessed or experienced workplace discrimination based on age, race, gender, or LGBTQIA+ identity. Here’s how it breaks down:

  • Ageism: 45 percent
  • Racism: 42 percent
  • Gender discriminaton: 42 percent
  • LBGTQIA+ discrimination: 33 percent

That discrimination takes on many forms of bullying and microaggressions. (Microaggressions are those relentless, daily behaviors that may seem subtle, but can have a crushing effect). An estimated 48.6 million Americans have been victims of workplace bullying. A McKinsey study of women in the workplace found that nearly two-thirds reported experiencing racist and sexist microaggressions as a workplace reality. Couple that with the increasing stress of working during a pandemic (such as juggling work and childcare or risking safety to keep a job), and we really need to do better.

Helping the Cause

Many organizations are trying to do just that. Glassdoor also found that hiring for roles addressing corporate diversity and inclusion increased 30 percent from 2018-2019, for instance. But hiring programs aren’t enough—that aforementioned need to actually see, witness, and address requires that others participate, particularly in larger organizations. And it can’t just be a few whistleblowers or far too many occasions will be missed and far too many bad behaviors unchecked. Certainly, training bystanders is a solid approach, if done right. And it does seem that this bystander training is being done right, for a number of reasons.

1. Bystander training helps create a culture of witness and accountability. 

Bystander training encourages employees to speak up and support others’ speaking up. That can help combat the “bystander effect”—a socio-psychological observation that people are less likely to step in during a crisis if others are present. By creating a shared culture of witness and accountability, employees may not feel like the odd person out. Rather they feel empowered by those around them to take a stand, so long as everyone’s received that training. (This is yet another reason why improving workplace culture is significant.)

2. Bystander training is a proactive approach.  

Taking a reactive approach to harassment isn’t always effective. It can feel disingenuous when a new policy comes on the heels of a news story, and that can erode employee buy-in and trust. It can also seem to lack the proper scaffolding: employees may wonder if there are really any tangible actions to take after that two-hour presentation concludes. As far as its impact on culture, it doesn’t shape culture so much as mirror it. If your work culture doesn’t have a specific stance on workplace harassment, you need to create one ASAP. Strategies like bystander training go a lot farther to intentionally clarify your culture and values. You’re coaching employees on what discrimination and bullying look like so they can identify what they’re seeing, and at the same time, driving home the point that those behaviors won’t be tolerated in your workplace.

3. Bystander training offers individuals options for taking action. 

Not everyone has the same instinct to intervene immediately, and that sometimes inhibits them from acting at all. Bystander training lays out the options on how to respond and addresses these factors. If an employee witnesses a racist comment, they may want to quietly tell their manager or supervisor instead of intervening. In some cases, stepping in may have an adverse effect. The point is that they know the parameters of acceptable and unacceptable, and don’t have to question their own judgment. They also know there are a number of ways to stop harassment, not just in the moment, but in a powerful, systemic way.

We often bring social blind spots into the workplace and that’s where they become an issue, standing in the way of true inclusiveness, diversity, and a sense of belonging. But when the intentional focus comes into play, one employee’s “I was just joking” is seen as another employee’s serious discomfort. The old excuses (and I’m thinking of some legendary toxic workplaces here) are seen as gaslighting and harmful smoke screens. You can’t fix it if you don’t agree it’s broken.

Bystander training creates that framework for understanding, if not agreement. It provides a forum for discussing red flags that we didn’t have the tools to address before. And in doing so, it provides another powerful strategy for improving the culture of working. This could also mean you don’t lose another terrific employee in the long run. Because instead of being harassed, they were actually heard. In a people-centered workplace culture, that’s the new bottom line.

Career Development, 2021 Style: Learning How to Learn

Think back to your first day of work with your first major employer.

You probably arrived early on your first day, ID card ready, and experienced a week full of inductions, walk-throughs, and hand-shaking introductions.

Now imagine if your first day took place in April 2020.

Your first day would probably be spent in your bedroom, opening a laptop and trying to figure out how to log on to Microsoft Teams or Google Workspace.

In a similar fashion, your mentors were also coming to terms with new technologies, new processes, and the dramatic events unfolding all around them.

It’s almost as if they were experiencing their first day in a new job, too.

The extraordinary nature of the COVID-19 pandemic impacted everybody.

But most notably, it had a profound effect on the career development of younger generations and those entering the workforce for the first time.

Focus on Young Workers

Grappling with personal concerns and anxieties during a global health crisis is one thing, yet young workers also had to cope with:

  • Organizational learning taking a back seat, with leaders focusing on surviving the crisis rather than integrating new workers or transferring skills
  • Lack of authentic relationships; communicating with and meeting coworkers and mentors took place virtually, without the benefit of in-person interactions
  • Absorbing a diluted, online version of company culture, without the benefit of informal coffee, lunch, or hallway chats
  • Learning to work with new platforms and systems without in-person support
  • Working from challenging environments–such as shared housing or in a multigenerational household

By concentrating on learning and career development, business leaders can help workforce entrants find their place within organizations and focus on building their skills for the future.

Organizational Learning

Why is organizational learning important for career development?

An organization that empowers people to learn will drive personal growth, job satisfaction, and loyalty. In turn, this leads to greater performance and in-house skills.

Indeed, at a time when employees are choosing to quit their jobs rather than go back to the office, organizations must find more effective ways to find and retain talent.

(Let’s not forget, this also comes at the time of a global health crisis, the worst recession since the Great Depression, and a dire skills shortage.)

That’s why it’s crucial to invest in learning and development in your organization, but this doesn’t just refer to hard skills.

The Need for Soft Skills in 2021

Organizational learning comes in many different forms. Developing soft skills is arguably the top priority during this unprecedented moment in history.

But, the soft skills required now are markedly different from those of just five years ago.

The World Economic Forum’s top skills for 2020 places complex problem-solving at the top of the list, followed by critical thinking and creativity.

In 2015, the top three included skills related to in-person interaction, such as coordinating with others and people management.

“Employers overwhelmingly agree that young employees need soft skills, such as communication, creative problem-solving and entrepreneurial thinking,” according to the World Economic Forum.

Positively, all of these skills can be learned. The key difference is that in-person learning has, for the most part, been replaced by distance learning.

This may be new for many workers, particularly those working remotely for the first time.

That’s where the process of re-learning comes in, or “learning how to learn.”

Learning How to Learn

In 2018, Ulrich Boser, a senior fellow at the Center for American Progress, explained how to become better at learning, tackle skills gaps, and enable career development.

“A growing body of research is making it clear that learners are made, not born … In short, we can all get better at getting better,” Boser says.

Boser outlined three key behaviors to help workers focus on learning:

  1. Organize your goals: First, set achievable goals and plan each stage. This strategized approach will help to strengthen the commitment to tasks while minimizing feelings of self-doubt. “By setting targets, people can manage their feelings more easily and achieve progress with their learning.”
  2. Think about thinking: Also known as metacognition, “thinking about thinking” is the process of being more inspective. How do you know what you know? Could you explain it to a friend? Do you need more practice or clearer goals? Push yourself to really think about what you’re learning.
  3. Reflect on your learning: Have you ever noticed that when you step away from a problem, you achieve greater clarity? This process of reflection and focused deliberation is crucial for understanding. This cognitive quiet, says Boser, also helps explain why it’s so difficult to gain skills when we’re stressed or angry or lonely: “… for us to gain any sort of understanding, there needs to be some state of mental ease.”

Learning Starts Now

Young workers are the next generation of leaders in your workforce.

