Category: Concepts for Consideration

Striving To Be An Inclusive Workplace

It’s a no-brainer that diversity and inclusion make for a stronger workforce. When organizations embrace and value employees of different backgrounds into an inclusive workplace, they reap the rewards in creativity and innovation, a strong company culture, improved employee performance, and more.

An inclusive workplace welcomes and supports people with all kinds of differences. Inclusion is a sense of belonging, connection and community at work. Inclusive organizations help people feel welcomed, known, valued and encouraged to bring their whole, unique selves to work. Building an inclusive culture helps employees feel more comfortable being themselves, asking for what they need to feel empowered, increasing independence which leads to increased confidence, engagement, and ultimately productivity. An inclusive workplace understands that people have different ways of processing information, interacting with others, and achieving goals. When employees feel valued, they’re more likely to make valuable contributions in the workplace.

If we think about this from the employee experience at work (and beyond) inclusion means creating wonderful and fulfilling experiences. These experiences have a positive effect on team members and empower them to do their jobs more effectively. Research by the Limeade Institute and Artemis shows:

28% are more engaged at work

19% have greater well-being in their lives

43% are more committed to their organization

51% are more likely to recommend their organization as a great place to work

Inclusive workplaces tend to have more innovative ideas, creating more opportunities to generate revenue or increase brand recognition. They also are:

2.9 times more likely to identify and build leaders

3.8 times more likely to be able to coach people for improved performance

3.6 times more able to deal with personnel performance problems

6 times more likely to anticipate change and effectively respond

6 times more innovative

67% of candidates seek out diverse organizations to work for

8 times more likely to have overall better business outcomes

2.3 times higher cash flow per employee over a three-year period

120% more likely to hit financial goals

Most leaders agree an inclusive workplace is important. But what being inclusive means and how it comes to life varies widely from one organization to the next.

The key to an inclusive work environment is making sure each employee feels included, and this is exactly where many organizations lose momentum. You need true commitment from everyone, every day and throughout an organization, to create a culture of inclusion. Leaders also need to show they authentically value the people behind their ideas and experiences.

If you and your organization are ready to do more in the inclusion space here are several suggestions to help everyone flourish or take elements to the next level:

Integrate inclusion into your core values which is demonstrated in what and how you do things each and every day.

Ongoing reinforcement and support from leadership is a top-down imperative. Walk the walk and talk the talk.

Modeling respect and inclusive language like person or individual, people with disabilities, spouse or partner. You are asking for basic courtesy allowing people to participate in the workplace without the constraints of discrimination or favoritism. This step also means learning about microaggressions and learning what not to say and what you are saying may be off putting to others. This step could include installing multilingual signage for employees and visitors.

1-on-1 Check-ins. These are not just for providing in-the-moment feedback. They are also opportunities to build trust – to open the door for dialogue that allows employees to honestly express their needs or discuss challenges they may experience in your workplace. This time is perfect time to build on the individual’s strengths and interests while discussing learning, development and career track opportunities. This shows the employee the organization cares and wants to hear about their aspirations for growth.

Create safe spaces. When people have a voice and feel comfortable sharing their ideas and opinions verbally, in surveys and when leadership listens you are creating psychological safety and a sense of belonging. Provide gender-neutral restrooms, lactation rooms, prayer or meditation spaces, and quiet workspaces for workers who may be distracted, overstimulated or overwhelmed for any number of reasons. This step can also include opportunities for your more introverted employees to speak up or designate solitary spaces for them to work and eat so they can recharge. This need for safe spaces extends to your remote employees as well (the digital space to use pronouns and blocking time off on calendars).

Provide transparency into workforce decisions. In a transparent organization, employees don’t have to guess what’s expected of them and what’s frowned upon. Instead of having “secret rules,” be clear about how you evaluate employees. This promotes ethical decision-making practices and helps employees feel comfortable about speaking up. Sometimes organizations need to make changes or adjustments communication about then changes in direction or policy are needed.

Create and plan events and initiatives focused on inclusivity to honor recognize and celebrate employees from Pride Month to screening documentaries, to recognizing and rewarding everyone’s performance. Make sure your organization’s activities promote and support diversity as well. Who are you inviting to public-facing events? Which charitable causes does the organization support during volunteer days and fundraisers?

Make the work environment accessible to all. To all forms of disabilities going beyond meeting ADA requirements and ergonomics.

Emphasize on-going inclusion awareness and training including opportunities for authentic conversations between employees at all levels within the organization.

Provide access to resources. Support from managers or diversity and affinity groups help employees know their organization is committed to their well-being and growth.

Beyond the organizational level of activities individual employees can also contribute to this conversation and a set of activities by:

Asking what others think
Getting to know others within your organization
Be yourself (expressing yourself appropriately and professionally)
Speak up about inclusion
Challenge stereotypes
Think about how you communicate
Support your co-workers’ differences
Respond from a place of personal experience. Try using these: “in my opinion” or “based on what I have read and learned” or “according to my experience and “in my opinion” or “based on what I have read and learned” or “according to my experience. Or there is the option of ‘That’s a different perspective’ or ‘I see your point of view’ or ‘I never thought of it that way’. This keeps the conversation inclusive.

Your employees are at the heart of your organization and its culture. Inclusion involves everyone. Any of these organizational and individual actions can make a big difference to reinforcing inclusion in your workplace.

