I'm so excited to formally announce our new board member Kate Bischoff!
Kate is an employment attorney and human resources professional who founded tHRive Law & Consulting LLC in 2016 with the goal of helping organizations balance compliance with innovation to achieve success.
Prior to starting her own business, Kate served as HR officer for Consulate General Jerusalem and U.S. Embassy Lusaka, Zambia. She has been recognized by The New York Times, CNN.com, The Wall Street Journal, USA Today, National Public Radio, and other journalistic sources as a leading authority on harassment, technology in the workplace, and employment law. She is also co-host of the Hostile Work Environment podcast.
Bischoffâ€™s first contribution to The Workforce Institute, â€œShould Employers Require Employees to Come Back to the Office Post-Pandemic?â€, is available now.
If you are a frequent reader of this blog then you probably already realized that we have a new addition to our board of advisors, Ivonne Vargas HernÃ¡ndez, who contributed her first article on resilience just last week.
Ivonne brings a wealth of experience in HR journalism and a deep knowledge of the Latin America market to our board. We're thrilled that she is joining us and look forward to adding her voice and perspective to The Workforce Institute.
You can read the full press release announcing Ivonne's addition to the board here.
Todayâ€™s post comes to us from Workforce Institute board member and HR Bartender, Sharlyn Lauby.
It goes without saying that thereâ€™s been plenty of â€œbadâ€ associated with the pandemic. And itâ€™s safe to say that weâ€™d all like to see more normal in our personal and professional lives. But maybe a complete return to the past isnâ€™t necessary.
An article in The New York Times recently talked about â€œHow to Keep Good Habits Post-Lockdownâ€. The gist of the article is that there might be some positive habits weâ€™ve acquired over the past few months that we need to figure out how to keep once weâ€™re back in the office and traveling again. Itâ€™s a good read worth checking out.
While The New York Times article focused on our personal habits like cooking, cleaning, and self-care, it does raise the question about our work habits. Have we developed some productive habits that we want to make sure that we keep doing? And are there some realizations weâ€™ve made about what we want from work that we want to remember?
If youâ€™re looking to finish out 2020 with some definite takeaways from the sheltering and distancing experience, check out these Workforce Institute articles for some inspiration.
This article from two-time Kronos (Now UKG) intern Megan Grenier makes the case that a great career consists of work that excites and people who inspire. â€œOver my two summers at Kronos, I have been given â€˜real workâ€™. My manager and coworkers did not send me to go on coffee runs or make me stand at the copier for hours. The work I had not only challenged me but was also impactful to the organization. The work I did was fulfilling, it pushed me to work harder, smarter, and better.â€
In the words of UKG CEO Aron Ain, â€œgreat businesses are run by great people.â€ Meaningful work and exceptional people are what make a job worthwhile. If you can find that balance, you wonâ€™t really work another day in your life.
A new DeVry University study found that at a time when U.S. workers should feel recognized and celebrated, more than a third felt their employers could take or leave them. Thirty-six percent of respondents said that based on their employersâ€™ actions since the start of the pandemic, they believe their employers view them as disposable. This perception resonated more with younger workers than older ones, with almost 50% of Gen Z and Millennials saying they felt disposable compared with approximately 30% Gen X and Boomers.
Respondents did agree that in todayâ€™s workforce, tenure, education, and industry experience do not matter as much as hard work, meeting goals and deadlines, and having a positive attitude.
Joyce Maroney, former executive director of The Workforce Institute, shares her takeaways after a successful corporate career. One of them is â€œYou are in charge of managing your career.â€
â€œI know you have bills to pay and a boss to answer to. Those arenâ€™t reasons to remain unhappy indefinitely at work. Every job has its boring, routine, or downright unpleasant aspects. However, if you never feel excited or optimistic at work, itâ€™s worth it to figure out a different path. Iâ€™m not saying that making a change is easy. You may need to go back to school. You may need to sacrifice compensation or perks. You may need to sacrifice a title. I experienced all of these and lived to tell about it. Donâ€™t let fear or ego stop you from doing what you need to do to get to a better place.â€
It's important for us to take time to regularly evaluate our career progress. Make sure that what we want in a career aligns with what weâ€™re currently doing. And if we see gaps, then put together a plan to address them. Maybe itâ€™s setting new goals. Or speaking with our manager. Regardless, the key to achieving career success is knowing what we want and working toward that goal.
According to this recent study from the Axsium Group and Empathica, over 50% of North American retail shoppers do not feel that employees appear to be genuinely interested in serving them.Â Eighty percent of respondents indicated a positive impact on their shopping experience when staff appear motivated and eager to serve them.Â According to the study, "At one retail client, customers who were offered a helpful suggestion of an additional product to the initial product they were considering experienced higher rates of satisfaction and had a basket size 31 percent larger than those who did not receive a suggestion during their store visit."
So what do retailers need to do differently to create a more engaging (and higher value) shopping experience for their customers?Â The key finding of the aforementioned study is that well trained and engaged employees are the principal driver of customer experience and higher per customer spend.Â Creating those well trained and engaged employees begins with hiring people who are interested in doing the jobs.Â Their managers need the tools to onboard them, train them and coach them.Â Providing them with flexible schedule options is another key driver to retaining them.
In this recent Stores story about JoS. A. Bank, Andrea Boling, vice president of human resources discusses the various ways in which Kronos has helped them improve not only the efficiency of their hiring process, but also improved the job fit of the candidates they hire.Â She cites the following returns on their implementation of the Kronos Workforce Talent Acquisition solution:
I recently blogged about highs and lows in my recent retail experiences.Â What are your stories from the trenches?
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