先进技术往往与不断变化的时代和不断发展的行业相关联。随着疫情加剧了组织对技术的依赖，Zoom会议取代了董事会会议，虚拟聚会取代了当面活动，以及其他技术变革，公司正朝着多年前无法识别的方向发展。现在办公室里欢迎的话题过去被认为是不合适的，员工对表达自己的感觉可能更难以辨认。
哈特福德大学的一项研究显示，70%的美国员工认为心理健康是一个重要的工作场所问题，其中59%的人表示，他们目前的公司更能接受心理健康。 过去在办公室讨论政治是闻所未闻的，但政治话语的修辞可能会以难以忽视的方式给许多人留下深深的困扰。令人不安的头条新闻意外地出现在我们的手机上，很容易影响心理健康，雇主必须想方设法适应这种情况。在一则负面新闻刚刚爆发后重返世界可能会带来巨大的挑战。如果员工无法讨论新闻是如何困扰他们的，他们可能会感到沮丧无处发泄的负担。 虽然曾经禁止在工作场所讨论工资问题，但随着疫情的蔓延，这个话题变得更容易接受，因为许多工人在失业时得到的钱比他们在正常工作中得到的钱要多。因此，病毒让许多人以前所未有的方式重新思考他们的工资，这成为病毒在全国范围内讨论的一个方面。现在，雇主们希望他们的雇员对薪酬讨论保持沉默，这可能被视为一种阻止他们知道谁的薪酬比谁的薪酬高出很多的方式。如果员工觉得金钱讨论不受欢迎，他们自己也可能会感到不受欢迎。 过去几年，有太多人就高度情感化的问题表达了自己的看法。#MeToo运动引发了一场早该进行的关于女性遭受骚扰的全国性对话，而黑人生活事件引发了关于种族关系许多方面的对话，包括人们每天在工作中如何体验种族偏见。《国家话语》以关于焦虑和抑郁的对话为特色，这是前所未有的。与人们生活密切相关的话题现在已经成为希望改善我们周围世界的公开和诚实对话的一部分。可能让一些人感到不舒服的谈话现在让其他人感到被赋予了权力。 员工们发现了一种新的感觉，他们将在这场伟大的辞职中接受什么，组织必须认识到，留住员工的重要性前所未有。让办公室成为员工想在新冠肺炎后工作的地方，应该包括就敏感话题展开公开对话，而不是置之不理。
政治
薪酬
情感话题
企业可以是复杂的、跨部门的合作和相互依存的网络。当销售人员必须收回他们向潜在客户承诺的价格时，可能是因为财务部门的某个人最初提供了错误的信息。当客户服务代表接到受挫客户的愤怒电话时，可能是因为工作质量低劣[…；]
It may be frustrating for employees to endure the wrath of an unhappy customer over an issue they did not contribute to, but to understand why this is necessary, one needs to look at these situations through the eyes of the customer. When customers call a help line to report their cable went out in the middle of a highly anticipated football game, they don’t care if it was the person who answers the phone who caused the outage or a technician who accidentally severed a connection. They only care about the result.
Pointing fingers, even if pointed at the right person or department, just comes across to a customer as the organization making excuses for its mistakes.
Customers aren’t interested in the internal dynamics of companies they patronize. They see one monolithic organization that either does or does not provide quality goods and services as promised. Whether a mistake was made by procurement, production, sales, customer service, or any other department, it’s the company as a whole the customer sees.
Rather than trying to deflect blame, employees interacting with upset customers should focus on fixing the issue. In other words, they should focus not on who is to blame for what happened but on how to correct the customers’ issue and how to prevent it from recurring.
It’s no fun to be on the receiving end of an angry customer’s tirade. But pointing the finger at someone else in the organization doesn’t do any favors for the company, and it rarely placates the customer. Customers don’t care which team messed up; they only care about the company meeting their obligations.
Instead of trying to find someone else to blame, employees should focus on fixing the issue at hand and preventing similar issues in the future.
The post Stop Pointing the Finger Internally appeared first on HR Daily Advisor.
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H. Juanita Beecher and Burton J. Fishman are attorneys with FortneyScott in Washington, D.C. You can reach them at nbeecher@fortneyscott.comor bfishman@fortneyscott.com. The post #Metoo Comes to the Playing Field appeared first on HR Daily Advisor.
Here are four key strategies to start increasing diverse talent in your recruiting pipeline.
Before setting any hiring goals, you need to know where your company currently stands. Here, you will need to know not only your company’s diverse talent makeup but also how you compare with your competitors or your industry as a whole. This helps your company evaluate potential areas of improvement and where your company is already succeeding.
