A Message from Our CEO – April 2022
Dear Friends,
The Great Resignation. The Big Quit. The Turnover Tsunami. We all have ideas about the causes of worker disengagement lately. A novel theory by psychologist Steve Savels is that your workers are bored. Really? I was skeptical at first, but it is true that a certain malaise takes over when people lose their sense of purpose and they feel "stuck" with limited support in their personal and professional development. Our new model which we shared last week includes "purpose" and "growth" as two out of the ten engagement factors in our Hierarchy of Employee Needs.
Having your employees become "unstuck" is a leadership task. And a good place to start is by using our Employee Engagement Survey that can help identify where your employees are becoming stuck. You can't manage what you don't measure. Contact us for more information.
Purpose + Growth = Engagement
Warren
April 2022
Burnout may be more notorious and well-researched, but “boreout” has its own damaging consequences when it comes to employee engagement and retention. Boreout’s three main causes might be tricky to identify (being terribly bored, having a crisis of growth, and having a crisis of meaning), but they can be resolved by attentive leadership, reassessing employee tasks, and improvements in corporate culture. (Forbes)
When it comes to company changes, fully remote employees are less excited and less confident than their on-site colleagues; they’re also the most uneasy. It’s important for managers to be extra cognizant that workers who never get news face-to-face may still need help coping with the dynamic nature of business, whether it’s a new vacation policy or a change in leadership. (Workhuman)
A report analyzing millions of job postings between 2017 and 2020 found a sharp decrease in the amount of employers requesting diplomas, a reversal of the “degree inflation” trend that began in the early 2000s. The findings suggest that skills-based hiring is on the rise, and that many employers who do ask for college degrees are actually using them as indicators of better-developed “soft” skills. (Harvard Business Review)
Despite showing a preference for remote work in surveys, many Gen Zers who started working during the pandemic have actually never experienced in-person office life and report feeling disconnected from their coworkers and their jobs. Helping these younger hires build personal and professional connections will go a long way towards establishing a safe, engaging, and meaningful work environment. (The Wall Street Journal)
Hybrid workers report feeling more connected to their jobs and more appreciated than on-site or fully remote employees – but they are also the most likely to report feeling overworked or burnt out. While the face-time may contribute to their feeling appreciated, researchers speculate that balancing two modes of working may also make hybrid workers feel as though they need to be “on” all the time. (Workhuman)
While it began as an early response to pandemic-related stress and burnout, LinkedIn’s “LiftUp!” program has been such a success that the tech company plans to continue its initiatives indefinitely. The company’s VP of benefits and employee experience says that their focus will be on encouraging self-care, expanding support for parents, and fostering social connections. (LinkedIn)
Most organizations that have successfully transitioned to remote work in the short-term are now looking at what it means to help employees build a career without the traditional advancement opportunities that come with a full-time physical office. Younger employees in particular are giving more consideration to what their futures might look like in a long-term remote or hybrid remote role. (The New York Times)
LinkedIn has debuted a new feature that allows users to indicate they are temporarily taking time away from their career within the experience section of their profile. Resume gaps are slowly becoming more accepted in white collar environments – this “career break” feature helps soften recruiters’ views of these candidates, widening the talent pools they recruit from. (The Washington Post)
A Message from Our CEO – March 2022
Dear Friends,
Last week I did a poll on LinkedIn asking if people were familiar with Psychological Safety. 84% said "Yes". I'm skeptical. Psychological Safety is a buzzy term, but is it really being practiced? We know that two-thirds of employees are not engaged at work, and my guess is far more do not feel comfortable showing up at work as their whole selves willing to be vulnerable and take interpersonal risks, core tenants of psychological safety.
Our first two items relate directly to the topic. Although "psychological safety" is not mentioned in either of them, they have everything to do with the topic. Morgan Stanley outlines the essentials of equity compensation and Slack reports on how to not be annoying at work (as a leader).
"Slack?" you might say... "What do they know about leadership?" Well, as our fourth article tells us, leaders' decisions on what collaboration tools define a company's brand and tells a little bit about its culture. This sets the tone for psychological safety. It's a new world. And, yes, everything we've talked about relates back to psychological safety.
