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5 Key Traits to Consider When Assessing Leaders

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For many leaders, the pandemic has been a trial by fire. New challenges have put the strengths and weaknesses of their leadership style under the spotlight. It’s no secret that the working world has changed drastically in the last year and a half. The pandemic has forced leaders and employees to adapt to new ways of working, often stepping outside of their comfort zones.

For better or worse, a lot of the changes are here to stay. What started as two weeks out of the office turned into a completely virtual work environment. Now, with offices reopening, leaders at all levels will need to adapt to a new hybrid workplace model.

To thrive in the future, leaders need to face new challenges head-on. To do that, they will need support. As businesses recover, leadership development needs to be prioritized. Leadership assessments are one of the most valuable tools in the development toolbox. Companies will need to rethink what they are assessing and explore new ways to build up their leaders for success. Here are five traits you should consider when assessing leaders in the post-pandemic world.

Empathy

Empathetic leadership is more important than ever. Leaders who are focused on supporting and empathizing with their employees can form better connections and understand the needs of their team. This means they are more likely to have engaged teams, making it easier to retain talent.

The pandemic had a huge impact on workplaces around the globe. We are now seeing a turnover tsunami. Part of the reason for this is employee burnout. Uncertainty, transitioning to new ways of working, and changing expectations all factor into burnout. Proactive, empathetic leadership can make all the difference in ensuring that employees want to stay with your company. When assessing leaders, measure emotional intelligence. Look at their ability to listen actively, understand employee needs, and engage in an empathetic way.

Adaptability and Flexibility

The way we work has changed and leaders need to be able to adapt quickly. The sudden move to remote work was jarring for many organizations. This is especially true for companies with a strong in-office culture.

A lot of the changes came with new technology as many companies’ digital transformation strategies kicked into high gear last year. The ability to adapt to new technologies is important, but it’s only one piece of the puzzle. Leaders also need to adapt and be flexible with the needs of their employees.

As of December 2020, 71 percent of employees that could do their jobs remotely were choosing to work from home. More than half of those employees would like to continue to work from home post-pandemic. As more workplaces move to a hybrid model, leaders need to balance the needs of employees with performance. There is no one-size-fits-all solution here. Evaluate leaders and potential leaders for their ability to navigate change.

Trustworthiness

When planning leadership development, measuring employee trust in leadership is a key metric for success. Leaders and employees both thrive in high-trust environments. Employees need to know that leadership has their backs. Leaders need to know that their employees are doing great work and driving results.

During the pandemic, leaders likely struggled with trust during the shift to remote work. In many cases, that trust was rewarded as productivity increased by 47 percent in 2020, according to a report by Prodoscore. As a leadership trait, trustworthiness is critical for helping employees feel empowered to do their best work.

Potential for Development

When assessing leaders, it’s important to know what your company needs and who is best suited to meet those needs. Knowing who can successfully lead in your company and setting them up for success is crucial. When succession planning, companies need to evaluate who will drive the company culture. They also need to determine who has the potential to lead at a higher level.

Tools like a 9-box performance matrix are useful when assessing candidates for leadership positions. Often, you’ll need to determine who does their best work as an individual contributor and who can be further developed. Know what works in your company and give your best candidates the coaching, tools, and training to be even better.

Proactive Thinking

The pandemic put a lot of organizations on their back foot. Nobody knew what to expect, or how long the pandemic would last. Many businesses had to react quickly to keep everything running. Collectively, we all learned the value of thinking pragmatically and proactively.

Leadership assessment, development, and succession planning need to be proactive. It’s no longer about what and who you need right now, today. Businesses need to evaluate how their priorities are shifting and who can help them meet their goals in years to come. When looking at leadership candidates and evaluating current leaders, determine if they are forward thinkers. Find out if their vision of the future matches the business’s long-term outlook.

I led the development of new succession planning and leadership development procedures last year at the start of the pandemic that really helped guide our company through the worst of it. By assessing leaders’ strengths and weaknesses, we filled in the gaps and made the transition to remote work less painful and more productive.

We learned that building a sustainable leadership group will get your company through trying times. We were able to find comfort in the uncomfortable by focusing on building the traits that drive our culture. As a result, we ended up with stronger leaders, more engaged employees, and increased productivity.

Photo: Vlada Parkovich

4 Proven Ways to Improve Recruiting and Remote Hiring

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To say COVID-19 has changed the recruiting and remote hiring would be an understatement. For a start, it’s likely you’re relying more heavily on the expertise of the rest of your HR team, your recruiter, or business leaders while navigating the interview and remote onboarding process. To help you improve the remote hiring process, we’ve put together our top four tips for interviewing virtually, including how to answer some tough questions from candidates.

1. Decide on the Remote Hiring Process 

Before you do anything else, decide on the steps involved in the remote hiring process. Make sure everyone understands the types of interviews and stages the candidates will have to go through. This also allows an opportunity to offer candidates an outline of what to expect. This will be an unfamiliar situation for most, so planning and preparation are key. For example: The free version of Zoom limits meetings to 40 minutes. So, ensure everyone understands the rigid time frame.

If you’re using an agency to help you? Be sure to allow for scheduled follow-up calls with the agency. This will help to keep the process you’ve decided on to move more efficiently.

2. Produce an Information Pack for Candidates 

A great employer branding tool, an information pack can be prepared by and sent to the candidates before the interview/s. The pack can include: 

  • Background information about the company
  • What they should expect from each stage of the interview process 
  • What you’re looking for in an ideal candidate 
  • The technology and login details required (for example: Zoom, Skype, FaceTime, etc.)
  • Point of contact details throughout the interview process 

Sending this information to the candidate will help them have a great candidate experience. It will also allay some of their anxiety while enabling them to prepare to the best of their ability.

3. Encourage Managers to Use a Scorecard

A job interview in person is hard enough. Throw in video technology, and the degree of difficulty increases. When it comes to video interviews, keep your job as simple as possible. That way, you can focus more on making a fair assessment of each candidate. One way to do this: Produce a scorecard unique to the position the candidates are interviewing for. By isolating the top skills or qualities and giving them each a score out of 5, 10 or 20 (depending on the weighting of each), it allows you to quantify where a candidate sits. The scorecard can also help eliminate unconscious biases. After all, managers will only score in relation to the candidates’ demonstrated skills.

4. Prepare for Tough Questions from Candidates 

During the remote hiring process, chances are there will be questions you and the hiring manager may not know how to answer. So prepare ahead of time for some of the most common candidate questions. Below are a few of these questions with tips on how to prepare for them. 

