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 first in a two-part series about the increased value in organizations “showing the work,” one of The Workforce Institute’s Workplace Predictions for 2023.
I love math. One of the things that’s interesting about math is both the answer and the process are important. For example, when I was in school, not only did I have to provide the correct answer to a math problem, but I had to show how I got the answer.
We can apply this same logic in the business world. When we’re making decisions, we want to make the right one and we need to use a good process to get there. If we don’t pay attention to both processes and outcomes, we run the risk of having less than desirable results.
I always like to keep in mind that good processes lead to good results. The way we can do that is by “showing our work,” like we do with math problems.
Why Managers Should Show Their Work
Let’s start with managers. They have a tough job. The common functions of management include:
Managers might feel that they don’t have time to “show their work” or that by “showing their work,” they are making themselves dispensable. Both of those reasons shouldn’t be true. Part of a manager’s role is developing employees and showing the work allows them to do just that.
Example: A manager is responsible for making the team’s schedule. They decide to show the most senior employee the process they use for making the schedule. They explain the software and how it works. They also explain the rationale for approving shift swaps and time off. The following month, the manager is asked to participate in a super-secret meeting with the CEO about a new company initiative. The manager knows it would be great for their career to be there. They also know it will cut into their time working on the schedule. They can ask that employee who has seen how the schedule is made to assist.
A benefit of showing employees the work isn’t just having them pick up the slack when a manager is invited to an unexpected meeting. Showing the work can help to fill in the gaps when it comes to communications.
Example: An organization has noticed a recent trend in declining sales. They believe the situation is temporary, so managers don’t show anyone the profit and loss (P&L) statement. One manager decided to share the P&L with their team. The employees started brainstorming ideas that would generate revenue and/or reduce expenses. The manager shared those ideas with senior leadership and the company was able to reverse their declining sales trend.
Managers who regularly show their work can improve their careers, develop employees for future opportunities, and contribute to the organization’s bottom line. While we’ve discussed a couple of examples, let’s consider activities that can help managers show their work.
Five Ways for Managers to Show Their Work
In the book “Show Your Work: The Payoffs and How-To’s of Working Out Loud,” author Jane Bozarth offers suggestions and examples of how organizations can show their work on a regular basis. Here are five to consider:
Make Showing Your Work a Regular Habit
Managers who show their work will find their job gets easier. Employees know they’re getting good information to do their jobs. The team will excel, which lifts the entire organization.
The key to showing your work well is almost to move it from “that thing you do” to something you just do all the time. Like a regular habit. Maybe it starts with asking the question, “When did I show my work today?” Then it won’t be too long before managers are showing their work all the time.
Next month at The Workforce Institute, Sharlyn explores how employees can “show their work” and how doing so can benefit their careers, and the overall organization.
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute, and it features an interview with advisory board member Laurie Ruettimann.
Welcome to The Workforce Institute’s new feature, Get to Know, designed to help our readers get better acquainted with our advisory board of industry experts. To premiere our series, we include a conversation with Laurie Ruettimann. You’ll learn how she went from working in HR surrounded by candy to hosting the popular Punk Rock HR podcast. Plus, find out Laurie’s non-HR dream job. Without further ado, here’s Laurie!
The Workforce Institute: What made you first get into HR?
Laurie Ruettimann: I had a lot of student debt and learned quickly that I couldn’t afford law school. I was lucky enough to find a paid HR internship in my junior year of college at a candy factory in St. Louis, down by the Mississippi River, that overlooked a women’s minimum-security prison. My first job in HR was to be in charge of the fax machine. After that, I learned how to recruit and hire hourly workers to make licorice. Then, I was taught how to handle union grievances and workers’ compensation issues. Instead of running away from the train wreck of the modern hourly workplace, I enjoyed running toward it and fixing problems. In fact, I found HR to be addictive [like candy]!
WFI: Tell us a time when you were starting out and someone mentored you.
Laurie: I worked at a large pharmaceutical company, and I was mentored by someone who considered themselves to be a slacker. They had a great professional reputation and worked hard to deliver right-first-time solutions, but never forgot that the job fueled their life outside of work. In fact, they prioritized family over work, which made them work harder when they were on the job. When they were out on PTO, they were off. Seeing someone set boundaries and have honest conversations about limits was inspiring. When I asked them how they did it, they said it happened by being rigorously honest with themselves and developing personal relationships at work.