Once you know where you stand, you will need to set your diversity goals and establish a time frame within which to achieve those goals.
Your goals need to be realistic and in line with your industry standards. If you share your goals with your employees, you are likely to align broad company efforts with such goals and increase your chances of success. Increasing diversity in the workforce is not a task for your talent acquisition team but for all employees, from executives to associates.
If you set diversity hiring goals without giving your talent acquisition team the right tools, you are likely to fail. You need to allocate the necessary budget to acquire such tools. There are many great tools out there for diverse talent sourcing that go beyond keyword searches or LinkedIn profiles. Additionally, artificial intelligence (AI) technology is making diversity sourcing easier and more effective.
While your organization should be focused on hiring more diverse talent, you need to also look at retaining your employees. Employee turnover can cost up to 33% of an employee’s annual salary. Before hiring new employees, companies should first evaluate existing talent and consider hiring or promoting internally. With some training, existing employees can quickly get up to speed, as they’re already familiar with your company’s processes. Additionally, they can reward you with an intangible quality: loyalty. High internal mobility helps retain talent in general and diverse talent in particular.
Once your organization has set realistic goals and acquired the right tools to find and hire diverse talent, the next step is to track and report your progress. Share that progress with your employees and celebrate success.
Here are the top diversity key performance indicators (KPIs) you should be tracking.
If your company has glaring disparities between overall employee makeup and those in managerial positions, this could spell trouble. For example, Talenya recently released a Fortune 500 Diversity Report, which examined data on the diversity of Fortune 500 employees from the first quarter of 2021. It found that women only account for 37% of total employees in managerial roles at Fortune 500 organizations.
Companies with levels of participation in managerial roles that are close to the levels of participation of their group in the overall workforce are likely to better retain employees. Improving this metric can help diverse employees see they have a fair chance to be promoted to managerial roles within their companies.
Increasing diversity among your employees starts with having a clear picture of your goals and KPIs. You need to have the right tools to achieve your goals, share them with employees, and align everyone behind them. From there, you must take proactive measures to increase diversity in the hiring pipeline and beyond and track progress continuously.
Data only helps companies create a road map for recruiting and retaining diverse employees; the rest is up to you.
The post 4 Key Strategies and KPIs to Help Companies Increase Diversity appeared first on HR Daily Advisor.
In large organizations with high-trust cultures, vaccine mandates and proof of vaccination are not the standards. Instead, these companies leave working at home versus working in the office up to the judgment of managers and team leaders. This ensures the company maximizes performance while also responding to how employees feel about post-pandemic life. HR leaders have a lot at stake when it comes to vaccination policies. That’s why it’s crucial to have open and honest discussions with employees to determine the right course of action. While the Equal Employment Opportunity Commission has supported COVID-19 tests as a condition of employment, some studies have found that 40% of people don’t want to get the vaccine. Companies that invest in high-trust cultures recognize that a blanket policy won’t work; leaders must find a way to balance company safety and employee needs. Trust hinges on personal conversations. HR leaders who want to make the best decision should listen to employees’ concerns and understand why some people are hesitant to receive the vaccine. Some workers might have religious or medical concerns, and others could be victims of misinformation due to certain institutions, media outlets, and more. The Centers for Disease Control and Prevention (CDC) recommends letting employees grow comfortable with the idea of getting vaccinated. Workers who aren’t sure at first may change their minds after seeing colleagues receive the vaccine. Additionally, employers can overcome financial obstacles by offering paid leave or free transportation for employees getting inoculated. The moral of the story is that HR needs to be empathetic and proactive when leading vaccine policy conversations. By creating spaces for open dialogue, HR leaders can build trust and challenge traditional management mindsets that could be grounded in negative assumptions about people. Until COVID-19, most employers had minimal experience with vaccination policies. In a post-pandemic world, HR departments will have to determine the best course of action to follow. Here are three important components to consider before making a decision: 1. Prioritize employee safety. A vaccination policy should cite CDC guidelines and emphasize that employee safety is—and always will be—the highest priority. For example, after the CDC announced that fully vaccinated individuals could forego masks in most indoor settings, companies like Walmart and Costco allowed fully vaccinated customers and employees to go maskless (provided state or local laws did not dictate otherwise). Organizations like Apple and Amazon hope to return to the office in fall 2021, but they also understand that flexibility is necessary as the world explores the next normal. 