ProjectHR: Recent Episodes
Projections, Inc.
ProjectHR is a podcast dedicated to building better workplaces. ProjectHR is brought to you by Projections, an IRI company. IRI helps organizations navigate workplace challenges, improve employee engagement and productivity, manage labor relations, and implement effective communication strategies to achieve their goals. ProjectHR brings you candid interviews with industry experts, authors, executives, thought leaders, speakers and more. Whether you’re an experienced HR professional, or a leader who just wants to learn more about connecting with your team, this is the podcast for you!
This episode based on the PeopleResults blog titled "Pre-Merger Preparations: Building a Blueprint for Successful Integration".
In this episode of ProjectHR, host Jay Kuhns is joined by Betsy Winkler, a Lead Consultant at IRI Consultants, to discuss the complexities and challenges of system implementation projects. Betsy shares insights on how companies can avoid common pitfalls, emphasizing the importance of designing for the future state, considering the ripple effects of new systems, and enhancing the user experience. They also explore the critical role of communication and the value of involving teams in the planning process. Whether you're in the midst of a system implementation or planning one for the future, this episode offers valuable strategies to ensure success and minimize disruption.
Sheri Browning and Jay Kuhns discuss change management during a period of mergers and acquisitions. Listen now to their expert insight and strategy!
Workplace safety has been a serious concern since the industrial revolution prompted workers to form unions and demand better and safer working conditions. Because risks to physical safety were typically industry specific, industries developed regulations independent of each other, and unions rose to prominence to focus on enforcing those regulations.
In 1970, the U.S. passed the Occupational Health and Safety (OHS) Act to pass, regulate, and maintain standards and regulations, so physical safety has been a top priority for organizations for many decades. However, the same can’t be said for psychological safety, which we’re examining today.
Workplace Safety and Wellness As mentioned above, organizations across the country place a high priority on physical safety as evidenced by regularly scheduled safety meetings and well-defined measurable safety practices. Recently, there has also been a greater emphasis on wellness in terms of how we practice healthy habits to enjoy better physical and mental health.
However, the most significant contributor to workplace safety and wellness—known as psychological safety—has yet to be fully addressed. This is because the concept of psychological safety is too often thought to be some kind of touchy-feely idea that doesn’t contribute to an organization’s bottom line.
Unfortunately, this belief is sadly misguided and is regularly contributing to low employee engagement scores, undesirable turnover, and apathetic workers who turn to unions who they believe will force their employers to make them feel psychologically safe.
What is Psychological SafetySo, what exactly is psychological safety and why does it matter? In its simplest form, psychological safety is what an employee believes is true about their workplace that inspires them to be the best employee they can possibly be—with the best interests of their employer and their employer’s customers in mind.
This belief is established when the day-to-day environment in the workplace reflects the four stages that humans progress through in order to be fully invested. These stages are outlined below.
- When an employee, in any job and at any level in any organization, believes they matter and they belong, they feel included and safe to be themselves.
- When this employee believes it’s safe to ask questions, give and accept feedback, and make honest mistakes they can learn from, they feel safe to learn.
- When this employee believes their skills and abilities matter by the way they receive acknowledgement and recognition, they feel safe as a valuable contributor.
- And when this employee believes it’s their responsibility to look for ways to make everything better, they feel safe in speaking up and challenging the status quo with facts and data because they see an opportunity for improvement.
How Managers Can Support A Psychologically Safe WorkplaceEffective managers know how to manage and lead. This dual skill set is instrumental in creating a workplace where employees feel psychologically safe and driven to support their organization’s mission and values. These manager-leaders understand that all four phases of psychological safety create an integrated system that inspires and motivates the workforce. They know they must:
- Show employees how important they are by responding to what they hear.
- Encourage employees to ask questions and provide honest and meaningful responses that make sense to the employees work and life experiences.
- Invite and train employees to participate in process improvement activities and encourage them to challenge the status quo.
Creating a culture that emphasizes psychological safety increases employee retention, reduces employee turnover, decreases physical safety incidents, increases employee engagement, strengthens teamwork and innovation, and inspires each employee to be the best contributor they can. That’s why organizations must prioritize psychological safety as much as they do physical safety—and why partners like IRI, who are well-versed in the ins and outs of workplace safety, can be helpful in making this happen.
At IRI, we are experts in leadership development, employee training, organizational communication and organizational development. We use this expertise to regularly help organizations develop and implement engaging and personalized programs to maintain and elevate company performance. If you’re interested in upleveling your organizational development strategies, contact us using the chat on the right to discuss the next steps, or give us a call at (313) 965-0350.
The Labor Movement resurgence includes medical resident organizing. GME programs urged to engage, respect, and listen strategically.
Whether you’ve just stepped into a recent promotion, received a fresh leadership assignment, or been given the brand new title of CEO, the initial months of your journey are a critical juncture. This is where the foundation of your success is forged, and the trajectory of your leadership path takes its shape. In this blog post, we delve into a comprehensive framework designed to empower you with the strategies and insights necessary for not just surviving, but thriving. The art of mastering leadership transitions is a skill that separates the exceptional from the ordinary, and by grasping the essence of this framework, you’re poised to embark on a journey of accelerated growth and achievement.
Unfortunately, only a few leaders fully grasp the significance of these first three months and how they can ultimately determine their success or failure. All too often, leaders rush to make changes to prove themselves, leading to missteps and failures in their first months on the job. Leaders needing help transitioning to a new role may fail to meet performance expectations. Here are some of the most common leadership derailers:
Common Leadership Derailers1. Not adapting to the culture.Leaders who act against the established culture risk isolation and disconnection from critical information, leading to bad decision-making and eventual failure. 2. Not engaging in social learning.Leaders need to engage with their organization and prioritize meeting and talking with others instead of just reading and thinking, as this can cause them to become isolated and unapproachable. In the early stages, decisions based on intuition and strong feelings may be more important than financial analyses. 3. Attempting too much.It is common for leaders to attempt to handle numerous responsibilities simultaneously, leading to increased stress levels and a decline in overall productivity.
Framework for an Accelerated Successful TransitionTransitions are periods of opportunity and chance to start afresh and make needed organizational changes. But they are also periods of acute vulnerabilities because you need an established working relationship and a detailed understanding of your new role.
You’ll struggle later if you don’t gain momentum during your transition. Balancing action and learning helps you succeed long-term. Here are the key components of our framework for successful leadership transitions:
Understand your business situation
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- Diagnose the situation to develop the right strategy. - Avoid the “one-best-way” thinking. - Identify the opportunities and challenges.
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Gaining success through negotiation (with your boss, peers, direct reports, etc)
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- Build relationships - Agree on the diagnosis of the situation - Determine how to work together - Create a plan for action
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Create your team
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- Communicate short and long-term goals. - Gain team member’s feedback. - Create new team processes.
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Stay the course
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- Maintain discipline and focus on your transition daily.
Careful planning is crucial when transitioning your career. Every successful career is a series of successful assignments, and every successful project is launched with a successful transition. The most dangerous transition can be the one you don’t recognize is happening.
At IRI, we know exactly how critical leadership transitions can be for an organization. Through careful consideration and strategic planning, we believe that transitional times can lead to improved employee engagement and productivity. We know that every business is different, and each requires its own holistic and customized approach for their leadership. Contact us today to discuss the next steps, or give us a call at (313) 965-0350.
Learn how to manage others by managing yourself first. Navigate emotions, engage your team, and drive successful transformations.
Discover the impact of #HotUnionSummer – a season marked by labor unrest. Gain insights on navigating and responding to union activity with expert advice.
Discover the reasons behind Ulta Beauty's success in the ever-changing retail landscape, from their guest-centric decision-making process to their one-stop-shop approach. Explore their employee relations best practices, including care hotlines and DE&I efforts, providing valuable insights for other organizations. Learn from Devon Byrne, VP for People Enablement, and her advice on creating a positive employee experience.
Gain invaluable insights from Chris Chouinard, a Lead Consultant at IRI Consultants, on leveraging EAG feedback, utilizing outside consultants, and cultivating a post-pandemic workplace culture.
Digital media intelligence should be a critical part of any organization’s communications and ultimate success.
Employee experience strategy should be a major organizational focus for companies looking to prevent resignations and improve retention.
Episode 4.19: Hiring is tough – in the current climate, that’s a given. And while there are strategies upon strategies on how to win this “war for talent”, not nearly enough is said on the absolute best way to win that war: which is simply to avoid job vacancies in the first place. Every employee you retain is a new hire you won’t have to find – not to mention onboard, train and socially integrate into your team. Joining us today to help us better understand this challenge is Joey Coleman, the Founder and Chief Experience Composer for Design Symphony, perhaps best known for his Wall Street Journal Bestseller Never Lose a Customer Again. His latest book, Never Lose An Employee Again: The Simple Path to Remarkable Retention will be released later this summer. Here, he explains:
The importance of retention, with regard to customers and employees; How loyalty interacts with retention - and what organizations commonly get wrong about loyalty; The eight phases of the journey to improve employee retention; and What you can do right now to improve employee retention in your own workplace!
If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Why Study Customer and Employee Retention?
Retention is a prominent theme in Mr. Coleman’s writing because of a human being’s biological imperative of being predisposed towards “the chase, not the catch and retain.”
Retention is also important to Mr. Coleman because he believes businesses focus too much on marketing and sales.
His first book, Never Lose A Customer Again, provides a framework and methodology for enhancing customer retention for companies.
Its cover uses the symbolism of a balloon, to illustrate a lack of retention in an organization.
If customers aren’t retained, they usually don’t storm in and fire the business aggressively. It’s instead like a balloon – a slow, quiet drift away. The same goes for employees, despite often having more notice. Employers can still be surprised or caught off-guard by an employee giving two weeks with (seemingly) no cues or signs.
Examining retention allows individuals to think strategically, systematically, and intentionally about keeping customers and employees.
How Loyalty Interacts With Employee Retention
Loyalty and retention work hand in hand. Loyalty is the aspirational goal of retention. The organization will likely retain employees who feel loyal to the organization. What organizations get wrong about loyalty is that there is an expectation that it should be given instantly. There is no other situation or environment where individuals expect this to be the case.
Mr. Coleman gives an example of a bad first date due to assumptions about loyalty.
“We're sitting at the first date, and the waiter or waitress comes over to take our order. And before they've even taken our order, we're asking the other person, ‘so when do I get to meet your parents? I'm thinking this is going really well.’ We wouldn't do that in our dating lives. And yet, when we bring on a new customer, or we bring on a new employee, our perspective is, ‘well, now they're in, right? They're going to stay unless something goes wrong.’”
Understanding Never Lose An Employee Again
Writing on Never Lose An Employee Again: The Simple Path to Remarkable Retention began before the pandemic. When the COVID-19 pandemic disrupted many lives in the United States, he asked his publisher to pump the brakes on writing his book.
While Mr. Coleman wasn’t afraid it would change the frameworks he built in his book, he knew it would likely change employee expectations of office culture in unforeseen ways. He recognized that failing to wait out COVID-19 to assess how retention would be impacted once the pandemic subsided would harm the findings in his book.
“Putting the human back in Human Resources” – we’ve all heard the phrase, decrying our industry’s perceived focus on process, paperwork, and, in more recent years, technology. But humanity and technology don’t have to be at odds with one another – in fact, when they work together, they can drive successful business transformations and help create high performing teams! Joining us today to help us answer these questions is Larry McAlister, a three-time CHRO and the number one international best selling author of The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture! Here, he explains:
- Why we are living in “The Golden Age of Technology”;
- Common reasons why digital transformation efforts can fail;
- The value of “golden-threading” your organization; and
- The four key elements to create a thriving, engaged employee ecosystem!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Golden Age Of HR Technology* The time we live in is often called “the golden age of HR technology.” This is because of three key elements: + How fast the technology is moving + How much HR technology is out there + How HR tech affects every part of the employee experience. * The role of data in talent acquisition, employee development, and employee retention is another example of how we’re in the golden age of HR technology. + This means HR professionals can cross-reference pulse surveys with AI recruiting and peer coaching tools. This can yield a more encompassing picture of where the workforce is at. * Despite this, only 15% of companies are fully engaged in a full HR stack. So while there is more HR technology than ever, fewer companies fully utilize it to its full potential. * HR team members must act quickly to get buy-in from everyone; they need to be the ones driving human-centric digital transformation.
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People Have To Be First: Understanding Human-Centered Digital Transformation* Mr. McAlister started his HR career by developing a welfare-to-work program for his then-employer Citibank. This program aimed to establish entry-level job opportunities and teach those hires how to be employed in a professional environment. * His program was successful, with 19 out of 20 individuals maintaining their employment with Citibank. His HR department then brought him on to the HR team. * But what caused Mr. McAlister to choose HR as his long-term career path was working for a company with a “mean” attitude towards firing, layoffs, demoting, and the organizational chart. + After being eventually laid off from this organization, Mr. McAlister realized that in workplaces, people have to be first – and he devoted the rest of his career to making sure they always remained first. * That’s one reason Mr. McAlister wrote a “field guide” rembracing human-centric digital transformation, intentionally designed as a step-by-step guide for HR professionals and corporate leadership to follow. * All HR professionals can be technology and transformation experts with the right guidance and strategy.
Why Human-Centric Digital Transformations Can Fail* A silver lining of the COVID-19 pandemic is that almost all companies experienced a major transformation. + During the immediate aftermath of COVID, it was a lot easier for everyone to embrace this human-centric digital transformation as everyone had to do it simultaneously. + After COVID, companies face the challenge of handling employee feedback as employees are now more empowered in their workplaces. However, there’s no clear best way to manage this feedback. + The key solution to this is to embrace the same skills developed during the pandemic for managing worker needs now that the severity of the pandemic is largely over. * Unfortunately, for many companies, moments of growth are almost done in a reactionary way, just trying to “get through it” instead of focusing on the strategy behind it. “We’re all in a transformation, whether you like it or not.” * Another reason human-centric digital transformation fails is the focus on the platform first, not the workplace ecosystem it will live in. There is an expectation that tech will transform their company instead of HR or talent strategies. + Buying an HR platform, turning it on, and hoping employees will use it will not work. + Often, companies will see the HR tech stack of another company and attempt to copy it because “it looks like a good idea.” - Too many buyers and even sellers of HR technology just think about the features and functions of the tech and hope employees will engage in it. That is no way to get the fastest adoption of the technology. * If you’re not “golden threading” your organization – meaning examining how individuals, teams, the enterprise, and the future potential of the company work together in harmony – a company will not get the full ROI of an HR platform. * Getting employee buy-in can be as straightforward as creating business advisory groups from seasoned employees, management, or leadership. + The best accelerator of transformation comes from the honesty of individuals sharing their feedback and opinions on the proposed changes ahead. * HR professionals are encouraged to “bring people with them” in the race to the finish line of a company’s human-centric digital transformation goals. + “When I was a young buck, I was trying to do everything independently. And a head of HR brought me into his office and said, ‘You’re running so fast that when you get to the finish line, no one’s going to be there to clap for you.’ And that changed my life. So bring people with you. It’s the fastest, easiest way to go.”
Case Study: Mr. McAlister’s Human-Centric Transformation Of NetApp* One of the organizations Mr. McAlister helped usher in human-centric digital transformation for was NetApp, a data storage and data management solution company. * Mr. McAlister was able to help NetApp transform quickly because he paid close attention to three additional reasons why transformations fail. Those are: + No clear vision. + You don’t have the right people in the right spots. + You go too slowly. * While at NetApp, he de-emphasized “classic HR” protocols and practices and focused on turning the organization into an “enablement organization.” + An enabled organization meant that the best employees and managers had the best tools, frameworks, and technology to have the best relationships across the organization. + Upon departure in 2022, he felt NetApp was a “much more engaging, cooperative aligned organization.” * For example, Mr. McAlister created a Career Week for the employees at NetApp. During this week, they shared presentations and career development opportunities with attendees on how employees can grow in their careers at the organization. + After sharing that message with attendees, they discussed how tech would enable employee growth. This focus on strategy yielded some of the highest adoption rates for their HR platform. * Additionally, while at NetApp, he hosted an HR Tech Parade, essentially an HR technology vendor showcase. + The result was the selection of three or four vendors to work with that year. But the ultimate positive outcome was increased awareness of HR tech options.
The Four Active Elements Of A Thriving Work Strategy* There are four key elements to create a thriving, engaged employee ecosystem that yields high-performing teams: + Activating yourself. Before building a successful team, you need to be thriving yourself. This means focusing on well-being, mental fitness, and the ability to predict the future. + Activating your team. Democratize coaching by democratizing data in your team. Share pulse survey results freely so employees can check what’s going well and what’s not. + Activating the enterprise. Enterprise-level growth should be thought about on a whole-company level, not just “your little patch of land.” Ask yourself: do we have shared goals? Do we have internal mobility? + Activating the future. Use technology to understand what skills are needed to help employees get where they want to go and where the company wants to go. Ask yourself how you bridge those gaps and future-proof the organization. * Then, after activating your organization, HR professionals should bring in technologies to bolster the work strategy.
Driving Human-Centric Digital Transformation* Mr. McAlister hopes that his book The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture helps companies feel more empowered. * Individuals will walk away from reading the book with information such as: + How do you share your HR strategy? + How do you evaluate HR technology? + How do you drive enablement? + How do you brand your organization’s story? + How do you become the face of the transformation? * He hopes individuals don’t need to spend much money on a consultant and that an internal team of HR professionals can become the face of their transformation.
Larry McAlister Background* B.A. from University of Southern California * Served as Vice President, Human Resources with Philips Electronics * He was the Managing Director, Human Resources for Applied Materials * Mr. McAlister also served as the Head of Global Human Resources for TIBCO Software, as well as for Glu Mobile * He was the Vice President of Global Talent Management for Equinix * He served as the Vice President of Global Talent for NetApp * Mr. McAlister is currently the Founder of The Corporate Humanist Consultancy * He is the author of The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture
Links
- https://www.larrymcalisterbook.com/
Contact
- Larry McAlister on LinkedIn
Larry McAlister email: larrymcalisterhr@yahoo.com
Rest of ECSubscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
How To Leverage Social Media for Employee EngagementEmployment Law Update: 2023Artificial Intelligence: The Latest Tool in Effective Internal CommunicationsThe Great ReconnectionContemporary Approaches to Connecting with Younger Retail WorkersSee It. Say It. Appreciate It! – How Employee Recognition & Appreciation Drive Business Results
“Putting the human back in Human Resources” – we’ve all heard the phrase, decrying our industry’s perceived focus on process, paperwork, and, in more recent years, technology. But humanity and technology don’t have to be at odds with one another – in fact, when they work together, they can drive successful business transformations and help create high performing teams! Joining us today to help us answer these questions is Larry McAlister, a three-time CHRO and the number one international best selling author of The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture! Here, he explains:
- Why we are living in “The Golden Age of Technology”;
- Common reasons why digital transformation efforts can fail;
- The value of “golden-threading” your organization; and
- The four key elements to create a thriving, engaged employee ecosystem!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Golden Age Of HR Technology* The time we live in is often called “the golden age of HR technology.” This is because of three key elements: + How fast the technology is moving + How much HR technology is out there + How HR tech affects every part of the employee experience. * The role of data in talent acquisition, employee development, and employee retention is another example of how we’re in the golden age of HR technology. + This means HR professionals can cross-reference pulse surveys with AI recruiting and peer coaching tools. This can yield a more encompassing picture of where the workforce is at. * Despite this, only 15% of companies are fully engaged in a full HR stack. So while there is more HR technology than ever, fewer companies fully utilize it to its full potential. * HR team members must act quickly to get buy-in from everyone; they need to be the ones driving human-centric digital transformation.
UNLOCK THE FULL EPISODE COMPANION GUIDE
Get all the notes, links, tips, tricks and most important content from this episode – for free!
Show me!
By signing up you agree to our terms
People Have To Be First: Understanding Human-Centered Digital Transformation* Mr. McAlister started his HR career by developing a welfare-to-work program for his then-employer Citibank. This program aimed to establish entry-level job opportunities and teach those hires how to be employed in a professional environment. * His program was successful, with 19 out of 20 individuals maintaining their employment with Citibank. His HR department then brought him on to the HR team. * But what caused Mr. McAlister to choose HR as his long-term career path was working for a company with a “mean” attitude towards firing, layoffs, demoting, and the organizational chart. + After being eventually laid off from this organization, Mr. McAlister realized that in workplaces, people have to be first – and he devoted the rest of his career to making sure they always remained first. * That’s one reason Mr. McAlister wrote a “field guide” rembracing human-centric digital transformation, intentionally designed as a step-by-step guide for HR professionals and corporate leadership to follow. * All HR professionals can be technology and transformation experts with the right guidance and strategy.