What’s the workplace culture like? 

As the majority of candidates going through the remote interview process won’t have been to your offices, you should explain what it’s like for a newcomer. Things to mention include virtual social activities, daily/weekly catch-ups and the technology you use to keep your staff connected. 

Once hired, what should I expect from the onboarding process? 

The minute details are not helpful here. Instead, provide a high-level overview of the virtual onboarding process. Mention any hardware that would be sent to the new starter’s home and give an outline of the first week of induction/training sessions. It may also be worth mentioning if your workplace organizes a work buddy for new starters and who would be responsible for leading the onboarding process, whether it’s someone from the HR team or the new starter’s line manager. 

How well is the company working remotely?

This question is a good opportunity to mention any wins or challenges the company has faced. Assure the interviewee a remote onboarding process exists. You can also mention how regularly the company meets online and the other ways everyone keeps in touch – whether by Slack, Zoom, emails or phone calls. 

What has your company learned from the transition to working from home? 

Similar to the above, think about any learning curves the company has faced while working from home, whether they have had to do with systems, communication or staff surveys. A candidate may also want to know if the company now recognizes the value in working from home if this wasn’t already in place.  

What types of measures are you looking at to return to the office safely?

While you’re probably still figuring out the details of the policy that will allow a safe return to the office, you should be able to mention the aspects you’re considering. These could include staggered start times, transport options, an increase in remote working or providing PPE. 

Tell me about your flexible working policies?

The answer to this question is likely something all candidates will want to know. If you aren’t already aware, talk to management to find out the company’s thoughts. In some cases, work practices aren’t affected or will not be reduced. In that case, then simply explain why the company has taken this stance. 

The remote hiring process is new for many of us. Which makes this is a great time to learn new hiring methods. Put these tips to work, and hire the best candidates!

Bali

6 Reasons to Do Away With the Nine-to-Five Workday

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Is the nine-to-five workday still feasible? For some companies and some people, sure.

But at an accelerated pace, COVID-19 has altered how, where and when we work. It has also proven why the end of the nine-to-five workday may work better for companies and their employees in our climate — and beyond.

Here are six reasons your company should consider doing away with 9 to 5:

There’s Flexibility Like Never Before

Many organizations had no choice but to shift a remote workforce. That in itself shows the power of agility. Since then, employers have become more aware of the mounting responsibilities (and uncertainties) that working from home amid a pandemic brings. And therefore, they have become more accommodating of changing work schedules. They get it. They must accommodate the needs of their employees’ as well as their families.

There’s Productivity Like Never Before

According to a Citrix study, in April 2020 more than half of all countries worldwide said their productivity levels were the same or higher. That number includes more than two-thirds of the U.S. (69 percent). Employees are working more frequently in the morning and evening hours, as well as weekends — well outside the 9 to 5 bubble.

There’s Autonomy Like Never Before

We’ve all enjoying working without a manager ‘seeing’ our every move. This doesn’t mean you work less. It does not mean you put in less effort.

But it does mean you can take charge in how you operate when working from home. It means you can do so without feeling like someone is watching or micromanaging. And underscores you can have agency — and still be productive. This autonomy helps build better working relationships between managers and employees. Most importantly, it builds trust.

There’s Technology Like Never Before

We are using emojis as shorthand communications tools. We’re learning how to communicate virtually through Zoom. Seemingly each day, we’re exploring different tech and communication channels. In real-time, we’re building a remote culture while learning new skills.

And with each passing day, we’re only getting better at it.

There’s Empathy Like Never Before

According to Microsoft, 62% surveyed for its latest Work Trend Index Report said they now feel more empathetic toward their colleagues. The key factor: They now have a better view of life at home via video calls.

From the natural interruptions of WFH to the issues of internet connectivity or bandwidth, we are working together differently. We’re getting to know each other even better. Because we’re human, we’re even bring fun into the workday. Children and pets interrupt video calls. We take calls in our pajamas. And colorful filters and a picture in the video frame are common occurrences in Zoom meetings.

There’s Perspective Like Never Before

The nine-to-five workday isn’t everything anymore. Why? Because there’s more to just staying stuck inside an office. There’s a new freedom in thinking about how we want to approach work where work-life balance is possible. Sharper focus. Less commute/travel time. More exercise. Family time.

Life — not just work.

Maybe the Nine-to-Five Workday is Done

And likely, there will continue to be a blend of remote with on-site work. After all, for many members of the workforce the nine-to-five workday just won’t cut it anymore.

That’s more than a good HR strategy. It’s a great plan for our next normal. And a better life.

 

 

Photo: Anika Huizinga

How to Stay Productive During the COVID-19 Crisis

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Remote work isn’t new. In fact, working from home been on the rise since 2010. But this new decade brought with it COVID-19, triggering a complete paradigm shift for remote work, school and life — worldwide. As a result, how we communicate, learn, teach, and conduct business has changed. And staying productive has become a challenge all it’s own.

Back in April, FlexJobs reported more than half of all Americans were working from home. Since then, 65% said their productivity increased. In June, Stanford reported that 42% of the U.S. labor force was working from home full-time, signaling a return to the office for many. But in July, COVID-19 cases soared by more than a million globally. More than half of all states in the U.S. that reopened (or planned to), closed in an effort to curb the virus. Given this ever-evolving context and data, we soon knew it would be a tough summer. 

How Do We Stay Productive?

Now that we roll into the fall, families and students grapple with how to return not just to school, but to some sense of normalcy. At the same time, organizations struggle with re-entry to the workplace. While Twitter says they’ll begin reintegrating employees into their offices soon, major companies like Amazon have decided to remain remote until the end of 2020. Google and Facebook have announce their employees will work remotely until mid-2021. 

So amid this ongoing crisis and uncertainty, how exactly do we keep stay productive? In the workplace, how can we find the balance between completely safe and fully engaged?

For many leaders, these seven strategies now serve as a roadmap that helps teams stay productive during the COVID-19 pandemic…

1. Focus on Priorities

Location shouldn’t matter as long as the work gets done, especially now. Employees should think about what work needs to get done, in what order, and how they should tackle that work. Managers, on the other hand, should think about the work that must be produced today while keeping an eye on what’s on the horizon. Combined, this strategy helps set realistic priorities while reducing stress and burnout.