Citations:
(1) Limeade Institute and Artemis 2021
https://www.limeade.com/wp-content/uploads/2021/06/Inclusion-POV.pdf

(2) BuiltIn
46 Diversity in the Workplace Statistics to Know
Matthew Urwin | Mar 29, 2024
https://builtin.com/diversity-inclusion/diversity-in-the-workplace-statistics

(3) Josh Bersin
Why Diversity and Inclusion Has Become a Business Priority
March 16, 2019
https://joshbersin.com/2015/12/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/

HR Must Be Involved in Layoff Planning

Sadly, there has been an increase in discussions (and headlines) about employers experiencing or exploring layoffs in their organizations (some industries more so than others). Employees are a key component of our operations. They should be the last thing we cut and not an emotional reaction to our financials. More of a proactive mindset and less of a reactionary one.

If you find yourself near these conversations, please consider:

Putting promotions and raises on hold (hiring freezes)
Reducing hours – Perhaps move some to part-time status, perhaps four-day work weeks
Exploring – Furloughs, Job Sharing and Early Retirements
Cutting– Processes, non-essential costs, tech tools that do not help with daily tasks, cut subscriptions to low ROI vendors
Revaluating your benefits
Eliminating contingent workers and contract labor

Of course, it will be important to consider all the costs and benefits to each of these options, for short- and long-term solutions, before ever putting filled positions on a list.

However, if you are experiencing great difficulty and you believe you will have to say goodbye to employees, then we want to be able to supply some information and support to the process.

HR must work with their counsel to minimize the legal risks of any planned reduction in force. Attorneys tell employers that cases filed regarding layoffs are hard to win. Unfortunately, the plaintiffs often are the “nicer, older” former employees who can easily sway a jury’s sympathy.

Employers should be purposeful in their vocabulary, long before an attorney is involved. Some definitions of terms may be helpful. First, Layoff must be defined as the intent to bring the employee back to work once business is back. There is no severance pay in layoffs. If you do not intend to bring employees back within six months, then do not call it a layoff. Discharge is a general term most aptly defined as released from one’s duties. Termination is best described as separation from employment due to performance challenges that the employee has not been able to correct, or for violation of organizational policies. Separation is the most general term, and one to use when telling employees that you are separating them from the organization due to the changing economy and the lack of new business, orders, demand, finances, etc., and that there is little likelihood of returning anyone to work.

The key to minimizing an organization’s liability, and avoiding being before a jury, is planning. A timeline and realistic expectations are needed. One suggestion is to have the organization consider several division-wide reductions in force (RIFs), rather than a company-wide RIF. Having this be a series of separate activities can reduce the possibility of a company-wide class action.

The important first step in any type of separation scenario is the decision-making process. This must be thoroughly documented and must include the business case for the decision. It is the role of the employer to document how the outcomes of reduction corelate to the business case of need. It is equally important that individuals are identified through an objective and accepted process of evaluating seniority, performance, skill, or a combination of these three.

Because the identification criteria leads to the impacted employees named it is crucial to make the criteria easy for everyone to understand.

Impermissible criteria for selection include:

Protected class
Proximity to retirement
Outstanding claims
Health status
Leave status
Protected conduct (e.g., whistle-blowing)

Typically, an organization will have this criterion outlined in their separation policies and data will be maintained to support the identification process. If this is not the case for your organization, do not choose criteria that requires the development of “just in time (created from memory)” information for review. In these cases using seniority is the safest criteria. An adverse-impact analysis is an essential part of the process and should be conducted under the attorney-client privilege. Employers will want to make sure that, as the workforce has and is changing, the statistics do as well. In addition, employers will want to double check their compliance with WARN (Worker Adjustment and Retraining Notification Act), and any of the state- specific laws as well.

Employers need to be particularly careful about how they communicate the separation and layoff to employees. We do not recommend simply sending out a memo, having corporate security at the ready, or having employees read an announcement online. Employers need to have HR, including benefits representatives, on-site for consultation during a time of separation or layoffs. It is good practice to prepare an email summarizing the relevant points and supporting recommendations for the separation/layoffs. Any efforts to find departing workers other work should be documented as well. Outplacement assistance isn’t just a nice thing to do; individuals who have jobs or good prospects for getting a new job tend not to sue employers as often. HR’s involvement will help ensure consistency and fairness. This additional documentation will help lay the groundwork for HR as a witness, should there be a need for a trial.

To aid you in the process of knowing what steps to take and how to communicate with your employees during these troubling times, you certainly can give our consultants a call.

THE LAYOFF CONVERSATION: Reducing the Stress and Discomfort
One of the trickiest situations that managers and supervisors face is the layoff or termination conversation. It is a responsibility that causes stress, complex emotions, and discomfort. It is a conversation intensely disliked by anyone who has to do it. Many times, managers or supervisors have even reported physical effects, such as indigestion, sleeplessness, and even dizziness, just before, during, and after such meetings. HR must be the teacher and coach as supervisors perform this onerous duty.

While it’s unrealistic to think that all the stress and discomfort of going through a layoff conversation can be eliminated, there are steps that can be taken to reduce those effects. These steps benefit everyone, so they are well worth the effort. It’s critical to remember that while the conversation is difficult, it is the employee who is facing the trauma and uncertainty of losing their job. It makes sense to take whatever measures you can to make it easier for everyone.

Before going through a reduction in the workforce, consider taking the following steps in preparation for the actual layoff conversations:

Consider the communication:

Pick the timing. Many organizations will announce layoffs early in the day and never on Fridays, so that employees have time to process the impact, then ask questions. Doing this earlier in the day gives the employee an opportunity to think about how they will share this information with family members. It also gives the employee an opportunity to file for unemployment before the end of the week, which speeds up their uncompensated time.
Identify how the message is initially delivered. If several jobs are being eliminated at once, what is the most effective way for communication to be made? It might mean a group message followed by individual meetings. Consider any part of the individual meetings that you hope to keep confidential until you go through the process.

