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Side Hustles: Why Smart Employers Support Moonlighting

November 20, 2023/Career Development, Company Culture, Employee Experience, Employee Happiness, Skills Development, Talent Management /by Dakota Murphey

When it comes to careers, many of us no longer depend on a single source of income. In fact, people are turning to side hustles now more than ever. And according to Bankrate, nearly 40% of Americans dedicate time each week to at least one side hustle.

This rise in popularity makes sense, especially with 62% of Americans working paycheck to paycheck. But even though side hustles make it possible to generate extra cash, they’re attractive for other reasons, as well. For example, many people fulfill their creative aspirations through projects outside of their primary jobs.

Whether it’s selling handcrafted items on Etsy, offering freelance website design services, walking dogs, tutoring, or joining a band, side projects can provide much more than a secondary income. They’re often personally rewarding pursuits that fit alongside day-to-day careers. No wonder so many people are turning to side hustles.

How Side Hustles Benefit Employees

In the past, employers frowned upon moonlighting. Even now, some people think they should hide this activity from their employer. But as long as a side project doesn’t interfere with primary job responsibilities, there’s no need to keep it secret. In fact, with qualified talent in short supply, forward-thinking companies see multiple reasons to support it.

For example, employees often want to explore personal interests outside their day job. A side project can be an opportunity to earn some extra money while pursuing passions that may not be part of an individual’s primary profession.

It can also be a fulfilling creative outlet where people can express themselves in different ways, build expertise in new areas, and expand their capabilities. It may be a skill that translates into the workplace, like freelance writing. Or it could be a purely creative endeavor, such as nature photography. Regardless, this kind of growth helps people bring a fresh perspective to their 9-to-5 role.

Side gigs can also boost mental health in multiple ways. The freedom to pursue outside interests is rewarding and empowering. Also, these activities help employees connect with interesting people and expand their networks. Plus, earning extra income can improve wellbeing by reducing financial insecurity.

The freedom to develop side projects shows employees their company trusts their decisions, supports their growth, and cares about their happiness. This, in turn, builds goodwill that strengthens employee morale and engagement.

How Employers Benefit From Side Hustles

Employers also see multiple benefits when supporting people in their moonlighting endeavors. For starters, because employees feel more engaged when they’re free to pursue personal passions, they’re also more satisfied and loyal. And when employees don’t feel pressure to choose between jobs, it leads to higher retention rates and avoids costly turnover.

By encouraging people to take breaks from work and develop creative outlets, employers can prevent burnout and keep team members motivated. What’s more, when people are excited by their side projects, they’re less likely to get bored or stagnant in their primary role.

Completing passion projects outside of work also boosts confidence, critical thinking, and problem-solving skills that employees can apply on the job. Plus, when people gain new knowledge and skills elsewhere, they’ll bring those capabilities to their day-to-day roles. Ultimately, this enhances overall talent development.

Finally, backing side hustles can make any company more attractive to top talent. Great candidates often seek opportunities for career growth, creative freedom, and work-life balance. When supported effectively, gig work leads to a more skilled, loyal workforce, a healthier work culture, and a better bottom line.

How Managers Can Support Side Hustles

Managers are crucial in ensuring that employees feel empowered to pursue gig work and passion projects. Here are several ways to accomplish this:

One approach is to offer flexibility whenever possible, to accommodate employee side projects. This isn’t about making side hustles a priority. However, small accommodations go a long way toward making employees feel trusted and supported when juggling multiple agendas.

Even people with one job are looking for more work flexibility these days. And employers are discovering endless options. So, if you haven’t yet formalized flexible work policies, consider these questions:

Do you permit occasional remote workdays?
What kind of flexible hours do you offer?
Do you offer a 4-day workweek option or other schedule variations?
Are employees able to adjust their schedules to accommodate personal commitments or events?

Managers may also want to consider providing resources to assist people with side projects. Offering access to company equipment, mentorships, networks, or even a special development budget demonstrates a commitment to employee aspirations beyond their current role in the company.

Additionally, leaders can encourage employees to frame and manage side hustles effectively by offering learning opportunities focused on best practices. This could include hosting expert speakers or workshops, sponsoring a community of interest, or paying for professional courses or conferences.

Above all, the easiest way to make staff members feel valued is simply to take an interest in their side hustle and offer feedback when it’s requested. Asking engaging questions and celebrating milestones boosts morale and is always appreciated. With some creative thinking, any manager can find small but impactful ways to facilitate side hustles.

Addressing Potential Issues

While side hustles can be advantageous for employees and employers alike, there are also several potential downsides to overcome. Clear expectations and communication are key. First, managers should set the stage by emphasizing that the primary focus for all staff must be their day-to-day job responsibilities.

Employees need to be committed to their roles when they’re on the job. Offering them the flexibility to work around other projects is a privilege that shouldn’t be abused, and managers need to consistently reinforce this point. What’s more, it’s vital to ensure that a side hustle doesn’t create a conflict of interest with an employee’s primary role. Again, transparency is essential here.

With the right balance, companies can fully realize the benefits of encouraging employees’ passions without compromising business priorities. With some flexibility and support from managers, side hustles can be achieved successfully alongside normal workloads.

A Final Word

Employers no longer need to consider side hustles a threat. On the contrary. Supporting side hustles is a winning strategy for companies looking to attract and retain enterprising top talent.

With thoughtfully designed policies, open communication, and managerial oversight, organizations are finding that side projects help expand workforce skills, increase engagement, and improve loyalty. And with 44% of people expecting to moonlight throughout their careers, this trend is on track to define the future of work. How is your organization responding?

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

November 17, 2023/Employee Engagement, Employee Experience, Featured, HR Technology, Podcast, Podcast Recap, Podcast Recaps /by Meghan M. Biro

Sponsored by Cleary

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

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

74% of executives told Gartner they want staff to express themselves, yet only 56% of employees said they feel comfortable speaking up. Also, while 75% of executives said they consider employees’ perspectives when making decisions, only 47% of team members believe they do.

Sadly, this gap is even more pronounced among the 80% of workers with frontline jobs. In fact, according to O.C. Tanner, half of these people feel expendable. What’s more, only 30% feel seen and valued, while only 36% describe their work as a positive employee experience.

Factors That Turn the Tide

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

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

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

Meet Our Guest: Thomas Kunjappu

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

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

Here are several key takeaways from our conversation…

Why a Positive Employee Experience Matters

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

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

But who actually takes care of customers? Employees do.

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

How Work Realities Are Changing

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

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

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

Who Owns the Employee Experience Now

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

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

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

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

Tech’s Role in Employee Experience

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

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

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

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

Start Creating a More Positive Employee Experience Today

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

Listen to This Full #WorkTrends Episode

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

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

What Would Your Culture Map Reveal?

October 30, 2023/Company Culture, Editor's Picks, Employee Engagement, Employee Experience, Featured, Leadership /by Ron Ricci

Sponsored by The Culture Platform

What makes maps so special is they tell you exactly where to find places you want to visit.

Wouldn’t it be incredible if every organization had a culture map? Wouldn’t it be even better if that culture map worked like Google or Apple Maps? Anyone could easily search to find organizations whose cultural values are clearly marked on the map, and get directions to those companies. What a useful tool that would be.

The “Why, What, and How” of Culture

I think enough has been said about the “why” of culture and its role in organizational success. Anyone who has managed people or led a business knows a healthy culture is paramount to attract the best employees. And the best cultures consistently outperform and out-execute the competition.

We also know “what” culture is. It’s a set of stated values, beliefs, attitudes, rules, and behaviors expected where you work. For example, when I worked for Cisco CEO John Chambers, one of his stated cultural values was: “Treat people the way you would like to be treated, yourself.” Another was, “Deal with the world the way it is, not the way you wish it was.”

Now, as we enter the post-everything era, it’s time to focus on the “how” of culture. Companies have no other choice. “Post-everything” signaled a fundamental change in expectations. GenZ and Millennials are ready to leave one job for another faster than any generation in history.

If your company wants to attract and keep the best employees, you need a way to prove that you “walk the talk” of your stated values. But all too many miss the mark. The top reason organizational cultures don’t live up to their stated values is a lack of leadership commitment to those values.

Any organization that wants to be a magnet for talent must prove that it can live up to its aspirations. As we used to say at Cisco, “We’re in Missouri now — the ‘Show Me’ state.”

How a Culture Map Can Show The Way

For employers, a culture map is a way to show employees what the organization actually stands for. Mapping organizational culture is a new idea. It will require the same GPS features as digital maps on our phones:

Pin Drops: Destinations on the map need to be accurate.
Step-by-Step Navigation: Destinations must be accompanied by directions that explain how to get there.
Re-Routing: The map should reveal better ways to get to the desired destination — how to “walk the talk.”

I started The Culture Platform because I wanted to surround myself with thought leaders who have “GPS” models to measure cultural values. Because my professional background is in research, my bar is high. I’m willing to work with a model only if it is either research-based or battle-tested in the market. In other words, the models must predictably measure a specific cultural value.

I think it is a mistake to “boil the ocean” by relying on a single culture indicator. Every organization is different and unique — and every organization doesn’t need to share the same values.

The ability to measure a specific aspect of culture with a data model is what makes culture-specific “pin drops” on a map possible. In my search, I found five models that meet my criteria. Each solves a specific element of the “how” for culture-building. Those dimensions can be either curiosity, self-awareness, a sense of belonging, transparency, or empowerment.

For example, consider these five culture scenarios:

Many companies say innovation is a strategy — but does their culture promote curiosity, the necessary belief that it’s okay to challenge the status quo without fear of retribution?

Many companies say listening to their employees is a key value — but are their leaders and managers self-aware of their behaviors?

Many companies say a diverse workforce is their people strategy — but does their culture fundamentally embrace a sense of belonging?

Many companies emphasize autonomy and decentralization — but do they truly empower every employee?

Many companies want to be transparent and open— but do they set clear expectations?

These five models do more than provide the pin drop. Each has a set of step-by-step directions that represents the most effective route to the “pin.” For example, a culture of curiosity has four main “turns” to reach the pin. It should:

Encourage exploration
Inspire creativity
Emphasize openness to new ideas and
Drive engagement and focus from the top

Culture Meets GPS

The “how” of culture has always been the hardest part. It can’t be done without leaders leading the way. That’s why I was so lucky to be a direct report of John Chambers who helped him build Cisco’s culture. We had the luxury of time, though. Today, organizations need to move faster. And the way to accomplish that is with a map that includes clear “directions” to reach specific outcomes.

I remember when we Boomers printed out step-by-step directions in MapQuest (and tried to read them while driving). A culture map transports us all to the “GPS” era. Now, we can finally get to desired cultural destinations safer, faster, and with confidence.

If you want to give culture mapping a try and see how your culture stacks up, we welcome you at The Culture Platform. To get started, just email me at: TheCulturePlatform@gmail.com.

Grind Culture Isn’t Working. How Can Wellness Win?

October 23, 2023/Company Culture, Employee Benefits, Employee Burnout, Employee Well-Being, Health and Wellness, Mental Health Awareness, Winner: Impact Award for Content Excellence /by Erin Rouble

The Problem With Grind Culture

In recent years, “hustle” and “grind” culture have become equated with drive, ambition, and success. The logic is that if you are not incessantly working, you won’t meet your goals. Grind culture also ties a person’s worth to the product they produce. However, it comes at the expense of individual wellbeing.

The fact is, hustle and grind culture can seriously damage long-term physical and mental health. Often, people don’t even recognize how toxic grind culture can be until it directly erodes their own wellbeing.

Grind culture is especially prevalent in the corporate world. For example, a Deloitte study found that employees and C-suite executives, alike, feel exhausted and stressed. Specifically, about 1 in 3 people say they constantly struggle with fatigue and poor mental health.

Regardless, leaders are far more optimistic than employees about how their organizations are managing this challenge. For example, while only 56% of employees think executives care about their wellbeing, a whopping 91% of leaders say employees know they care.

This gap is causing companies to perpetuate grind culture at the expense of everyone’s health and wellbeing. Over time, overwhelming work-at-all-costs environments lead to multiple unwanted outcomes:

Increased stress, absenteeism, and burnout
Decreased productivity, quality, and job performance
Higher turnover rates

How can employers reverse this kind of toxic spiral — or avoid it altogether? First, let’s look at why workplace wellness is so powerful. Then, we’ll explore some ways that business and HR leaders can take proactive steps to squash toxic grind culture.

Benefits of Prioritizing Wellness

What is Wellness?

The terms wellbeing and wellness are often used interchangeably to describe a person’s overall physical, emotional, and mental health. But these concepts aren’t synonymous. Gallup explains the difference:

Wellness is “a healthy lifestyle beyond acute illness” that is shaped by cumulative lifestyle choices and habits.

Wellbeing, on the other hand, “encompasses the broader holistic dimensions of a well-lived life.” This includes physical, career, financial, social, and community wellbeing.

So, wellness is only one element of wellbeing — but it is a vital element. It’s also important to recognize that the various aspects of wellness are interconnected. In other words, if our mental, physical, or emotional health deteriorates in some way, other aspects of our health will be affected. Ultimately, this jeopardizes overall wellbeing.

The habits we adopt inside and outside of work directly influence our ability to feel good and perform at our best each day. And because most of us spend our waking hours on the job, employers need to prioritize workplace wellness and wellbeing.

The Business Case for Wellness

Employees who feel good physically, mentally, and emotionally are likely to have a positive attitude that fosters trust and collaboration – two hallmarks of a healthy work culture. But there are tangible benefits, as well. Primarily:

1. Decreased Health-Related Costs

Stress and burnout aren’t constant threats when you structure and manage work in a reasonable way. This helps employees find the necessary mental and physical energy to show up, concentrate, and contribute on a consistent basis. Certainly, it’s essential to offer healthcare support and personal time off. But happy, healthy, engaged employees don’t rely as heavily on these benefits. As a result, you’re likely to see fewer sick days, leaves of absence, and chronic conditions.

2. Increased Productivity

Employees who feel healthy, safe, and supported are significantly more productive. When people don’t feel overscheduled, overwhelmed, or micromanaged, they’re free to focus on doing their best during work hours. This improves efficiency, effectiveness, and quality — which together can elevate your bottom line.

3. Reduced Recruiting Costs

A healthier work culture leads to lower turnover. This translates into lower recruiting and training expenses that would otherwise be spent on replacing and onboarding lost talent. A culture of wellness also elevates your employer brand, which means you can attract and hire new talent more quickly, easily, and cost-effectively when the need arises.

How to Promote Workforce Wellness

Managers and HR leaders play a key role in guiding “grind culture” employees toward a culture of wellness. Whether your organization is big or small, everyone will need to be willing to help foster an environment where employees feel supported.

Here are 5 ways to replace grind culture with a healthier work environment:

1. Sufficient Paid Time Off

Taking time away from work is essential for mental rejuvenation. It promotes self-care and helps prevent burnout, which can be detrimental to individuals, teams, and the organization at large. Giving employees the autonomy to use their paid time off as they see fit demonstrates trust, which in turn, builds a strong employer-employee relationship and a healthy work culture.

To determine how much time off to provide, consider multiple scenarios: sick days, vacations, flexible days for caregiving or other personal needs, and an option for unpaid days when paid time off is depleted.

2. Flexible Schedules and Breaks

Although most businesses must operate during specific hours, the traditional 9-to-5 model is not for every employee. Consider scheduling that accommodates various personal responsibilities and lifestyles.

For example, you could let people choose their preferred daily start time — such as anytime between 8-10 a.m. — as long as they work the total required daily hours. By staggering start and end times, you can support different schedules and increase productivity. At the same time, your business can extend its hours of operation, which can improve your customer experience and top-line performance.

In addition, consider flexible break times. Some employees want a 60-minute lunch break, while others may prefer multiple shorter breaks throughout the day. Letting people decide how to allocate their break time isn’t likely to hurt your business. Instead, this flexible approach can boost morale, improve productivity, and help employees feel trusted.

3. Appropriate Equipment

Providing employees with the right tools and equipment is important for wellness. Whether they are working in an office or from home, when people have everything they need to function smoothly, they’ll be more comfortable and efficient.

This can include ergonomic chairs, dual monitors, adjustable desks, specialized software, or tools. Regardless, ensuring that people have easy access to the right equipment can reduce physical strain and mental stress, while promoting productivity.

4. Embrace “Work From Anywhere” and Flexible Hours

The recent remote work trend demonstrates that many jobs can be performed from anywhere. Offering a “work from anywhere” policy can reduce commute-related stress and personal expenses while giving employees an opportunity to choose the work setting that best suits their goals and preferences.

Letting employees work from home is especially attractive for parents who want to stay close to their young children throughout the day. But this kind of flexibility appeals to others as well. Many employers are finding that it dramatically improves job satisfaction, work quality, productivity, and retention.