Adapt. Or. Die.
Warren
March 2022
Some employers are rediscovering how equity programs can be implemented or improved in order to help retain top talent. Shorter or more flexible vesting schedules, increased employee education, and more transparent communication about equity programs were all popular strategies highlighted in recent reports. (Morgan Stanley)
Nearly three-quarters of remote and hybrid employees say that informal work messages with colleagues have helped them navigate the transition to remote and hybrid work (particularly among Millennials). The survey findings extend to senior leadership, who can facilitate transparent discussions and create a more inclusive, welcoming environment by limiting “professional speak” and workplace jargon with younger employees. (Slack)
Organizations are losing executives as Boomer retirements snowball, but have Xers and Millennials developed the leadership skills to take over? Older workers should begin coaching early: Putting career development plans in place, clearly laying out their succession models, and asking questions rather than giving answers will all help prepare younger workers to bridge the gap successfully. (Entrepreneur)
Slack vs. Teams, Outlook vs. Gmail… In an era of remote work, many white-collar workers believe that tech tools have come to define a company’s organizational approach and personality. Since 2019, there has been a 44% rise in workers' use of collaboration tools – making understanding what employees want in their tech more important than ever. (Protocol)
The percentage of remote positions has more than tripled since the beginning of 2020, a trend that shows no signs of slowing even as many offices return to in-person or hybrid work. Tech, finance, sales, and customer service have seen particular growth in remote positions, sparking fierce competition among companies looking to hire for those roles. (Emsi)
Among workers who recently left their jobs with another offer in hand, an online survey shows that only 42% reported a salary increase – fully 53% reported having taken a job with a lower salary. Managers should keep in mind that compensation is only one possible reason an employee might choose to resign; in fact, among those surveyed, 80% received a counteroffer from their employers but still decided to leave. (Clever Real Estate)
Workers are increasingly interested in tech-enabled operations as they return to the office, but nearly half of employers have not implemented any new technologies to support reopening. Solutions that transition effectively between home and the office are essential for employees looking for a flexible work schedule, particularly in workplaces hoping to implement a hybrid solution. (Density)
First popularized as Millennials began entering the workforce, the employee “pulse survey” trend has intensified over the course of the pandemic. One “people scientist” at an employee engagement software firm estimates that the number of surveys she works on has doubled since the start of the pandemic; early surveys asked employees’ about the shift to remote work, while recent check-ins are focused on the return to the office. (WorkLife)
A Message from Our CEO – February 2022
Dear Friends,
A new PwC report says that according to business leaders, hiring and retaining workers is the biggest threat to meeting business goals this year. I would argue that this is the biggest threat in any year. 2022 is the big wake up call that talent is the central force driving business goals. I'm predicting that budgets for employee training and development will soon follow. The problem is a lot of the training out there sucks. I'm sorry, I'm just being honest. The reason it sucks (aka doesn't 'work') is that it is not tied to overall leadership objectives and priorities, and leaders aren't taking it seriously. Training and development need a seat at the C-suite table. Ok, I'm glad I got that off my chest. And just for the record, I've done my share of sucky trainings.
Also in our NewsWire, there are companies that are subsidizing Botox treatments. Totally serious. Check out the article in WorkLife.
Develop. Your. Talent.
Warren
February 2022
The struggle to hire and retain workers is the biggest threat to meeting business goals this year, according to surveyed executives. Over three-quarters say that hiring and retaining talent will be their most critical growth driver in 2022, while less than a third expect talent shortages to ease before 2023. (PwC)
According to a recent survey, only 39% of workers say that their employer is helping them improve their skills or gain new ones. Hiring managers should take notice: While most employees don’t have access to professional development and training offerings, 80% view these benefits as important considerations when accepting a new job. (American Staffing Association)
Out of six age groups, early-wave Millennials and late-wave Xers are currently the only cohort to have achieved at or above pre-pandemic employment. Despite repeated macroeconomic setbacks early in their careers, those who are today in their late 30s and early 40s have cultivated a cross-generational communication style and digital soft skills that are in high demand. (Bureau of Labor Statistics)
The latest research shows that industries with the highest quit rates over the last year are (unsurprisingly) also the sectors showing the highest quarterly wage growth. Bottom line: If you’re hiring in Food Services, Leisure & Hospitality, Retail, or Transportation, you may have to re-evaluate worker compensation in order to remain competitive. (Payscale)
Some white-collar companies are hosting meetings and happy hours in the metaverse, with the belief that it will improve engagement among remote employees. Cutting-edge technology is certainly exciting, but managers should keep in mind: “It’s easy to fall in love with the technology and not recognize that true engagement involves elements that are much less high-tech; empathy, empowerment, clear objectives, measurable goals and purposeful strategies.” (WorkLife)
Home Depot has announced plans to increase hires by 25% this spring through “rapid hiring,” an approach to recruitment that aims to send qualified candidates job offers within a day of receiving their application. While the company has declined to provide details, experts speculate that they will meet this ambitious goal by leveraging A.I.-powered tools, many of which are becoming increasingly accessible to small- and mid-size businesses as well. (Inc.)