The sooner you can integrate them into your organization through a process of organizational learning and career development, the sooner they will become embedded in your culture and a part of your company’s future.

Consider the benefit of providing a virtual office membership to your remote employees and leveraging coworking options for future in-person collaboration. Investing in the well-being of your employees is investing in your company.

While nobody could have predicted the health crisis or its legacy, a positive outcome is that we can turn it into a process of constructive learning and equip young workers with a unique and invaluable set of skills for the future.

Are You a “Woke Leader” in the Workplace?

Corporate reputation doesn’t just lie flat in the PR department. Every company needs to “sing from the same songbook,” from advertising to employee ethics and everywhere in between. What does that mean? Say what you mean and do what you say. Align all practices with the company’s mission and moral compass (or find one?). Not easy.

A recent piece in MIT Sloan Management Review states, “the universal mandate for corporations to engage on social issues is real. It’s no longer OK for corporations to have a single, siloed corporate social responsibility officer.”

It continues to say that three things are crucial to make sure social justice initiatives stick. They include:

  1. A workforce united behind a cohesive vision
  2. An executive who either commits to the workforce’s vision or has a strong one of their own
  3. An organizational value system that is built to implement and sustain that change

Without all three, the article concludes, efforts “may be internally stymied.”

What is “woke?”

“Woke” is a term I am still learning to grasp. So I looked up a variety of sources to help understand how to use it properly. It is by no means new. But it seems as though it has become more prevalent in dialogue within the last year or so.

I liked this explanation in Psychology Today: “Many people, especially the youth, have a heightened awareness of our troubled past and, understandably, seek to correct our collective wrongs. This is where the term ‘woke’ comes into play. It is defined as, ‘aware of and actively attentive to important facts and issues (especially issues of racial and social justice).’ Given that we have a long history of racial and social injustices, it seems like being ‘woke’ to such problems is a very good thing. How can we address such problems without first being aware of them? Movements such as Black Lives Matter, at their heart, are about correcting racism and injustices that have long been ignored or swept under the rug. We need to wake up.”

A recent article in the Wall Street Journal, The Price of Woke Politics, caught my eye about corporate America getting called out for hypocrisy. Are they just pretending to be “woke” to be hip and popular, but not ethically following through?

Walk the Talk

I certainly want to see leaders push the envelope in social justice. To shake things up in the name of fairness. Change requires those who have power, influence, and money to set an example. But be sure to walk the talk.

A recent advertising campaign was launched by Consumers’ Research, a conservative nonprofit, which targets Nike, Coca-Cola, and American Airlines. (With an ad buy of up to $13 million, so not just a grassroots effort.) Consumers’ Research states that it hopes to warn companies to put consumers before woke politics. Let’s pause there. Frankly, they don’t like left-leaning corporate moves and are quick to highlight double standards by their own definition.

The article states that “each ad treats the companies like a political candidate would an opponent.”

The ad should touch on the company’s reputation and contrast “high-minded social-justice rhetoric with its other behavior.”

It’s a fine line with organizations like Consumers’ Research. They tend to be the nemeses of organizations because they watch like a hawk and nitpick everything. This runs rampant with companies working to be sustainable but aren’t there yet—and get called out for it. Sometimes leaders and their PR, HR, advertising, and other decision-makers find themselves in a lose-lose situation with watchdog groups. But they do have a place.

I personally prefer a more journalistic approach, but my specific point remains the same. Get woke, stay woke, and make REAL societal change. Here was an interesting list I found (from 2019) of some of the top woke campaigns or decisions made by large companies.

Corporate Social Justice

If we switch terms to Corporate Social Justice, there is a treasure trove of research on which companies are getting it right or wrong–at least by someone’s standards. The NBA has received a lot of praise, while Netflix and AT&T have been called out. And there are many organizations in between that are learning lessons on how to bring CSJ to life without sacrificing too many customers, employees, partners, etc. (Which isn’t an easy task.)

In We’re Entering the Age of Corporate Social Justice in the Harvard Business Journal, author Lily Zheng writes, “Consumers and employees are now looking for more than Corporate Social Responsibility—they’re looking for what I call Corporate Social Justice … Corporate Social Justice is a reframing of CSR that centers the focus of any initiative or program on the measurable, lived experiences of groups harmed and disadvantaged by society. CSR is a self-regulated framework that has no legal or social obligation for corporations to actually create a positive impact for the groups they purport to help. Corporate Social Justice is a framework regulated by the trust between a company and its employees, customers, shareholders, and the broader community it touches, with the goal of explicitly doing good by all of them.”

Useful Social Justice Tips

The article outlines a few tips to help leaders grasp this shift in thinking (getting woke?). It also explains how not to fall prey to the hypocrisy that will inevitably be identified (more like called out/shamed).

“When picking a goal or vision, don’t just go with a goal that your CEO likes. Vanity projects aren’t enough,” Zheng says. “Instead, develop a thoughtful and intentional process that brings together representatives from your various stakeholder groups to determine which issues lie at the intersection of your company’s mission and the unmet needs of its stakeholders.”

“Thoughtfully situate your company within the broader ecosystem surrounding that goal … Most companies play a role in creating and maintaining inequities through their supply chains, hiring strategies, and the customer bases they serve—or don’t serve.”

Zheng recommends that companies “build robust and representative working groups that connect the company with its stakeholders. Also, they should “explore the impact of the company’s actions on various stakeholders.” Then, use that “knowledge to proactively inform how the company acts on and reacts to society.”

“Ensure that all members are compensated for their participation and can opt-out at any time. Done right, these working groups can inform your company’s strategic priorities, help leaders make tough decisions in the public eye, and allow them to respond to pressing current events in ways that resonate with your stakeholders.”

And here she echoes what I am saying: “Take a stance. Corporate Social Justice is not a feel-good approach that allows everyone to be heard, and by nature, it won’t result in initiatives that will make everyone happy.”

Conclusion

Lastly, be sure to “regularly evaluate progress. To build accountability into the process, goals and metrics should be set by working groups and translated by senior leaders into directives for the entire company. While companies have no legal obligation to meet these metrics, their relationships with stakeholders—especially their employees and external communities—are regulated by trust.”

What conversations are you having at work about this exact topic? Is your leadership “woke?” And are they taking a stand for social justice and injustice? Also, are they taking a stance that isn’t simply for good PR and to drive sales? Have you learned some tough lessons along the way? I’d love to hear your examples! Email me at ctrivella@talentculture.com.

 

A New Paradigm: How to Encourage Meaningful Partnership at Work

Let’s face it: Many team members feel unsupported by their leaders, and it’s the single biggest reason why people quit their jobs. It also turns out that many leaders feel similarly unsupported by their team. This creates a two-way street of frustration between leaders and teams. Unaddressed, these poor relationships can lead to serious workplace problems.

Then came the COVID-19 pandemic.

It altered not only the way in which we work but strained many of the relationships we have with coworkers. It revealed a growing hunger among leaders and teams for a deeper connection and a more mutually accountable and rewarding partnership.

No doubt, we all seek healthy and effective relationships at work. But as we know, few of our key work partnerships are exceptional, and frankly, most are mediocre or even poor. So, how do we create, maintain and continuously improve our key partnerships, especially the one between leaders and teams?

Use these steps to improve meaningful partnerships in the workplace.

1. Embrace a new mindset.

Leaders and team members must embrace a new mindset of meaningful partnership. It refers to an elevated state of the “4 Cs:” cohesion, connection, coordination, and collaboration. It’s a level of partnership that goes above and beyond, that has impact, that’s mutually successful and rewarding, and is a two-way street of care, support, and accountability.

