by admin | Aug 12, 2024 | Hot Topics, Human Resources
The lack of affordable and available child care in the United States continues to take its toll on workers and employers alike. It not only affects working parents with child care needs, consider the effect on coworkers who have to pick up the slack of absent team members or the staffing shortages organizations experience, especially small businesses, when parents take leaves of absence or quit their jobs because of child care complications.
The Business Case for Providing Support
Employers lose an estimated $23 billion a year because of child care-related complications, resulting in a $122 billion hit to the U.S. economy (lost wages, productivity, and tax revenue), according to a recent study from ReadyNation.
KinderCare, one of the country’s largest day-care operators, is constantly fielding questions from employers asking for help in solving child-care needs—needs they didn’t realize they were a part of before COVID.
In an environment with a tight job market—more job openings than people looking for work—the child-care industry is hit particularly hard. There is a need for more people to work in child care and a need for a career pipeline. But it’s hard to attract workers into a profession that requires credentialing and where the pay is so low. The child-care workforce was one of the slowest to recover from the pandemic, and it was predicted it would lose another 232,000 jobs once the federal pandemic child-care subsidy program ended.
How Employers are Responding
Conflict can often prompt creativity. The same can be said of crisis. Employers are responding in some very unique ways, from the conversion of office space to building new, on-site centers.
Micron Technology opened a center across the street from its HQ in Boise, Idaho and one near a manufacturing plant in central New York. It also invested money to train care providers and early-childhood teachers to address the talent shortage.
The Washington Post reports that Tyson Foods built a center in Humboldt, Tennessee to accommodate its shift workers; Hormel is building a $5 million child-care facility in Austin, Minnesota; and medical services company VGM Group is converting 8,000 square feet of office space into a day-care center in Waterloo, Iowa. While costly, employers are finding that on-site child care can attract and retain employees.
Pittsburgh International Airport opened a child-care center with plans to expand it to round-the-clock care to accommodate night-shift workers. They also added public bus routes to make transportation to work easier.
A charter school in Wisconsin—to avoid losing staff in a tight labor market—converted space into an infant-care center and are providing a 25% subsidy to the parents.
Another creative option is offering tuition subsidies to parents that can be used anywhere or in any manner to meet their needs, such as summer camps or after-school programs. Since child care needs vary over time, there is no one-size-fits-all solution.
Organizations such as Bright Horizons and KinderCare report a large uptick in employers inquiring about on-site child care along with information on backup options for emergency care.
As employers are realizing they need to be part of the solution to this crisis, can they expect to see a return on these hefty investments? According to an analysis of five companies that offer child care benefits, the positive financial impact can include an ROI of up to 425%. The benefits included monthly stipends of $1,000, near-site centers, and emergency on-site daycare. The companies have seen reduced absences and better retention, not to mention increased morale:
“It’s not just the money, it’s the principle. It feels like a ‘thank you.’ It’s an incredible morale booster. Even if another company offered me more money tomorrow, I wouldn’t even consider it, given how much this company has invested in my personal life.”
Government Programs and Public Policymakers
As mentioned in the previous article, most child-care businesses operated with less than a 1% profit before the pandemic. Other countries address that instability by subsidizing parents’ costs, an investment that allows child-care providers to charge adequate rates. However, the United States spends less than almost every other rich country on child care and early education.
During the pandemic the federal government sent out $24 billion in aid packages to the industry, which helped head off 75,000 child-care center closures. However, the Child Care Stabilization Grant expired on September 30, 2023. The Century Foundation’s Child Care Cliff Survey anticipated the impact the expiration of funds will have, including a loss in tax and business revenue of $10.6 billion.
Long-term solutions are needed. In its 2023 Kids Count Data Book, The Annie E. Casey Foundation offers suggestions: federal, state, and local government investment in child care including reauthorizing and strengthening the Child Care and Development Block Grant Act; collaboration among public and private leaders to improve the infrastructure for home-based child care; expanding the federal Child Care Access Means Parents in School program which serves student parents.
Private industry is beginning to see a return on its investment in child care benefits. Imagine the results—and the effect on society—if policymakers along with industry leaders take the leap to implement programs and build a system to make child care more affordable, available, and accessible.