Why Human-Centric Digital Transformations Can Fail* A silver lining of the COVID-19 pandemic is that almost all companies experienced a major transformation. + During the immediate aftermath of COVID, it was a lot easier for everyone to embrace this human-centric digital transformation as everyone had to do it simultaneously. + After COVID, companies face the challenge of handling employee feedback as employees are now more empowered in their workplaces. However, there’s no clear best way to manage this feedback. + The key solution to this is to embrace the same skills developed during the pandemic for managing worker needs now that the severity of the pandemic is largely over. * Unfortunately, for many companies, moments of growth are almost done in a reactionary way, just trying to “get through it” instead of focusing on the strategy behind it. “We’re all in a transformation, whether you like it or not.” * Another reason human-centric digital transformation fails is the focus on the platform first, not the workplace ecosystem it will live in. There is an expectation that tech will transform their company instead of HR or talent strategies. + Buying an HR platform, turning it on, and hoping employees will use it will not work. + Often, companies will see the HR tech stack of another company and attempt to copy it because “it looks like a good idea.” - Too many buyers and even sellers of HR technology just think about the features and functions of the tech and hope employees will engage in it. That is no way to get the fastest adoption of the technology. * If you’re not “golden threading” your organization – meaning examining how individuals, teams, the enterprise, and the future potential of the company work together in harmony – a company will not get the full ROI of an HR platform. * Getting employee buy-in can be as straightforward as creating business advisory groups from seasoned employees, management, or leadership. + The best accelerator of transformation comes from the honesty of individuals sharing their feedback and opinions on the proposed changes ahead. * HR professionals are encouraged to “bring people with them” in the race to the finish line of a company’s human-centric digital transformation goals. + “When I was a young buck, I was trying to do everything independently. And a head of HR brought me into his office and said, ‘You’re running so fast that when you get to the finish line, no one’s going to be there to clap for you.’ And that changed my life. So bring people with you. It’s the fastest, easiest way to go.”
Case Study: Mr. McAlister’s Human-Centric Transformation Of NetApp* One of the organizations Mr. McAlister helped usher in human-centric digital transformation for was NetApp, a data storage and data management solution company. * Mr. McAlister was able to help NetApp transform quickly because he paid close attention to three additional reasons why transformations fail. Those are: + No clear vision. + You don’t have the right people in the right spots. + You go too slowly. * While at NetApp, he de-emphasized “classic HR” protocols and practices and focused on turning the organization into an “enablement organization.” + An enabled organization meant that the best employees and managers had the best tools, frameworks, and technology to have the best relationships across the organization. + Upon departure in 2022, he felt NetApp was a “much more engaging, cooperative aligned organization.” * For example, Mr. McAlister created a Career Week for the employees at NetApp. During this week, they shared presentations and career development opportunities with attendees on how employees can grow in their careers at the organization. + After sharing that message with attendees, they discussed how tech would enable employee growth. This focus on strategy yielded some of the highest adoption rates for their HR platform. * Additionally, while at NetApp, he hosted an HR Tech Parade, essentially an HR technology vendor showcase. + The result was the selection of three or four vendors to work with that year. But the ultimate positive outcome was increased awareness of HR tech options.
The Four Active Elements Of A Thriving Work Strategy* There are four key elements to create a thriving, engaged employee ecosystem that yields high-performing teams: + Activating yourself. Before building a successful team, you need to be thriving yourself. This means focusing on well-being, mental fitness, and the ability to predict the future. + Activating your team. Democratize coaching by democratizing data in your team. Share pulse survey results freely so employees can check what’s going well and what’s not. + Activating the enterprise. Enterprise-level growth should be thought about on a whole-company level, not just “your little patch of land.” Ask yourself: do we have shared goals? Do we have internal mobility? + Activating the future. Use technology to understand what skills are needed to help employees get where they want to go and where the company wants to go. Ask yourself how you bridge those gaps and future-proof the organization. * Then, after activating your organization, HR professionals should bring in technologies to bolster the work strategy.
Driving Human-Centric Digital Transformation* Mr. McAlister hopes that his book The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture helps companies feel more empowered. * Individuals will walk away from reading the book with information such as: + How do you share your HR strategy? + How do you evaluate HR technology? + How do you drive enablement? + How do you brand your organization’s story? + How do you become the face of the transformation? * He hopes individuals don’t need to spend much money on a consultant and that an internal team of HR professionals can become the face of their transformation.
Larry McAlister Background* B.A. from University of Southern California * Served as Vice President, Human Resources with Philips Electronics * He was the Managing Director, Human Resources for Applied Materials * Mr. McAlister also served as the Head of Global Human Resources for TIBCO Software, as well as for Glu Mobile * He was the Vice President of Global Talent Management for Equinix * He served as the Vice President of Global Talent for NetApp * Mr. McAlister is currently the Founder of The Corporate Humanist Consultancy * He is the author of The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture
Links
- https://www.larrymcalisterbook.com/
Contact
- Larry McAlister on LinkedIn
Larry McAlister email: larrymcalisterhr@yahoo.com
Rest of ECSubscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
How To Leverage Social Media for Employee EngagementEmployment Law Update: 2023Artificial Intelligence: The Latest Tool in Effective Internal CommunicationsThe Great ReconnectionContemporary Approaches to Connecting with Younger Retail WorkersSee It. Say It. Appreciate It! – How Employee Recognition & Appreciation Drive Business Results
This year, HR professionals face an abundance of changes to employment laws and regulations – how will you be affected by these changes, and how will they impact the working lives of the employees in your organization? Joining us today to help us answer these questions is “The Employment Law Litigator” Louis Lessig, a Labor and Employment attorney with Brown & Connery LLP. Here, he explains:
- Why employment law is best viewed as a roadmap;
- Some common examples of employment policy issues left up to the states this year;
- The DOL’s upcoming rules updates regarding overtime regulations; and
- How employment law updates may impact you in 2023!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Employment Laws As A Roadmap* It’s very common for workplaces to view employment law as “a nightmare”, by becoming overly obsessed with compliance. + Employees and employers are often terrified of making mistakes in fear of being penalized. * A more helpful way of understanding employment law is by treating these rules and laws as a roadmap of what society has deemed important, regardless of political affiliation. * The past couple of years, employers have been trying to keep up with changing situations impacting workers, which includes how to manage working from home and other remote work situations. + One silver lining of COVID is that it has increased the transparency of having mental health conversations in the workplace. + Having honest conversations about how employers can help employees and their families address their mental health concerns can help employees be productive members of society and work through their issues.
UNLOCK THE FULL EPISODE COMPANION GUIDE
Get all the notes, links, tips, tricks and most important content from this episode – for free!
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Employment Law Updates* Contrary to popular belief, shifts in employment law to address remote work and worker welfare were happening before the pandemic. * This is due to the federal government’s reluctance to weigh in on specific situations impacting employers and employees, leaving it to states’ employment and labor departments. + Common examples of employment policy issues left up to the states in 2023 include: - Laws that forbid employers from asking questions about if a prospective employee is formerly incarcerated or a felon (Ban the Box initiatives); - Medical and recreational marijuana laws; - Independent contractor issues; - Non-compete agreements; - Pay equity and transparency laws; - Laws governing union membership. * As many of these policies rest at a state-level decision, this can greatly impact organizations with employees or locations across many states. + Many employers, while thrilled to be able to hire from anywhere without relocation costs, aren’t necessarily considering the implications of those hiring actions. - Having employees from 30 states is fine, but the HR handbook must reflect each state’s unique employment policies. * This means that HR professionals must increase their familiarity and expertise with employment laws in multiple states. * Sometimes, laws and regulations can vary even from county-to-county.
Updates For 2023* There are common themes in employment law updates across states in 2023. These are typically issues the federal government hasn’t provided overarching guidance or regulation. + California and New Jersey have implemented a more expansive form of federal WARN Acts (laws that govern how workplaces inform of plant closures and mass layoffs). - Increasing the expansiveness of WARN Acts at a state level could be common in 2023 across the country. + The FTC proposed a rule that would ban non-compete agreements from employers in January of 2023. - The proposed rule change by the FTC has caused a ripple effect in the economy since its announcement. + New Jersey also has created a new temporary worker law that Mr. Lessig considers to be encumbering to blue-collar businesses and temporary staffing agencies. + Many states are looking at laws clarifying pay transparency on job postings and what should always be included on employment listings. + Leave issues, such as how PTO is calculated and offering bereavement leave, are common in 2023. - Some states are considering creating pooled state funds for sick leave, similar to unemployment. + Finally, states are expanding their focus on employment law updates to include emerging issues such as using artificial intelligence in the workplace and ensuring that employees are paid equitably regardless of gender or race. * Mr. Lessig believes the biggest new employment law update facing employers in 2023 will be the DOL’s upcoming rules updates to overtime regulations. + It is expected the DOL will likely propose a rule to raise the salary threshold that could re-classify a worker as non-exempt in May of 2023. This proposed rule change does not guarantee it will be enacted. + Additionally, the DOL could revise a rule governing the duties tests that help classify workers as exempt or non-exempt. * Additionally, Mr. Lessig believes that all HR professionals and organizational leaders must care about what’s happening in other states’ legislatures. He says this is because of a bandwagoning effect that tends to ripple across state governments in waves. + “If your legislature takes a look at what’s happening in Trenton and thinks, ‘Wow, that’s a really good idea. We never thought about that.’ The next thing you know, it’s on your docket as well.”
How Employment Law Updates Impact You In 2023* In 2023, no matter if someone is an employee, manager, or HR professional, everyone is “doing more with less, and everyone is exhausted.” * For employers and employees, the response to employment law updates has been mixed. The organizations that have done away with the larger brick-and-mortar operations have been happy, especially as the Department of Labor continues to clarify rules that govern remote work. + For example, DOL says that employment law posters can now be displayed digitally to comply with the law. + But some independent contractors find that the new laws can retroactively classify them as employees when they don’t want those classifications. * Overall, Mr. Lessig believes that employees hope some laws and rules will improve their lives – and while he is cautiously optimistic these laws will better serve and protect employees, he isn’t confident they will. * Organizations need to appreciate the fact that it is going to cost more to remain in operation. These costs can come from the following: + Addressing how an employer can keep and retain top talent by making the organizational and cultural shifts to become an employer of choice. + Complying with alterations to overtime or paid time off requirements dictated by the state or federal government. + Rethinking the workplace regarding hybrid work and how employers cross-train people. * Mr. Lessig recommends that HR professionals try to stay on top of shifts in employment law by staying active on LinkedIn or Twitter. + Other resources he recommends are SHRM’s website, the federal Department of Labor, the FTC, and state labor and employment department websites.
Employment Law Updates’ Impact On Unions And Labor Organizing* The Biden Administration rescinded many regulations set in place by the Trump administration. * Rulings by the National Labor Relations Board are bleeding into non-labor workspaces. This is likely because President Biden has committed himself to being the most pro-union and pro-labor administration ever. To support Biden’s pro-labor initiative, the federal government has increased the investment of money into the budget to enforce regulations. * It’s recommended that employers have an honest conversation about the culture that they have currently, where they want to be, and then how they get there. + Many employers and unions need to look at their situation practically. Employers need to ask themselves if they can offer the solutions and benefits that make union membership attractive. Unions need to get clear on what unique value they can bring to the membership that isn’t duplicated by employers offering an increase in wages. + Employers are also cautioned against considering voluntary benefits, training, and an investment in culture as “optional”. - “We’ve got to be able to sit down and say, ‘Listen, we are going to take care of you. And it may be a challenge, but we’re going to figure out a way through it.’” + An organization that is honest with itself about its culture will likely have a group of employees that will not feel compelled to join or form a union. + With a positive workplace culture, organizations should address any concerns related to time off or other benefits without needing collective bargaining or union involvement.
Mr. Louis Lessig Is “The Employment Law Translator”* Mr. Lessig loves the opportunity “to be collaborative with clients in getting them from A to B.” * Louis enjoys not only working with clients as a partner at the firm Brown & Connery, LLP but also speaking at corporate events and HR trainings.
Louis Lessig Background* JD, Law from Widener University Law School * BA, Human Resources with a concentration in entrepreneurial studies from Muhlenberg College * Mr. Lessig was the Co-Founder and Partner at Pinnacle Employment Law Institute (PELI) * He served as President of the Muhlenberg College Alumni Board, of the Camden County Bar Association and the National Speakers Association of Philadelphia * He was the State Director of the Garden State Council SHRM * At present, he is the Northeast Membership Advisory Council Representative for SHRM * Currently, Mr. Lessig serves as Partner at Brown & Connery, LLP
Contact* Louis Lessig on LinkedIn * Louis Lessig email: llessig@brownconnery.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Artificial Intelligence: The Latest Tool in Effective Internal CommunicationsThe Great ReconnectionContemporary Approaches to Connecting with Younger Retail WorkersSee It. Say It. Appreciate It! – How Employee Recognition & Appreciation Drive Business ResultsSkills Based Hiring – An Effective Approach To Finding The Best TalentLabor Relations in the Cannabis Industry
Last year, Human Resource professionals spent a lot of time discussing The Great Resignation – the phenomenon where, in light of the pandemic and all that came after, many employees re-examined their jobs and many decided that what they wanted was something different – and even if they didn’t leave these jobs, many simply began to… disconnect. Today, we’re joined by Kevin Mulcahy, a future of work evangelist, speaker, educator and author, and he believes that forward-thinking companies are now beginning the process of what he calls The Great Reconnection. Here, he explains:
- What it means for employees to disconnect;
- How Corporate Purpose can be used as an antidote for disconnection;
- How to employ the Thorns, Roses and Buds conversation tactic; and
- Why simple appreciation and acknowledgement of effort can go a long way!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Great Workplace Disconnection* Kevin Mulcahy co-wrote a book in 2016 called The Future Workplace Experience: 10 Rules For Mastering Disruption in Recruiting and Engaging Employees. + In this book, he states that companies pay the most attention to employee working conditions, not emotional well-being. + This has left employees feeling disconnected from each other and the companies they work for – which only became more heightened because of the pandemic. * Disconnect is defined as a discrepancy between the expectations of leadership and the expectations of employees. These disconnects drive unhappiness. * Post-pandemic disconnects include: + Employees wanting to work and work-from-home flexibility; + Employers being slow to pick up on Black Lives Matter and social justice and environmental movements; + Differences between employer and employee values, what the business claimed were their values, and how the business operated; + Underestimations of the number of people hired by firms during the pandemic; and + Return-to-office confusion. * This is the opportunity for HR leaders to intentionally connect all employees to the same values and create a sense of belonging. + The approach to making these concepts more concrete and actionable involves selecting a month and a specific value to emphasize. - When employees demonstrate value, they are called out and celebrated; when they fall short, appropriate corrective action is taken. * During and after the pandemic lockdown, there is also a disconnect on the following three fronts: more employee autonomy, a greater connection to meaningful work, and more creative outlets for employees.
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The Great Reconnection As Co-Creation* Reconnecting employees back to work being done is the goal of The Great Reconnection. A lack of emotional connection drives the disconnect felt in modern workplaces. * To decrease that disconnect, the Great Reconnection should be a co-creation where all policies suit all employees. + This can look like working with employees to determine how they are rewarded or compensated – instead of assuming what an employee wants. * Two elements to developing this type of collaborative approach is through the implementation of employee attitude surveys: + Step 1: Ask for their input + Step 2: Believe what they say * During the pandemic, employers stopped distributing employee attitude surveys because employers were under “emergency conditions.” + This was a crucial mistake because no matter the circumstances that drive situations surrounding work, an employee can still have thoughts, feelings, and attitudes about their situation.
Company-Wide Strategies For Improving Connection* There are companies out there that are succeeding when it comes to The Great Reconnection. What are they doing differently? What these companies do differently can provide a frame or guideline for how other companies should act. + An example is in the field of diversity, equity, and inclusion (DEI) conversations. Companies with the best DEI know they serve to nurture a sense of belonging. + Belonging, equity, and inclusion are all related to the idea that people feel welcome and can participate in the company. * Corporate Purpose can be used as an antidote for the Great Disconnection and as a force for growth. + Larry Fink, the chairman of BlackRock, is a big advocate of corporate purpose. This is because when an employee can understand and connect with the company’s purpose, the employee will be a staunch advocate of the corporation. + EY’s Corporate Purpose “Building A Better Working World” + Neiman Marcus’ Corporate Purpose “Making Life Extraordinary” + The first step to utilizing corporate purpose is to ask why the company exists. + The second step is to help employees determine and articulate their personal purpose and how that fits into the corporate purpose. Then an employee can use that in their work. + Companies can train managers to utilize a subordinate employee’s personal purpose for the result of helping the employee make more intentional decisions about their long-term career path. + Additionally, employees can utilize a company’s corporate purpose to understand more clearly if they are a good fit for the organization. + If the corporate purpose would help manifest and support their personal purpose, then that employee is more likely to stay. * Recruiters must clearly show potential talent what the company stands for and its values. If a recruiter or the hiring manager does not discuss the company’s values, the likely takeaway from the candidate is that the values aren’t important to the company. + Values conversation should be in every interview. * Companies should also examine their macro-listening. Organizations can do this through tools like + Employee attitude surveys. + Automated sentiment analysis, which can analyze communication patterns. - Mr. Mulcahy suggests Microsoft Viva is a great platform to start with. + Executive coach feedback sessions.
Strategies for The Great Reconnection At The Manager Level* Managers don’t need company-wide buy-in and approval to utilize the tactics of The Great Reconnection. + Part of this is through the usage of a softer management style. Listening is key a key part of this style. - First, managers should ask their employees, “How are you?” and listen sincerely to how they’re doing professionally and personally. - Secondly, managers should share how they’re doing without verging on being unprofessional. - Thirdly, managers should ask, “How are we?” This opens a thoughtful, human-centric dialogue about increasing productivity. * A conversation tactic to improve employee connection is using the thorns, roses, and buds method. + Thorns: what is not going well for you? - Over the pandemic, companies became hyper-fixated on thorns and what was wrong without discussing what was going right. - It’s not all about fixing what isn’t working. It’s about celebrating successes and helping positivity become contagious. + Roses: what is going well for you? + Buds: what are you working on that’s promising? * An additional strategy to help companies connect more is to utilize clear appreciation for employees and consistently acknowledge employee efforts. + Even the growth of the phrase “thank you” and other small acts of appreciation and acknowledgment in the workplace can go a long way with employees. + Listeners can do a quick test of their gratitude: - Think of the last time you explicitly thanked a colleague or employee. - Try to calculate how often you express gratitude to others to establish a baseline. - Set a gratitude goal and track acts of appreciation and explicit thank yous. + Handwritten thank-you notes can be useful gratitude tools in digital-first communication. * Another strategy is to use the following questions, modeled after the British Army, to help individuals understand how they complement a team, especially in remote work situations. Use of these questions can give a sense of alignment and a shared mission to improve accountability and understanding among the team: + Does everyone understand the macro mission? + Do I (the employee) understand everyone’s role? + Does everyone on my team understand each other’s role?
“I love just getting people to treat each other better.” – Kevin Mulcahy* Managers and companies need to uplevel their reconnection tactics to retain high-quality talent and grow long-term. * Kevin delivers workshops on The Great Reconnection and future-proofing HR strategies from his extensive professional expertise and book The Future Workplace Experience: 10 Rules For Mastering Disruption in Recruiting and Engaging Employees.
