by admin | Mar 31, 2022 | Hot Topics, Human Resources
You’ve probably been hearing about the Great Resignation (or however you want to describe it) for months now. Even if you’re not dealing directly with increased turnover, your employees know they have options. Their friends, family, and people they know peripherally or on social media have made the leap and are gleefully announcing it on LinkedIn.
Some job-hoppers may be emboldened by the movement to quit good jobs in the hope of something better—better pay, more flexibility, or more opportunities for advancement. Some have simply been pushed to the brink by dead-end jobs, lousy company culture, or ineffective managers. Others have given up trying to “have it all” and left the workforce completely.
But what if employers could capitalize on this current “I quit” mood? If people are leaving jobs for something better, offer something better! Here are some ideas to create an engaged and committed workforce:
1. Understand and Be Responsive to Employee Needs, Motivations, and Priorities
A paycheck may be the reason everyone has a job in the first place, but it’s not the only reason people choose to work or decide to work for one employer over another. Your employees stick with you because there’s something in it for them besides the money. The job is useful to them. Knowing why it’s useful enables you to keep employees satisfied and, better yet, make their jobs even more appealing.
2. Prioritize Employee Development
A work environment in which people gain knowledge, learn new skills, and advance in their careers speaks more clearly and loudly than any marketing message can. People like working where they can grow and develop. According to a LinkedIn report, companies “that excel at internal mobility are able to retain employees nearly twice as long as companies that struggle with it.” And a better trained workforce is also a more productive and profitable workforce!
3. Reward Success
In fact, reward anything you want to see more of. Whether large or small, the rewards have to be meaningful. Ideally, figure out what type of reward speaks to each employee. For some, acknowledgment in a company meeting will make their heart sing. For others, receiving a token of your appreciation, such as a coffee gift card, will be more meaningful.
4. Allow for a Healthy Work-Life Balance
Flexibility is a big selling point for employees looking for better balance between work and life. Your employees have other commitments they need to attend to. Some are caring for young children or other family members while navigating daycare and school closures or multiple appointments. Give employees the time to see to those commitments and have a life outside of work, and you’ll get more from them when they’re on the job. Options may include remote or hybrid work, paid time off, flex hours, four-day workweeks, alternative schedules, and reducing workload. Remember, however, that policies are only as good as the practices around them. Ensure that employees don’t need to jump through hoops to request time off. Remind managers to be responsive to requests for time off and on the look out for signs that employees are feeling overwhelmed.
5. Conduct “Stay Interviews”
Don’t wait until people are leaving to investigate what could have inclined them to stay. Talk to employees now about what’s going well, what pain points they’re experiencing, and what could be done to take the relationship to the next level. Stay interviews enable you to address problems and unfulfilled wishes before they drive people out the door.
By Lisa DeShantz-Cook
Originally posted on Mineral
by admin | Mar 21, 2022 | Health & Wellness, Human Resources, Workplace
Question
We’ve been both super busy and understaffed recently. Is there anything we can do during this time to help our employees avoid extra stress or burnout before we can hire more employees?
Answer
Yes. Here are a few things you can do to make this time run as smoothly and stress-free as possible:
Remove nonessential work duties: For the positions that seem most stretched, make a list of tasks that could be put on hold (or perhaps reassigned). You can invite input from employees, too, but I’d recommend acknowledging that they’re overwhelmed and saying that you’ll do your best to alleviate some of the pressure. Then hold off on nonessential tasks until business slows down or you’ve increased your headcount.
Allow for flexible scheduling: If employees need to work longer hours on some days during the week, consider allowing them to work fewer hours on other days of the week. Note that some states have daily overtime, spread-of-hours, or split-shift laws.
Budget for overtime: Employees may need to work extra hours to keep up with the current demands of their job, so allow them to work overtime if you (and they) can swing it. If you’re pretty sure overtime will be necessary, inform employees of that ahead of time, so they can plan accordingly.
