Facebook Instagram Linkedin TikTok
Thursday, September 19, 2024
Facebook Instagram Linkedin TikTok
    Most popular

    Employee Relations

    Burnout to Bright Out: Illuminating Paths to Employee Well-Being

    By
    Marisol Ciovacco
    -

    In a revealing survey conducted by Gallup, it was found that employees struggling to thrive at work reported significant challenges: 61% of these individuals indicated a higher likelihood of experiencing burnout, while 66% faced a greater propensity for daily worry. These stark figures highlight the urgent need for effective employee mental health programs within the workplace. To address this critical issue, here are three pivotal strategies designed to foster a supportive and mentally healthy work environment:

    Key Components of an Effective Program

    Assessment and Awareness: First leaders must seek to understand the current mental health climate and needs within the organization through surveys and health assessments. While there may be multiple ways to complete this task, these assessments must be anonymous so that employees feel safe to share honestly.

    Comprehensive Support: Supporting mental health demands a holistic approach. While benefits such as mental health days are encouraged, employee’s mental health will also see benefits if offered counseling services, stress management workshops, and well-being check ins.

    Education and Training: It’s imperative that managers and employees are trained in mental health awareness to help reduce stigma on the matter. When stigma is reduced, employees will feel more comfortable coming forward about their struggles and seeking support, or other employees will learn how to spot when someone is struggling and can then offer support.

    Flexibility and Accessibility: As it’s more common for employees to work in hybrid or remote settings, HR leaders must ensure that mental health resources are accessible to all employees. Also, make sure that every employee is aware of the available benefits. Consider consolidating all information about employee mental health benefits into one easily accessible document. For extra security in ensuring all employees are aware of the resources, consider holding meetings to go through the available benefits and answer any questions employees may have.

    Overcoming Challenges

    Implementing a mental health program within any organization is a significant step towards fostering a supportive and healthy work environment. However, HR leaders should be prepared to navigate a few common hurdles that may arise during its execution:

    Budget Constraints: Financial limitations often pose a challenge in rolling out comprehensive mental health programs. Yet, innovative, and cost-effective solutions exist to circumvent these financial barriers. Leverage digital platforms and online self-assessment tools to provide affordable support options like virtual counseling sessions and allow employees to seek help proactively. These technological solutions can offer wide-reaching benefits at a fraction of the cost of traditional methods.

    Employee Participation: Employee engagement is critical to the success of any mental health initiative. Addressing low participation rates requires a multifaceted approach. Directly involve employees in the development and implementation phases of mental health programs to ensure the initiatives are accurately tailored to meet the workforce’s needs, increasing personal relevance and participation. HR leaders can also deploy a system of incentives for utilizing health-related benefits. Such strategies can significantly boost participation by offering tangible rewards for engagement.

    Resource Accessibility: Ensuring that mental health resources are accessible to all employees, including those in remote or varying locations, is essential for a truly inclusive program. Make certain that mental health support is accessible to everyone within the organization, leveraging technology to bridge any geographical gaps. This includes providing virtual support services and resources that remote employees can easily access.

    The compelling data presented by Gallup underscores an undeniable truth: the well-being of employees is paramount to the health of any organization. Implementing a comprehensive mental health program is not merely an act of goodwill; it is a strategic imperative that fosters a resilient, productive, and engaged workforce. By embracing key strategies such as thorough assessment and awareness, comprehensive support, targeted education and training, and ensuring flexibility and accessibility of resources, HR leaders can effectively address the multifaceted challenges of mental health in the workplace.

    The Skills Gap Challenge: Are Employers Stepping Up?

    By
    Marisol Ciovacco
    -
    Bridging the skills gap by upskilling current employees.

    The Need for Upskilling and Reskilling

    In today’s fast-paced business world, staying competitive means keeping up with the rapid changes in technology and industry demands. Companies must take a proactive approach to address the growing skills gap and enhance employee development. A Deloitte study found that a whopping 68% of workers are ready to retrain under any circumstances, and 28% will do so “if necessary.”