WFI: What was one of the biggest challenges you faced in your career? How did you overcome it?
Laurie: I have a background in writing, so I had to learn how to speak the language of the business. No, I didn’t take a class on corporate jargon. But I did take an accounting course for non-financial professionals. Also, I took a SHRM (Society for Human Resource Management)-sponsored course on communicating at the executive level. What did I learn? Slow down, use fewer words, and speak less. I was too eager to prove myself, thereby undermining my own credibility. Sometimes silence is power.
WFI: What’s a common misconception about HR?
Laurie: Many people think HR is full of followers and people who are rules-based and focused on details. HR is full of dreamers who want you to be happy, have a doughnut, and take a nap.
WFI: What excites you to stay in HR, or what made you leave?
Laurie: HR excites me because it sits at the intersection of work, power, politics, and money. Everything is an HR issue, which is tremendously thrilling and nerdy at the same time. I left my job as an HR practitioner in 2008 because I was terrible at corporate politics, which is too bad, because I loved the work.
WFI: What excites you about the future of HR?
Laurie: I’m excited about the intersection of institutional HR knowledge and technology. If we can take smart and passionate people and give them the right tools to be more productive and efficient, you’ve got a real opportunity to create organizations that are focused on issues that matter, like employee experience, diversity, inclusion, and belonging.
WFI: What skills have you prioritized that have helped you succeed? Do you think these will become more or less important in coming years?
Laurie: It’s very trendy to talk about skills-based learning initiatives and training. What does that mean? Companies are now focused on teaching the workforce how to do something specific, which can be translated immediately. All of that is fine, but the best skill I’ve learned is patience with myself and others. I want things to change, and I want it now. But the first draft of any idea or initiative is usually the worst draft. The first time I try something new is often ridiculous and embarrassing. But if I slow down and give myself permission to ease into a new task or idea, I learn and implement my new skills more effectively.
WFI: In an alternate universe, where you have infinite skills, what is your dream job?
Laurie: I’d be the weather person on a national morning TV show.
WFI: What is your biggest piece of advice for professionals starting out or looking to grow in their careers?
Laurie: My biggest piece of advice is that career satisfaction is a lagging indicator of life satisfaction. Happiness comes from taking a feeling deep inside and turning it into action. And it usually has nothing to do with work. Be someone with significant ideas — or a vibrant personal life with lots of love and activity — and take that awesome energy into your job.
Did you know? Besides being a podcast host, Laurie is also a bestselling author. Check out her latest book, “Betting on You: How to Put Yourself First and (Finally) Take Control of Your Career.”
Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.
Millions of U.S. workers will be tuning into the Super Bowl this Sunday. But how many will be at work the next day?
After a brief timeout, The Workforce Institute’s long-running Super Bowl survey returns with a look at how the big game impacts employee absenteeism in the U.S. workplace. We’ve covered this topic in depth since 2005, because we want to help organizations avoid being blindsided by the results.
For our latest survey, we teamed with The Harris Poll to ask 1,270 U.S. workers about their day-of plans for Super Bowl Sunday, as well as whether they’ll report to work on Monday, schedule time off, or just not show up at all (i.e., “ghost” their employers).
Will organizations see a spike in employee absenteeism this year, or at least a dip in postgame productivity? Here are some key stats from our 2023 Super Bowl survey:
Come Monday, workplace performance is likely to take a hit, especially among fans cheering on this year’s conference champions: 44% of Kansas City Chiefs fans and 43% of Philadelphia Eagles fans surveyed say they’ll be distracted from work by Super Bowl postgame highlights and conversations with coworkers.
Who’s Going to Disney World?
So, millions of employees are likely to chat with their coworkers at work about the game on Monday — that is, if they make it into work at all.
According to our survey, 3.1 million U.S. employees will land on a metaphorical injured-reserve list after the big game, despite actually not being sick. Not only that, 4.7 million workers admit they plan to ghost their employer and skip work entirely without notice. Meanwhile, 9.4 million people say it’ll be a game-day decision whether they report to work on Monday.