Ensure all equipment is fast and reliable: It’s important to identify, troubleshoot, and correct any slow or nonworking equipment issues (such as laptops, internet hardware, cash registers, or vehicles). If not resolved, these issues can slow down work and add to everyone’s stress.
Look for ways to automate: Consider whether any of your employees’ manual and time-consuming tasks could be eliminated or simplified with the use of new or different technology.
Increase safety protocols: Employee absences related to COVID have created a significant strain for many employers during the pandemic. Shoring up your safety protocols may reduce the risk of COVID-related absences because of sickness or exposure. Depending on your circumstances, examples include improving ventilation, encouraging or requiring vaccination, requiring employees to wear masks, and allowing employees to work remotely when possible.
By Megan Lemire
Originally posted on Mineral
by admin | Mar 8, 2022 | Employee Benefits, Human Resources, Workplace
If only everyone valued the same things, benefits planning would be a lot easier. If. Only.
However, most employers have five generations of employees active in the workplace who want different things. With generation gaps spanning more than 75 years, finding a one-size-fits-all benefits package can be challenging. However, there are certain things to consider to tailor employee benefits for each generation.
The Five Generations in the Workforce:
- Generation Z: 1997-2012, (5% of workforce)
- Millennials: 1981-1996, (35% of workforce)
- Generation X: 1965-1980, (33% of workforce)
- Baby Boomers: 1946-1964, (25% of workforce)
- Traditionalists or The Silent Generation: 1928-1945, (2% of workforce)
Regardless of their generation, every employee wants traditional benefits like time off, healthcare insurance, and retirement planning. To create a benefits program with multigenerational appeal, employers should first think about their employees’ shared concerns and varying needs.
One strategy for managing multiple generation is customizing benefits offerings to core demographics. For example, would your staff value on-site child-care? Would a retirement plan that highlights the need for saving early or tuition assistance be relevant for your employees? Think about who your employees are and which benefits are most likely going to support their success.
Many employees are concerned about their financial wellness. Seven out of 10 new college graduates each owe $37,000 or more. These unprecedented levels of student debt make financial concerns a primary concern for Millennials and Gen Z. Gen Xers share financial concerns as they look to pay for their children’s education. While fear of not saving enough for retirement is a concern for all age groups, it is most concerning to Baby Boomers and Traditionalists for whom retirement is around the corner.
Gen X values benefits that support better work-life balance, such as caretaker support, flex time, well-being and support and financial protection. Meanwhile, Gen Zers favor benefits that support career growth, mental health and diversity, equity, and inclusion programs and perks that relate to job security, a key concern for this generation.
While every generation faces uncertainty at different stages of life, Millennials are more likely to purchase legal insurance compared to other generations. Many Millennials started working during a recession which has greatly affected how they view their long-term careers. Millennials have adopted an “anything can happen” mentality and are willing to pay for peace of mind to be financially stable.
To handle the unexpected, health, dental, vision and life insurance are all valued traditional benefits and are especially important to Baby Boomers and Traditionalists. Some Traditionalists and Boomers may not be full-time employees. Companies employing more of this generation of workers should offer some sort of wellness benefits like gym memberships or health services.
Beyond the core offerings like health care and retirement savings plans, employers can offer a menu of non-medical voluntary benefits that employees can select based on their individual needs. Those might include legal insurance, caregiver leave, student debt assistance or tuition reimbursement, on-site child-care, pet insurance, financial counseling, accident insurance and more.