A current Director of Leadership and Development writes about her experience as an experimental “Embedded Coach” position at a small startup. This type of role may be rare in early-stage organizations, but the author maintains that coaching is a “growth accelerator...[providing] big picture insights into the people, culture and business that would otherwise go unseen by senior leaders.” (Hospitality Net)
In a competitive labor market, bosses are getting creative, with some giving the green light to “unique” perks like subsidized botox or personal cake deliveries on employee birthdays. While the more outlandish benefits may make the news, the truth is that the most successful incentives are those that prioritize professional development and work-life balance, particularly among younger employees eager for mentoring and feedback. (WorkLife)
A Message from Our CEO – January 2022
Dear Friends,
A client told me yesterday that their unfilled positions are increasing the workload on current employees, and their increased workload is contributing to stress, burnout, and ultimately, resignations. So, the more vacancies, the more resignations. And the more resignations, the more vacancies.
This is a doom loop that most companies don't need. I've been consulting for over 20 years and have never seen it this bad. My recommendation is to throw away your old playbook and start over with some new concepts: Radical flexibility, coaching circles, and psychological safety. Increasing your managers' capacity for empathy (super hard to do, btw) can stop the doom loop, or at least slow it down.
In this week's C-Suite Newswire, we look at "Quit-Tok," Gig Work, and Millennial Road Warriors.
Autonomy. Radical Flexibility. Doom-less.
Warren
January 2022
Fully 16% of American adults have used an online gig platform to earn money; among Americans aged 18 to 29 that number rises dramatically to 30%. Despite being the most likely to turn to gig work, this generation of young adults is still searching for job stability – they are the least likely to think of gig workers as independent contractors and nearly half believe that gig workers should be classified as employees. (Pew Research)
The “Great Resignation” is making its mark on social media with “Quit-Toks,” video clips in which employees tell stories of how they quit their jobs or what caused them to finally leave a company. While some “Quit-Tokers” are less than diplomatic when describing their departures, most users say their decision was prompted by the desire to avoid burnout, find happiness, and focus on their mental health. (The Washington Post)
After nearly two years of remote work, employee burnout has emerged as one of the next great corporate IT and security threats. Employees who are burned out are more likely to have poor password creation and management techniques (59% vs 43%), use unapproved software and apps (48% vs 30%), and generally believe that company security policies “aren’t worth the hassle” (20% vs 7%). (1Password)
Companies are budgeting more money to pay raises in the hopes of keeping top talent in-house, with professional compensation at the end of 2021 increasing at the fastest rate in nearly 20 years. For many white-collar workers, requests that would have formerly been bumped down the line or turned down completely have resulted in promotions and more pay. (The Wall Street Journal)
The share of Canadian employees who say they multi-task “often” or “very often” is (unsurprisingly) much higher among remote workers (32% vs 52%). This multi-tasking, while often seen as stressful and inefficient, did not negatively impact many respondents: Most report feeling empowered by the ability to squeeze personal tasks into their work days (e.g., doing laundry) and free up time after-hours. (Toronto Star)
A recent op-ed posits that Millennials and Gen Z are, in fact, the same generation. It’s true: While their ages dictate different levels of professional experience, “Gen Z” (sometimes called “late-wave” Millennials) have not made any significant cultural breaks with their older siblings (“early-wave Millennials”) and their approach to the workplace and their careers is fundamentally the same. (The Ringer)
The United States is currently just one of many nations whose labor markets are being rocked by a significant shift in the traditional employer-employee relationship. Both the west’s “Great Resignation” and China’s “Lie Flat” are largely driven by the Millennial generation: Confident, educated, and high-achieving, but beset by professional burnout on a global scale. (Bloomberg)
Add high housing costs to the list of myriad possible drivers of the “Great Resignation,” with 41% of employed Americans saying they would accept a lower-paying job in order to relocate to a more affordable area. Younger employees are by far the most mobile: Millennials are the only generation who are actually more likely to choose relocation over remaining at their current jobs. (Coldwell Banker Real Estate LLC)
A Message from Our CEO – December 2021
Dear Friends,
Remember Pong, Atari's "breakthrough" video game released in 1972? Fast forward 50-years and with the addition of AI, VR and AR technology, the video game has moved from the nerd's basement to the CEO's boardroom, playing a central role in learning, training and leadership development. With Meta's software platform and Apple's eagerly anticipated smart glasses, we are looking at a revolution in how learning and development will happen within organizations.