    Upskilling and reskilling are vital strategies. While upskilling enhances existing skills, reskilling provides employees with entirely new abilities. Both approaches are essential to maintaining a competitive edge, fostering innovation, and ensuring sustainable growth.

    The Big Stay: Emphasizing Training

    The COVID-19 pandemic brought about the Great Resignation, where many employees left their jobs in pursuit of better opportunities and higher salaries. However, as economic instability persists, workers are now prioritizing job stability and meaningful employment over frequent job changes. This shift has led to the “Big Stay,” where employees are more inclined to remain with their current employers. The pandemic’s Great Resignation has slowed, and the uncertain economic outlook has made the risks of changing jobs too high for many workers. Many organizations have adjusted their work environments to retain employees, ensuring they became healthier, more positive places to work. Companies strive to create people-first cultures, partly as a result of the cost of staff turnover, and the ensuing better places to work seem to be a significant factor contributing to the Big Stay.

    Leveraging Interim Workers

    Interim workers are becoming a crucial solution to the skills shortage in HR and finance. According to Wade Macdonald’s research, 39% of interims are hired to fill gaps in short-term skills, and 82% are focused on delivering results. Interim workers bring high-level skills to meet immediate organizational needs, supporting business changes and strengthening project teams.

    Bridging the Skills Gap

    The skills gap continues to widen as automation and AI reshape industries. Employers and employees often have different priorities when it comes to skill development. While employees seek business and financial skills, employers value critical thinking, creativity, and communication. Bridging this gap requires collaboration and a mutual understanding of the benefits of upskilling and reskilling. Employers must offer training opportunities that align with both organizational goals and employees’ personal responsibilities.

    Demand for Continuous Learning

    A recent survey by TalentLMS and Workable reveals a strong demand for continuous learning among U.S. employees. About 71% of employees want to update their skills more regularly, and 80% desire more investment in upskilling and reskilling from their employers. The primary motivator across all age groups is personal growth, followed by meeting job requirements and staying up to date with industry changes. Interestingly, 37% of employees worry about their current skills becoming obsolete, and 64% find upskilling and reskilling have supported job security.

    Future-Proofing the Workforce

    Addressing the labor shortage through the Big Stay and strategic reskilling is crucial for HR professionals. By focusing on employee development, leveraging interim workers, and investing in learning and development, companies can bridge the skills gap and ensure long-term success. This holistic approach not only meets immediate needs but also prepares the workforce for future challenges, driving organizational growth and resilience.

    Overcoming Backlash: Navigating Employee Resistance to DEI Initiatives

    By
    Marisol Ciovacco
    -

    The backlash against Diversity, Equity, and Inclusion (DEI) initiatives is a constant obstacle in today’s workforce. In a perfect world, every employee would engage with DEI programs to secure their effectiveness, but the reality is much more complicated. While HR leaders fully understand the benefits of fostering a workplace that is inclusive of all backgrounds, not every employee agrees. If any instances of employee resistance to DEI were simply outliers, they wouldn’t require much attention to ensure the program’s efficacy. Unfortunately, these situations are not outliers, and they are a real threat to DEI’s success. Data from Gartner revealed that 42% of employees reported that their colleagues see DEI initiatives as divisive and actually resent those efforts. Overall, 44% of employees noted that their colleagues feel alienated by DEI. With such a high number of employees witnessing a backlash against DEI, HR leaders are left with the tricky task of managing resistance in a way that encourages participation rather than causing further resentment. 

    Employees who feel alienated by DEI initiatives are unlikely to engage with them, so HR leaders must evaluate the language used in these programs. Many companies use negative messaging in their DEI training with implied threats if the company must legally address discrimination on behalf of ill-behaved employees. Not only will this push employees away from supporting DEI, but it also harms their underrepresented colleagues and frames them as liabilities instead of valued team members. To help combat this, HR leaders must communicate the benefits of DEI. Research has consistently shown how diverse teams bring more creativity and innovation to the company. Leaders can either share published data on this subject, or they can use examples and recorded metrics that show how DEI has advanced their own company’s performance. 