Whether a Boomer or a Gen Xer, all employees want to feel confident and informed about their healthcare decisions. Quality healthcare that is accessible and affordable is a priority for all generations. Creating a customizable benefits experience that recognizes the diversity across the multigenerational workforce will likely result in employee retention and increased job satisfaction as well as making recruiting top talent easier. By focusing on communication, the benefits mix, and understanding what is important to each generation, your company may well be on its way to a successful benefits strategy.
by admin | Mar 1, 2022 | Human Resources
Today’s offices potentially span five full generations ranging from Generation Z to the Silent Generation. A coworker could just as easily be raised with a smart phone in hand as they could have used a typewriter at their first job. Some see differences between generational colleagues as an annoyance (“kids these days!”) and many rely on generational stereotypes as fact. The truth of that matter is that generational stereotypes have about as many holes in them as a piece of Swiss cheese. Current research questions the validity of generational stereotypes. This five-part series uncovers top generational myths as a strategy to support a diverse and healthy employee population.
Let’s start with the greenest part of the workforce: Generation Z. This cohort was born between 1997 and 2012 and the elders of this group turn 25 this year. The top three myths of Gen Z include:
- Their interest in workplace flexibility is fueled by the desire for remote work. Workplace flexibility refers to how, when and where work gets accomplished. Historical literature pegs Generation Z as a group keen to choose when and where they complete their work. A recent survey completed by Annemarie Hayek, President and Founder of Global Mosaic, refuted this prior claim with data. It showed less than a third want a fully remote position. More exciting to Generation Z? Compensation and having their opinions heard by leadership.
- Mental health benefits fall into the “nice to have” category. Generation Z felt the effects of the pandemic mental health crisis and value quality healthcare. The National Institutes of Health study predicts that one third of today’s teenagers will experience mental health difficulties related to anxiety. Prior generations may hear “mental health” and think of fluffy wellness programs, but Gen Z sees it as so much more than a webinar on work-life balance. While this attribute is shared with Millennial colleagues, this group is more active in communicating their needs with managers and peers. No shying away from uncomfortable conversations here! Mental health was an ongoing conversation in their youth. For this reason, they are realistic about the hard costs and prioritize therapy and paid time off benefits.
- They are uncomfortable with face-to-face conversations. This generation was raised with technology at their fingertips and social media omnipresent, so many assume they rely on text for all professional communications. This common misconception does not pan out, says Ryan Jenkins, Inc. columnist and generational expert. Data shows that 84% of Gen Z favor live communication with their bosses. This group does not hide behind a screen in or out of the office. Generation Z was raised in an ever-changing sociopolitical environment that included school shootings, economic recessions, and increased focus on climate change. Because of this early exposure, they are comfortable activists, and they bring this social awareness to work.
Despite what you may have heard, the majority of Generation Z isn’t opposed to working in the office. They prioritize “hard” mental health benefits and prefer live conversations with their managers.
© UBA. All rights reserved.
by admin | Feb 22, 2022 | Human Resources, Workplace
Since the start of the pandemic, the gig economy has become more ubiquitous. Human Resources leaders need to understand the new kind of worker attracted to the world of gigs, and learn how to make that kind of non-traditional worker fit into their teams.
Some mistakenly believe that the gig economy, also known as the shared economy, only refers to on-demand jobs like driving for Uber or Lyft or making Amazon deliveries. However, it is also applicable to white-collar jobs. It’s becoming a solution for employees, who need more flexibility, and employers, who need talent during a historic labor shortage. The HR Exchange Network’s State of HR Report revealed that HR leaders hold flexible work culture as a top priority, second only to employee engagement and experience. Buying into gig work might be a way to address both those priorities.
What Is the Gig Economy?
“The gig economy is a free market system in which temporary, flexible jobs are commonplace and companies bring on independent contractors and freelancers instead of full-time employees, and in many cases, for short-term engagements,” according to Embroker.
A look at the numbers demonstrates how important it is for HR leaders to pay attention and get up to speed on how this new kind of work arrangement could influence their business. By 2023, the global gig economy is expected to be a $455 billion industry, according to Harvard Business Review. Two million new workers joined the U.S. freelance workforce in 2020. In fact, one in three working Americans rely on freelancing for all or part of their income. Gallup estimates roughly 57 million Americans are gig workers, according to Forbes.