2. Boost Communication

For a remote workforce to be successful, strong communication is key. So managers must integrate communications technology like Slack, Trello, Basecamp, and Zoom. By leveraging these tools effectively and in a balanced manner (no Zoom calls at 6:15am!), managers can easily check-in with employees – perhaps even more often than they did when sharing an office. The win-win: this boost in communication builds even stronger working relationships across the organization.

3. Adopt New Approaches

As the world of work changes, managers must change their approach. True, we’re no longer in the same office. But that doesn’t mean we can’t continue to build mutually-beneficial, one-on-one relationships. One example is making remote work feel more human. Other approaches range from more informal meetings (just to connect), to co-created checklists and to-do lists (to build autonomy). Bottom line: The same rigid approaches to work we used to rely on may not work well now.

4. Set Clear Expectations

Clearly stating expectations and setting common goals is more important now than ever. Just as vital: A clear of understanding of how work will be measured. This will help ensure everyone understands what productivity looks like. At this time, being autocratic may not be the right answer. So welcome input and questions. After all, when managers encourage curiosity it naturally empowers each of us to do good work.

5. Offer Respectful Radical Candor

Managers and leaders must lead by example. So, no more excuses to others — or ourselves — as to why we can’t get work done. To excel, we must be honest about why we can’t be efficient during these times. Let’s accept responsibility and ditch the lies to hack productivity. Let’s consistently offer respectful radical candor. We can then co-create solutions to the challenges we face. By working together, we can overcome whatever keeps us from being productive.

6. Use Stress to Your Advantage

Not all stress is bad stress. Some stressors actually motivate us to better maintain our focus, stimulating a better work performance with goals and deadlines at the forefront. Of course, sometimes stress becomes too overwhelming. When that happens, take a deep breath. Refocus on the highest priorities. Where possible, reset expectations. By focusing on an employees strengths rather than what feels like a weakness during stressful moments, managers can help reduce the bad kinds of stress. And use the good for good.

7. Employ Empathy

Remote work has always meant a flexible work location, work schedule and dress code. But now, empathy plays a role in flexibility. Today, many of us must think about the pressures of working from home. We must integrate family responsibilities, distance or hybrid learning for children, and other life commitments. Showing empathy, and specifically knowing what each of us might be going through during the COVID-19 crisis, helps maintain – and even improves – our work culture.

Leverage these seven strategies. Help team members and leaders stay productive. Enable a positive company culture. Do it well, and you’ll help everyone feel more at ease during a complex time.

Photo: Anete Lūsiņa

Five Takeaways During COVID-19 As a Working-Mom-CEO


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I’m the founder and CEO of a 40+ person HR consulting business. My husband is a preschool teacher, and I have two kids — one going into her sophomore year of high school and my son who’s leaving for college soon. With offices and schools still closed, we’re doing all we can to navigate the uncertainty and make the most of our time together. 

Keeping Kids Engaged

My daughter recently learned that her high school is going completely virtual. When her school moved online in March, she loved day one, and was exhausted by day two. Then my husband and son’s schools both closed. Suddenly our family of four was all working from home. We’re fortunate that we have plenty of space. When I’m upstairs my daughter takes over the living room. Sometimes we trade for a change of scenery.

My son’s school struggled to organize online classes, and he ended up with little to do from the time COVID-19 hit until he graduated in June. Friends made up for the lack of a formal graduation by hosting a socially distant ceremony in their backyard. With no school work, we found chores to keep him busy and got him volunteering at our neighborhood food bank. 

Feeding a family of four — all of their meals from home has been a new experience since we used to leave the house at different times, and grab lunch at work or school. I’m keeping lots of healthy food and snacks in the pantry. We’re also cooking together more. Yesterday I made granola bars, while my daughter experimented with funfetti cake pops. Teenagers may disagree, but I’ve enjoyed slowing down and spending more time together.

Self-Care Helps Manage Uncertainty

In order to be there for your family, you’ve got to take care of yourself. Think about the instructions you get when you fly: put on your oxygen mask first, before helping others. I started 2020 with a new year’s resolution to do morning meditation and have experimented with affirmations too. Some mornings, I take a brisk walk to clear my head. 

A big part of my business is leadership development. When the pandemic hit, I had no idea if or when people would invest in training. Would this part of the business fail? Obviously no one was going to join a live workshop anytime soon. Fortunately, virtual workshops quickly became the norm. My worst case scenario did not come true. Nonetheless, periods of worry and uncertainty combined with constant change are exhausting. 

Routines keep us grounded, and no routines are more basic than eating, sleeping, and exercise. My number of steps dropped when I stopped commuting so now I’m intentionally walking once or twice a day. I’ve also given myself permission to be more flexible and less productive than usual. You can’t expect as much from yourself or others while the world is in turmoil, so give everyone some grace.  

Gratitude Makes You Feel Better

There’s research that gratitude can actually change your brain over time. Practicing gratitude makes us more appreciative of what we have. Start small by making a list of things you’re grateful for each night before bed. Or have each family member share what one thing they’re thankful for when you sit down for dinner. It can be as simple as fresh air, a new puppy, or your health. There are many ways to practice gratitude. 

My colleague from Milan and his wife were quarantined in different Italian cities during lockdown. All non-essential businesses were shut down, and there was no social life whatsoever. I commiserated with how hard that must be. He responded by saying that his grandfather had a much more difficult life during the war, so he never feels unlucky. What an amazing example of gratitude.  

Wait! I’m Still a CEO

With my family continuously readjusting to new routines, I’ve had to think creatively about what my team clients need right now. They’re looking for guidance on remote work and virtual meetings, clear communications, and tips to stay connected and engaged. People are also grappling with how to engage in anti-racist work following the killing of George Floyd. Leaders want to be empathetic while struggling to manage their own anxiety. Working parents need strategies to function while keeping kids safe and occupied. 

As a leader, I know it’s important to stay resilient and provide my team a sense of safety. We’re talking more often, checking in with each other. We’re inviting our kids and pets to online meetings, and hosting a Zoom celebration in place of our summer picnic. 

Perspective Taking

I’m staying focused on how I can help myself, my family, my team, clients, and community stay strong and get through this. I’m grateful that my loved ones are healthy and my company has so far weathered the storm. I’m encouraged because everyday I see people taking care of those in need ranging from small businesses to kids who won’t have meals while schools are closed. I know eventually this will pass and I think about how it’s going to make us stronger, more flexible, and more appreciative.