5. Regular 1-on-1 Check-ins

Mandated check-ins by supervisors can play a pivotal role in gauging employee wellbeing. Project updates and deliverables are important. But it’s also essential to gather feedback about employee mental and physical wellness and work concerns.

By ensuring that managers regularly communicate with team members in a relaxed setting, you can help them identify issues earlier and address concerns head-on. It’s helpful to let employees determine the meeting agenda and remind managers that their mission is to listen and follow up on a timely basis.

Embed Priorities In a Wellness Policy

To demonstrate your company’s commitment, you’ll want to document your workforce wellbeing agenda and procedures in a formal policy. This gives the HR team responsibility for enforcement, support, and guidance as managers and employees navigate things such as time off requests.

Also, when these recommendations are formally documented, it ensures that employees won’t be reprimanded by managers or leaders who may want to choose short-term project deadlines or deliverables over employee wellness.

Lead by Example

Above all, for a culture of wellness to take hold, managers at all levels of the organization need to lead by example. It sets a positive precedent if managers take vacations, take sick days when needed, and show compassion towards team members.

Also, understanding that employee wellness isn’t a one-size-fits-all endeavor, it’s important to remain open to suggestions. By welcoming novel ideas and exhibiting genuine interest in collaborating with team members, managers create an environment where wellness is not just encouraged but actively practiced.

By implementing clear policies and fostering open communication, you can ensure that your most valuable asset — your employees — are happier, healthier, and more engaged. It’s an investment that’s well worth the effort.

Engagement and Feedback and People Science, Oh My!

October 20, 2023/Company Culture, Employee Engagement, Employee Experience, Employee Happiness, Employee Performance, HR Technology, Podcast, Podcast Recap, Podcast Recaps, Talent Analytics /by Meghan M. Biro

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

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

So Many Tools, So Little Time

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

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

Employee engagement and retention continue to slide. Still, productivity and performance expectations remain high.

After years of overwhelming change, stress, and burnout, managerial ranks are dwindling at all levels.

Many organizations are still trying to reconcile return-to-office policies with flexible work preferences. This means they must prioritize workforce wellbeing, inclusion, and trust — all of which depend on strong communication.

In the face of ongoing economic headwinds, employers are hesitant to move forward with expansion plans. Some are even cutting staff. Yet, finding and keeping highly qualified talent for in-demand positions remains an uphill climb.

AI is rapidly reaching critical mass. On the heels of the recent surge in generative AI, other forms of automation now touch every corner of our work lives. And momentum is expected to accelerate.

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

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

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

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

How People Science Helps

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

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

Kevin, what exactly do you do?

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

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

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

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

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

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

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

Organizations often overemphasize understanding and underemphasize improvement in action.

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

How can employers address this problem?

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

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

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

5 Feedback Strategies People Science Experts Use

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

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

1. Digital Suggestion Boxes

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

Considerations:

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

2. Daily Surveys

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

Considerations:

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

3. Surveys to Optimize Specific Work Experiences

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

Considerations:

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

4. Lifecycle Surveys

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

Considerations:

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

5. Frontline Customer Feedback

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

Considerations:

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

What Would a People Science Expert Do?

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

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

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

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

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

Pet Perks: Why It’s Paws Up For This Hot Benefits Trend

October 17, 2023/Company Culture, Employee Benefits, Employee Well-Being, Healthcare and Benefits, HR, Open Enrollment, Workplace Empathy /by Becky Seefeldt

In the wake of the Covid pandemic, employee benefits have experienced a significant transformation. Increasingly, employers are focusing on benefits that enhance individual wellbeing and are easy to customize. Also, as budgets tighten, affordability is becoming a key factor. This is why pet perks continue to gain popularity.

How exactly are pet-friendly solutions adding value to employee benefits? Let’s take a closer look…

Why Pet Perks Are On The Rise

Employers invest in benefits because they want to attract top talent, foster a positive company culture, enhance employee engagement, increase inclusion, boost workforce wellbeing, and encourage retention. That’s a tall order for traditional benefits to fill.

So now, more employers are integrating innovative options like pet-friendly perks into their workforce benefits strategy. Compared with standard workplace benefits, pet perks may seem like a fringe concern. But they can be highly effective as part of a holistic approach that enriches the employee experience by recognizing individual needs, preferences, and values. Here’s why:

During the pandemic, pets became office mates for many people working from home. At the same time, interest in cat and dog adoption grew by 250%, with nearly 1 in 5 households adding a four-legged friend to their family.

People naturally want these companions to be happy and healthy — especially now, when many employees are returning to the office on a part-time or full-time basis. Pet-related benefits can provide financial and moral support that gives employees peace of mind and tells them you genuinely care about their quality of life.

How Pet Perks Work

One way to cover pet-related costs is through a specialty benefits account that each employee can personalize for their unique needs. This account can include a variety of options, such as:

Pet insurance
In-person and mobile veterinary services
Medicine/prescriptions
Obedience classes
Dog walkers
Grooming services
Pet food (including prescription food)
Pet sitters

How Pet Benefits Enhance the Employee Experience

Engaged employees are the key to a strong culture and a successful organization. When employees feel connected and cared for, they’re more committed, satisfied, and productive. One way to show you care for employees is by investing in what matters to them — including cherished pets.

Often, people think of their pets not just as animals, but as part of their family. Supporting employee pets with insurance, as well as pet-friendly policies and activities, demonstrates a genuine commitment to workforce wellbeing.

As a result, employees are likely to feel appreciated and valued as team members. Ultimately, this emotional connection can translate into improved job satisfaction, productivity, and willingness to go above and beyond in their work.

3 Ways Pet Perks Build Better Organizations

Pet-friendly policies, practices, and benefits help employers in a variety of ways. For example, this strategy can:

1. Attract and Retain Top Talent

Finding and keeping qualified talent can be challenging, especially in a tight labor market. Today’s job candidates are drawn to companies that actively support their growth, health, and overall quality of life. They’re also more inclined to choose an employer that appreciates and supports them as individuals.

Offering pet perks can help your organization stand out and tip the hiring scales. What better way to show applicants you care for your team than by actively supporting the health and welfare of their pets? And with a comprehensive pet-friendly strategy, you can appeal to a broader spectrum of candidates and strengthen your position as an empathetic employer.

A pet-friendly environment also can have a direct impact on retention. Research says employees are less likely to resign if they believe their boss values their pets and cares about their wellbeing. In fact, over half of dog owners say they would stay on board if they could bring their pets to work. This means pet-friendly policies and practices can lead to lower turnover and recruitment costs.

2. Foster a Positive, Diverse Company Culture

Collaboration, creativity, and innovation are hallmarks of thriving work cultures. One way to promote an atmosphere of camaraderie and belonging is through pet-friendly policies and practices.

For example, encouraging people to exchange pet-related stories and experiences can build common ground that brings team members closer together. What’s more, by welcoming pets to the workplace, you can foster an even stronger sense of companionship and community.

Inclusion is the secret to a rich company culture, so keep this in mind when developing pet benefit options. Ask everyone to participate in defining their interests and requirements. This encourages a sense of ownership and buy-in among the pet owners on your team.

3. Boost Wellbeing and Retention

Employee wellbeing is essential for job happiness, productivity, and longevity. A pet-friendly environment can improve physical, emotional, and financial wellbeing in multiple ways.

For instance, bringing pets to the office and participating in pet-related activities can create a more relaxed, fun work atmosphere. In fact, when one survey asked employees about the benefits of dogs at work:

58% said it boosts happiness
57% said it relieves anxiety or stress
55% said it encourages healthy breaks
52% said it increases social interaction

Other studies show that workplace pets help reduce stress and enhance mental health. This can lead to a more positive, productive environment.

In addition, by assisting with insurance and other pet-related services, you can make it possible for employees to give their pets the care they deserve without worrying about extraordinary costs. This financial security can reduce overall stress and improve emotional health.

Are You Ready to Run With Pet Perks?

For any company where staff wellbeing and cost efficiency are top priorities, pet benefits are a unique opportunity to put an “experience-first” benefits strategy in motion.

By embracing pets as a natural part of employee wellbeing, you can get a leg up in attracting talent in today’s competitive hiring market. Pet perks can distinguish your company as a progressive employer that cares about the unique needs of individual employees in a more holistic way. By welcoming pets, you can open the door to an environment that’s more fun and engaging for all.

What’s more, by financially supporting employee pets with personalized benefit options, you’re likely to boost retention, productivity, and performance. And getting started is easier than you might think.

Is Your Employee Recognition Strategy On Point?

October 13, 2023/Company Culture, Employee Engagement, Employee Recognition, Featured, Podcast, Podcast Recap, Podcast Recaps /by Meghan M. Biro

Sponsored by Kudos

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

Why a Strong Recognition Strategy Matters

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

Employees who say recognition is important to their organization are nearly 4x more likely to feel strongly connected with their culture.

When employees receive great recognition, they’re 20x more likely to be engaged than those who aren’t effectively recognized.

Among employees with successful recognition programs, 72% say their performance is acknowledged, even on “little things.”

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

Meet Our Guest: Karim Punja

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

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

To learn more, check these highlights from our discussion…

Building a Recognition Budget

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

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

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

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

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

Why Management Involvement is Key

What other elements should a recognition strategy include?

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

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

How a Recognition Strategy Creates Value

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

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

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

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

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

Learn More About How to Develop a Successful Recognition Strategy

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

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11 Innovative Ways to Reward and Recognize Employees

October 10, 2023/Company Culture, Employee Benefits, Employee Experience, Employee Happiness, Employee Recognition /by Brett Farmiloe

Recognition matters. We hear it over and over again in leadership books and best practices articles. It makes sense to recognize employees early and often. But workforce appreciation isn’t a one-size-fits-all thing, and random acts of recognition usually fall flat.

So, what do successful organizations do? They focus on building a culture where appreciation is consistently expressed in meaningful and memorable ways. But what methods actually work? For real-world advice about how to recognize employees, we asked business and HR leaders these questions:

What is one innovative way your organization recognizes and rewards employees?
How is this making a positive difference?

We received feedback from across the business world — from HR Directors to CEOs. And if you just skim this list, I’m sure you’ll find at least a few suggestions worth implementing:

Allocate “Dream Vacation” Time to Stellar Performers
Provide a Monthly Recognition Allowance
Make Recognition Special with “Spotlight” Experiences
Foster Collaboration with a “Skills Swap” Initiative
Lift Morale with a Peer Spotlight Program
Support “Passion Projects” that Boost Job Happiness
Incentivize Excellence with Employee of the Month Awards
Promote Team Unity with a Specialized Listening Tool
Show Genuine Appreciation with Personalize Gifts
Encourage Career Growth Through Learning Autonomy
Reinforce Team Spirit with Virtual Toasts

To learn more about how recognition is enhancing employee engagement, job satisfaction, and other key employee experience metrics at companies large and small, check the responses below…

11 Unique Ideas to Recognize Employees

1. Allocate “Dream Vacation” Time to Stellar Performers

We’ve implemented a special recognition program called “Flexible Dream Vacation.” Employees who surpass extraordinary performance goals receive an extra week of paid vacation time, which we call a “Dream Vacation.”

This additional week is not subject to typical vacation rule restrictions. It can be used whenever the employee wishes — even on short notice. This creative idea enables employees to take much-needed time away, so they can realize personal travel goals and come back to work revitalized.

The program has improved enthusiasm and morale among our team members, while boosting their productivity and sense of loyalty. In fact, since its adoption, we’ve seen a phenomenal 20% increase in employee engagement scores on our yearly surveys.

Greg Rozdeba, Co-Founder and CEO, Dundas Life

2. Provide a Monthly Recognition Allowance

We empower everyone in our organization to take charge of recognition. Every month, we distribute $5 to each staff member, so they can say “thank you” to others, $1 at a time.

It’s not about the money. The $1 is really just a nudge to remind everyone to pay attention and share appreciation with people around them.

At our company, team members are celebrated 4.7 times a month on average. This has a much bigger impact than a typical monthly MVP award ever could!

Logan Mallory, Vice President of Marketing, Motivosity

3. Make Recognition Special with “Spotlight” Experiences

One innovative way we recognize employees is through a unique “Spotlight Experience.” Every month, we grant one outstanding employee a “day-in-the-life” experience tailored to their personal passion or aspirations outside of work. For instance, we arranged for an employee who is deeply interested in culinary arts to spend a day with a renowned chef, cooking alongside them and learning advanced techniques.

Our “Spotlight Experience” program underscores our commitment to recognizing each employee as a whole individual, not just their professional contributions.

Because this unique approach goes beyond conventional bonuses and focuses on individual interests, it builds deeper connections with people and motivates them more deeply. For example, a recent internal survey revealed a 40% increase in job satisfaction scores and a 30% uptick in employee engagement.

William Phipps, Founder, AI Tool Portal

4. Foster Collaboration with a “Skills Swap” Initiative

One way we recognize employees is through a “Skills Swap” program. In other words, employees teach their unique skills or hobbies to colleagues during dedicated instructional sessions. For example, one of our software engineers hosted a workshop on basic coding for non-technical team members.

This endeavor has significantly improved employee morale, motivation, and engagement. It creates opportunities for employees to showcase their expertise outside their job roles, fostering a sense of value and recognition. As a result, 85% of employees recently reported feeling more appreciated and motivated because of this initiative.

Moreover, these sessions have fostered a stronger sense of community and collaboration. Employees from different departments are interacting and learning from one another in new ways. This is breaking down silos and enhancing communication. In fact, we’ve seen a 30% increase in cross-departmental collaboration on projects.

Beth Worthy, President, GMR Transcription Services, Inc.

5. Lift Morale with a Peer Spotlight Program

We have initiated a “Peer Spotlight Program,” where employees nominate colleagues for outstanding contributions that might otherwise fly under the managerial radar. Each month, we showcase selected employees company-wide and reward them with a unique experience, like funding to participate in a masterclass that focuses on a topic of their choice.

This peer-driven recognition effort has elevated team camaraderie, with our internal surveys indicating a 25% boost in overall team morale and collaboration.

Brett Ungashick, CEO and CHRO, OutSail

6. Support “Passion Projects” that Boost Job Happiness

One innovative way our organization recognizes and rewards employees is through a “Passion Project” initiative. Each employee is invited to pursue a project outside their usual responsibilities that aligns their personal interests with our company’s goals.

For example, an employee with a passion for sustainability initiated a “green office” project. This led our organization to reduce waste and save energy. It even inspired involvement with our local community.

This approach not only enhances job satisfaction but also promotes creativity and ownership. As a result, our employee turnover rate has decreased by 15%, and overall job happiness has improved by 25%.

Sarah Politi, Founder and Managing Director, Jade & Sterling

7. Incentivize Excellence with Employee of the Month Awards

To publicly recognize high-performing team members, we’ve implemented a unique Employee of the Month award program. Rather than simply hanging a plaque with names on it, we hang a custom-made life-sized poster of the top performer in our office entryway. Surprisingly, this program has become extremely popular with staff.

Not only is it a source of employee pride and connection, but it has also sparked friendly competition. Everyone strives to be the face that greets people as they walk into the office. And since we implemented this program, productivity has increased by more than 10%, which we believe is due largely to improved employee morale and engagement.

Janelle Owens, Human Resources Director, Guide2Fluency

8. Promote Team Unity with a Specialized Listening Tool

Our organization has improved employee engagement by implementing an innovative listening tool that facilitates peer recognition. Through this platform, employees can recognize coworkers’ behaviors that exemplify our core values. We call these “Cheers for Peers.”

When someone goes above and beyond to demonstrate a value like “driving results” or “learning relentlessly,” a colleague can quickly log in and send positive feedback. This instant feedback loop makes it easy for employees to recognize value-driven actions in real time. And because people can see all the “Cheers for Peers” nods they’ve sent and received, it further boosts their participation.

Integrating values-driven recognition with daily interactions has been a game-changer for our company. The instant validation employees receive when peers celebrate them for living our values has strengthened staff unity and purpose. As a result, we’ve seen a noticeable improvement in morale and motivation.

Max Hansen, CEO and Co-Founder, Y Scouts

9. Show Genuine Appreciation with Personalize Gifts

We’re a small startup with a social mission, and we really try to personalize the way we acknowledge team members who deserve recognition. Don’t get me wrong — we still all have the same new-hire swag with the same branded mug, notebooks, and pens. It’s not like we’re all crafting unique mugs from clay (although that could be fun!).

But here’s our approach: When someone in our organization goes above and beyond, we find a gift that is meaningful to them. For example, our first hire is proud that she’s employee number 1, so we sent her a branded sweater with a personal note about how she’s #1 to us. (She really is a #1 person in life!)

And when another member of our team attended a Beyoncé concert this summer, we arranged a hotel stay for the weekend, so she could really live it up!

There’s a time and a place for a standard gift card or a company t-shirt. But when employees work extra hours or go above and beyond to help a customer, we know it’s not for the money. It’s because they care. So we find little ways to show them how much we care, too!