Classroom style learning is dead. HR, learning and development executives should become familiar with these new interactive models. We're learning every day about new technologies and applications for learning and development. Stick with us for the journey.
Augmented. Reality. Rules.
Warren
December 2021
The pandemic has jump-started a new trend in employee training, in which formal, classroom style learning is replaced with shorter, more interactive modules that rely heavily on technology and collaboration. This shift towards gamification and cohort-style training has accelerated during an era of remote work, driven principally by high-achieving and community-oriented Millennials. (The Wall Street Journal)
Fully 80% of Gen Zers believe that it is easier to make professional connections now than was possible in their parents’ generation, largely due to growth in online networking opportunities and this generation’s inherent comfort with interacting digitally. While blog posts and think pieces written by Boomers and Xers catalog the various ways that remote work will hurt Gen Z’s ability to network, find a job, and climb the career ladder, it seems like younger workers don’t see it that way. (Quartz)
Many open positions that ask for a Bachelors’ or a Master’s don’t actually require higher-education, leading one HR op-ed writer to ask: Why are companies excluding two-thirds of the workforce during a labor shortage? Hiring managers struggling to fill vacancies should re-examine their job postings and consider expanding their pool of applicants to include the (often highly-skilled) workers that fall somewhere between blue- and white-collar. (Fast Company)
Nearly three-quarters of employers are either already using or are planning on using monitoring technology to track their employees, often with the justification that surveillance improves employee productivity. However, recent history shows that this argument should be re-examined — although employee productivity is higher than ever in an era of remote work, employee trust and loyalty has not improved alongside it. (MIC)
The latest trend of the Great Resignation is the “Stay Interview”: A meeting with a current employee that focuses on what motivates them, how to improve their work experience, and how they envision their future at the company. At a time when many workers feel that the best way to get ahead is by job-hopping, tuned-in managers will put forth an effort to make current employees feel as valued as the next prospective hire. (CNBC)
While younger workers often feel the most positive about their careers, optimism about the future of the workplace declined among all generations under age 55 during the pandemic (falling particularly sharply among those ages 18-24). However, the biggest surprise may lie in the stark contrast with older workers — despite the myriad challenges of the last year, Boomers actually grew more optimistic. (ADP Research Institute)
Employees around the world are working an average of 9.2 hours of unpaid overtime every week, an issue that is particularly acute among white-collar workers. A lack of tangible output often leads to ambiguity over when work is “finished,” but intensive cognitive tasks in front of a computer can only be done for so many hours a day — organizations that don’t prioritize employees logging off on time should prepare themselves for burnout and high turnover. (BBC)
Bosses and executives are more than twice as likely as non-executive employees to want to get back to the office full time (44% vs 17%), a disconnect that may be partially due to higher work satisfaction. However, many experts believe that confirmation bias is also to blame: In other words, managers believe that all employees are equally satisfied working in-person and thus fail to gather adequate feedback from their staff. (Wired)
A Message from Our CEO – November 2021
Dear Friends,
I got it wrong. I assumed that employer vaccine mandates would hurt employers—that people would quit their job and join a companies that do not require a vaccine. But new data is showing the opposite. A new Harris poll suggests that most people see vaccine mandates as a perk, not a penalty.
