by admin | Aug 4, 2022 | Health & Wellness, Hot Topics, Workplace
Respondents to the latest State of HR report list burnout as the greatest consequence of the pandemic. In fact, the Great Resignation lingers, in part, because the burnout has gotten worse. Now, companies are facing inflation, the yanking of job offers, and the possibility of layoffs. While they are tightening their belts and being far more cautious, their workers remain overworked and burdened.
So, HR leaders are in hot pursuit of mental health and wellness solutions, ways to reach out and show they care. They want to help improve retention and ensure a functioning, healthy workforce. Knowing where to begin with a burnout prevention plan is challenging.
Access to Help
To start, HR professionals must connect their employees with resources to help them reduce stress, treat diagnosed mental illness, and everything in between. This requires due diligence. Experts suggest that HR leaders conduct surveys, ask questions, and listen to employees to learn what they need. Then, they can take action and provide solutions that will be used and are more likely to work.
PTO
Paid time off (PTO) is crucially getting redesigned for the new workplace. Aside from changing the delivery with options like unlimited PTO, companies are insisting people take time off. Goldman Sachs, for instance, will require employees to take a minimum of 15 days off per year beginning in 2023.
Even if some organizations do not have a minimum vacation policy, they are encouraging leaders to use their PTO to model healthy behavior. Many employees feel pressure to keep working, especially if they see their bosses chaining themselves to their desks. Getting people in the United States to use their PTO is part of a cultural shift that is taking place. Suddenly, people are interested in making work-life balance a priority. Getting time off and stepping away from work is a way to combat burnout.
Mini Breaks
Some HR leaders are pushing for mini breaks throughout the day. This could be a five- or 10-minute pause after a meeting or between tasks. The idea is for people to take a deep breath, go to the bathroom, reflect on their to-do list or what happened in the last meeting, walk around a bit, rest their eyes after hours on the computer, etc.
This is a shorter version of the traditional coffee break (but one certainly could grab a coffee or tea). Mini breaks allow people to transition from one task to another and briefly rest their mind, so they do not feel as though they are on the go 24/7. Some companies, as reported in the Employee Engagement and Experience for the Post-COVID World report, offer zen rooms that give people a chance to chill out at work.
Better Scheduling
Having better work-life balance can improve stress and reduce the likelihood of burnout. Again, it’s incumbent upon leaders in the organization to set the standard by not sending out emails before or after typical working hours, for example. Make rules about when teammates can call one another about work – and stick to them.
Most importantly, recognize when a meeting could be an email and do not schedule it. In fact, some companies are choosing at least one day per week with no scheduled meetings. These scheduling efforts might seem like small gestures, but clearing the calendar and separating work hours from personal hours can ease pressure.
Flexibility
Flexibility is the keyword of the moment. Employees want permission to work when and where they want as long as they maintain their output and deliver for their bosses. Many employers are not on board. There is a grand debate about working from home or returning to work with many in leadership preferring RTO.
Still, there are ways to be flexible and empathetic. For instance, if someone needs to pick up their kids from school, a manager can allow them to do so. In some offices, they allow workers to bring their pets to the office. Just knowing that one’s boss supports him if something comes up can help combat the stress that leads to burnout.
Lighten Work Loads
With the labor shortage that many are experiencing and the fact that employers are trying to do more with less, people are feeling overworked. In these cases, managers should delegate, so that people are sharing the burdens. Also, they can refrain from having people do repetitive tasks that might be nice but are not necessary. Perhaps, workers can gather numbers for the monthly report every other month instead.
Finding ways to help employees prevent burnout is a top priority for HR leaders. After all, burnout is contributing to the record number of Americans quitting their jobs, which is causing a labor shortage for many. To combat burnout is a way to work on retention.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Jun 2, 2022 | Workplace
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. 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 series uncovers top generational myths as a strategy to support a diverse and healthy employee population.
Next, we analyze the smallest generational group, born between 1965 and 1980: Generation X.
The top three myths of Gen X include:
- They are “risk takers.”