Beyond it being an economic issue, a social issue, and a workforce issue, “…it’s a humanity issue,” writes Petula Dvorak, Washington Post Columnist.
by admin | Mar 5, 2024 | Hot Topics, Human Resources
A better work/life balance is at the top of the list for many employees. However, with the absence of nationwide paid leave regulations for American workers, employers typically determine the extent of paid time off for their employees. In an increased effort to remain competitive and improve employee attraction and retention, a new survey found that a majority (84%) of U.S. employers plan to add to their leave programs within the next two years to enhance their employees’ experience.
Due to changes in how and where people work in recent years, employers are contemplating updating their paid time off (PTO) and leave programs to meet the needs of their employees.
Specifically, these are the areas that are being revamped:
Caregiver Leave – Paid caregiving leave is time off with partial wage replacement to care for a family member with a serious illness. It is different than parental leave (leave to care for a newborn or newly adopted child) and from medical leave (leave to care for one’s own serious illness.
Many companies are realizing that with the aging of the baby-boom generation, millions of working families are part of a growing “sandwich generation” as they juggle to care for young children as well as aging parents. Paid caregiver leave is gaining popularity; 25% of companies have a policy in place and another 22% are planning to offer it in the next two years.
Bereavement Leave – Bereavement leave is offered by some employers to provide time off to an employee following the loss of a loved one.
Many companies are realizing that since grief can have an impact on employees well- being, both physically and emotionally. Complications from unresolved grief may include anger, fatigue and depression and can plague employees for months or even years. Offering paid leave to employees dealing with grief isn’t just the right thing to do – it’s a smart move for companies. Employees that feel valued and cared for at work are more likely to stick around, reducing turnover costs.
Parental Leave – The purpose of paid parental leave is to enable the employee to care for and bond with a newborn, newly adopted or newly placed child. In fact, one-fifth of companies that offer parental leave plan on increasing the length of their programs in the next few years.
General Paid Time Off – PTO is a benefit where an employee has access to paid time off that may be used for personal reasons, vacation, or sickness. 23% of employers plan on increasing the number of days off provided.
Your workplace may be a “good” place to work but the truth is, your key employees might just be one LinkedIn message away from being recruited to another company. Having competitive leave policies in place to create the best employee experience is critical.
Retention and turnover affect everyone in the company, not to mention the company’s bottom line. After all, employee turnover is very costly. It never hurts to review your leave policies to ensure you are doing what you can to remain competitive while keeping your team happy and healthy.
by admin | Jan 2, 2024 | Human Resources
With the arrival of 2024, Human Resources professionals are contemplating the future. Everyone is looking into that crystal ball to try and understand what the most pressing issues in talent management will be.
HR Exchange Network is no different, so we turned to the experts on Featured to ask what they think will be the biggest trend of the coming year. Discover their predictions:
THE EMERGENCE OF THE “HIDDEN WORKFORCE”
“With so many employers still facing talent shortages, 2024 will be the year of the ‘hidden workforce.’ This refers to the 27 million Americans who are often rejected or underutilized because of unfair hiring practices, like caregivers, retirees, or neurodivergent professionals.
In 2024, you can expect to see more employees taking on technology and recruitment strategies that help them dig into this unexplored segment. Technology makes it easier to tap into the hidden workforce and simultaneously customize workflows so that diverse hires are set up with the right tools for success.”-Robert Kaskel, Chief People Officer, Checkr
PRIORITIZING DATA PRIVACY OF EMPLOYEES
“I believe that in 2024, a significant HR trend will be the heightened prioritization of employee data privacy. With the shift toward remote work and digital operations, the importance of securing employee data escalates. We expect HR departments to introduce advanced data-protection measures and privacy-centric policies.
For instance, companies may adopt end-to-end encryption for internal communications and invest in training staff to recognize and mitigate data risks. This rising priority on data privacy not only safeguards against data breaches but also signals to employees that their personal information is respected and protected, further reinforcing their commitment to the company.”-Nuria Requena, Talent Acquisition Manager, Spacelift
INTEGRATING AI IN HR
“In 2024, I anticipate a significant advancement in integrating artificial intelligence within HR technology. Many HR professionals will learn to leverage AI to their advantage. Notably, in recruitment, AI has shown efficiency through streamlined candidate screening, a reduction in unconscious bias, substantial time and cost savings, and an elevated candidate experience marked by prompt and personalized responses.