Pick the format, then use it.

Be personal. Even when several jobs are being eliminated at once, it is important to individually meet with the affected employees if possible, and as soon as possible. Each person’s situation is different, so meeting one-on-one is responsive to each employee. Promptly having the meetings can ensure that rumors are better managed.
Be focused and brief. Establish a script that you can follow and refer to as you go through the discussion. This not only helps cover the essential points but allows you to stay focused and ease the emotional effects.
Be responsive, but in control. Allow individuals to ask questions, then answer those questions when you are ready. If you need to get back to them on something, do so as soon as you can. Don’t make a follow-up promise you cannot keep. Follow-up and follow through.

Script out your key points. There are several key points that need to be addressed:

Reminder to ensure you use the correct terminology. A “layoff” implies the individual can expect an opportunity to be recalled at some future time. If that expectation does not exist, clarify that the employment is ending. We prefer the word “separation,” since it is not as emotionally charged as “termination.”
Identify the basis for the decision, then stick to it. Explain the business need or policy basis for the decision. This explanation can indicate that the decision is objective, nondiscriminatory, and being consistently followed. Be brief. Lengthy discourse is lost on the employee.
Do not throw others under the bus. Managers and supervisors may try to blame “upper management” or indicate that they are “just following orders.” This does not reduce the impact of the decision and may indicate a lack of unity within management. Both of those things can be detrimental. Even if you regret the decision or it was a close call, supervisors or managers need to support the decision.
Cover the points critical to the employee. Make sure you understand the specific points that will be most important to the employee, including timing, compensation and benefits, and next steps. If you are unsure or are questioned, respond only as and when comfortable.

Know your process. Follow each step so that you address all that needs to be addressed.

The communication process and individual meetings as described above should be consistently followed.
Identify any security issues, including computer and organizational information, and take steps to protect the organization and its assets.
Know the steps that follow each employee meeting. You may want the employee to have the rest of the day off, or at least a period of time to process the conversation. If you are asking them to leave following the conversation as opposed to the end of the day or week, make sure you give them ample time to say their goodbyes and clean out their workspace. Having boxes available is a nice gesture. Remember that this process is far different from a disciplinary-based termination.
Know what happens moving forward. Be specific as to when the employment relationship will end if the employee may be continuing to work for a period of time. Clarify your expectations for the employee’s communication with customers or co-workers, and job performance while the employee continues to work.

Remember, it’s not about you, at that point.

Focus on communication and the individual first. Get through the initial communication so the individual gets the message and can process it.
Be prepared for the individual’s response. Anticipate how the person may react. If there is a concern about hostility or violence, know how you will respond.
It’s okay to allow yourself to feel the impact and stress later, and then deal with it. There will be an emotional and sometimes even physical impact. Recognize and accept that those effects are okay and determine how you can best respond to those feelings. Do not deny or bottle up the effects. Remember that if your organization has an Employee Assistance Program (EAP), it can be a resource for you in dealing with your feelings of loss and sadness. (It is good to extend this benefit for a month or two for employees losing their jobs as well.)

Continuous Learning

“The greatest enemy of learning is knowing.” ~John C. Maxwell

It sounds almost backward. The reason we are learning is so we can know something.

Nearly every profession requires the need to keep learning the latest techniques in their area of expertise. This is not to say we discount what we have learned in the past, but we need to maintain a healthy tension between what we have learned and what we still need to discover. What we learned yesterday becomes the foundation for the new things we will learn today and beyond.

If we lose this tension or desire for more learning when we begin to think we know what we need to know. Similarly, the professional athlete who feels they have finally made it won’t stay in the game long. When we are finished learning, well…we are just finished.

If you are like us at HR Answers the beginning of the conference season is upon us. We will be attending, sponsoring, and speaking at many upcoming conferences throughout 2024. We encourage you to attend local and regional events and take advantage of online classes, professional programming, as well as local SHRM Chapter offerings. You can always learn where HR Answers will be at by checking our website.

To set the stage for learning, here are three words that will help you keep learning if applied.

1. Preparation – We always need to be prepared to learn. We bet you have heard this before “Everyone can teach you something.” This means every interaction you have throughout our day is a learning moment. As you review your agenda for the day, ask yourself what the key learning moments might be. Who will you be meeting with that you can learn from? What are you currently reading and listening to that you could learn more about today? Is there something new that you will be exposed to? It just takes a bit of intentionality and planning. Sometimes we attend a conference or webinar and we can get confirmation of our knowledge and sometimes you go and can learn something new or learn how to tweak something you are already doing.

2. Contemplation – Slow down and contemplate what you are experiencing. Doris Kerns Goodwin studied several United States Presidents. All, except for Lyndon B. Johnson, made a practice of spending time alone for the purpose of thinking. They felt the need to contemplate the events of the day. Remember, reflection turns experience into insight. This time is a wonderful opportunity to look at what is working during the day and what needs your attention. This is a form of continuing education, and the cost is zero dollars.

3. Application – The faster we apply what we learn, the greater the return, and the less likely we will be to forget it. Here are three questions related to application that may be helpful to ask yourself:

Where can I use it? As you learn something new, immediately try to use it somewhere.
When can I use it? If you can’t apply it right away, then when can you? Make sure you make notes in your calendar, so you don’t forget or put it in a subject related file.
Who needs to know it? This last question is where leadership steps up a notch. Once you have captured what you have learned and reflected on, share it with others. Instead of keeping the information so you can leverage it to your advantage, use the information to help others get ahead and expand the thoughts of others. The people we share our thoughts with help us see nuances in the ideas we may have missed, been unaware of, or even overlooked.