Some believe that this group is characterized as being reactionary and rebellious. In fact, Generation X keeps a much lower profile at work. This group was called “the forgotten generation” by Pew Research. Why? Because they are a smaller group smashed in between two larger generations (Millennials and Baby Boomers). Additionally, they are the generation least likely to be promoted at work. A 2018 Harvard Business Review study concluded that Millennials and Baby Boomers had received two or more promotions in the same period that 66% of Gen X received one or less. Gen X was raised hearing their parents complain about “work-life” balance. Truth is, they are the group most likely to be helping their children and parents in addition to work. This group is a reliable bunch who values loyalty.
- Gen X has a hard time relating to other generations in the workplace.
While some say that Gen X alienates other generations, this couldn’t be further from the truth. Nielsen research called Generation X the “most connected” generation. Technology adaption played a huge role in their ability to bridge the generations above and below them. Most were not introduced to technology until adulthood. This lack of computer access in their youth helps them relate to boomers in the office. At the same time, they share an excitement for technology with Millennials and lined up alongside them to get their first iPhones. Generation X are natural collaborators and often play the role of connector in the office.
- Their pessimism hurts them in the workplace.
Gen X has worked through several hefty recessions and watched their retirement accounts take devastating hits. Experian reports that Generation X carries more debt than other groups and data from the National Association of Realtors showed this generation more likely to be declined for homeowner loans. So, can you blame them for being cynical? However, a closer look uncovers a different story in the way this shows up at work. Generation X is savvy because of these hardships and surprisingly content. In fact, a Better Hire survey concluded that more than 50% of Generation X participants are happy at work. They show up with an entrepreneurial spirit, owning their own destiny.
In sum, Gen X values stability rather than risk in the workplace. They play an important connector role at work with colleagues and at home with their families. Gen X has “been there, done that” and uses these lessons to make work enjoyable. They are an important piece in the generational puzzle.
© UBA. All rights reserved.
by admin | Apr 7, 2022 | Hot Topics, Human Resources, Workplace
2021 was quittin’ time in America. Last year alone over 47.4 million Americans quit their jobs. This year, employees seemingly have the upper hand against employers. The Turnover Tsunami, a.k.a. The Great Resignation, has forced a reckoning with the workplace and few employers have come away unscathed. Organizations are now shifting priorities to make employee well-being and retention the priority. The fact of the matter is, after health insurance, the most desirable perks and benefits are those that offer flexibility while improving work/life balance. So, what is it that employees really want to achieve a better work/life balance?
- Hybrid Work – Working remotely some days in the week and at a physical office on others
- Flexibility– Being able to occasionally shift hours that best fit an employee’s life
Why Hybrid Work?
In 2020, people had to change the way they worked overnight and turned their kitchen tables into a fully functioning office. Many employees discovered they were more productive at home. On the other hand, some miss the social nature of the office and working collaboratively in person. Because of these mixed perks of in office vs. working at home, hybrid work can offer the best of both worlds.
According to a survey by the International Workplace Group, 72% of office workers would prefer a hybrid way of working to a full-time return to the office – even if reverting to Monday – Friday routine meant earning more money.
Why Flexible Work?
When the workforce went home because of the COVID-19 pandemic, it caused a change in the expectations of employees and therefore the way companies approach their work environments. The pandemic prompted job seekers to seek flexibility that allows them some level of control of their time. Gene Lanzoni at Guardian said “Time is the most important benefit an employer can provide. For many of us the pandemic afforded us more time, and we’re really not willing to give that back. We had a taste of a more balanced life.”
Balance has never been more important. 60% of families with children have both parents working and for these families, being able to work from home with flexibility is nonnegotiable. Flexibility can allow caregivers to log off from 3 p.m. – 8 p.m. and then come back and do some work after the kids are in bed. When employees have more control of their work schedules, they can free up time to take care of things that pop up in their personal lives – whether it’s running an errand, taking a child to the dentist, or being home for a delivery.
In the end, a flexible schedule contributes to a higher quality of life. Employees don’t have to put their careers on hold to focus on their families or education. This freedom is more valuable in the long run than a paycheck.
Worker retention is more important than ever in 2022. Building a good workplace culture based on the current interests of employees plays a significant role for the success of the company. Businesses now live in an employee-driven job market. It is essential that as an employer you know what benefits your employees value to keep them happy, healthy and working for you.
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 | 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