    The purpose of DEI is to be inclusive to everyone, which means listening to and addressing employee concerns. Allow employees a safe space to share feelings of antagonization or fears of no longer belonging in the workplace with more focus on underrepresented groups. When HR leaders fully understand the reasons behind the resistance to DEI, they can then form strategic responses that allow everyone to feel heard and that everyone still has an important place on the team.  

    One of the most important strategies HR leaders can implement while facing resistance is to ensure that employees feel like they are a part of the solution—not the problem. So much information is shared on what not to do or how things can go wrong when employees should learn just as much about how they can positively affect workplace inclusivity. Instead of using opposing language, invite employees to be allies to the cause. Highlight how the program’s success is dependent on everyone working together to ensure all colleagues feel a sense of belonging within their teams. 

    It’s no secret how DEI efforts enhance company performance, but not every employee can see its benefits straight away. This is especially true for those who feel antagonized by DEI communication styles that mainly focus on all the ways their behavior can negatively impact DEI efforts. However, when HR leaders focus on the benefits of inclusivity, fairness, and the inclusion of everyone on the team as part of the solution, they can successfully manage and actively reduce harmful backlash against DEI. 

    From Boomers to Zoomers: Bridging the Gap in the Multi-Generational Workplace

    By
    Marisol Ciovacco
    -

    In today’s workplace, the presence of unprecedented generational diversity presents both challenges and opportunities. Understanding and appreciating the distinct characteristics and preferences of each cohort—from Baby Boomers to Generation Z—is crucial for fostering a cohesive and productive environment.

    The Marsh McLennan Agency’s 2024 Employee Health & Benefits Trends Report shares the following traits distinctive to Baby Boomers, Generation X, Millennials, and Generation Z:

    Baby Boomers

    Values:     Job security, company loyalty, and a strong sense of duty.

    Work Style: Prefer teamwork and achieve success through sacrifice and paying their dues over time.

    Communication: Favor more formal methods such as in-person meetings or phone calls.

    Generation X

    Values: Diversity and work-life balance, placing personal interests above company loyalty.

    Work Style: Known for a pragmatic approach to work; likely to leave a job if their needs are unmet.

    Communication: Prefer an informal but direct style through emails and text messages.

    Millennials

    Values: Seek freedom, flexibility, growth, and development in the workplace.

    Work Style: Desire a fun work environment that offers unique experiences and frequent feedback.

    Communication: Favor quick, timely interactions via text or chat messages.

    Generation Z

    Values: Crave security, stability, and diversity.

    Work Style: Value independence and creativity and prefer working alongside innovative peers.

    Communication: Prefer in-person interactions or video calls, reflecting their desire for more personal connection and technology integration.

    Common Challenges in Integrating a Multigenerational Workforce

    Communication Gaps: Differences in communication preferences can lead to misunderstandings, with some employees feeling more comfortable with traditional face-to-face interactions while others prefer digital communication tools.

    Work-Life Balance: There is often a divide between generations regarding work commitments; older generations might view extensive work hours as a sign of loyalty and dedication, whereas younger workers may view them as detrimental to well-being.

    Technology Use: Variances in the adoption and use of technology can create friction; younger generations are typically more receptive to using new technologies at work than older ones.

    Ageism: Stereotypes related to age can affect workplace dynamics, with younger employees potentially viewing older colleagues as out-of-touch, and older employees viewing younger colleagues as inexperienced.

    HR Strategies for Multigenerational Harmony and Productivity

    To effectively enhance multigenerational harmony and boost productivity within diverse workplaces, HR professionals can implement several strategic approaches. These strategies are designed to foster an inclusive environment that respects and utilizes the unique strengths and perspectives of each age group:

    Tailored Communication and Training Strategies

    • Implement mixed-format meetings and use a variety of communication tools to bridge the gap between different communication styles.
    • Offer training programs that blend traditional learning methods with modern digital tools to cater to diverse learning preferences.

    Flexible Work Arrangements

    • Provide a range of working options from remote work possibilities for Millennials and Gen Z to more structured environments that might be preferred by Baby Boomers and Gen X.