From these survey results, we can see a significant gap in manager-employee trust and transparency forming. Millions of employees are OK with ghosting their employers after the Super Bowl — maybe they’re going to Disney World? — and over a third of U.S. employees (35%) say they wouldn’t feel comfortable asking their managers for time off the day after the Super Bowl. Even more telling, 1 in 10 even believe they’d be reprimanded by management and possibly put on probation at work just for asking for time off.
There should be no penalty for employees requesting or taking time off, especially when it’s planned. If workers are feeling too afraid to chat with their managers about being out, there are likely large cracks in the culture foundation. Managers, too, aren’t having enough pep talks with their people. In our survey, only 14% of managers said their managers have proactively reached out about time off around the Super Bowl.
Perhaps it’s time for a coach’s challenge. If you’re wondering how to build a more transparent culture, here’s how to get the ball moving:
Are You Ready for Some Time Off?
Baseball may be America’s pastime, but a significant slice of the U.S. workforce considers the Super Bowl worthy of its own prestigious observation. As mentioned above, nearly half of the country’s workforce is rooting for an extra bye. This year, the Presidents Day U.S. holiday falls eight days after the Super Bowl, on February 20. It’s getting closer, but it’s still yards away.
Will we see a Super Bowl holiday in the United States one day? The odds don’t favor a change, but that won’t stop millions of workers from betting on the longshot. Regardless of an official ruling, it’s up to organizations to adequately prepare for employees taking time off — on Super Bowl Sunday, the Monday after, or any other day of the year for that matter.
If you’re drafting a playbook for your team, we covered time-off strategies for The Workforce Institute Weigh-In last year. Check out the aptly titled feature, “Tackling the Trials and Tribulations of Time Off,” as well as a follow-up from our advisory board member (not of “Monday Night Football” fame) Dennis Miller, who provided his extended thoughts on managing employees’ time off.
Over on the People Purpose Blog at UKG, our friend Chas Fields, co-host of the People Purpose Podcast, shares a memorable Super Bowl story and three best practices for supporting employees and business continuity around the big game.
Today’s post comes to us from The Workforce Institute advisory board member David Creelman, CEO of Creelman Research.
The latest artificial intelligence (AI) tools, called large language models, are causing a stir. Consider the following chat:
Q: Are remote workers less productive?
A: It is difficult to say whether or not remote workers are less productive, as productivity can be affected by many different factors. Some studies have suggested that remote workers may be more productive, while others have found no difference in productivity between remote and in-office workers. It is important to keep in mind that everyone is different and what works for one person may not work for another. It is also important to have a clear understanding of the goals and expectations for a given task, and to provide the necessary support and resources to help remote workers be successful.
That answer is not from an HR manager — it’s from an experimental chat application. For a slightly longer conversation with a large language model, check out my brief interview with Lex.
What HR Leaders Should Do
HR leaders should take an interest in these AI tools because, in time, they will inevitably have an impact on HR and, more importantly, will have an impact on many tasks throughout the organization. A leader doesn’t need to have deep expertise in AI, just a reasonable intuition of what AI can and cannot do.
Developing an intuition for what these tools can do is challenging. The example above might lead you to think these tools have near-human levels of intelligence. Yet, these tools can be astonishingly stupid. There is a famous case of an AI large language model waxing eloquently about why fusilli is useful in heart surgery. It makes these stupid mistakes because, while it’s good with words, it has no real-world understanding of fusilli, or hearts, or surgery.
If you ask how intelligent an AI application is on, say, the scale of an average four-year-old to a certified genius, then you are on the wrong track. The sort of intelligence found in AI is of a fundamentally different nature than that found in humans. It will outperform the genius on some queries, while falling far below the capability of a young child on others.
The best way to think about AI is in terms of its capabilities. The question isn’t whether AI is intelligent, but what AI can do for us.
The Useful Capabilities of Large Language Models
You can think of a large language model as having the capability to read through all the material on the internet and summarize relevant material in a (usually) coherent way. In today’s world, you search for articles on a topic, read through a few that look relevant, then summarize the relevant material yourself. The new AI applications can save time by taking a step out of that manual process. Occasionally, the AI will spout nonsense, but that’s no different from having to weed out poor articles from the ones you find with a manual search.
