February 2023 marks one year since we launched The Workforce Institute Weigh-In! This month, members of our advisory board discuss the role managers can play in supporting their employees’ mental health at work.
The Workforce Institute Weigh-In for February 2023: Our recent study found that managers impact employees’ mental health as much as their partners/spouses. What can managers do to support employees’ mental health?
Editor’s Note: Because mental health is a critical topic, we’ve included longer responses from our advisory board members this month than we typically do for The Workforce Institute Weigh-In.
“The hybrid-remote work model has required people leaders to create a workplace environment that recognizes the importance for human and social interaction among team members. Fact is, not everyone has the same reaction to working from home and being isolated from others. In addition to remote work, many employees are challenged with the burden of being caregivers and managing life events that are further exasperated by social instability and economic uncertainty. As a result, some employees may suffer from anxiety, stress, and depression, especially during the holiday season. Managers can support their employees’ mental health by conducting group and individual check-in meetings on a recurring basis, and, if possible, on camera. Check-ins should be used for both 1:1 meetings and group meetings, and both with a focus on the employee’s emotional wellbeing.
For 1:1 check-in meetings, managers should ask questions such as: How are you doing? What barriers may I remove? What challenges are you facing? Do you feel supported by your manager, with regard to requests for paid time off? Do you feel management provides you enough time, money, and resources to successfully accomplish what is being asked of you?
For group check-in meetings: allow people to be present; provide direction, clarity, and understanding; and reinforce trust and camaraderie among team members. There are a number of employees who may display a positive demeanor but have private struggles. Managers can do their part in supporting employees’ mental health by establishing regular check-in meetings where they can see and hear from employees themselves, ask relevant questions, and take applicable actions that provide employees the support they may need.” — Dr. Martin C. Armstrong, vice president, payroll shared services, Charter Communications
“Now, I never want to compare a manager to a spouse, because work is never ‘family’ — though, The Workforce Institute’s survey found managers impact employees’ mental health just as much as their spouses or partners — but managers should be good listeners and be able to offer resources. Managers should know enough about their folks to notice when something is not quite right. They should be equipped to ask, ‘How are things going?’ while seeking a genuine answer, and then offer resources like an employee assistance program, time off, leave, or reprioritization of work when those options make sense. It’s when managers don’t have the skills or tools to do this when they hurt employee mental health more than they help.” — Kate Bischoff, employment attorney, k8bisch, LLC
“The data shows that one in three employees say that managers fail to recognize the impact they have on their teams’ mental health. The good news is that two-thirds of managers recognize the impact they have. And there’s real opportunity for leadership to do more to help. So, what can they do beyond recognizing the resources the company has for employees to get help? Here are three actions:
1) Managers need to make that personal connection with their employees. It obviously helps to ‘humanize’ employees, allowing managers to empathize with and support their team members. It also helps to identify when an employee is struggling and may provide insight to help address those struggles. Therefore, it is important to take time and ensure that not all talk is work talk. Managers should have a sincere interest in their team members’ personal lives. If the manager does not want to get too personal, they can focus on the personal development of their employees.
2) Managers need to help employees find balance between work and personal life. Just like we need to have ‘hard conversations’ when employees aren’t doing enough at work, we have to have similar conversations when employees are spending too much time at work. Along these lines, managers need to demonstrate balance to avoid falling into the ‘Do as I say, not as I do’ problem. This is true for balancing day-to-day work-life challenges as well as taking time off. For example, I had gotten into a terrible habit of emailing people over the weekend because I was working, although I did not expect my employees to be working. I realized that I was setting a bad example. So, I purposely tried to take more time off over the weekend, not check my email, and not send email. If I did need to send an email, I began scheduling emails to be sent on Monday after employees got to work.
3) Managers need to make sure that they take care of themselves, too. If you have poor mental health, you cannot help or support others as effectively. This plays a little bit into the previous point of setting a good example. The results of The Workforce Institute’s survey around the C-suite are shocking — 40% of C-level executives say they are likely to quit in the next 12 months — and illustrate the potential problem. Leadership sets the tone for any organization, whether it is a single store or a multinational enterprise. If a leader’s mental state is poor, it will contribute to a poor tone. If their mental state is strong, it will help strengthen everybody.” — Bob Clements, president, Axsium Group Ltd.
“There are two questions I’d encourage managers to consider. First is to ask themselves, ‘Am I under too much stress?’ If the answer is yes, then it will be hard for a manager to take care of their employees until they have taken care of themselves. The second thing to ask is, ‘Am I unknowingly hurting my employees’ mental health?’ It can easily be the case that the answer is yes, and the best way to find the answer is to ask a trusted person who knows your team what they think. Asking is obviously just a first step, but if you learn there is a problem, then you may be motivated to find a solution.” — David Creelman, CEO, Creelman Research
“Managers can put themselves in their employees’ shoes. How would they want to be treated in the particular situation? Oftentimes, the answer lies in one simple word: kindness.” — Julie Develin, co-host, The People Purpose Podcast
“To support mental health amongst employees is to recognize we all have mental struggles. Breaking down the barriers of, ‘Because I’m a people leader/manager, therefore I must exemplify perfection,’ is a false reality. The best way to support employees’ mental health journeys is to see them as individual people first, not a number or someone who works for me, and share your struggles in dealing with mental health challenges. That is exemplifying authentic leadership that drives overall wellbeing.” — Chas Fields, co-host, The People Purpose Podcast
“As the research outlines: provide an empathetic voice, enable and encourage time off, and treat people like people. I would say that most managers understand the importance of acting on each of these tips and work hard to model behaviors for their staff. But managers are often just as challenged to maintain a positive life-work balance and positive mental health as their staff. Organizations should support all managers in operationalizing these three tips. Ways to do this include: understanding and eliciting feedback as to how the staff is perceiving support from their managers; and providing group-think across managers to share what is working, to learn how to engage with staff across the spectrum of challenges they face, and identify where the organization can further improve processes and procedures to alleviate the stress that manifests itself in mental health concerns.” — Nanne Finis, chief nurse executive, UKG
“Leadership teams need to clearly define and hire to a specific set of credentials. Is the focus on governance and compliance, engagement, performance, or a combination of these? Companies focusing on leading instead of managing require a totally different set of skills that more properly align to today’s workforce. This means addressing the individual as an individual. Although it takes more work, more time, and more energy, the results of leading versus managing are clearly superior. The mental health of your workforce demands this approach.” — John Frehse, senior managing director, Ankura, and co-host, “No Suits, No Slides!” video series
“There are three actions that immediately come to mind. Let’s start with a simple one: say thank you! The Gottmans [Dr. John Gottman and Dr. Julie Schwartz Gottman] are famous psychologists who’ve studied 40,000 couples. The #1 most common phrase in successful long-term relationships? ‘Thank you.’And, like my colleague Kate mentioned above, while people are sometimes scared of applying ‘personal life’ advice to work, this one does apply: just say thank you when people do a good job. And be specific about what you’re thanking them for. It goes a long way.