Photo: Ali Yahya

#WorkTrends: Going Gig: Freelancing in HR

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Meghan invited both Chris Russell, the founder of HR Lancers, and Jim Stroud, VP of Marketing at Proactive Talent, to talk about the new trend in HR: hiring freelancers and consultants to fill in the gaps. 

COVID-19’s uncertainties are leaving no field untouched, including HR. As Jim said, “if employees hear the whiff of a rumor, or a layoff or have any kind of indication that their job might be in jeopardy or a furlough,” they might venture to freelance as a quick way to gain income and stay afloat. Further, freelancing is on the rise among millennials who are leaving the city. They can make their living at home — now more than ever before, noted Meghan. 

But not everyone’s cut out for the gig, Jim said. It takes self-discipline and the ability to self-structure, particularly now. Schedules may be more flexible, but kids and mounting responsibilities can add up. But the demand is there: Companies are hiring experts to help bridge the gaps, and sourcing out project-based, niched assignments like crafting job descriptions or writing a handbook. For smaller companies, this may be an effective solution. 

And if we see universal healthcare, said Chris, we’ll also see an explosion in freelancers. Meghan concurred: If benefits weren’t tied to employment, a lot more people would go independent. And that’s something companies need to think about, Jim added. Companies could be much more competitive at attracting top freelancers if they offered to cover healthcare expenses for the duration of a gig. And Meghan predicts we’ll see HR shifting along with the rest of the gig economy‚ and it’s going to be interesting to see how that changes our practices. 

Listen to the full conversation and see our questions for the upcoming #WorkTrends Twitter Chat. And don’t forget to subscribe, so you don’t miss an episode.

Twitter Chat Questions

Q1: Why are more organizations hiring freelancers for HR? #WorkTrends
Q2: How is freelancing changing the nature of HR? #WorkTrends
Q3: How can leaders better attract top HR freelancers? #WorkTrends

Find Chris Russell on Linkedin and Twitter

Find Jim Stroud on Linkedin and Twitter

Measuring the Business Benefits of Flexibility: A Win for All Sides

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As always, I’ve been following the trends that are really going to change the way we work. Among them: the need to continue evolving our concept of the workforce and the tools changing how, where, and when we work.

Generation after generation is moving closer to a completely digitally-enabled form of working. We’re now welcoming the first wave of Generation Z into our organizations. For these digital natives, tech is simply part of their world. It’s not a novelty; it’s not an “other.” Technology is fully integrating itself into everything we do. It’s reached the point where tech is advancing us well beyond the traditional boundaries of workplace and workday, allowing us to expand, scale, and ease up on the rigid definitions applied to how we work.

Tech is also unlocking a surprising key to engagement and productivity — flexibility. From the youngest working demographic all the way to senior leadership, we’re all learning that being flexible has tangible and mutual benefits. We don’t necessarily have to work in the same place, at the same time, or even five days a week to perform at our best. In fact, according to Citrix CTO Christian Reilly’s perspective on the recent ‘Future of the Working Week’ report (PDF), “A four-day week is not the only option for creating a shorter working week, and there is no one-size fits all solution. But it is the creation of flexibility and useful working hours that is key, in striving for a healthier work-life balance, and more productive output.”

Furthermore, the recent study by the Centre of Economics and Business Research (Cebr) (in conjunction with Citrix) spells out the benefits of flexibility by the numbers. The bottom line: flexible work models are a win. Companies that leverage technology to enable flexibility can better attract talent and increase employee engagement and productivity. They can also potentially boost the US economy by as much as $2.36 trillion a year. Yes, that’s trillion with a “T.”

Measuring the Business Benefits of Flexibility: A Win for All Sides 

An Untapped Pool 

Remote work enables companies to tap into new talent pools, filling their talent gaps with what’s called the “home force” — a great name for a potential goldmine of talent at a time when we’re greatly in need. In terms of a business case, tapping into this segment of the talent market has irrefutable benefits. The home force entails a whole range of experience and life stages:

  • upper-level talent who has opted for better work-life balance
  • new parents
  • parents trading off a year of office time for being home with the kids
  • caregivers with aging relatives

And those are just a few examples.

If you think this home-bound population comprises only a small segment of potential talent, think again. The Cebr survey found that more than two thirds (69%) of people who are currently unemployed or economically inactive would be encouraged to start working if they had the opportunity to work flexibly. That’s what drives a couple trillion in economic gains.

More than Just Balance

The Cebr study also found that 95% of the knowledge workers polled who are currently employed (again, these are not self-employed) would work from home 2.4 days per week if given the chance. 60– 70% of respondents would work from local coffee shops, shared workspaces and other locations at least one day per week. It’s more evidence that flexibility speaks to a desired sweet spot in our lives. It’s not enough to strike a balance between work and life — there’s simply too much happening in both realms to maintain a workable split.

Integration is another element to consider. It breaks the seams between each in a way that better fits our seamless, digitally-enabled ways of functioning in person and via digital workplaces, driving better employee experiences. There’s also a certain symmetry between the integration of the physical and digital world with the integration that flexibility creates between our work lives and our home. “The future of work is dynamic and decentralized,” said Donna Kimmel, Executive Vice President and Chief People Officer at Citrix. “And businesses that create flexible digital environments in which employees can access the tools and information they need to perform at their best, from anywhere at any time, can deliver it today.” It’s clear why the company helps customers to better guide, manage and automate through a unified, secure and high-performing digital workplace with intelligent capabilities, known as Citrix Workspace.

Gallup found that workers who spend about three to four days of the week working offsite are substantially more engaged in their jobs than traditional counterparts stuck behind desks all day. Cebr’s study broke down the numbers to show just why we all stand to gain — and given the factor of financial stress in our lives, it makes sense.

The study found that flexibility and remote working can save many billions:

  • 5.8 billion hours annually saved by employees not having to travel to and from work.
  • $44.4 billion in savings on commuting costs.
  • $107 billion a year back in the pockets of US workers, given the savings in cost and time.

Engage Them or Lose Them

If you don’t build flexibility into your job offerings, you may lose great talent who prefers to work for an organization that’s more flex-friendly. In a little more than ten years, the number of telecommuters (not self-employed) has increased by 159%. Among millennials, some 76% of them would take a pay cut of 3% or more for a company that offered flexible office hours. And the Cebr study uncovered further incentive for leaders bent on improving productivity: 93% of respondents said virtual/remote working would enable them to manage their time more effectively and devote extra hours to work tasks. Read that again: your employees want to spend more time working. Working remotely would enable them to do so.

