This post is submitted by Joyce Maroney, executive director of the Workforce Institute. Following is the final segment of our global study examining the attitudes of Generation Z - teenagers and early 20-somethings - in the workplace. In order to be an employer of choice for these newest workers, you need to be able to answer the question, "What does Gen Z expect at work?"

Completing a three-part series from The Workforce Institute at Kronos and Future Workplace, “How to Be an Employer of Choice for Gen Z” uncovers the motivations and aspirations of today's youngest working generation, including those yet to officially enter the workforce. You can find parts one and two of this research at the following links:

Part Three, our final report related to this research, completes our findings based on a survey of 3,400 Gen Zers across Australia, Belgium, Canada, China, France, Germany, India, Mexico, the Netherlands, New Zealand, the U.K., and the U.S. We find that money still talks; good managers matter more than ever; work needs to be interesting; and, while schedule stability is important, flexibility is non-negotiable.

I've been sharing these results with people via speeches and articles for a few months now. One of the things I like to emphasize is that many of the insights we have hear from Gen Z would probably be true of any generation, especially at the point in their lives when they were entering the workforce. Pay matters a lot. Benefits matter increasingly more as you get older and your parents are no longer supplying them to you.

What I found most interesting, and perhaps somewhat more particular to Gen Z, is the equal weight they give to pay (51%) AND work that is meaningful (51%) when asked what would motivate them to work harder and stay longer at a company.

What you'll find in the data below, though, is that Gen Z cares a lot about the same things that motivate their workplace forebears. They are not so different from their elders in what they want at work, but they may be more likely to ignore your calls - or take someone else's - if their expectations aren't met.

Part Three Key Findings:

Today's post comes to us from Workforce Institute board member David Creelman and Lee Webster, Director of Standards Development at the Healthcare Management Institute at the University of Texas Medical Branch.

The ISO (International Organization for Standardization) develops and publishes standards in industries as varied as healthcare, technology, food safety, and agriculture. Besides facilitating international trade, the existing 22,500 ISO standards ensure that products, services, and systems work safely and effectively. The reason your child's car seat is safe is due to seat manufacturers adhering to ISO 13216-3:2018 Road vehicles -- Anchorages in vehicles and attachments to anchorages for child restraint systems -- Part 3: Classification of child restraint system and space in vehicle.

There are currently twelve ISO standards for HR that are helping to elevate the profession. Experts from 56 countries are involved in the eight current standards projects. You might have thought that HR was too “soft” for standards, but standards have had a hugely positive impact for other areas once considered “soft” such as safety and quality.

ISO standards are not legally mandated, however it normally makes sense to use, for example, the ISO standard for calculating turnover, rather than spend time inventing your own idiosyncratic measure. Since standards present effective, interoperable solutions, organizations that apply them experience an immediate operational competitive advantage.

ISO Standards for Human Capital

To our minds, the most exciting ISO standard in HR is the recently released one on human capital reporting: ISO 30414. This standard aims to provide meaningful, comparable, and consistent data to boards and investors about human capital. If this helps bring serious investor attention to human capital it will bring a new energy to the HR function.

The human capital standard covers core HR areas such as:

How You Can Get Involved in Setting the Standards

Besides adopting existing standards, interested parties may directly participate in standardization activities. Standard setting is led by dedicated expert volunteers and the process works hard to get input and consensus from a wide range of stakeholders. It's easy to get involved in standards setting through local national “mirror” committees (in the U.S. these are called Technical Advisory Groups, “TAG”).

The heart of the process is that a group of experts comes up with a draft standard, which is then commented on by anyone with an interest in the topic. The working group responds to the comments and eventually, when there is sufficient consensus, the international member countries of ISO vote on the standard. If approved, ISO then publishes the standard. Yes, getting all this consensus can be a slow process! The human capital standard took three years to put together.

To learn more about ISO HR standards development, please go to https://www.iso.org/committee/628737.html

In the U.S., the sister organization to ISO is the American National Standards Institute (ANSI).

The institution overseeing the coordination of ISO HR standards is the University of Texas Medical Branch (UTMB). You can get involved by emailing Mr. Lee Webster at lswebste@utmb.edu

Today's post is courtesy of board member Bob Clements, President at Axsium Group,  a leading workforce management consulting firm.

One of the hottest topics in HR today is the employee experience, which can be defined as the sum of every interaction between an employee and employer from hire to retire. Creating a great employee experience helps employers attract and retain talent and increase employee engagement along the way.