2. Infuse foundational elements for partnership to flourish.

Leaders and teams must recognize that meaningful partnership requires strong levels of Empathy, Respect, Trust, Alignment, and Partnership. This is the ERTAP model which research has found to be the foundation of meaningful workplace relationships. It suggests that these five elements are in many ways sequential, mutually reinforcing, and when combined in synergy, create the necessary conditions for meaningful partnership at work to flourish.

3. Develop a workplace covenant.

Leaders and teams need to create and routinely use workplace covenants. In brief, a workplace covenant is an honor-bound set of commitments, which have obligatory weight, to one’s work partner. It begins with the exchange of obligations and expectations, with the focus being on: “What can I do for you, so that you’ll feel supported and can be successful?”

This exchange of behaviors and attitudes between the leader and the team is discussed, compared, refined, and documented, resulting in the development of signed workplace covenants. It should be noted that there’s no religious connotation here, but instead simply the establishment of vital behavioral promises that both partners agree to hold themselves to as a matter of personal and professional integrity. They also agree to assess themselves on the covenants and receive feedback on them.

Leaders and teams then regularly review these workplace covenants informally and formally, share them with new team members, discuss them during one-on-ones, and use them as a basis for managing and continuously improving how they work together, so that both the leader and team continue to feel supported and can be successful.

So what are the benefits of meaningful partnership?

A meaningful partnership at work is a “vaccine” that prevents the ills of dissatisfaction, disengagement, despair, and departure (the Dreaded 4 Ds) that occur all too often in today’s workplaces. Meaningful partnership at work is what today’s younger workers seek but aren’t always able to articulate. They will say that they search for significance at work and collaborations that are authentic and mutually rewarding. But it begs the question: How do you create that work environment? Meaningful partnership, ERTAP, and workplace covenants are the concepts and tools to provide that answer.

Finally, for those organizations seeking to promote a positive culture, meaningful partnership offers a compelling vision. It’s a place where employees often encourage and praise. It is where managers go above and beyond to support their staff. It’s where constructive feedback is exchanged without anxiety or fear. And where everyone is doing their best to ensure the success of others. It may seem idealistic, but actually, it’s quite achievable when both leaders and teams embrace a new paradigm of collaboration—one of meaningful partnership.

 

This piece was co-written by Timothy M. Franz Ph.D., organizational psychologist, professor of psychology, and interim Chair at St. John Fisher College, and Seth R. Silver Ed.D., the principal of Silver Consulting, Inc. and former professor of Human Resource Development at St. John Fisher College.

5 Quick Ways to Make Employee Recognition Fun

Thanks and praise for a job well done feel good. But recognition happens far less often than it should in our work environments. And employees have noticed.

Reward Gateway found that 85 percent of employees think managers and leaders should spot good work and give praise in the moment, and 81 percent of employees think this should happen on a continuous, year-round basis. Additionally, this study also found that 70 percent of employees say motivation and morale would improve if managers simply started saying “thank you” more. Yet Gallup reports that 65 percent of employees hadn’t received any form of recognition for good work within the past year.

When asked what leaders could do to improve employee engagement, 58 percent of respondents in a Psychometrics study replied, “Give recognition and praise.” And in another survey by Socialcast, 69 percent of employees said they would work harder if they felt their efforts were better appreciated. Clearly, recognition matters.

Employee recognition is a company’s most valuable currency

Employees typically value praise more than other tangible forms of reward, including cash. According to Officevibe, 83 percent of surveyed employees said it’s better to give someone praise than a gift.

Employees want to appreciate each other as well—and when they do, it boosts a company’s bottom line. With this in mind, peer-to-peer recognition is a powerful force. Notably, it’s nearly 36 percent more likely to have a positive impact on financial results than manager-only recognition, according to a report by the Society for Human Resource Management (SHRM) and Globoforce.

Five quick ways to make recognition fun

Employee recognition doesn’t have to take the form of simple praise and thank you’s. Here are some simple creative ideas anyone can do—including you!

  • Give someone who’s deserving a standing ovation.
  • Ring a bell or gong to celebrate a big sale or major achievement.
  • Highlight photos of hardworking employees in company PowerPoint presentations.
  • Create a project scrapbook for your team with pictures and stories of good work.
  • After meeting a goal or initiative, have executives make breakfast for the team.

The bottom line

What gets recognized gets repeated. Often, this idea is referred to by many as, “the greatest management principle in the world.” By recognizing good work, you encourage more of it.

You don’t need a budget to start. In fact, the most powerful forms of employee recognition tend to cost little, if any, money. A word of thanks in person, a written note, or an email can go a long way.

Employee recognition is contagious. It doesn’t just feel good to receive recognition. It also feels good to give it, so take the time to do so and pass it on!

 

Mario Tamayo, a principal with Tamayo Group Inc., and Bob Nelson, president of Nelson Motivation Inc. co-authored this piece. They also co-authored Work Made Fun Gets Done! Easy Ways to Boost Energy, Morale, and Results, available wherever books are sold.

Work Culture Lessons Learned from the Space Shuttle Columbia

Leadership plays a significant role in work culture and organizational strategy. Yet many who are in charge seem unprepared for the responsibility. Seventy-six percent of employees agree that management sets the tone for workplace culture. But 40 percent say that managers fail to engage them in honest conversations, 36 percent say that their managers don’t know how to lead a team, and 58 percent cite their managers for their reasons for leaving their jobs, according to SHRM’s 2019 Culture Report.

Moreover, businesses lost nearly a quarter of a trillion dollars over the last five years due to employee turnover triggered by poor work culture and bad managers. With these stats in mind, if organizations want to stay afloat, they can’t wait on making improvements to work culture and organizational structure.

Our Guest: Dr. Phillip Meade

On the latest #WorkTrends podcast, I spoke with Dr. Phillip Meade, co-owner and COO of Gallaher Edge, a management consulting firm that applies the science of human behavior to create highly effective cultures. Dr. Meade has led teams and organizations for 25 years, serving at various levels of management. Following the Space Shuttle Columbia accident, where the shuttle broke up as it returned to Earth, killing seven astronauts, Dr. Meade developed a plan for the organizational and cultural changes necessary for return to flight and create leadership behaviors to drive sustainable change.

In the case of the Space Shuttle Columbia, I wanted to know: What work culture influences played a part in the accident, and what was done afterward to pivot to a more functional organizational structure?

“Part of the issue was overconfidence. We thought that we were safe after we got up into orbit. Also, many felt that we couldn’t raise questions or talk about problems,” Dr. Meade says. “We had, for so long, this deep ingrained ethos that failure is not an option. And there were a lot of people in key leadership positions that believed that there was no way to fix the problem on orbit, even if we discovered it. And so, there was a resistance to even look and see if there was a problem.”

When he was asked to lead the work culture change, he noticed that many were highly dedicated individuals who wanted to be at work. It was then that he realized the difference between an effective organizational culture, and what’s merely a good organizational culture where people are happy, or enjoy working there.

“A truly effective organizational culture also drives the strategy of an organization. In the case of NASA, that means driving organizational safety and leads to high organizational effectiveness. So, that was one of the big keys to solving and changing the organizational culture.”

Changing Organizational Structure: Key Takeaways

So, when it comes to changing organizational structure, one of the key takeaways, according to Dr. Meade, is that organizational work culture is an emergent property of a complex adaptive organizational system. This means that it’s a combination of beliefs and behaviors of employees within an organization.