There is no growth without action, and the greatest gap in all the world is the distance between knowing and doing. Continuous learning is the only way to prepare for tomorrow’s opportunities. With just a little extra effort, you can leverage ordinary days into extraordinary opportunities. This is a good step in the direction of being growth minded.

What will you learn today?

A New Year – What is HR Considering?

As with any new year there can be excitement and uncertainty. The question of where HR will need to focus its energy on behalf of the business and employees is always top of mind. Many predict we will see continued friction between organizations and employees on issues ranging from work arrangements, wages, pay transparency, artificial intelligence, and more.

On the flip side of the coin, employers will step up their support for their workforce in a variety of ways, such as by providing benefits for parents, employees with student loans, personal development and upgrading skills, or address employees struggling with their mental health. Some organizations will continue to consider measures like remote work or a shortened work week to alleviate employee burnout.

Of course, depending on an organization’s revenue, size, and industry will certainly have an impact on which issues are their biggest priority.

Hybrid Work Schedules

New research from Gallup (1) finds that 8 out of 10 chief human resources officers (CHROs) from Fortune 500 firms have no plans to decrease remote work flexibility in the upcoming year. This aligns with employee expectations as well: 9 out of 10 remote-capable employees prefer some remote work flexibility, with the majority preferring hybrid work.

Businesses would be wise to let employees keep some degree of flexibility; research with Deloitte found that 2 out of 3 hybrid workers would leave their organization if they were required to go into the office full-time. Most of the articles and polls have found that either two or three days in the office is the optimal hybrid working arrangement for culture and performance.

As a subset of this conversation is HR spending more time working on programs, benefits, and flexibility options for working parents and women due to a lack of childcare support. Back in September 2023 $24 billion in federal funding for daycare providers across the U.S. came to an end. Some providers are raising prices to stay afloat, others may be forced to close or already have. In a survey from Civic Science (2), 51% of U.S. working mothers said it’s likely they’ll leave the workforce if they lose childcare in the coming months, compared with 39% of working fathers.

Artificial intelligence

While AI has been around for decades, the release of ChatGPT has resulted in major steps forward, including expanded use for HR and others in the workplace. McKinsey (3) notes that although previous waves of AI mostly affected physical work activities, gen AI is likely to have the biggest impact on knowledge work.

While 90% of leaders think their organization should be using gen AI or machine learning “often” or “almost always,” 60% said their organization rarely or never does this. It’s likely we’ll see this gap close as employers and employees gain more confidence in using AI as a tool. HR is already using it to draft job descriptions, policies, some training materials and more.

Employees struggling with stress, burn out and their effects on well-being

Gallup (4) recently reported that the majority of the world’s employees (around 6 out of 10) are quiet quitting — meaning they are actively disengaged at work.

This could be why in a study from Workplace Intelligence and Deloitte (5), around one-quarter of employees reported that their physical and mental health worsened last year (23% and 25%, respectively). According to the Business Group on Health (6), 77% of large employers reported an increase in their workforce’s mental health needs this year and another 16% anticipate one in the future.

With this in mind, employers will need to focus on improving access to mental health services, and they’ll also need to take a hard look at their culture — especially when it comes to eliminating toxic workplace behaviors. Great Place to Work (7) notes that organizations who have successfully overcome a toxic environment have focused on accepting accountability, taking action to address the issues at-hand, and using as many communication channels as possibles with employees.

Health benefit costs rising putting financial pressure on all

According to Mercer (8), high inflation, labor shortages, and other developments in the healthcare industry last year will have ripple effects on benefit costs in 2024. To temper cost growth, one strategy we will see in 2024 is an increased focus on improving patient outcomes. For employers, this could mean offering higher-quality care as well as more options for preventive care.

A Mercer survey conducted earlier this year identified several other strategies employers are either already using or considering using to slow their health cost growth without shifting cost to employees. These include offering programs to better manage specific health conditions (85%), curbing the costs of specialty prescription drugs (83%), focusing on virtual care offerings (66%), and providing navigation or advocacy services (48%).

Another financial burden for many is student loans. After a three-year pause that had provided relief to nearly 44 million borrowers in the U.S., student loan repayments resumed. Days after payments restarted, U.S. president Joe Biden canceled another $9 billion in student loan debt for 125,000 borrowers.

Unfortunately, employees’ financial stress can have significant repercussions for employers. In a study from Workplace Intelligence and BrightPlan (9), they found that on average employees are experiencing a productivity loss of eight hours a week due to their financial stress. This is costing U.S. businesses potentially $200 billion annually in lost productivity and engagement.

For employers, there’s a clear opportunity to support people’s financial well-being and ensure employees can stay focused at work. While SHRM reports (in it 2023 Employee Benefits Survey) that only 8% of U.S. employers currently provide student loan repayments for employees. This may be an attractor for you when hiring.

Talent Shortage

This continues to be the revolving door challenge for many HR departments. While numerous organizations continue to source and recruit talent, they continue to be disappointed in what they are finding. Two key themes are emerging. One alternative is to look internally and to develop from within. More and more organizations are creating opportunities, establishing learning environments and tools to promote from within and build the talent pool they need. The other option is to bring people on and understand you will need to teach on-the-job the knowledge and skills needed to perform at the level needed to be successful. Both will require a long-term approach to your investment in people.