Ashley Kelly, CEO and Co-Founder, CultureAlly

10. Encourage Career Growth Through Learning Autonomy

We like to focus heavily on learning autonomy. In other words, we let our team members develop knowledge and skills the way they want to, rather than how they’re told to learn.

Although this isn’t technically a “reward,” it’s a way of approaching professional development that demonstrates a genuine commitment to everyone’s success. It also shows that we trust our staff and we want individuals to flourish in whatever ways are most effective for them.

Tracey Beveridge, HR Director, Personnel Checks

11. Reinforce Team Spirit with Virtual Toasts

Something as simple as toasting the week’s top-performing employee can help bring people together for a common purpose. In our organization, this has become a weekly tradition. Every Friday, about an hour before closing time, we host a virtual happy hour. It isn’t a mandatory meeting, but everyone in the company usually joins with a beverage of their choice.

During this online huddle, our leaders take the floor to toast the agent of the week. This is an opportunity to detail the employee’s efforts and acknowledge their achievements.

Afterward, the team tends to linger, usually playing some group games or watching a movie together. It’s a fun way to connect, socialize, and start the weekend on a high note.

Aktug Dogan, CEO, Refermate

Toxic Cultures Are Crushing Workforce Wellbeing. What Can Employers Do?

October 9, 2023/Company Culture, Employee Burnout, Employee Well-Being, Health and Wellness /by Christina Gialleli

Toxic cultures are like dark clouds looming over the world of work. Wherever they go, they wreak havoc with employee wellbeing. That’s not an overstatement. For example, consider what one recent technology industry survey revealed:

45% of tech employees said their work environment is so toxic it affects their mental health, while 48% said it takes a toll on their physical health.

Among those who work in toxic cultures, 43% use sick days or personal time off to take a break from all the negativity.

45% of employees in these environments say they’ve been pushed into “quiet quitting.”

Statistics like these are alarming, especially for organizations that are struggling to attract and retain qualified talent. To understand the issue better and find out how to create a happier, healthier workplace for all, read on…

How Toxic Cultures Erode Employee Mental Health

Today’s work environment is so fast-paced and demanding that it’s easy to overlook signs of toxicity. But left unchecked, these symptoms can cascade into serious consequences that harm individuals as well as overall workplace wellbeing.

Recognizing key issues is the first step toward developing a healthier culture. Here are four common warning signs you don’t want to ignore:

1. High Stress Levels

Toxic workplaces are a breeding ground for stress. Often, employees find themselves constantly navigating through a minefield of negativity, unrealistic expectations, and hostile interactions.

Stressful environments are more common than you may think. In fact, 79% of U.S. workers struggle with work-related stress, according to the American Psychological Association.

The persistent pressure to meet unattainable goals — coupled with a lack of support or recognition — leaves employees grappling with chronically elevated stress levels. This prolonged exposure to stress not only takes a toll on mental health, but also contributes to physical health issues such as hypertension, insomnia, and intestinal tract disorders.

2. Burnout

A combination of stress, overwork, minimal autonomy, and a lack of appreciation create a perfect storm that fuels employee burnout. Constantly pushing people beyond their limits to meet unreasonable demands can leave them emotionally exhausted, disenchanted, and disengaged from their work.

Because it diminishes mental and physical wellbeing, burnout goes hand in hand with absenteeism and employee turnover. As a result, team productivity and organizational performance also suffer.

3. Poor Work-Life Balance

Toxic work cultures often blur the boundaries between work and personal life. Employees may find themselves constantly tethered to their jobs, with little time or energy for personal life.

A lack of boundaries between work and life plays havoc with mental health. It can compromise an individual’s quality of life and leave them feeling overwhelmed and isolated. This inability to detach from work-related stressors can also contribute to sleep disturbances and anxiety, further intensifying mental health challenges.

4. Low Job Satisfaction

One of the most obvious symptoms of a toxic workplace is low job satisfaction. This usually develops when people don’t feel respected or appreciated, and they aren’t offered opportunities to develop and grow. This means enthusiasm and motivation slide, and engagement follows.

Over time, a lack of job satisfaction can erode employee mental health. When this reaches across a team or an organization, it also puts workplace harmony, productivity, and innovation at risk.

How to Heal Toxic Cultures

Creating a workplace that puts employee wellbeing first is not just a corporate responsibility — it’s a necessity. By fostering a healthy, supportive work environment, companies can safeguard mental health across their teams, which translates into high job satisfaction, productivity, and talent retention.

Here are some strategies and tactics to help develop a work environment that is more respectful, inclusive, and supportive:

1. Promote Open Communication

Encourage employees to speak up when they encounter toxic behaviors or instances of workplace misconduct. Create formal and informal processes and channels where people can openly discuss issues. Also, for situations that require discretion, provide a safe platform where anyone can report a problem and know that leaders will act on their input.

2. Implement Feedback Mechanisms

Establish processes and tools to gather and assess regular feedback. For example, conduct periodic anonymous surveys and informal one-on-one sessions. This gives employees multiple ways to express their thoughts, feelings, and concerns about the work environment. By seeking input on workplace culture, policies, and practices you’ll have a foundation for meaningful change.

3. Prioritize Leadership Training

Invest in leadership and management training programs that underscore the importance of creating a respectful, inclusive work environment. Equip leaders with the skills they need to identify and address toxic behaviors. Also, focus on helping them develop emotional intelligence so they can be role models for a positive workplace.

4. Offer Mental Health Support

Provide resources and programs aimed at supporting employee mental health. Include access to counseling services, stress management workshops, and initiatives that promote work-life balance. By showing a serious commitment to workforce wellbeing, you’ll elevate employee trust and commitment.

5. Emphasize Employee Recognition

Implement employee appreciation programs to acknowledge and reward employees for their efforts and contributions. When executives, managers, and peers express genuine appreciation for hard work, it boosts morale and contributes to a more positive work environment.

6. Provide Professional Development Opportunities

Show you care about the future of your employees. Proactively invest in their skill development and career growth. When people feel that their employer actively supports their aspirations, they’re more likely to remain loyal and view their workplace in a positive light.

7. Offer Flexible Work Arrangements

Open the door to flexible work options, such as remote/hybrid work models or flexible hours. This kind of flexibility can help employees better balance their work and personal lives. As a result, it helps reduce work stress, avoid burnout, and enhance job satisfaction.

8. Don’t Forget Conflict Resolution Processes

Establish clear and fair methods for conflict resolution. This ensures that you can address workplace issues or disputes in a timely, effective way. A structured approach can prevent problems from escalating and negatively affecting the work environment.

Encourage Self-Care Education

Toxic cultures can be overwhelming in many ways. Although it’s important for organizations to implement employee wellbeing initiatives, it’s equally important for employees to learn how to take care of themselves.

Educating individuals about mental health and wellbeing can empower them to build the resilience they need to more effectively navigate today’s challenging work world. Consider a curriculum that focuses on topics like these:

1. Coping With Stressful Situations

Training sessions that teach employees how to identify stress and cope with it are extremely useful. During training, focus on techniques for managing work stress, such as mindfulness, time management, and brief relaxation exercises. For example, teach people to recognize their own stressors and develop personalized strategies for dealing with them.

2. Prioritizing Self-Care

Educate employees about the importance of self-care and how to incorporate it into their daily routine. Emphasize the value of maintaining a healthy work-life balance, getting adequate sleep, engaging in regular physical activity, and practicing healthy eating habits. Provide resources and tips for self-care practices that improve mental and emotional wellbeing.

3. Resolving Conflict

Be sure to help employees develop effective conflict resolution techniques that emphasize open, respectful communication. This can help participants discover how to identify and address workplace conflicts constructively — whether it involves colleagues, supervisors, or clients. Through your employee training system you can offer guidance on negotiation skills, active listening, and finding common ground during regular 1:1 meetings.

4. Building Mental Health Awareness

Plan workshops or events to raise awareness about mental health issues and reduce the stigma surrounding this topic. Employees need to recognize signs of mental health challenges in themselves, as well as their colleagues. Make sure you provide information about available mental health resources and how to seek help when needed.

5. Boosting Emotional Intelligence

Emotional intelligence training can enhance an employee’s ability to understand and manage their own emotions while affirming others. Effective training often includes strategies for developing adaptability, problem-solving skills, and a growth mindset. All of these contribute to increased resilience while on the job.

6. Setting Goals

Everyone can benefit from learning how to set and achieve personal and professional goals. A great way to do this is by guiding employees through the process of creating actionable plans, tracking progress, and celebrating successes. Ultimately, this fosters a sense of accomplishment and motivates people to dig deeper and aim higher.

It’s Time to Let Go of Toxic Cultures

Bottom line: Workforce wellbeing is the key to a loyal, thriving, high-performing workforce. When you commit to building a positive culture that genuinely cares for team members, you’ll benefit in multiple ways:

Happy, healthy, well-supported employees are more content and effective in their roles. They’re also significantly more valuable team players who are willing to embrace business goals.

When employees are equipped to face the challenges of modern work life, they engage more fully, work more productively, contribute more creative ideas, and are more eager to share in their organization’s success.

Ultimately, fostering a culture of wellbeing is a win-win proposition. A workforce that is mentally, emotionally, and physically present and engaged will thrive — and will help your business thrive, as well.

Employee Experience: 5 Paths to a More Human Work Culture

October 6, 2023/Career Development, Employee Engagement, Employee Experience, Employee Well-Being, HR, Leadership /by Meredith Fish

Anyone who says being a leader is easy is simply not being honest. Leadership is hard. Yes, I said it. And that shouldn’t shock anyone. After all, modern managers are expected to be nearly super-human. They’re responsible for inspiring people, bringing out the best in their teams, and getting positive results. And naturally, they play a crucial role in shaping the employee experience.

Effective leaders create a positive work culture that fosters engagement, enhances job satisfaction, and increases productivity. Innovative work processes and technology can help. But the most influential leaders rely on more than KPIs, annual performance reviews, and cool digital tools to shape individual and organizational success.

Instead, these enlightened leaders put wellbeing and productivity at the center of their employee experience strategy. All of this sounds good, doesn’t it? But it is much easier said than done.

This article challenges leaders to focus on five factors that drive employee experience in today’s complex work environment:

Empowerment
Purpose
Recognition
Positivity
Growth

To uncover areas for improvement, consider these questions…

1. Do Employees Feel Empowered as Individuals and Part of a Team?

For any organization, balancing individuality and teamwork is a delicate art. Do you provide an environment where employees feel free to express themselves openly and authentically, as members of a cohesive, supportive team?

Aim for a Sense of Belonging

The desire to feel connected with others is part of the human condition. In childhood, we begin to fulfill this need by forging relationships with family members and groups of friends who accept us for who we are.

Similarly, at work, a sense of belonging develops when we feel free to show up and contribute as ourselves. In fact, extensive research reveals a strong relationship between authenticity, psychological safety, trust, and a sense of belonging. By behaving openly and authentically, you give peers and team members unspoken permission to do the same. What’s more, by letting go of unnatural roles, everyone has more energy to focus on what really matters.

Breed Trust Through Authenticity

As a leader, you can set a powerful example for others by sharing your own personal and professional setbacks and successes. This lays the foundation for a more genuine, relatable team atmosphere. Employees who see their leaders as real people with strengths, weaknesses, and a desire to learn, they’re more likely to open up, collaborate, and take calculated risks. Ultimately, this can drive creativity, innovation, and growth.

2. Do People See Purpose in Their Work?

How well do employees understand the significance of their efforts? When people understand how their jobs support an organization’s broader mission, they become more motivated, engaged, and committed to their work.

Connect Tasks With Meaning

We’ve all had moments of reckoning at work when we suddenly wonder, “Why am I doing this? Why does this matter?” Don’t wait for this to happen to your employees.

When assigning projects or responsibilities, you have a unique opportunity to share meaningful context. Don’t hesitate to underscore the impact you believe your team members will have on your department, your organization, your customers, or the community at large.

Frame Work as a Fulfilling Endeavor

We all want our efforts to mean something. In fact, research confirms that when employees understand how their daily efforts fit into the bigger picture, they’re more motivated and fulfilled.

Speaking to the value employees bring to the table can deepen their commitment to their job, their team, and the organization as a whole. So, remember to regularly remind people about their significance and acknowledge their contributions.

3. Do You Make Recognition Integral to Work Life?

Celebrating employee contributions strengthens their connection to the organization. Ultimately, this leads to better performance, higher profits, and stronger retention rates. How well do you respond to this need?

Acknowledge Excellence and Effort

Recognition is a core pillar of employee experience. That’s why you’ll want to acknowledge team members on a regular basis.

We all crave validation, but every situation is unique. So take time to think about the most effective approach. Some public acknowledgments resonate for some people, while others prefer a personal note or private 1-on-1 conversation.

Acknowledging excellence boosts morale, builds engagement, and reinforces a sense of value. So don’t hesitate to share a simple “thank you” or reward people formally through a recognition program,

Encourage Everyone to Participate

At WorkRamp, we’ve created a #Props Slack dedicated to employee recognition. We encourage all employees to use this space to express gratitude, brag about team members, share accomplishments, and celebrate work wins. It’s one of our most popular Slack channels, and team members of all levels regularly contribute.

4. Is Your Environment Positive and Inclusive?

Company culture directly affects employee employee wellbeing and productivity. A supportive, collaborative workplace attracts and retains top talent, motivates people to excel, drives job satisfaction, and leads to organizational success. How can you build a better culture?

Cultivate Positivity

A positive culture helps employees feel comfortable and supported, which boosts job satisfaction and wellbeing. As a leader, you can set the tone for this kind of environment. To move the meter, you’ll want to embrace change, champion open communication, and ensure fairness whenever possible.

Promote Work-Life Balance

Work-life balance can be elusive, especially these days, when more employees are working remotely or in a hybrid mode. However, by helping team members balance personal and professional priorities, you can help employees gain a stronger sense of wellbeing.

There are multiple ways to encourage self-care. For example, you can remind people to take breaks, use their vacation time, and unplug during off hours. By supporting healthier habits, you can help team members become more focused, motivated, engaged, and productive teams.

Prioritize Diversity and Inclusion

Promoting workplace diversity and inclusion is not just a moral imperative — it’s a strategic advantage. Embracing diverse perspectives and backgrounds enhances employee engagement. It also fosters creativity, problem-solving, and innovation, all of which can lead to better business outcomes.

By building a diverse environment where all voices are heard, you can avoid bias and foster a more inclusive workplace where employees feel valued and respected. Organizations that excel at this tend to attract and retain talent much more effectively than their counterparts.

5. Are You Committed to Employee Career Goals?

Do you emphasize employee growth? Research consistently shows that employees prefer to work with employers that invest in their future by offering professional development opportunities. This boosts employee morale and job satisfaction. At the same time, it means employers have a more skilled, motivated workforce, with people who are prepared to contribute to the organization’s future success.

Commit to Ongoing Growth

When you actively help team members work towards their professional goals by providing continuous learning and growth opportunities, you can expect to see improved morale, satisfaction, loyalty, and retention.

These opportunities can take various forms. Initiate regular conversations to understand each team member’s aspirations. Then work with them on an ongoing basis to identify relevant educational paths, stretch assignments, cross-skilling and upskilling opportunities, and mentoring relationships that will enrich their daily work lives and expand their capabilities portfolio.

Employee Experience: A Top-Down Imperative

No doubt about it. Leaders have a direct impact on employee experience — for better or worse.

If you have a leadership role, you can help improve your organization’s culture. It won’t happen overnight. But by focusing on building an environment of authenticity, purpose, recognition, inclusion, and career growth, you can help team members feel more valued, fulfilled, and engaged. And over time, with a consistent commitment to these elements, your organization can improve productivity, retention, and overall organizational success.

It’s not easy. But I assure you, it is worth the effort.

Employee Benefits Communication Success Strategies

October 3, 2023/Employee Benefits, Health and Wellness, Healthcare and Benefits, HR Communications, Open Enrollment /by Tarek Kamil

In the aftermath of the pandemic, employers have received a massive wake-up call — in more ways than one. Who knew so many people would rush to quit their jobs when The Great Resignation rolled through the workforce? And who thought organizations would still be embroiled in return-to-office battles, after everything we learned about remote work during the lockdown?

We’ve all felt our share of disruption in recent years. And with so much uncertainty around health and wellbeing, many employees are realizing just how important health benefits are. No wonder Pew Research found that, among people who quit their jobs in 2021, nearly half (46%) left primarily because benefits like health insurance and paid time off were lacking.

As a result, many employers have been racing to rethink their benefits packages. It makes sense for any organization that wants to attract and retain strong talent. But providing a comprehensive benefits package is not enough. You also need to be sure people understand what you offer and know how to make the most of what’s available to them.

This is where employee benefits communication can make a huge difference. In what ways? Let’s take a closer look at why and how the right strategies and tactics help…

Why Employee Benefits Communication Matters

You can provide the world’s best benefits package, but if people don’t know about it, you’re bound to miss the mark. This is why clear, consistent communication should be an integral part of your benefits strategy. Employees deserve to make informed decisions about the benefits they use. And it’s in your best interest to demonstrate your commitment to their wellbeing.