Kevin Mulcahy Background* MBA in Operations and Busines Strategy from Boston College Carroll School of Management * BA in Management Science, Statistics & Industrial Systems from Trinity College Dublin * Began his career as Senior Director – Corporate and International Strategy with Sprint * Mr. Mulcahy served as the Director of International Operations for GlobalFon, Inc. * He was the Director of Competitive Intelligence, Technology Practice for Fuld & Company * He has worked as an Executive Coach for Harvard Business School Executive Education, as a Lecturer with Babson College and serves as the Director of Professional Education for Assumptions Matter * He co-authored The Future Workplace Experience: 10 Rules For Mastering Disruption in Recruiting and Engaging Employees with Jeanne Meister * Mr. Mulcahy currently serves as the VP, Future of Working and Learning for Future Workplace
Links* Kevin Mulcahy website
Contact* Kevin Mulcahy on LinkedIn * Kevin Mulcahy email: kevin@kevinmulcahy.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Contemporary Approaches to Connecting with Younger Retail WorkersSee It. Say It. Appreciate It! – How Employee Recognition & Appreciation Drive Business ResultsSkills Based Hiring – An Effective Approach To Finding The Best TalentLabor Relations in the Cannabis IndustryInternal and External Communications Alignment Strategies: The Power of Speaking with One VoiceCreating the Right Cultural Fit for a Dynamic Organization
Everyone likes to be appreciated, and those who perform exceptionally deserve to be recognized – but expressing appreciation and recognizing employee contributions aren’t just nice things to do, they’re critical managerial skills, skills that can have a tremendous impact on a company’s productivity, morale, retention and much, much more! There is a direct connection between employee recognition and business results, and today, we’re joined by Debra Corey, the author of See It. Say It. Appreciate It! The Manager’s Guide to Employee Recognition! Here, she explains:
- That recognizing and communicating appreciation is a skill all managers can develop;
- The Five Key Themes of Appreciation;
- The Four Golden Rules of Recognition; and
- Ways to start an informal employee appreciation program at your company!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Connection Between Employee Recognition and Business Results* Many managers are unaware that expressing appreciation and recognizing employee achievements is a skill that needs to be developed – and this lack of understanding is part of the problem. This training should be part of a manager’s training program. * Here are few statistics to illustrate the extent of the problem: + 7 out of 10 employees have not been recognized or appreciated at work in the last year alone. This isn’t just receiving recognition from a manager or from their HR professional, but anyone at their workplace. + 9 out of 10 employees said they left their most recent workplace due to a lack of appreciation. + 8 out of 10 employees said they’d work harder if they were recognized meaningfully by their employer. + 72% of individuals state that if a boss thanked them for what they did for the company, that would be enough. * In contrast with those findings, companies with good employee recognition programs have: + 12x better business outcomes than those companies without good programs. + 14% increase in employee engagement than companies without good programs. The industry standard of what marks a good increase of employee engagement, as found by Gallup, is 1%. * Many companies that don’t effectively recognize employee achievements cite time and money as the reasons why. With the connection between employee recognition and business results so clear, it begs the question: “…can you afford not to [recognize employees] if they are going to be more engaged, productive, and less burned out?” * Recognizing and communicating appreciation is a habit and skill all managers can develop.
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Playbooks For Employee Recognition and Engagement* Ms. Corey has written five books to date about employee recognition and engagement. In her first book, Build it: The Rebel Playbook for Employee Engagement, she wrote about a model of employee engagement called the engagement bridge. + She plans to develop and write books on each part of the engagement bridge model. She has already written one of these, Appreciate it! The Playbook for Employee Recognition. * After the publication of Appreciate It, the author constantly had questions from managers needing support in expressing appreciation for their employees. As Appreciate It was originally developed for HR professionals, not managers, she decided it was time to write a book for the manager who needed support in appreciating their employees. * Ms. Corey’s most recent book, See it. Say it. Appreciate it! Manager’s Guide to Employee Recognition, she encourages managers to name explicitly the work performance that merits appreciation while taking responsibility to deliver that appreciation.
The Five Key Themes of See It, Say It, Appreciate It* The first theme of See It, Say It, Appreciate It focuses on the feeling of appreciation. It isn’t just about the “prize” or the recognition ceremony, although those are important. Focusing on the feeling examines what managers want employees to feel after being recognized. + This is one of the biggest pitfalls of recognition programs. Managers often say thatwhen they have given recognition, that moment might not have turned out how they thought it would. That’s because the manager didn’t focus on how they wanted their employee to feel first. + This Maya Angelou quote should stay top-of-mind: “People will forget what you said. People will forget what you did. But people will never forget how you made them feel.” * The second theme focuses on inclusivity. All too often that managers consistently recognize the same people or the same types of people instead of branching out. + This can lead to driving a wedge between employees. + In contrast, a more inclusive approach invites everyone to the recognition event and helps everyone feel they’ve contributed when they should be recognized. * The third theme is about recognizing small inputs and contributions to the workplace. Waiting until a big project is complete not only slows down the process of employee recognition but delays the release of the brain’s happiness chemicals which help with motivation and achievement. + Leaders are encouraged to “celebrate non-scale victories,” which is a common concept in personal training which views fitness progress as beyond simply moving the needle on the scale. These victories can be milestones and goals that can celebrated on the way to a long-term health goal. + The core concept of a non-scale victory is to celebrate any marked improvement along the way to a long-term goal, celebrating the “small and not just big” wins. * The fourth theme is about removing the winner versus loser-mentality of recognition. Remove the artificial scarcity of limits on recognition, such as recognizing only one employee of the month. + For example, Chelsea Football Club has a quarterly employee recognition award allowing anyone who demonstrates the award’s criteria to win. That means there are an unlimited number of people who can win the award. * The fifth theme is to remove constraints and guardrails on recognition. Try not to put limits on recognition that a manager can give employees, even if that means a manager recognizes someone on Monday, Tuesday, and Wednesday. * It’s important to develop a recognition toolkit for managers outside of just the formal recognition programs enacted by HR. This toolkit can include growth and development opportunities, gifts, fun activities, shout outs. + But a key caveat on these tools is using the right one at the right time for the right employee.
Four Golden Rules of Recognition* The four Golden Rules of Recognition can be remembered with the acronym M-U-S-T. This framework helps managers remember how to meaningfully recognize an employee’s performance. * The acronym is as follows: + M: meaningful, which is that recognition must resonate with the person receiving it. - Managers should balance doing something that works for them and that feels authentic to their management style while balancing what’s right for employees. Don’t pull up someone on stage at a big awards event if that would make them uncomfortable. + U: uniform and inclusive, meaning it must be consistent across the times it is awarded and not feel exclusive. + S: spotlight, which means that the achievement must be highlighted in public communication. + T: timely, which means the achievement must be recognized as close to the exceptional performance as possible.
Starting An Informal Employee Appreciation Program* An employee appreciation program can be really simple. Employee appreciation can be as straightforward as putting up a post-it note “Wall of Fame” in a designated location to highlight employee accomplishments or a Teams or Slack channel in which people recognize others’ achievements. * It’s important to communicate informal recognition tools and let everyone know what those are. * If you find a form of recognition does not resonate with an individual or group, that means it is best to pivot to efforts that work more effectively.
The Importance of Management Training* The demonstrated connection between employee recognition and business results requires that we look at improving managerial skill in recognition and appreciation. * Debra’s company, DebCo HR offers workshops that incorporate elements from See it. Say it. Appreciate it! Manager’s Guide to Employee Recognition, to better boost your leadership team’s skills!
Debra Corey Background* BA in Communications/Psychology from University of Pittsburgh * She began her career working in Compensation & Benefits, serving as Director of C&B for the likes of Gap Inc., A.S. Watson, Honeywell, Quintiles and Merlin Entertainments Group * Ms. Corey then served as Global Reward Director for PageGroup, and as Group Reward Director for Reward Gateway * She currently serves as the Chief Pay it Forward Officer for DebCo HR LTD * She is the author of five books, to date: + Build it: The Rebel Playbook for Employee Engagement + Appreciate it! The Playbook for Employee Recognition + Bringing Your Values Out to Play + Effective HR Communication + See it. Say it. Appreciate it! Manager’s Guide to Employee Recognition
Links* DebCoHR.com
Contact* Debra Corey on LinkedIn * Debra Corey email: debcohrltd@gmail.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Labor Relations in the Cannabis IndustryInternal and External Communications Alignment Strategies: The Power of Speaking with One VoiceCreating the Right Cultural Fit for a Dynamic OrganizationTransportation & Logistics Industry Labor Challenges for 2023Best Practices in Employee Relations: Hopkins ManufacturingPersonalized Learning as an Employee Engagement Strategy
In this episode, we continue our look into manufacturing, with a look into the value and delivery of Positive Employee Relations in this industry. Today, we’re joined by Barrie Green, Vice President and Chief Human Resources Officer for Hopkins Manufacturing Corporation! Here, she explains:
- Key components of employee relations in manufacturing;
- Common misconceptions about the manufacturing labor force;
- Common mistakes manufacturing leaders make that can impact employee relations ; and
- How small actions on the part of leadership can really make a difference in keeping teams engaged!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Positive Employee Relations in the World of Manufacturing* Manufacturing is unique from other industries in that it deals directly with the products of many other niche industries, such as plastics, chemicals, and food, just to name a few. + The complex and niche nature of manufacturing often requires specialized talent, which can be difficult to find and replace. * Positive employee relations are especially crucial in manufacturing because they are the backbone of employee engagement. + Improving employee engagement directly improves accountability, productivity and safety. * Open and responsive communication is a key component of building good employee relations in a manufacturing workplace. * Another key component of employee relations is mutual respect, regardless of role or level of position. * Training and development are essential for allowing employees and candidates to grow within their organization. + As the market becomes more competitive, providing opportunities for employees to grow helps improve talent retention. * Lastly, a safe work environment is crucial for employee relations. * All of these key components should be part of a comprehensive employee relations strategy, ensuring consistency and fairness.
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Manufacturing: Perception vs. Reality* A common misconception about manufacturing is that it’s unskilled labor, and an industry people only enter because they didn’t earn a college degree. In reality, many manufacturing jobs require degrees or some kind of education beyond high school. * Manufacturing workers are often heavily associated with unions. In reality, union affiliation in manufacturing tends to vary widely by state, and private industry union membership is in decline.
The Common Mistakes* When leadership lacks an understanding or appreciation for all roles within their organization, it is potentially damaging to employee relations, as employees could feel undervalued or underappreciated. * The role and impact of frontline leaders should never be underestimated.
Positive Employee Relations Strategies at Hopkins Manufacturing* At Hopkins, one-on-one meetings between HR representatives and employees regarding the employee’s disposition toward their job have helped improve talent retention. * Once a month, each Hopkins location does “microtransactions,” or small gifts for each employee, which helps boost morale. * Constant updating and revising of their recognition program has helped Hopkins ensure hard working employees don’t go unappreciated. * Hopkins has established an attendance policy that holds employees accountable to their roles, but also allows flexibility when life gets in the way. * A more flexible structure for scheduling employee hours has helped secure and retain talent, including allowing part-time workers and offering flexibility for unpaid leave during cultural or religious events.
Barrie Green Background* MBA in Human Resources from Strayer University * BS in Business from Wayland Baptist University * She began her career as a Human Resource Manager for Newell Rubbermaid * She served as Sr, Human Resources Manager for Post Foods * Ms. Green was the Vice President of Human Resources – Horton Automatics for Overhead Door Corporation * She also worked as the Vice President, Human Resources for CFS Brands * Currently, she serves as the Vice President & Chief Human Resources Officer for Hopkins Manufacturing Corporation
Links* Hopkins Manufacturing Corporation
Contact* Barrie Green on LinkedIn * Barrie Green email: Barrie.Green@hopkinsmfg.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Personalized Learning as an Employee Engagement StrategyHow Can Hiring a Labor Relations Consultant Affect Positive Employee Relations?Conducting an Internal Communications AuditReverse Mentoring: Connecting Workforces and Achieving Organizational GoalsEngagement Strategies for Frontline Employees: Deskless and Remote WorkersThe Intersection of Manufacturing, Safety and HR
Employee occupational safety is always top of mind for HR professionals, but for those working in manufacturing, it’s even more critical. Protecting workers from the physical dangers of processes and machines, and making sure they return home in the same condition in which they arrived is the number one priority for anyone working in manufacturing. Today, we’re joined by Brad Kramer, Owner and Principal Consultant for Provenio Consulting! Here, he explains:
- How caring for the wellbeing and occupational safety of employees benefits not only the employees, but the business as a whole;
- Why all employers should have a clear plan for Worker’s Compensation;
- The benefit of understanding your organization’s Experience Modification Factor; and
- Common mistakes many HR teams make when an employee is injured at work!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Manufacturing Safety* Manufacturing workplaces have increased challenges when it comes to occupational safety because there tend to be more potential hazards, but safety concerns are present in all workplaces.
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The Benefits of Occupational Safety* Employees who feel their occupational safety is being cared for at work tend to have greater workplace morale. * Every risk has a cost, therefore practicing risk management saves money in the long run. * Employees who feel safe at their job tend to stay at their job, reducing employee turnover. * Safer businesses are more consistent businesses, ensuring a more consistent quality in their product. * Safe working standards are a pillar of the recruitment process.
Planning Worker’s Compensation* When someone gets injured at work, it falls on the employer to have a clear plan for Worker’s Compensation. * Requirements for Worker’s Compensation plans vary by state. Some things to consider are: + Will the employee be referred to a company-selected doctor, or will they be able to see a doctor of their choosing? + What is initial treatment? Will an employee be taken to the emergency room., or to an occupational medicine provider? + What are the employee’s medical restrictions from within the Worker’s Compensation plan? + What is the process when employees return to work after recovering? * The cost of Worker’s Compensation is based on something called the Experience Modification Factor, or “Mod Factor”. + Businesses pay premiums on Worker’s Compensation based on their total losses compared to another business in the same industry. The more injuries occur in the workplace, the more a business has to spend on Worker’s Compensation.
The Common Mistakes* When an employee is injured at work, HR teams often focus too much and the administrative side of the incident, as opposed to focusing on the incident itself. * Clear communication must be established between HR, the involved employee, and all involved departments in order to clearly identify the source of the accident and prevent it from happening again.
The Post-Incident Process* Ensure the employee’s well-being, beyond just the necessary paperwork. * Conduct a prompt and thorough investigation of the incident, identify a root cause, and eliminate it. * Report the incident to OSHA within eight to twenty-four hours, depending on the type of injury. * Prepare for possible litigation that could come from the injury.
Must-Haves in Manufacturing Facility Safety* Hazard Communication Program * Working From Heights Program * Emergency Response Program * PPE Training (with PPE availability) * Accountability within the organization ensuring that the occupational safety program will have the resources to keep employees safe and stay within the regulations. * Robust Occupational Safety Committee
HR and Occupational Safety* For organizations with safety departments outside of HR: + The HR and safety teams should work together to protect employees, and assist one another whenever possible. Collaborate on employee recruitment, marketing campaigns, new hore orientations and incident investigations because so many occupational safety functions impact recruitment and retention. + It’s recommended that HR professionals attend an OSHA 30 hour and any other company training that involves occupational safety, in order to understand what their employees do and to understand the hazards they face.. * For HR professionals who are managing occupational safety themselves: + Don’t skimp on training for yourself or a qualified consultant. What you don’t know can kill someone or bankrupt the business. Understand the hazards that are out on the plant floor before writing policies and procedures around them. + Engage employees in the importance of occupational safety, and help them make the connection between safety and the success of the business, rather than viewing safety as simply a regulatory requirement. + Absolutely lean on your vendors. They can help you with inspections, providing PPE samples, and even providing admission to free seminars and training . + Never assume new workers have any idea about hazards. Assume that they come from a background where they may have never seen any of the hazards that they’re gonna be exposed to in your business.
Provenio Consulting* Provenio Consulting enables companies to protect their most valuable asset – their employees – through training, finding custom solutions, and helping them make good business decisions and being efficient. * They offer employee training as well as “Train the Trainer” sessions for organizations. * They also can help companies develop policies and procedures such as emergency response plans, lockout and tagout procedures, confined space procedures, and compliance risk.
Brad Kramer Background* Bachelor’s degree in Business (with a concentration in Finance) from The University of Phoenix * A.A.S. in Criminal Justice from Central Lakes College * Began his work in health and safety as a member of the safety committee which working as a CNC Machinist at Melrose Metalworks * Served as the Environmental, Health, & Safety Manager-Trainer, ISO 9001 Auditor and Continuous Improvement Leader for Rhino Hyde, Tandem Products, Inc. * He worked as the Environmental, Health, & Safety Manager-ISO 14001 EMR, Sustainability, Leadership Team Trainer for the Kerry Group * He was the Safety & Environmental Consultant-Trainer, Regulatory Reporting, Safety Programs Auditor for USI Insurance Services * Mr. Kramer worked as the EHS Supervisor for Cargill * He currently serves as the President and Principal Consultant for Provenio Consulting, Inc.
Links* Provenio Consulting website
Contact* Brad Kramer on LinkedIn * Brad Kramer email: brad@provenioconsulting.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Digital Engagement Strategies During a CrisisIdentifying and Developing High-Potential EmployeesHow to Quiet Five Common Retail & QSR Jitters in 2023Talent Acquisition Trends for 2023 & BeyondEmployee Listening Strategy: Essential to Successful Employee FeedbackHR Issues in 2023: What’s Keeping HR Up At Night?
At the start of this new year, talent acquisition continues to be the biggest challenge facing human resource professionals. As our world of work continues to evolve, so too does our understanding of what candidates want need and expect from their jobs. Today, we’re joined by Tessa Misiaszek, Head of Research at Korn Ferry Institute, who recently engaged in a study titled The Future of Talent Acquisition! Here, she explains:
- The cultural, technological and generational shifts in the workplace that have made significant implications for the future of talent acquisition;
- Why there need to be more long-term discussions of employee wellbeing, post-pandemic;
- How the rise of digital business models has required fundamental changes in the skillsets needed to work in many industries; and
- The Seven Talent Acquisition Trends of 2023!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Future of Talent Acquisition* Tessa and her team at Korn Ferry recently released a report titled The Future of Talent Acquisition, and it offers such a comprehensive view of where we are and where we can go with hiring. * This report was featured with an article on the Korn Ferry site, titled “Talent Acquisition Trends 2023”, highlighting its findings.
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The Changing Landscape* A cultural, technological and generational shift in the workplace has significant implications for the future of talent acquisition. + In a post-pandemic workplace, employers need to think more long-term about issues such as employee burnout and wellbeing. + As employees put a greater emphasis on work-life integration, they will consider more than just salary and benefits when deciding where to work. + As different industries develop more digital business models, the necessary skillsets to work in those industries will fundamentally change. * The more integrated talent acquisition searches are with other functions of a company, the more successful they will be.
The Seven Talent Acquisition Trends of 2023* Internal mobility within companies is increasing. + Employees have more opportunity to try other areas within a company and think more creatively about their career paths. * Workers of younger generations want a more cross-functional experience within the workplace. + Millennial and Gen Z employees want to understand the purpose of their work and how exactly it benefits the organization as they decide their career trajectory. + Retention can be improved via collaboration. + Companies and employees need to think more holistically about employee development. * More employees are starting to prefer a career based around interim or temporary work. + Older generations of employees, perhaps near retirement, enjoy opportunities to work without long-term commitment. + Younger generations of employees highly value work-life balance and often prefer project-based work that provides the flexibility to travel or work remotely. * Hybrid-schedule workplaces are becoming the norm. + Many employees feel a 100% return to the office would negatively impact their mental health and would restrict their work-life balance. + Giving employees a sense of agency in deciding when they work in-office and when they work remotely is better for employee and customer satisfaction. + Employee productivity often suffers when employees are required to return to the office full-time. * Workplaces are migrating from work-life imbalance to work-life integration. + Non-traditional work hours make for better flexibility overall. * “Boomerang” employees are being valued more highly. + Hiring someone who has worked at the company previously ensures more institutional knowledge about the company and it’s products, which minimizes training time and better allows the employee to get a stronger start in their position. * Workforce planning and employee retention are going to have to improve. + Detecting employee burnout before it occurs improves turnover and actually saves money, as replacing an employee can be up to twice as costly as the employee’s original salary.
Tessa Misiaszek Background* PhD from Simmons University * MPH in Public Health from University of Massachusetts Amherst * BS in Resource Economics from University of Massachusetts Amherst * She began her career as the Chief Operating Officer of Manhattan Cross Cultural Group * She served as President of the Nous Foundation, Inc. * Ms. Misiaszek’s first role at Korn Ferry was as Principal Consultant, Leadership & Talent Consulting * She became CEO of Empathetics * During this time, she became an Adjunct Professor at Simmons College, before becoming a full-time Professor at Hult International Business School * She is currently an Instructor for Professional Development Programs at Harvard’s Division of Continuing Education * She is also the Co-Founder of the Happy At Work Podcast * Ms. Misiaszek currently serves as the Head of Research for Korn Ferry Institute
Links* The report: The Future of Talent Acquisition * This article: “Talent Acquisition Trends 2023” * Korn Ferry website
Contact* Tessa Misiaszek on LinkedIn * Tessa Misiaszek email: tessa.misiaszek@kornferry.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Employee Listening Strategy: Essential to Successful Employee FeedbackHR Issues in 2023: What’s Keeping HR Up At Night?Boosting Employee Engagement in the Automotive Industry2023 Unionization Trends: Who is Unionizing?Keeping Employee Engagement High With Boring Internal CommunicationsCreative Together: A New Framework for Collaborative Innovation
In today’s fast-paced, ever-changing landscape, the ability to innovate is critical. In fact, according to one Accenture survey, 84% of executives considered their future success to be “very” or “extremely” dependent on innovation! But innovation is not something that happens “on-demand” – it’s something that must be nurtured, encouraged and given space to grow, in an environment that values the true source of innovation: creativity. Today, we’re joined by Steven Kowalski, author of Creative Together: Sparking Innovation in the New World of Work! Here, he explains:
- The difference between creativity and innovation;
- How Creative Disruption Disorder can impact your ability to innovate;
- Why engaging in the GIFTED Methodology can help you connect with your creative potential; and .