Shorter Workweek

Although the idea of a shorter work week is nothing new, in 2024 we’ll see this approach gain traction as employees continue to struggle with burnout and an overall poor state of health. According to 976 business leaders surveyed by ResumeBuilder.com, 20 percent of the employers already have a four-day workweek. Another 41 percent said they plan to implement a four-day week, at least on a trial basis.

We all know that just like all positions cannot work remotely some organizations have departments and positions that reducing the workweek may have other complications. Some organizations that are 24/7 or serving customers outside US and other considerations will have to carefully be weighed before implementation. HR will have to conduct a SWOT analysis to consider the payoffs vs. challenges and where the benefits lie for the organization and its employees. What HR department would not like to see less burnout, improved health, and more job satisfaction among its employees?

However, most organizations are helping their team members now achieve greater efficiency by reviewing job descriptions, eliminating unnecessary meetings, encouraging the use of blocking out time for focused work, and automating basic tasks. Perhaps this is where adopting AI usage comes in – to complete some job tasks to make them more efficient.

Labor – Union Strikes

Across the U.S., a tight labor market, working conditions, and other considerations have led to contract negotiations, strikes, and walkouts in numerous industries in 2023. According to Bureau Labor Statistics data (10), through August 2023 nearly 309,700 workers have been involved in work stoppages, which means 2023 will likely be the busiest year for strikes since 2019.

We all heard and saw the news covering The United Auto Workers, Hollywood writers’ strike, Las Vegas to boost wages for hospitality workers, Kaiser Permanente workers walked off the job in the largest ever strike in the U.S. healthcare field, Pharmacy workers reduced hours or closures and the most recent public transit walkout and strike activity. HR needs to keep an eye out for how employees are viewing their environments and how the culture is treating them. This is a time for truly listening to our people to learn what is working and what is not and how we can come together and work together to solve the challenges.

We invite you to join us for a discussion on What’s Next For HR on March 13^th during our monthly HR Lunch Bunch. We will discuss these and other trends and predictions for HR – for 2024 and beyond. You can RSVP here.

Citations

The Future of the Office Has Arrived: It’s Hybrid; By Ben Wigert, Jim Harter, and Sangeeta Agrawal https://www.gallup.com/workplace/511994/future-office-arrived-hybrid.aspx

The End of Pandemic Funding Stands to Further Disrupt Childcare, Especially for Working Moms https://civicscience.com/the-end-of-pandemic-funding-stands-to-further-disrupt-childcare-especially-for-working-moms/

What’s the Future of Generative AI? From McKinsey and Company https://www.mckinsey.com/featured-insights/mckinsey-explainers/whats-the-future-of-generative-ai-an-early-view-in-15-charts

. State of the Global Workplace: 2023 Report https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx

As Workforce Well-being Clips, Leaders Ask: What Will it Take to Move the Needle? https://www2.deloitte.com/us/en/insights/topics/talent/workplace-well-being-research.html

2024 Large Employer Health Care Strategy Survey https://www.businessgrouphealth.org/resources/2024-large-employer-health-care-strategy-survey-intro

Changing a Toxic Company Culture https://www.greatplacetowork.com/resources/blog/changing-a-toxic-company-culture-3-steps

Health Benefit Cost Expected to rise 5.4% in 2024 https://www.mercer.com/en-us/insights/us-health-news/health-benefit-cost-expected-to-rise-54-in-2024-mercer-survey/

Financial Stress is Hurting Relationships, Well-being and Organizational Success https://www.brightplan.com/2023-wellness-barometer-survey

BLS – U.S. Bureau of Labor and Statistics https://www.bls.gov/wsp/

Qualities of a Good Manager

A manager can make or break an employee’s experience. Some employees have even left their jobs to get away from their manager. On the other hand, having a strong manager is known to produce more engagement, increased productivity, and higher brand loyalty. What makes a great leader and how do you become a better manager? While this definition may vary depending on the individual, there are key qualities of a good manager that every strong leader needs to have or do.

1. Be a role model.
As a leader, it’s important to lead by example. Demonstrate the behaviors and performance standards you want your team to adopt. This is a step toward reinforcing the core values of the organization.

2. Be Trusting.
Everyone knows that trust is an important component of any strong relationship. It’s no different when it comes to the relationship between an employee and their manager. While challenging to develop, there’s a reason why trustworthiness is one of the most important traits of a good manager and is often linked to employee job satisfaction. You can build trust by listening to your staff members, giving employees the space to make mistakes, encouraging them to learn new skills, take on new challenges, or seek solutions, and not micromanage their work.

3. Be Empathetic.
Once upon a time, a manager’s only role was to play “boss”. But times have changed, and organizations today are focused on building strong relationships, to increase retention, and drive employee engagement. That’s why some of the best manager qualities include having compassion and empathy. These characteristics of a manager can facilitate productive conversations, encourage employees to be honest, and lead to a more positive culture. If you’re not naturally empathetic, don’t worry! Studies have shown that empathy can be learned. It is a muscle that has the ability to be strengthened.

4. Be Goal and Outcome Driven.
While the people management skills of leadership are incredibly important, characteristics that help move the business forward – such as being goal-driven – are crucial as well. Without the ability to propel a team toward a shared objective, managers can inadvertently lead their team in the wrong direction or waste valuable resources. Not to mention that a lack of focus will ultimately set employees up for failure, or worse, hinder their development. Processes are important and there are many ways work can be accomplished so a focus on results and outcomes is a quality of a good manager that needs to be reinforced.