Second, realize what is and isn’t urgent, and what is and isn’t a priority. From years working with organizational development, I could anecdotally tell you that managers who make everything a priority tend to destroy mental health the fastest. If an employee has a truly high-priority, urgent customer deadline or meeting, it is acceptable to ask them to prioritize work over family and life. That’s what you pay them a salary for. But, can you ask that for everything? No. Understand where the difference lies. As Cal Newport has explained well in The New Yorker, this lack of priority can be a huge factor in employee stress, burnout, and associated mental health challenges.
Third, lean into disengagement. This one is very hard for some managers to stomach, but leaning into this can be a blue-ocean-type strategy for you. You need to remember that a lot of managers do unfortunately confuse ‘busy’ and ‘productive’ (not the same thing), and many managers like to manage tasks, as opposed to actual things that move a needle. The focus on tasks and seat time is why employee surveillance options scaled since 2020, because, without a physical sight line to an employee, a lot of managers needed to know their keystrokes and eye movements and sites visited in order to understand if they were ‘working hard.’” — Dr. Jessica Kriegel, chief scientist of workplace culture, Culture Partners
“First and foremost, managers must ensure they enjoy a trust-based relationship with their employees. From this point, managers need to gain an understanding of the mental wellbeing of their
employees, on an individual basis, in order to offer meaningful support. Understanding the need for any mental health support at the induvial level is the key to success in this particular endeavor. The ideal way to understand the needs of any employee is through meaningful and open dialogue with each employee, and in a private setting. Once the manager gains this level of understanding, they can better consider solutions to assist the individual employee with their mental health needs. This approach can also help the manager prioritize the solutions among different employees, since each employee will have a different level of support needed, which can range from no support needed at all to needing significant programmatic support from external resources.” — Dennis Miller, associate vice president, HR and benefits administration, The Claremont Colleges
To learn more about the impacts of work on employees’ mental health, read The Workforce Institute’s study, Mental Health at Work: Managers and Money.
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.
Here we are at the beginning of another year, and that means it’s time for The Workforce Institute’s annual list of Workplace Predictions.
Each year, our advisory board of experts convenes to discuss the most pressing workplace challenges impacting not just HR, but organizations and their people. Together, they strive to forecast what’s ahead in the coming year — to help companies effectively prepare, navigate change, and better serve their employees and customers.
While traditional work has changed in many ways over the past few years, mainly due to the pandemic, one constant has remained: The most compassionate and caring companies stand to benefit the most through, maybe even despite, times of uncertainty. There are several outside factors currently affecting employees, from mental health to natural disasters to social unrest to the economy, and companies can play an influential role in improving work and life for their people.
As workers and companies start to find their working rhythm in 2023, respect for all people — and valuing the differences and dynamics that come with each individual person — will become key to recruiting and retaining top talent, building customer relationships, and fostering business success.
With that in mind, here are five workplace predictions for 2023:
ROI of DEI&B: Companies that invest in DEI&B programs during tough times will see better business results, while those who cut fall behind. In 2022, The Workforce Institute predicted that corporate environmental, social, and governance (ESG) programs would emerge as a make-or-break asset for business stability and growth. As a continuation of that prediction, DEI&B as a business imperative will reach the next level this year. Many leaders have pledged to do more to improve DEI&B at their organization, or to launch a program altogether, and employees and customers increasingly prefer to work for or do business with companies wholly committed to meaningful DEI&B. Equity in its many forms, from recruiting to wages to opportunity, is better for all people. In 2023, we will see more proof that DEI&B is also better for the bottom line. Organizations that double down on DEI&B — even in the hardest of times, such as during a recession — see better returns on their investment, and a greater sense of belonging for people will help boost retention and engagement, as the unending war for talent wages on.
Metrics That Matter: The best leaders will “show their work” to gain greater buy-in from employees, especially with returning to the office and making difficult decisions. Schoolchildren are often asked to “show the work” when solving problems. In the year ahead, businesses and leaders who do the same by showing the data and metrics behind their decisions will foster greater loyalty, trust, and productivity from their people. Even if employees don’t always like or agree with the decisions made, the best leaders will be celebrated for providing greater transparency into the why behind decisions and company strategy. This will be key for tackling 2023’s challenges, including encouraging employees back to the workplace after a rise in, and increased preference for, remote and hybrid work schedules.