An HR trend I hope to increase is remote and hybrid work models. Many roles do not necessitate a physical office presence, and the benefits of remote work are manifold. I encourage all employers to critically evaluate their organizational structure to identify opportunities for implementing and optimizing remote and hybrid work arrangements.”-Antwan Robertson, HR professional
ADAPTING TO NEW WORKFORCE DEMOGRAPHICS
“Adapting HR systems and practices to changing workforce demographics will be one of the leading HR trends going into 2024 and beyond.
As workplace technology evolves, the workforce demographics are growing as well, and many HR teams find themselves having to support and meet the needs of their workforce. Choosing to focus on one or the other is no longer a realistic solution, and HR needs to adapt its practices to serve both its aging and young workforce.”-Max Wesman, Chief Operating Officer, GoodHire
REBRANDING HR AS “PEOPLE & CULTURE”
“In the next year, I foresee more and more HR departments rebranding to “People & Culture.” This signals a systemic shift in how the function operates and views its role within an organization. It is the next step in the function’s evolution, which originated as “Personnel,” to the current state, “Human Resources.”
Today, more and more are rebranding to “People & Culture” to show the value and priority of the two most important aspects of their organization—the people and the culture. When both are thriving, the business will equally thrive. In contrast, if either is suffering, it will be evident in business outcomes. “People & Culture” teams play a critical role in shifting HR from a paper-first, transactional department to a people-first, transformational pillar of the business.”-Lindsey Garito, Director of People and Culture
MORE COMPREHENSIVE DEI INITIATIVES
“One trend we foresee is a growing recognition of the need to encompass various aspects of diversity, including race, gender, sexual orientation, and disability, within DEI initiatives. Organizations are expected to adopt more comprehensive and inclusive approaches. Additionally, there will be a continued focus on promoting mental health, emphasizing the creation of a supportive ethos, and offering resources. As remote work becomes prevalent, organizations will grapple with DEI challenges related to a globally diverse workforce, addressing cultural differences and remote inclusion.
Continuous education and training on DEI topics will therefore persist as a key trend, with a focus on cultivating an inclusive culture and minimizing bias. Also, there may be a greater push for transparency in reporting and accountability to showcase progress in DEI efforts.
To navigate these trends successfully, organizations will need to engage with DEI experts and adapt their strategies to foster a more inclusive workplace.”-Arundhati Chafekar, Principal Consultant, Vertical Lead – Learning and Strengths, NamanHR
FORWARD-LOOKING HIRING STRATEGIES
“In 2024, I expect one significant trend in HR to be the intensifying competition for top talent. This development follows a period where companies have become more adept at retaining their existing talent pools post-pandemic. As a result, attracting the best candidates for new positions has become more challenging.
In response to this trend, HR and talent acquisition professionals should adopt a more forward-looking approach to their hiring plans. They should start the recruitment process early and maintain a consistent effort to build and nurture a talent pipeline. Fostering relationships with target talent ahead of time can also give companies a competitive edge in securing the right candidates when the need arises.
This proactive approach is vital in a job market where availability is often characterized by the urgency of yesterday’s needs.”-Katie Tu, Managing Director, Kepler Search
DEI AND CONSTRUCTIVE ARGUMENTS
“With more and more attention being brought to DEI issues globally, I foresee more conversations and demand for solutions that consider cultural contexts. Similarly, I see an integration of conflict-management principles into DEI and HR work, where disagreements and conflict are not avoided or seen as destructive, but to collaborate and problem-solve.
This also reflects the shift of DEI work from purely the role of a select, passionate few into the hands of every working professional to prioritize the cultivation of diverse, equitable, and inclusive environments in the workplace and beyond.”-Xin Yi Yap, Global Diversity, Equity, and Inclusion Product Manager, Aperian
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Oct 4, 2023 | Hot Topics, Human Resources
Pushback on Remote Work
Nowadays, many employers are insisting that workers return to the office in full force. Last week, HR Exchange Network reported on Goldman Sachs enforcing a five-day RTO rule. The Street recently reported on how Dimon longs for the same at JPMorgan Chase. This is not new news. Some have suggested the big banks are concerned about compliance with However, The Street speculates that Dimon is most interested in strict RTO as a result of the organization’s real estate investments.
Walmart Lowers the Minimum Wage
Apparently, Walmart is paying some new hires less than it was paying others three months ago, according to the Wall Street Journal. The writer suggests that this is a sign that companies are trying to cut labor costs after significant wage increases during the Great Resignation. Most new hires will now earn the lowest possible hourly wage for their store.