With current labor scarcity, companies don’t have much maneuvering room. This is evident in manufacturing’s surging overtime hours. As one frustrated CEO said, “you’re paying 50% more for less productivity”. Meanwhile, employers are touting increased flexibility when employees really want more autonomy. If there were ever a time for employee surveys, focus groups, and manager training, it is right now.
Train. Your. Managers.
Warren
November 2021
Vaccine mandates may give a boost to organizations looking to bring on new hires, as 47% of adults would be more likely to accept a job offer from an employer requiring vaccinations (compared to only 29% who would be less likely to accept the offer). The two biggest factors motivating those more likely to accept the offer were an “increased comfort interacting with coworkers” and “a sense of personal safety.” (Fast Company)
A combination of COVID concerns, childcare struggles, and a lower labor force participation rate are leaving companies struggling to find employees all over the world. Many are pulling out all the stops in order to remain competitive amid a tight labor market — 74% of firms globally report offering more flexible hours, 71% say they are giving employees more choice when it comes to work locations, and 66% have increased base pay. (Bloomberg)
Half of U.S. workers consider their workplaces understaffed, and those who do are almost twice as likely to say that they have recently considered quitting. Many organizations are struggling to fill vacancies right now, but employers on a hiring spree need to keep the welfare of their current workers in mind as well or risk creating a “feedback loop” of departures. (CNBC)
Manufacturing employees worked an average of 4.2 overtime hours a week last month (up from 2.8 hours in April 2020) likely in response to labor scarcity. This is not a viable long-term solution — even the most motivated employees will eventually feel frustrated and overworked, and as one CEO put it: “You are paying 50% more for less productivity.” (Wall Street Journal)
Amazon recently debuted FamilyFlex, a program designed to offer parents increased flexibility and benefits like pregnancy and parental leave. This is a smart move by Amazon in what is currently a tight labor market: Many young women in particular (constrained by caretaking responsibilities during the pandemic) still have not returned to work and may be looking for opportunities that afford them this level of flexibility. (CBS)
While some large firms have made the news announcing that remote employees’ pay would be scaled back to reflect their location, the vast majority (81%) of companies do not currently have a pay strategy that is specific to remote workers. Most aren’t planning on it either, with 16% considering lower pay for future remote hires and only 9% considering pay cuts for current remote employees. (Payscale)
Fully 81% of Millennials avoid making phone calls or have to prepare before dialing because it causes them anxiety, and 75% say that phone calls are overly time-consuming. However, while over a quarter of Millennials dodge calls from friends and family, this conscientious generation is far less likely to ignore a colleague (21%) or a boss (14%). (BankMyCell)
Nearly half of US workers are still working remotely either all or part of the time, including over two-thirds of white-collar employees, whose working-from-home rates have remained stable since March 2021. The data show that the return-to-the-office is on hold, and many experts believe that remote (or at least hybrid) work is here to stay for white-collar employees. (Gallup)
A Message from Our CEO – October 2021
Dear Friends,
Happy Birthday C-Suite Newswire! Last month —September, marked our two year anniversary and it's hard to put in perspective how much has changed since our first edition. It was tame. There was hardly any news back then. Don't get me wrong, the news was really interesting, but now, every story is a major story that has far reaching consequences.
Just look at our first story: most companies are or are planning to mandate COVID-19 vaccines. While a vast majority of workers are on board, hundreds of thousands are ready to quit. And our second story — the autonomous, remote workforce is making the traditional role of a manager obsolete. Employees are looking for collaborators, mentors and coaches, not command-and-control style managers. These are huge data points with far-reaching consequences. We'll keep tracking these emerging trends and providing our clients with solutions to prepare themselves for the future of work. Keep your channel tuned to Second Wave.
Tune in. Turn on. Stay informed.