Employee benefits communication is more than just broadcasting information about healthcare plans, retirement savings programs, and other perks. It serves as a bridge between employers and employees by fostering workforce trust, engagement, and satisfaction.

Too often, employees don’t fully grasp the breadth and depth of their benefits package, or they’re unaware of recent updates and additions. For example, it’s not hard to imagine scenarios like these:

A staff member doesn’t realize they’re eligible for paid time off, so they forego much-needed opportunities to relax, recharge, and focus on personal priorities. Their stress level rises. putting them at risk of burnout.

Another employee avoids preventative medical care because they don’t know it’s covered by their health insurance plan. This delay causes an undetected condition to take hold.

Missed opportunities like these add up. And the negative impact reaches beyond employee health and wellbeing. It can also lead to costly unintended consequences when people feel exposed and unsupported, and they decide to leave.

In the wake of Covid, it’s even more important for employees to feel like they’re in the loop. Not only are healthcare costs continuing to rise, but people are more concerned about their health and wellbeing. In fact, 77% of survey respondents told CVS Health that the pandemic prompted them to pay more attention to their health in general, and 50% said the 2020 quarantine helped them achieve their health goals.

But on the downside, nearly 1 in 4 CVS survey respondents said they don’t understand their out-of-pocket medical care costs, and they don’t know how to interpret information published by their health plan provider.

By clearly communicating benefits, you can ensure that employees are more aware and invested in managing their wellbeing. This, in turn, can improve workforce productivity and loyalty.

Employee Benefits Communication in Recruitment

The first step in showing potential employees you truly care starts with effective benefits communication during the recruitment process. Most job candidates seriously consider benefits when choosing an employer, so showcasing your benefits package can differentiate your company and help seal the deal.

Be sure to clearly articulate the breadth and depth of your benefits in recruitment materials and job postings. This includes detailed information about health insurance, retirement plans, vacation policies, and any additional perks or unique offerings.

To make this information more coherent and memorable, you may want to publish a guide or brochure. Also, to extend your reach, consider using multiple communication channels.

For example, in addition to job postings and company websites, try leveraging social media platforms, employer branding videos, and employee testimonials to make your benefits offering more visible and enhance its perceived value. Digital outreach can help you tap into a broader pool of candidates with visually compelling content that is easy to access and understand.

How to Plan Benefits Communication

The annual enrollment period is naturally when organizations focus on benefits communication. But ideally, this is a continuous process. That’s why you’ll want to develop a year-round plan:

1. Before Open Enrollment

Create a communication roadmap to ensure that employees will have access to the information they need at the right time, so they can make informed decisions. This plan should outline key messages, relevant channels, and timelines for key events, as well as content development, production, and delivery.

Keep in mind that you’ll want to build awareness and anticipation among employees prior to open enrollment season, so they’ll be more prepared to engage when the time comes. Also, consider providing early access to educational resources and tools so people have ample time to familiarize themselves with available options and make informed choices.

2. During Open Enrollment

Targeted, ongoing communication is crucial throughout the open enrollment cycle. Plan to utilize various channels, such as email, intranet portals, and in-person meetings. This should ensure that employees receive consistent, personalized information about benefits options, relevant plan changes, and important deadlines.

Employees also appreciate opportunities to ask questions and seek clarification, whether through HR representatives, benefits fairs, online forums, or dedicated helplines. By maintaining open lines of communication, you can address any concerns promptly and provide the support people need to make informed decisions.

In addition, a benefits guide can be a particularly powerful tool, not just during enrollment but throughout the year. Think of it as a comprehensive resource with detailed information that clarifies various available options, along with eligibility criteria, enrollment processes, and frequently asked questions. You may also want to include real-life examples and case studies to help employees envision various benefits in action. This guide can be produced in print as well as digital formats, to meet diverse content preferences.

3. After Open Enrollment

Even after enrollment closes, you’ll want to reinforce the value of your organization’s benefits throughout the year. For example, you can provide timely updates when plans or processes change. Also, you can communicate about wellness activities, events, and resources, as well as employee assistance programs, and other support services.

In addition, it helps to offer feedback channels, as well as dedicated resources to assist employees who need help to access benefits and use them effectively. Regularly promoting these services reminds everyone that you care about their health and wellbeing.

Top Trends in Employee Benefits Communication

When planning, developing, and delivering benefits communication, consider these hot trends:

1. Personalization

Because individuals have unique communication needs and preferences, personalized communication is an increasingly important trend. By leveraging innovative AI technology, you can tailor benefits communication to individual life stages, topic interests, content preferences, and more. This customized approach elevates engagement and helps people better understand and appreciate the benefits available to them.

2. Multichannel Approach

With the rise of digital communication, it’s essential to adopt a multichannel strategy. By integrating diverse communication channels such as email, intranets, mobile apps, and social media platforms, you can reach employees across different generations and work environments. As a result, benefits information becomes more readily available when and where employees want it.

3. Gamification

Gamification techniques make benefits communication much more engaging and interactive. This includes quizzes, challenges, and online simulations that help educate employees about their benefits. By infusing an element of competitive fun, gamification encourages active participation, boosts knowledge retention, and improves the overall effectiveness of your communication efforts.

4. Simplified Language

To enhance comprehension and eliminate confusion, employers are moving away from complex jargon and using simplified language in benefits communication. By focusing on clear, concise messaging you can ensure that employees understand the details behind each benefit. This empowers them to make better-informed decisions.

A Final Note on Benefits Communication

Above all, keep in mind that successful benefits communication is an ongoing process that requires regular evaluation, adaptation, and feedback from employees. Working hand-in-hand with other internal communication efforts, benefits communication plays a vital role in shaping employee engagement, satisfaction, and retention. Ultimately, by relying on modern practices, you can develop and implement a communication strategy that resonates with your workforce and enhances their health and wellbeing.

Employee Experience by the Numbers: Top 5 Concerns

September 26, 2023/Company Culture, Employee Engagement, Employee Experience, Employee Recognition, Employee Retention, Healthcare and Benefits, Talent Analytics /by Jose Andres

In recent years, employee experience has taken center stage as a primary indicator of organizational success. As a result, HR and business leaders increasingly want to understand which employee experience concerns are top of mind for today’s workforce.

Gone are the days when a stable job with a reasonable salary was the only key to employee satisfaction and retention. Now, employers recognize that a more holistic approach yields numerous benefits. For example:

Satisfied employees tend to be more productive, innovative, and loyal.
Employees who are committed and engaged, become powerful company advocates, not just internally, but among public circles, as well. This kind of support leads to a more positive employer brand.
A strong employee experience helps attract and retain top performers.

Recently, we conducted a survey to explore today’s biggest employee experience concerns and their underlying factors. Based on input from more than 10,000 employees at nearly 100 technology companies, this employee experience report paints a comprehensive picture of how people feel about their jobs and work environments.

Whether you’re an HR professional seeking to improve your organization’s talent strategy or a business leader aiming to provide a more fulfilling work environment, these findings can help you drive positive change. Specifically, the survey revealed 5 issues that deserve more attention…

Top 5 Employee Experience Concerns in 2023

1. Compensation is Lacking

Fair, competitive salaries are essential to attract and retain top talent. However, many organizations don’t seem to meet expectations. In fact, 46% of survey participants told us they deserve a salary increase.

If financial constraints make it difficult to offer direct salary increases, creative alternatives may fill the gap. Strategies like these may help:

Expand Benefits Choices

Adding more options can make a significant difference. For instance, practical perks such as meal vouchers, childcare discounts, and transportation subsidies are highly appealing to some staff members. Diverse choices add flexibility to your compensation framework while helping more employees feel valued and supported.
Emphasize Intangible Benefits

Quality of life is deeply important to many employees. You can appeal to their interests with solutions that address post-pandemic work-life challenges. For instance, develop a formal remote work or hybrid work program, try implementing a 4-day workweek or flexible work schedule, or offer extra vacation time as a company-wide bonus option.
Manage Private Healthcare Coverage More Effectively

Healthcare coverage is the cornerstone of a holistic compensation package. It promotes employee health and wellbeing, while serving as an attractive incentive for job candidates. However, as healthcare costs continue to rise, access to quality care is at risk. Negotiating better insurance packages on behalf of your staff can position your company as an industry leader.
Facilitate Training Scholarships

Many employees recognize the value of continuous learning and skill development. Adding subsidies for professional development and continuing education to your compensation scheme encourages professional growth while preparing team members for the future of work.
Encourage Performance-Based Bonuses

Does your organization have a well-defined bonus program? Fair, equitable financial incentives are a dynamic mechanism that motivates people and reinforces achievement. By linking goals to rewards, you inspire employees to excel while advancing your organization’s agenda.

In summary, salary remains a critical concern. However, because employee experience is complex, a multifaceted compensation strategy makes sense. Think of creative ways to circumvent internal constraints so you can keep your workforce motivated, satisfied, and engaged.

2. Stress is Overwhelming

Persistent stress erodes physical and psychological wellbeing. As a result, unrelenting work stress drains employee motivation, productivity, engagement, and performance.

Remarkably, 33% of employees told us they suffer from work-related stress. Employers can’t afford to ignore this issue. But what actions are helpful?

Invest in Wellness of All Types

Employee wellbeing touches all facets of life, including mental, physical, emotional, financial, social health, and beyond. Ideally, all these dimensions work together to support people throughout their professional lives. By offering a variety of wellness programs, you can help employees build the strength and resilience they need to adjust and move through personal and professional challenges.
Promote Awareness and Education

If people don’t understand what causes work stress, they’re likely to struggle. Raising awareness about warning signs and skills to deal with these challenges helps people act on their own behalf. For instance, you can offer classes and resources about mindfulness and stress reduction, as well as time management, communication, and delegation techniques. By developing skills like these, employees learn how to recognize and respond to factors that trigger stress.
Establish Channels for Open Dialogue

Healthy cultures foster open communication. This includes opportunities to acknowledge employee issues and actively address those concerns. Collaborative conversations about stress and its causes not only lead to better solutions but also strengthen the bonds between employees and the organization.

The ramifications of chronic stress transcend the individual experience, casting a shadow over workforce productivity and morale. By fostering a culture of wellness, you can ease stress for individuals and create an environment where employees thrive.

3. Work-Life Balance Doesn’t Exist

Healthy work-life integration drives employee commitment, motivation, and performance. At the same time, it relieves work stress, which can increase job satisfaction.

Our survey revealed that 26% of employees think work encroaches on their personal life. That’s not ideal. How can employers reduce this statistic?

Commit to Flexible Work Solutions

There are many viable possibilities. Flextime, remote or hybrid work models, and 4-day workweeks can help steer employees toward a more harmonious work-life coexistence.

As heated return-to-office debate continues, post-pandemic organizations have reached a critical crossroads. Standard work models may seem “safe,” but many employees no longer think they’re realistic.

In terms of work-life balance, flexibility helps people thrive professionally without compromising personal priorities. This can reduce work stress and elevate job satisfaction. If your company is still on the fence about return-to-work mandates, carefully weigh the potential consequences of ignoring work-life balance.

4. Employers Impose Too Many Needless Rules

Managing internal mandates consumes valuable time. Even worse, they can undermine your team’s ability to perform at its best. At least this is what we heard from 25% of employees who say their company enforces too many rules that serve no purpose.

Clearly, this gap needs attention. A possible solution is to involve employees in decisions about policies and procedures. By actively seeking input, you’re more likely to uncover redundant or needless standards. In addition, you can confirm which rules are crucial to operational excellence and gain broader support for enforcement.

When streamlining processes, constructive feedback is a powerful tool. It can help improve organizational efficiency. At the same time, it cultivates a sense of ownership among employees, which can foster a culture of continuous improvement.

5. Recognition is in Short Supply

When people aren’t recognized enough for their effort and results, their motivation and satisfaction levels suffer. And unfortunately, too many employers are missing the mark. In fact, 31% of respondents told us they prefer more frequent recognition.

Overcoming this challenge requires proactive measures. One strategy is to develop a formal process that encourages managers to share more meaningful recognition on a more consistent basis.

For example, programs that incorporate gamification techniques have proven highly effective. Some organizations also include peer recognition in their programs. This adds a dimension of mutual appreciation while reinforcing a sense of teamwork and camaraderie.

By prioritizing interpersonal workplace dynamics, recognition programs can boost morale and strengthen organization-wide engagement and performance.

Employee Experience Concerns Matter

Today’s post-pandemic workplace is shifting in multiple ways. Employee expectations and career aspirations are changing rapidly. It’s essential for companies to understand and respect these dynamics.

As you consider the 5 employee experience concerns we’ve outlined, what should you keep in mind? Organizations that prioritize these issues and respond thoughtfully are better equipped to attract and retain talent. Also, they’re creating cultures that thrive on adaptability, appreciation, and wellbeing. In short, they’re preparing now for continued success.

If you build your workplace on this foundation, you can look forward to being much more successful in the years ahead, as well.

AI in HR: Creating Value With New Technology

September 19, 2023/Employee Engagement, Hiring, Hiring Bias, HR Technology, Talent Analytics, Talent Management /by Matthew Meadows

As artificial intelligence becomes more deeply embedded in everyday workflows, it is rapidly transforming the way businesses operate. For example, the recent rise of generative AI and data-driven insights provide an exciting glimpse into future possibilities. In fact, McKinsey estimates that AI could contribute an additional $13 trillion to the global economy by 2030. But what does this mean for AI in HR?

Many employers are eagerly embracing new AI-driven capabilities. And as the co-founder of an innovative HR tech platform, I’ve had a front-row seat in witnessing AI’s early impact.

But despite the enthusiasm, a central question remains: While navigating these uncharted waters, how can employers make sure AI has a meaningful, positive impact on their workforce as well as their business results? Here’s my perspective…

Moving From Hype to Measurable Value

In the HR tech sphere, many tools and service providers are racing to integrate AI into their platforms and processes — often to demonstrate tech prowess. But this, alone, doesn’t create business value.

That’s why problem-solving must be a top priority. Especially now, in this early adoption phase, it’s paramount for solutions to address the real needs of HR leaders, practitioners, managers, and employees.

If this is the goal, what truly matters? AI isn’t just about automation — it’s also about helping organizations save time, improve performance, enhance the employee experience, and provide actionable insights when and where they’re useful. In our world, this translates into feedback processes that are more responsive, managers who are more effective at coaching their teams, and employees who are more engaged and empowered to grow and perform their best.

Mapping AI to Employment Cycle Stages

To understand the tangible benefits of AI in HR, it’s helpful to look through the lens of the employee lifecycle. From talent acquisition to performance management, and from training to retention, AI is shaping each step in the employee journey. Let’s examine what that means for each stage:

1. Rethinking Talent Acquisition: Beyond the Resume

As the initial touchpoint in the employment cycle, hiring is pivotal in defining the employee experience. Traditional recruiting methods may be effective, but they often fall short in capturing the intricate nuances that determine a candidate’s fit for a particular role. This is where the transformative power of AI can propel employers beyond the limits of a conventional resume.

An excellent case is HireVue. This platform uses AI-driven predictive analytics to evaluate a candidate’s suitability based on numerous factors, including facial expressions and tone of voice during interviews. These innovative capabilities work hand-in-hand with recruiters to complement and enhance their human observations. This leads to a more comprehensive assessment that looks beyond surface-level qualifications and reduces unconscious bias.

How AI Adds Value

In a world where first impressions and gut feelings tend to drive decisions, AI adds a more objective layer of analysis. Plus, it helps “read between the lines” of a candidate’s responses for a more holistic, data-driven approach to talent acquisition.

As a result, employers can feel more confident they’re hiring people with personal attributes that fit their company culture and long-term objectives, as well as the right skills and experience.

But the true magic of AI lies in its potential to help decision-makers rethink their perceptions of candidates. Suitability indicators shift from qualifications, alone, to a nuanced combination of skills, culture fit, and long-term potential.

Ultimately, this promises to improve employee satisfaction, engagement, and retention by making it easier to find the strongest talent for each role, right from the start. However, AI can’t run on autopilot. For the best outcomes, employers and platform vendors will need to work together so they can avoid bias in AI algorithms while preserving the human touch that elevates the candidate experience.

2. Redefining Performance Metrics: Objective Evaluation

Performance assessment has long been a foundational HR function. But now, AI adds a new dimension to this process, reshaping how we track and evaluate employee contributions.

With AI algorithms, employers can extract insights that were once beyond reach. This means organizations can more quickly and accurately pinpoint high-potential talent, predict employee burnout, create a comprehensive analysis of any individual’s performance, and identify where they’re making the biggest impact.

How AI Adds Value

To illustrate how this works, consider the case of Fractl, a fast-paced digital marketing firm that relies on the WorkStory platform to drive employee pulse surveys, streamline performance reviews, and support continuous development for its fully distributed workforce.