2. Search for win-win solutions. When it comes to working with individuals who do not wish to get the vaccine, make sure to listen to their concerns and seek win-win solutions. Why don’t they want to get the vaccine? Is there anything HR can do to help? Are they worried they will be terminated? HR leaders should let employees know they are supported so they can continue to be productive and satisfied. Most importantly, companies should take steps to protect employees’ physical and mental health if they’re experiencing anxiety about the vaccine. 3. In the event of any conflicts, focus on resolutions. If there are clashes between colleagues or between employees and HR when it comes to vaccination, define the process for resolution. This will ensure there is an acceptable—if not ideal—solution for both parties. To start, avoid referencing disciplinary action or requiring proof of vaccination. This creates fear of litigation and impedes progress toward a positive and trusting culture. To prioritize safety and avoid termination, HR leaders should explore the possibility of continued remote work or workstations separated from other team members. In the next normal, workplace policies surrounding vaccination raise plenty of questions for HR leaders. Employers need to maintain an open-door approach and listen to employees’ needs. The worst thing a company can do is shut employees out, assume the worst, and dismiss concerns. Prioritizing fairness and ethics will help workforces stay productive and safe moving forward. Sue Bingham, founder and principal of HPWP Group, has been at the forefront of the positive business movement for 35 years. She as written a bestselling Amazon book, Creating the High Performance Work Place: It’s Not Complicated to Develop a Culture of Commitment and also contributed to international bestseller, From Hierarchy to High Performance. The post How to Draft a Reasonable COVID-19 Vaccine Policy That Protects Everyone appeared first on HR Daily Advisor.
The Role of HR Leaders in Vaccine Conversations
Components of a Fair and Ethical Vaccination Policy
许多读者可能都意识到了全国各地企业在寻找和留住合格员工方面面临的挑战。也许是因为在一家最受欢迎的餐厅等待时间太长，服务不尽如人意，当地的小企业主哀叹自己无法填补空缺，或者一个人因为同事离开而没有找到替代者而承担额外工作量的经历。
这些轶事和个人经历表明了全国范围内一种可衡量的趋势。
尽管数百万工人仍在寻找工作，但仍有数百万工作岗位空缺根据劳工统计局的最新数据，6月份有950多万美国人失业找工作https://www.bls.gov/news.release/empsit.nr0.htm“target=“\u blank”rel=“noopener”>数据，”WorkingNation创始人兼首席执行官Art Bilger写道，在针对CNBC的文章。”与此同时，这个国家的就业机会也受到冲击https://www.bls.gov/news.release/jolts.nr0.htm“target=“\u blank”rel=“noopener”>920万，创历史新高。从统计上看，每个人都有一份公开的工作。但是，即使雇主表示他们已经准备好并愿意雇佣，他们也很难找到准备好并能够胜任工作的员工。”
换句话说，挑战不一定是现有员工的短缺，而是现有工作与潜在员工正在寻找的工作之间的不匹配。
即使幸运地填补了空缺职位的雇主也没有脱离困境；如果有合适的机会出现，愿意离开目前工作岗位的现有员工数量创纪录。
自春季以来，寻找新工作的员工数量几乎翻了一番，“梅根·莱昂哈特在一封信中写道”https://fortune.com/2021/08/20/us-workers-looking-for-jobs/《财富》杂志的“target=“\u blank”rel=“noopener”>文章。大约64%的人表示他们在8月初正在寻找新工作，当时普华永道调查了1007名全职和兼职美国员工以及752名高管。那’；在当前的劳动环境下，雇主需要比以往任何时候都更加努力工作，不仅是为了找到和雇用合格的候选人，而且还要在这些工人加入公司后留住他们。对于公司来说，倾听并关注员工对敬业度和工作满意度的看法比以往任何时候都更为重要，因为开始失去员工的公司在重新填补空缺职位时可能会遇到严重问题。
在这里有一些好处思考或可能想要考虑。
During the COVID-19 outbreak, many employees were forced to work from home in response to government shutdown orders. Now that the orders have been lifted, some members of your workforce may prefer to continue working from home to (1) avoid a commute, (2) attend to childcare, elder care, or other home obligations, or (3) simply be more productive. In fact, in a recent survey by Blind, a majority of employees (about 64 percent) at top-tier companies such as Amazon, Microsoft, Google, and Facebook would opt to continue working from home over receiving a pay raise. Telecommuting is just one type of flexible work arrangement. Others may include a compressed workweek, flexible scheduling, or a hybrid home/work arrangement. Employers considering flexible work arrangements should: Once the arrangement is approved, the best practice would be to have a flexible work agreement with the individual employee, clearly setting forth your company’s expectations. Employers allowing employees to work from home will likely provide them with the general tools necessary to do their jobs remotely, such as a computer, printer, and other office supplies. But, what about those other items they may need to work more efficiently and effectively from home, such as an ergonomic desk and chair or upgraded WiFi? In North Dakota, employers are required to compensate employees for everything they spend as a direct consequence of their job, except for expenses incurred to buy or rent equipment the individual also can use outside the scope of employment. So, if they incur costs directly related to doing the job and don’t use the items outside of their employment, the expenses must be reimbursed. For all other expenses for items they can benefit from during off-hours, reimbursement is optional. As part of any flexible work arrangement policy or agreement, you should consider whether to offer employees reimbursement up to a certain amount