Which begs the question: what if you don’t give them the chance? Someone else will. We’re still at 3.6% unemployment. It’s not unusual for a company to poach its competitor’s workforce, and not just on the executive level. Organizations are trying to offer all the bells and whistles. But if flexibility is off the table, you may not get to an interview — so it’s a best practice to build the capability to provide it.

Tim Minahan, the Executive Vice President of Strategy and Chief Marketing Officer at Citrix, pointed out that from a business standpoint, flexible and remote is a key way for leaders to not only expand the talent pool but also tap into their skills to “unlock innovation, engage customers and move their business forward.” I’d agree, and add that the operative word here is forward. Leadership consistently reports that a primary challenge is recruiting talent with the right skills — and flexibility eases some of that pressure. One of the top three constraints facing new businesses is being able to hire the right talent, according to 60% of SMB leaders surveyed this year. Usually, in HR, we reject the concept of a magic bullet. But in this case, if you’re looking for the magic bullet, flexibility and remote working opportunities may be it.

Maintaining Workplace Culture with Free-Range Employees

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Did you know that one in three Americans currently engage in freelance work? That’s almost 54 million people, and that number is expected to rise significantly by 2020. Those freelancers, often called “free-range employees” are in many respects the future of work. And smart companies are focused on creating a workplace culture that can adapt to a workforce comprised of not only full time employees, but a cadre of freelance talent as well.

So what gives? Why is there such a large increase in freelancing? In part, the answer lies in a changing work culture. Technology aside, the desire for increased flexibility to achieve a good work-life balance is extremely important, not only to a younger Millennial cohort, but also to GenX’ers, GenY, and their Boomer counterparts.

“Freelancers are pioneering a new approach to work and life – one that prioritizes family, friends and life experiences over the 9-5 rat race. This study shows that the flexibility and opportunity associated with freelancing is increasingly appealing and that is why we’ve seen such dramatic growth in the number of people choosing to freelance.”

—Sara Horowitz, Freelancers Union Founder and Executive Director

While there are financial benefits relative to a freelance workforce for both individuals and the companies who hire them, the other side of the coin is that companies are finding it increasingly difficult to manage and maintain this unique new work culture, especially as freelancers interface with full-time employees.

Part of the challenge involves understanding the priorities that Horowitz mentioned, and also understanding how freelancers like to work. A recent study commissioned by Upwork and the  Freelancers Union contains some key insights on how HR professionals and managers can navigate and inspire this new workforce.

Here are a few things to keep in mind as you build a blended workforce, comprised of both traditional employees and freelance (free-range) employees.

People Choose to Freelance Because of Flexibility

The freedom to choose when and where they work is a top priority for full-time freelancers. Some of this is connected to passion, but other responsibilities play a major role as well. Nearly half of the people that responded to the survey (46 percent) said they freelance so they can have a schedule that enables them to provide care for a family member. This could mean being home to greet children from the school bus or it might mean being available to care for an elderly parent, both of which are things that challenge workers today.

For companies, this means a change in focus—and while it can be uncomfortable at first, forward-thinking managers can actually use flexible schedules to their advantage. The nature and structure of freelance work prioritizes a “get it done” approach. A hard deadline and defined set of deliverables, as well as very clear expectations for quality, can actually cut down on inefficient meetings and de-prioritize activity that doesn’t contribute to the bottom line.

Embrace the Whole Human

In the past, companies wanted to maintain a separation between employees’ personal lives and their job. That’s simply not a realistic expectation anymore as employees expect that their lives outside of the workplace, and the responsibilities that go along with that, will be accepted and even embraced.

For freelancers, that expectation is even more pronounced. Fred Talmadge, a respondent to the Upwork and Freelancers Union study, described the 360-degree world he inhabits in his career.…

“Professionally, I learn more every day by working on different types of projects of my choosing as a freelancer, and it keeps things fresh. Personally, I like my independence and can set my own schedule. I take my daughter to school and take time off when I want. When I was still at my traditional job, I dreamt of working on my own, and freelancing online has provided me that opportunity. I do not have any intentions to go back to a traditional job.”

Optimize Technology for Free-Range Employees

For companies with free-range employees, the latest and greatest technology is critical since most freelancers depend heavily on it to obtain and complete work. Seventy-three percent of freelancers said technology makes it easier to find work, and more than half had acquired a project online in the last year, up from 42 percent the year before.

Remote workers expect technology to be quick, easy to learn, and painless. Keeping up-to-date with the latest in technology, such as cloud-based collaboration tools, videoconferencing, messaging tools and the like will help ensure productivity. The reality is that employees already expect and are using consumer-grade applications for tasks like messaging and file sharing. That seamless productivity means happy employees, who are more likely to contribute their best work and most creative thinking.

Instead of Building Big Culture, Build it Small and Regularly

The days of the annual review that determines an employee’s entire fate are long gone. Not only do free-range employees expect consistent feedback on their work, they also want to know how they can improve and further develop themselves and their skills, and they want to know it now.

For many corporate-minded managers, this shifts the model for apprenticeship and mentorship. Making time to connect regularly in 10, 15, or 30 minute increments is likely to be the cornerstone of the future workplace, whether your team is remote or on-site. It’s a trend that complements the fact that younger generations are accustomed to being constantly connected.

Set Aside Specific Creative Time

One of the fears that corporate leadership expresses about freelance and remote workers is that they will waste time and be less productive. Interestingly, there’s a fair amount of research that suggests remote workers are actually more productive. Companies experimenting with remote work sometimes even find that there are radical cost savings.

However, even experienced freelancers admit that creativity is sparked through interaction with other people and for many companies that’s built into an office environment.

“Bumping into co-workers, chatting in hallways, sitting down over lunch, a day at the office results in dozens of interactions every day. The result, shown both anecdotally and in statistics, is more creativity and greater effectiveness. For instance, in one study tracking the behaviors of a sales team of a pharmaceutical company, when a salesperson increased interactions with coworkers on other teams…by 10 percent, his or her sales also grew by 10 percent.”

For companies that include free-range employees, it’s particularly important to make time for creative sharing and not let that time get bogged down with administrative items.

Even something as simple as setting up a 30-minute weekly brainstorm meeting, whether that’s done in person or by videoconference—and sticking to it—can make a huge difference, generating ideas that will resonate the rest of the week.