Warren
October 2021
What used to be major news is now becoming a major trend: A majority of companies plan to implement some type of COVID-19 vaccine mandate by the end of 2021. The risk management and insurance company who conducted the survey summarized the findings: “All [these mandates] will have one common goal in mind — to keep their workforce healthy and productive by minimizing the risk of spreading COVID-19 in the workplace.” (Willis Towers Watson)
The realities of an autonomous, remote workforce are endangering the traditional concept of a “hall monitor” style manager (i.e., someone who makes rather than takes orders). The fact is, most white-collar employees don’t need a manager to actually get things done, but rather to mentor, collaborate, and engage — a different skill set entirely from what many “old-school” managers have been trained for. (The Atlantic)
The freedom to work from home is making it easier than ever for older employees to remain in the workforce. However, delaying retirement isn’t a new trend: Boomers as a generation have been pushing back the average age of retirement for years, out of both desire and (often) financial necessity. (Digiday)
The new “Vitality Index” aims to create a near-real-time picture of office foot traffic in more than 20 cities and 30 industries across North America. Office occupancy by city has been closely tied to the epidemiological and regulatory climate, but trends by industry are clearer: “Household and Consumer Products” have actually increased their foot traffic, while “Transportation” and “Logistics” companies saw the largest decline. (Avison Young)
Employees and managers had very different definitions of productivity in a recent survey, with employees saying that “using time efficiently” was the most important measurement of productivity, while managers cited “working as a team.” In fact, while collaboration and communication skills featured prominently in many managerial responses, these priorities were not reflected by employees, most of whom focused instead on deadlines and completion of tasks. (Paychex)
STEM professors are reporting that their youngest students, who grew up with Google and omnipresent search bars, are struggling to grasp the basics of digital file folders and directory structure. Right now, these students are being taught what previous generations (who organized both paper and digital files) understood intuitively, but many computer scientists predict that Gen Z will soon be creating entirely new tools and structures for digital storage. (The Verge)
While most white-collar employees are still working from home indefinitely, some have been back at the office for months now (and a few never left!) Overall, in-person work for non-essential workers remains controversial — many employees are happy to see coworkers and resume regular routines, but returning to the office has not come without significant challenges related to safety, outbreaks, and vaccination status. (The Wall Street Journal)
Once a completely separate aesthetic from home design, offices have begun increasingly incorporating domestic elements into their layouts and furnishings, a style known as “Resimercial.” While this design is supposed to make employees feel more at home in the workplace, many believe that further blurring the lines between work and home life is leading to employee burnout and an inability to disconnect from the office. (The Atlantic)
A Message from Our CEO – September 2021
Dear Friends,
Forget about the government — Corporate America is the nation's new watchdog on mandating vaccines. Delta is adding a $200 per month surcharge on those that are not vaccinated starting November 1st. Harsh, but the economic reality is the insurance bill when (not if) the unvaccinated gets sick would be much higher. After all, it is the 'Delta' variant.
In this edition of the C-Suite NewsWire, we learn that "The Great Resignation" is fueled by younger workers, and one-third of workers still have no idea when they are going back to work, and C-suite Gen Xers are opting out of the corner office.
Happy. Labor. Day.