“The wage-structure change comes after Walmart and other large employers have for years steadily raised wages and added benefits to attract workers in a tight labor market. The retailer’s latest move suggests that the stresses companies are facing in trying to find employees are easing and that they need to find ways to offset those wage increases,” according to WSJ.
UAW May Strike
The summer of strikes might just turn into the fall of strikes. The United Auto Workers (UAW) told General Motors that their proposal was insulting, according to CNBC. The contract for GM’s 46,000 UAW-represented workers included a 10% increase in wages. But the union rejected it and within days the UAW may go on strike.
“Despite the proposed wage increase being the largest under a UAW contract since 1999, it still falls far short of the union’s demands of a 40% hourly pay increase, a reduced 32-hour workweek, a shift back to traditional pensions, elimination of compensation tiers, and restoration of cost-of-living adjustments, among other items on the table,” according to CNBC.
Millennials Are the Hybrid Workers
LinkedIn is sharing data points from its latest Workforce Confidence survey, and it showed a difference in the way generations are experiencing work at the moment. About 20% of Millennials, compared to 17% of Gen X and 15% of Baby Boomers, are hybrid workers.
Cybersecurity Sees Layoffs
Cybersecurity was once considered a safe role to have because of the great necessity to protect data and technology from breaches. However, in the last month, nine cybersecurity companies have laid off employees, according to Axios. IronNet, Malwarebytes, Fortinet, NCC Group, Rapid7, Dragos, HackerOne, and Bishop Fox are among those that cut jobs. The publication reported that the companies have cut between 10% and 20% of their workforce, which amounts to hundreds of layoffs.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Aug 31, 2023 | Human Resources
Many in Human Resources talk about talent management in abstract terms but much of it has to do with helping people with habit formation. Indeed, HR can teach people to develop patterns of behavior that will contribute to the success of the individual and the organization. They can work with individuals and teams to ensure these good habits form over time.
Anastasia Buyalskaya, Assistant Professor of Marketing at HEC Paris, recently talked to HR Exchange Network about her research related to habit formation. The findings can assist HR professionals as they seek to offer employees the necessary tools for creating a healthy life and the means to achieve positive business outcomes. This study is a revelation because it undoes some of the myths about good and bad habits. It relates to the book Atomic Habits, which was on the 2022 HR Summer Reading list and is worth revisiting now.
Is It Possible for Employees to Form Good Habits?
In the meantime, discover what Buyalskaya shared about this study and helping people deploy positive patterns of behavior:
HREN: Briefly describe in easy-to-understand language the study and explain the connection between machine learning and habit formation.
AB: The study conducted by behavioral scientists at HEC Paris, Caltech, University of Chicago, and the Wharton School at University of Pennsylvania challenges the commonly held belief that it takes 21 days to form a new habit. In fact, the researchers found that there is no “magic number” of days required to form a habit. The time it takes to develop a habit depends on various factors, such as the behavioral domain – for example, a simple motor habit will take a shorter period of time than a complex habit which requires planning. The study also looked at how individuals respond to changes in rewards. The study revealed that once a habit is formed, individuals are less likely to respond to changes in rewards than those who have yet to create a habit.
HREN: What are the big takeaways?
AB: The big takeaways from the study are that there is no fixed number of days required to form a habit, and the time it takes varies depending on factors like behavior complexity. Contrary to the popular belief that it takes 21 days, the study found that it takes approximately two weeks or nine to 10 shifts for a habit to form (hand sanitizing, for example). However, forming a habit of going to the gym takes much longer, on the order of several months.
HREN: Why is this good information for those in Human Resources to have?
AB: This information is valuable for those in Human Resources because it provides a more nuanced understanding of habit formation in real-world scenarios. HR professionals can use this knowledge to design effective strategies for promoting healthy habits among employees. Secondly, the study suggests that it is easier to motivate individuals who have not yet formed a habit, highlighting the importance of early intervention. HR teams can focus on incentivizing and encouraging employees to adopt healthy habits soon after they join the company before these routines become ingrained.
HREN: What kinds of practices could we recommend to those in HR trying to help their workforce?
AB: To help their workforce, HR professionals could recommend practices such as implementing reward systems, providing education and training on healthy habits, and creating a supportive environment that encourages behavior change. Offering financial or social incentives to develop healthy behaviors early on in an employee’s journey with a company may be particularly effective at kick-starting habit formation. Secondly, HR can promote awareness and education about habit formation, helping employees understand that it is a process that varies depending on the behavior and individual.