What’s next? According to MIT Sloan, some organizations are taking this a step further by using AI to generate employee key performance indicators. These KPIs are carefully calibrated and dynamically adjusted to consider each employee’s past performance, while also considering their team’s objectives and their organization’s broader mission.

Although momentum is growing for AI-supported employee evaluation, several fundamental challenges remain. Employers need to foster workforce trust by ensuring their process is transparent and free from bias. As success stories become more widespread and best practices emerge, these barriers to adoption should diminish.

The shift to AI-enabled performance evaluation marks a pivotal moment in the evolution of HR practices. By providing more objective, dynamic, data-driven assessments, it’s possible to unlock new levels of employee potential and improve productivity, while significantly enhancing employee engagement and retention.

3. Empowering Growth: Tailored Learning Experiences

Continuous learning is vital in today’s fluid business environment. And AI is already transforming employee development from a formal one-size-fits-all experience to a personalized and highly adaptive journey.

For instance, imagine tailoring training modules and performance support resources to an individual’s organizational role, career aspirations, and learning patterns. With AI-enabled tools like Degreed, Coursera, EdCast, Docebo, and Cornerstone OnDemand, you can easily identify relevant skill gaps and deliver targeted learning, assessments, and coaching.

How AI Adds Value

These AI-powered platforms curate personalized learning paths, recommend relevant courses, and analyze individual learning behaviors, so employees can develop the knowledge and skills they need to thrive in their current roles. At the same time, they can prepare for future opportunities.

Organizations are rapidly embracing AI-based learning strategies because they see tremendous value in helping employees take charge of their professional growth while remaining aligned with existing business goals.

4. Fostering Retention: Finding the Pulse of Employee Engagement

Employee engagement is the lifeblood of every organization. With AI-based analytics tools, employers can gain deeper insight into subtle engagement indicators. By analyzing informal and formal feedback and communication patterns, organizations can better understand the strength and direction of workforce sentiment and proactively work to improve engagement.

How AI Adds Value

Organizations like KPMG are using an internal AI chatbot and predictive analytics to identify employees who are at risk of quitting, so they can intervene. And in 10-20% of cases, these interventions succeeded.

In this context, predictive analytics depends on historical data and AI algorithms to forecast future outcomes. For employee engagement, it can mean predicting which employees are more likely to leave based on their interactions, sentiments, and previous work patterns.

When the system identifies “at risk” employees, HR can take timely action to address underlying issues. For example, to resolve conflicts with a manager, a disaffected employee may respond to job restructuring, reassignment, coaching, or new development opportunities.

This proactive, personalized approach contrasts with traditional talent management methods that rely on periodic pulse surveys and subjective assessments, both of which may miss real-time fluctuations in employee sentiment.

Fusing AI and HR: Beyond Today’s Challenges

Integrating AI with HR is a journey filled with endless possibilities. But despite the benefits and buzz, HR professionals need to recognize the risks and ensure AI tools are used ethically and effectively.

This isn’t just about efficiency. It’s also about building a workplace that is more empathetic, empowered, and engaged.

In a few short years, AI-enabled HR tools will be ubiquitous. The burden of routine, repetitive tasks will fall more heavily on machines. At the same time, information will flow much more freely, giving business and HR professionals the ability to better understand their work environment, anticipate the need to adjust, and prepare for the road ahead.

As Harvard Business Review says, “These new capabilities remove barriers of expertise and time from the process of data preparation, insight discovery, and analysis and make it possible for ‘citizen data analysts’ to create insights and take actions that improve their businesses.”

We will learn and adapt. New jobs and industries will emerge that we haven’t even anticipated yet. In fact, The Institute for the Future predicts that most of the jobs that will exist in 2030 haven’t been invented yet — and many of those jobs will be created as a result of AI.

As employers move toward a world where AI is seamlessly integrated into HR processes, I think one guiding principle will determine the difference between failure and lasting success. When you’re trying to balance tech innovation with the human touch, ask yourself, “Will this truly help members of our workforce feel more connected, valued, and supported in their professional journey?” If so, you’re on the right track.

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

September 8, 2023/Career Development, Employee Experience, Featured, Leadership, Podcast, Podcast Recap, Podcast Recaps, Talent Management /by Meghan M. Biro

Sponsored by The Culture Platform

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

Gallup says managers affect employee engagement and performance more than anything else. In fact, 70% of the variance in a team’s engagement is determined solely by its manager.

A Stanford study found that productivity increases by as much as 50% when employees move from a manager with “average” capabilities to a high-quality boss. Not surprisingly, retention is also higher among those with better bosses.

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

Meet Our Guest: Ron Ricci

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

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

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

The Anatomy of a Great Manager

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

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

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

Factors Affecting Managerial Success

Why do so many people fail in management roles?

I think this happens for two reasons:

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

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

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

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

Unsung Heroes

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

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

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

In my opinion, this is 20 years overdue.

The Manager’s Toolbox

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

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

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

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

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

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

Learn More About How to be a Great Manager

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

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

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

Leaders: Do You Connect Employees With Their Noble Purpose?

August 28, 2023/Employee Engagement, Employee Experience, Leadership, Talent Management, Talent Retention, Winner: Impact Award for Content Excellence /by Amy Brown

When employees feel disconnected from their jobs — or their work doesn’t bring a sense of purpose to their lives — they’re more likely to quit. Unfortunately, this is happening all around lately. Troubling signs like productivity theater and resenteeism are flooding the work zone. Clearly, many employees are struggling to connect their organization’s purpose with their own.

According to McKinsey, 70% of employees find a sense of relevance through work. This doesn’t mean people expect their job to define them 100%. But when personal and business purposes align, everyone benefits. Workforce engagement and loyalty tend to improve significantly. As a result, employees become more willing to advocate for their employer and recommend prospective applicants.

Why should leaders care? Because when you create a culture of psychological safety and compassion, you empower people to be authentic at work. This, in turn, drives commitment, satisfaction, and team performance.

Keys to Connect With Employee Purpose

1. Start by Ensuring Psychological Safety

In a world overflowing with toxic workplaces, psychological safety is more important than ever. No one should have to fear humiliation or punishment when they share concerns, ideas, and mistakes. Everyone should feel free to speak up and support one another without rejection or embarrassment.

The definition of psychological safety isn’t everyone being nice to others all the time. Rather, it is a work environment where everyone is welcome to:

Share feedback
Challenge the status quo, and
Work together to resolve disagreements.

But these conditions don’t materialize out of thin air. They depend on supportive top-down leadership.

2. Facilitate Open Communication

Purpose-driven cultures thrive when leaders consistently encourage a free flow of communication. This is possible when everyone feels a shared sense of ownership and trust.

In practice, trust emerges when all team members are willing to offer peers a “soft landing.” In other words, when a teammate is in a vulnerable position, others recognize and respect their situation and honor their point of view.

When teams approach authenticity with grace, it sends a powerful message throughout the organization. But this won’t start until leaders establish ground rules and set a consistent example for others to emulate in day-to-day settings. As team members become more familiar and comfortable with others’ abilities, personalities, and perspectives, respectful collaboration can naturally take hold.

3. Measure What Matters

Finally, companies that recognize people as their most valuable asset apply appropriate metrics to measure engagement, growth, and satisfaction.

Quarterly pulse surveys can include some probing questions to assess employee sentiment about psychological safety and leadership communication. This provides meaningful data you can use to compare results against historical trends and statistical norms.

Benefits of Connecting Purpose and Work

Studies show that people who live their purpose at work are more productive than those who don’t or can’t. They’re also more resilient, healthier, and less likely to leave their company.

Most of us find this kind of culture appealing. In fact, more than 80% of employees want their employer to value them as humans — not just worker bees. Yet, only 45% actually believe they’re seen this way. This gap is important. It means too many of us feel like mere cogs in an endless wheel designed for others’ benefit.

So, where does the concept of engagement fit into this picture? Successful performance doesn’t happen by accident. It comes when organizations tap into employees’ passions and strengths. People who feel engaged, seen, and heard are more likely to contribute their full selves to work whenever they’re working.

Of course, in today’s “work from anywhere” world, leaders often find it difficult to understand what team members feel internally. This uncertainty can cause them to respond in unhelpful ways. No wonder remote and hybrid employees often find it harder to connect with their organization’s purpose!

The best solution is for leaders to reach out proactively to ensure that team members are finding meaningful value in their work. Building and maintaining those connections takes time, space, intention, and investment. But eventually, as you engage in conversations and build camaraderie unrelated to business tasks, trust will develop and the rest will follow.

Compensation and benefit packages matter to employees. But even the best salaries and perks can’t compare to a purpose-driven culture. People need regular reinforcement to confirm that they are contributing in ways that make a meaningful impact. This kind of human connection only comes when leaders take the time to develop genuine relationships with everyone on their team — and encourage others to do the same.

Building a Culture of Authenticity: One Idea That Works

Although connecting with each employee’s purpose may take time, it doesn’t need to be complicated. Start by committing to bring everyone together in person, even if only periodically or on an annual basis. People naturally want to form human connections with team members, and in-person meetings are the best way to promote that kind of relational energy.

At Authenticx, we’ve established a practice that helps. We invite each team member to choose one word as their own personal beacon for the year. The goal is for everyone to select a term that describes how they’re trying to grow as an individual.

Part of living that word comes from the act of sharing the word’s meaning with others and the journey each of us travels with that intention throughout the year. So we all know each other’s words. Each quarter, we schedule word-sharing sessions to discuss where we’re struggling, where we need to be accountable, and where we’re finding success.

Recently, one of our employees shared the word “engagement.” It’s a perfect word for capturing the need to tap into people’s passions and strengths to achieve business success. When people feel seen, heard, and engaged they’re likely to contribute more fully when they’re working.

We’ve found that this practice opens a window into each employee’s mindset and often offers a new insight into their work role and performance. By learning more about what matters to team members, we can spark more useful discussions. And we see this “single word” exercise as a starting point for these conversations.

A Final Note on Purpose at Work

When people feel empowered, respected, trusted, and valued, they’re more likely to challenge themselves, remain committed, and stay on board. These are worthwhile outcomes for any organization, no matter what the mission may be.

This is why purpose-focused leaders don’t hover, but they do pay close attention. They listen to employees’ needs, tap into their passions, and promote connections across teams. As a result, team members can develop a healthy emotional commitment to their work and resilience that keeps them moving forward — even during difficult times.

Employee Motivation Matters. How Can Leaders Help?

August 15, 2023/Career Development, Employee Performance, Employee Recognition, Leadership /by Mike Szczesny

You’re a business leader. You believe in your company with all your heart. Your commitment to the organization’s mission drives you to aim high, work hard, and put in your best effort. However, that’s not the case with your workforce. You want your team to be as dedicated as you are, but employee motivation doesn’t happen by chance. And that’s where leaders too often miss the mark.

In an article about employee appreciation, Harvard Business Review briefly illustrates the problem:

An employee arrives at work on his 10th-year anniversary and finds a gift card with a sticky note on his desk. The note is from his manager, acknowledging his anniversary. Realizing the message doesn’t include a thank-you or congratulations, he rolls his eyes.

This missed opportunity speaks volumes. Just imagine the cumulative impact on morale when this kind of scenario plays out on a regular basis.

Layoffs continue to capture headlines as the economy sputters. Nevertheless, employers are still vying for qualified talent so they can stay competitive. But no one can effectively attract and retain stellar people without inspiring them. And the ability to inspire depends on your willingness to motivate people on an ongoing basis.

Connecting Motivation With Business Benefits

The power of motivation is undeniable. It directly influences multiple business metrics. For example, it can:

Boost Productivity and Profitability
Because motivated employees are more engaged with their work, they tend to be more productive and deliver higher-quality results. In fact, research says highly engaged teams can increase business profitability by more than 20%.

Reduce Absenteeism and Turnover
When motivation and engagement are low, people are more likely to call in sick or resign. The cost of both can be steep. On the other hand, Gallup says organizations with high engagement see significant benefits, with an average of 81% lower absenteeism and 43% lower turnover.

Improve Collaboration and Innovation
Motivated people typically are more content with their jobs. As a result, they’re more open to teamwork and collaboration, which leads to better problem-solving and innovation. They also tend to be more efficient and willing to go above and beyond to achieve business objectives.

Most leaders understand the value of motivation. But motivating people is easier said than done. What can you do to fuel employee motivation? When work starts piling up and engagement is at a low ebb, try these 8 ideas to engage your team and steer them toward success:

8 Ways to Inspire Employee Motivation

1. Communicate the Big Picture

Regularly sharing information about your organization’s vision, goals, challenges, and achievements helps people feel more invested in its success. Here are some effective ways to keep people in the loop:

Articulate Your Expectations: This is essential. Unless people know how you define success, and understand how it relates to their roles and output, they have no way to gauge their status or progress.

Set Objectives Collaboratively: Work together to set clear, achievable objectives. This helps people grasp the purpose behind their work and how it fits into the company’s broader mission and strategy.

Provide Periodic Business Updates: Keep employees informed about how the organization is performing to plan. This is also an opportunity not only to focus on key issues but also to celebrate successes and milestones. Keep in mind that timely, specific public recognition is one of the most effective ways to motivate people.

2. Seek Employee Input

It’s easy to become so focused on top-down communication that you may overlook the value of employee input and feedback. Asking employees direct questions during a group meeting or private conversation lets them know you care about their opinions and are open to their ideas and concerns.

It’s also helpful to periodically gauge overall employee satisfaction and engagement by conducting anonymous surveys. This is an opportunity to remind people that their opinions matter. Ask for feedback about what needs improvement and suggestions for how to improve.

Of course, any input you receive deserves swift attention and action. A timely, thoughtful response tells employees you value their feedback. It’s also a way to demonstrate the kind of loyalty you hope they’ll return by doing their best.

3. Give People Autonomy

Handing employees some control over their work can be a highly effective motivator. This can be as simple as giving people a chance to work on projects they love or letting them choose a schedule they prefer from a variety of options.

When employees have a voice in defining their priorities and daily activities, they’re more likely to feel committed to their work and invested in their results.

4. Reward Success

People will sign up for your mission and stay with your business when you give them a reason to care. And recognizing their efforts is one of the most effective ways to build this kind of connection.

For example, implementing an employee incentive program is relatively straightforward strategy:

Focus first on how to align rewards with company values and goals.
For each level of achievement assign appropriate awards, such as crystal trophies and cash bonuses, as well as certificates and verbal recognition.
Establish clear, attainable criteria for receiving awards, and regularly share program guidelines with everyone who is eligible.
Build peer-to-peer recognition into the process, so employees can nominate colleagues for recognition.
Celebrate achievements publicly to increase visibility and inspire others.
Regularly review and update your incentive program to keep it fresh and relevant.

5. Foster a Positive Work Environment

Formal recognition isn’t the only way to shape employee attitudes and behavior. For instance, leaders can also make a significant impact on employee morale and motivation simply by fostering an open, supportive work environment. This includes:

Work structures and processes that encourage teamwork and collaboration,
Programs and policies that promote work-life balance, and
Opportunities for employees to socialize and form strong bonds.

The important thing to remember here is that, even in small companies, work cultures are complex. The status quote won’t change overnight. If your culture needs to shift, prepare to be intentional and consistent. It may take time, but you’ll be rewarded with lasting business impact.

6. Offer Opportunities for Professional Growth

What better way to motivate people than to enrich their professional knowledge and skills? Especially if your business is expanding rapidly, giving people opportunities to learn, develop, and grow within your organization can be a tremendous incentive.

There are many ways to help people expand their capabilities beyond formal training. For example, consider adding stretch assignments, cross-training, educational reimbursement, mentorships, and internal career advancement to the mix.

7. Lead With Encouragement

Every day brings new opportunities to help employees overcome inevitable mistakes and failures. By encouraging people to focus on continuous improvement, you can help them develop a positive mindset and the determination to see things through.

When projects don’t go according to plan, resist the temptations to start by investigating whose to blame. Instead, focus on working together to identify the root cause and solve the problem. During difficult times, remember to tell people you trust them or send a supportive email message. And be sure to reinforce anyone who takes accountability and steps up to the challenge.

8. Remain Available

No matter how busy your schedule is, make it a priority to be responsive when anyone needs help or advice. Can you blame an employee for becoming frustrated and demotivated if you’re never available to offer guidance, assistance, or approval?

Here’s a sign that you may need to adjust your standards: Think about your one-on-one meetings. Do you regularly postpone these sessions, or blow them off altogether? Don’t be surprised if productivity and engagement are suffering.

A Final Word on Employee Motivation

Any leader who wants to elevate organizational performance and productivity should start with employee motivation. There are multiple ways to move in the right direction, but here’s the bottom line:

If you want employees to commit to your organization, you’ll need to commit your time, attention, and effort to motivate them on a continuous basis. This is clearly a long-game process, but the journey can be one of the most rewarding investments your business will ever make.