- How leaders can help foster creativity within their teams!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Creativity & Innovation* Innovation is a form of creative result that yields new value. * Creativity and innovation are not synonymous. + Creativity precedes innovation, and imagination preceds creativity. + Creativity can yield results that don’t delivery new value, but if new value is created, then innovation has been acheived. * Sometimes creation and innovation are necessary in order to face new challenges, and sometimes they are a strategy for achieving new desires and aspiration. * Creativity is our natural potential to create solutions to the problems we face. * The spark to creativity is purpose. * Creativity is about “dancing in the intersection” of purpose, possibility, and constraint.
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The Three Adventures of Creativity* The Three Adventures of Creativity are designed as a journey to connecting with creative potential. * Adventure #1: Rewriting the story of who we are as creators. + Understanding where we are in our creative journey. * Adventure #2: Create more effectively with others. + Taking the benefits from Adventure #1 out into the world and becoming a more effective co-creator. + Shaping and changing creative style as necessary. + Juggling the needs/wants of one with those of the collective. * Adventure #3: Practicing conscious creativity on a daily basis. + Conscious creativity can become second nature.
The GIFTED Methodology* Greeting the unknown with passion. * Igniting creative potential. * Flexing your “superpowers”. * Thriving in co-creation. * Experimenting in the “swamp” * Daring to dream big.
Creative Disruption Disorder* Creative disruption disorder describes a condition in which a person is out of touch with their creative potential. + Everybody has some level of creative disruption disorder. * Creative disruption disorder can be overcome with conscious creativity. + Conscious creativity is using your creative potential with both intention and attention. - Intention: being precise with the goal(s) of creative efforts. - Attention: actively observing how creative efforts are working.
The Role of Leadership in Creativity* Managers and leaders need to understand that creativity is something that must be fostered. + Managers have the ability to influence what is possible by not giving enough creative freedom. + Managers may also demand innovation without realizing what is required for it. - Asking for innovation is asking people to step into the unknown. + Helping people focus their creativity, providing enough breathing room for experimentation, and clearly communicating the critieria for new ideas are all crucial roles managers play in fostering creativity.
Steven Kowalski Background* Ph.D. in Education & organizational Learning from the University of California, Los Angeles * MA in Applied Psychology from the University of Santa Monica * BA in Fine Arts & Semiotics from Brown University * He began his career as Finance Director for the University of Santa Monica * He worked as a Senior Manager with Arthur Anderson in the UK * Mr. Kowalski served as the President of Creative Licensing Consulting Services * He currently serves as the Principal, Development Excellence Lead for Genentech * He is the author of Creative Together: Sparking Innovation in the New World of Work
LinksBuy the book
Contact* Steven Kowalski on LinkedIn * Steven Kowalski email: kowalskisteven@me.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Putting People First for a Strong Employee Engagement FrameworkLooking Behind the Bureau of Labor Statistics Union Membership ReportEmployee Engagement in Transportation and LogisticsShowing Appreciation with Peer-to-Peer Recognition2023 Labor and Employee Relations EventsLeverage Video for Internal Communications
Now that it looks like some degree of hybrid and remote working are here to stay, it’s time to flesh out what it means to maintain a successful remote or hybrid plan over the long term. Critical elements of that plan? Exploring how to build connection and cultivate a positive remote work culture. Today, we’re joined by James Simmons, the founder of heyLIME, a culture and teambuilding platform. Here, he explains:
- What is lost in the switch from in-person to remote or hybrid work environments;
- Why the goal should not be to recreate identical in-person work cultures for remote and hybrid workers;
- The value of casual social interactions at work; and .
- How shared social experiences encourage employee engagement for all workers!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Adapting to Remote Work* Maintaining personal connection and work culture virtually is crucial for businesses. * Connection between coworkers in a remote workplace is necessarily different from in-office connections. The goal isn’t to create an identical work culture, but rather to create one that makes more sense for remote work.
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Pros and Cons of Remote Work* Pro: More flexibility for both employees and employers. + Employees can work when they want, where they want, and spend more time with family. + Employers have access to talent anywhere in the world. * Con: Employees lose connection with coworkers. + Workplace friendships and employee engagement have been diminished due to the distance of remote work. + Employee engagement is what turns a transactional relationship between employee and employer into a relationship of personal accountability. + Employees hired into an already remote workplace have a more difficult time making connections with their team.
Improving the Remote Work Culture* Encouraging casual social interactions solely for the sake of building employee relationships is crucial to cultivating a more connected remote workplace. + Employee retreats are a great way to do this, if your company can afford it. + In order to make an impact, these social interactions ideally need to happen a few times a week. * Companies that have transitioned from in-person work to remote work struggle the most with maintaining employee engagement.
How heyLIME Helps Build Employee Relationships* heyLIME is a platform that uses games and other activities to create shared social experiences in the workplace. + Some activities are designed to only take a couple of minutes so they can be integrated into regular team meetings. - Activities include trivia, meditation, ice-breakers, etc. + Other activities are meant for longer meetings dedicated to team building. + heyLIME also helps plan social events for employees meant to last a few hours. * Team building activities may always feel intentional or “forced,” but planning activities around your team’s specific needs will likely make employees more receptive to them. + Integrating activities into the first or last few minutes of pre-existing team meetings is an organic way to ensure, or at least encourage, participation. * heyLIME encourages employee engagement by catering to many different needs and motivations.
Why Use A Third-Party Company Like heyLIME to Boost Employee Engagement?* It can sometimes be difficult to understand or measure how effective your team building activities are in building engagement. Bringing in a third-party that specializes in creating tangible programs for engagement can help demonstrate results. * heyLIME’s culture advisors help teams onboard onto the platform and understand the science behind what is working, what is not working, and why.
Advice for HR Professionals* Be very intentional with team building strategies, because in a remote workplace it will never happen organically.
James Simmons Background* B.S. in Computer Science from Harvey Mudd College * He began his career working as a Software Development Lead for Northrop Grumman * He served as Director of Technology for SAIC, and the Director of Business Technology for Verify * Mr. Simmons then became the Head of Engineering – Product Development for LegalZoom * He served as Chief Executive Officer for Everyone Counts, Inc. * He currently serves as Partner/Startup Advisor/Chief Technology Officer for Fortium Partners * He is also currently the Founder and CEO of heyLIME.
Contact* James Simmons on LinkedIn * James Simmons email: james@heylime.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
What is Strategic Alignment?NLRB Memo on Employer SurveillanceEmployee Communication During a Union Organizing CampaignWinning with Underdogs: How Often-Overlooked Candidates Benefit BusinessRetention Strategies for 2023: Improving Retention and Reducing Avoidable TurnoverArtificial Intelligence and Job Interviews: Is the AI Tech Ready?
In our increasingly competitive recruiting landscape, companies are redefining their ideal job candidate profiles. The rise of remote work meant that for many, geography could be removed as a deciding factor for job candidate viability – and with that in mind, could other factors fall in the face of today’s hiring challenges? Today, we’re joined by Gil Winch, Founder of CY and author of Winning with Underdogs: How Hiring the Least Likely Candidates Can Spark Creativity, Improve Service, and Boost Profits for Your Business! Here, he explains:
- Why marginalized populations are so often chronically overlooked in the job market;
- The problematic nature of the term “inclusion”;
- What “full inclusion” means, and how it can be achieved; and .
- How companies can reap financial benefits by hiring “underdogs”!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Unemployed, Marginalized Populations* Between 80-90% of severely disabled people are unemployed, and many people with other kinds of disabilities also face statistically significant rates of unemployment. + And yet, people with severe disabilities use screens and computers in their daily lives, doing the same things that jmany able-bodied people do for a living – so what is stopping them from employment? * There are roughly 1 billion people worldwide who face some kind of disability, and that population faces some of the highest rates of unemployment compared to their able-bodied counterparts. * Formerly incarcerated people also face high rates of unemployment across the world. * LGBTQ people and women face higher rates of unemployment or underemployment than the average even in the United States. * Every country has groups of people (such as races, religious minorities, gender, sexual orientation etc.) who face a higher rate of unemployment compared to the general public.
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Inclusion vs Full Inclusion* The term “inclusion” can be problematic because it creates an otherness of allowing a certain group into the workplace, and by nature some people are still being excluded. + Mr. Winch does not believe inclusion exists. Either companies have a system of only allowing certain people to work for them or they do not. If companies do have a system like that, intentional or not, then they are not inclusive. + When companies start letting in more groups of people than they did before, it does not make them more inclusive, it just makes them less biased. + Either companies allow everyone to have a fair chance, and allow people in on merits, completely disregarding demographic groups, or not. Most companies are not looking solely at merit when hiring potential job candidates. * Full inclusion means companies do everything they can to judge job candidates solely on merits during the hiring process, and disregard factors such as race, gender, and orientation. + A survey showed that roughly 50% of interviewers thought that if job candidates do not make strong eye contact with them, they would not continue the hiring process with them. This is because most companies are set up to look for mainstream job candidates. + Companies often have a (spoken or unspoken) instituted guideline of job candidates they are interested in hiring, and what types of job candidates should be working at their company. Otherwise, there is no clear explanation as to why certain people are left out of the hiring process. * There are quite a lot of barriers when it comes to embracing full inclusion. + Companies are motivated to strive for maximum profit, and when there are job candidates who are currently outside the workforce, and have been unemployed for some time, it can inhibit confidence. These candidates are already left out of the loop, face greater dependency on others, may not be able to solely focus on work during the day, and face lower self efficacy, which means companies would need to put in more effort and patience to catch these workers up to speed. - The beginning of their work experience would be more difficult than job candidates who are “mainstream”. - This is a factor that companies consider, intentional or not, when they report back on profits and productivity. Many senior managers may not have the patience to bring in people who need to be brought up to speed, even if they would stay at the company longer than the average employee. + Diversity does not only mean bringing in different people of different groups, but also bringing on people who start off slower, but who can and will catch up, or candidates who would be more loyal and engaged and boost employee morale. - Bringing on “underdog” job candidates can inspire existing employees to work harder and do better. - Diversity is not just about opening the doors for everyone, but understanding that everyone may need a different kind of introduction into the company to be able to thrive.
Bringing in the Underdogs* Companies need to change the way they operate if they actually want to be diverse. + Changing practices can bring in better employees. By changing the job postings, the onboarding, the training, and everything else in the hiring process because there are large amounts of job candidates that cannot do well in the traditional way of doing things. + By being a company that adapts, it can open up new job candidates with unique backgrounds that will stay for the long haul. + Changing procedures is not only a question of seeing if companies are willing to change, but how much they are willing to put in effort to see that change through. * There are also financial benefits to an employer that justifies changing practices to open them up to a greater population. + Social purpose is highly correlated with employee engagement, and there is robust research about the financial benefits of employee engagement as well. Every important financial metric (sales, profits, productivity, etc.) is in double figures for the companies with highly-engaged employees. * If HR departments implement reserved employment for the opportunity deprived, it saves some of the best positions for job candidates who would not normally have employment opportunities. + Certain populations have a hard time finding work, by setting aside a few positions for people with disabilities or criminal records, there would not be so many people with those life experiences unemployed. Companies can find people to do the work if they make those jobs available. + If HR departments look for available jobs in their company that would work well with people with specific populations that need a job, there would not be so many unemployed people.
CY and Winning With Underdogs* Call Yachol (CY) was built as a showcase in order to prove that job candidates with disabilities, and other unemployed populations, can reach proven regular productivity if companies realize what they need in order to do so. + CY became a call center because that is a way to prove regular productivity, and researchers can compare operations from company to company. CY operates as a social business, without presuming maximum profit, and is designed to prove a point about hiring practices, and to prove a point. + Two thirds of CY’s several hundred employees are severely disabled, and the other third are other underemployed populations such as formerly or currently incarcerated people, elderly people, single parents, religious minorities, and more. + The company was built to prove the point that underemployed people can work, and will be loyal to their employers and successful in the long term. * The concept of CY brings underdogs the chance to work not only at regular productivity, but advancing expectations. + Everyone in the company, according to Mr. Winch is doing their job well because of the system they have set up at CY, and managers are able to bring every employee up to regular productivity for fair wages. * While there is a limit to how many people who can work at CY, Mr. Winch wrote Winning with Underdogs: How Hiring the Least Likely Candidates Can Spark Creativity, Improve Service, and Boost Profits for Your Business to prove the success of hiring underemployed populations within his company to show how that model can work for other companies as well. * Giving is addictive, and provides a unique opportunity to completely change someone’s life, and HR professionals have that privilege. HR can change, and even save, lives and show what is really important. * Mr. Winch was inspired to create his company to give greater opportunity to the underdogs: groups of people who face higher rates of unemployment, such as disabled people, LGBTQ people, etc. + After 10 years of operations, more than 70 countries have observed the work that CY is doing. + While it is very difficult to change the global landscape, and there is still a great deal of progress needed to be made, CY uses a specific managerial model to set companies up to hire underdogs. + The only way to get that managerial model out there for companies to understand was to write a book in English, to create a playbook for companies. * Mr. Winch believes that not only can any organization become inclusive, but even the largest of companies can go above and beyond for their employees, but senior management needs to be on board in order to see it through and truly change practices to make a difference.
Gil Winch Background* Doctor of Philosophy (Ph.D.), Psychology from Tel Aviv University * Master of Arts (M.A.), Clinical Psychology from Tel Aviv University * B.A. Psychology from Tel Aviv University * B.A. Special Education from Tel Aviv University * Gil is the Founder and Social Entrepreneur for Call Yachol (CY)
Links* Winning with Underdogs: How Hiring the Least Likely Candidates Can Spark Creativity, Improve Service, and Boost Profits for Your Business, * CY’s website
Contact* Gil on LinkedIn * Gil’s email: gilwinch@gmail.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Artificial Intelligence and Job Interviews: Is the AI Tech Ready?Making Sure Your Social Media Policy Gets it RightUsing Digital Resources to Connect with EmployeesThe Rise of the Chief Wellness OfficerEmployee Loyalty Starts With Employee EngagementThe Future of Labor Unions
AI-driven technology has become indispensable for companies worldwide. According to Predictive Hire, 55% of hiring managers have invested in AI recruitment, and most Fortune 500 companies are using AI technology to filter resumes – but are we ready for AI Interviews (or, more importantly, are AI Interviews ready for us)? Today, we’re joined by Hilke Schellmann, an Emmy Award-Winning Journalist and a Journalism Professor at New York University. In 2021, she addressed this very question in a four-part investigative report into automated hiring practices for MIT Technology Review’s podcast In Machines We Trust. Here, she explains:
- How AI job interviews are typically conducted;
- How AI hiring could benefit employers and candidates alike;
- What Ms. Schellmann’s research discovered; and .
- The ethical need to confirm the fairness and functionality of these tools.
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
“I was interviewed by a robot.”* Ms. Schellmann first became interested in AI in 2017, when she asked a Lyft driver about his day, and he replied “I had a weird day. I was interviewed by a robot.” * Months later, she’d attend a conference on Artificial Intelligence, where a former EEOC employee warned that the practice of AI job interviews needed to be looked into. * Ms. Schellmann was invited to take part in a podcast called In Machines We Trust as a result of an article she’d been writing for MIT Technology Review about the auditing of AI-based algorithms used in hiring. + In Machines We Trust is a four part series that analyzes automated hiring practices, looking at artificial intelligence tools and more. + In the hiring funnel, there are several different ways to incorporate artificial intelligence, such as building a candidate pool, through job platforms, applicant tracking, AI personality games, and AI interviews. + Artificial intelligence is also used in background checks, social media analysis, and more. + Artificial intelligence is now found throughout the hiring process. * Currently, AI interviews are being primarily used on recent college graduates and for those seeking hourly positions, and many people are not in favor of it. + They feel it is impersonal, they cannot ask questions, and it is a one way process.
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Artificial Intelligence Job Interviews* Traditionally, for job interviews candidates sit with an HR manager, chat, and answer questions, either in person or on Zoom. With AI job interviews, there is no manager to interact with. The candidate simply receives pre-recorded questions on their computer monitor or phone , and they record themselves answering those prompts. Those answers are then assessed by artificial intelligence. + The AI makes assessments based on any number of factors, including word choice, language fluency, voice intonation, even facial expressions, and those scores are then sent to hiring departments. * There are many positives with the AI job interview process, for both the employers and the job candidates: + In AI interviews, this structured interview process means every candidate is asked the same questions, eliminating some degree of potential bias from the process; + AI interviews save labor costs for the HR department because it is faster, and HR professionals can either watch the recordings or have artificial intelligence score the interviews. + From a scheduling standpoint, it’s more convenient for candidates because it allows them to record their responses at a time when it is most convenient for them. + Some candidates appreciate that AI interviews are conducted more as a presentation of themselves, rather than as a conversation, because it takes away a lot of the anxiety around talking to another person.
Research into the Claims* Companies claim the AI interview process is not only efficient, but that it can find the strongest candidates, and now, researchers are trying to assess how that works and how true this claim is. * Ms. Schellmann and her team focused their research on companies that use AI hiring processes that have a certain market share. They looked at: + How the AI job interviews worked at these companies; + How the AI interview processes are marketed; and + Whether or not AI can, in fact, find the best candidates. * After nearly five years of research on this topics, Ms. Schellmann is currently in the process of writing a book on this subject, taking an even deeper dive into AI testing, and her book is expected to hit shelves in early 2024. * Ms. Schellmann took part in some of the testing herself, to see what other candidates go through when going through artificial intelligence.
Takeaways from AI Testing* Ms. Schellmann and her team discovered through their testing that the artificial intelligence systems they looked at had flaws. + One system was supposed to be able to detect the candidate’s proficiency as an English speaker. As a test, Ms. Schellmann, who is fluent in German, intentionally answered all the interview questions in German. The AI dubbed her fluent in English – even though she’s not spoken a work of English during the interview! + Another tool tested promised to assess the candidates’ personality, based on the Big 5 Personaility Traits, but delivered different results every time she took it, indicating that the tool was neither reliable or stable in its assessment. * These results are concerning because these systems are already being used, companies are displaying their use, with confidence. + These systems are being used on real people, for high stakes hiring decisions.
The Ethics of AI Interviews* There are many questions surrounding the use of artificial intelligence during the hiring process. + Experts say there should be an audit done on the tool to test its fairness and functionality. + Fairness - In some of the AI games, some people with disabilities were not able to complete the challenges because of their motor abilities, and some of the games had to relevancy to their competency to complete the job. This poses a fairness question for those people, especially because they do not know if they need to ask for an accommodation if they do not know what the questions may be. - Fairness also comes into play when thinking about if women and men play AI games in the same way, if people have an accent or a speech impairment, and that needs to be taken into account. The priority should be thinking about if artificial intelligence hiring practices will work for them. + Functionality - U.S. law dictates that these AI hiring tools don’t need to work, they just need to be fair for everyone, but while fairness is important, it doesn’t necessarily yield results – on paper, hiring with a random number generator would be considered “fair:, but would not necessarily yield the best people for the job. - Companies, and job applicants, want the AI interview process to work, and have it be fair to candidates and their skills.Not getting hired because of flawed technology would be very frustrating for potential candidates. * The EOC recently came out with a statement about the use of artificial intelligence in hiring, and the rules currently in place still apply, but those rules are not necessarily picked up on the scope of video interviews and remote hiring practices. + Previously, it was easier to demonstrate a case of unfair hiring practices, but now, it is more difficult to prove if AI is being used in the hiring process, how candidates are classified, and if candidates are being wronged. This is more challenging for candidates to prove biases or unfairness in court. + The EOC statement provided technical advice to employers, saying they acknowledge AI hiring practices, and reminding them that hiring and employment laws still apply. * Companies need to make sure that the technology works before using it in their hiring practices. + While smaller companies probably don’t have data scientists, it is the companies responsibility to test the AI technology, rather than relying on a larger company or a third party vendor.