It will be increasingly important, now and in the future, for businesses to fully embrace the new freelance work culture and make it work to the advantage of both the employees and the company.

photo credit: Invisible Desktop via photopin (license)

A version of this post was published on MillennialCEO on 12/10/2015

The Resiliency of Wishing Them Well

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“Spirits turned bitter by the poison of envy
Always angry and dissatisfied
Even the lost ones, the frightened and mean ones
Even the ones with a devil inside

Thank your stars you’re not that way
Turn your back and walk away
Don’t even pause and ask them why
Turn around and say goodbye

All that you can do is wish them well…”

–Neil Peart, “Wish Them Well”

Here there be haters. It’s unavoidable. It’s inevitable. It’s sadly undeniable when it happens, because it will. You may love what you do, and love many with which you do it, and where you do it, but at some point there be haters, especially when you’re succeeding.

And even when you’re not.

There are those who, for whatever reason, don’t want you or your peers and colleagues to make any mojovational magic. Maybe they’re bitter about their own failures, down on their luck because they’re out of work or in between gigs. Maybe they were laid off, fired, or quit for some entrepreneurial endeavor that went to nowheresville. Maybe they feel screwed by someone else and want to pay it forward. Maybe their personal life has hit the proverbial crapper, the stink of it permeating every other pore in the world around them.

Most of us have been there, am I right? I know I have. Not proud at all of past reactionary backlashes and cynical rehashes.

But on any given day, we do need to be challenged – we’re our own worst enemy when it comes to self-assessment and judgement. Our bright ideas, our hopeful business models, all things world of work need to be poked and prodded and vetted for reliability, validity, viability, agility and resiliency. That’s why we have VC’s, critics, analysts, therapists, board members, consultants, friends and family.

And there’s a big difference between challengers and haters, the former being of the more resilient stock.

Wait, there’s that word again — resiliency. Before this week I’ve been so fixated on the “engagement” factor and many other business buzz words that not once had I considered the “r” word. Until I came across the work of Michael H. Ballard.

A man who had a head injury at age six that caused him to struggle in the classroom.

A man who was robbed by a motorcycle gang at 19.

A man who battled a serious chronic illness for 12 years.

A man had a seven-year battle with two bouts of cancer and an emergency midnight surgery to save his life.

A man who now talks of resiliency and how workplace cultures can create more productive and safer environments. The fact that resiliency can be learned; that it’s a process, a belief system and a skill set; that it’s a top-down, bottom-up and side-to-side cultural process for every organization.

Because without resiliency, the ability to bounce back from life’s everyday obstacles and overwhelming adversities would be a daunting task. I’m sure he’s not the only coach and mentor talking about it, but he is the first one I’ve come across of late.

We carry a lifetime of experiences with us like excess weight around our hearts we can never quite shed, a weight that restricts our breath at the most inopportune times.

My weight included an abusive alcoholic birth father and an abusive crazy first step-father, the epitome of the broken, angry and selfish male. Thankfully I had a loving mother and second step-father I ended up calling Dad (God rest both their souls), and I learned to overcome that internal gravity at home and at work and become a loving, resilient husband, father, friend, colleague, manager and life leader who leads with levity and an open heart. Most of the time.

But who cares, right? What a bunch of softy self-serving hooey, right? What if you didn’t have similar traumatic experiences? What if you’re just friggin’ trying to make a living and find some semblance of a career you can call home, not to mention someone to maybe share it with? Not everyone has such a struggle, but everyone can and should learn to be resilient because everyone does usually fail to succeed at some point.

It’s unavoidable. It’s inevitable. It’s sadly undeniable when it happens, because it will.

Here there be haters, and no matter how much you want to hate back, you should learn to:

  • Detach. Practicing detachment from the things and people we can’t control at all is key, but that doesn’t mean without empathy. Having empathy is the very essence of self-awareness and being human, which doesn’t mean you feel sorry. You forgive, but you don’t feel sorry for – because you’ve been there on some level and know what comes around goes around.
  • And walk away. Not everyone in your life and your “world of work” will be as resilient — i.e., the “haters.” Wish them well, work around and walk away. This doesn’t mean you’re giving up without a fight. Think of haters like bears sneaking into your campsite. They’re hungry and angry and frustrated and have only one thing on their minds – eat and satiate. Now. Everything else is inconsequential.

And that’s why you don’t feed the bears. Walk away and wish them well. That’s living a life of resiliency.

I’ve got your back.

photo credit: familymwr via photopin cc

The Quaint Notion of Work-Life Balance: #TChat Preview

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I was at a meeting the other day and this person who was carrying a laptop bumped into me — checking her email, she wasn’t looking where she was going. The part that sticks with me is that she wasn’t really phased. No, she laughed it off as a by-product of multitasking. Welcome to the weird world of work, where we’re actually getting less done — and at a lower level of quality — by trying to do everything at once, by being connected 24/7 through devices and social media.

What would happen if you slowed the pace 10 percent? Would your job be in jeopardy if you didn’t read email after 8 pm? Would your family and friends not talk to you if you didn’t answer texts, tweets and emails immediately? Probably not, in fact, hyper-connectivity may be making us less mentally and emotionally available to important people in our life.

I’m as guilty as the next person of paying more attention to my smartphone at times when people are sitting across the desk from me, so I decided we should delve into the topic of slowing down, personally and professionally, on this week’s #TChat Radio and #TChat Twitter. Maybe it’s possible to do a better job in less time if we learn how to disconnect a bit. Could it be less screen time will help us better manage our time and improve our ability to prioritize, while boosting productivity? It’s worth a spirited discussion, one in which we’ll even look at how to use technology to help us slow down — as counter-intuitive as that might sound.

Before you sign off for the day (yeah, right!), here are this week’s questions:

Q1: How do you track competing priorities in today’s social world? Is it helping or hurting your ability to prioritize tasks and build deeper relationships?

Q2: What kind of HR Tech could you not live without, and how has it changed relationship building and productivity for you?

Q3: Hyperconnectivity is expected for those communicating in the world of work. How do you separate the signal/noise?

Q4: Has a business relationship, potential recruit ever suffered because you responded too quickly/slowly, without enough data? How?

Q5: What are the steps you use to deepen, improve your relationships in today’s world of work?