The employee experience is often confused with employer branding, employee perks or even a new approach to HR. HR professionals struggle to understand what a great employee experience looks like and often lack the right tools and techniques to create one.

The good news is that a similar model exists in your marketing department. According to Gartner, two-thirds of companies believe that they compete, not on price or product selection, but customer experience. Journey mapping has become the technique of choice for those designing customer experiences.

Journey mapping allows marketers to all-but-literally get inside the customer's head by modeling how the customer feels and behaves as she interacts with the company either in a physical or virtual environment. And, it turns out that journey mapping is just as relevant for designing the employee experience. While the technique remains the same, the subject and her landscape are vastly different.

Journey mapping is an empathetic design process accomplished by putting oneself in the subject's shoes. But, what happens when that subject is you? What the employee is seeing, hearing, thinking, feeling and saying is not only fundamentally different than the customer, it is also shackled by bias, fear, and self-interest.

If that weren't enough, the stakes are higher. The employee is interacting with the design much more frequently than a customer, so the pain points are more poignant. Additionally, the customer may redirect his choices more easily whereas the employee's livelihood is tied to his choice to accept or deny his employee experience.

Navigating inferior technology, outdated processes and policies, cultural undercurrents, and the demand of the job is a tangled web. Journey Mapping aims to untangle it. The output isn't a map, per se, but a list of opportunities. And, those opportunities form the foundation of a great employee experience.

Have you tried journey mapping your employee experience?  Please tell us about it in the comments section.

Today's post comes to us from Workforce Institute board member Joseph Cabral, Chief Human Resources Officer and President of Workforce Solutions at Press Ganey.  We recently did a podcast with Joe to talk about the importance of analytics to improving patient outcomes and making the delivery of health services more efficient and cost effective.

Today's healthcare Chief Human Resources Officer (CHRO) has moved beyond managing traditional personnel and administrative functions. As key strategic business partners, they are not only responsible for overseeing benefits and compensation, employee experience, diversity and regulatory compliance–they also help drive the clinical and financial performance of their organizations.

CHROs are expected to deliver better patient outcomes, work environments and bottom lines. This is not check-the-box work. This is rebuilding a human capital management system from the ground up in order to create and sustain an organizational culture that engages the workforce, promotes innovation and bridges operational silos.

Achieving this ideal requires CHROs to leverage data analytics to evaluate the effectiveness of talent management programs. With the right insights, CHROs can target areas of improvement while informing new workforce strategies that account for global labor trends, available talent and next generation leadership. This will enable them to transform their organizations' human capital strategies, replacing traditional practices like hiring freezes and flex scheduling with evidence-based best practices that keep pace with industry and workforce changes.

Evolution is challenging–and inevitable. Adapting and innovating is essential to succeed in the new health care landscape. CHROs must be prepared for new regulations, cybersecurity crises, medical errors, mergers and acquisitions, competitive threats and more in this era of disruption. Furthermore, they must be prepared to present change and prepare our workforces for it.

None of this is easy, but all of it is rewarding. Healthcare CHROs have the honor of working with people, and more importantly, people in healthcare. In the ongoing challenge of evaluating our processes and strategies to meet their unique needs, we get to help those people save lives.

 

Today's post comes to us courtesy of our newest board member, Raciel Sosa, the CEO of Leadex Solutions, a leadership development firm based in Mexico. Raciel is a coach and consultant focused on building healthy working environments, strong leadership and high performance teams.

Para ver la versión en español de este post, haga click aquà­.

The great economic eras documented in Universal History are hunting and gathering, farming/agriculture, the industrial age, and the digital era, in which we now live.

Each of these eras has been accompanied by different tools, distinct paradigms, and models of leadership.

The end of the twentieth century clearly framed the beginning of the digital age, and although the tools were already ready (computers, cell phones, tablets etc.), neither the paradigms nor the models of leadership have been suitably updated.

Early 21st century leaders were educated by the Traditionalist and Baby Boomer generations, whose beliefs about leadership tended to be vertical, authoritarian, and based on control. Leaders looked for well-defined processes and repetitive programming of tasks to generate consistent results.

The digital age presents new challenges. Technology allows immediate access to unlimited amounts of data and connectivity between human beings at an unimaginable speed. Many economic models that were successful in the twentieth century, are in decline - as are old ideas about what makes a good leader.