The AI Employer Experience* AI is a technology that feels like it would help employers, and it can be more efficient for them. + Technology can eliminate human biases about experience, education, etc. however, it is important to make sure the technology works. + Using AI can save companies time and money, and provide a very structured based process. * AI can be an effective interviewer through structure, but it is still unclear if it can accurately identify strong job candidates. + Researchers and companies need to continue testing the efficacy of AI, and if it is predictive of employer success. Most HR departments are not set up for this testing, which would take many years and is very cost intensive. + Most companies do not have enough data to test their employees’ success regularly, nevermind the efficacy of AI technology, and it is challenging to determine employee success depending on the career. * Using AI technology in the hiring process can bring value to an organization if they are used in the right way. + The technology might not only be used in an AI job interview, but also looking at peoples resume, at what drives candidates, skills, and an overall holistic approach to thinking about how successful candidates could be on the job. + Companies turn to AI to be more cost effective, but some candidates really do not like virtual or AI job interviews, and that can be a turnoff for them working at the company. * Companies need to be more transparent and do more testing regarding their use of artificial intelligence. + Companies need to look at what goes into these algorithms, the training data, and understand the results of the algorithm. + Vigorous testing and vigorous transparency are the best ways to see if an algorithm works before being really put into practice company wide. + There are new laws, such as in NYC, about remote hiring practices. The GDPR is also looking into storing hiring data, access, and what companies can do with the results.
Hilke Schellmann Background* M.S., Investigative Reporting, Broadcast, Multimedia from Columbia University – Graduate School of Journalism * Magister (Combined B.A./M.A.), Cultural Theory, American Studies and Political Science from Humboldt-Universität zu Berlin * Graduate School of Arts & Sciences, American Studies, Performance Studies from New York University * Ms. Schellmann began her career working on documentaries, including work as an Assistant Editor for the American Undercover Series for HBO, and serving as Coordinating producer for a National Geographic special about the Berlin Wall * She served as the Staff Reporter/Producer for Story House Productions * Her freelance work includes work as a Radio Producer for WNYC, as a Videojournalist for The New York Times, as a Producer for German Public Television, ARD and ZDF, and as a Showrunner/Executive Producer and Reporter for The Wall Street Journal * She worked as a Multimedia Reporter/Producer for The Wall Street Journal * She was a Producer at Vice Media, LLC * She served at the Director of Video Journalism/Adjunct Professor for Columbia University – Graduate School of Journalism * Ms. Schellmann has won numerous awards and recognition for her work as Reporter/Producer with H2H Films * Additionally, she currently serves as Assistant Professor of Journalism with New York University
Links* In Machines We Trust * https://www.technologyreview.com/author/hilke-schellmann/ * https://www.lexology.com/library/detail.aspx?g=1a9f4917-134e-4e4b-96ac-6569e7c3d7d5 * https://www.eeoc.gov/newsroom/eeoc-launches-initiative-artificial-intelligence-and-algorithmic-fairness * https://journalism.nyu.edu/graduate/programs/magazine/faculty/
Contact* Hilke Schellmann on LinkedIn * Hilke Schellmann email: hilke.schellmann@gmail.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Making Sure Your Social Media Policy Gets it RightUsing Digital Resources to Connect with EmployeesThe Rise of the Chief Wellness OfficerEmployee Loyalty Starts With Employee EngagementThe Future of Labor UnionsLabor Relations in the Food and Agriculture Industry
After the last few years, the importance of employee wellbeing— along with a deeper understanding of the need for resilience and empathy in our workplaces – are factors that are appreciated and valued more today than they may have been before. As a result, some larger companies are now proving their commitment to wellness by establishing a new role within their organizations – the role of Chief Wellness Officer. Today we are once again joined by Kathryn Mayer, formerly the Senior Benefits Editor and Health & Benefits Conference Chair at Human Resource Executive, currently the Benefits and Compensation Editor for SHRM. Here, she explains:
- What’s led to the growing interest in the Chief Wellness Officer role;
- Why a Chief Wellness Officer can be an important part of a company’s return-to-work strategy;
- How to track employee wellbeing; and
- How the presence of a Chief Wellness Officer impacts recruitment!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Rise of the Chief Wellness Officer* There has been an increase in Chief Wellness Officer positions over the last two years, particularly in healthcare organizations who have been facing employee burnout. + Universities and higher education institutions have created similar roles, as notoriously forward-thinking employers when it comes to positions and benefits. + In the past six months to a year, Chief Wellness Officer positions have flourished across many different industries. * While some Chief Wellness Officer positions were developed prior to the pandemic, many of them have been created as a result of the pandemic. + A company’s return to office strategy has also sparked the need for a Chief Wellness Officer. + Wellbeing has become a point of conversation, and contention, within workplace leaders. Many employees were forced to adjust to remote work, got used to that and experiencing the benefits of that, and are now transitioning back into a hybrid or in-person work model. - The return to work has been known to raise stress for employees. + Companies are thinking about how to ease the transition to returning to the office and focusing on employee wellness, by creating a role to oversee that can make a difference.
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The Role of the Chief Wellness Officer* Chief Wellness Officers, along with wellness teams, in some cases, work with leadership teams to focus on employee wellbeing, employee needs, and what tools can help employees in the workplace. * A common thread among chief wellness officers is they are trying to figure out how employees are feeling, and measure well being components, and figure out how workers cope with stress and change. + Breaking down how employees are doing, and stress factors for employees is an important first step in being able to actually help them. + Changes are already in place to help employees at companies with wellness teams, rolling out benefits, creating a healthy culture, tweaking existing wellness programs, and seeing what works and does not work for their organization. * In most cases, especially with larger companies, the role of a Chief Wellness Officer works in tandem with HR departments. + The partnership between the two teams can be a great asset to an organization because wellness is a large HR responsibility, now more than ever. + Largely speaking, HR teams are already overworked and juggling many tasks, so creating a designated team to work on the physical, mental, and social health of employees can alleviate some of that stress from HR departments. + It is important to keep the wellbeing of employees a top priority during this very fragile time. * For people who are excited about wellness – and many people in HR are – looking into Chief Wellness Officer positions could be a great next step. + This could be a great fit for HR specialists who are hired internally in the wellness capacity because they know the people and the needs of the organization.
Wellness and C-Suites* Massive HR firms and companies have begun utilizing Chief Wellness Officers to maintain the health of their staff. + Anytime a large organization is participating in any kind of a movement, it catches attention, and often becomes a trend because other organizations are watching. + When large HR firms with employers, they may be swaying those organizations to not only focus on wellness, but add a Chief Wellness Officer position. This could have an impact on the role wellness plays in the workplace in the long term. * When hiring for a Chief Wellness Officer, they need to have a real calling to help employees, be empathetic, and be in touch with the real challenges that employees are facing, as well as potential stressors that employees can face in the future.. + They should also have an understanding of varying experiences and feelings of employees, and not one size fits all when it comes to wellness. + Candidates should have a strong understanding of employee benefits, be aware of trends in wellness, and have a sense of the wellness components that make up wellbeing.
Measuring Wellness and Success* Employers are starting to ask employees about how they are doing, and what their concerns are. In order to measure wellbeing, it is talking to workers all the time and checking in consistently. + Annual check-ins are not enough, and many factors can change monthly, weekly or even daily. + Surveying employees can measure employee wellness on a number of indications such as stress, depression, and mental health issues. + There are also outside data points to consider, such as absenteeism, medical claims, productivity, and other indicators to measure worker success. * It is also important that managers know how to watch out for warning signs, and to be able to notice changes in individual and team wellbeing. * Aon developed a human sustainability index, which is a performance tracker of corporate wellbeing. Through the index, organizations can measure wellbeing and resilience, as well as human sustainability, at an individual, team, and organizational level. + The tracker measures how resilient workers are and how they cope with stress, change, and mental health challenges. + Aon has made the index available for their clients to be able to measure their organization’s wellbeing. Based on the data collected by Aon, they will then come up with ideas on how to improve sustainability and wellbeing. * Every measure that organizations do in terms of wellbeing will ultimately create better, healthier workers. + If workers are feeling strong and engaged, that will also help the company as a while * Wellness goes far beyond physical health. Everything from mental health, financial health, social health, professional development, and a sense of purpose are all considered under the umbrella of “wellness” + It is also important to recognize how connected all of these factors are. When someone feels weak in one category, that can add stressors to others as well and impact overall wellness. + The conversation around wellness has been underscored by the pandemic, as lives have become more fragile and stressful. By introducing Chief Wellness Officers, this can create a more positive conversation surrounding overall wellbeing in the workplace, and have a real impact on employees.
The Future of Wellness* Everyone’s lives were changed in some capacity as a result of the pandemic, and innovation was sped up because of these circumstances, such as remote work. Some of these changes are permanent now, both personally and the way we work. + The pandemic has also highlighted the need to talk about wellness, and is imperative to business. While this was always the case, wellness is so tied to aspects of everyone’s lives. + The need for Chief Wellness Officers may have primarily come about during the pandemic, but it was always a need for businesses, and will likely stick around, and even grow over time. * Showcasing Chief Wellness Officer positions to potential employees, especially in this job market, can have a tremendous impact on recruitment. + Highlighting the role of Chief Wellness Officer within an organization is extremely appealing to potential hires because it is a candidate’s market. + Forward-thinking companies are going above and beyond to emphasize wellness, and data is now showing how much employees value that. - Wellness benefits are becoming increasingly important to employees, and it is also becoming a factor in which companies candidates are interested in. * Beyond retention recruitment, the goal is to make a difference in the lives of employees. + Employees who are prioritizing their wellness are happier, healthier, more financially confident, and have a better handle on coping with stress. + It can also make emploiyees feel more connected and better prepared to handle stress, and working with the company. * Right now, Chief Wellness Officers are more common in larger companies, but it is possible for smaller companies to hire them as well. + Large companies have more resources, and more money, to open up a position dedicated to wellness, and this is a primary reason for why these positions are mostly at large companies. + For smaller companies, there are more limited resources, but there could be a natural shift in HR to become more focused on wellness like it was with Chief Diversity Officers.
Kathryn Mayer Background* MLS, Creative Writing from The University of Denver * BA in Journalism, English from The University of Denver * Ms. Mayer began her career as a reporter with The Aurora Sentinel and the Denver Business Journal * She worked as Publications Editor for the University of Denver, and serves as Managing Editor for Summit Business Media and ALM Media, LLC * She served as Editor in Chief for Source Media, and as Senior Benefits Editor and Health & Benefits Chair, Human Resource Executive with LRP Media * She currently serves as the Benefits and Compensation Editor for SHRM.
Links* The Rise of the Chief Wellness Officer: Is This Trend Growing? HRE article By Kathryn Mayer * Aon’s Human Sustainability Index
Contact* Ms. Mayer on LinkedIn * https://twitter.com/mayereditor * Ms. Mayer email: kathryns.mayer@gmail.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
The Future of Labor UnionsLabor Relations in the Food and Agriculture IndustryWhat the Midterms Mean for the NLRBLeadership Accountability Builds Trust in the Workplace10 Labor Relations Trends in 2023 to Watch For2023 Employee Communication Trends
The recent 2022 midterm election held high stakes for Biden’s agenda, and the National Labor Relations Board. The result of those elections ushers in a divided federal government for the next two years, likely putting Biden’s labor-focused agenda on the back burner. But what does that mean for employers? Today we are joined by Scott Purvis, Chief Operating Officer for IRI Consultants. Here, he explains:
- What President Biden has been able to do without congressional support over the last couple of years;
- What was at stake for the NLRB with the midterm elections;
- How the NLRB and General Counsel Abruzzo can make impactful changes on their own; and
- What companies should be doing right now, to stay ahead of these concerns.
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
President Biden’s Pro-Union Promise* When running for office, President Biden promised to be the most pro-union President, and he’s delivered on that. + In the first two years of his administration, he has embedded a number of labor officials throughout his administration, he has a very active labor relations board, and he has created a significant amount of tailwinds behind the organized labor movement’s current goals, which are to increase organizing and to secure their place in today’s workforce. * President Biden has been effective in the labor movement, through executive orders, the placement of National Labor Relations Board (NLRB) members, his influence within his administration, and other items outside of the control of Congress. + He launched his White House Task Force committee, which is co-chaired by Vice President Kamala Harris and Labor Secretary Marty Walsh, and was able to create a lot of publicity with this initiative. + On the legislative side, President Biden has not been able to get the PRO Act through Congress, and was stalled in the Senate because it was stalled by moderate Democrats. + What he has been able to accomplish, has fulfilled tangible actions to mobilize his organized labor base.
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Midterm Election Impact on Labor* If Democrats had been able to maintain a supermajority in both chambers of Congress, and even increase their presence in the Senate, they would have had a better chance at delivering President Biden’s legislative agenda. * More importantly, the midterm elections impact on labor zeros in on funding of the NLRB. + The NLRB claims to be vastly underfunded, writing letters to Congress to ask for funding, or risking furloughs and layoffs. There is internal maneuvering happening right now to keep the agency afloat. * Now that Republicans have achieved a majority status in the House of Representatives, it will have a significant impact on funding of the NLRB. + They will have the opportunity to stall the appropriation bill, and could heavily curtail the board’s agenda, prolonging the board’s backlog, and exacerbating potential furloughs. + Looking more broadly, the Republicans gaining control of the House is their way of curtailing President Biden’s labor agenda. + The NLRB is currently asking for more that $300 million, which is a significant increase over their current budget. * The midterm elections have less of an impact on the upcoming NLRB nominations because President Biden will control the Democratic dominance on the NLRB. The members of the board whose terms expire in December, will be renewed by members of their own party. + There could be significant efforts to retain the majority of the board at 5 members for the Democrats, but this is still developing. + There is a significant enough influence inside the Board, giving it full operating strength, even if the number of seats are reduced, because the Democratic majority would still prevail.
The PRO Act* Another way the midterm elections impact labor is legislatively. The state of the Senate remains in the balance with the run-off election that is underway in Georgia, but otherwise, Democrats will maintain their majority status in the Senate. + There are a small handful of Democrats who have held out on President Biden’s PRO Act. It is unlikely that legislation will have much movement over the next two years. + Instead, elements of the PRO Act could be seen in other bills and pushed through in smaller ways.
How Impactful is the NLRB?* As seen in the first two years of the Biden administration, NLRB General Counsel, Jennifer Abruzzo, has been very active, and has made her agenda clear. + She has already followed through on some items of her agenda, focusing on tilting the scale of power back to workers, and reversing measures made during the Trump administration and earlier. * Through rulemaking and case law, the NLRB can impact how businesses interpret and are held accountable to the National Labor Relations Act. + The NLRB has a say in how companies can communicate with their employees, how unions can access property, how 1099 and contract employees are treated and processed, the speed of election processes for collective bargaining agreements, and more. * In recent years, the NLRB has had an enormous impact on the way companies can engage with and educate their employees, and that is intentional. + The goal under General Counsel Abruzzo is to limit the opportunity for employers to persuade or influence their employees from unionizing. * The current NLRB is prioritizing the limitations of employers to have educational meetings with employees about the pros and cons of unionization. + These meetings are also known as “captive audience meetings” by organized labor and the NLRB. + These meetings can be critical communication vehicles for employers to connect with their employees. + The NLRB is looking to eliminate them, or grant unions fair time to do their pitches inside the workplace. * The current NLRB board sees this as “leveling the playing field”, and some Democrats feel employers have the upperhand in communicating with employees. + Some people interpret “leveling the playing field” as meaning that labor unions have the same access as companies to potential collective bargaining members to share their messaging. + Business leaders argue that unions can influence employees outside of the workplace, at any time they want. + Access is a hotly contested issue on the NLRB board, and something to look towards on the future agenda. * The latest memo from General Counsel Abruzzo frames social media monitoring of companies as “surveillant”. + Before social media, instant messaging, and other methods that employees use to collaborate today, employees would talk around the water cooler as a forum. + Today, employees can use digital platforms for employees to instantly share their thoughts with each other and online about their workplace. + According to the current agenda of the NLRB, companies should face required transparency if the company monitors employees’ social media platforms. - The board is trying to modernize and be more progressive in the way it handles employers listening to their employees’ online activities. This could have an impact on a company’s ability to protect against concerted activity. * During COVID, mail-in ballots became the norm for bargaining elections, something companies strongly pushed against for years. + While there have been more in-person elections in recent months, mail-in ballots are likely not going away. + Companies rejected these ballots because of potential fraud opportunities, unfair influence, etc. * General Counsel Abruzzo has attempted to breathe new life into the NLRB’s Joy Silk doctrine. + The doctrine would create a burden of proof for employers to make claims there are no majorities in union voting, and would essentially bypass secret elections. + This is something that has legs with the current board, and is part of their agenda to redistribute the balance of power in the workplace. This could become an ongoing battle for the NLRB.
How Companies Can Prepare for Change* The speed of change coming from the NLRB is unprecedented after COVID, workplace dynamics have shifted, worker burnout, and economic instability. These have developed a perfect storm of stress and strain across all industries, and companies need to be tuned in to potential stressors. + Employers need to be engaging and communicating with employees to keep them to maintain the employee experience. + Many variables, which were out of the workplace, are coming in, and what worked a few years ago is now irrelevant. + Managers should show appreciation and sympathy for employees, and meet workers where they are. * Training plays a huge role in upscaling leaders and educating employees, but it is unfortunately the first thing to go when budgets are under strain. + Tuning frontline leaders and upskilling them to compete are essential to success. + Every industry is facing challenges for leaders, and companies need to recognize the importance of leadership training, and develop real connections. - This investment can prevent potential labor organizing, and can develop a rapport of trust within the workplace. - Every leader should have an “elevator speech” ready, presenting a firm position on labor relations, so they can be ready to share that mission with employees. * Leaders need to be prepared for the next generation of workers, what motivates them, how they evaluate job satisfaction, and more. * Companies need to engage with employees about social justice issues, and be transparent with them about where the organization stands.
IRI Consultants* IRI Consultants helps organizations manage labor relations and provides companies with effective communication strategies. * They prioritize being a thought leader across all of the areas that they support their clients, whether it is in communications, organizational development, leadership development, or labor relations. + They capture national trends, creating white papers and thought leadership articles that are available for public consumption, in an attempt to be a little bit provocative, in order to help organizations think about things a little bit differently and modernize their labor relations strategy. + IRI tries to pivot organizations to think about labor relations in a progressive, proactive, and employee-centric way, and help companies do the same.
Scott Purvis Background * Master of Science (MS), Industrial and Organizational Psychology from Kansas State University * BS, Psychology from Missouri State University * Early career included working as Human Resources Manager for Walmart, and Director of Human Resources for Novartis * Mr. Purvis then served as the Vice President of Human Resources for Lowe’s Companies, Inc. * He is currently the Chief Operating Officer for IRI Consultants.
Contact* Scott Purvis on LinkedIn * Scott Purvis email: spurvis@iriconsultants.com
Subscribe & Review The ProjectHR Podcast!Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to wherever you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
10 Labor Relations Trends in 2023 to Watch For2023 Employee Communication TrendsCoaching for Performance and DevelopmentWhat is Employee Value Proposition?Labor Relations in Hospitality & Gaming2022 Midterm Elections: Lessons for the Workplace
There was a time when the job of a manager was fairly cut and dried – you knew what needed to be done, taught your employees how to do the work, and evaluated their performance. But in today’s disrupted and rapidly changing new world, managers can’t have all the right answers. Their role has moved from command-and-control to support-and-guidance – which means that leaders have primarily become coaches. Today we are joined by Marcey Uday-Riley, a Senior Consultant with IRI Consultants. Here, she explains:
- The difference between coaching for performance and coaching for development;
- How use of The Coaching Continuum can help employers assist employees become more successful;
- Why conversations are important for continued growth; and
- A key strategy managers can use to avoid getting sidetracked during these critical conversations!
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
What Is Coaching?* Coaching is asking individuals what they think, so they are able to come up with solutions on their own through guided questions. * The goal of coaching is to close a gap between what an employee is doing now and what they could or should be doing. Coaching can also close the gap for goals that employees may have. + While training is typically a group of people, sharing information and learning exercises, with the goal being that they discover something that everyone can relate to. Well designed and well delivered training is very effective. + Coaching is training, but for one specific individual, and personalized goals, ideas, and strategies. Because it is so individualized, it can be even more powerful. * There are a few different kinds of coaching. + Coaching for Performance is about trying to close the gap between what an employee is doing now, and what they could or should be doing. It can be beneficial for everyone, regardless of if they are meeting their job expectations or not. If more employers started using performance coaching on all employees, that can create more long term growth and potentially job retention. + Coaching for Development, on the other hand, is about trying to close the gap between what the employee is doing now and what the goals are for their future life. The goal of development coaching is overall growth. + In an ideal world, managers would do both performance and development coaching. However, because of reduced workforces and overburdened tasks, most managers are only thinking about how to coach for improved performance, and not coaching their stronger employees and coaching them to be better or helping them with long term career goals. * Having a deeper understanding of an employee’s life can give managers a better idea of how to coach for improved performance and development. + Before, employees were told to leave their personal life at home, but now, managers need to know their people and some of the forces that are impacting employees lives, because that can end up having an impact on job performance as well. + Younger generations of workers are more comfortable talking about their life as a whole, and tell employers that they are giving their entire selves, not just their work self.