“While leaders are responsible for the organizational culture, it still lives between the ears of the employees. This is why we say that we use the science of human behavior to really work on and affect organizational culture because that’s where it lives,” Dr. Meade says. “It starts with the self, with the individual and it starts from the inside out. And so, I think that that’s one of the main keys about working with organizational culture.”

Another key takeaway, says Dr. Meade, is that the culture must align with an organization’s business strategy. It isn’t just about creating the happiest place on Earth to work. Sure, it’s great if you can achieve such a feat, and high employee engagement has been shown to increase productivity. However…

“If you’re increasing productivity towards goals that don’t align with your strategy then, there’s no point to it,” says Dr. Meade. “You want to make sure that the organizational culture you’re creating drives business results and aligns with your organizational strategy.”

I hope you enjoy this episode of #WorkTrends. You can learn more about organizational strategy and the Space Shuttle Columbia accident by reaching out to Dr. Phillip Meade on LinkedIn. You can also find Dr. Phillip Meade’s book titled “The Missing Links: Launching a High Performing Company Culture” here. 

How to Keep Talent Engaged: 3 Useful Practices from Aviation

With up to 200,000 commercial flights a day, aviation must do many things right. From airport operations and internet booking systems to something much more valuable: superb performance in the cockpit of every single plane, every single flight.

How do they keep talent engaged so they can fly impeccably? What can we learn from aviation that applies to businesses? Here are three valuable practices.

1. Provide the right response to errors.

One of the great killers of engagement in organizations is what happens when there’s an error. Of course, no one wants an incident in aviation. And it’s vital to treat every single one very seriously. But what’s surprising is that the discussions do not involve questions that suggest a personal attack or blame, like, “Who did it?” and “Whose fault is it?”

Instead, aviation professionals take a fact-based, neutral, non-rushed approach. The main question asked is: “What was it in the system that allowed this to happen?” Yes, someone may have made a mistake. But is that the result of improper or insufficient training? Or poorly designed procedures? Or some equipment that did not work as expected in that context?

The goal is for the organization to keep talent engaged by encouraging them to learn and improve. To make sure that everyone becomes better because of that incident. That people involved are more committed to doing their best, rather than discouraged or made angry. Just Culture is what this is called in aviation.

Companies are sometimes very far from this approach and there’s a lot that can be done to improve things. While pointing to “the guilty” and making sure they get reprimanded might seem like some sort of relief for the stress they’ve caused us, we all know it’s not the right path to take.

2. Ensure real-time feedback.

Pilots always know where they stand in terms of performance in their roles. This keeps them alert and motivated to learn and to perform at their best.

Twice a year they spend time in flight simulators. The first four hours of the visit are to practice situations they might face in reality: engine failure, hydraulics failure, emergency landing, smoke in the cabin, and so on. The second four hours are an examination. An experienced captain watches their every move in each scenario: their attitude, the way they communicate, their knowledge and airmanship. In the end, they get a detailed debriefing, and only if things went very well do they get to continue to fly planes. Six months later, they’re back in the simulators again to train and be examined.

In between simulators, they get feedback every day. Their activity in the cockpit can be checked or re-checked anytime because they’re in plain sight, thanks to cabin voice recorders (CVRs).

What can companies learn here? To set up an even bigger “big brother” to record all people’s moves? No. It is the supervisor’s role to notice what’s going on and to give people feedback right away. Not to be too busy with their own operational activities or wait for a superficial form to fill out now and then. Companies need to make sure that supervisors consider it important to give feedback to their people. And that everyone in the organization feels safe both to speak to others and to receive feedback from others.

In this dynamic world, we all need to know now where we stand. If we want to keep talent engaged, we must not rely on old data or on assumptions about where we are and how we’re doing.

3. Build team spirit.

In the past, airline captains used to be regarded as some larger-than-life figures, not to be argued with, whatever decisions they made. You only spoke when asked to speak. You didn’t challenge their experience or perception of things.

There are countless stories of small incidents or tragic accidents that happened because captains–mere mortals, after all–did not work together with the rest of the crew, did not consider their recommendations, did not have the right situational awareness, and ultimately made a bad call because of it.

Aviation cannot afford such a leadership style and such a culture. Because of this, since 1981, airlines have implemented what is known as Crew Resource Management. It is probably the closest thing there is to the concept of team spirit. It supports working together in a structured and clear way.

Many companies say things like, “We need to work as ONE company” and “create synergies” and “break the silos.” All good intentions are there… but the structures aren’t built to make all this happen. Organizations need to ask themselves: Are procedures written with this “ONE” goal in mind? Are the systems facilitating this vision?

Conclusion

One thing to admire about aviation is the thoroughness of every approach. Nothing is just a slogan. There are clear expectations for every role, with hardly any grey areas. The system is built in such a way that all available resources are used in the most effective way.

How does this keep talent engaged? By communicating the message that everyone counts. Not just the captain–but the co-pilot, the flight attendants, the tower, and the staff on the ground.

In aviation, efforts to build and maintain engagement go deep into how everything is organized. They go beyond the shiny surface activities, which may sound fun, but don’t last very long. How is your company doing on this spectrum?

Managing Employee Uncertainty to Help Them Thrive [Podcast]

Employee uncertainty is bad for business. When people don’t feel their work situations are stable, they get anxiety, depression, and have a tendency to catastrophize. They also become disengaged with their work. Because of this, productivity wanes, and so does financial success. Gallup estimates that 22 million employees are disengaged, resulting in $350 billion lost each year due to absences, illness, and other unhappiness-related issues.

It’s up to leadership and HR professionals to manage employee uncertainty before things get out of control, especially in these unprecedented times spurred by the pandemic. It is up to managers to get ahead of uncertainty and find ways to communicate with employees, reassure them, and have structures in place to manage uncertainty should it arise.

Our Guest: Sandy Scholes, Chief People Officer at Flipp Corporation

On the latest #WorkTrends podcast, I spoke with Sandy Scholes, chief people officer at Flipp Corporation. She has over two decades of diverse HR experience, having held several executive HR leadership roles at organizations like Entertainment One, Becton, Dickinson, GlaxoSmithKline, and CARA. Sandy has long sustained a passion for working with people and focuses on growth empowerment. She aims to help create work cultures of learning at organizations and provides strategies to manage employee uncertainty during times of organizational change.

Because employee uncertainty is especially prevalent thanks to the pandemic, I was eager to get her insight into how to work with such uncertainties. I wanted to know: What can organizations do to combat this? The first thing is to equip leaders and managers with the ability to spot uncertainty in the first place.

“It starts with all of your leaders and coaches. You need to pull people in a room and equip leaders and managers with the right kind of skills to try to notice that. You have to double your communication,” Sandy says. “At Flipp, we’ve asked all of our leaders to be deliberate and spend one-on-one time checking in on employees to see how they’re doing.”

The second thing to realize is that everyone reacts differently to uncertainty, and will need different accommodations. What one employee needs to feel more secure may be wildly different than another.

“You can’t treat everyone the same. For example, at Flipp, for parents, we’re trying to manage uncertainty by providing more flexibility. How do we create a schedule where they don’t feel overwhelmed?” Sandy says. “Managers and coaches need to understand that they have to provide this level of flexibility so that people can work differently now.” 

Don’t just survive. Thrive.

Of course, managing uncertainty isn’t enough. Once you help people get to a baseline of comfort, you want to make sure they’re able to get to the next level. Employees don’t just want to survive; they want to thrive.