Of course, #TChat takes place every week on Twitter, and this week there’s special dispensation for being online during after-work hours (a quaint concept in today’s world). So join us Tuesday, Dec. 4, at 7:30pm ET (6:30pm CT, 5:30pm MT, 4:30pm PT, or wherever you are) for #TChat Radio, and Wednesday, Dec. 5, at 7 pm ET for #TChat. As a community we’ll tackle the difficult task of how to balance the world of work and personal life more effectively, and also discuss when technology helps and when it hinders.

Joining us to weigh in this subject near and dear to their hearts will be Cali Williams Yost (@caliyost), CEO of Flex + Strategy Group (parent company of Work + Life Fit Inc.), and Judy Martin (@judymartin8), founder of WorkLifeNation.com and a contributor to Forbes, NPR and other large news media outlets.  Be connected and strive for balance in all areas of your life. This ain’t easy. Chat soon!

Image credit: Erix! via Flickr

Delve Into Phil Simon's "The New Small"

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I recently had the pleasure of chatting with TalentCulture’s good friend, Phil Simon about his new book “The New Small”. Phil has written two other books: Why New Systems Fail and The Next Wave of Technologies. A recognized technology expert, he consults with companies on how to optimize technology use. His contributions have been featured in The Globe and Mail, ComputerWorld, ZDNet, New York Times, ReadWriteWeb, and many other sites. Phil is also a popular speaker about emerging trends and technologies.

Why did you write this book?

  • As I mention in the Preface of the book, I saw a need. Many small business owners are awash in a sea of technological choices. They are too busy to research all of these technologies themselves. While my book is certainly no reference manual, it lays out options and provides advice that would take a long time—and a great deal of money—to learn on their own. There are many opportunities out there; many small business owners simply aren’t aware of them.

What’s the difference between how small businesses approach technology (especially collaboration tools) and the traditional enterprise approach?

  • In a nutshell, small businesses (SBs) tend to experiment more. They’ll try out a tool like Yammer, for example, on an individual basis. If it catches on, it will be adopted throughout the company. It’s less “top-down” than the traditional enterprise approach. What’s more, if something else comes along that offers superior functionality, SBs will experiment with that tool as well, utilizing what’s best from each. There’s no corporate edict that “all people must use X” even though X doesn’t have key functionality.

How can managers start with their own teams on the cheap/free to handle their communication needs?

  • I interviewed a lot of business owners and managers for The New Small. It’s given me great insight into what managers do—and how they do it. These managers aren’t sure about what’s best, so they don’t pretend to have all of the answers. They encourage employees to find the right tools. Once something reaches critical mass, they’ll give it a shot.  Today, so many products are based on the “freemium” model; it’s rare now that you have to sign a traditional contract with a vendor before you can kick the tires on collaborative tools. These companies embrace IM tools such as Meebo, calling tools like Skypeand GoogleVoice, and simple hardware like webcams, Smartphones, and digital cameras.

It reads on your website that you’re an independent technology consultant. There are lots of people out there that would love to get into consulting, but aren’t sure about the first steps. What are some essentials for anyone who wants to get into consulting?

  • As I write in The New Small, many people begin contracting almost involuntarily. They’d like a full-time job but can’t find one in this economy. As for requirements, I can tell you about the essentials: a website, errors and omissions insurance, financial and accounting software, a healthy network of recruiters and friends keeping an eye out for you, potential incorporation, and the like. More than that, however, one needs to know appropriate rates. It’s hard to know what your worth and, admittedly, it’s more art than science. Sometimes you take less than you can get. Most important, you need to have a personality that accepts high highs and low lows. You won’t get a steady paycheck. Be prepared for the feast or famine world of independent life.

Historically, big technology had the advantage because it was safe and reliable. “Nobody ever got fired for hiring IBM” is the old saying. But now, it seems like small tech has the edge. How can that be? What changed?

  • Many things changed:
  • Broadband exploded.
  • Storage costs plummeted.
  • Freemium took off as a business model.
  • A massive wave of innovation occurred.
  • Other tech events and trends made the New Small possible.
  • Factor in a drop in job security and a desire for people to do their own thing and suddenly it’s hip to start your own company.

How realistic is it to want to start your own business in today’s world? What are some things to consider before starting your own business?
  • It’s very realistic. It happens every day. As I point out in the book, technology has drastically changed in the last five years. There are viable ways to minimize up-front costs, always a good idea when you’re hanging your own shingle. What’s more, social media allows companies to reduce often ineffective marketing expenditures.
Are there certain things in today’s world that make starting you own business a good idea?

  • Sure. The founders of the companies profiled in the book all were searching for something different—an alternative to traditional corporate life. There’s more flexibility being your own boss. You get a fundamental sense of satisfaction from working for yourself, and you can pursue ventures that you find worthwhile. There’s always been a sense in this country that you can succeed on your own terms. Technology today has made that easier, although the challenges of the current economy cannot be understated.
What advice would you give to entrepreneurs who have just started or planning to start their own business?

  • Don’t be afraid to experiment or fail. Einsten said something along the lines of, “If you want to increase your success rate, fail more often.” This couldn’t be more true today–particularly with respect to small businesses.  Also, get away from technologies that no longer meet your needs. Whether it’s ERP, CRM, a content management system (CMS), or whatever, see if there’s something better out there. Then try it out!
Do you have any tips for managing projects in the New Small?

  • Yes. Go agile. These companies do not use Waterfall-based methods. They can’t wait a year to see if something is conceptually sound. Throw something against the wall and see what you like and what you don’t.  Also, don’t reinvent the wheel. See what open source and off-the-shelf tools exist. Use existing APIs and modules to extend functionalty.
Could you please tell us, what businesses have inspired you? Also, what’s exactly this “new breed”?

  • In short, the owners of these companies inspired me a great deal. They weren’t afraid to break away from old tools and techniques that have worked for them and taken them to a certain point.  This new breed is open, experimental, and curious. They are constantly pushing the envelope and refuse to manage by routine. You’ll never hear “that’s not the way we do things here.” They’re a dynamic bunch of companies that, as you see in the book, is doing some amazing things.
In the first chapter of the book, which is available for free preview at your Web site, you call the present situation “the era of constant technological change.” In your opinion is there a difference between the way large enterprises and smaller companies respond to it? If so, what are the main challenges that small businesses face?
  • For political, legal, and financial reasons, big companies often cannot get away from technologies that no longer work for them. Small companies don’t have that problem. The world is their oyster. Yet, that very freedom can easily become chaos. Fortunately, the New Small is able to strike a balance, getting the benefits of amazing new technologies in the process.
Why do you think the emerging technologies, such as social media or cloud computing, are a perfect match for the needs of small businesses?