A Heroes’ Exit? Workers who hold on to service-oriented, essential roles — such as HR, healthcare workers, retail, and teachers — will be rewarded as many of their peers search for new careers. Organizations have asked a lot of people on the frontlines these past three years. Those workers who’ve continued to show up throughout the most trying of times will consider leaving, creating a second wave of the Great Resignation in their wake. Likewise, HR professionals have carried additional responsibilities as more and more employees have left, and many have burned out and grown weary of the original reason they joined HR in the first place — to help people. Those who decide to stay could be rewarded for their loyalty, in the form of promotions and wage increases. Organizations need to start planning now for what happens when more employees, including HR, leave en masse. This includes cross-training new and existing employees, reskilling talent, diversifying recruiting efforts, and keeping an open mind about the transferability of skills.
People-Leader Paradox: Middle management roles become increasingly valuable to the organization, though the job will be less valued and sought-after by many workers. Being a middle manager is one of the hardest roles in the workplace today — and many workers no longer want to take on the added stress and strain of managing people. Some people leaders will even take demotions and move back to individual contributor roles with a pay cut, if it means better mental health and less overall responsibility. In 2023, capable and passionate managers will be in high demand, as organizations scramble to fill leadership vacancies amid rising disinterest in the role. This will create a “people-leader paradox,” as organizational demand for leaders increases and employees’ desire for the role decreases.
Compliance Correction: The hidden costs and compliance complexities of remote and hybrid work will have major financial ramifications on both organizations and their employees. After mostly flying under the radar since 2020, companies and their people will start to feel the financial impacts of previously unforeseen costs, legalities, tax implications, and compliance requirements around the world that come with a more flexible, remote, and hybrid workforce (e.g., people working in different countries than their employers, working part time in one location for months at a time). Employees, too, will have to pay closer attention to what they owe the governments in the countries, states, and counties where they live and work, lest they end up paying more taxes than originally expected. Organizations and their employees will need to consider the short- and long-term financial implications of their workplace policies and programs.
There’s obviously a lot to unpack here. The Workforce Institute advisory board will continue to explore these workplace predictions in full as we progress into the new year, as well as share insightful perspectives and best practices for addressing these challenges head-on.
On behalf of The Workforce Institute, here’s to a productive, rewarding, and fulfilling 2023!
Today’s post comes to us from The Workforce Institute advisory board member Ivonne Vargas. As we kick off the new year and wellness at work is top of mind, Ivonne provides a look at the importance of employee-wellness programs, specifically in Latin America.
The relationship between employee wellbeing and productivity is more directly related than previously thought, which has highlighted the importance of those programs and employers offering comprehensive wellbeing plans that cover all areas their workers’ lives.
This conclusion was reached by Aon’s Global Wellbeing Survey, conducted among 1,640 companies in 41 countries, and in which 87% of companies acknowledge that they have at least one wellness initiative in place, although only 55% have a defined strategy to implement it.
On the other hand, in the “Redefining Work and Rewards 2021 Survey” by Willis Towers Watson, 59% of companies state that compensation teams are evolving to align with wellbeing, new ways of working, and diversity, equity, and inclusion (DE&I) in three main areas: remuneration, benefits, and careers, with the aim of promoting the resilience of the organization, dignity in the workplace, and the sustainability of human capital.
This trend has been especially present in the past year, and will continue, as revealed by the global report “Health Trends” by Mercer Marsh Benefits, which surveyed 210 insurers from 59 countries to uncover the main trends that will shape the future of healthcare offered by employers.
The report shows that the benefits offered by employers are primarily focused on mental health, prevention, and promotion of self-care. This is the beginning, however. It is necessary to remember that today, when talking about wellbeing, it requires an approach that is as holistic as possible. There are several, equally important pillars of employee wellness — it is just as important to have a line of emotional support as it is to receive guidance on managing personal finances.
Lessons We Can Learn from Latin America
There are a few lessons to be learned from Latin America about employee wellness. The first is to review priorities in terms of wellbeing according to the characteristics of the collaborators. A representative case of this is what Latin American women currently value, as it relates to wellness programs.
For example, 41% of women in Latin America — including 47% from Mexico and 45% from Chile — believe that having complimentary health and dental insurance would significantly increase their general wellbeing, according to a report on the most important wellness trends for women, organized by the first social unicorn in Latin America, a health and wellness platform for employees that transforms healthy habits into social donations. This high valuation on the part of Latin American women of the eventual benefit of complimentary insurance is clear from the fact that the majority of the inhabitants only have access to the public health system.
According to the same report, women also want to increase activities associated with wellness. On average, 3 out of 10 women indicate they would do more activities (e.g., sports, mindfulness). Women in Mexico stand out in this trend: 44% would like to take specialized courses or workshops and 43% would like to study languages.
The second lesson is: If the path is open, we must find ways to encourage greater wellbeing among employees. In conversations with compensation experts, for example, it becomes clear that integrating self-care products into company benefits plans is a critical strategy employers should consider. There are actions that are really simple, but that require resources such as time and active listening, such as identifying the collaborator’s motivators and transforming this into a healthy habit.
Aon’s Mexico Compensation Survey reflects that wellness plans and compensation strategies are still a challenge for companies nationwide. The ranking of benefits focuses primarily on compensation based on salary or focused on life insurance or medical expenses: more than 90% of the companies surveyed cover life insurance and major medical expenses.
The value of providing dynamic life insurance to employees can increase based on employees’ healthy habits, and at no cost to the company. This can be done by linking to technology, such as a wellness app, through which the person builds healthier lifestyle habits, in addition to having insurance that helps increase their financial protection.
The challenge, according to the Aon report, is that strategies focused on wellness or health often lag behind. Betting on technologies that allow them to accelerate the incorporation of health measures is key, through actions as practical as organizations becoming agents of change by providing health and wellbeing benefits. With these tools, it is possible to measure wellbeing and promote a self-learning environment, which also helps to comply with regulations (such as NOM-035 and NOM-037).