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The Coaching Continuum* The coaching continuum is a way of looking at five different approaches for coaching for performance that a manager can take to help their employees be successful, and determining which approach is going to be best received by that individual, because people need personalized coaching for individualized performance expectations. + In short, managers need to give employees what they need in the way they need it in order for it to work. + The first style of coaching is direct. When a manager is direct, they tell people what to do. This is best for newer employees to lay down the job expectations. + Then, the coach can become more of a guide, advisor, facilitator, or supporter. Each of these approaches can describe management style, and that decision is made based on the needs of the person, job, and organization. * Each style of coaching for performance is outcomes based, and everything should be measurable to provide value to it. Employers and managers can assess where their employee is in terms of needs and goals, and determine what style of coaching works best. * Newer hires, or someone with experience, is described as a novice. As they get more comfortable, they become a learner, and when they keep becoming more successful, they become a performer, then an expert, and then finally a master. * The coaching styles, for the most part, line up with development levels for employees. * Direct coaching assesses how much knowledge, skill, and ability an employee has, as well as how much experience they bring to the job. It also means confirming their knowledge level of the employee is accurate, and coaching for performance in a kind and caring way. + New employees benefit well from direct coaching because it provides structure for expectations and training. * Guided coaching is asking the employee questions about what they know so far, and then providing guidance as they continue to learn how to meet expectations. * Performers are meeting job expectations, and the role of the manager is to advise, monitor, and continue to ask questions. At that point, managers are only providing advice when they do not know the answer, or cannot find it by themselves. + High performers are often neglected, and managers stop coaching them, but they still need coaches to become facilitators to oversee continued development and growth. This neglect can make strong, high performing employees feel like they are not valued in the workplace and could decide to leave. + Coaching should not stop because employees are experts and masters in their field. They still need support and guidance, just in a different way than job training. * When thinking about the best approach for how to coach for improved performance, employers need to either be observing employees or observing the results of their work. + This is evaluated based on an employee by employee basis, depending on their experience and performance expectation. + Once employers have an idea of their work and their results, they can assess them based on their performance or results against the expectation. This determines how hands-on managers need to be, and the style of coaching for performance the employee needs.
Coaching Conversations* Conversations surrounding coaching for performance can be uncomfortable for managers but they are important for continued growth. And because people learn best through processes, there is a guided process for facilitating conversations on how to coach for improved performance. + The first step is describing the expectations for each employee, and why the conversation is necessary, whether the employee is underperforming, or just checking in for enhanced development. + The second step should turn back to the employee, giving them the chance to talk through their performance, and why they might not be meeting their expectations. + Once managers get an idea of the employees perspective, they can describe that experience back to the employee to show active listening, and a better understanding, as well as offering feedback. + The final step is closing the gap, and developing a plan for improved performance based on what was discussed in the first three steps. + Where managers sometimes fail to do, is provide the crucial step two before providing feedback, which is offering the employee a chance to explain their situation and make it an active conversation.
Coaching Sidetracks* A sidetrack is what an employee does when they try to derail the conversation or make an excuse. This happens when they do not like that the manager is holding them accountable, even if it is in a caring way. + Sidetracks do not help the coach help the employee be successful. * There are a couple of strategies for leaders who feel the conversation is getting sidetracked during a coaching conversation. + The easiest strategy is called ARP: acknowledge, respond, and pivot. - When an employee throws out a sidetrack can managers acknowledge it, and do not dispute them. Letting them feel heard, but not agreeing with them. - Responding is paraphrasing what the employee said, and making them feel listened to. - Then, managers can pivot away from the sidetrack, and return to the conversation at hand. * These sidetracks can also be used to discuss broader topics such as labor unions, but employers need to be clear and remember employer provided guidelines when discussing unions.
LEAD Academy* IRI offers leadership development, called LEAD Academy, which is 22 topic specific leadership modules. They all instructor-led or online, and can be used as a curriculum for leaders of all abilities and experience. + These courses can also fill in the gaps of skills and existing curriculum. + The classes also offer roleplay training, and provides real time interaction, and can build and strengthen skills in a controlled environment + The online synchronous training is designed for groups of about 16 people, in-person training is ideal around 20 participants so it can be truly engaging and controlled.
Marcey Uday-Riley Background* MSW, Families and Community from Wayne State University * She served as a Partner with Prism Performance Systems * Today, she is a Senior Consultant with IRI Consultants
Links* https://projectionsinc.com/lead-academy-leadership-training/
Contact* Ms. Uday-Riley on LinkedIn * Ms. Uday-Riley email: muday-riley@iriconsultants.com
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2022 Midterm Elections: Lessons for the WorkplaceLabor Relations in the Automotive IndustryDigital Employee Engagement Beyond Your Campaign-Ready WebsiteLabor Strategy and The Starbucks Effect: Learning from the Starbucks Union CampaignsLabor Relations in Higher EducationTikTok for Business: Boost Employer Branding with Short-Form Video
We’re joined by Franklin Coley, Partner at Align Public Strategies, to discuss the recent happenings with the Starbucks Union.
Discover what inspired this recent interest in independent labor unions and why these unions are often not as independent as they may seem.
Today’s guests, Ashley Reichheld, a Principal at Deloitte Digital and Amelia Dunlop, the Chief Experience Officer at Deloitte Digital tell us why building trust at work is so critical for a company's success.
Julie Calli, Author and President of RecruitmentMarketing.com, joins us to explain how to initiate a shift within your organization towards pay transparency.
Author, coach, and C-suite advisor Andrew Bryant joins us to explain how his new leadership framework can better results for modern leaders.
Lt Col Kathy Gallowitz, Founder and CEO of Vanguard Veteran, is here to discuss how hiring veterans and being a veteran champion is so crucial to the working military community.
Remote business has become increasingly prevalent, especially through the pandemic. Liam Martin is here to tell us how it improves personal health, the environment, and work-life balance.
Human Resources can pave the way for corporate success, just by aligning HR with business strategy. To explore this further, our guest today is Claire Chandler, President and Founder of Talent Boost.
Kate Tornone, Lead Editor with Industry Dive and HR Dive, joins ProjectHR to discuss the 2022 Identity of HR Survey!
Companies today strive for a diverse workforce. In this episode, we’ll be exploring why opening the door to neurodiverse workers can not only increase staffing levels, but also bring valuable, new ways of thinking and problem-solving to your organization – ways that can give your company a competitive edge. Today, we talk with Susanne Bruyère, Professor of Disability Studies and the Director of the Yang-Tan Institute on Employment and Disability at the Cornell University ILR (Industrial and Labor Relations) School, co-editor of Neurodiversity in the Workplace: Issues, Interests and Opportunities. Here, she explains:
What falls under the umbrella of the term "neurodiversity"; Why neurodiverse workers today are considered a valuable, untapped talent pool; The truth behind who demands the vast majority of accommodations in the workplace today; and How to identify gaps between neurodiverse and neurotypical employees, and how to develop effective practices to minimize those gaps!
If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free!
The Meaning of Neurodiversity
Neurodiversity describes the natural way that people think, learn, and perceive the world.
While there is no “right” way of thinking, neurodiversity describes how people experience the world differently.
There is an umbrella list of words that fall under the term, including autism, ADHD, learning disabilities, depression, and more.
A Neurodiverse Workforce
Many employers are embracing affirmative hiring programs, actively seeking neurodivergent candidates, because of the way they perceive the world.
Neurodiversity in the workplace can demonstrate expanded focus abilities and other advantageous characteristics. There is especially great interest in neurodivergent candidates within the tech industry.
While it is also important to amplify other diversity initiatives in the workplace, companies have been slow to include people with disabilities, and neurodivergent people, in the conversation.
Reactions to a Neurodiverse Workforce
Statistically, there are fewer opportunities for neurodivergent people in the workforce.
As of 2021, the employment rate for individuals with autism was 22% - and even when hired, many are in positions where they are underemployed and underpaid.
Historically, employers have not adequately adapted to neurodiversity in the workplace. Labels can be very off putting, and create stereotypes that infuse an unnecessary fear in the workplace.
Addressing concerns about accommodations, studies show that 95% of people who request workplace accommodations are NOT people with disabilities - so we’re already accommodating, all the time. Accommodation should not be a reason to avoid hiring neurodiverse employees.
Being a Neurodivergent Employee
Neurodivergent people have a wide range of experiences when it comes to employment.
Some have success finding a job, and thrive in the workplace. Some neurodivergent people have reported negative experiences at work, facing discrimination, harassment, or ridicule. As a result, some feel like they need to hide their neurodiversity at work.
Neurodiversity in the Workplace
Ms. Bruyere is the editor of Neurodiversity in the Workplace: Issues, Interest, and Opportunities, which is part of a larger collection launched by The Society for Industrial Organizational Psychology, which makes scientific contributions to the field of industrial psychology.
The goal of the series is to inform and stimulate members, students, and researchers, to think about issues with neurodiversity in the workplace and integrate them into educational efforts.
Inspiration for this book came from the fact that neurodiverse people are a largely untapped talentpool,
Susanne Bruyère, Director of the Yang-Tan Institute on Employment and Disability at Cornell University, explains the importance of neurodiversity in the workplace.
Jolie Wills, Co-Founder and Director of Hummingly, joins us to explain how to defy disaster and instead thrive during tough times by building intentional leadership.
Arlene Hirsch, a career and psychological counselor, explains the concerns and opportunities posed to employers by employee activism.
It’s never too late to develop more effective, strategic, and persuasive communication skills, so we brought in an expert: Scott Irgang, Senior Consultant with IRI Consultants.
Meghan Ford and Gillisa Pope from Wilson HCG tell us why modern employment branding can be critical to talent acquisition.
Julie Winkle Giulioni is here to redefine career development and show us how employee development can serve as key leverage in engaging and retaining your workforce.
Daniel Schwartz, Partner at Shipman & Goodwin and Creator of the Connecticut Employment Law Blog explains why it's time for professionals to take digital communication and union social media tactics seriously.
Alex Coutts, SVP and Head of Experience at Made Music Studio, joins us to discuss work sound and the impact sound can have on the workplace.
Today, we talk with Dr. Kimberly Janson about what makes a good leader and how utilizing The Leadership Blueprint can help accurately determine leadership potential!
Struggling to get a handle on emerging HR software developments? Phil Strazzulla, Founder of Select Software Reviews, is here to help.
Rebecca Zucker, executive coach and a founding partner at Next Step Partners, explains boomerang employees and the value that returning employees bring to a workplace.
Today's guest, Chris Tuff of 22Squared and two-time author, explains why curiosity is the key to connection and the importance of "Saving Your Asks" when business networking.
Mandy Gilbert, Founder and CEO of Creative Niche, discusses what it takes to be ahead when it comes to hiring and recruitment trends in 2022.
On today's episode, Professor Erin Cech is here to discuss The Passion Principle and how fulfillment at work fosters inequality.
Joe Galvin, Chief Research Officer at Vistage, is here to discuss how talent acquisition and retention relies motivation and engagement.
Unions are having a moment right now in the United States, a moment they haven’t experienced in quite a while. Jon Hyman, an employment labor attorney, author, speaker, and blogger is here to discuss the "perfect storm" of union organizing caused by the pandemic.
Chris Coberly, CEO of People Element, joins us to discuss "exit" interview strategy, the goal of "stay" interviews, and the value of developing efficient employee listening processes.
Evan Armstrong, VP of Government Affairs at RILA, details the retail concerns in a post-pandemic world and RILA's role in the industry.
Greg Milano, Founder and CEO of Fortuna Advisors, LLC., is here to discuss why ownership culture is so critical to healthcare systems.
Author Bryan Adams joins us to chat about what employer branding is and the importance of authenticity in employer branding.
Author Katrina Collier joins us to discuss what may prove to be some of the toughest talent acquisition trends we have seen in decades.
William Marcisz, President and Chief Consultant for Strategic Security Management Consulting, joins ProjectHR to discuss workplace violence.
Yogesh Soni, author of Digital Belonging: Building Human-Centered Organizations, joins us to explain why building workplace belonging and a community mindset is critical for organizational success.
Ayelet Fishbach, a psychologist, author, and behavioral scientist, joins ProjectHR to discuss the science of motivation.
Carol Hutchins, a Labor, Communications and Organizational Development Consultant with IRI Consultants, and Sam Hutchins, an Organizational Development Consultant, also with IRI, explain the importance of restorative practices after a crisis event.
In this episode, we speak with Dr. Jasleen Chhatwal, Chief Medical Officer of Sierra Tucson, and Chris Kelly, CEO and President of Kelmar Safety, on the topic of remote worker substance use.
David Baboolall, Associate Partner at McKinsey & Company, joins us to discuss transgender inclusion in the workplace and the systemic work and work progression barriers transgender people face.
Authors Jennifer Edwards and Katie McCleary, join us to discuss mitigating polarization in the workplace and the key to building successful, communicative relationships.
Annette Tyman, Partner at Seyfarth Shaw, and Co-Chair of Seyfarth’s People Analytics Group, discusses pay equity and ways you can narrow the pay gap through pay audits, reviews, and more.
Anna Tavis and Stela Lupushor, authors of Humans at Work: The Art and Practice of Creating The Hybrid Workplace discuss the hybrid workforce.
Vivian Blade, recognized leadership expert, thought leader and author, joins ProjectHR to explain the role of resiliency in crisis leadership.
Andrew Barnes, the Founder of Perpetual Guardian and Architect for 4 Day Week Global, shares how to pitch a four day work week to your organization!
Jeffrey Spahn, Founder & President of Leading Leaders, Inc., explains how the evolution of leadership can inspire innovation and success!
Ellen Voie, the President and CEO of the Women in Trucking Association, discusses ways to address gender equality within your organization and how company success is directly linked.
Lan Phan, CEO and Founder of community of SEVEN, explains the process behind purpose-driven leadership and the importance of value alignment for long-term success.
Jason Averbook, CEO & Co-Founder of Leapgen, explains how digital vision and strategy fuels your digital workplace transformation
We are joined by Melinda Epler, Founder & CEO of Change Catalyst, to discuss the difference between DEI support & allyship along with the seven steps to become an ally!
Author & CEO of FARE, Lisa Gable, joins us to share the critical importance of organizational agility and The Four-Step Turnaround Method!
JD Dillon of Axonify and LearnGeek joins the podcast to discuss how microlearning plays into human nature and the ways we learn.
Mike Lake, Managing Director of Communications at IRI Consultants, explains the critical role HR professionals play in corporate reputation management.
We are joined today by Enrique Rubio, Founder of Hacking HR, to discuss the disconnect between HR and technology and how to develop a sense of community within our industry.
Darren Reinke, Founder and Managing Director of executive coaching and training company Group Sixty, and author of The Savage Leader: 13 Principles To Become A Better Leader From The Inside Out joins us to discuss how to become a leader and what it means to be "Savage!"
Just when you’d sorted out Millennials in the workplace, along comes Generation Z! Deloitte's Christine Selph joins us to discuss how Gen Z is different from other generations and why it's important to understand generational shifts in the workplace.
Stacey Harris, Chief Research Officer and Managing Partner at Sapient Insights Group, joins us to discuss her new book and what the true value of HR technology really is.
Steve Browne, Chief People Officer at LaRosa's Pizzeria and author, joins us to discuss his latest book and the global importance of human resources.
Jennifer Moss, an award-winning journalist, syndicated radio columnist, and two-time author, explains how to combat work burnout in your workplace!
Founder and CEO of Dion Leadership, Steve Dion, discusses The Great Resignation movement and how employers can better understand what today's employees want and need.
HR is a critical element in any business, but often goes underappreciated. Perry Timms joins us to discusses how transformational HR practices can alleviate this issue.
Megan Mitchell, a Senior Communications Consultant for IRI Consultants, explains how to build and communicate your ideal corporate vaccination policy.
Workplace Transformationalist Julie Bartkus joins us to talk about how to fix a toxic work environment by detoxing your workplace.
Best-selling author, leading workplace expert, and award-winning business school professor, Dr. Scott Behson discusses how a culture of employee support can build a better workplace.
Cybersecurity is no longer just an IT concern. Marcy Klipfel, Chief Engagement Officer at Businessolver, explores the role that HR can play in creating a culture of safety.
Nick Munday, Managing Director for our parent company, IRI Consultants, is here to discuss what labor trends we should be paying attention to and much more!
ProjectHR welcomes Laurel Farrer, Founder and CEO of Distribute Consulting, to talk about how companies can sustain and support the use of remote work models as part of the new way forward.
The Career Toolkit author Mark Herschberg joins ProjectHR to explain how to create a custom professional development program that can improve ROI and engagement
Brian Kropp, Group Vice President and Chief of HR Research at Gartner, joins ProjectHR to explore how COVID-19 has changed the way we manage and prep us for the future of workplace management.
Gabrielle Dolan joins ProjectHR to discuss the concept of Brand Storytelling - crafting a narrative that connects you with your customers and employees on the basis of shared values.
Vibhas Ratanjee, a Senior Practice Expert at Gallup, details the value of high potential employee (HiPo) programs and how they can advance learning and improve ROI.
David Avrin joins us to discuss his new book, the role of conversation in creating positive customer experience, and the benefits of frequent morning huddles.
Patti Temple Rocks, Author of "I'm Not Done, It's Time to Talk About Ageism in the Workplace," explains what workplace ageism looks like, how to combat it, and the value of a diverse, multi-generational workforce.
Mike Seidle, CEO & Co-Founder of WorkHere, shares how conversational recruiting tools help produce better results than a traditional qualification process.
Bianca Lager, President of Social Intelligence shares with us how we can all leverage social media in the recruitment process.
Joining ProjectHR is Gary Ware, the Founder of Breakthrough Play, an organization designed to help professionals use the power of play to become more creative, more confident, and to develop deeper relationships with their teams and their clients.
Elayne Fluker shares how to build networks, make meaningful connections, and achieve your dreams through the power of asking for help.
Liz Davidson, CEO and Founder of Financial Finesse, joins us to discuss the importance of financial wellness for your employees.
Continuing our “Best Practices in Employee Relations” series, Cindy Westervelt from Iron Mountain shares how her company handles this critical topic.
Leslie Ehm, President and Chief Fire Starter at Combustion Training, joins ProjectHR to help us become our authentic self and unleash our "swagger."
David Liddle joins us in part two of his two part episode on what strategies we can utilize to better manage conflict in the workplace.
David Liddle, a thought leader in the areas of organizational dynamics, conflict resolution, and transformational culture joins us to share strategies to better manage conflict in the workplace.
Sarah Scala, founder of Sarah Scala Consulting, discusses all the different ways a mentorship program can impact your company’s ROI.
In this episode, Mark Bunting, CEO and Founder of Grata, explains why employee recognition is so important and how the Grata App can help!
The rules for women are different – even in professional settings. Our voices are too soft, or too loud. We take up too much room, or too little. We’re told to lean in, but also, to smile. We are encouraged to be more assertive in the workplace, but when we are, we are deemed to be aggressive, or even worse, rude. These rules impact everyone in a workplace, men and women alike, because when we’re not all bringing 100% of ourselves to the job, the work suffers. So how can women navigate these contradicting messages and make work more manageable? In this episode, we are joined by Rebecca Reid, author of Rude: Stop Being Nice and Start Being Bold. Here, she explains:
What "Positive Rudeness" is Why the name you're called in the workplace is important How the way you write can undermine what you write Ways allies can help amplify assertive practices; and How "Positive Rudeness" and assertiveness in the workplace contribute to a more respectful workplace!
If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free! Inspiration For Rude: Stop Being Nice and Start Being Bold
On one of her appearances on Good Morning Britain, Ms. Reid debated whether or not there should be any limits in comedy.Her discussion counterpart believed differently and argued that he had the right to make jokes about whatever he felt the audience would find humorous. Ms. Reid responded saying “if you can’t make jokes without being racist, sexist, or homophobic, then you are not very funny.” This led her counterpart to interrupt her.From there she exclaimed that she would not allow men to talk over her constantly and began “shushing” him, which led to him to stop interrupting her. Following the TV discussion, there was a “short-lived” media cycle in which she was dubbed “Rebecca Rude.” During this time, she experienced a lot of negative media attention from internet “trolling” to even friends “shushing” her thinking the entire situation was funny. The “Rebecca Rude” experience inspired Ms. Reid to write her book.
Positive Rudeness
In her book, when Ms. Reid refers to rudeness, she is talking about what she has termed “Positive Rudeness.”
This is the rudeness that prioritizes your own wants and needs above those of other people - unless you are actively trying to be kind.
For example, if you are standing in line and someone cuts in front of you, it is positive rudeness to say “excuse me, I was ahead of you.” or if being kind, you can let them in front of you because it seems like that person is having a bad day. The worst case scenario in this situation would be to let that person jump ahead of you in line and then quietly be upset about it for the rest of the day. These are the kinds of small situations in which positive rudeness is important.