    Mentorship and Collaboration

    • Encourage cross-generational mentorship programs that promote knowledge sharing and mutual respect across different age groups.

    Recognition and Rewards

    • Design a recognition and reward system that resonates with the motivational drivers of each generation, from formal events to instant digital acknowledgments.

    Promoting an Inclusive Culture

    • Focus on creating an inclusive workplace culture that values and leverages the strengths of each generation, thereby boosting collaboration, innovation, and overall productivity.


    The successful integration of a multigenerational workforce hinges on a strategic and nuanced approach by HR professionals. By embracing tailored communication methods, offering flexible work arrangements, and promoting mentorship opportunities, HR can effectively address the challenges posed by generational differences.

    Why RTO Mandates Could Be Your Biggest Mistake

    By
    Marisol Ciovacco
    -
    An employee experiencing critical stress levels due to RTO mandates.

    In today’s dynamic work environment where return-to-office (RTO) mandates are on the rise, HR professionals are grappling with a crucial challenge: keeping top talent happy and engaged. The answer, as revealed by recent studies, lies in one word: flexibility. By embracing hybrid work arrangements, companies can significantly boost employee satisfaction and retention. Let’s dive into why flexibility is the key to success in the modern workplace.

    The Perils of RTO Mandates

    Imagine this: nearly three-quarters of executives see RTO mandates sparking leadership conflicts, according to a Gartner report. Despite 63% of HR leaders pushing for more office time, these mandates often backfire. Employees cite a lack of work-life balance as a top reason for quitting, and the rigid RTO approach leaves high performers, women, and millennials—the very people who value flexibility—feeling frustrated and undervalued. Instead of fostering loyalty, strict office requirements diminish employees’ intent to stay, lowering overall morale and productivity.

    Flexibility: The Employee Dealbreaker

    A study by Greenhouse Candidate Experience sheds light on a startling fact: 76% of employees would leave their jobs if flexible work options vanished. This sentiment is echoed in findings from Unispace, where 42% of companies with RTO mandates face unexpected retention and recruitment challenges. Even the Federal Reserve notes that taking away hybrid work feels like a pay cut to employees, driving them to seek more accommodating workplaces. It’s clear that flexibility isn’t just a perk—it’s a necessity.

    Hybrid Work: Your Competitive Edge

    The IWG report brings good news for those willing to adapt: hybrid work arrangements lead to happier, more loyal employees (Source 4). Imagine boosting productivity, wellness, and mental health across your team—sounds great, right? HR leaders are unanimous: hybrid work is the way forward, making it easier to attract and retain top talent. Companies that embrace this approach report improved engagement and stronger team dynamics.

    Balancing Act: The Hybrid Approach

    Studies from the University of Pittsburgh highlight a crucial insight: strict RTO policies often fail to boost financial performance or productivity. Instead, they alienate employees, creating a toxic work environment and driving talent away. On the other hand, hybrid work models offer a balanced solution. By blending in-person and remote work, companies can support employee well-being, reduce carbon footprints, and enhance work-life balance. It’s a win-win situation that promises long-term benefits.

    Flexibility is the Future

    HR professionals, the message is clear: flexibility and hybrid work arrangements are not just trends—they’re essential strategies for retaining talent and driving success. Mandating a rigid return to the office can lead to higher turnover, disengagement, and recruitment challenges. Instead, adopting a flexible, human-centric approach will improve employee satisfaction, boost productivity, and enhance retention. Embracing hybrid work is the key to thriving in the modern workplace. It’s time to future-proof your operations and stay ahead in the competitive talent market.

    Remote Work Balance: Preventing Burnout and Ensuring Productivity

    By
    Marisol Ciovacco
    -

    It’s no secret that the ability to work remotely is popular among employees. With a greater opportunity to improve their work-life balance, many employees are determined to only work for companies that provide flexible work options. When offered, 87% of workers embrace remote/hybrid opportunities, and 76% of employees would either be open to a new job or actively search for one if flexible work policies were unavailable. Of course, employers have been seeing benefits as well, with one survey finding that 40% of employees feel more productive at their jobs when working remotely. Despite coming with so many perks, remote work is not immune to carrying disadvantages. Just like in-office employees, remote workers still risk facing burnout, but the warning signs are not always visible. 