“Make sure employees have a growth and development plan. You have to sit down with them monthly, even if they’re remote. Talk about career aspirations. Because if they don’t feel like they’re going to develop, then they’re going to feel stagnant,” Sandy says.

And engagement will suffer. With the surge of the “Great Resignation,” this isn’t a risk you can take. Offer employees options to grow. Give them stipends to allow for creativity and learning–even if it doesn’t directly correlate to work.

“If employees want to take music lessons or guitar or they want to sign up for a wine course, they can take some of that money and spend it on a personal thing. It’s all about feeding your soul,” Sandy says. “Stay invested, grow people, help challenge them, and make sure they’re learning and they feel like they’re making a difference.”

I hope you enjoy this episode of #WorkTrends. You can learn more about managing employee uncertainty by reaching out to Sandy Scholes on LinkedIn.

Create a Culture of Cybersecurity: Teach Employees to ‘Catch a Phish’

In 2020, 74 percent of U.S. organizations said they succumbed to a phishing attack. As today’s news cycle fills with ransomware headlines and remote connectivity continues​, it’s increasingly essential for companies to implement action plans for cybersecurity awareness. Phishing can get both people and businesses into all sorts of deep water.

The word “phishing” is commonly used as an umbrella term for a variety of attacks, though the overarching category that phishing falls into is called social engineering. Social engineers prey on human nature with the intent to manipulate a person to take a specific action. Phishing refers to the most common type of social engineering: fraudulent emails sent to many people.

The idea is to cast a wide net with simple bait—fake communication that often impersonates an individual or brand. Phishing works because it taps some of the most basic human traits (curiosity, carelessness, fear of missing out), and scammers know how to use those traits to their advantage. They hook you with an email, text message, phone call, or social media message. Then, they lure you in with a malicious link or attachment and then make the catch–: stolen login credentials or a compromised system.

Many companies attempt to create a culture of cybersecurity and phishing awareness by using scare tactics. These can make employees annoyed at your IT team—or worse, resentful. They may even feel so anxious about phishing that they won’t click on any link or attachment—even important ones. At the end of the day, negative emotions won’t help you build an effective culture of cybersecurity awareness. HR departments should make it their goal to nurture a blame-free, empowering security culture where all employees feel they are contributing to a shared goal.

Create a culture of cybersecurity.

In a well-functioning culture of cybersecurity, employees understand their roles in protecting your company’s data and IT resources. They are active participants in ongoing security conversations. Also, they have the tools they need to maintain good security habits without impeding their work. A blame-free culture doesn’t mean a lack of accountability. Instead of using a punitive model, however, find other ways that motivate employees to follow policies and strong security habits. For example:

  • Don’t instill fear in employees with threats of termination for repeatedly falling for simulated phishing.
  • Do implement a buddy system that appoints a peer to be a team or department’s cybersecurity expert.
  • Don’t require employees to reuse or write down their passwords.
  • Do provide appropriate resources and tools, such as password managers, so employees can use and manage strong passwords.

A recent Dashlane and Harris Poll survey found that 79 percent of employees take at least some personal responsibility for their company’s overall security. Employees want to be part of the solution, and companies need to show them how they can do that.

Implement a cybersecurity education, training, and awareness program.

Phishing trends sound unsettling—but by educating and training your employees, you will empower them with the knowledge to avoid taking the bait. A successful cybersecurity education, training, and awareness program should answer why security matters to your company. It should communicate to employees why they should care about security. Additionally, it should explain how cybercriminals target and attack businesses and what actions employees can take in the course of their day to enhance security.

Conduct simulated phishing campaigns.

To help employees recognize phishing and risky actions through first-hand experiences, use a “show, don’t tell” approach with simulated phishing tests. Phishers may not always have perfect spelling, but they shine at psychology and human behavior. And they’re meticulous researchers. By conducting regular mock phishing campaigns, you can turn employees from a weak link in company security to points of strength.

In addition to serving as practice for employees, the phishing tests measure how many people open the emails, click on the links and attachments, and complete the final action (such as entering their login credentials). You can use these metrics to track the effectiveness of your program over time and identify areas that need additional education and awareness.

Boost phishing defenses with additional tools and processes.

Education and awareness are empowering, but you still need to provide tools and implement strategies that support and promote secure practices. Train employees on how to identify and report suspected security incidents and threats, including phishing attacks. Consider creating a special email or channel for employees to reach out to.

Specifically, businesses must also train employees to recognize phishing attempts and social engineering. In addition, they need to adopt a password manager and multi-factor authentication to improve digital hygiene and security. Cybersecurity is as much about people as it is about technology. Businesses need to educate their entire workforce and provide them with tools they will actually use. Doing so makes their lives easier, both at work and at home. Some quick tips for catching a phish include:

  • Check the subject line of an email for a sense of urgency, scare tactics, or an enticing offer.
  • Ensure the email address matches the sender’s name and/or company.
  • Before clicking, look out for poor spelling and grammar, or unusual/awkward use of language.
  • Don’t be fooled by personalization because scammers can also learn your personal details.
  • Adopt technologies like endpoint security, password managers, and email security.

Many businesses are improving their security technologies and processes to make it harder for phishers to hook their employees. But phishers will continue to find novel, unexpected ways to lure people with social engineering. Your best defense is planning for the unexpected and empowering employees with current knowledge, appropriate tools, and ongoing awareness. Companies can only achieve a culture of cybersecurity if everyone is engaged. Cybersecurity is not something only IT and tech-savvy employees can care about. HR departments need to remember that promoting positive cybersecurity awareness will lead to a culture of security––not scare tactics.

How to Navigate the Uncharted Waters of Post-Pandemic Work Styles

As Franklin D. Roosevelt once said, “A smooth sea never produced a skilled sailor,” and the COVID-19 pandemic is no exception. As regulations lift and many employees are immersed in the waters of remote work, many business leaders are sorting through what a flexible workplace will look like in the future.

With an increased appetite for workplace flexibility and a new kind of employer/employee reciprocity on the rise, there may never be a time when 100 percent of an employee base is back in the office. To strike the right balance, organizations will require tailored approaches and deeper discussions. They need to ensure employees are empowered to deliver excellent customer experiences while honoring their trust. By working to accommodate employee post-pandemic work styles, employers won’t just be helping their businesses but also the people who keep them running.

Work Style Over Space

Cultivating a work environment—and culture—that meets specific post-pandemic work styles will greatly serve employers.

Since March of last year, we’ve invited employees into our homes (digitally), and they have invited us into theirs. We’ve met their spouses, children, and dogs and cats alike. We’ve become accustomed to their more relaxed dress code, their mementos, their home décor. The working environment has gotten tremendously casual and intimate.

In light of this, this reorientation will require an even higher level of mutual trust between employer and employee. The employer should set high expectations, giving autonomy to employees, and hold them accountable for performance. They shouldn’t try to manage how, when, and where they work. In exchange, employees can experience a greater acceptance of work/life integration. As some re-enter the office space with an eye toward personal and familial obligations, this will be beneficial. It will also be valuable to others who remain in home offices, continuing to mesh their lives with the work they love.

How to Accommodate Post-Pandemic Work Styles

For any organization, it won’t be possible to duplicate company culture as it once was. Instead, to adapt and advance, culture must evolve, while keeping the organization’s core values intact.

Here are a few things leaders can do to navigate the workplace of the future while keeping employees’ post-pandemic work styles at top of mind.