It can be difficult to implement positive rudeness because it goes against all of the social interaction guidelines that have been ingrained in us for so long. We have always been taught to put others’ wants and needs before our own, but that is not always the healthiest option. In a way, positive rudeness is about auditing your generosity so that you are making active choices rather than passively allowing others to step over you.
“A Journey To Deprogram Yourself”
Many of us are raised to view rudeness as a negative.
This is especially true for females who are often seemingly penalized more for perceived rudeness than males. The “gold standard” for girls is good behavior while the “gold standard” for boys is achievement. Growing up, Ms. Reid remembers being taught to be a “good girl” by being quiet, kind, and respectful, to please others, and to put your own needs last. All of those teachings are the root of the “journey to deprogram yourself” that Ms. Reid details in her book.
Mitchell Denton of Archy Learning & Gamify explains what gamification is and how gamified learning and operations can make work feel lighter.
Kathryn Mayer, Human Resource Executive’s Benefits Editor talks mental health in the workplace and what HR can do to promote resilience.
Karen Hough, Founder and CEO of ImprovEdge, discusses the Four Principles of Improv and how they can apply to teamwork in the workplace!
Katee Van Horn, CEO of VH Includ=d, shares how the challenges of racism, inclusion, and harassment can be turned into growth opportunities.
In this episode we’ll talk with Simon Nance, Director of PML Programs, about how differential training can lead to productive and happy teams!
In this episode we’ll talk with Greg Kihlström, CEO of CareerGig, about the process of hiring freelance workers and the benefits of doing so!
In this episode, we’ll talk with Motivational Speaker Brant Menswar about how to identify your personal values and discover your purpose!
On this episode, we are joined by Tony Martignetti with Inspired Purpose Coaching, to discuss how to build high performance teams.
On this episode, we are joined by Jay Kuhns of IRI Consultants and author of the leadership blog “NoExcuseHR" to discuss the future of work.
On this episode of ProjectHR, international executive coach Jen Coken discusses how to identify and overcome imposter syndrome.
On this episode of ProjectHR, David Pryzbylski from the law firm of Barnes and Thornburg discusses the impact of the pandemic on labor law.
On this episode of ProjectHR, Nestlé's Vice President of Labor & Employee Relations Kristy Martin discusses employee relations best practices!
On this episode of ProjectHR, Jim Bitterle discusses his new book "Unquittable", and explains the talent strategies that can lead to success!
On this episode of ProjectHR, we celebrate our one-year anniversary with a recap of the best excerpts from every guest!
On this episode of ProjectHR, we celebrate our one-year anniversary with a recap of the best excerpts from every guest!
On this episode of ProjectHR, former AirBnB Chief Ethics Officer Rob Chesnut explains how companies can become more intentional about corporate integrity.
On this episode of ProjectHR, author Natalie Painchaud explains how to encourage the growth of a culture of innovation in your workplace!
On this episode of ProjectHR, Littler Shareholder Jeff Nowak celebrates the ten-year anniversary of his informational blog, "FMLA Insights"!
On this episode of ProjectHR, author Craig Lemasters discusses the benefit of seeking wisdom from others when starting new ventures.
On this episode of ProjectHR, Ryan Golden, a reporter with HR Dive talks about modern employee handbooks, and why yours likely needs updating.
On this episode of ProjectHR, Abigail Johnson Hess, a reporter with CNBC Make It talks about managing political discussions in the workplace.
On this episode of ProjectHR, M. Tamra Chandler, author of Feedback (and Other Dirty Words) discusses ways we can fix the feedback process.
On this episode of ProjectHR, Ross Runkel, an independent labor & employment arbitrator and mediator explores alternative dispute resolution.
On this episode of ProjectHR, Pete Havel explores toxic work environments and how to deal with toxic people at work.
On this episode of ProjectHR, Anja Zojčeska explains what makes for successful employee onboarding, to keep new hires enthusiastic & engaged.
On this episode of ProjectHR, Brandon Williams explains how situational awareness can help leaders take charge of their teams.
On this episode of ProjectHR, Karin Hurt & David Dye explain how to get employees to speak up in the workplace.
On this episode of ProjectHR, Kate Jackson, Partner at Serrano Search, explains how they fill highly specialized labor relations jobs.
On this episode of ProjectHR, Stephanie Miller, Director of Employee Relations (US) for Lowe's explains how they handle this critical topic.
On this episode of ProjectHR, Steve Lowisz talks about the importance of updating your recruitment strategy plan, and blasts some myths along the way!
On this episode of ProjectHR, Vanessa G. Nelson will talk with us about the decline of civility in the workplace, and how to increase it.
On this episode of ProjectHR, Thomas Wedell-Wedellsborg will talk with us about how to improve problem solving skills by reframing problems.
On this episode of ProjectHR, Susan McPherson will talk with us about why being socially responsible is a critical part of a corporate survival.
On this episode of ProjectHR, Dr. Mark Rogers will talk with us about change, and change leadership in your organization.
On this episode of ProjectHR, Bob Oberstein discusses the need to update corporate social media policies and communicate them to employees.
On this episode of ProjectHR, Michael Lotito discusses TIDE: Technology-Induced Displacement of Employees, addressing the phenomenon of AI replacing jobs.
On this episode of ProjectHR, Jennifer Perera discusses the how and why behind designing a competitive employee benefits plan. Discover today's must-have company benefits plans, and learn how you can get creative with healthcare costs!
On this episode of ProjectHR, Michele Vincent discusses worker shortages, contingent workers and the critical need for organizations to have staffing contingency plans in advance of disruptions that create a need for temporary work.
Workplace wellness efforts can improve employee productivity, increase morale, lower employee stress, lower absenteeism, increase retention, and they might even ultimately reduce healthcare costs for employers. The trick has been implementing effective, long-term wellness strategies that work for both the organizations and their individual employees. On this episode of ProjectHR, our guest is Dr. Bradford Cooper, the CEO of US Corporate Wellness, and he knows how to make workplace wellness stick. He'll be telling us all about:
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The importance of autonomy;
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The challenges that face employer wellness programs;
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What makes wellness efforts successful; and
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Why employers should strive to create a culture of wellness!
Workplace wellness efforts can improve employee productivity, increase morale, lower employee stress, lower absenteeism, increase retention, and they might even ultimately reduce healthcare costs for employers. The trick has been implementing effective, long-term wellness strategies that work for both the organizations and their individual employees. On this episode of ProjectHR, our guest is Dr. Bradford Cooper, the CEO of US Corporate Wellness, and he knows how to make workplace wellness stick. He'll be telling us all about:
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The importance of autonomy;
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The challenges that face employer wellness programs;
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What makes wellness efforts successful; and
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Why employers should strive to create a culture of wellness!
Never has there been a more important time to have solid succession plans in place. Today we stand on the edge of a major generational shift within our workplaces. Baby Boomers have already begun their collective transition into retirement, and once it hits its stride, companies that don’t have a plan in place will struggle. On this episode of ProjectHR, our guest will be Jim Bitterle, Managing Partner at EDSI, and he'll be telling us all about: - Why Succession Planning is important; - Who is typically responsible for the setting a plan in place; - How it can help you "Hire for the Future"; and - He'll walk us through the Succession Planning process, step-by-step!
What would you do if you were told that the talent you’re looking to hire may already be on your payroll? That’s the idea behind The Inside Gig: How Sharing Untapped Talent Across Boundaries Unleashes Organizational Capacity, a new book by Dr. Edie Goldberg and Kelley Steven-Waiss. Joining us today is Dr. Edie Goldberg -- and she'll be talking about:
- The skills gap crisis;
- The speed at which work is evolving;
- Ways you can discover the untapped skills within your workforce; and
- How both your employees and your company can benefit from The Inside Gig's talent strategy!
Positive, two-way communication is a must for any workplace hoping to create or maintain a progressive and productive work culture - but have you ever stopped to wonder what exactly it is that we mean when we say “communication”? Our guest this week on ProjectHR certainly has! In this episode, we;'re joined by Dr. Ada Luz Gonzalez, the owner of Transformative Conversations, a consultancy committed to helping organizations facilitate change, development and growth through dialogue -- and she'll be talking with us about:
- The differences between communication, conversation, discussion and dialogue;
- Why dialogue provides meaning and diversity of thought;
- The cost of poor communication; and
- How you can design a dialogue that can lead to transformative change!
Everyone knows that employee engagement is the key to a company's success - but just knowing that fact doesn't make it any easier to inspire engagement within your team! Our guest for this week's ProjectHR is Ted Ma, a leadership expert and speaker with over 17 years experience in leading teams and developing leaders. He’ll also be serving as the keynote speaker at the Spring 2020 CUE conference. In this episode, he'll explain:
- If a leader can compel engagement;
- How to get buy-in from other leaders;
- The role of mentorship; and
- Three actionable steps you can use to improve engagement.
This episode also includes a short interview with Anne Cooper, Interim Director of CUE, who will tell us about CUE's move online for this year's Spring CUE Conference!
Until very recently, HR and PR operated as stand-alone entities -- but the rise of technology has meant that relationship is now evolving, growing, and intersecting in ways that genuinely compliment and assist one another. Our guest for this week's ProjectHR is Nick Kalm, Founder, President, and CEO of Reputation Partners, LLC. and he'll be telling us all about:
- How both teams benefit from working in concert;
- The importance of the company experience;
- The role of storytelling in both HR and PR; and
- How joining forces can dramatically impact recruitment efforts.
In any crisis situation, employers have to consider not only what to say to employees but when. Add to those elements the subtle nuances of language and delivery and employers end up not communicating at all. As we face the current Pandemic and the dual impact of health and financial concerns together, American companies are looking for guidance in their employee-facing messages. What should the goals of employee communication be right now? How can we humanize our messaging and make sure it’s relevant (and not redundant)? Helping with this challenge is Projections’ COO, Jennifer Orechwa our guest for this week’s episode of ProjectHR. We Discuss The Following Topics About Crisis Communication:
- What to communicate with employees, and when;
- How to be authentic and empathetic during times of uncertainty;
- What employers should NOT be saying to employees now; and
- Tools and resources for crafting and delivering these vital messages.
Jennifer Orechwa COO, Projections If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! How should employers communicate with team members during a crisis? * It’s essential to communicate with team members and to humanize that conversation * Empathize while remaining positive. This demonstrates that you understand the crisis itself and can still see a bright future ahead * Communicate around the things you know your employees are concerned with and get personal. * Answer their unasked questions * Goals for employee communication are two-fold: provide reassurance and build trust for the future * Be sure that the frequency matches the tone and relevance of your message.
What role should supervisors play in crisis communications? * Supervisors are the ones dealing with the effects of this crisis on employees – the emotional, logistical, and financial impact * Make sure your front-line leaders understand the company’s approach to connecting with employees * Remind your leaders to support the company’s effort with calm, care and understanding. * Supervisors need their own communication resources to feel supported + Dedicated website just for leaders to get information + Provide a direct line to upper management to handle questions * Times of crisis are when real leaders emerge
How can we connect with employees? * Offer two-way communication channels to get feedback * Answer questions employees are asking * Post employee “Frequently Asked Questions” online for reference * Offer online training opportunities to provide new skills and resources for post-crisis growth
What tone and language should we be using with employees in times of crisis? * Be authentic! * Teach front-line leaders to use positive, forward-thinking language. * Be realistic, but avoid communicating fear or negativity * Encourage employees to lean into healthy connections and focus on information-based solutions. * Focus on forward-thinking, action-oriented words * Instead of saying “our concern,” choose to say “our opportunity”
What should employers NOT say or do? * Don’t be a nameless, faceless corporation * Don’t repeat the same news items employees are hearing from government or health officials * Keep your opinions about the crisis, or the handling of it to yourself * Don’t get on any kind of soapbox * Avoid negative language such as “problem,” “concern” or “worry”
Remote Workers * Establish tools and protocols for remote work upfront * Make sure remote workers don’t feel isolated * Be flexible – remember employees are dealing with this crisis at home, too
Communication Solutions * An issue-specific, dedicated website for employees & their families * Video Calls and /or group messaging on Zoom, Skype, Webex, Slack * eLearning solutions for training * Custom-produced video messages
Caring for Employees In Times of Crisis * Offer local resources (child care, etc.) to meet employee needs * Get creative, gift Instacart, or a meal delivery service * Offer DoorDash, UberEats, GrubHub to support employees working at home
Links * Crisis Communication Guide download * Projections, Inc. Website * A Better Leader eLearning * The Respectful Workplace eLearning
Jennifer Orechwa: Backstory * BA in Journalism from The University of Georgia * Worked in communications for CNN, John Deere, Primerica * Has spent nearly 30 years helping companies connect with employees * Jennifer Orechwa is currently owner & COO at Projections
Contact * Jennifer Orechwa: jennifero@projectionsinc.com * Let’s Connect! LinkedIn
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
As America’s attitudes towards marijuana legalization shift and evolve, so, too, do the jobs of Human Resource professionals. In this ever-changing environment, what happens to workplace drug policies? And how can we all keep up? One way to keep up is to follow Lisa Nagele-Piazza, Senior Legal Editor at the Society for Human Resource Management (SHRM), and she is our guest for this week’s episode of ProjectHR. In this episode, we’ll discuss:
- Whether drug testing is worth doing anymore;
- Who is responsible for keeping up with the changing laws;
- What happens to HR when the law changes; and
- Notable legal challenges you should know about.
Lisa Nagele-Piazza Legal “The most important thing is to think before you react – don’t make an off-the-cuff decision. If someone fails a drug test, take a look at the law, take a look at the company’s policies, make sure you’re applying them consistently and also know when it’s time to contact your lawyer.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Is Drug Testing Even Worth Doing Anymore? * It depends on state law and the needs of the business, as well as other factors: + Are there safety-sensitive positions? + What is the culture like? + Will people be turned off from applying for jobs at the company if they drug test? + Even if companies choose to drug test, are you testing everyone, or just for the safety-sensitive positions? * Anecdotally, many employers have stopped testing. * Of those who do test, in 2019, nearly 98% of all non-regulated drug tests that Quest Diagnostics performed still included marijuana in the five-test drugs panel. * Most common time to drug test is during Pre-Employment. * Random testing is often employed in highly safety-sensitive positions. * Post-Accident testing is also common. * Drug testing can also occur when there’s Reasonable Suspicion of Impairment. + When an employee exhibits observable behaviors that can lead a manager to think that the employee is under the influence. These behaviors may include: - Strong odor (although this is changing now, considering the current use of edibles and vape pens); - Movements (staggering/twitching); - Watery, red eyes; - Confused facial expressions; - Slurred speech. * Drug testing can be very expensive for companies, and that cost may play into a company’s decision whether or not to test. + Part of that cost involves the inclusion of a medical review process in their drug testing procedures. This is why companies outsource to drug screening companies, so that they will be on hand to analyze the tests, assess accidental use or intake (second-hand smoke/poppy seed bagels claims, etc.) and ask follow-up questions. * What does it mean to test positive in a state where medical marijuana is permitted? + On-the-job intoxication never has to be tolerated – however, there may be certain job protections based on the employee’s status as a card-holder. + Remember: Marijuana use is still illegal under federal law; + A lot of state laws have taken different approaches: - Under California law, for example, there’s no job protection for medical use of marijuana – please note there has been new movement on this since the recording of this episode; - Nevada just passed a law saying that employers cannot take a pre-employment positive marijuana test into consideration in the hiring process, and - New York City has a similar law, saying that New York employers cannot test, pre-employment, for marijuana); - Medical marijuana card-holders generally have an underlying disability that they are trying to treat, so they are covered under the state disability law for their use.
Who Is Responsible For Keeping Up With These Laws? * HR, Legal, and Senior Leadership should all be involved in keeping up with the law, collaboratively. * Supervisors can also provide insight into the realities for their departments, and they need to know how to spot impairment, as well as be trained in what to do if they perceive one. * The issue is more complicated for companies located in multiple states, which can also impact a company’s decision to test.
When The Law Changes * A big part of HR’s role is communicating the company’s position on the changing law to their employees – setting expectations. * Once again — regardless of state laws, on-the-job intoxication never has to be tolerated. Employers should explore the use of reasonable accommodation can be made to a medical marijuana user. This could be something as simple as a shift change, or a leave of absence that will allow an employee to use marijuana on their own time, off the clock. * What if the employee refuses the company’s reasonable accommodation? The employer does not have to accept the accommodation that the employee may offer or counteroffer. What matters is there’s a good-faith effort to find a workable accommodation for both.
CBD Products * CBD is one of many cannabinoids produced by the cannabis family. Unlike THC, which is the primary psychoactive element in marijuana, CBD is non-psychoactive, meaning it doesn’t cause the “high” associated with marijuana. * CBD products are often touted as having medicinal value, and are actually legal in most states. * CBS products are also not highly regulated, so may potentially cause issues during testing. * As far as CBD and corporate policies go, it depends what employers wish to test for, and they may want to focus on reasonable suspicion and observable behaviors rather than testing.
Notable Legal Challenges * Court found in favor of the employer: Coats v. Dish Network (Colorado Supreme Court) * Court found in favor of the employee: Barbuto v. Advantage Sales and Marketing, LLC (Massachusetts High Court)
Future Trends * Ms. Nagele-Piazza believes that we are going to continue to see more states legalize marijuana use (both medicinal and recreational use). * She also anticipates that more states and cities are going to follow the direction of Nevada and New York City and start putting limitations on the use of a failed marijuana test for pre-employment testing.
Advice For HR * “The most important thing is to think before you react — don’t make an off-the-cuff decision. If someone fails a drug test, take a look at the law, take a look at the company’s policies, make sure you’re applying them consistently and also know when it’s time to contact your lawyer.” * It can get very challenging to comply, and consistency is important. * Drug testing policies must be constantly reviewed and updated for changes in the law and for changes in corporate culture. The policy has to be updated regularly!
Links * Pew Poll quoted in the introduction * Ms. Nagele-Piazza’s drug testing series for SHRM; plus a recent article on changing marijuana laws * Ms. Nagele-Piazza’s author page
Lisa Nagele-Piazza: Backstory * B.S. in Business Administration from University of Colorado-Colorado Springs * M.A. in Education and Organizational Leadership from Argosy University * Master of Laws (LL.M.) in Business and Economic Law from Georgetown University Law Center * Ms. Nagele-Piazza is currently the Senior Legal Editor at Society for Human Resource Management (SHRM)
Contact * Lisa Nagele-Piazza: Lisa.Nagele-Piazza@shrm.org * SHRM website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Leadership today means something different than it did for previous generations. Thanks to technology, we live in a more transparent and communicative world, and employees are demanding more from their leaders. This week on ProjectHR, John Eades, CEO of Learnloft and author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success talks about this changing dynamic, and how you can elevate your own leadership style. In this episode, we’ll discuss:
- How to build relationships with employees today;
- How great leaders get great performance;
- The primary benefit of elevating others; and
- The five leadership styles outlined in Building the Best.
John Eades Leadership “The benefit of elevating others, in being a leader that inspires, empowers and serves today is that you make a tremendous impact on the people that you get the opportunity to lead – and as a human being, I don’t know that there’s a higher calling in life.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! “A Shift to the People” * Technology created more communication and transparency, forcing workplaces to put more focus on people rather than profit. * Profit is still important, of course, but there’s been a more concerted effort to invest in and develop our people because they are an organization’s most important asset
How We Build Relationships Today * Relationships are still key, like they were 15-20 years ago, but how we build relationships is different today. * Today, leaders might need to do a better job of being more vulnerable or having empathy for people — not that it wasn’t important in the past, but it’s wanted more from leadership today. * The old “Command & Control” style of leadership is dying. The new breed of leadership, one that’s focused on elevating others and the people is the organization is where it’s shifted.
Great Leaders Get Great Performance * Great leadership is not a “soft” skill. * Leaders get that performance by investing in people, by helping them improve, and raising the bar to not what good looks like, but define what great looks like. * They do all this by leaning on those strong relationships with employees that they’ve developed and maintained.
Why Is Leadership So Difficult? * The Human Element: We’re dealing with human beings, and human beings are tough. Everybody is going through something whether you know it or not. * Hierarchical Issues: Employees are jockeying for their position, their authority and their power, and that can make it difficult. * The Ground We’re Leading On Is Shifting: Today, technology changing at a breakneck speed adds another layer of complexity to why leadership is so hard.
Leadership Defined * A leader is defined as: someone whose actions inspire, empower and serve in order to elevate others. * Inspire: Literally “breathing life” into employees. * Empower: Allowing people to make choices and decisions. * Serve: Flip that pyramid – leaders work for their people!