Are You Turning Into THAT Boss? 4 Red Flags

August 7, 2023/Company Culture, Employee Experience, Leadership /by Mark Wachen

We often hear that people don’t leave jobs, they leave managers. We all get what that means. But what does it mean for those of us who take on broader roles? As we rise through the ranks, we silently vow never to become THAT boss. You know the one. It’s the manager employees fear and avoid — the one they talk about in hushed tones or in private Slack messages.

How do you know if you’re morphing into the very kind of leader you swore you’d never become?

At a time when companies are struggling with an uncertain workforce, high turnover, and a lack of employee engagement, leaders must stay focused on talent retention. This means you’ll want to be extra careful not to become your employees’ worst nightmare.

But what kind of signals indicate that you’re the kind of boss no one wants? And how can you steer clear of this fate? Let’s take a closer look…

4 Signs You’re Becoming THAT Boss

1. THAT Boss Replaces Flexible Work Options With Rigidity

The pandemic dramatically changed our work environments. Now, after working remotely for more than three years, many leaders are eager to see an office full of employees. But some are moving too swiftly and going to extremes.

Rather than retaining some of the flexibility that became the norm when many of us were working from home, some leaders are intent on forcing employees to return to pre-COVID office standards. Yet according to multiple studies, employees prefer flexible work options. In fact, research shows that productivity and collaboration don’t need to suffer when team members work from various locations.

For example, according to The Hackett Group, professionals want to work remotely 60% of the time and in the office 30% of the time. This clearly indicates that employees want the flexibility to work on their own terms. This study also found that employees who can choose their work location are more engaged. Specifically, engagement increased among 58% of those with work flexibility. Also, these respondents indicated greater willingness to remain with their current employer, rather than look elsewhere.

Some leaders are concerned that employees who aren’t working in the office may not feel connected or engaged with their team. This has prompted them to implement hybrid work policies. But the Hackett Group found no change in collaboration or engagement when comparing hybrid and work-from-home models. In fact, respondents who are free to choose a flexible work model said they feel more connected with team members and with their organization’s values, mission, and culture.

2. THAT Boss Needlessly Cuts Pay and/or Benefits

Budgets are tighter — and inflation and economic upheaval aren’t making the situation any easier. In this kind of situation, leaders may be tempted to reduce compensation and benefits. After all, payroll is usually an organization’s biggest overall cost.

But unless your company is truly in dire straits, these cuts can be a serious morale killer. It sends a message that you undervalue employees. Even worse, it suggests that you aren’t willing to invest in keeping exceptional talent onboard. This can leave some of your most critical employees feeling overworked, under-appreciated, and frustrated. Ultimately, they may even become burned out.

However, it’s important to keep in mind that although salary is a key issue for employees, it’s not the only factor they consider when deciding whether to stick around.

According to recent Forbes Advisor research, 40% of employers say employees leave because they’re attracted to better benefits elsewhere. In other words, today’s workforce places a high priority on health insurance, life insurance, retirement plans, mental health support, paid time off, and other employer-sponsored programs.

This may seem obvious, but as a leader, you need to ensure that your team’s basic needs are covered. This starts with fair, competitive pay. But if you also offer diverse benefits that support employee wellbeing, people will be much more inclined to stay onboard and do their best, even during difficult times.

3. THAT Boss Doesn’t Show Appreciation

Don’t ignore the efforts of your greatest asset — your people. Attitude costs you nothing, and an attitude of gratitude goes a long way toward helping people feel they’re valued and they belong. In fact, workplace surveys consistently show that employee appreciation and recognition programs help boost productivity, reduce absenteeism, lift engagement, and drive better business results.

There is actually science behind this. Genuine recognition and appreciation meet employees’ basic psychological needs. This is why several studies equate consistent work recognition with higher pay in terms of providing a fulfilling employee experience.

We also see this in data at my company, CardSnacks. We offer electronic greetings and gift cards for holidays of all types. However, our business category is driven by ongoing employee recognition and appreciation, not just specific calendar events like Employee Appreciation Day or Administrative Professionals’ Day.

It’s easy to send someone a quick note or a gift card along with a heartfelt thanks. Even that small investment in time and resources strengthens your connection with employees in ways that boost their commitment and productivity.

4. THAT Boss Flubs Communications

Employees look to managers for leadership every day. Good leadership requires strong communication. Don’t just focus on your team’s mistakes and what hasn’t been done yet. Instead, speak with empathy, communicate clearly, and try to inspire others. As a manager, make it your mission to act like the person you’ve most enjoyed working with in your career.

Also, remember to maintain an even keel. Organizational life is a continuous cycle of highs and lows. Effective leaders know a steady hand is essential to navigate the storms of business life. If you create an environment where people feel they’re lurching from crisis to crisis, it won’t be long before valued team members start jumping ship.

So stay calm, pick the right words, and set the right tone. The better you communicate, the better your results will be as a manager, and the more people will want to work with you.

Don’t Become THAT Boss

No one needs you to be the worst kind of boss. Instead, you can choose to listen to your staff, show empathy and gratitude, and ensure that everyone receives compensation and benefits that outshine your competitors.

You can create a work environment that encourages your employees to be successful on their own terms. If you do this, I guarantee, you’ll never need to look in the mirror and see the boss you never wanted to be.

Want to Engage Future Leaders? Empower Them

August 4, 2023/Employee Engagement, Employee Experience, Future of Work, Gen Z /by Gloria St. Martin-Lowry

Leaders, do workforce engagement issues keep you up at night? If not, here’s a powerful wake-up call from Gallup. Last year, the global employee engagement rate was only 23%. Although that’s the highest level since Gallup started tracking global data in 2009, it means 77% of the workforce still misses the mark. Plus, it falls far short of the 72% benchmark seen in best-practice organizations. So, how can your company move in the right direction? Empower people — especially younger team members.

Engage? Or Empower?

Employers recognize just how vital engagement is for workforce well-being and satisfaction, as well as overall business productivity and profitability. As a result, the desire to improve engagement has spawned an endless number of programs, initiatives, and tools to help keep employees interested and engaged in their work. Yet still, strong engagement remains elusive.

Why? Sometimes, the best solution is not about adding more layers to an already complex leadership strategy. Instead, it’s about understanding and adapting to changing workplace trends. This is precisely what’s needed now.

Today’s work dynamics require leaders to understand, appreciate, and adapt to the interests and motivations of an increasingly younger workforce. Those who master this subtle art of purposeful empowerment are more successful at inspiring their staff with a new sense of focus, connection, and commitment.

What Do Next-Generation Engaged Workers Look Like?

As the president of a leadership development consulting firm, I often speak with managers about the most difficult challenges they face. Recently, their answers involve a common complaint. “Kids today!” But what exactly do comments like this mean? When we dig deeper, a more specific profile emerges:

Employees from younger generations seem uncertain, yet confident.
They continuously demand more, even when myriad choices are available.
They introduce new ways to communicate, and are fluent with digital technologies that are typically beyond the grasp of senior team members.

These generational differences may cause frustration and friction. But in truth, every generation can point to differences in others that create difficulties. Instead, we need to challenge our own mindset and operate on positive assumptions rather than negative ones.

This means that no matter what younger employees bring to the workplace and how they shape the work culture, leaders play a vital role in helping them evolve into more engaged, committed individuals and teams. You can’t change the characteristics of people who are entering the workforce, but you can adapt to their reality and meet their development needs. And in the process, you can make your workplace more inclusive and resilient.

To Empower Employees, Where Should You Start?

When adapting to Gen Z and Millennial needs, it’s wise to emphasize working styles. For example, to feel comfortable and focused at work, younger people expect employers to demonstrate an ongoing commitment to their wellbeing. This may include flexible schedules, remote or hybrid work options, shorter workweeks, the ability to take extended mental health breaks, and other creative benefits and work choices.

Support for mental, emotional, and financial health is the new bread and butter of Millennial and Gen Z work experience. And if you resist these needs, you risk losing the best and brightest young talent.

Younger members of the workforce know many possible career paths are available to them. They don’t need to commit to any particular company for the long haul. Now, these individuals are more open to participating in the gig economy and going solo as professional practitioners and entrepreneurs.

Their work/life expectations are also more than a wish list or a passing phase. Here’s why: After years of pandemic disruption, intense remote work environments, and economic challenges, 46% of Gen Zers and 45% of Millennials are feeling burned out. As they see it, their demands are not whims — they’re about physical and mental survival.

How Can Leaders Empower Employees in a Meaningful Way?

Millennials and Gen Z are predicted to comprise 75% of the workforce by 2025. So, if you don’t learn how to empower and engage them now, you’ll soon be outnumbered. To start creating a work environment where younger team members can thrive, try these three strategies:

1. Consider What’s Driving Various Demands

First and foremost, seek to understand the logic behind requests from younger employees. For example, a Gen Zer may prefer remote work because they live in a smaller, cheaper town so they can make ends meet and avoid an expensive commute. Or a Millennial could seek schedule flexibility so they can pursue a side job to improve their financial stability.

There are often serious, valid reasons behind younger workers’ expectations. Recognizing these underlying drivers can help you respond effectively and build a work environment where every employee can thrive.

2. Give Younger Employees a Seat at the Table

One of the most damaging assumptions you can make as a leader is to assume you’re always the most intelligent person in the room. If you let go of this notion, evolution and innovation will immediately become easier, more people will feel included and involved, and ultimately, your business will become more successful.

Invite other voices to join the conversation. Acknowledge the importance of their input, and accept the value of their perspectives. As a result, you can expect a more loyal, committed workforce. In fact, Deloitte research indicates that when younger employees feel empowered to share their ideas and influence in decision-making, 66% stay with their employer for at least 5 years, compared to only 24% who do not feel empowered.

3. Don’t Just Delegate — Empower

Many leaders stop short of empowering employees merely by taking tasks off their own plates and delegating them along with explicit instructions. But if you move from delegating tasks to actually elevating employees and giving them power, they will take ownership and accountability for projects. And ultimately, they’ll be more engaged.

The key is trust and a willingness to let go of control.

As leaders, we’ve been conditioned to jump in with ideas, answers, and solutions — but when we do, we take that opportunity away from others. Whether your team comes to you with an idea, a problem, or a recommendation, take the time to really listen to what they say and why it’s important. And when you ask questions, ask with an intent to understand, not to solve.

It’s Time to Empower the Future

As leaders, we all must recognize and embrace the fact that the world is changing, and organizations are changing, too. This is an opportunity to grow in new, interesting, productive, and profitable ways.

Younger generations are here. They are looking to us to help them transform the way we work. So, don’t dig in your heels or bury your head in the sand. Instead, consider the possibilities and leverage this new source of talent that, with our support, can build a brighter future.

Managers Need a Toolbox for the “Post-Everything” Era

July 25, 2023/Career Development, Company Culture, Employee Engagement, Employee Experience, Employee Safety, Featured, Leadership, Winner: Impact Award for Content Excellence /by Ron Ricci

Sponsored by The Culture Platform

What tools actually help managers manage their people? That’s the most important question every organization needs to ask itself as the workplace enters the “post-everything” era. Post-pandemic, post-work-from-home, post-boomers, post-engagement-software’s-failure-to make-a-difference, post-wondering-if-AI-will-affect-work. You get my drift.

I believe this new era will be defined by how well organizations adapt their approach to managing people, as well as the responsibilities they put on managers’ shoulders.

Inside the “Post-Everything” Manager’s Toolkit

“Post-everything” has created a new starting line for managers. Expectations have changed. Most importantly, the number one reason why individuals leave a job today is a lack of growth opportunities. In fact, more than any generations in history, Gen Z and Millennials are ready to quit their current job for another role that promises better opportunities.

This is why managers need to focus on setting clear expectations. But here’s the catch — it requires human-to-human communication.

I’ve managed about 5,000 people in my career. My on-the-ground experience taught me that no two people are exactly alike. Career planning is a process of ongoing communication. It’s a give-and-take conversation about strengths and weaknesses, about roles and responsibilities, about goals and metrics, about performance and results.

As every manager knows, it’s remarkably easy to make mistakes when setting expectations. Being consistent is hard. But it’s even harder if your organization is also inconsistent.

Think for a moment about your career. Ask yourself this question: Have you ever seen an employer dedicated to providing a single, consistent, unified process that helps managers set expectations about career opportunities for team members? Is this happening where you work now?

The “Post-Everything” Process

Of course, a toolbox is only as good as the process it uses.

I’ve spent a decade talking to hundreds of organizations around the world about the role of the manager. Along the way, I’ve repeatedly heard that if we want to help managers set clear expectations, inconsistency is the biggest problem to solve.

Inconsistency comes in many forms. It may come from a lack of formal goals or goals that are continuously changing. You may see it in a failure to establish metrics or metrics that mean different things. It could be about reorgs or reductions in force, weak communication, managerial changes, or language differences. The list goes on and on.

At its heart, inconsistency breeds distrust in management’s ability to be accountable and follow through on an employee’s career growth. These triggers cause people to move on in search of better opportunities. And that’s why I think organizational inconsistency is failing managers today and is the real reason employees are so disengaged at work.

3 Steps For Success

I’ve come to believe that every unified process to help managers consistently set clear expectations must include three essential steps. Individually, each step is helpful. But linking all three end-to-end is the key to empowering managers, especially at scale. So this is my call to action for leaders:

1. Embrace a Common Vocabulary

Communicate with common terms. Think of company-specific languages like V2MOM from Salesforce or standardized vocabularies like OKRs. A common organizational vocabulary eliminates communication gray zones or ambiguities. What words do people use in running your business? You need to define the meaning of those words. For example, what does strategy mean to your organization? How do you distinguish a priority from a program? What is an initiative, and how does that differ from a project?

2. Emphasize Shared Goals

To be clear about which activities matter to operational execution, develop and publish shared goals. These goals are the way people can connect their job role to what will be rewarded. Shared goals serve the important role of distinguishing what’s important from what’s urgent when communicating. Do we care about growth? Or do we care about efficiency? Shared goals help managers align job roles to what the organization actually values.

3. Focus on the Standard Metrics

Are you measuring everyone’s success the same way? A single taxonomy of metrics sets up what employees really want — a consistent accountability system. If people can’t communicate with facts about their performance and results, it leads to an insidious way of getting ahead: relying on who you know. And we all know what that leads to.

Alignment Matters in the “Post-Everything” Era

A common vocabulary, shared goals, and a single system of metrics. Together, they form an end-to-end process that minimizes inconsistency when setting expectations.

Yes, this process is more difficult than buying a software tool. It requires leaders and managers to do the hard work of agreeing on specific elements of the process. But that said, it’s no different with Six Sigma or Lean/Agile methods. And the results are worth the effort.

The “post-everything era” is defined by what the best employees want — growth and advancement. This era demands end-to-end alignment. That means every employee in an organization should be able to align their job role to current and future opportunities. It is hard work for any manager, but it’s the new “post-everything” reality.

Want to Manage Well? Alignment is the Answer

End-to-end alignment requires human-to-human communication up and down the organization. It’s why I believe employers have been getting engagement wrong. It’s upside down. Instead of being engaged, employees want their leaders and managers to be engaged in conversations about their individual career success.

The core premise of The Collaboration Imperative, which I co-authored about Cisco’s best practices, centers on the idea that any great productivity leap forward or new strategic direction requires the alignment of process, culture, and technology. In other words, it may be tempting to depend on a tool for this, but technology alone cannot substitute for a complete process.

Organizations already put significant weight on managers’ shoulders. In the “post-everything” era, it’s time to lighten the load. It’s time for leaders to carry some of the weight by giving managers what they need — a process that consistently and systematically eliminates inconsistencies in expectation-setting. Let’s give managers the toolbox they really deserve. Your people are depending on it.

I want to give you a head start with this process. Send an email request to me at TheCulturePlatform@gmail.com and I’ll send you a PDF of Chapter 4 from The Collaboration Imperative: Creating Commitment to Shared Goals.

8 Ways Companies Are Becoming More Inclusive This Year

July 17, 2023/Company Culture, DEI Diversity Equity Inclusion, Employee Experience, HR /by Brett Farmiloe

Is your organization striving to create a more inclusive work culture? If so, you’re not alone. Many HR and business leaders are committed to improving diversity, equity, and inclusion (DEI). But some strategies are more successful than others. What methods are actually moving the meter these days?