for expenses they may incur to improve their home office space. Pet adoptions experienced a significant boost during the COVID-19 outbreak. The animals helped individuals cope with the pandemic’s stress and provided much-needed companionship when people were confined to their homes. Employees now may be concerned about protection for their new “pandemic pet” and looking to your company for assistance. Pet health insurance is a growing trend being offered by employers. The coverage can be incredibly attractive and helpful for some workers, given the hefty cost of veterinary care. You may want to look at your current benefit package and decide whether to add the insurance coverage. It may be a great way to keep employees happy and bring in or retain desirable talent. After spending nonstop time together, employees returning to the office also may be concerned about separation anxiety for their animal pals. Consider whether your workplace might become “pet-friendly,” allowing people to bring their trusty companions to work. Some workplaces may be limited from doing so because of health and safety regulations. If your business is considering allowing pets to enter, you should put a plan in place. Some suggestions include: The COVID-19 pandemic may be waning, but it will have a long-lasting impact on the workplace. As you plan for the future, take a hard look at your current employee benefits and consider whether to make any adjustments for the postpandemic world. Vanessa L. Lystad is an attorney with the Vogel Law Firm in Fargo, North Dakota. You can reach her at vlystad@vogellaw.com The post Rethinking Your Employee Benefits for Post-COVID-19 World appeared first on HR Daily Advisor.
Refitting the Home Office
Don’t Forget About Fido
Takeaways For Employers
数字连接并不一定意味着团队在远程中工作感应连接。发现五种简单的策略来弥合差距并创造一个社区感。 But when the perks (and necessity) of working remotely are clear and indisputable, how do we ensure team members remain connected, aligned, and motivated? Working remotely on online platforms is not only convenient but also quick and can significantly simplify collaborative work. Most often, however, these platforms are solely task-driven. This means employee interactions are quickly reduced to simply communicating about the work at hand and don’t create the space or opportunity for genuine conversations or, indeed, the ability to build meaningful relationships. So, while these platforms get the job done, it’s important to also encourage human interaction—that is, conversations that are focused on people, not solely on business. Starting a catch-up or status meeting with small talk or a simple “how are you doing?” or “what did you get up to this weekend?” goes a long way in doing just that and won’t take up too much time. At the end of the day, we’re all human, and it’s our diversity and individuality that make for a dynamic and interesting team. Creating opportunities to recognize individuality helps solidify team culture. Social community platforms, for instance, are the perfect tools for this, allowing remote workers to personalize their profiles in a truly human and authentic way. This gives their coworkers an opportunity to get to know the individuals behind the job titles. Whether it’s checking in once a day to ask how things are going or perhaps what the experience with a particular project has been like, building a culture of open communication promotes a feeling of community, as well as transparency. These quick messages might not always relate to work, but it can genuinely impact the feeling of well-being and inclusivity in a team that works remotely. No matter what line of work it is, there should always be time for culture, and working remotely has made this exceptionally easy. A quick video call on the last Friday of the month with icebreakers, games, or just casual conversation allows for a much-needed human element in order to build team culture, which, in turn, boosts morale and productivity. Employee recognition is a powerful tool to promote wellness and motivation. Whether it’s an e-mail or a brief announcement during a video call, giving recognition to deserving people not only validates the work they’re doing but also inspires a sense of belonging. Now more than ever, as so many people grapple with the effects of the pandemic, it’s important to acknowledge how they’re contributing to success stories. Working remotely opens up a world of opportunities, but it should never come at the cost of company culture or a sense of community and belonging within a team—all of which are essential for happy, fulfilled, and productive employees. By incorporating these strategies within a business, you’re creating the best of both worlds and, in turn, taking the necessary steps for your business to reach its full potential. Edwain Steenkamp, a writer and editor based in Cape Town, South Africa, is the Content Strategist at Panion, a community-building platform that helps organizations create a deeper sense of connection and belonging among distributed teams. The post 5 Ways to Stay Connected to Your Team While Working Remotely appeared first on HR Daily Advisor.![remote worker teamwork](“https：//news.blr.com/app/uploads/sites/3/2021/08/shutterstock_1567504015.jpg")
Encourage Human Interaction
Create a Space for Authenticity
Build a Culture of Communication
Schedule Time for Culture
Give Recognition When It’s Due
HR Daily Advisor.