    While some employees work late every once in a while, constantly working long hours is the red flag managers should look for. Are they logged into work after hours for multiple days out of the week? Do they send chats or emails late into the night? This constant state of availability is a sign that your employees may be experiencing anxiety regarding their productivity levels, and they’ve sacrificed their work-life boundaries in response. The best way to respond to this behavior is to try and address the root of the anxiety. Hold check-ins with employees who frequently work overtime to determine if they are carrying too heavy a workload. Make adjustments where needed, but also make a point to endorse boundaries. Remote employees who work after hours may feel like they are not allowed to be unavailable, even after the normal workday has ended. Reassure them that there are no repercussions for being unavailable when work is complete, and that it is actually encouraged for remote employees to unplug and recharge before the next workday, which helps ensure both employee satisfaction and productivity. 

    When employees work remotely, they are in a position that requires them to act as their own leader in many aspects. They must set and delegate their daily tasks as they navigate new information from sporadic digital communications. What may be normal to experience in the office becomes more difficult at home where numerous distractions are clawing for employees’ attention. While working from home, employees must exercise an extra level of self-discipline to refocus on work, especially since distractions can range from simple tasks to major life obligations unrelated to work. With employees who are fatigued from self-management, leaders might notice a decrease in the quality of their work. In these cases, it’s best to take a closer look at the type of work these employees are spending most of their time on. Is the work meaningful to the employees, or are they monotonous and repetitive tasks? Can these tasks be streamlined more efficiently to allow employees more time to work on complex tasks? When employees manage their time to focus on work that is energizing for them, they will have an easier time remaining focused even when surrounded by potential distractions. Leaders should also consider providing these remote workers with professional development opportunities to further engage them in ways that feel purposeful. 

    For companies prioritizing employee wellbeing, it’s imperative to acknowledge when team members are overworked. When managing remote workers in particular, leaders must be well-versed in the different ways burnout can manifest. Since these employees are not in the office, leaders will have to take a closer look at employee behavior to determine if they are at risk of experiencing burnout. If done successfully, leaders can then develop a strategy to combat burnout and continue to reap the benefits that come along with managing remote workers who feel both engaged and fulfilled through their work. 

    Stirring the Pot: Lessons in Workplace Retaliation from Chipotle

    By
    Marisol Ciovacco
    -

    Workplace retaliation remains a significant concern in today’s professional landscape, often hindering employees from exercising their rights without fear of retribution. Recently, Chipotle Mexican Grill agreed to a $2.9 million settlement to resolve allegations of workplace retaliation involving shift changes and sick time regulations in its Seattle locations. This case serves as a crucial example of why HR professionals must stay vigilant and proactive in preventing and addressing workplace retaliation.

    Understanding Retaliation in the Workplace

    When engaging in the workplace, employees have certain expectations. They anticipate fair treatment, proper compensation, and an overall productive experience as they contribute to the team. However, not every employee enjoys this kind of positive environment. Whether it’s due to poor management or systemic issues, some employees encounter unfair treatment at work. In such cases, these employees may need to exercise their rights to ensure they are treated fairly. Unfortunately, this can expose them to the risk of workplace retaliation.

    Forms of Workplace Retaliation

    Workplace retaliation can manifest in various ways. Here are some common examples:

    • Demotion or Unwanted Transfers: A sudden reduction in job rank or responsibilities or being moved to a different role or location without consent.
    • Schedule Changes/Reduction in Hours: Unwanted adjustments to work schedules or reduced hours.
    • Hostile Work Environment: Creating an intimidating or uncomfortable workplace.
    • Reducing or Withholding Pay: Unjust pay cuts or delays.
    • Heightened Surveillance: Excessive monitoring of an employee’s work activities.