To understand what works in the real world, we asked eight business executives to tell us about effective DEI changes they’ve implemented during the past year. Their collective answers read like a best practices playbook:

Improve Meeting Policies to Support Wellbeing
Review and Revise Job Offers
Establish Employee Resource Groups
Share Diverse Employee Experiences
Shift Pay Structure to Base Salary and Bonus
Introduce Mental Health First-Aid Support
Prioritize Leadership Paths for Women
Intentionally Redesign Teams for Diversity

For details about these ideas, read the responses below…

How to Become More Inclusive: 8 Examples

1. Improve Meeting Policies to Support Wellbeing

As part of our commitment to workforce wellness, we addressed recent employee feedback about excessive meetings and pandemic-related burnout. Specifically, we emphasized the importance of taking small actions to reduce meeting frequency and duration, so we could ease stress for everyone. For example:

We send regular calendar blocks so everyone can conduct brief “meeting audits.” This is when employees use our Meeting Decision Tree tool to review upcoming meetings and determine the necessity.
We’ve recommitted to scheduling meetings only within core business hours (9:00 am – 4:00 pm) to promote reasonable work-life balance and family time in the evenings.
We’ve designated Friday afternoons as meeting-free time. This enables people to focus on creative assignments, catch up on projects, and prepare for the week ahead.

Our new practices and resources are improving wellbeing. They’re also facilitating better collaboration, problem-solving, productivity, and innovation.

Natasha Miller Williams, VP, Head of Diversity and Inclusion, Ferrara

2. Review and Revise Job Listings

During the past year, we have intentionally revisited the way we write job ads. We’ve always made sure our offers are inviting, clear, concise, and accurate. However, we felt it was time to address other details so we could hopefully increase diversity among candidates.

The results are visible to the naked eye. Now, I am super happy to look at our diverse teams, knowing that our attention to rephrasing may have made it easier for people to join us.

These were our priorities when reviewing and improving job listings:

We used truly gender-neutral language.
We highlighted the importance of skills, so it’s clear that this is the decisive factor in our hiring decisions.
We listed job requirements only if they were absolutely necessary. You never know if needless demands are unintentionally excluding people.
Finally, we reviewed job titles and descriptions to ensure that they are truly inclusive and free of biased language.

Piotrek Sosnowski, Chief People and Culture Officer, Life And My Finances

3. Establish Employee Resource Groups

Our organization has been attempting to improve inclusivity by enhancing our approach to diversity and inclusion training. For example, we have created employee resource groups (ERGs) to provide a safe space for employees based on their identity or shared experiences.

These ERGs serve as proactive networks that help members build communities, collaborate professionally, and work together on initiatives that promote inclusivity across the organization. They also help our organization understand uncommon experiences and points of view, while ensuring that everyone is respected at all times.

Michael Alexis, CEO, teambuilding.com

4. Share Diverse Employee Experiences

For any organization that wants to build a more welcoming culture where everyone feels they belong, raising awareness about inclusivity is vital. However, it’s not always easy to understand the difficulties that other people face — especially when those difficulties aren’t highly visible.

This is why we’ve been providing opportunities for employees from across the organization to share their unique stories. Specifically, we invite everyone to discuss the unique difficulties they face, along with advice on how peers and managers can be more helpful. They also answer questions from others in the organization.

By sharing employee experiences, we’re spreading empathy across our organization. This helps team members build stronger bonds and creates a more positive, inclusive work environment.

Max Wesman, Chief Operating Officer, GoodHire

5. Shift Pay Structure to Base Salary and Bonus

Although our industry traditionally pays employees on a commission-only basis, we’ve adopted a compensation package that includes base salary plus a performance bonus. This gives employees better financial security and peace of mind. Also, we feel it helps ensure our clients receive the best impartial advice from every agent.

What’s more, this move promotes more inclusivity. That’s because sponsorship and mentorship are integral aspects of mobility for people of color and other underrepresented employees. But commission-only pay can derail vital team relationships and breed a culture of competition that further divides people.

We encourage our people to collaborate in establishing performance metrics that will promote better team cohesion and move us collectively toward our DEIB goals.

Anthony Martin, Founder and CEO, Choice Mutual

6. Introduce Mental Health First-Aid Support

During the last year, our organization has focused heavily on promoting employee mental health. In particular, we’ve focused on making our workplace safe for people with any kind of neurological difference, such as ADHD, dyslexia, or autism.

As part of this effort, two of our staff members completed mental health first aid training. Now, people across our organization know that if they’re struggling, they have somewhere to go where they will be heard and supported but not judged.

This effort has been very well received. In fact, it’s been so successful, we’ve recently trained two more mental health first-aiders.

Matthew Stibbe, CEO, Articulate Marketing

7. Prioritize Leadership Paths for Women

People expect modern organizations to provide an inclusive work environment. And this responsibility for creating a welcoming work environment for all falls on the management team. This is why we’ve essentially created a women in leadership program designed to help women from all backgrounds achieve their professional aspirations.

Unfortunately, many businesses don’t promote single mothers into leadership. That’s because they assume women won’t have the time or commitment to succeed. But in my experience, these women tend to be more driven than average.

Long ago, I started my company as a single mother. I understand firsthand just how hard it can be to juggle personal and professional life. But I also know how committed women in this situation are to keeping their promises to customers, employees and family members.

Our organization wants to reward this kind of commitment. That’s why we assist women of all ethnicities and backgrounds as they work towards a degree or a leadership position in our company. We want to help women in our company shoot for the stars and reach them.

Kathy Bennett, CEO and Founder, Bennett Packaging

8. Intentionally Redesign Teams for Diversity

We recognize the value of diverse perspectives and experiences in driving innovation and fostering a more inclusive work environment. So, one action we’ve taken this year to enhance diversity involves remixing our teams.

Specifically, we deliberately redefined the composition of teams across departments and projects. Our goal was to better represent the diversity of our workforce within smaller groups. Therefore, when reassigning team members, we considered factors such as gender, ethnicity, age, and skill sets.

By intentionally rethinking the composition of our teams, we’ve aimed to break down silos, encourage collaboration, and promote the cross-pollination of ideas. By bringing together individuals with different perspectives, expertise, and life experiences, we hope we’re better positioned to harness the collective intelligence and creativity of our workforce.

Kimberley Tyler-Smith, VP of Strategy and Growth, Resume Worded

Is Remote Work Failing Generation Z?

July 14, 2023/Career Development, DEI Diversity Equity Inclusion, Employee Engagement, Remote Work, Skills Development, Travel Management /by Anna Dewar Gully

When the pandemic arrived in 2020, everyone’s definition of work changed in a heartbeat. Most people headed home, leaving their offices, cubicles, water coolers, and daily commutes behind. After making it through that massive disruption, employers found an even tougher challenge on the other side. They’ve had to figure out how to sustain a positive, productive work culture outside of a shared space. Even now — more than 3 years later — many HR and business leaders still haven’t filled in the blanks. But the delay isn’t helping anyone, especially Generation Z.

What exactly is happening here? And what are the implications? Let’s take an in-depth look at what employers should consider…

Why Generation Z Matters

It’s not surprising to learn that what we know about Gen Z on the youngest members of our workforce.

Imagine starting your first adult job at home. You have no peer relationships or experience in how to navigate organizational life. Think about how overwhelming it would be to move through each day without knowing how to find context, where to look for the right resources, or who can most easily steer you in the right direction. But this has become a norm for all too many younger workers.

No one recruits people to fail. And despite a shaky economy, talent is increasingly hard to recruit and retain. So employers are understandably concerned about onboarding and upskilling Generation Z staff more effectively in today’s remote work environment.

What’s the Next Step for Employers?

Some organizations already had a head start on this new world order. For example, virtual teams have long been what we know about Gen Z. This company continues to improve remote work processes and systems. And recently, Buffer has focused on preventing issues that keep recent graduates from succeeding as new hires.

Buffer is the exception rather than the rule. Most companies had not considered challenges like these before the pandemic, so they were totally unprepared to support young hires in a remote climate. Now, organizations everywhere are actively seeking insights so they can make it work.

Unfortunately, useful data about key issues and best practices is still limited. But smart employers are thinking ahead, so they can minimize negative consequences. For instance, it’s especially important to consider how remote work potentially limits access to equitable opportunities for career growth and development among younger workers.

Here’s a central question to address: “Compared with recent generations, do our Gen Z employees have what we know about Gen Z and develop in their careers?”

Defining Generation Z

When talking about how young people are affected by remote work, we want to be clear. This group includes working-age people born after 1996. This aligns with Pew Research, which selected 1997 as the starting point. Before then, Gen Z was too young to be affected by political and cultural changes that notably influenced Millennials.

Currently, Gen Z and Millennials are experiencing very different life stages. Therefore, when researching these groups, it’s important to apply different measures of security, financial stability, and so forth.

For example, many Millennials are starting a family, buying a home, and settling down. Meanwhile, Gen Zs are finishing high school or college, moving out of their parent’s home, getting their first job, and becoming more independent.

Gen Zs are the definitive internet generation. All members of this cohort were born after the internet became widely available, and they came of age surrounded by the abundance and complexities of social media. Theoretically, Gen Zs are ready to thrive in a highly connected business world. But are they ready to thrive in a remote-first world?

Remote Work Benefits for Generation Z

Remote work has created an unprecedented opportunity for people who want more autonomy because they can more directly manage their work schedule, location, office set-up, family time, and more. So understandably, remote work is popular among older workers who want to improve their work-life balance. But what about Gen Z?

Here are some reasons younger workers value remote work:

Lower commuting expenses
Less commute time (and more time for other priorities)
More professional opportunities for people with accessibility needs (when commuting is difficult or impossible)
More time/flexibility to pursue further education while earning an income
Potential to work for multiple employers at once (increase income and expand skills faster)
Likely exposure to a more diverse spectrum of people across roles and geographies (compared with onsite jobs)
Reduce the risk of toxic management (because behavior is captured in communication channels such as email, slack, and Zoom calls)
Freedom to reduce stress by taking breaks for self-care, or spending time with family/friends
Potential to start a family at a younger age (if desired) by leveraging flexible scheduling
Ability to take time for caregiving, if older or younger family members are at home

Remote Work Risks for Generation Z

Although Gen Z can benefit from remote work, there are downsides, as well:

More obstacles to informal learning. Fewer chances to overhear and join relevant conversations, discuss questions in the hall and on breaks, or be invited to meetings and activities on-the-fly
Fewer 1-on-1 relationship-building opportunities
Lack of face-to-face community connections
Risk of isolation
Missed opportunities for on-the-job learning (skills and institutional knowledge)
More difficulty finding support networks and career networks
Threats to personal time (Digital days at home may start earlier and end later than normal)
Potential for increased stress if micromanaged from a distance
Zoom and screen fatigue
Pressure to create a proper workspace, even if it’s not affordable for a young person
Higher out-of-pocket expenses (equipment/workspace, internet, phones, hardware)
Regular remote office distractions that affect focus and concentration (for example, neighborhood construction, power outages, housemates)
Greater burnout risk (from a persistent lack of boundaries, unclear scheduling, or unrealistic expectations)

Long-Term Equity Implications

Some of the problems noted above could have a serious, lasting impact on young workers’ professional and personal lives. For example, without in-office experience, Gen Z staff are more likely to suffer from a lack of mentorship, advancement opportunities, informal learning, and professional community.

In addition, remote and hybrid work models often blur the lines between home and work. If you’re home, you could be working. And if you’re working, you could be doing something else. Distractions are all around. Is this decision fatigue or a lack of discipline? When remote workers don’t separate these roles at the start of their careers, boundary issues can potentially follow them all the way to retirement.

That’s why it’s especially important for business leaders, managers, and older team members to understand why remote Gen Z workers need extra support to establish a foundation for success.

Remote Work FAQs

Why Do Employers Oppose Remote Work?

Some employers don’t support virtual teams because they have multiple business concerns. They may expect the worst: weaker productivity, collaboration, informal learning, and a loss of tribal knowledge. Or they may be concerned about employee wellbeing: increased isolation, stress, and disengagement.

Has Remote Work Decreased Productivity?

Depending on an organization’s workload and scheduling, remote work can lead to a decrease in productivity. Employees may be more distracted when working remotely, or if their workspace is chaotic they struggle to focus.

Many other factors can reduce productivity in a remote or hybrid work setting, so this is an important consideration to discuss openly on an ongoing basis.

Why Is Remote Work So Exhausting?

Remote work can feel exhausting, especially if you haven’t established a clear separation between work space and home space. Juggling these blurred lines can add a psychological load that increases stress and eventually leads to exhaustion.

Setting People Up for Success

Given what what we know about Gen Z and remote work, how can employers create a culture that helps young workers feel comfortable working at your organization? It may seem like in-office work is the best answer for anyone at the start of their career. However, some digital solutions can make remote-first teams feel more connected, supported, and included. For example:

Establish consistent office hours
Encourage everyone to rely on collaborative communication tools
Practice knowledge sharing as a way of working
Build and promote remote-first mentorship programs
Regularly ask Gen Z workers and managers open-ended questions about what is working (and what is not)
Schedule periodic digital water cooler chats and invite everyone to suggest agenda ideas

It’s important for leaders to build on what many of us have learned about remote and hybrid work over the past few years. Challenge yourselves and others to think outside the box. Put yourselves in the shoes of each employee — not just younger people — and think of ways to help everyone feel more connected and included. Experiment. Hold on to what works, and integrate it into your culture.

What’s the Real Cost of DEI?

July 11, 2023/DEI Diversity Equity Inclusion, HR /by Alexandra Hilmanovich

In today’s diverse, dynamic work world, employers increasingly recognize the transformative power of diversity, equity, and inclusion. Still, concerns often arise about the cost of DEI initiatives. The best answers consider benefits as well as costs. In other words, if you want to build a compelling case, focus on business value. But what exactly does that look like?

To make sense of it all, let’s dig deeper into DEI’s true value. This article sheds light on the remarkable return on investment you can achieve with a wholehearted commitment to DEI.

The Benefits of DEI

Consultants at McKinsey have conducted extensive research on the impact of gender and ethnic diversity on financial performance. They found that companies with diverse executive teams are 25% more likely to experience above-average profitability. This finding demonstrates a clear link between DEI and financial success.

Another example underscores the impact of diversity on customer experience. Salesforce, a leading customer relationship management platform company, is known for its strong commitment to DEI. But this didn’t happen by accident. In 2020, Salesforce revamped its talent acquisition strategy and training programs to reduce bias and expand minority employment opportunities.

Within a year, the company more than doubled its hiring rate among marginalized communities. In addition, internal research revealed that employees from these diverse groups became more engaged and contributed to higher customer satisfaction ratings.

How much should your organization invest to become more ethical and profitable? Let’s explore….

The Cost of DEI

Diversity budgets come in all shapes and sizes. They range from a modest $10,000 to a mind-boggling $216 million. But the sweet spot lies at a median budget of $1.2 million.

When allocating funds to increase workforce diversity, you can prioritize specific business activities (training programs, recruitment, recognition) or functions (HR, Marketing, Community Relations).

For smaller organizations with fewer than 1,000 employees, it is feasible to initiate DEI efforts by assigning specific responsibilities to existing staff members. For example, you could allocate about 50% of an existing employee’s role (such as an HR project manager), to oversight of DEI initiatives. This makes it possible to integrate DEI responsibilities into your workflows without creating a dedicated role or team.

However, in larger organizations, it’s crucial to establish clear ownership of DEI with a dedicated role or team. This ensures that DEI efforts receive the necessary focus and resources to drive meaningful change.

At the average Fortune 1000 company — with a workforce of 34,000 people and revenue of $15 billion — the DEI budget is significantly larger than other companies require. For a smaller organization — with 2,ooo-10,000 employees — a reasonable estimated budget for establishing a DEI program is likely to range from $50,000 to $300,000.

But no matter what your company size or DEI budget, the key is to spend that budget effectively. How should you allocate available funds? Let’s look closer…

Structuring a DEI Budget

The range of DEI expenses varies, depending on numerous factors, such as an organization’s size, industry, geographic location, and scope of DEI initiatives. It’s important to note that there is no fixed or universal standard for DEI budgeting. Each firm faces unique financial realities and priorities.

Now, let’s break down ways to distribute your budget across key areas:

1. Personnel Expenses

This includes any costs associated with hiring and maintaining a dedicated diversity and inclusion team. It may include salaries and benefits for DEI professionals to develop your strategy, implement initiatives, offer guidance, and provide support.

2. Training and Education

This covers expenses for design, development, and delivery of diversity and inclusion training programs, workshops, and seminars. It can include the cost of external trainers, development of training materials, e-learning platforms, or subscription fees for diversity and inclusion training resources. Investment in engaging, transformative training programs varies widely, from $30,000-$150,000.

3. Recruitment and Branding

To promote diversity and inclusion, budgeting for recruitment and hiring initiatives is essential. This may include expenses for advertising on diverse job boards, attending job fairs that target underrepresented groups, engaging with recruitment agencies that specialize in diverse talent, or implementing software and tools that help reduce bias in the hiring process. Companies usually set aside $10,000-$30,000 for DEI-focused recruiting and branding initiatives.

4. Employee Resource Groups

Employee resource groups can foster a sense of belonging and provide a platform for underrepresented employees. But you’ll need a budget to establish and sustain these groups. This can include funding for ERG events, activities, resources, and initiatives that promote DEI within your organization. Employers often allocate $10,000-$30,000 for this line item.