Warren
September 2021
Pfizer’s FDA approval has triggered a wave of employers mandating vaccines for their workers. Some of the nation’s largest employers (Walmart, McDonald’s, Disney, etc.) have been swift and strict with their new requirements, while other companies have opted for leniency, seeking an uncomfortable middle ground by choosing instead to impose restrictions or surcharges on employees who remain unvaccinated. (Bloomberg)
Bosses have been opting out of the traditional “corner office” for several years, but the trend has only accelerated as workplace designers plan for the open-concept, collaborative spaces most suitable for hybrid work. Pragmatic and no-frills, Gen X managers have brought about this change, doing away with Boomers’ rigid hierarchies in favor of flat organizational structures. (Digiday)
This recent period of high turnover among dissatisfied employees, dubbed by Gallup as “The Great Resignation,” seems to be fueled largely by younger workers bristling at a return to the office. While only 36% of Baby Boomers, long accustomed to the daily grind, say they question the wisdom of returning to the office, that number rises to 45% among Gen X and 55% among Millennials, the generation most committed to maintaining work-life balance. (The New York Times)
The oldest Millennials are hitting their peak earning years (generally ages 35-54), but their lifestyles are still a far cry from those of previous generations entering mid-life. This generation has a debt-to-income ratio 23% higher than expected, lower levels of household wealth, and many are catching up on delayed (but expensive!) life events like buying a home or having children — all factors that squeeze their budgets and shrink their discretionary incomes. (The Wall Street Journal)
Silicon Valley has been experimenting with lower pay for remote workers based on where they live, with Google even going so far as to offer employees a calculator that allows them to see how a move would affect their paycheck. This new style of compensation has proven extremely unpopular among employees, many of whom say it is unfair and non inclusive; it will likely lead to future issues with hiring, retention, and diversity. (Yahoo! Finance)
More than a third of remote workers are still waiting to find out when and how often they might be expected to return to the office. Planning and communication are key, and this certainly isn’t a decision to leave to the last minute: Over half of remote workers say they would need more than a week to prepare for a return to the office. (CNBC)
Facing a mass exodus of service sector employees, major companies like Walmart and Target have begun offering a unique benefit: A free college education. Corporate partnerships with universities and contributions to tuition are nothing new, but the practice is becoming increasingly common in light of mounting evidence that employees who take advantage of education benefits are more productive and stay on longer with their employers. (Vox)
Although there is ample evidence that productivity does not suffer when employees are working remotely and businesses have shown a remarkable enthusiasm for flexible work policies, remote employees in hybrid offices may still end up getting the short end of the stick. Companies hoping to allow their workers to choose where they work should be aware of biases that favor in-office employees and avoid policies that would stratify their workers. (The Wall Street Journal)
A Message from Our CEO – August 2021
Dear Friends,
I've been doing focus groups recently for an extremely high functioning organization. I'm learning that the delta variant is completely freaking people out about coming back into the office. The company's plan was sensible: 3-days of telework and 2-days in the office. But what if there is a surge in infection rates? How flexible can we be with our staff? What about my kids and schools? How do local rules of mask mandates affect the workplace? What a mess.
This may be one of the reasons that almost 50% of employees are now looking for a new job, an astounding number that seems to keep going up. Gallup is calling it "The Great Resignation". If you are leading an organization, this is the time to step up your communication strategy. Be clear and be frequent in your communication and to stay close to the pulse of your team-- and you've got to be checking it everyday. Now is not a good time to lose 50% of your employees.
In communicating: Be clear. Be frequent. Be honest.
Warren
August 2021
Many companies have started to backpedal their return to the office, citing the COVID-19 Delta variant; some have declared permanent work from home policies, while others have mandated vaccines and a return to in-person. In the face of constant uncertainty and plummeting employee engagement, the companies who offer their workers flexibility and understanding will be most likely to retain their talent. (Ladders)
Between the 48% of employees looking for a new job, an exceptionally high rate of attrition, and a record number of unfilled positions, it is apparent that a growing number of Americans are unhappy, unfulfilled, and disengaged at work. While better pay, benefits, and bonuses can assuage workers temporarily, well-trained managers are key to reversing these trends and reengaging workers – is your organization ready for the “Great Resignation?” (Gallup)
Among the more than half of Millennials who are worried about their future employment prospects, 60% would still leave a job over a clash of values (the highest proportion of any generation). Managers should take note: Even in the most competitive conditions, many younger employees would rather take their chances on the job market than work for a company they’re not proud of. (Atlassian)
As organizations plan for the long-term future of working from home, some have begun creating leadership roles with titles like “Head of Hybrid Work,” “Head of Dynamic Work,” and “Workplace Environment Architect.” Internal communications have emerged as a key issue facing fully remote companies, with an emphasis on maintaining a workplace culture and improving employee connectedness. (CMSWire)