“The rapidly accelerating growth of the gig economy represents one of the most significant and all-encompassing challenges faced by Human Resources professionals,” according to SHRM. “The fundamental question is whether Human Resources can demonstrate the agility to lead the change in culture, programs, processes, and policies originally designed for work completed by full-time employees to a new era when more of the work is being completed by a talent portfolio increasingly represented by contingent workers (also referred to as gigsters, free agents, temporary help, agency workers, on-call workers, contract workers, independent contractors, or freelancers).”
Pros of the Gig Economy
Affordable Labor
A full-time employee requires a salary and benefits. You have to make hefty investments in training and career progression. Hiring an on-demand worker eliminates the need for all that. You pay them per project or on an hourly basis for as long as you need them. They usually can work remotely or only need to come into an office or place of business on a limited basis.
Specific Skills or Talents
Sometimes, you need an expert in an area for one or two projects and not on a regular basis. Being able to hire contract workers as you need them means you can look for exactly what you need at that moment. You don’t necessarily have to worry about well-rounded skills like you might with a full-time hire.
Flexibility
Freelancers and on-demand hires offer flexibility. Even if you’re renewing a contract with one of them on a regular basis, you only have to pay them for the work they actually do. You can turn to them when the work demands more help or when their particular service will enhance outcomes.
Cons of the Gig Economy
Carousel of Workers
Team dynamics can be hard to pin down when you are always working with different people. Even if you consistently work with the same freelancers, they are not bound by the same participation expectations as full-time workers. This can make it even more challenging to define a culture or help teams better collaborate.
Different Kind of Relationships
There’s more of a hierarchy when you are working with full-time employees. Managers and supervisors oversee their work and usually provide some sort of performance measurements to track their progress. With freelancers, you are their client. They are still working for you, but it changes the dynamic of the relationship.
This becomes most complicated with contingent workers, who work consistently for a company but without job security or traditional benefits. They do this for a number of reasons, including having more freedom over their schedules, being able to work for others, and being their own boss. As a result, the contract dictates their work more than the manager does. However, the manager or company could end up being a dissatisfied customer, and contingent workers can be let go at any time and you don’t have to prove they deserved to be fired.
Lack of Routine
If you’re working with a blended team – full-time employees and freelancers or contingent workers – you might have a hard time creating a solid schedule or routine for the group. Potentially you could still get the job done, but full-time employees might feel inconvenienced or maybe even a bit resentful. They have to be in one place for a certain amount of time, whereas their freelance counterparts are free to work on their own clock.
Obviously, there are pros and cons to the gig economy. But HR leaders can’t afford to ignore the fact that there is a societal shift toward this kind of workplace, where people have more freedom over their schedules, the kind of work they do, and even the relationship they have with employers. There’s still so much we have to figure out when it comes to the gig economy.
“Online gig work has grown increasingly common in recent years – and yet there’s still limited understanding of how to effectively support these non-traditional workers,” according to Harvard Business Review. “While gig workers can benefit from greater flexibility and autonomy than traditional employees, they also face unique challenges: less job security, fewer resources for career development, and often, a strong sense of alienation and difficulty finding meaning in their work.”
In fact, many reports have suggested that HR leaders in the future will provide access to resources regarding benefits like medical insurance instead of paying for it as they would for a full-time employee. Companies may begin to support co-working spaces to prevent isolation of their contingent or freelance workers. The point is that change is afoot, and HR leaders are paving the way for this new work paradigm.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Jan 19, 2022 | Human Resources
Human Resources leaders are always being asked to look into a crystal ball and predict the future. You probably don’t have any super powers. But your Spidey sense might be telling you that a few trends that are surfacing are likely to stick around through the new year, 2022.
The coronavirus pandemic has changed your work and life. Slowly, things are improving and you’re getting your organization (not to mention yourself) used to the new normal. While you’re settling in (and still having an occasional panic attack, no judgment), you might want to pay special attention to what’s coming next.