An example of this process is a tool called Elicit.org. It scans the academic literature in response to your question and summarizes the relevant abstracts. You could do the same thing “manually” with Google Scholar, though Elicit.org is faster. It can even give you a list of studies that critique the findings of the one you are focusing on. It’s good to check before you implement a program based on research that has since been found to be flawed.
What to Do Next
Given the obvious power of these new AI tools, you need to keep abreast of them. Perhaps more than anything, you want to have a good feel for their limitations, so that you aren’t fooled by some slick presentation spouting the magical properties of AI.
You don’t need to do a deep dive. Just take a little time here and there to play with the tools with an eye to understanding an AI platform’s capabilities. Do get vendors in to show off their AI tools, and then be sure to push them hard enough that you understand their abilities and limitations.
The capabilities of these new large language models have surprised even AI specialists. No doubt more surprises lie ahead. Be prepared.
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!
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
Thanksgiving is right around the corner in the United States. 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! Plus, Chas and Julie share some startling findings from The Workforce Institute’s latest study.
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
Today’s post comes to us from Executive Director of The Workforce Institute, Chris Mullen, Ph.D., SHRM-SCP, SPHR.
Happy summer! Hopefully, things have slowed down a bit and you’ve had some time to relax and recharge over the past few weeks. Here at The Workforce Institute, it’s been business as usual. We’re delighted to continue bringing you the same great articles, research, and podcasts you’ve come to expect from our advisory board of experts. If you missed anything from us the past month, here’s your recap of July 2022.
The People Purpose Podcast: Cut the Cookie-Cutter Learning — Part One
We started the month with part one of a two-part discussion on learning development from the People Purpose Podcast. In this episode, Chas Fields and Julie Develin talk about how some organizations are missing the mark when it comes to training and developing their employees, and they discuss ways to identify flaws in your own training to improve your organization’s people-development programs.
New Research: Is Manufacturing Stability in Sight?
With fears of a recession starting to resurface more and more among record inflation, what does it mean for industries, companies, and workers in the short and long term? In this post, I focused on the manufacturing industry. The latest study from The Workforce Institute — titled “Is Stability in Sight?” — examines the future state of manufacturing in the United States and this article breaks down a few of the most noteworthy findings from the research.
Summer Listening List: Top HR Podcasts to Subscribe to Today
Speaking of podcasts, if you like the People Purpose Podcast, you’ll definitely want to check out the podcasts featured on our new Summer Listening List. Did you know many of our advisory board members also host awesome podcasts? If you’re looking for a new favorite, or just want to learn more about how to be successful in HR and business, be sure to click the link above and subscribe to these top podcasts today!
Rethinking Employee Discipline in a Tight Labor Market
Despite said fears of a recession, employees are still quitting in record numbers and leaving their employers scrambling to fill critical staffing positions. The scenario poses an interesting question: should employers think twice before disciplining an employee or letting them go for a minor infraction, such as decreased productivity, given the current recruiting challenges? Advisory board member Dennis Miller explores this thought-provoking topic.
The People Purpose Podcast: Cut the Cookie-Cutter Learning — Part Two
As promised, Chas and Julie dedicated a second episode of their podcast in July to employee learning and development — yep, the topic is that important! We’re all different types of learners and there’s no one-size-fits-all effective approach. In this episode of the People Purpose Podcast, you’ll learn how to be proactive and cater to your employees’ different learning styles. Definitely listen to part one before you dive into the conversation here.
How to Promote Financial Wellness with Employees: The Workforce Institute Weigh-In
For our latest edition of our monthly feature, The Workforce Institute Weigh-In, we covered financial wellness. This was a direct response to Chas and Julie’s recent episode of the People Purpose Podcast on the same critical topic. In this post, we asked members of our advisory board to weigh-in on the best ways to encourage financial wellbeing among your employees and what organizations can do to help their people achieve financial goals.
Four Truths of the 2020s Workforce We Should Embrace
Advisory board member Alexandra Levit wraps up our month with an in-depth look at four emerging workforce trends we should all start embracing now. Alexandra is a bestselling author and futurist who focuses on what’s ahead for workers (and what it means for employers). This article is a great introduction to the topic. If you’d like to read more of Alexandra’s thoughts on this subject, I recommend her book “Humanity Works.”