5. Be Motivating.
Employees are human beings. They have good and bad days, as well as periods of high and low periods of productivity. That’s why one of the best leadership qualities is the ability to inspire and motivate others. There are various ways managers can help their employees get out of a rut or prevent employee burnout in the first place, especially giving recognition when and where deserved. Whether it’s sending a heartfelt ‘thank you’ note, providing a gift, or kinds words of praise, all of these forms of demonstrating employee appreciation will see a positive impact on engagement.

6. An Effective Communicator.
Managers, more than anyone else in an organization, need to be strong communicators to deal with the diverse situations they’re exposed to. They have the responsibility to share information up and down the organization. It is also part of their job responsibility to provide regular positive and constructive feedback to their employees. If a manager is indirect, long winded, and strikes the wrong tone during a performance review or weekly check in, it impacts employees negatively. They may walk away from a conversation unsure of the takeaways or without a clear picture of where they stand.

7. Be Composed.
Life happens. Deadlines are missed, mistakes are made, and customers complain. One of the qualities of a good manager is the ability to maintain a cool head while leading their team through obstacles. The worst thing a leader can do is panic and take out their stress on employees. This type of toxic behavior can make employees afraid to fail, come forward, or open up, which impacts rapport in the relationship and ultimately affects productivity and the bottom line.

8. Be Supportive.
A supportive manager plays a critical role in the career development of their employees. Being supportive means being able to listen to what your employee really wants (and needs, while not making assumptions), identifying how they can move in growth directions and providing the resources or guidance (mentoring) they need to succeed. With these people management skills, employees will feel a real workplace connection and that their manager genuinely cares about them as individuals, but they’re also likely to perform better if they’re doing work that matters to them. A report by Harvard Business Review also found that 9 out of 10 people are even willing to take a pay cut for meaningful work, which again demonstrates why supportive manager qualities are so important.

9. Be Open-Minded.
Managers work closely with individuals who come into the organization with diverse backgrounds and different ways of thinking and doing things. Instead of shying away from the challenges that come with working with people who differ from each other, embrace them and focus on developing one of the qualities of a good manager: the ability to learn from others and be open-minded. By welcoming new ideas to the workplace and thoughtfully considering people’s perspectives, managers will be able to connect with employees on a deeper level and the business will see additional benefits like more innovation and increased revenue.

10. Be A Critical Problem Solver.
With our ever-evolving business landscape, leaders who are able to identify problems and develop solutions are able to make better decisions and lead their employees to success and navigate the challenges of daily activities and needs of moving the operation forward.

So is this you? Do you have these qualities? How do these qualities measure up against your existing supervisor and manger base? Perhaps these qualities are not a “10” just yet, and that’s okay. The good news is that it’s never too late to start developing the skill sets. It is a new year and a good time to start strengthening them. HR Answers’ Success for Supervisors Series begins February15th and these skills, among others, will be part of the curriculum and there will be time dedicated to practicing them and looking for feedback. Click here to learn more.

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Setting the Stage in 2024: Navigating HR Successfully and Avoiding Common Pitfalls

What if you could anticipate and avoid your next HR debacle? Kicking off the new year in a good space is a great place to be a leave you breathing easier.

In the realm of Human Resources, steering clear of potential pitfalls is paramount for any business. The repercussions of outdated policies and inadequate documentation can significantly impact an organization’s trajectory. Are you confident in the current state of your employee handbook? Do your policies address every essential aspect? These questions often indicate areas prone to HR issues, whether it’s in hiring, firing, employee documentation, or other critical areas vital to an organization’s growth.

To assist in fortifying your proactive approach to managing HR policies and procedures, we offer these suggestions containing key areas from our professional experts to enlighten you on the most frequent HR mistakes and how to circumvent them effectively.

Consider:

The Outdated Employee Handbook: An outdated handbook can lead to costly errors and challenges with employee experiences, communications, and meeting expectations. Whether you have an outdated employee handbook or none at all, take a look at what you may want to include:

Social media guidelines
Communications policy
Statement of company culture
Nondiscrimination policy
Anti-harassment policy
Attendance policy
Professional conduct expectations
Code of ethics
Safety guidelines

Employee handbooks can help small businesses avoid misunderstandings and minimize their risks regarding employment-related lawsuits and claims. These claims often stem from inconsistent treatment of employees or a lack of clarity in policies and procedures.

Handbooks that outline policies and guidelines not only provide expectations for employee conduct, it also creates a framework to guide management and leadership – helping to ensure policies are enforced appropriately and evenly across departments.

Documentation Essential for Performance-Based Termination: Understand the criticalness of proper documentation and the steps involved in a corrective action policy to mitigate risks.

Having candid conversations with employees who aren’t performing well isn’t easy. But documenting those employee performance conversations is important, especially when terminating the employee is the result of continued poor performance. What you need is a corrective action policy. While it provides employees with an opportunity to improve their performance, it also can support decisions to terminate or demote that employee. If you don’t have the documentation that shows a pattern of poor performance, small businesses may open themselves to liability issues such as a wrongful termination or discrimination complaint. General steps to follow in a include:

Verbal warning – Discuss the specifics of the employee’s poor performance. It is a verbal warning, but it should still be documented and put in the employee’s personnel file.
Written warning – Meet with the employee and a member of HR. Give written information detailing how the employee hasn’t performed, the impact the lack of performance has had, the expected course of action and consequences of noncompliance. This is signed by all meeting attendees.
Final warning – Similar to the written warning meeting, but with the condition that any further performance issues will result in termination. Signed by all attendees.
Termination – This is a meeting where you notify the employee of termination. Provide a written, dated document that goes over final pay, collecting any company issued property and permitting the employee to collect personal items.