Many organizations are unable to retain talented workers long-term. Millennials and the generation coming up behind them have a new way of seeing life that is incomprehensible to Baby Boomers and Generation X. There is an authentic Tower of Babel in the organizational world and this, coupled with the advance of newer, small companies, is putting large corporations in crisis and in danger of extinction.

Today, traditional leaders often do not know how to operate within these new protocols surrounding work-life balance and accuse the new generations of being egocentric and unproductive. The younger generation responds by judging those Baby Boomers and Gen Xers to be old fashioned and insensitive.

Fortunately, new research gives guidance on where we must evolve as leaders. Putting a focus on respect, trust and admiration is fundamental. Creating a happy work environment for all employees is compulsory and finding answers to the work-life-balance conundrum can't just be a talking point - it must be backed up with concrete strategy and policy.

The leadership of the 21st century is in crisis and must be renewed.

 

Today's post comes to us courtesy of board member, David Creelman.

It seems hard to believe, but according to the U.S. Bureau of Labor Statistics, there are now more women than men in management, professional and related occupations in the U.S. (51.6% women, 48.4% men).

Take a moment to ponder - and appreciate - the magnitude of that change from thirty years ago. And after that moment of appreciation, it's time to get back to thinking about our priorities for inclusion.

What's next? Pick the right priority.

There are three broad goals of inclusion:

Here are some options for addressing those inclusion issues:

Looking ahead

Strange as it sounds, diversity departments in the future may need some kind of affirmative action to bring men into management and professional jobs. Currently 56% of university graduates are women and if the downward trend in education for men continues then this could eventually undermine gender diversity in organizations.

Photo courtesy of rawpixel.com

Today's post comes to us courtesy of board member Neil Reichenberg, executive director at IPMA-HR.

One of the consequences of working for the same organization - in my case for the International Public Management Association for Human Resources (IPMA-HR) - for more than 37 years is that people tend to ask me, “What has kept you there so long?”

When I reflect on the answer to this question, it takes me back to the very start of my career, and my strong belief in government, which I believe plays an incredibly positive role in our lives.

In his oft-quoted inaugural address in 1961, President John Kennedy stated, "And so, my fellow Americans, ask not what your country can do for you – ask what you can do for your country."

Those words spoke deeply to me at the time and they resonate today just as strongly. And I am certainly not alone. Every day, millions of dedicated public servants answer this call and I have been fortunate through my work with IPMA-HR to interact with many talented public employees - they have kept me here just as much as anything else.

Through research that we have done at IPMA-HR, we have found that the top factors driving employee engagement in the public sector are: serving the public with integrity, feeling a sense of accomplishment, and making a difference by working for government. Indeed, for many people, it is the mission of government that drives them to a career in public service.

Dissatisfaction with government/poor political leadership is consistently cited as the most important non-economic problem facing the country today according to the monthly poll conducted by Gallup. This is troubling, especially coming from someone who has dedicated my career to an association that represents public sector. We must do better to be the positive force in people's lives that we want to be.

I'm proud to work at IPMA-HR and believe that we have an opportunity to improve the way government works around the world. You see, in order to succeed, governments need to be able to recruit, develop, and retain talented and dedicated employees who are engaged and committed to the important missions of their agencies. Working with public sector human resource management to find these people and engage and develop them properly can make government better and more effective. As with every other sector, it's the people that truly make the difference.

The promise of making that difference is enough to get me up and to work every day - 37+ years later, there's still so much good work to be done.

Today's post comes to us from board member David Creelman.

Dr. Rob Briner recently kicked off a conversation on LinkedIn about personality tools such as this one used by the National Health Service in the UK:

Creelman

 

If you've been around HR for any length of time you'll have seen dozens of similar models. If you've studied the academic evidence on these models you'll know that most have little scientific validity.

But, admit it, these personality maps are still fun, aren't they?

The Tension between Fun Models and Evidence-based Practice

Talking about personality is useful because we need to be constantly reminded about how people are different. These models are fun because they help us launch a conversation we are interested in. If we think of them as conversation starters, then there's no harm in using them. Kenny Moore, co-author of The CEO and the Monk once used horoscopes to achieve the same thing. The issue is not whether horoscopes are scientifically valid, it's whether they provide a helpful spark for a conversation.

However, if we are using a personality tool to aid decision making (such as who we hire) then we have to use valid tools. There is no shortage of highly educated industrial-organizational psychologists who can help you distinguish between valid and invalid tools.