5. Policy Development and Implementation

This ensures that your organization’s policies align with DEI principles. It may involve expenses for external experts, legal consults, or HR DEI specialists to review, update, and create relevant policies. However, you can manage this process without extra expenses. These tips can help:

Review your existing policies and practices to identify potential biases or barriers.
Make necessary adjustments to ensure inclusivity across various functions and responsibilities, such as hiring, promotion, and performance evaluation.
Encourage transparency and accountability in decision-making to prevent bias and discrimination.

6. Data Collection and Analysis

Investing in data collection and analysis tools enables organizations to track DEI progress effectively. Budgeting for these resources may include expenses related to software, surveys, and data analysis tools. It may also include the cost of consultants to conduct audits and assessments.

7. Community Partnerships

To build external relationships and demonstrate a commitment to DEI beyond the workplace, employers often allocate a portion of their budget to community engagement and partnership programs. These are common steps:

Look for external organizations or community groups that align with your DEI goals.
Consider how these efforts can open doors for additional expertise, resources, and networking opportunities.
Collaborate with appropriate groups to define joint initiatives, such as workshops, panel discussions, or mentoring programs.

A budget of $5,000-$50,000 can help drive effective partnerships or sponsorships.

8. Ongoing Evaluation and Measurement

Budgeting for ongoing evaluation and measurement is crucial because it ensures that you can determine the impact of DEI initiatives. This may include funds to conduct surveys, audits, or focus groups. It may also include the cost of hiring external consultants to evaluate your company’s progress.

Meanwhile, you can save money on evaluation activities by regularly measuring DEI ROI.

The ROI of DEI

To showcase the value of your DEI efforts, you’ll want to estimate ROI. Follow these steps:

1. Identify Measurable Objectives

Start by defining clear objectives for your DEI initiatives. These objectives should align with your organization’s overall goals and values. For example, you may aim to increase employee retention, enhance innovation through diverse perspectives, or improve customer satisfaction and loyalty.

2. Determine KPIs

Select specific key performance indicators (KPIs) that align with your objectives. These metrics should be quantifiable and trackable over time. For instance, you could measure employee satisfaction and engagement, diversity representation at various levels of the organization, or customer feedback related to diversity and inclusion.

3. Establish a Baseline

Before implementing DEI initiatives, establish a baseline measurement for each selected KPI. This provides a starting point, so you can measure subsequent progress. The easiest way to do this is to gather and analyze available data from existing HR and business systems and programs. You may also want to collect and analyze relevant data by conducting preliminary surveys, assessments and interviews.

4. Track Progress and Impact

As you implement DEI initiatives, regularly monitor and track the selected KPIs. They may include minority hiring rates, promotion rates, turnover rates, employee satisfaction scores, customer satisfaction scores, or other relevant metrics. As you measure change in each metric over time, you can follow your organization’s overall DEI progress. This trend analysis will also help you quickly identify unexpected issues that should be researched and resolved.

5. Assign Monetary Value

By assigning a value to improvements in selected KPIs, you’re taking a vital step forward in justifying the cost of DEI initiatives. This step can be challenging, but it will help you demonstrate the tangible benefits of your efforts. For example, you could estimate the cost savings associated with reduced turnover, or the potential increase in revenue resulting from improved customer satisfaction and loyalty.

6. Compare Investments and Returns

Next, estimate ROI by comparing tangible DEI costs (financial resources, time, and effort) with the monetary value you’ve assigned to improvements you’ve observed. In other words, subtract actual costs from tangible benefits. Ideally, the result of this calculation will be a positive value (benefits – costs = net benefit).

7. Consider Qualitative Impacts

While ROI calculations often focus on quantifiable metrics, it’s also vital to consider qualitative outcomes. In other words, for some business endeavors, the overall positive impact can far exceed the result of a straight cost/benefit equation. Look beyond the numbers to consider the importance of qualitative benefits such as a more vibrant work culture, improved employee morale, enhanced brand reputation, and stronger relationships with diverse communities. Goodwill may be intangible, but it is a powerful business asset.

A Final Note on the Cost of DEI

Some companies have struggled to demonstrate the value of their DEI initiatives. However, with thoughtful planning and an ongoing commitment, it is possible to develop an effective working budget and successfully demonstrate ROI.

Although the upfront cost of DEI initiatives may seem steep, organizations can experience tangible benefits in the long run. But the true value of diversity, equity, and inclusion actually goes beyond financial success. DEI has the potential to elevate your work culture, customer relationships, and brand position in ways that can transform your organization for the better.

People-First DEI is High-Impact DEI. What’s the Secret?

July 3, 2023/DEI Diversity Equity Inclusion, Employee Experience, Hiring, HR /by Sofia Hernandez

Diversity, Equity, and Inclusion (DEI) is by definition a people-centered business endeavor. So at first glance, the phrase “people-first DEI” may seem redundant. But that’s not always the case. Numerous factors shape DEI initiatives. But not all of these factors are beneficial. In fact, some even derail DEI progress. Why is this happening?

In recent years, many organizations have invested heavily in DEI endeavors, primarily in response to growing societal pressure, evolving customer expectations, and increasing competition for qualified talent. However, research reveals mixed results.

For instance, according to Deloitte, 86% of business leaders think embedding DEI into their work culture is very important. Yet only 25% say their organization is ready to move the needle. And only 30% link inclusion with business outcomes like productivity or profitability.

In this environment, it’s easy to find employers that are struggling to succeed at DEI. Plenty of programs land flat or wind up amplifying the issues they’re trying to solve. So, how can employers fix this?

Where DEI Goes Wrong

Inclusion challenges clearly are people-driven issues. But often (and ironically) organizations view DEI through a technical or data-focused lens. For example:

Many organizations see DEI as a layer of additional commitments and activities, rather than a comprehensive transformation that starts with embedding people and culture into business strategy and objectives. As long as a specific “target” percentage of employees are from underrepresented populations, leaders see DEI as a success.

Well-meaning executives invite inspirational DEI speakers to deliver presentations once a year at company meetings. They believe these stories will make a lasting impact on employees. Then they’re surprised when it doesn’t happen.

Similarly, some organizations hire a specialist to spearhead their DEI efforts. But if that position is a title in name only, and lacks appropriate responsibility, authority, and budget, nothing changes.

Although choices like this can contribute to stronger DEI outcomes, they won’t make a difference without employee buy-in. That’s where people-first strategies make all the difference.

Marissa Andrada, a self-described culture master and kindness catalyst, counsels companies on DEI. As a chief people leader and board director, she’s found that integrating people-centered DEI strategies with business strategy unlocks opportunities for growth in individual performance, corporate performance, and beyond.

Andrada says, “Diversity is rooted in the practice of inspiring people to feel confident in bringing exactly who they are to the table, which is unique for every individual. Overlooking the potential and value of individual talents defeats the purpose of building a company culture with diversity at its core.”

She adds that leaders who develop emotional connections with staff are better able to hear their voices and “grow the company through growing people.”

Of course, the road to embedding deeper people connections into your DEI program requires deliberate, thoughtful action. Try the following steps to make sure your efforts are designed and delivered with true human needs in mind…

3 Keys to People-First DEI

1. Close Gaps in Career Opportunities and Pay Practices

Many companies still struggle with pay gaps among people from different gender and race populations. In fact, Pew Research over the past two decades reveals that women still don’t earn equal pay for equal work. And SHRM says race-based salary inequities are just as disappointing.

It’s very difficult for employees to believe your company cares about DEI if you ignore existing pay gaps. Staff members won’t get behind internal DEI efforts if they’re being discriminated against in their paychecks. On the other hand, if you identify and close discriminatory pay gaps, you’ll open the door to DEI program acceptance and momentum.

Don’t forget that opportunity gaps and pay gaps are closely related. Equal pay is not enough. Your job is to also remove barriers to advancement and professional development across the board. By leveling the financial and opportunity playing field, you’ll speak volumes about DEI. Plus, you’ll get more people excited about diversity and inclusion as a broader work culture concept.

2. Ask Employees to Share Meaningful Changes They Want

Rather than play a guesswork game with DEI, go right to the source. Survey employees to determine what matters most to them. Where do they see openings for DEI to help make your workplace more inclusive? What do they want the DEI team to do for them and their colleagues? I guarantee the answers will be both eye-opening and informative.

For example, you may discover that employees want your organization to invest in employee resource groups (ERGs). Company-supported ERGs give people common ground and a chance to feel more “at home” on the job. Healthy ERGs are naturally inclusive and open to all members, including those who want to be better allies.

Another DEI program your people might appreciate is formal mentoring. Many up-and-coming workers from underrepresented groups feel isolated. They may want to climb the corporate ladder but have few (or no) internal role models to follow. Mentorships can be a way for them to grow within a supportive system. They can also attract talent from diverse candidate sources. That’s yet another reason to get staff members involved in developing your DEI strategies.

3. Keep Updating Your DEI Vision, Mission, and Approach

DEI doesn’t work as a standalone “set it and forget it” campaign. It’s not an automatic process. It’s a moving target that requires fine-tuning every step of the way. As your culture changes and becomes more inclusive and diverse, your people’s needs will change, too.

If you’re a leader, this means you’ll also want to take a flexible stance toward DEI. For instance, instead of building a formal, structured 12-month, 3- or 5-year DEI plan, consider taking a page from the agile playbook.

On a quarterly or semi-annual basis, evaluate what’s happening across your company related to DEI. Are things working well, or are tweaks in order? What’s missing? What’s no longer needed?

It’s best to assign a committee of employees to own this responsibility. Just be certain you empower them to conduct regular reviews and recommend appropriate adjustments.

By constantly refining and retooling your DEI efforts, your organization will stay ahead of the curve on DEI, in general. The field has experienced significant transformation — particularly since 2020 — with increased social injustice awareness. If your DEI is stuck in a pre-Covid era, you’re probably not connecting with your current employees’ needs and expectations. A refresh can resolve this issue and help you get back on track.

Final Thoughts on People-First DEI

When handled well, a commitment to DEI can be a huge asset for any company. It builds a sense of camaraderie that improves a brand’s reputation and appeal, while enhancing a company’s value in the marketplace.

But lasting change doesn’t happen unless employers design, implement, and manage DEI efforts around what truly matters to their people, rather than trying to force everyone into a one-size-fits-all mold. For successful results, start by connecting with your people, reassessing your culture, and moving forward from there.

Leading Through Change: What Have We Learned?

June 30, 2023/Company Culture, Leadership, Organizational Planning, Pandemic and Post-Pandemic, Podcast, Podcast Recap, Podcast Recaps, Remote Work /by Meghan M. Biro

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

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

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

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

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

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

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

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

Leading Through Change: 5 Takeaways

1) Aim for a balance of caution and optimism

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

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

2) Rebuild and reinforce connections

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

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

3) Make it your mission to sustain engagement

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

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

4) Recognize the upside of change

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

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

5) Share your vision for the future

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

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

Leading Through Change: Top 10 “To Dos”

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

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

Tips to Stabilize Employee Experience During the Pandemic

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

Leading Through Change: What’s Next?

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

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

Want to Improve Engagement? Focus on Employee Expectations

June 26, 2023/Employee Engagement, Employee Experience, Employee Retention, Hiring and Retention, Talent Retention, Winner: Impact Award for Content Excellence /by Paul Bauer

When it comes to implementing a successful engagement strategy, HR teams can’t afford to ignore employee expectations. Yet, research suggests that too many organizations forget or overlook this pillar of engagement. For example:

According to Gallup, 53% of employees don’t clearly understand how their role contributes to their company’s objectives.
48% of survey respondents told HR Dive they’ve left a job because it did not meet their expectations.
And our own recent onboarding research found that 20% of employees think their employer’s original job listing was misleading.

If you’re an HR professional or business leader, statistics like these should alarm you. Clearly, something about the process of managing employee expectations is going awry. And if you care about engagement, the sooner you address this disconnect, the better.

A Related Issue: Labor Market Trends

To understand this challenge, it’s helpful to consider the bigger picture. For example, in the UK and elsewhere, the talent pool is shrinking, despite a sharp decline in permanent staff recruitment. This decrease is fueled primarily by demographic factors — experienced workers are retiring early, the birth rate continues to fall, and immigration rules are changing. Plus, the pandemic has caused many people to rethink their career goals.

As a result, when organizations need to recruit, finding the right people at the right time is becoming increasingly difficult. And in terms of retention, it means employers must work much harder to keep their best and brightest people engaged and on board.

In other words, recent labor market dynamics have shifted power from employers to the workforce. Individuals now have enough latitude to be more selective about their career moves. They’re also likely to expect more from their current role — for example, higher wages, better recognition, or stronger professional growth opportunities.

With all this in mind, organizations need to understand what people expect from their employment experience, and proactively address these expectations. This makes it easier to create a positive work environment and improve employee satisfaction. Both of these metrics are essential for effective talent attraction and retention. So, how can HR successfully manage employee expectations?

6 Ways to Manage Employee Expectations

To elevate employee engagement across your organization, first step back and evaluate existing HR strategies and programs. If you’re falling short in any of the following areas, this is the time to rethink the tools and techniques that support your engagement efforts, as well as broader leadership and management practices:

1. Communicate Clearly and Consistently

Access to relevant, useful, accurate information is essential, right from the start of the employment journey. When you approach candidates and new hires with clear, open communication, their job expectations are much more likely to align with yours. What’s more, it sends a powerful message about the importance of transparency and inclusion in your work culture.

Be sure you center communication activities around your organization’s vision, mission, and values. You’ll also want to be sure important company policies are readily available.

In addition, showcasing updates and insights from senior leaders is a highly effective way to reinforce priorities and build trust. In fact, as our 2023 staff satisfaction survey shows, many employees value communication from senior leaders as part of a positive workplace experience.

2. Revisit and Revise Job Descriptions

As mentioned earlier, inaccurate job listings are all too common. The problem may not be intentional on an employer’s part. Regardless, it can derail the employee experience from day one.

Candidates naturally form expectations based on the job posting that prompted them to apply. So, when actual responsibilities don’t match, new hires aren’t likely to stick around. And even for those who stay on board, this mismatch can permanently jeopardize trust and goodwill.

Now, imagine how badly your employer brand would be damaged if numerous employees experienced the same kind of disconnect. This is why HR teams must ensure that job descriptions correctly outline roles, responsibilities, and performance expectations. And ideally, these descriptions should help people envision what it’s really like to work at the company.

HR must also recognize that developing a job description isn’t a one-shot process. For best results, you’ll want to review descriptions regularly and update them as business needs change. All this will help new employees understand what’s expected and avoid misunderstandings over time.

3. Prioritize Performance Management and Feedback

When organizations are able to measure, evaluate, and improve workforce performance, they operate more efficiently and profitably. And the best way to ensure that employee expectations are on point is with support from a robust performance management program.

Underpinning this program with an integrated performance management system makes it possible for HR to establish company-wide workforce goals, track progress, and provide regular feedback. It also helps support line managers in conducting more meaningful employee evaluations.

By working in concert to set clear objectives and provide constructive feedback, HR and line managers can continuously guide and improve employee performance. Plus, they can effectively manage expectations about job roles and career progression.

4. Ensure Fair Business Practices

An HR professional’s core duty is to maintain fair, consistent decision-making across an organization. This includes adhering to fair and unbiased practices in areas such as annual performance and salary reviews, promotions, and disciplinary actions. Ensuring fairness and consistency helps manage those all-important employee expectations. It also helps build trust.

HR can’t afford to ignore the element of trust. When it comes to successful engagement strategies, the employer-employee relationship is critical. And as with any relationship, it depends on a solid foundation of trust. But trust isn’t just switched on like a lightbulb — it is earned in numerous ways, over time. Fairness directly contributes to this process.

5. Provide Ample Training and Career Development

As our research on successful company cultures reveals, staff members want more than just competitive salaries. They also expect to develop new skills, so they can grow professionally.

This is why the best employers invest in building workforce competencies and knowledge through various learning opportunities — training, mentorships, stretch assignments and more. By committing to a culture of learning, organizations demonstrate their faith and confidence in employees’ future success. As a result, these organizations enjoy higher retention rates.

6. Pay Attention to Exit Interviews

Lastly, exit interviews offer a perfect opportunity to discover if departing employees feel their expectations have been met. When people decide to move on, they’re typically more comfortable providing unfiltered feedback, for better or worse.

By conducting exit interviews, you can gather valuable insights that help the organization compare actual employee experiences with expectations. By analyzing and acting on this intelligence, your HR team will be better able to identify areas for improvement and manage future employees’ expectations.

A Final Word on Managing Employee Expectations

These suggestions offer a framework for HR planning. Still, this is only a starting point. Every company, culture, and workforce is unique. So, wherever your organization may be on the employee engagement spectrum, remember that improvement is an ongoing process. Rome wasn’t built in a day, and neither are employee expectations. Just stay focused on improvement and keep moving forward.