Effective Employee Data Management: Gain insights into the proper handling of sensitive employee data and the significance of maintaining meticulous records in compliance with regulations.

Employee records and human resources administration can seem time-consuming. But proper employee recordkeeping can help keep you in compliance with regulatory agencies.

Oftentimes, employee records include sensitive information such as:

Driver license number
Passport copy
Social Security number
Bank account information
Health or medical information
Personal contact information

Mishandling this information ranks high among bad HR practices. Managed improperly and releasing it to the wrong people could put an employee at risk and your company in hot water. You’ll need to have protocols in place for collecting, storing, and maintaining sensitive employee information.

Something to note: Under the Americans with Disabilities Act, medical information must be kept confidential and separate from other personnel information.

In addition to having a secure system, employers should conduct audits of employee files to ensure they are thorough and up to date.

Items to keep in an employee’s personnel file:

Job application
Resume
Benefits enrollment papers
Background check information
Offer letter
W-4
ADA paperwork
Drug-testing consent and results
Personal or family medical leave (FMLA) information
Doctors’ notes
Workers’ compensation documentation
Employee reviews
Counseling documentation
Training records
Confidentiality or noncompete agreements
Employee handbook acknowledgement

Employees should also have sufficient and easy access to their own data and files.

Modernizing Interview and Hiring Processes: Discover key considerations and questions to ask during interviews to ensure a successful hiring process.

Your interviewing and hiring process need to be deliberate, purposeful, and consistent.

Here are some factors to consider when hiring:

Skills – Does your new hire possess the basic technical skills to carry out the job functions? What essential business (soft) skills, such as negotiating, persuading, or emotional intelligence do they have?
Job experience – What is their job experience? How has what they’ve done in the past going to benefit your business in the future? How much training will they need?
Education – Do they have the education necessary to perform the duties of the position?

Team relationship: Can they work alongside others, if needed, to reach a common goal? Are they in alignment with the team, the department, and the organization (culture vision, mission and core values)?

In the interview, asking questions that can help you spot potential red flags is key to a successful hire.

Topics you may want to consider covering in the interview process:

Adaptability
Customer service
Dependability
Initiative
Interpersonal skills
Judgment

Of course, there are also the off-limits areas such as:

age, religion, illness, disabilities, weight, children, etc.

Importance of Job Training: Explore the necessity of continuous training and development for employee growth within the organization.

For employees to grow, they’ll likely need professional development somewhere along the way. Training and development can range from helping employees develop skills (Excel or Word classes) to providing tools and training to become a great leader. Unfortunately, lack of job training is among “missed” opportunities for HR and business.

Training begins when an employee joins your team in the onboarding process. Proper onboarding training sets the right expectations and can prevent issues later. You’ll want to introduce your organization culture, mission, vision, and expectations.

Within your workforce, you might also find employees you want to develop into the next leader. One BIG mistake businesses make is promoting individuals without adequate management training. You can’t just take that outstanding employee and drop them into a leadership role. Here are some skills you’ll want to impart:

Communication
Conflict resolution
Team building
Coaching and visioning
Negotiation

Clarity in Policies: Identify often-overlooked policies such as vacation payout, complaint filing, and disaster response that are crucial for a well-defined framework.

Clearly defined HR policies are fundamental to your success. They protect your business and educate employees about what is expected. Here are several policies that may slip through the cracks when you’re developing yours.

Social Media Usage: With the widespread use of social media, employees may not always be aware of the company’s policies regarding their online presence. Guidelines for appropriate online behavior, disclosure of company information, and representing the company on social media platforms are important.

Use of Company Resources: Policies related to the use of company property, equipment, and resources may be overlooked. Guidelines on using company computers, phones, and other assets for personal use should be clearly communicated to prevent misuse.

Conflict Resolution Procedures: Employees may not be familiar with the procedures for resolving conflicts within the workplace. HR policies related to reporting grievances, harassment, or other interpersonal issues should be well-documented and easily accessible.

Emergency Evacuation Procedures: Employees should be aware of evacuation routes, assembly points, and emergency exits in case of natural disasters, fire, or other emergencies. Regular drills can help reinforce these procedures.

Disaster Communication Protocols: Clear communication channels during a disaster are essential. Employees should understand how information will be disseminated in emergencies, including the use of company communication systems, emergency contact information, and any designated emergency communication personnel.

Compliance with Employment Laws and Regulations: Understand the essential areas and agencies in employment law compliance to avoid potential legal liabilities and penalties.

Keeping up with employment laws can be overwhelming for HR and small business owners. But ignoring HR compliance and employer liability can lead to costly litigation and penalties. Here are some key areas and agencies where keeping track of employment laws and regulations is essential.

FLSA: The Fair Labor Standards Act gives employees basic rights and wage protections, including specifications on federal minimum wage, job classifications and overtime requirements.
OSHA: The Occupational Safety and Health Administration sets and enforces standards for safe working conditions and provides training, education, and assistance to support those standards.
IRS: Conforming with Internal Revenue Service regulations includes items such as filing business taxes and reporting annually the health coverage offered to full-time employees.
Department of Labor: The Wage and Hour Division is the primary enforcer of FLSA provisions related to worker classification. Dependent on industry and state-specific generally speaking, nonexempt employees must receive overtime for any hours worked beyond a 40-hour workweek. Overtime pay cannot be less than 1.5 times their regular pay. If you are audited, misclassifying employees can be a costly mistake. Please double check your state and industry specific (of course you can always call our consultants for clarification too).