Moving HR Forward

If a tool is a conversation starter, then we shouldn't dismiss its value even when it's not scientifically valid. If a tool is a decision aid, then we need to be rigorous in assessing its scientific validity.

The problem within HR is that too often people are not aware of the distinction between a conversation starter and a decision aid. Professionals, especially HR managers, need to study evidence-based practice and when to use it.

 

The following post comes to us courtesy of board member Neil Reichenberg. Neil is the Executive Director of the International Public Management Association for Human Resources (IPMA-HR) , a nonprofit membership organization representing public sector human resource managers and professionals.

 

The International Public Management Association for Human Resources (IPMA-HR) undertook a research study in 2017 that examined the role that human resources departments play in fostering innovation within their organizations. For the purposes of this research study, innovation was defined as the action of introducing and applying a new method, idea, product, or process to benefit the organization by increasing productivity, addressing challenges, or enhancing service quality.

 

State of Innovation in Organizations

Over 40% of the IPMA-HR members who responded to the survey reported that innovation is a part of the mission, vision or value statements of their organizations. Those respondents from organizations with innovation in their guiding statements also reported higher average ratings for communication, collaboration, and support for change than did members from organizations that do not emphasize innovation. However, over half reported that innovation is not included as a goal in managerial performance evaluations.

Almost three-quarters of the respondents identified management as the primary driver of innovation in their organizations. Ten percent stated that elected officials or frontline staff were the innovation drivers. Budgetary restrictions, departmental culture, and bureaucratic processes were cited as the most common barriers to organizational innovation. For HR departments, outdated HR systems are the primary barrier keeping HR from being more involved in organization-wide innovation. Bureaucratic restrictions and budgetary constraints also were mentioned.

 

HR's Role in Organization-Wide Innovation

Having support from leadership along with structured time for creating and executing innovative ideas were the top factors cited for enabling HR professionals to contribute to creating a culture of innovation.

A little over half of the respondents reported that their departments implemented an innovative recruitment and hiring practice. These projects focused on developing new marketing materials and building an online brand to assist with recruitment. The implementation of new software for applicant tracking, interviewing and onboarding was cited frequently.

In the area of compensation, the most common innovations that were mentioned included: broad banding, offering market value compensation for hard-to-fill roles, performance related pay, and implementing performance pay studies.

More than half of respondents advised that they have new innovations in performance management that emphasize new or improved methods for evaluating performance. There has been a shift from numerical ratings of past behavior to narrative evaluations and forward-looking performance plans. A switch from annual conversations to frequent coaching has been implemented by about 1/3 of respondents. Almost half reported that new performance management software is being used to facilitate changes in evaluation and feedback.

Programming is the focus of innovative changes in learning and development with over 60% of responses describing new or redesigned learning and development programs. About half of the new programs emphasize leadership development, with technology training and customer service training also being popular. A sizable percentage of organizations have updated or implemented learning management systems leading to an increased availability of online programs and materials.

In HR technology, respondents most frequently cited an overall replacement or update of their human resources information system. Other HR areas in which technology innovations are being implemented are recruitment and hiring, compensation, and learning and development.

With HR playing an increasingly strategic role in organizations, it will be important that it continues to contribute to increasing innovation throughout organizations.

Today's blog post about the potential of GDPR and HR comes from Roland Axten, Business Analyst at Inter-Ikea in the Netherlands

The potential of GDPR and HR for more effective information management in the workplace

It turns out we are supposed to know what we are doing.  I'm sure many of us have suspected this was the case.  But we are now becoming increasingly legally obliged to know our business, especially in HR.  With the demands of privacy regulation and in particular the impending advent of GDPR (the General Data Protection Regulation) in the European Union we are obliged to not only know what we are doing, but also why, how much, who by, for how long and to various levels of classification. For organizations that have avoided documentation and process mapping or avidly follow the agile manifesto to focus only on creating this may well be seen as both a burden and an inconvenient imposition.  In the case of HR, where our focus is on employee data, we are discovering how widespread that data insinuates across our business landscape.

So GDPR and HR - how do we get a grip on the employee data?