Today’s post comes to us from advisory board member Alexandra Levit, author of “Humanity Works.”
When faced with the notion of artificially intelligent employees and individually customized career paths, it’s easy to get overwhelmed — especially after a pandemic period in which day-to-day survival was paramount. However, this time of transformation is an exciting one in which to lead an organization, and here’s why you should look at these four workforce truths as opportunities rather than developments to be feared.
Truth One: Machines Are Our Partners
Right now, many of your employees use basic chatbots to accomplish basic work tasks such as scheduling meetings or searching for pertinent information online. But, as computing gets more powerful, intelligent machines will become more sophisticated members of your team. Thanks to advances in deep-learning artificial intelligence (AI), our machine partners are increasingly able to recognize images, understand language, and hold conversations.
Thanks to advances in augmented and virtual reality, employee training is becoming richer and more cost-effective, and smart devices will shortly be able to ascertain how and when your people are most productive and the tasks on which they are best suited to focus. These smart devices will also understand your strengths and weaknesses as a manager and will be by your side, for example, to provide guidance on how to deliver criticism to a direct report.
Truth Two: We Structure Agile Workforces
In the new world of work, the organization that can do the best job at customizing a job and schedule for a high-potential employee will have the best shot at retaining that employee.
You will also have the advantage of a large contract workforce at your disposal. Because of our ability to communicate and collaborate seamlessly across the globe, organizations no longer need to control full-time resources and work will become increasingly task based. As a talent assembler, you’ll never be stuck with labor you don’t need. Instead, you will bring on specialized teams to complete projects as needed.
And, you can say goodbye to unnecessary overhead. The proliferation of virtual work and the mobile office means that, as the century progresses, many organizations will not have a company-sponsored physical office but instead will lease chains of interconnected hubs with various space-access arrangements.
Truth Three: We Emphasize Creativity
As a leader, it will be up to you to help your people develop skills that will keep them marketable as more jobs are automated. These abilities are often non-routine and relate to discovery, innovation, team building, and interactions that require the unique human touches of diplomacy and empathy.
Your employees will need to build new competencies that allow them to work side by side with intelligent machines — and fix them when they’re broken. You’ll guide them in exercising their intuition as they derive meaningful insights from large quantities of data and use available technology to create simulation and gamification apps to motivate team members and customers.
Truth Four: We Are Conscious About Technology Usage
According to the U.S. Department of Labor, U.S. labor productivity fell dramatically by 7.5% in the first quarter of 2022. That’s the largest drop in worker output per hour in 75 years.
There’s no doubt about it — technology has saved the business world’s bacon during the pandemic period. A variety of technologies were introduced, from collaboration and simple-task automation software to advanced machine-learning applications, to do more work, more quickly. So, why aren’t workers more productive?
Rather than helping to decrease the overwork epidemic, technology has contributed to it. Thanks to the smartphone and the cloud, we can work anywhere we want, at all hours of the day and night. It’s simple to keep working when it might be more beneficial to give your brain time to recharge. And, during quarantine periods, in fact, it has been essential to operate like this.
Unfortunately, as a result, workers are overloaded with technology options. Your use of cloud-based analytics engines will be key in assessing what’s interesting and necessary to an individual knowledge worker and will help them organize incoming information into relevant categories or topics, such as customers, products, services, or projects. By designing our technology systems to be more palatable with how the human brain works best, we will decrease mental strain while increasing productivity.
If you’ve been in the workforce a while, much of this is new, and some of it will inevitably make you uncomfortable. But, instead of waiting until next month or next year to embrace these trends, be proactive. As a leader, you’re in exactly the right position to create the near future of the work that you’d like to see.
Paid time off (PTO) policies are different from company to company. In this episode of the People Purpose Podcast, Chas and Julie discuss the pros and cons of the three main PTO policies most organizations use. Which way attracts the most talent? Which has the most benefits? Which can cause the most headaches for HR or payroll? Plus, find out how many people keep certain facts hidden on their resume when applying for a job. And, should it matter?
Resources:
The Workforce Institute
The Latest on the Labor Shortage
UKG Careers
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