According to the “Workplace Wellness Programs Study” report from Randstad, wellness programs (or corporate wellbeing) have a substantial impact on reducing healthcare costs, increasing productivity, and retaining talent. An additional study by Harvard University found that, on average, for every dollar spent on employee wellness, medical costs are reduced by $3.27, and absenteeism is reduced by $2.73. That is an ROI of 6 to 1.2.
It is not just the ROI that comes from keeping employees healthy and happy. Organizations that fail to do so also risk losing talent to high turnover rates, which come with their own sets of costs. When it comes to ways of attracting and keeping high-performing people at your organization, employee wellness programs are a great place to start.
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.
It’s our final post of 2022, if you can believe it! Today, we’re taking a look back at some of our must-read articles, must-listen podcast episodes, and must-watch videos from 2022 at The Workforce Institute.
Looking ahead, we’ve got a lot in store for you, our readers, in 2023 — plenty more of the great, actionable workplace insights you’ve come to expect from The Workforce Institute advisory board, as well as some new content we think you and your organization will benefit from in the years ahead. If you haven’t already, don’t forget to subscribe today, so you never miss an article, podcast, or study.
Introducing The Workforce Institute Weigh-In | February 17, 2022
In February, we launched a new monthly featured called The Workforce Institute Weigh-In. As the name suggests, each month, we ask our advisory board members to “weigh-in” on a particular HR topic. These are meant to be much shorter takes and bite-sized insights rather than our usual longer-form articles. That said, sometimes our experts have more to say on a given topic, so you’ll often see full articles in response to a question we posed. We’re excited to continue The Workforce Institute Weigh-In series in 2023.
Three Retention Strategies in a Candidate’s Market | April 27, 2022
Our popular “Leadership in the Labor Shortage” video series — also endearingly known as “No Suits, No Slides!” — rolled on with several new episodes over the course of the year. This was one of our most popular episodes from the series, which co-stars advisory board member John Frehse, senior managing director of labor strategy at Ankura, and Dave Gilbertson, vice president at UKG, offering their ever-casual, yet always informed, takes on what’s really going on in the current labor market. If you’re new to the series, you can catch up with every episode of No Suits, No Slides! today.
Is the Great Resignation Rife with Great Regret? | May 5, 2022
The COVID-19 pandemic has had great impacts on the workforce. One of the most prominent was the Great Resignation, where millions of people left the workforce. In 2022, we conducted a study to see whether those who left their jobs during the pandemic ultimately regretted the decision. Our results might surprise you — like how one in five employees who quit during the pandemic have already boomeranged back to their former employer. Learn what other interesting tidbits we unpacked from this study.
Why Stay Interviews Are the Best-Kept Secret to Retention | May 12, 2022
If millions of people say they ultimately regretted leaving during the pandemic, a natural question becomes: How do we keep our top performers from making that regretful decision in the first place? One answer is stay interviews. We actually covered stay interviews from a variety of angles this year, including the best questions to ask in a stay interview (via The Workforce Weigh-In) and, on the other side of the coin, what to do when it’s too late and you’re conducting an exit interview.
Summer Listening List: Top HR Podcasts to Subscribe to Today | July 12, 2022
For those who prefer a playlist over a reading list, here we offer some of our favorite podcasts that should be on your feed today. As it turns out, many of our advisory board members host or co-host their own podcasts (not just our friends Chas Fields and Julie Develin over at the People Purpose Podcast). If you’re looking to discover your next new favorite, our (Summer) Listening List is the place to start. By the way, these podcasts aren’t just great for summer, but also for fall, winter, and spring! Because, after all, HR doesn’t take any days off.
Quiet Quitting…or Career Correction? | September 6, 2022
The term “quiet quitting” took HR by storm in mid-2022. Here at The Workforce Institute, we offered our own take on the trending topic and what might actually be going on with employees who choose to quiet quit. As this article describes, maybe what we’ve actually been witnessing here is a series of “career corrections,” akin to when an otherwise-inflated stock market returns to some sense of normalcy.
Reasons for Returning to the Office: The Workforce Institute Weigh-In | September 15, 2022
The topic of returning to the office (RTO) has been a hot-button issue for organizations across the world this year, so it’s no surprise this was our most popular edition of The Workforce Institute Weigh-In for 2022. We had more than a dozen of our advisory board members provide their perspectives on this topic. If you’re still wondering about how to implement a successful RTO program or tweak your current plan, be sure to read this article.
The People Purpose Podcast: Looking at Leadership: Vital Criteria for Leaders in the Workplace | October 11, 2022
Effective leadership is one of those topics we constantly cover at The Workforce Institute because, well, there’s no one-size-fits-all approach that wins the day. However, we can probably all agree it’s important for business success. Check out this episode of the People Purpose Podcast for an in-depth look at leadership.
The Workforce Institute Celebrates 15 Years! | October 13, 2022
October 2022 marked 15 years for The Workforce Institute at UKG, as we officially launched in October 2007! Back then, long before the monumental merger that created UKG, we were known as The Workforce Institute at Kronos and led by Joyce Maroney, who served as our first managing director. This milestone article celebrates our 15-year journey so far and provides a fun look back at our history.
We Need to Fix Work | November 18, 2022
Our latest global research study revealed that, when it comes to thoughts about work, it looks like we have a problem. For example, nearly half of employees worldwide (46%) surveyed said they wouldn’t recommend their company nor their profession to their children or any young person they care about, and 38% of employees globally said, “I wouldn’t wish my job on my worst enemy.” Clearly, we need to fix work. The good news is, we can! We’ll have more to say about this research in the months ahead, but this article provides preliminary thoughts on some of the more fascinating results.
On behalf of our entire advisory board and all of us at The Workforce Institute, we thank you for another great year! Here’s to a productive and successful 2023!