Transformation of Human Resources
There’s no doubt that the biggest story of 2021, the Great Resignation, will spill over into 2022. When the pandemic began in 2020, HR leaders suddenly had a seat at the table. You were charged with being the light as people navigated safety protocol and transitioned to remote teams in the darkness. Your stature only continued to grow.
Then, people started quitting jobs in droves. In 2021, you figured out why this was happening. People were tired of low wages, lack of child care and healthcare, and an overall malaise about the kind of work they were doing. Some renamed the era the Great Reshuffling because people were seeking a better fit in their work and more work-life balance. In 2022, you will be determining the best ways to recruit and retain top talent. These strategies won’t be as basic they once were. It will definitely be a case of out with the old and in with the new.
Four-Day Workweek
In the wake of the pandemic, employees learned how to be ultra-productive at home. They used the extra time that remote work afforded (without a commute) to enjoy their families, pursue their hobbies, and get in a little me time. People don’t want to give that up. Employees have the leverage now, and they are asking for more flexibility in their schedules. While that’s already happening, some are talking about taking flexibility even further.
All this prompted discussions about the four-day workweek, a concept that has come up before. The debate will continue on into 2022, and some companies may adapt to this schedule to woo recruits and retain employees during what continues to be an historic labor shortage.
Mental Health and Wellness
The pandemic revealed that mental health and wellness is important to everyone. No one is immune to stress, especially during uncertain times. Businesses are recognizing this fact and providing employees with tools for relieving stress, addressing mental illnesses, and preventing burnout. Some companies are offering more flexibility, but they also provide programs. Maybe the employer offers a yoga class or meditation time. Some provide mental health days as part of paid time off (PTO). Employers are going to get more creative and pay more attention to the mental health of their employees moving forward. This will only become a bigger part of HR leadership’s responsibilities.
Diversity, Equity, and Inclusion (DEI)
At the height of the pandemic, the world watched the Black Lives Matter protests unfold before their eyes. Many demanded that businesses take a stand and show their support for the movement. By putting the spotlight on injustices related to policing, people began recognizing the lack of representation in leadership and management and even at junior levels.
While diversity had been on the minds of HR leaders for some time already, DEI strategies have risen in terms of priority. In 2022, you can expect DEI to remain at the forefront of recruiting and retention strategies.
The Possibility of More Variants
The Omicron variant swept the nation during the holiday season, and it upended plans for a return to the office for many employers. While some traditionalists are holding out for in-office-only workers and some occupations require going to a physical location to get the job done, the reality is that most companies will have to keep some level of remote work as an option because of the various COVID variants that might surface. Until the pandemic turns into an endemic, some companies will be remote only. Others will remain hybrid workplaces.
Coming up with sufficient strategies on how to collaborate, forge bonds, conduct performance measures, and attain desired results is a must. Of course, there are dreaded conversations to be had about masking up and getting vaccinated. Take a holistic approach, make sure the strategy matches your values, and consider the risks associated with whatever decisions you make.
Generational Differences
For the first time in history, four generations (Boomers, Generation X, Millennials, and Gen Z) are in the workforce at the same time. The differences among the generations – from pop culture references to tech savvy – pop up at the water cooler on a daily basis. The reality is that Millennials and Gen Z hold most of the power. The Boomers are retiring and Gen Xers are the smallest group and often get ignored or forgotten.
In any case, many HR experts focused on the generational differences that influence the success of organizations. The pandemic really brought out some of the profound disagreements, like whether to permit working from home in any city you choose or pushing or a return to the office. Gen Z reportedly delegates to their older superiors, while Millennials take a more middle-of-the-road and even practical approach as they gain esteem and rise to power. These generational gaps will continue into 2022, and you might notice more differences. Certainly, HR leaders are going to be working hard to unite all these groups. After all, DEI efforts should include age variations, too.
By Francesca Di Meglio
Originally posted on HR Exchange Network