  • Many reasons. For one, they scale quite easily. No longer does a business need to predict “just how much” technology it will need. Second, success begets success. You can dip your toe in the pool before you jump in. Finally, with the Freemium model, you can test-drive technologies before making the jump.
What do you hope to impart on the world with The New Small?

  • In short, that it’s better to be small. Progressive small businesses are doing some amazing things. The book tells their stories; it’s not a theoretical or abstract text by any stretch. Once you see what these companies are doing, you’ll want to experiment with some of the same methods and technologies.

Managing Virtual Teams: #TChat Recap

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You’d think that those of us who collaborate online have already mastered the virtual workplace. And for the most part, we have.  We communicate via a variety of tools and services:

  • E-mail
  • Phone
  • Instant Message
  • Video Chat
  • The Big Social 3 (Facebook, Twitter, LinkedIn)
  • Other Online Networks
  • Webinar
  • Podcast
  • Blog
  • Wiki
  • Intranet

All being done via:

  • Landlines
  • Cell phones
  • Smart phones
  • The Internet
  • Tablet computers
  • Laptop computers
  • Desktop computers
  • Carrier pigeons
  • Two cups connected with string
  • Telepathic messages

Maybe not the last three, but if you do use any of those, do please let me know.

Beyond the tools and services, the true measure of working virtually is the fact you are autonomous, accountable, personally responsible, self-managed and productive — but not in the “time put in” sense, more the productivity in aligned business output over the course of the day and week.

Those of us who have worked virtually for years within organizations and/or with clients not in the backyard don’t think twice about what it means to work alone in a home office.

Maybe, although I think we need more live interaction throughout the year.  So whether than means formal company gatherings a few times a year, meeting at events a few times a year, leasing space in a coworking facility like I do, we all still need a little face time.

And that’s what helps to keep your company culture solidified — the face time — look me in the eyes, baby.

Last night during #TChat, where the topic was — Managing virtual teams and dispersed global organizations while maintaining workplace culture.  Is it possible? — Amy Ruberg mentioned: Trust is earned, fragile, and travels in both directions.

That really sums up the daily workplace transactions, together in a shared office or at home in a virtual one, and for me solidifies culture as well.

Unfortunately many companies don’t trust well and still have archaic policies that don’t jive with the realities of the mobile/virtual workforce.

Can you imagine conducting a virtual meeting across a variety of devices while still having a no-electronic-device policy during meetings?

Wouldn’t that make everyone vanish in thin air?

Another defining point from last night — if you can’t manage virtual teams should you be in a managerial position at all?

Probably not.

The good news is that according to a recent post by Sharlyn Lauby titled What the Best Places to Work Have in Common:

82 of Fortune Magazine’s 100 Best Companies to Work listed the fact that they offered telecommuting.  So, the key concept behind workshifting – being able to work productively from anywhere – are embraced by the companies considered to be the crème de la crème in Corporate America. This comes right after the Federal Government implemented the Telework Enhancement Act of 2010, mandating Federal Agencies to implement telework policies.

Here is the transcript from last night’s #TChat and these were our questions:

  • Q1: How are virtual teams presenting challenges for leaders in a workplace culture?
  • Q2: Reality Check: Can leaders engage and handle workplace conflicts virtually?
  • Q3: What are ways we can improve communication for teams that are primarily virtual?
  • Q4: In person meetings will always be necessary for employee engagement – how much is enough for true team collaboration?
  • Q5: Is recruiting, hiring for “self-management” “innovation” skills a must for telecommuting roles? Globally?
  • Q6: What does employer trust have to do with virtual – both from the inside and outside of an employer’s brand?
  • Q7: Why are some innovative companies considering VTs to be their most important asset?

A special thank you to Meghan M. Biro, Matt Charney and Eric Winegardner from Monster land, Ian Mondrow the team at Sodexoand all the other fantastic usual suspects and new folks who stopped by last night to share their wisdom.

Next week’s topic:  Workplace Culture Clash or Party? Multi-generational diversity and the innovation factor.

Join us every Tuesday night from 8-9 p.m. ET (5-6 p.m. PT) on Twitter via hashtag #TChat. Remember we welcome global input! Join in from wherever you might be. Our live chat is hosted by @KevinWGrossman @MeghanMBiro, @TalentCulture, and @Monster_WORKS. Please Tweet or DM us for more scoop!

5 Important Workplace Factors: Recruiting & Retaining Today’s Young Professionals

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The young professionals you will be trying to attract to your organization today are members of Generation Y, also known as Millennials or The Internet Generation. Technology was a part of their childhood and still plays a huge role in their everyday lives. They don’t have many boundaries between work and life, are tech-savvy and innovative, and in high-demand.

Opportunity

Generation Y expects several types of opportunities in their professional career. Number one, they are looking for a chance to grow and excel in a company – somewhere that will give them opportunity for promotions and other perks if they perform well and choose to stay there long enough.

They also are looking for opportunities to be challenged. Millennials aren’t looking for “just a job” or to “go through the motions” everyday – they want a job that will utilize their expertise and education in new, challenging and exciting ways.

Finally, Millennials want opportunity for personal and professional growth. This can be through challenging projects, collaborative tasks, conferences, etc. This generation is easily bored, and you need to be able to retain them through offering these types of opportunity.

Flexibility

Gen Y expects flexibility in their work hours, schedule and work environment. Many Millennials want to telecommute or work remotely at their ideal jobs. Although they expect flexible hours and schedule, this generation is more plugged in than any other –meaning they will likely work after their “scheduled” hours and have less boundaries between life and work.

Technology

Since they’ve grown up with the latest gadgets, Millennials expect them in the workplace, as well. They’re used to constant connectivity, and if your workplace doesn’t offer that, they’ll likely look elsewhere.

Culture

In order to recruit today’s young professionals, you need to have a great corporate culture that will intrigue them. Think: socially responsible, innovative and great people to work around. Millennials tend to work for companies that they believe in and share in their mission.

Mentorship

Members of Generation Y want to learn something if they work for you. That’s why providing a mentor for each new young professional is vital to keeping him or her at your organization longer. Not only can a mentor aid in skill development, but also they become a personal connection that the employee trusts in your workplace.

With more than 80 million members of this generation, you’ll need to understand them in order to attract and retain them at your company. For more information on Generation Y in the workplace, download an infographic loaded with statistics here.