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.
Here we are at the end of another year — and what a productive year it’s been for The Workforce Institute at UKG! For one, we celebrated 15 years of actionable insights, informative research, and thought leadership with best practices for managing the global workforce! We’ll have a proper recap of 2022 later this week, but for now, here’s a look at anything you might have missed from us this past month.
Helping Managers Make Good Judgement Calls
David Creelman kicked off December at The Workforce Institute with an informative article on effective leadership. As David writes, “There are several ways HR can help managers make good judgement calls on nuanced issues … However, many of these approaches can easily backfire.” In this article, you’ll learn an approach for supporting sound, consistent managerial judgement.
The People Purpose Podcast: We Can Fix Work: The Workforce Institute’s Latest Research
In case you missed it, last month we premiered our latest global study, analyzing the current and future state of work. It’s clear from the results that we need to fix work — and, thankfully, we can! In this episode of the People Purpose Podcast, co-hosts Chas Fields and Julie Develin discuss some of the most fascinating findings from the research and what organizations can do to address them today.
One-on-One Meetings: An Employee’s Guide
This is part two of a two-part series by Sharlyn Lauby in which she discusses best practices for holding successful 1:1 meetings. Part one covered 1:1 meetings from the manager’s perspective, and, this month, Sharlyn looks at an employee’s role in 1:1s. Hint: It’s just as important as the manager’s responsibility for fostering a productive, impactful environment that serves to not only benefit the employee’s career, but also help drive the business forward.
What to Know About HR Compliance in 2023
If there’s one constant in the world of employment law and HR compliance, it’s change. The past year was no different, and 2023 is sure to be another year full of surprises — but it doesn’t have to be all surprises. For those of us who prefer to plan ahead, our good friend Kate Bischoff, employment attorney, is here with her brand-new white paper: the 2023 Employment Law Review. Check it out today to be ready for what’s ahead in the world of compliance in 2023!
Top HR Tips for 2023: The Workforce Institute Weigh-In
It’s been a successful year for our newest monthly feature, The Workforce Institute Weigh-In, which we launched in February. As we wrap up 2022, we’re looking to 2023 for the December Weigh-In, as members of our advisory board provide their best tips for HR and their organizations in the year ahead. Discover strategies for preparing your organization and your people in the upcoming year.
The People Purpose Podcast: Ethics in the Workplace
A little more than half of employees are willing to speak up against workplace misconduct, but is that enough? In this episode of the People Purpose Podcast, Chas and Julie discuss ethical decision making in HR, and how to separate what’s happening in your personal life from the decisions you’re making at work. Plus, they talk about the differences between morals and ethics. If you’re new to the podcast, don’t forget to subscribe on Apple Podcasts and Spotify, or watch your favorite episodes on YouTube.
A Time to Ponder and a Time to Plan: Healthcare in 2022 and 2023
As we come to the close of 2022, it’s been a busy year in healthcare. Nanne Finis, chief nursing executive at UKG, reflects on the top healthcare trends from 2022 and provides her predictions for the year ahead. Nanne offers some great advice for the new year, and even if you aren’t part of the healthcare industry, you won’t want to skip this one.
Today’s post comes to us from The Workforce Institute advisory board member Sharlyn Lauby, also known as the HR Bartender. This article is the second in a two-part series about 1:1 meetings, and the value they bring to working relationships and performance. Today’s post focuses on the employee’s role. Before proceeding below, read the first article in the series, on the manager’s role in 1:1 meetings.
One-on-one meetings are only as good as the conversation. Meetings where managers just tell employees what to do doesn’t bring the same level of value.
That’s why two-way communication is essential. Employees need to come to the conversation prepared to talk about their performance. In last month’s article about 1:1 meetings, I talked about the manager’s role in preparation and participation. Today, I’ll focus on the employee’s role during 1:1 meetings.
A big reason that employees should want to be an active part of a 1:1 meeting is because they want regular performance feedback — both positive and not-so-positive. This is not a generational thing. Everyone wants to know how they’re doing. Performance plays a huge role in career goals and compensation. Regardless of how often the organization does performance reviews, no one wants their performance review to be a surprise. So, a regular 1:1 meeting brings value.
Employees not only share responsibility for participating in the conversation, but they should share the responsibility for making sure the meetings happen. When it comes to scheduling, employees are sometimes at a disadvantage because typically a manager will initiate scheduling the meeting. But there are a couple of things that employees can do to make sure the meeting remains a priority:
Employees don’t have to wait for a meeting to show up on their calendars to start getting prepared. Here are five things an employee can do in the meantime.
1) Spend some time thinking about performance. First ask: what have you done well? Don’t undervalue your performance. There are plenty of things you’ve done well, and they should be noted. Then ask: what could you have done differently? Please note: I didn’t say wrong. Ask yourself, “Are there things that could have been completed a better way?” Be prepared to have specific responses to both questions. It demonstrates that you’ve spent time thinking about it.
2) Provide an update on goals. Be prepared to discuss which goals are on track and which might need revising. The goal in this conversation isn’t to assign blame. It’s to discuss what actions need to take place to get a goal back on track. Keep in mind, it’s possible that goals could need to be reprioritized and some might need to be canceled. If by chance your recommendation is to eliminate a goal, come to the meeting prepared to present another goal. It’s possible you won’t need it, but come prepared anyway.
3) Give the manager feedback too. This is so important. Tell your manager what support you need from them. Honestly, they might not know and that’s not a reflection on their abilities. You’re in the trenches and the manager might not be. They rely on you to share that perspective. In addition to sharing what you need in terms of support, also consider telling the manager what they do really well. We’re not suggesting false flattery. I’m sure you can think of something that helps the manager understand their strengths.