Source: PeopleImages / E+ / Getty
Internal mobility isn’t just access to promotions. While that’s certainly important, when we talk about internal mobility, we mean opportunities for employees to expand laterally and take on new responsibilities and challenges, chances to take on important work, and creating a culture of learning and skill development in the company as a whole. Statistics have shown that the likelihood of employees staying with their company decreases as the years pass.
LinkedIn data found that employees who are promoted within 3 years of hiring have a 70% chance of staying onboard, and those who make a lateral move have a 62% chance of staying, as opposed to a 45% chance for those who did not make any moves. Employees who see opportunities to learn and grow will have more commitment to their company and a better understanding of their work and are less likely to be lured by other companies. Here are our top tips for hiring and retention strategies to help your company survive the Great Resignation.
Fostering a culture of learning and internal mobility starts at the top. If your leadership team consists entirely of external hires, your employees won’t see a reason to stick around to reach higher levels of management. Having a dynamic, diverse leadership team that emulates the attributes you hope to see in your employees is key. This goes beyond your C-suite; if you’re looking for a new, midlevel manager, do a thorough check of your employees first. Even if it would be a “stretch” for someone, see if it’s an option to give a current, high-performing employee the ability to rise to the occasion.
Internal mobility is built on having a culture of learning. If employees remain in the same jobs with the same responsibilities, then they won’t grow into new roles. If you hire people who love to learn, as many companies say they do, then they need to see opportunities to grow in their jobs. Hire people who have the potential to excel not just in the role you’re hiring for but also beyond it. Give them opportunities to try new things in their jobs. Employees should have a chance to expand laterally and to the same levels in different functions and departments, as well as a chance to work with leadership.
Internal mobility improves retention, new hire productivity, and the hiring process overall. Research by the Conference Board found that internal talent mobility helped develop high performers, and cross-functional rotations specifically were one of the top development activities embraced by CEOs across the globe. The bottom line is, before you hire that new person, see if you already have someone who might like the opportunity to try something new. A great way to start is to require at least one internal candidate for the final slate in every open role.
Lastly, one of the great potential benefits of internal mobility is that it can develop highly trained, diverse talent. Especially for groups whose industry pipeline or function is small, internal mobility is a great chance to develop talent so you can have more diverse representation in leadership down the line. It’s important to understand that internal mobility can be clouded with bias; employees from underrepresented backgrounds may have less access to leadership and new opportunities and receive fewer promotions than their peers. According to McKinsey, for every 100 men promoted to manager, only 85 women were promoted. The disparity is even larger for black and Latina women. For every 100 men promoted to manager, only 58 black women and 71 Latinas were promoted. The best way to improve something is to measure it. Create an accountability structure, built on data, in which all employees have a chance to excel in your workforce, try new roles, and take charge of new projects.
Rena Nigam is the Founder and CEO of Meytier.
The post How Internal Mobility Can Improve Retention, Experience, and Leadership appeared first on HR Daily Advisor.
全球大流行造成了许多被称为“前所未有”的情况，其中许多与就业有关。现在，雇主们正绞尽脑汁试图调和一个数百万人失业的世界，但仍很难填补空缺，雇员辞职人数似乎创下纪录[…]
post为什么员工在大流行期间离职？首先出现在人力资源每日顾问
全球大流行创造了许多被标记为“前所未有的”的情况，并且很多人都与就业有关。Right now, employers are scratching their heads trying to reconcile a world where millions have been without work, yet it’s still difficult to fill roles and employees are quitting in seemingly record numbers.
Let’s take a look at a few of the many reasons why employees today are still quitting during a pandemic, as well as some of the reasons not everyone is eager to return to the fields they left behind.
Here are some of the leading causes behind the recent surge in employee resignations:
It’s easy to see this is a varied topic, but there are a lot of reasons employees are still leaving.
While the answer to this question will vary depending on any given organization’s situation, there are a few things employers should be thinking about. Employers should be paying more attention than ever to things like:
What has been your experience? Has your organization seen a significant change in turnover in 2021?
The post Why Are Employees Leaving During a Pandemic? appeared first on HR Daily Advisor.
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