Ensure Employees Co-Create the New Norm

It’s imperative to understand employees’ needs and hopes for this new world of work. You can achieve this through active listening via focus groups, ongoing employee pulse surveys, employee advisory groups, and honest discussions between managers and direct reports. Maintain the non-negotiables of culture and let go of any leave-behind elements of culture that can disappear. After gathering employee insights, leaders can co-create an envisioned future. One where the employee is involved in the development, understanding, and communication of that future so they can adopt, advocate for, and believe in it.

Hold Tight to Core Values

Regardless of work location, a company’s core values must hold steadfast. From hiring employees to making important business decisions, leaders should remain true to their core values and use them as guideposts.

Focus on the Mission

Mission-driven organizations are more important than ever. They keep people connected and engaged when not seeing each other every day. It’s crucial to instill companywide messages that employees are more than a “workforce.” Rather, they’re a community of like-minded individuals who equally share in the company’s mission.

Operate from a Place of Compassion

Empathy is key.  It’s vital to take employees’ physical and mental wellness into consideration. Many still struggle with mental health issues due to the effects of quarantine. Consider this when interacting with employees and making plans for their work future.

Create Ways to Communicate and Connect

Many employees experience office FOMO (fear of missing out). To combat this, position the office as a social gathering place for collaboration, mentoring, development, community-building, and more. In lieu of the historical face-to-face time, design other ways for employees to communicate and connect. Some examples of this are weekly social meetings, all-hands-on-deck brainstorms, fitness and cooking challenges, or virtual meditation breaks.

The work world will never be the same. Still, with high levels of trust, communication, and vulnerability, companies can work with employees to cultivate and accomodate post-pandemic work styles.

How to Build Employment Value with Better Benefits [Podcast]

Salary isn’t everything. As a matter of fact, eighty percent of employees say that they’d choose additional benefits over a raise. Sixty percent say that benefits are a huge deciding factor in whether candidates take a job at all. And HR professionals report that the benefits are what’s leveraged most often to retain top talent.

To put it another way: Employees are vocal about the swaying power of offering better benefits. And employers will want to listen.

With this in mind, to stay competitive, organizations need to know how to tailor benefits to both the employees they have and the candidates they want to attract.

Our Guest: Alexa Baggio, Employee Experience Expert 

On the latest episode of #WorkTrends, I had the pleasure of speaking with employee experience expert Alexa Baggio. She’s devoted to creating immersive experiences and encouraging thought-provoking interactions between employers and employees–with the aim of improving upon “traditional” HR practices.

For example, Alexa founded The PERKS Conventions (PERKS) to make employee-focused services easier to discover, access, and afford. Currently, PERKS has expanded to six cities across the U.S. and is the largest employee experience expo on Earth. This past year, PERKS also created Showcase™, an innovative virtual benefits fair platform that empowers employers to host live info sessions, eliminate hours of work wrangling vendors, and improve employee experience communications all year round.

With so many employees reporting that better benefits are extremely valuable to them, I asked Alexa how employers can use benefits to build and enhance their employee value proposition. Her answer? Offer personalized benefits to suit specific employees.

“You’ve got four generations in the workforce. Some people care about fertility. Others care about loans,” Alexa says. “Some people also care about debt. How are you going to make everybody happy? You personalize.” 

Employee “Experience” vs. Employee “Lifestyle”

So how do you personalize benefits to optimize for a better employee experience? Basically, says Alexa: You choose the lifestyle benefits that suit the employees you hired. In other words, don’t just get a foosball table as a perk because the rumor is that foosball is cool.

“Everybody heard that [foosball] was trendy, so they did it,” Alexa says. “That may be the right culture for the 75-person sales team with an average age of 23 in your office, but what if your culture isn’t that? What if you have a bunch of engineers, or researchers, or lab technicians?” 

After figuring out what core benefits fit the employee population, employers need to understand that perks offered also are a reflection of company culture. For example, if your organization values health and wellness, that needs to be articulated in the benefits. Communicate this by offering a gym membership or nutrition program.

“As an employer, you have to decide: What are the cultural benefits you want to signal? Is it fitness? Wellness? Timeliness? Cost reduction? Financial education? Community giving?” Alexa says. “Give people the experience to get in there, and to explore, and show that you’ve got great systems set up to be a person that works there.”

Basically, to stay competitive as an employer, get to know the people you hire. Learn what’s important to them and offer better benefits to reflect that. It could increase the longevity of your hires and foster the company culture you desire.

I hope you enjoy this episode of #WorkTrends, sponsored by PERKS. You can learn more about how to optimize benefits for employee experience and lifestyle by connecting with our guest, Alexa Baggio, on LinkedIn.

The 3 Pillars of Hybrid Workplaces [Podcast]

It’s irrefutable: Hybrid workplaces are in, and inflexible employers are out.

The data is astounding. In some studies, 80 to 90 percent of employees report wanting to stay remote after the pandemic. And 84 percent of working parents with children under 18 find that the benefits of hybrid workplaces outweigh the cons.

We know now that overall job satisfaction is tied to flexible working models. And we’ve seen that many people are jumping off the “talent cliff” in search of greener pastures that offer full- or partially-remote work options.

The future of hybrid workplaces is now, especially as we all transition back to in-office roles. When it comes to developing a strong hybrid work culture, there’s no time to waste if employers want to stay competitive and prioritize employee satisfaction.

Our Guest: Rhiannon Staples, B2B Marketing Leader and CMO at Hibob

On the latest episode of #WorkTrends, I talked with Rhiannon Staples. She is a global marketing leader who has been architecting expert business strategies and leading start-up teams for over 15 years. Before taking on her current role as Hibob CMO, she was the Global VP of Marketing at NICE Actimize and Global Head of Brand Marketing at Sisense. She’s an expert in brand-to-market strategy, lead generation, and account-based marketing programs. She also specializes in spearheading global growth for companies.

Rhiannon had some great advice for harnessing hybrid work for global growth and business strategy. She said that there are three pillars of hybrid work that companies need to consider in order to design a successful hybrid work model.

“The first is productivity, the second is communication, and the third is culture and connection,” Rhiannon says. 

For the first pillar of productivity, employers need to show workers their willingness to be flexible. This will give employees the feeling that employers are dedicated to their success. For the second pillar, they need to adopt an inclusive business model that prioritizes employee communication–whether employees are working remotely or in person. Finally, employers need to empower their HR leaders to create a culture of connection with employees. They need to offer tools and resources that can make the employee experience better.

Leaders also need to approach hybrid work with the point of view that there may be different rules than with traditional remote work.

“Hybrid work is less about letting employees go remote as it is about the work model, type of employment, hours worked, and work location,” Rhiannon says. “So first and foremost, know that ‘hybrid’ is not ‘remote.’ It’s something new that we need to tackle.”

The Benefits of Hybrid Workplaces

I asked Rhiannon how important it is that companies take hybrid work models seriously. Her answer? VERY. Notably, only 13 percent of people said they wanted to go back to the office full-time, five days a week, according to a Hibob study.

“I don’t want to create an impression that employees don’t want to be in the office. Because that’s not the case at all. Basically, our data has shown that employees and managers aspire to have a flexible work environment,” Rhiannon says. “Companies that are bringing employees back full-stop, in-office, five days a week … they’re going to feel the backlash of this. Employees will leave for companies that are offering greater flexibility.”

Data shows that hybrid work is beneficial for everyone, including underrepresented populations. These groups include those with disabilities or those who are neurodivergent. Also, women across the world have greatly benefited from hybrid remote work options, particularly those caring for children or elders.