By learning from these mistakes and implementing best practices, your organization can safeguard itself against potential setbacks and forge a path toward sustained success.

Maintaining Holiday Balance And Avoiding ‘Holidaze’ Stress

The holiday season is upon us, and for HR professionals and business owners, it often brings a unique set of challenges. Balancing work demands, employee well-being, and the desire to celebrate this festive time can sometimes lead to stress and burnout. It’s crucial to find ways to maintain that delicate equilibrium and avoid succumbing to the ‘holidaze.’ Here are some strategies to consider:
1. Do it Your Way:
The holidays should be a time of joy, not stress. Don’t let the commercialized frenzy dictate how you celebrate. Choose what resonates with you and your team, not what the retail calendar dictates. The holidays are about your values and traditions, not the number of shopping days left.
2. Keep it Simple:
Tradition is important, but it doesn’t have to be overwhelming. Simplify your holiday plans, reduce the pressure, and focus on what truly matters. You don’t have to attend every event or buy extravagant gifts. Sometimes, the most cherished moments come from simple acts of togetherness.
3. Be an Angel to Yourself:
Don’t forget to put yourself first. Self-care is not selfish; it’s necessary. If you’re not at your best, it’s challenging to support your team effectively. Prioritize self-care and value your time. Learn to say no when needed to avoid family conflicts.
4. Sustain Your Exercise Regimen:
Amid the hustle and bustle, don’t neglect your physical health. Maintain your exercise routine, even if it’s a short walk or a quick meditation. These moments of self-care can alleviate stress and help you better enjoy the holidays.
5. Find Intentional Moments:
Create spaces of tranquility amid the chaos. Reflect on the deeper meaning of the season in a quiet corner adorned with holiday decor. Meditate, play soothing music, or simply flip through old greeting cards and photos for a moment of self-reflection.
6. Give Yourself “Holiday Cushions”:
Plan your days with extra time in between tasks to reduce stress. Learn to say no to overwhelming requests and take breaks when needed. The holidays are about enjoying, not rushing.
7. Get Ahead of Job Stress and Burnout:
Know your limits and don’t push yourself to the brink. Avoid unrealistic deadlines and spread your work tasks over manageable timeframes. Start your day with a few peaceful moments and set boundaries to safeguard your personal time.
8. Balance Activity and Rest:
Remember that self-care is essential during the holidays. Combine physical activity with moments of restorative rest to maintain your well-being. A brisk walk followed by a short meditation can help manage stress and keep you in balance.

The ‘holidaze’ doesn’t have to overwhelm you or your team. By reevaluating your approach to the season and embracing a mindful, intentional perspective, you can ensure that the holidays remain a time of joy, connection, and celebration, both in your professional and personal life.

Fertility and Mental Health Concerns

Fertility and mental health concerns are closely linked. Research shows that the depression levels in patients with infertility are comparable to patients who have been diagnosed with cancer. Mental health contributes to direct costs in the form of medically necessary treatments and services — it’s the fourth largest source of healthcare spend in the United States — but also contributes to indirect costs such as presenteeism.
Other significant stats about mental health and fertility:
• Half of women and 15% of men said that infertility was the most upsetting experience of their lives
• Up to 40% of women struggling to get pregnant report experiencing anxiety,
depression, or both — twice the rate of mental health disorders in women who aren’t
experiencing concerns with infertility.
• Carrot’s Fertility at Work survey that found an astounding 89% said that fertility and family forming has negatively impacted their mental health.

Experiencing Conflict at Work

Did you know that 85% of employees are experiencing conflict at work? According to CPP Global:
• over a third (36%) spend a significant amount of time managing disputes.
• Another third (29%) deal with conflict frequently.
• 27% of employees have actually witnessed conflict morph into personal attacks.
• And a quarter (25%) reported that avoiding conflict resulted in illness or taking
time off from work.

Workplace conflict is one of the most pressing issues for companies today, with serious consequences, significant costs, and damage to company culture.
According to the Harvard Business Review, 85% of executives agree that it’s important for organizations to make workplace mental health a priority–but only 27% say their organization actually does. In this current economic climate, how can employers prioritize different benefits and leverage innovative strategies to improve the mental health and well-being of their employees?

LGBTQ Inclusions

LGBTQ inclusion requires more than just openly celebrating Pride. Several recent reports indicate that LGBTQ workers look at an organization’s track record of equality and inclusion when considering a job. For example, a series of studies by HR consulting firm Veris Insights found that:
• Nearly 70 percent of LGBTQ women and 60 percent of LGBTQ men have disengaged with an employer due to perceived lack of representation in the workplace.
• 80 percent of LGBTQ candidates said perception of “an inclusive and equitable workplace” is highly important to the decision to accept a job offer.
• 44 percent of LGBTQ candidates have felt that an employer was primarily interested in recruiting them to achieve diversity hiring goals.

Jobs site Indeed conducted a survey of about 1,000 full-time professionals who identify as members of the LGBTQ community to better understand their current workplace experiences. According to the findings:
• 87 percent of survey respondents said they researched their company prior to applying to ensure it was LGBTQ-friendly.
• 71 percent said they checked the company’s social media accounts to make sure they were LGBTQ-friendly.
• 61 percent said they spoke to current and/or former employees.
• 45 percent reported that they checked employee benefits to ensure they were inclusive.
• 30 percent said they researched company leadership to gauge sentiment and inclusion.
• 24 percent reported they checked the company’s profile and/or mission to ensure their values aligned with their own.