Recruiters are struggling to find new hires for their sales teams, citing the lack of an academic pipeline into the industry and a pervasive image problem of pushy salespeople. This shift is also a generational one as entrepreneurial Gen Xers have been replaced by risk-averse Millennials and Gen Z, generations who look for stability and shy away from fields they perceive as exploitative or predatory. (The Wall Street Journal)
It has become increasingly clear that “wacky office perks” like ping-pong or yoga studios do very little, if anything, to improve employee recruitment, retention, or engagement. Younger workers in particular are looking for respect in the form of flexibility and personal development, something that employers can foster through increased autonomy, workshops, and on-the-job training. (Fast Company)
Fewer than a third of Boomers and Xers look to their employers as their most important provider of mental health support (21% and 33% respectively), compared to over half of Millennials. This disconnect can lead to older managers significantly underestimating the potential impact they (and their company policies) can have on employees’ mental health, retention, and engagement. (Atlassian)
Generation X is the least likely to believe they’ll get rich one day, with only 47% of 45 to 54 year-olds agreeing that it’s possible to become wealthy or part of the elite class. While this share is lower than both Boomers or Millennials, Xers would be the first to claim that they aren’t pessimistic, just realistic – an approach they bring to their personal lives, finances, and professional pursuits. (The Harris Poll)
A Message from Our CEO – July 2021
Dear Friends,
Last week, a client was telling me he’s worried about losing staff because competitors are offering unheard of signing bonuses and 100% flexible work-from-home scheduling. Employees have choices and employers are scrambling. The labor market is turning on its head. This month’s NewsWire looks at the hard truth for employers and what they can do about it, the new teen worker phenomenon, Millennials managing Boomers, the power of EQ over IQ, and more.
PS — If money is the only thing keeping your employees from leaving then you have a commoditized relationship with them, and that is not sustainable. There are practical retention strategies that will cost you less than hiring and training new employees. It’s not brain surgery, but it does require a disciplined process.
Ask us, we’re happy to share.
Warren
July 2021
Despite the waning power of unions, high unemployment, and the rise of contract work, workers’ influence is growing across lower-wage and salaried positions alike. Many Millennials are experiencing “bargaining power” for the first time in their careers, and companies will likely have to adjust to this more competitive baseline when it comes to attracting and retaining talent (particularly with regards to work-life balance.) (The New York Times)
For the first time in history, the jobless rate for teenagers is lower than the rate for workers aged 20 to 24 as businesses struggle to fill vacancies in lower-wage service positions. There are many reasons that high-achieving Gen Z are racing to fill these roles — from a lack of other summer activities to needing to supplement their families’ incomes — but it’s also yet another sign of a stronger labor market. (Bloomberg Opinion)
Over a third of Americans report to a boss who is younger than them, a less traditional hierarchy that can make both younger bosses and older employees uncomfortable. Organizations struggling with these power dynamics should start looking for a workshop or training program now — this percentage will likely only grow as Baby Boomers retire and the larger Millennial generation overtakes the smaller Generation X. (SHRM)
In the aftermath of the white-collar shift to remote work, unpaid caretaking has emerged as an issue that is increasingly top-of-mind for many organizations who are hoping to ease the burden on their employees. Paid parental leave, flexible scheduling, and other benefits designed for caretakers would be particularly helpful to Xers, a “sandwich generation” often caught juggling both childcare and aging parents. (SC Times)
Research has shown that EQ is often a greater indicator of employee success than IQ, but many managers still struggle to implement the changes necessary to foster an emotionally intelligent environment. One key component to fostering EQ in the workplace lies in replacing fault-finding and criticism with a culture of positive reinforcement and a robust merit recognition process. (Fast Company)
While some organizations are setting up deadlines and policies to put an end to remote work, many of their white-collar employees are choosing to quit their jobs rather than return to the office. Employers who insist on a physical return to the office may need to offer something — higher salary, greater flexibility, more benefits — in order to retain workers who would prefer to look for new, fully-remote opportunities. (Bloomberg)
COVID-19 has forced many state and local governments to modernize outdated operations, digitize paper processes, and adapt to remote cloud-based systems seemingly overnight. Managers should plan for many of these changes to be permanent — this accelerated rate of change is unusual in the public-sector, but the hybrid work environment is popular with employees and doesn’t seem to be going anywhere. (Cisco)
More than a year into the pandemic, workers (both at home and in the office) are burnt out, but remote employees in particular believe that they have missed out on promotions, bonuses, and raises during this time. Most employees agree that remote work has saved them time and money — whether or not these savings are enough to offset this perceived loss of income remains to be seen. (Inc.)