“We’ve proven over the course of the past year that those companies that have offered flexibility to working mothers have seen great success with that population,” says Rhiannon. “Women having access to flexible work hours and having the option to work from home will open the door for many women to get back to work.”

Embracing a hybrid work model can help organizations retain employees. Also, it can encourage a more diverse workforce. If you ask me, there’s really no downside.

I hope you enjoy this episode of #WorkTrends, sponsored by Hibob. You can learn more useful information on adapting to a hybrid work style by connecting with Rhiannon Staples on LinkedIn.

For more information on this topic, read more here.

 

Image by Fotogestoeber

How to Communicate Organizational Change to Dispersed Teams

You are a remote employee and a member of a dispersed team. And this is how your employer chooses to communicate organizational change while working from home…

“Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo! offices. If this impacts you, your management has already been in touch with next steps. 

And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices.”

Leaves you bewildered and angry, doesn’t it? That’s exactly what the employees of Yahoo! felt when they received this from the then HR head, Jackie Reses, in 2013. 

This is a classic example of poor organizational change communication. 

Call it the fear of the unknown or the resistance to move out of comfort zones; the truth is almost no one likes change. As a leader, the first thing you should focus on is having a proper change management communication strategy.

The right communication tactics will help you get and keep your team onboard while reducing resistance and easing the transition.

Let’s take a look at how you can effectively communicate organizational change to your remote employees.

Create a Communication Plan

project communication plan

Don’t make the leadership mistake of reducing organizational change communication to a one-page memo or a 30-minute Zoom call.

There’s more to it than just making your employees aware of the change. It also involves selling them the idea and getting them invested in the initiative.

The first step is to develop a communication plan (see the example to the right) that addresses:

  • What is the key message?
  • Where will the communication come from?
  • Which channels will you use to communicate?
  • How will you deal with resistance or objections?
  • What is the frequency of communication?

Creating a communication plan ensures stakeholder alignment and helps you approach this crucial process in a more structured way.

Define the Vision

Implementing company-wide change is never easy and it gets all the more challenging when dealing with a distributed workforce. To be successful, you need to effectively communicate the change vision and the outcome it will have.

The idea is to motivate your employees, get their buy-in, and help them understand the reason behind the change.

Business and management consultant John Kotter has an interesting piece of advice for creating a powerful vision for change. 

He says, “A great change vision is something that is easy for people to understand. It can be written usually in a half-page, communicated in 60 seconds, is both intellectually solid but has emotional appeal, and it’s something that can be understood by the broad range of people that are ultimately going to have to change.”

Answer the WIIFM Question

Be it customer, employee, or stakeholder communication, it helps to put yourself in your audience’s shoes and answer the What’s In It For Me (WIIFM) question. 

The same logic applies while communicating organizational change. To get consensus and support, explain how the change will benefit your employees. 

Don’t resort to buzzwords and generic statements such as “This is for the betterment of the company” and the like. Make it meaningful. Tell your employee how the change is better for them and the company.

What if you don’t have immediate tangible benefits to offer, you ask? Be transparent about it but assure them that you’re looking into it. Your employees will be skeptical, but you would rather be honest with them than keep them in the dark.

Use Visual Aids

Organizational change happens over time. It demands constant communication, reiterations, and check-ins. 

Instead of conducting a one-off virtual town hall and forgetting about it, use visual communication to support organizational change.

Not only do visual aids help you communicate complex information, but they also make it more memorable. Employees don’t have to struggle to locate (or remember) the information when leaders and communicators present useful visual aids. 

Here are some visuals you can create to make the internal communication ‘stick’:

  • Describe a change in the organizational hierarchy with a pyramid chart
  • Procedural checklist for the change managers 
  • Roadmap or timeline to chalk out the change plan
  • Strategy infographic to introduce the new strategy to employees
  • Posters and job aids to reiterate the change initiative

And here’s an infographic used by the U.S. Government’s National Institutes of Health. It addresses frequently asked questions and shares information in a visually appealing way:

infographic example

Source

Make Way for Two-way Communication

It’s important to acknowledge that, more often than not, your employees will be anxious, confused, and worried about the change. This is why you must make way for dialogue and address their concerns to ease the tension. 

As you’re working remotely, you can host regular video conference “office hours” calls, Ask Me Anything (AMA) sessions, and encourage managers to schedule one-on-ones with their team members. It’s a crucial time, and your employees need to feel heard.

Microsoft did this incredibly well when CEO Satya Nadella took charge in 2014. They hosted a two-way conversation between all the employees and C-suite executives on Yammer, their team chat tool. In this monthly communication, a portion of the meeting was devoted to Q&As where employees would ask questions to the senior leaders.

Taking this critical communication step helped build a commitment to the new company culture — and helped the leadership team instill trust with employees.

How to Communicate Organizational Change: The Takeaway

Change is inevitable, but a lot depends on how you communicate that change. 

These five tactics will help you communicate organizational change to your remote employees while reducing friction and keeping them invested in the initiative. 

 

Image by Adnan Ahmad Ali

Workplace 3.0: Say Goodbye to The Lines Between “Work” and “Life”

Welcome to Workplace 3.0…

How our workspaces have transitioned! There was a time not so long ago when most of us led dual lives – the personal and the professional. In many cases, we built our professional life to support our personal life; one that encapsulated everything but work – our family, our relationships, and our self.

The physical workspace, of course, was where our official work got done. We lived our personal life outside of that office building; to a large extent, it centered around our home. There was a fine territorial line between the two – and only the closest of our colleagues crossed over. For the majority, interaction with colleagues happened either in the meeting rooms that dotted our hallways. Occasionally, that interaction occurred during after-hour happy hours in neighborhood pubs.

The Pandemic Blurred Many Lines

One challenging year changed all of that.

In 2020, as the pandemic engulfed us from Canberra to Chicago, we were forced to move indoors. To keep the wheels of our economies moving and to maintain livelihoods, we turned to technology. And in many ways, technology rescued us. Video conferencing, while already around for over a couple of decades, got the kind of boost a start-up founder can only dream of – when they have time to dream. Buoyed by a freemium model that hooked both individuals and corporates alike, one of the beneficiaries was Zoom, which saw a whopping 326% increase in revenue.

This single most transformational piece of technology ensured that communication flowed seamlessly, even when we weren’t in the office. Between managers and team members. Between suppliers and buyers. And between clients and organizations. Zoom kept the communications line open between anyone and everyone who needed to interact. Constrained by the lack of personal connection that benefits from physical proximity, this was the next best thing. Everyone lapped it up. No doubt, this contributes to the observation that “Time spent in meetings has more than doubled globally” as presented in March 2021 in the Work Trends research by Microsoft.

Video Conferencing Destroyed Those Lines

Unconsciously, perhaps, video conferencing also enabled another dimension of communication. It didn’t blur the lines between the workplace and home. Zoom obliterated those lines.

Suddenly, we welcomed our colleagues, customers, stakeholders and others in the work ecosystem right into our homes. And depending on how much real estate you possessed, they entered your living room, study, garage or even, your bedroom! Now, your office colleagues were privy to your preferred color schemes, taste in furniture, and whether you had one or two rescue dogs for company.

Given this transition happened suddenly, and self (or business) preservation was the primary objective at the time, most of us didn’t put too much thought into the invitation (or was it an invasion?) of our personal lives. We did what we had to do at that moment. We went along with the flow. Now, although we may not be able to reverse that powerful flow, it is interesting to take a look at the long-term implications of the fusion of our professional and personal lives – and the potential impact of Workplace 3.0.