    Despite workplace retaliation being illegal, HR managers must be prepared to address any allegations that may arise. Although tackling these situations can be challenging, addressing them professionally and in compliance with the law benefits the HR team and the company.

    Case Study – Chipotle’s Settlement

    A notable example of workplace retaliation involves Chipotle Mexican Grill, which recently settled allegations of violating shift changes and sick time regulations. In this case, Chipotle faced accusations of:

    • Retaliation against Employees for Exercising Rights: This included retaliating against an employee for calling out sick, and also retaliation toward an employee who declined to work shifts changed with less than 14 days’ notice.
    • Violating Seattle’s Secure Scheduling Ordinance: Employers are required to publish work schedules at least 14 days ahead of time and must honor employees’ rights to refuse any additional hours that weren’t part of the original schedule.
    • Retaliating Against an Employee for Having a Second Job: An employee requested not to be scheduled at specific times due to a second job, leading to alleged retaliation.

    These accusations culminated in Chipotle agreeing to a settlement of $2.9 million, distributed among 1,853 employees in Seattle. Additionally, Chipotle will pay $7,300 to the City of Seattle.

    It is worth noting that instances of retaliation may not always indicate that the entire company is malicious. Sometimes, it can be a few leaders making poor decisions. Nonetheless, even one instance of retaliation can damage the company’s reputation and require significant remediation efforts.

    Key Practices to Prevent Retaliation

    To create a fair workplace environment and prevent retaliation, HR professionals should consider implementing the following key practices:

    Clear Policies and Training

    • Establish company policies on retaliation, ensuring they are clear, well-communicated, and understood by all employees. Offer regular training to management on fair practices and compliance with labor laws.

    Confidential Reporting Mechanisms

    • Implement confidential systems that allow employees to report workplace issues or retaliation without fear of retribution. These mechanisms should be easily accessible and trusted.

    Prompt Investigation and Action

    • Develop a structured process for investigating claims of retaliation and take prompt action to address any violations. Swift responses send a message that retaliation will not be tolerated.

    Secure Scheduling and Fair Compensation

    • Adopt scheduling practices that respect employees’ work-life balance and comply with state and federal laws. Ensure fair compensation for additional hours or shift changes.

    Open Communication and Employee Involvement

    • Encourage open communication among HR, management, and employees. Involve staff in policy development and decision-making processes to foster a sense of inclusion and trust.

    By implementing these practices, HR professionals can create a workplace that not only avoids retaliation but also promotes a positive and supportive culture, where employees feel valued and respected.

    Committing to a Culture of Safety

    The Chipotle case underscores the importance of HR professionals taking proactive measures to prevent retaliation and ensure compliance with labor regulations. By implementing the strategies discussed, HR can effectively prevent retaliation and create a safer workplace. This not only benefits employees but also contributes to a healthier, more productive workplace for all.

    The Reality of Unlimited PTO: A Double-Edged Sword for HR

    By
    Marisol Ciovacco
    -
    An image of an aircraft and purple straw hat representing a worker utilizing unlimited PTO.

    Imagine having the freedom to take as much time off as you want without worrying about accruing vacation days. Sounds like a dream, right? Welcome to the world of unlimited paid time off (PTO). However, as HR professionals, it’s crucial to understand both the advantages and hidden pitfalls associated with this trending policy.

    The Financial Freedom

    From a financial standpoint, unlimited PTO is a win for companies. Traditionally, businesses carry hefty liabilities for unused vacation days, costing the U.S. between $224 billion and $318 billion annually. By switching to unlimited PTO, companies can wipe these obligations off their books, saving billions. This cost-saving measure is particularly enticing to corporate balance sheets, explaining its rising popularity, especially in the tech sector.

    The Employee Conundrum

    Here’s where it gets interesting. Despite its enticing name, research shows that employees on unlimited PTO plans sometimes take fewer days off compared to those with traditional plans. A 2018 study by Namely found that employees with unlimited PTO took an average of 13 days off per year, compared to 15 days for those with traditional PTO. In 2022, Namely repeated the survey and discovered that while workers with unlimited PTO took slightly more days off annually, overall, they’ve been taking fewer vacation days than they did before the pandemic.