4) Ask questions during the meeting. This is the time to follow up on any questions that have not yet been answered. Maybe it’s personal, such as a time-off request or authorization to attend a conference. It could also be a good time to ask about company projects or policies. If the manager doesn’t bring it up, ask “Are there any new projects I should know about?” Again, this isn’t necessarily a reflection that the manager is trying to keep information a secret. Sometimes, we simply forget.
5) Recap what you plan to do. Before concluding the meeting, quickly review your to-do list and deadlines. If you need to ask some clarifying question, do it. Also, ask about a follow-up meeting and agenda items that will be brought up. It’s possible that a goal set during the meeting will need to be completed by the next meeting. Discuss transferring any meeting notes in a technology solution so they can be tracked over time.
Employees need to know that they are half of the 1:1 meeting and take responsibility for their portion of the conversation. Managers and HR should discuss the importance of 1:1 meetings during orientation and onboarding. Give employees the tools to be a good meeting participant.
Organizations could consider using these two articles to develop a manager and employee meeting checklist. The checklist can reside online or in hard copy. The important part is that people use it to make their 1:1 meetings valuable.
Nearly half (46%) of today’s workers wouldn’t recommend their job to their children, according to a new global study by The Workforce Institute! In this episode of the People Purpose Podcast, Chas and Julie dive into some of the most intriguing stats from the institute’s latest research on the current state and future of work. How did we get here, and what do we need to change in the years ahead to make work better for all employees, including future generations?
Subscribe to the People Purpose Podcast on Apple Podcasts and Spotify or watch on YouTube.
Resources:
Full Study: We Can Fix Work
Our New Website!
The Workforce Institute
Improve Your 1:1s
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.
Can you believe the holidays are here? Whether you’re recovering from your Thanksgiving gorge or hanging holiday decorations, we invite you to take a few moments to catch up on all the great insights from The Workforce Institute we offered this past month. As we quickly roll into December, here’s a look at anything you might have missed from us at The Workforce Institute in November.
More Thoughts on Managing Employees’ Time Off
In October, The Workforce Institute Weigh-In navigated the sometimes tricky topic of time off — and how to manage employees who take “too much” or “too little” of it. This month, advisory board member Dennis Miller offers an extended take on how to best manage employees’ time off.
Essential Onboarding Steps for New Employees — Even Seasonal
With seasonal hiring ramping up during the holiday season, we outline some of the many ways to successfully onboard your new employees — especially your seasonal, part-time, and temporary employees. Some organizations may view onboarding as a practice reserved for long-term employees and not short-term staff like seasonal employees or even interns. But that’s underestimating the long-term value of a great onboarding program for all employees.
The People Purpose Podcast: Another Workplace Survey? Ways to Get Useful Feedback
In this episode of the People Purpose Podcast, co-hosts Chas Fields and Julie Develin discuss ways to make sure your workplace surveys are effective and have an impact. If you’re tired of surveys at work, Chas and Julie offer some tips for garnering effective feedback from your employees. Plus, find out how to utilize gamification in the workplace.
One-on-One Meetings: A Manager’s Guide
In the first of a two-part series, advisory board member Sharlyn Lauby, also known as the HR Bartender, discusses the value that 1:1 meetings can bring to working relationships and performance. The first part in this series focuses on the manager’s role in 1:1s. Next month, Sharlyn explores the topic of 1:1s from the employee’s perspective.
“No Suits, No Slides!” Returns with Three New Episodes
Everyone’s favorite video series has returned! The ever-popular “Leadership in the Labor Shortage” series — also known endearingly as “No Suits, No Slides!” — is back with three new episodes looking at what’s going on with the labor market from three different angles. Co-hosts John Frehse, senior managing director of labor strategy at Ankura and an advisory board member, and Dave Gilbertson, vice president at UKG, tackle the topics of corporate surveys, the differences between the labor market and the economy, and the healthcare industry — all in an entertaining, yet informative, way. If you’re new to this series, you can catch up today.
The People Purpose Podcast: #UKGAspire2022 Recap
In this bonus episode of the People Purpose Podcast, Chas and Julie report live from Las Vegas and the first-ever UKG Aspire customer conference. With over 3,500 people in attendance, listen to the hosts discuss the sights, the sounds, and the opportunity that presents itself when attending. If you missed being there in Vegas (or attending virtually) and are suffering from “FOMO” (fear of missing out), this episode is for you.
By the way, if you want more perspectives on the UKG Aspire conference experience, check out this article featuring reflections from eight leaders who attended Aspire.
We Need to Fix Work
Do you like your job? Well, nearly half of employees worldwide (46%) said they wouldn’t recommend their company or their job to the kids in their lives! That’s according to a new global study from The Workforce Institute, announced this month. The biggest conclusion we can draw from this report is, we need to fix work! The good news is, we can! Learn more in this article, as we break down some of the more fascinating findings from our latest research. We’ll have much more to say about this study in the coming weeks, so remember to subscribe to The Workforce Institute for the latest.
The People Purpose Podcast: Why We Should Be Thankful for HR
Two episodes of my favorite podcast in one week? Color us grateful! In this episode, Chas and Julie spend some time sharing what they’re grateful for, and especially why they’re thankful for HR professionals amid the ever-growing, ever-evolving role of HR. You’ll also gain insight into the hosts’ Thanksgiving plans, their thoughts on cooking and spending time with family, and much more!
Why We’re Thankful for HR: The Workforce Institute Weigh-In
Continuing with our theme of gratitude, our latest edition of The Workforce Institute Weigh-In focuses on reasons we’re all thankful for (the often-hidden) heroes of HR. Several members of our advisory board pick up right where Chas and Julie left off, including Julie herself, in sharing why they’re grateful for the HR practitioners in their lives. Many of our advisory board members are current or former HR professionals in their own right, so they offer firsthand perspectives here.