Our people are doing things, things we hired them to do, important things, things of business value and purpose but to achieve that, their information can end up being spread across our estate like butter and jam on toast.  Many of us have been so busy keeping things going that the prospect of tracking where in our multiple ways of working our employee data is used could seem daunting or even overwhelming.  Where do you even start?  Increasing this challenge from an HR perspective is the issue of scope - utilization of this information goes far beyond the standard limits of HR activities.  For many organizations this task will seem so great that reaching a state of compliance would be such a significant end in itself that the option of doing more would be out of the question.  But there could be more beyond compliance.  There may well be some significant benefits in understanding the where and why of our person data.  Do we run the risk of not seizing the opportunity to aim for improvement by seeking only to deliver to privacy regulations?

The potential of going beyond just being compliant

Any endeavor in this area of employee information should certainly be coordinated with a systematic approach to personal data privacy.  Especially as the core personal privacy elements are the same for all groups of data subjects such as employees, customers or suppliers, each could include: name, home address, bank account number etc. The definitions of these terms in our business must be consistent, not only for privacy assessment but for information management as a whole.  Businesses that have already established effective information mapping will still need to secure the privacy dimensions such as governance and securing the rights of data subjects.  Those of us who are not there yet can benefit from going the extra mile beyond compliance and secure an information lead aspect by systemizing our work.  This would be a key component in augmenting a human approach to workforce management with scientific methodology.  Systemics and taxonomy are foundation elements for good science, they enable relevant experimentation in the discovery of consistent best practice.  As we seek to improve ourselves and our businesses surely, we should seek to utilize as many advantageous methods as we can.  And now that we need to align GDPR and HR and do so much analysis of our employee information setup for privacy purposes let's finish that job all the way to delivering business value beyond mitigating risk.

If we did make this investment in resources, time and effort what benefits could we achieve?  As indicated earlier there are immediate values in building a balanced information structure: Process design is greatly improved because the information being used in and created by our processes is consistently and coherently described.  Process descriptions are prone to quite some variety in how they depict our activities, even when they are produced in a professional and collaborative manner.   We often have processes that are well described in terms of their internal functionality but are weak in effectively linking to each other.  It is as if they are in different languages or accents.  Where we apply consistency in the information elements of the processes this variance in style becomes much less of an obstacle in depicting the big picture of our enterprise.   Along with stronger process design having a defined pallet of information content helps us to identify the combinations of information that we use in our business, the information “assets”.  Defining these aggregate objects also requires comparability and consistency which is well served by a standardized model.  The “use” of the asset comes from the process description and the “content” of the asset is made up from the information objects.  This is both very useful for the privacy design to a high level of precision but to know the actual combinations that create business value in our ways of working can trigger insight and form the basis to effectively critique how we link and share our data.  The decision on what words are chosen to create our information model is a reflection of our capabilities, our priorities and our culture.  But we can go further than this rather inert application of our model, the model itself is passive but we can leverage it in combination with our other initiatives to deliver clarity to our whole business operation. To do this our ambition has to extend beyond defining the structure of our information to defining the information itself.  A business glossary becomes both a key deliverable of information management and a valuable resource in improving how we work together effectively.

GDPR and HR: Move towards an integrated information architecture and deliver privacy by design

The possibilities of working well with information go further than creating artifacts and references.  These can also be leveraged to improve our working methods.  The most general benefit is a wide but consistent understanding of our enterprise.  We can leverage this perspective to avoid the inefficiencies of planning in silos and for isolated objectives.  Put simply, the full connection of our information needs to be understood to be exploited.  I used the word asset earlier to describe groups of information with a certain context, the implied value here will not be achieved unless it is realized to maximum impact.  One impact that is heavily reliant on understanding the full context is to deliver privacy by design.  The design element here indicates a broad perspective and directed intention.  Without this you can deliver privacy by default, but not by design.  The relevance of our work is improved not only for managing privacy but also for every potential touchpoint we have with our employees.  We can identify with greater purpose how we share our information and collaborate together. And it is this collaborative effort that will produce our best results.  From practical measures such as shift planning through to sharing the creative development of our objectives we have the opportunity to improve how this is done, with real-time relevant information.  Aside from the personal decisions involved with an “always on” work culture as a business we are obliged to secure the relevance and the immediacy of the data we share.  Part of delivering this is to be certain about what is being shared.

So back to GDPR and HR: it seems we do need to know what we are doing, but how much do we need to know?  There is a risk of going too far, the tone for good information design is balanced by clear visibility which provides business value.  When we start working with our information in this way we need to allow ourselves to make mistakes, but we should challenge ourselves to assess and refine the tone of our work.  We calibrate by doing it in the same way teams synchronize effort estimates in kanban planning - agility is a toning exercise to begin with. So let's be ambitious and really start to know what we are doing.