Acceptance of yet another “new normal”

Clichéd as it may be, the fact is that humanity can quickly get accustomed to new ways of working. After working in small offices in smaller buildings early in their careers, people of a certain age graduated to Workplace 2.0 in open-spaced campuses modeled after the large factories of the Industrial Age. We accepted traveling on the Tube to reach these work centers. We accepted long hours away from home to do our work.

Similarly, we’ll embrace this newest change as well. Many of us already have. After all, your colleagues have already been visitors to your home – albeit virtually. So the line between professional and personal has already been crossed. That cat people see jumping on your desk during a Zoom meeting is already out of the bag!

“Reclaiming my line”

Along the way, most Video Meeting platforms added functionality that inserted virtual backgrounds or allowed you to blur your natural background (“Let the laundry lie on the bed, Steve!”). Clunky initially, this feature has now been juiced up by artificial intelligence (AI). For some, this feature allows us to draw a curtain between professional and personal; it enables the creation of a virtual personal space even during professional meetings.

A bonus of this AI-driven virtual reality: Depending on what one is trying to convey, you can choose to be on a beach in the Bahamas in one meeting and amidst the stars the next. (Note: the rescue dogs would prefer a run on the beach.)

More transparency at work

Our makeshift workspaces, differentiated from our personal spaces even though they physically occupy the same space, silently encouraged one aspect of Workplace 2.0: We are to bring only our professional selves to work. The rest of us must stay outside the office doors – or at least outside camera range. Such an environment, quite naturally, encourages workers to live dual lives. We wear a sports jacket on the top and gym shorts on the bottom. In Workplace 2.0, irrespective of what was ailing us, we should put up a smiling face and pretend all is well at work. Now, with the camera now peeping right into our comfort zone, the trend is to be more transparent. To live and display ourselves –  as we are.

Of course, this new level of transparency comes with the hope that our colleagues, bosses and customers will accept us as we are – including the small children who sneak into the room during meetings.

A greater understanding of others

The true benefit of any shift in workplace modalities, and the introduction of any technology that helps us thrive in Workplace 3.0, is becoming more humane – even as we work. By enabling people to connect and relate when social distancing has been the need of the hour, one could say Zoom and similar platforms have done their part. Video conferencing has brought us closer together, even when safety protocols forced us apart. But, there is more.

As we see a young mother breastfeed her young one, even as she reviews the quarterly numbers, we see the human element in action. As we see a not-ready-for-primetime spouse enter the room only to realize the camera is on, we open our minds and hearts to others in a way that we’ve never done before. When we create mini work zones in different parts of our house, to ensure our partner and kids can also work efficiently, we take ‘sharing’ – physical and emotional – to another level. And throughout all the challenges, we gain a greater understanding of ourselves, and each other.

Workplace 3.0: Work, Changed Forever

In essence, one must acknowledge that the way and where we work has changed forever. In Workplace 3.0, we can hope that the blurring of the lines between our personal spaces and our workspaces will continue to bring us closer – to make us more human. And that humanity will foster further collaboration and co-operation at work – that we will be more accepting of each other, which will encourage more diversity at work.

And when all this happens, it will be the single most positive outcome of an otherwise extremely painful pandemic.

I, for one, welcome the lack of lines in Workplace 3.0. And I will be watching how this plays out.

 

Image by Siri Wannapat

5 Ways to Incorporate Employee Recognition into the Flow of Work

While countless aspects of daily work have changed over the past year, one thing remains the same across most organizations: Employees value recognition. In fact, now more than ever, employees want their efforts to be seen, heard, and acknowledged. And with the job market heating up, if employee recognition isn’t consistently present, your top talent will go elsewhere.

Nearly 6 in 10 employees (58%) rank culture – including employee recognition – ahead of salary when it comes to what they want from a company.

So the stakes are higher than ever when it comes to recognition and retaining top talent. For companies hoping to thrive as hiring returns to normal, recognition must be a part of every leader’s responsibilities. And it must be incorporated into the flow of work to keep it top of mind and authentic. Yet, according to a recent survey across CXOs and HR leaders, only 36% see recognition as a top priority for 2021.

Employee Recognition: The Difficult Work Lies Ahead

Even for those leaders who acknowledge the need for incorporating recognition into the flow of work, the difficult work lies ahead.

For starters, know that recognition feels more natural and is more successful when leadership fosters a culture built on connection. When it comes to applying connection to recognition, repetition certainly helps. Today’s recognition technology empowers leaders to determine how each employee prefers their shoutouts and communication. For example, a recent study found that 54% of employees prefer a verbal thank-you, while 31% prefer a written note. Only 7% prefer celebration and gifts. As any successful leader knows that recognition is not one-size-fits-all, and it’s not a set-it-and-forget-it initiative.

Putting authentic recognition in the flow of your organization’s work can feel daunting. But leaders must make this a priority and set it as a part of their daily intentions. Let’s discuss five ways to incorporate recognition.

1. Acknowledge specifics

Anyone can hand out a generic “great job.” Such blanket statements feel insincere. Instead, focus on the specific contributions individual employees are making to create heartfelt praise. This will require more involved leadership and higher emotional intelligence than simply offering impersonal, inauthentic gestures of appreciation.

2. Embrace social recognition

Like it or not, social media is a big part of our lives. With remote work so prevalent now, we rely on online communities and interact via digital communication tools most of the time. Incorporating recognition into all of your employee communication tools, including social channels, ensures recognition is timely, visible, and in the flow of work.

3. Schedule virtual events

Team lunches, scheduled times to touch base, and other virtual events deliver two benefits:

  • They allow you to stay connected with your employees.
  • They provide a natural forum for recognition and communication.

Because remote work can leave employees feeling isolated, it’s important to schedule these virtual touchpoints to ensure a sense of community and connection. You can also let employees select the themes of the virtual events or choose activities (e.g., a virtual painting class or a yoga class) as a part of their recognition. That way, employees feel engaged and rewarded.

4. Make it meaningful

Let’s face it: Some daily tasks feel tedious and thankless. Put meaning in “the little things” — show the impact an employee has, even if they don’t see it themselves. One way to do this is to tie recognition of the smaller tasks to values, mission, or even larger themes within your organization. This lets employees see how their success maps to something greater. This is especially important now because being dispersed often distorts the bigger picture or impedes an employee’s visibility to larger goals.

5. Incorporate variety

Just as you incorporate variety into your messaging, variety is essential when it comes to message delivery. Think outside the box: handwritten notes, a customized gift, a video message, or a delivery of their favorite treat. If every attempt at providing recognition looks the same, employees will undoubtedly start to feel the message is increasingly less special.

The Connection Between Recognition and Results

Providing recognition is not the final step. It’s important to measure your recognition results to ensure program ROI. By infusing analytics into the process – tracking and measuring your recognition strategy’s effectiveness – you can determine which areas might benefit from optimization or where something isn’t working. You need to make sure what you’re doing is having the desired effect. You’ll also want to ensure that your company is getting the most from your recognition investment. Analytics will also help ensure that your programs are positively impacting the behaviors you want to target.

Data and analytics can provide the necessary feedback and a road map to ensure your organization stays on track now and in the future. Keeping an eye on the road ahead not only includes measuring ROI but also retaining your top talent. Ultimately, employee recognition provides the validation, appreciation, and culture to drive retention.

So, don’t let recognition be just a passing thought or a tool that sits on a shelf. Incorporate it daily for your workforce to feel genuinely valued. After all, we endured in 2020. So who doesn’t deserve a shoutout for the tenacity and resilience they’ve shown?