This month for The Workforce Institute Weigh-In, members of our advisory board share their gratitude for HR professionals, in honor of Thanksgiving in the United States.
The Workforce Institute Weigh-In for November 2022: Why are you thankful for HR?
“I am thankful for HR because, when positioned correctly, it is the guardian of tone and culture — irrespective of the short-term imperatives for an organisation. Thus, it can hold firm and steer the people agenda in support of the business strategy, at moments when P&L [profit and loss] holders might be tempted to deprioritize the employee experience in exchange for short-term results.” — Natalie Bickford, chief people officer, Sanofi
“I’m thankful for the great HR folks who don’t make headlines. HR is a lot like the CIA. When they do good work for our people and organizations, you never hear about it. But when they screw up — don’t handle a situation well or fail to stand up for employees — they cause harm that puts a negative spotlight on everyone. So, I’m thankful for the HR people doing the good work, focusing on developing and supporting their people, and making their organizations the best they can.” — Kate Bischoff, employment attorney, k8bisch, LLC
“I’m thankful because HR keeps an eye on the people issues that other leaders may overlook due to their focus on their own areas of expertise.” — David Creelman, CEO, Creelman Research
“My job affords me the opportunity to work with HR professionals from different industries far and wide, and what I’ve learned about the amazing people that make up this profession is nothing short of awe-inspiring at times, especially in the last few years. Thank you, HR, for being the glue that has held workplaces — and people — together through one of the toughest times in history.” — Julie Develin, co-host, The People Purpose Podcast
“With mass layoffs happening at so many companies just before the holiday season, this is a challenging season for HR. The analysis, decisions, communication, and follow-up that accompany ending someone’s employment are heavy burdens to carry. HR professionals do much of the lifting on this while grappling with their own survivors’ guilt and helping others navigate the workplace without their colleagues and friends who were let go. It isn’t joyful and it doesn’t feel good. So be kind and check on your HR friends, because many of us are struggling. I am thankful for kind and caring HR professionals who see the humanity in each of the employees and do their best to meet each person at the point of their individual need. I am thankful for HR professionals who challenge their own bias and push to make workplaces more inclusive and safer for those typically ignored and/or intentionally left out. I am thankful for HR professionals who keep fighting against the negative stereotypes and misconceptions of our profession. I will continue to see fully the difficult place that HR occupies and navigates in business. I will continue to advocate for HR to have a clear, loud voice in business. I will continue to do my best to represent well, as part of the spectrum of the HR profession. And I am thankful for the privilege to do this work.” — Sarah Morgan, CEO, BuzzARooney, LLC
“I’m thankful for HR because it is the intersection of many ways that businesses add value to their people. We’re employee safety, training, development, compensation, and so much more!” — Joey V. Price, co-host, While We Were Working podcast
“For me, the opportunity to write about HR and organize interviews with HR people is a gift. This team has given me helpful tips and ready-to-use examples about how to help develop people — not only in my country, but also in different cultures and environments. HR gave me the opportunity to create, to define my path on positive psychology, for example. HR for me is a synonym of grit, a way to implement objectives that I can meet with passion and perseverance for long-term and meaningful goals, related with career, talent, people, with a book, and with international collaboration.” — Ivonne Vargas, award-winning journalist and bestselling author, “¡Contrátame!” (Hire Me!)
To hear more reasons why we’re thankful for HR, listen to the latest episode of the People Purpose Podcast, brought to you by The Workforce Institute!
Today’s post comes to us from Chris Mullen, Ph.D., SHRM-SCP, SPHR, executive director of The Workforce Institute.
Do you like your job? So much that you would recommend it — or your employer, for that matter — to your own child or to a young person you care about?
If you said no, you’re not entirely alone. Nearly half of employees worldwide (46%) — including 29% of C-level leaders in the U.S. — said they wouldn’t recommend their company nor their profession to the kids or teens in their lives. That’s according to a new global study from The Workforce Institute, announced this week.
We partnered with our advisory board member, Dan Schawbel, and his firm Workplace Intelligence to survey 2,200 employees in 10 countries, as well as 600 C-suite leaders and 600 HR executives in the U.S., to see how people are currently feeling about work, and what they’re telling the next generation about work.
I’m here to say, it’s looking a bit rough out there.
Consider my opening question from another angle: You may not like your job, but do you dislike it so much that you wouldn’t even wish your job on your worst enemy? Well, our study discovered that nearly half of U.S. workers (45%) and 38% of employees globally say, yes, it’s that bad.
Clearly, we have a problem. We need to fix work!
Many People Feel Burned Out
Think back to early 2020. It’s been quite a journey for the workforce since then. If people were feeling burned out before, well they’re likely feeling completely fried now. A two-plus-year pandemic wrought with resignations, supply-chain complications, and a lethargic labor market, only to be followed by record-high inflation, mass layoffs, and growing concerns of a recession.
If you’re feeling a little nostalgic for 2019, again, you’re not alone. From our survey, we found many people are longing for simpler times, or perhaps missing the closeness, connection, and collaboration they used to have with colleagues and friends in the workplace: 61% of CEOs and 49% of employees say they “miss how we used to work before the pandemic.” Moreover, 64% of employees say they’d switch jobs right now if they could, while 45% are fed up and just “don’t want to work anymore,” period.
This anti-work mindset is shared globally, according to our study, though it’s more typical among full-time (47%) vs. part-time (36%) employees, and most prominent in India (53%) and the U.S. (51%), where workforce activity illustrates how this perspective is impacting frontline work nationwide.
Different Sentiments Among Women and Men in the U.S.