Today's post is from Joyce Maroney, Executive Director of the Workforce Institute.

This week I had the pleasure of speaking with Peter Navin, the senior vice president of employee experience at Grand Rounds, a company that provides an employer-based solution that gives employees and their families the technology, information and support they need to make decisions about whether and where to receive medical treatment. Before joining Grand Rounds, Peter has had a long and varied career in human resources leadership at companies like DocuSign and Shutterfly. He has also recently authored a Harvard Business Review article with Workforce Institute Board member David Creelman and fellow HR luminary John Boudreau on the topic of Why More Executives Should Consider Becoming a CHRO.

In this podcast recording of our conversation, you'll learn how Peter's career led him to the CHRO role and what advice he has for others who are CHRO's or who aspire to be.  He shares his four principles for creating a culture of engagement and performance as well as how executives aspiring to the CHRO role can prepare to make that move.

You'll also hear his responses to the following questions, among others:

Listen to the podcast below:

Are you an HR professional?  What would be your tips for someone who wishes to advance in the profession?

Today's post comes to us from board member Sharlyn Lauby. a.k.a., The HR Bartender and president of ITM Group, Inc., a training company focused on developing programs to retain and engage talent in the workplace

 

Self-care is any activity we deliberately do in order to take care of our mental, emotional, and physical health. In theory, when we say that we “take care of ourselves”, we're practicing self-care. The challenge with self-care is identifying the best ways to care for ourselves.

Now, you might be saying to yourself, “What does this have to do with employees?” The answer is … a lot.

It's hard for employees to be engaged if they're not healthy. It's difficult for employees to be productive if they're not healthy. Disengaged and unproductive employees impact the bottom-line.

Even if the company doesn't have a formal wellness or well-being program, it makes sense for employers to support the idea of self-care. Here are a few things companies can do to support employee self-care without spending extra money or creating a program.

  1. Make ergonomics a priority. Whether you have an open concept office or not, employees need to have office space with good lighting, chairs that provide good posture, and a quiet space to concentrate.
  2. Create “stop doing” goals. Often, when we talk about goals, it's in the context of the things we plan “to do”. Instead of always doing more, what if every employee had to set one goal of something they wanted to “stop doing”? It might be very helpful in changing attitude and behavior.
  3. Encourage use of health insurance wellness benefits. Most health insurance plans offer a set of preventative services like physicals, shots and vaccinations, and screening tests. Make sure employees know the preventative health services available to them.
  4. Plan healthier company-sponsored meals. I love pizza and doughnuts at employee meetings as much as the next person. But an occasional salad would send a better nutritional message. If companies want to encourage healthy eating, then they should offer healthy options.
  5. Promote sleep. According to the American Sleep Association, approximately 50-70 million U.S. adults have a sleep disorder. Lack of sleep has been attributed to driving accidents, obesity, and unethical conduct.
  6. Offer stress and time management courses. Schedule a lunch and learn session. Arianna Huffington's Thrive Program is available on LinkedIn Learning. SkillShare has a class on how to “Create a Perfect Morning Routine” that can be accessed from Facebook.
  7. Practice mindfulness. Harvard Business Review published an article earlier this year titled “Spending 10 Minutes a Day on Mindfulness Subtly Changes the Way You React to Everything”. Giving employees 10 minutes could yield big results - for them and for the company.
  8. Recognize employees for their work and accomplishments. In general, people like to know what they do well. It's comforting and affirming. Managers have the ability to lift the confidence of employees by giving them recognition in a way that means something.
  9. Have “walking” meetings. We've heard the phrase “sitting is the new smoking”. Instead of having a conversation with a colleague in a conference room, the new trend is to talk while walking. It makes the meeting go faster and you get in a little exercise.
  10. Provide flexible work schedules. Employees want to know they have control over their careers, and that includes their schedules. When emergencies occur, they want to know that the company can empathize. Giving employees flexibility helps them manage their lives.

Oh, and here's one more. Number 11 - demonstrate effective use of technology. It might be tempting to say that tech is the reason more people can't focus on self-care. But that's not necessarily true. There are many apps on the market that can make self-care fun and effective. Organizations need to set realistic expectations where technology is concerned. Managers should role model the tech etiquette they want to see from others.

Companies looking to improve engagement and retention need to examine the ways they support employee self-care. And employees need opportunities to relax and recharge in order to do their best work.

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