    The Hidden Pressures

    Unlimited PTO can create a culture of guilt and hesitation. Employees worry about taking “too much” time off, fearing it might reflect poorly on their work ethic. This leads to “vacation deprivation.” Moreover, some employees resort to “hush vacations,” where they work remotely without informing their employers, to avoid using their PTO. This highlights a lack of trust and support within the workplace.

    The Inequity and Administrative Burden

    Unlimited PTO policies can also breed inequity. Diligent employees might take less time off, while others may exploit the system, creating resentment and imbalanced workloads. Additionally, the lack of a structured policy places a heavy administrative burden on managers, who must navigate leave requests without clear guidelines. This inconsistency can lead to feelings of unfairness and dissatisfaction among staff.

    Creating a Supportive Culture

    For HR professionals, the magic lies in fostering a supportive culture that genuinely encourages time off. It’s crucial to create an environment where taking vacation is normalized and endorsed by leadership. This means setting clear expectations, using technology to monitor vacation use, and ensuring executive buy-in to model and promote healthy work-life balance.

    The Bottom Line

    Unlimited PTO offers financial perks to companies but can be detrimental to employee well-being and organizational culture if not handled with care. HR professionals must balance these policies with genuine support and clear guidelines to ensure employees can fully enjoy their time off. By addressing hidden pressures and fostering a culture that values rest and recuperation, HR can transform the promise of unlimited PTO into a reality that benefits both the organization and its employees.

    So, while unlimited PTO might sound like a golden ticket, it’s up to HR professionals to turn that potential into a truly rewarding experience for everyone.

    Transforming Workplace Culture: 3 Key Strategies for Boosting Employee Engagement and Retention

    By
    Marisol Ciovacco
    -

    In a post-pandemic era where employee retention has become increasingly difficult, developing a strong work culture has become a priority for many companies. Research has revealed that 46% of job seekers see company culture as an important factor when applying to companies, and 35% of workers would decline “the perfect job” if they didn’t feel like they would fit in with the company’s culture. In a similar vein, employees are 24% more likely to quit their jobs if they do not approve of their company’s culture. Despite leaders focusing on implementing a positive culture to avoid these issues, 1 in 10 employees reported their workplace’s culture as being toxic, marking the experience as all too common. Companies that have a toxic culture in place can expect to experience disengaged employees, low productivity levels, and ultimately increased employee turnover. With such intense consequences, every leader must work to ensure that each one of their employees feels positive and included in the company culture. 

    For leaders who are looking to transform their company’s work culture, here are 3 strategies to implement: 

    1. Determine employee perception and strategize culture implementation. To transform company culture, leaders must first lay the initial groundwork. Without a clear idea of how employees view the company’s culture, significant improvements cannot be made. Gather feedback in a way that doesn’t feel antagonizing or intrusive to employees. This can be done in one-on-one meetings with trusted managers, but some employees may feel more secure sharing their opinions in anonymous surveys. After all information has been gathered, analyze the feedback to identify strengths within employees’ perception of company culture, and then make room to identify weaknesses. Are there any values the company promotes that employees aren’t actually experiencing? From there, leaders can form a plan to fortify weak points in company culture. 
    2. Spotlight behavior that falls in line with company culture. When promoting a positive company culture, it won’t stick by simply demanding everyone comply. Employees need to see clear examples of the desired culture in action, and one of the best ways to do that is to highlight when workers or other leaders follow through on cultural values. In some cases, the company may also benefit from providing rewards for those who consistently practice ways to maintain company culture. As more attention is brought to employee efforts to engage with the culture, other workers will be encouraged to do the same. 
    3. Create a safe space to report grievances. Even when a company makes significant progress toward reaching its desired company culture, there may still be workers who refuse to comply. While not every misstep is detrimental to the company, it is still possible for some actions to be extremely harmful. When workers refuse to comply with cultural standards, they risk offending, ostracizing, and causing unnecessary stress for other employees. For those negatively affected by workers acting against company values, leaders should set up a safe space for them to express their grievances with reassurance of no retaliation. When grievances are reported, leaders can then tackle the issue head-on to remedy the situation and actively work to prevent any possible future occurrences. 