Digging a little deeper into the data from the survey, we uncovered varying sentiments among women and men working in the U.S. For example, overall, only about a quarter (27%) of women reported feeling “energized” in their role, compared with 40% of men surveyed. Rather, women are more likely than men to feel “committed” (39% vs. 35% of men) or “content” (25% vs. 18% of men) in their roles, or, to a lesser extent, say they are “coasting” or “checked out” (9% vs. 7% of men).
Furthermore, 21% of women said they rarely, if ever, take time off — while only 9% of men reported the same, meaning men are more likely to take time off, or at least feel comfortable doing so. This reluctance to take time off might stem from the fact that 66% of women surveyed in the U.S. also said they feel “easily replaceable” in their current work situation, possibly leading 61% of women to say they’d switch jobs right now if they could.
Where we see less variance is within the C-suite, as C-level male and female executives are evenly energized — however, 22% of C-level women say their overall mental health is “average,” “poor,” or “very poor,” compared with just 10% of men.
All Hope Isn’t Lost — So Long as People Can Find Meaning in Their Work
Globally, there is some hope on the horizon, as not everyone hates their job. In fact, 84% of employees surveyed said they would still work if they won the lottery, while 28% in that situation would even want to work the same number of hours at their same job! This indicates that people inherently want to work. Maybe there are a lot of people who don’t like the work they are doing today, or who are struggling to find satisfaction or a sense of purpose in their current role, but that doesn’t mean they hate working.
This data also signals that at least a quarter of organizations are doing things right, by helping their people find a sense of purpose and special meaning in their work.
And that’s key to fixing work — for everyone.
We Can Fix Work
Here at The Workforce Institute, we’re never just about pointing out what’s wrong. We always want to provide solutions, too. With that in mind, here are three actions organizations can take right now to start making a difference for their employees:
1) Connect employees to purpose. Leaders must effectively communicate how every employee is part of something greater — something powerful that has lasting significance. When employees have something to work toward, they’re likely to not only benefit themselves but also the organization.
2) Give employees the feeling of being heard. Whether through surveys, stay interviews, 1:1s with managers, or companywide town halls, listening to employees is a critical way of understanding their needs, wants, and concerns. Furthermore, listening gives managers valuable insights to act on and improve workplace culture.
3) Encourage people take time off, disconnect, and recharge. Our research shows 85% of global employees say they don’t use all their allotted time off each year, and 14% rarely or never take time off. As new challenges arise and existing ones worsen, empowering people to live less stressful lives is more important than ever. Addressing this imbalance today to cultivate employee wellbeing will prepare workplaces for future generations.
Some of our survey findings may seem a bit bleak. But, as I’ve pointed out above, it’s not all doom and gloom. There are many great workplaces and millions of people around the world, lotto winners or not, who still look forward to going to work each day, who feel like they can be themselves, and see how their contributions at work make a difference. Not only that, but according to research from Great Place To Work, 89% of people at the best workplaces around the world would “strongly endorse” their organizations to friends and family.
We need to take the great practices from those organizations, so we can fix work and build confidence in the jobs our children and grandchildren will have. Work can be fixed, if we all work together. Let’s start today!
There’s plenty more to discuss from this study. Check out the LinkedIn Live event I just hosted with advisory board members Dan Schawbel and Natalie Bickford. We chat about the key findings from the research report and what it means for employers — and their people, including future generations of employees — moving forward.
UKG’s first-annual customer conference, Aspire, has come to an end. With over 3,500 people in attendance, listen to Chas and Julie discuss the sights, the sounds, and the opportunity that presents itself when attending. If you missed being there in Las Vegas and have “FOMO,” this episode is for you.
Subscribe to the People Purpose Podcast on Apple Podcasts and Spotify or watch on YouTube.
Resources:
Our New Website!
The Workforce Institute
Improve Your 1:1s
Talent Health Check
Manager Quiz
UKG
Today’s post comes to us from The Workforce Institute’s executive director, Chris Mullen, Ph.D., SHRM-SCP, SPHR, and it previews new episodes of the “No Suits, No Slides!” video series featuring The Workforce Institute advisory board member John Frehse.
Everyone’s favorite video series has returned! The ever-popular “Leadership in the Labor Shortage” series — also known endearingly as “No Suits, No Slides!” — is back with three new episodes looking at what’s going on with the labor market from three different angles.
If you’re new to the show, this series began amid the pandemic about two years ago and features casual (but still informative) conversations about the current state of the economy, especially when it comes to labor (or lack thereof). It’s co-hosted by The Workforce Institute advisory board member John Frehse, senior managing director of labor strategy at Ankura, and Dave Gilbertson, vice president at UKG.
As the name implies, you won’t find any formal presentations or prepared statements in these videos. But don’t let John and Dave’s light-hearted banter and good-natured jabs fool you. They’ve both spent their careers studying the economy and what it means for employers, informed by their decades of experience and the latest workplace activity data and economic reports from the U.S. Bureau of Labor Statistics.
The first new episode, which is actually Episode 12 in the overall series, builds upon John’s prior article about the importance of corporate surveys and how leaders must continue to focus on fostering great workplaces for all people. Culture requires commitment, and how you treat your employees every day has a direct impact on your people and your business — especially in a tight labor market.
In the second new episode, John and Dave chat about the differences between the economy and the labor market. While the economy certainly impacts the labor market, and vice versa, they are not the same. In Episode 13, the co-hosts breakdown the relationship and discuss how, sometimes, bad news for the labor market can actually be good news for the economy.
The third new episode (Episode 14) of No Suits, No Slides! zeroes in on the healthcare industry — how it’s already been impacted by the labor shortage, and what may be in store for healthcare in the coming months, especially with respect to the current labor market and talks of a looming “jobful recession.”
I hope you enjoy watching these new episodes as much as I did. And, remember, if you’re new to the No Suits, No Slides! series, looking for your next great bingeable show, or just want to catch up (or re-watch) past episodes, you can check out the entire series here.
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