HREN: Is there anything else you’d like to share? If so, what?
AB: A machine learning technique was used in the study. Machine learning is very useful for analyzing and interpreting large amounts of data on human behavior. HR professionals may also consider building up data science capabilities to apply some of these machine learning algorithms to their own datasets and therefore be able to study habit formation and uncover other patterns of behavior among their employees.
By Francesca DiMeglio
Originally posted on HR Exchange Network
by admin | Aug 7, 2023 | Human Resources
Gallup recently sounded the alarm on the employee engagement crisis. A survey revealed that nearly 60% of 120,000 of the world’s workers are quiet quitting or not engaging, and 18% are actively disengaged, which Gallup labeled as loud quitting.
This is a surprise to the public, but Human Resources professionals saw this coming. In the State of HR survey, they listed employee engagement as their number one priority and burnout as the biggest challenge. In 2022, employees had returned to pre-pandemic levels of engagement before media attention turned to quiet quitting. This was a phrase used to describe people setting boundaries with their employees, sticking to a fixed schedule, and meeting requirements of their job without going above and beyond.
What Is Loud Quitting?
In the early days of quiet quitting, many in HR rolled their eyes because this was nothing new and workers have a right to set boundaries. Not everyone has to be ambitious. Sometimes, it’s just about fulfilling basic duties to earn that paycheck.
Loud quitting is distinctly different. It’s akin to burning bridges, which HR Exchange Network does not recommend in any instance. Workers simply don’t know if their paths will ever cross with these employers, HR professionals, or colleagues again. It breeds a lack of trust and can mar one’s reputation. Gallup uses this definition to describe loud quitting:
“These employees take actions that directly harm the organization, undercutting its goals and opposing its leaders. At some point along the way, the trust between employee and employer was severely broken. Or the employee has been woefully mismatched to a role, causing constant crises.”
This is a serious charge. At a time when the world is grappling with an uncertain economy, and the World Bank warned that businesses may be facing a decade of decline without economic growth, this news is even more disturbing. After all, Gallup estimates that low engagement costs the global economy $8.8 trillion and accounts for 9% of global GDP. Imagine how that plays out in one company.
How Should HR Respond?
Human Resources must pay close attention to employee engagement and experience. This is a challenging time for everyone. People are experiencing anxiety that lingers from the pandemic and is exacerbated by financial concerns. In addition, many companies, especially in the tech sector, are conducting layoffs, hiring freezes, budget cuts, and restructuring. This means those who are still employed are taking on more work, which can lead to feeling overwhelmed at best and burnout at worst.
ADMIT YOU HAVE A PROBLEM
Human Resources must be attentive to what’s happening with employees. Using feedback surveys allows HR to hear from workers and recognize if there are problems. However, even without feedback surveys, HR professionals can use their eyes and ears to recognize if people are being overworked, having issues with managers and colleagues, or simply checking out.
MAINTAIN FOCUS ON MENTAL HEALTH AND WELLNESS
In the Gallup survey, 44% of workers said they experienced a lot of stress the previous day. The circumstances of work today by themselves are causing anxiety. Therefore, mental health and wellness benefits must remain a priority. Employees have come to expect companies to show their care and concern by providing them with the means to tend to their physical and mental health. When employers are asking people to do more with less, they should be prepared to help them deal with the consequences.
KEEP AN EYE ON DEI EFFORTS
In the last year, diversity and inclusion programs have taken a hit. Employers laid off DEI leaders or cut resources. But DEI is vital to employee engagement. Providing people with that sense of belonging and making them feel heard and valued, which are all part of any decent DEI program, are essential to keeping people engaged.
HELP MANAGERS BE BETTER
Many in HR have said, “People quit managers, not jobs!” This mantra is often said because it is true. In fact, Gallup suggests that HR address this engagement crisis by focusing on top talent and giving them better managers. The fact is that HR has been asking much of managers these days.
In addition to ensure tasks get done, projects are completed, and results improve, they also must show empathy, help people with their wellness and well-being, and encourage a culture of inclusiveness. These are not easy tasks, and many never get training or help meeting these goals. Training managers on both hard and soft skills prepares them for the new expectations of employees and positions them to garner more engagement.
By Francesca Di Meglio
Originally posted on HR Exchange Network