    Establishing a company culture that will keep employees engaged and reduce turnover is an ongoing process for leaders to undertake. However, once the foundation has been laid with a clear strategy, leaders can then transition into enforcing cultural values by highlighting engaged employees and addressing any grievances. While it may seem impossible to implement the perfect strategy for all employees to comply with, the efforts put in to establish company values will not go unnoticed, and leaders will see their company transform in time. 

    Terms of Engagement: Helpful Tips on Improving Employee Participation

    By
    Nate Talley
    -
    Team work, hands or creative business people in a meeting planning a logo, branding or marketing co.

    Employee engagement is a critical factor in any organization’s success. Engaged employees are more productive, more creative, and more likely to stay with their company. They are also more likely to provide excellent customer service and to go above and beyond for their colleagues. There are many steps that organizations can take to maintain employee engagement. Some of the most important include:

    • Keep the Workplace Positive. This means providing employees with a safe, comfortable, and supportive workspace. It also means fostering a culture of respect, trust, and collaboration.
    • Give Purpose. Employees want to feel like they are making a difference in the world. When they understand the purpose of their work and how it contributes to the organization’s goals, they are more likely to be engaged.
    • Engender Growth. Employees want to learn and grow in their careers. When they are given opportunities to develop their skills and knowledge, they are more likely to be engaged and satisfied with their work.
    • Reward Good Work. Employees want to feel appreciated for their hard work. When they are recognized and rewarded for their contributions, they are more likely to be engaged and motivated.
    • Listen. Employees want to feel like their voices are heard. When organizations listen to employees’ feedback and take it into account, employees are more likely to be engaged and feel like they are part of the team.

    Maintaining Employee Engagement in a Changing World

    The world of Human Resources is a constantly changing game. Technology is allowing us to completely reimagine the way we work, and the global economy is creating new opportunities and challenges. In this changing environment, it is more important than ever for organizations to maintain employee engagement as this will directly affect the bottom line.

    • Be flexible and adaptable. The Human Resources industry is changing rapidly, so organizations need to be flexible and adaptable. This means being willing to change the way work is done, and being open to new ideas and approaches.
    • Invest in training and development. Employees need to be able to adapt to the changing demands of the workplace. Organizations need to invest in training and development programs that will help employees develop the skills and knowledge they need to succeed in the future.
    • Create a culture of continuous learning. Employees should be encouraged to learn new things and to share their knowledge with others. A culture of continuous learning will help employees stay engaged and motivated.
    • Empower employees. Employees want to feel like they have a say in how their work is done. When employees are empowered to make decisions and to take ownership of their work, they are more likely to be engaged and motivated.
    • Celebrate successes. When employees achieve their goals, it is important to celebrate their successes. This will help to keep employees motivated and engaged.
    • Provide clear and concise communication. Employees need to know what is expected of them, and they need to be kept up-to-date on the company’s goals and objectives.
    • Create a sense of community. Employees want to feel like they are part of a team. Organizations can foster a sense of community by organizing social events, providing opportunities for employees to get to know each other, and creating a culture of collaboration.
    • Offer competitive compensation and benefits. Employees want to be fairly compensated for their work, and they want to have access to good benefits. Organizations can attract and retain top talent by offering competitive compensation and benefits packages.

    Employee engagement is essential for any organization’s success. By following the tips in this article, organizations can create a workplace where employees are engaged, motivated, and productive. By taking the time to invest in employee engagement, organizations can reap the benefits of a more productive, motivated, and satisfied workforce.

    123Page 1 of 3
    Human Resources 411 is a must-read newsletter for HR professionals, delivering the latest trends, legal updates, and strategic insights aimed at enhancing workforce management, fostering a positive organizational culture, and navigating the complex landscape of employee relations.
    Contact us: hr@industry411.com
    © Industry411.com