The Role of Leader as Coach * One of the primary responsibilities of a leader today is to be a coach for their people. * What employees want or desire from a coach is: * Transfer of Competence – help me get better at my job * Transfer of Confidence – help me have more belief in myself * Career Progression – help me see the role I may play in the future * Leaders have to equip and coach their people to develop the competence and the confidence they need to make good decisions. * Magical Coaching: “I have seen you solve problems like this before; go ahead and make the decision. I will support you.”
The Primary Benefit of Elevating Others * “The benefit of elevating others, in being a leader that inspires, empowers and serves today is that you make a tremendous impact on the people that you get the opportunity to lead – and as a human being, I don’t know that there’s a higher calling in life.” * Leadership is still about performance and achieving more, but that gives us the platform and the opportunity to make an impact on our people.
Building The Best * The book was released in November 2019 * Inspired by “failure” – as a result, he studied what the best leaders do and five leaders later, that research turned into a set of principles, tools and strategies to help people elevate the way they lead.
Five Leadership Styles * NOT a personality profile – leadership is a journey, so no one style is “set” within a person. * Each style relates to how well a leader leverages love and discipline in the way they lead: * Love means to contribute to someone’s long-term success and well-being; * Discipline means to promote standards in order for an individual to choose to be at their best. * “Manage” Style of Leadership (low love/low discipline): Typically thinks about themselves first, rarely does things that elevate other people, more of a “manager” in title alone. * “Rule” Style of Leadership (low love/high discipline): “My way or the highway”, rely heavily on the rules of the standards, not a whole lot of contributing to others’ long-term success or well-being. May get good results initially, but over time, they have a tough time sustaining it. * “Please” Style of Leadership (high love/low discipline): Typically leaders who don’t like having tough conversations, strive for harmony in the workplace, they are people who are rarely ever going to get promoted, and their teams tend to underperform. * “Support” Style of Leadership (medium love/medium discipline): These are good leaders, just not great. They use high love and high discipline at different times, leveraging them in different ways. * “Elevate” Style of Leadership (high love/high discipline): These leaders typically get results from 14% increase in employee engagement, 11% reduction in voluntary employee turnover, they get better results.
A Sample of the “8 Principles” * 4th Principle: “People persevere because of purpose and not pay.”
Learnloft * Learnloft exists to turn managers into leaders and create healthier places to work. * Provide assessments, online and in-person programs to develop leadership skills. * Partner with organizations to help develop their people.
The Critical Role of HR * There’s no more important role in organizations today than Human Resources. * We need an advocate in organizations constantly talking about the human element at work; * Technology is important, but there are humans at the center of it all; * If you’re in HR, know that you’re needed more than ever!
John Eades: Backstory * Attended University of Maryland – College Park * Mr. Eades is currently the CEO of Learnloft
Contact * John Eades: jeades@learnloft.com * Learnloft website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Toxic workplaces are on the rise, and today, for the sake of their people and their bottom line, organizations must address and take action against this kind of behavior. This week on ProjectHR, Jana Morrin, CEO and Co-founder of Speakfully, a platform that helps employees discreetly navigate through toxic workplaces, talks about the need to support employees who experience mistreatment at work. We’ll discuss:
- The impact of toxic workplaces;
- What companies should be doing to help employees;
- How data and analytics can help companies become more proactive against toxicity; and
- The Speakfully process.
Jana Morrin Workplace Advocate “It needs to be an ongoing, continuous conversation with everybody — and when that happens, people will resonate with that when they’re going through something.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Terms Matter * Ms. Morrin refers to workplace “mistreatment”, rather than “harassment” because so much of what can happen in a toxic workplace can fall into a gray area. * The self-doubt inherent in people dealing with toxic environments can make people shy away from the harassment label, even if what they’re dealing with is actual harassment. By using “mistreatment”, it allows those people to address their problem without having to come to terms with the label. * “Harassment” is often used as shorthand for “Sexual Harassment”, but it shouldn’t be. There are many different kinds of harassment that have no sexual element whatsoever, but people often forget to include those in the definition.
The Impact of Toxic Workplaces * Happening more than organizations know about, because of these gray areas. * Impacts to actual employees dealing with the toxicity are personally and professionally devastating, and can make just completing their day-to-day work deeply challenging. * Impacts can be devastating on an organizational level as well, as toxic environments decrease employee productivity, damage public relations, legal and ultimately, experience much higher turnover than their non-toxic counterparts.
First-Hand Experience * Ms. Morrin, unfortunately, had first-hand experience with a toxic work environment, and it inspired the creation of the Speakfully platform. She shared her story with us on ProjectHR, but she also shares it on her blog. * Started DIY documentation using Google Docs – 30 total pages of documentation. * Feared retaliation from her boss, and “wasn’t sure what he’d do”. * Ms. Morrin had a good relationship with her HR team, but wasn’t easy to talk about these gray-area issues. * Quitting was a spur-of-the-moment decision based on yet another incident of her boss’ bad behavior.
What Should Companies Be Doing? * Senior leadership needs to have continuing conversations with employees about maintaining positive working environments, and the resources available to employees in need (Employee Hotlines, etc.), not just address them during onboarding. * HR needs to be transparent throughout the reporting process.. * The company needs to take accountability and take action when toxic behaviors are discovered. * “It needs to be an ongoing, continuous conversation with everybody — and when that happens, people will resonate with that when they’re going through something.”
The Speakfully Platform * Bourne from her experience in a toxic workplace – what would have helped her in that situation, from both the employee perspective as well as from the organizational perspective. * Speakfully is a platform that helps HR be more proactive, creates a safe place for employees to be able to document their experiences, and then submit them to HR, if and when they are ready to do so. HR can then show that transparency through the platform with notifications to the submitting employee. Prior to submission, HR will also receive limited data and analytics that simultaneously respects the employees’ privacy, but still allows HR to get an idea of what’s going on, without getting any defining details of the unsubmitted documented experiences.
The Speakfully Process (for “Individuals”) * Individual employees can log in to Speakfully for free, if their organization does not provide it to their employees. * Employees create a folder and begin writing log entries. The program begins by first asking them three key questions: * What is it that you experienced? * Where did it happen? * How did it make you feel? * Log entries are time-stamped, and allow for inclusion of materials such as photos, screencaps, and emails. * A resources panel is provided for employees as well, one that includes educational links and access to a peer-to-peer texting counselor service. * Employees are also given the option to export their folders to HR at any time.
The Speakfully Process (for “Teams”) * Organizations can provide Speakfully to their employees, at different tier levels. * Companies who do so can access the limited data and analytics mentioned above, prior to submission, which helps them be more proactive. * Those data and analytics come from the meta-data of those first three key questions asked.
The Need for Privacy * Speakfully is a cloud-based platform maintained by a third-party vendor. * Everything is encrypted, no one has access to folders other than the individual employees, until they choose to share them. * No one sees “who or what” until folders are shared — the shared meta-data allows employers to see as a whole, as an organization, this is the way that people are answering these questions.
The Legal Benefits of Speakfully * Speakfully allows employers to take the pulse of what’s going on in their organization, so that they can decide if they need to do more training, if they need to have more conversations about maintaining their positive workplace. * Speakfully won’t make anyone MORE liable – companies are liable regardless of whether they have a tool or not. Corporate liability depends on the actions an organization takes in response to toxic behavior. * Offering this tool to your employees allows them to express themselves and submit whenever they’re ready, so that if they do submit, their companies will receive a comprehensive, time-stamped document that they can take action on.
Links Referenced This Episode * The HR.Com Research Institute & EVERFI study regarding toxic workplace cultures and behaviors.
Jana Morrin: Backstory * B.S. from University of Wisconsin – Eau Claire * Ms. Morrin is currently the CEO and Co-founder of Speakfully
Contact * Jana Morrin: jana@speakfully.com * Speakfully email: hello@speakfully.com * Speakfully website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
As a leader, which do you value more in your teams: belonging or uniqueness?This week on ProjectHR, Dr. Stefanie K. Johnson, author of Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams tells us why BOTH are important! In this episode of ProjectHR, we’ll talk about:
- What it means to “inclusify” and the benefits of doing so;
- The eight leader behaviors that support belonging and uniqueness;
- Tips for conducting inclusifying meetings; and
- Common pitfalls that leaders may experience!
Dr. Stefanie K. Johnson Business Academic “The key is making people feel like they belong, but as their true self.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Why Are We Like This? * Human nature – we all want to feel like we belong and are part of the group, but at the same time, it’s part of the human spirit to be your unique self. * “The key is making people feel like they belong, but as their true self.”
How Leadership is Missing the Mark * With Dr. Johnson’s research, leaders who thought they were doing a good job, but whose team members didn’t agree, were usually missing out on either emphasizing “uniqueness” or “belonging”. * Leadership IS trying to create inclusive and diverse teams, and have good intentions, but because of missing out on one of those two elements, they can’t reach their goal.
A Sample of Leadership Archetypes * Culture Crusaders: Leaders who believe that everyone has to fit in, fit the company mold. They tend to hire on culture fit, and ultimately don’t value “uniqueness”. * White Knights: Leaders who are really trying to heroically celebrate uniqueness and promote different perspectives, but in doing so, inadvertently hurt the “belonging” because they alienate men. * Dr. Johnson has created an archetype assessment on her website that gives leaders feedback on which one they might be most at risk for and gives them suggestions of steps they can take to improve!
What Does It Mean To Inclusify? * Inclusifying: A leadership style that involves living and leading in a way that recognizes the uniqueness and belonging of their employees. * These are things that matter to people and actually add value to the organization.
Benefits of Inclusifying * Increases innovation, employee engagement, retention, overall causes employees to view leadership more positively.
The Inclusify Process * There are two essential human needs: Uniqueness and Belonging. * For each of those essential human needs, there are four different leader behaviors that they can engage in to increase uniqueness or belonging: + To support Uniqueness: - Support: Demonstrate vocal and visible support for diversity & inclusion, - Empathy: Demonstrate empathy - Learning: Having a learning orientation - Fair: Being fair and making sure policies & procedures treat all fairly * To support Belonging: + Transparent: Letting employees know how decisions are made + Empowered: Allowing people to do work in their own way + Aligning: Making sure your inclusive behaviors aren’t excluding anyone + Motivating: Motivate diversity & inclusion by celebrating differences
Everyone talks about the importance of Continuous Learning – but can it really spark engagement in your employees?This week on ProjectHR, Oliver Bell, CEO of Oliver Bell, Inc., shares his insights on continuous learning and how training can be transformational, on an organizational level as well as for individual employees. In this episode of ProjectHR, we’ll talk about:
- The distinction between Continuous Learning and Lifelong Learning
- Formal, Social and Self-Directed learning
- The availability of “off-the-shelf” educational content
- How training contributes to both employee retention and engagement!
Oliver Bell Learning & Development “Don’t train just for the sake of training. Train because you’re going to get a result, you’re going to make people better, you’re going to make your work climate better, you’re going to make your organization better.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! What is Continuous Learning? * Continuous Learning refers to learning in a business context, and consists of the set of educational experiences you have from the time you enter an organization: this may include formal training programs, exposure to working environment, onboarding, and professional interactions with others on the job. * Outside of a business context, this process is referred to as “Lifelong Learning”. * Both Lifelong and Continuous Learning often overlap!
Different Types of Learning * Formal – classroom-style training * Social – Interactions at work, learning by observation, culture may impact learning styles. * Self-Directed – formal training that delivered in a way that allows employees to move at their own pace (such as online training, or apprenticeship-style situations)
Do Organizations Create Their Own Learning Systems? * Companies do NOT have to create their own training from scratch! * There is so much educational content on the market right now – “off the shelf” training materials are available, as well as some materials that can be customized (or semi-customized) to better suit your audience. * Learning & training design is important – and training goals can change over time, so it’s important to see your training materials as agile enough to change with those goals, * Be aware that training material content often overlaps, from topic to topic and from vendor to vendor. * Training should engage employees, and should give them takeaways that they can use upon leaving the training session. * “Don’t train just for the sake of training. Train because you’re going to get a result, you’re going to make people better, you’re going to make your work climate better, you’re going to make your organization better.”
Who Needs To Engage in Continuous Learning? * Continuous Learning is for all, and ESPECIALLY leaders! * Regardless of where they are or what their business is, leaders should make a point of seeking out communications training, as that skill is so critical to leadership responsibilities. * Culturally, training provides clarity for all, helps people understand the organization, why they want to be a part of it, and why they want to continue to be a part of it. This is how training contributes to retention!
Oliver Bell, Inc. * A wholistic approach to improving the workforce overall. * Focal points: Leadership Skills, Communication, Engagement, Managing Diversity & Inclusion, The Role of the Supervisor, etc. * According to the Conference Board, 90% of employees are engaged when you hire them; six months later, that figure drops to just 35% — good training, such as that provided by Oliver Bell, Inc, can help push engagement back into the 90% zone.
Oliver Bell: Backstory * B.S. in Engineering from the United States Military Academy at West Point * Served as Chairman of the Board for the Texas Department of Criminal Justice * Mr. Bell’s currently serves as CEO for Oliver Bell, Inc.
Contact * Oliver Bell: oliver@oliverbell.com * Oliver Bell, Inc.: 281-593-1690
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Everyone wants to feel fulfilled by their jobs – but can fulfillment be achieved through an employer’s leadership style?Chris Meroff, the author and creator of Alignment Leadership believes it can, and this week on ProjectHR, he shares with us his secrets to communicating value to employees, eliminating uncertainty in the workplace and helping everyone find their pathways to success. In this episode of ProjectHR, we’ll talk about:
- Identifying the “moving target” of value
- What Alignment Leadership is, and how you can put it to work in your organization
- Why finding fulfillment at work is so important
- Alignment Leadership’s Four Step Process!
Chris Meroff Leadership “I will always reward excellent failures and punish mediocre success.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Identifying the Moving Target * Mr. Meroff worked with his parents early in his career, which was a great workplace experience, but one that forced him to consider the question of value – of course his parents valued him as their son, but did they value him as an employee, and what did that even mean? * He discovered that value can be a sort of “moving target”, changing day to day, and he wished to remove this moving target of value, both for himself and his employees.
What is Alignment Leadership (The Concept)? * The ability for a team – on or off the job – to be on the same page, and in agreement about where they are going. * It’s about unity, partnering with your team to allow for conversation to be free-flowing. * Experiencing the workplace in a way that allows everyone to win, all the time. It’s about creating win-wins for both employers and employees!
The Importance of Finding Fulfillment at Work * A central part of this concept is leaders helping employees find personal fulfillment in their work. * Fulfillment comes from understanding and agreeing with where your company is going and understanding where your effort plays into it. * This can be difficult to articulate at work – and that’s something we’re trying to solve by creating this concept about leadership that is all about unity. * This plays into the idea of servant leadership. * Alignment leadership defines leadership as “loving and serving people toward fulfillment”. * “Love” is not often talked about at work, but incorporating the use of that word in the workplace allows people to feel that they have intrinsic value, that they’re not just a cog in a wheel, that they’re not just valuable because of what they can do but because of who they are.
Align To Eliminate Uncertainty * Uncertainty is the elephant in the room. * When you don’t know where you stand with someone, it creates anxiety (both personally and professionally). * The framework of the book Align is to help create conversation points to eliminate that uncertainty, to force conversation around the things that we want to avoid, but we do it in a way that makes it a fair playing field for everyone.
Alignment Leadership’s Four Step Process 1. CULTURE: Define and understand the culture of your organization or your team. 2. TASKS: Understand how to leverage your culture and your purpose to prioritize your time. 3. RESOURCES: How to take those prioritized tasks and projects and assign them to the resources (the people) that you have in your organization based on they value that they bring and not just what they know or what they can do, but who they are, their passions. 4. EMPLOYEE SUCCESS PLANNING: More than just a performance review!
Step One: Culture * Alignment Leadership’s definition of culture: Culture is the sum of the world views of the people in the room. * World view = your experiences, traditions, hopes, preferences and beliefs. * There is no one right world view – we celebrate the diversity of world views. There’s power, innovation and collaboration through diversity of world views! * We don’t just want to define our culture, we want to shape it. * Shaping it begins with defining the organization’s purpose, which allows people to buy-in to the organization’s journey. * Shaping also happens through defining principles (core values) – soft skills that we agree we’re going to hold each other accountable to.
Step Two: Tasks * Now that the journey has been decided upon, we have to identify what we’re going to do next — what’s the first thing we’re going to do to accomplish this goal? * Prioritizing tasks eliminates uncertainty for both employee and employer. * The team develops the task list together because you want employees to step up in ownership, and then leaders follow up with individual employees to confirm they are comfortable with their tasks.
Step Three: Resources * People are your greatest resources! * Open tasks to employees to volunteer/opt-in for tasks * Assign tasks, as needed, with an understanding of who employees are and what they’re passionate about as individuals.
Step Four: Employee Success Planning * Once employees and the leader are aligned (steps 1-3), leaders can begin to imagine the future for each employee and communicating those thoughts with their employees. * This can be so impactful for employees and leaders alike! When you can start to see people for who they are, and appreciate their value, you can get very specific and very personal about the value they bring to the organization. * This can deeply and positively impact productivity!
Alignment Leadership (The Company) * Workshops, Webinars, Video Series & One-on-One Consulting sessions are available * Can be completely customized to what a company needs.
Excellent Failures Podcast * Mr. Meroff’s podcast, dedicated to his failures as a leader and as a man, because failure ALWAYS leads to learning! * “I will always reward excellent failures and punish mediocre success.”
Chris Meroff: Backstory * Former Executive Director/Owner of MSB Consulting * Mr. Meroff’s current roles are as Executive Director and Owner of MSB Ventures and as the Author and Creator of Alignment Leadership * Author of Align: Four Simple Steps for Leaders to Create Employee Fulfillment Through Alignment Leadership
Contact * Chris Meroff: chris@msb-ventures.com * Alignment Leadership
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The WorkplaceInsert Image
Employee Relations is a critical element of any organization – but are you doing all you can to avoid “Red Light” incidents and allegations?Today, tech solutions can equip you with powerful insights to ensure compliance, protect your brand, and achieve greater organizational effectiveness. This week on ProjectHR, Deb Muller, CEO of HR Acuity talks with us about:
- Employee relations – whose job is it?
- How employee relations professionals can improve the employee experience
- Three ways technology can improve employee relations
- The power of HR Acuity to manage investigations
Deb Muller Employee Relations “Employees do not come to work with an expectation that everything is going to be perfect and everything is going to go well, but they do want to know that when something doesn’t go well that the employer’s going to do something about it.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! What is Employee Relations? * Employee Relations (ER) is the relationship between the employer and the employee. * Looking at it from a behavioral perspective – how is the employee expected to behave at work, and how is the employer expected to behave towards the employee? When those two match, all is good, but when they don’t, that’s when a company needs to address the issue of Employee Relations.
ER: Whose Job Is It? * Everyone should be involved in ER — everyone should consider how their behavior impacts the employee and how that impacts the organization. * Ms. Muller sees Employee Relations as the “hub” of Human Resources. * Recent HR Acuity Employee Relations Benchmark studies have seen a shift towards dedicated Employee Relations being provided not by embedded HR Generalists within a company, but by outside sources. External ER sources provide: + Centralized processes & consistency; + Neutral analysis of situations; + Investigative expertise.
Workplace Issues Addressed by Employee Relations Teams * “Yellow Light” incidents: Deviations from normal behaviors — someone goes on leave, demonstrates hiccups in performance (for better or for worse), or policies are violated. These incidents should be managed and documented to get people back on track. * “Red Light” incidents: allegations of misconduct, of harassment, or of discrimination. These incidents need to be handled in a structured way, to get all the facts, and need to be remediated as necessary. * ER teams need to be able to look at Yellow Light trends to prevent Red Light incidents.
How Can ER Professionals Manage & Improve the Employee Experience? * Transparency, Process & Consistency! * “Employees do not come to work with an expectation that everything is going to be perfect and everything is going to go well, but they do want to know that when something doesn’t go well that the employer’s going to do something about it.” * In 2019, HR Acuity asked 1500 workers questions about their experience when something goes wrong at work and how likely they were to recommend their company as a good place to work. The survey found that when reported issues were investigated and resolved, respondents were about as likely to recommend their company as those who never had an issue at all! * Larger companies are starting to share data about how many issues or allegations they’ve had, and be transparent about it — data which can help companies better assess where they stand.
ER and Technology * Leverage technology to understand the data — but it’s important that you use technology dedicated to that purpose. * Three ways HR Technology can improve the Employee Relations process: + Saves time and money – improves efficacy of HR Business Partners and Employee Relations Professionals by 20%; + Improves communications between staff and employees, multiple people will be on the same page with regards to relevant information and evidence; + Builds trust in the organization because there is a process.
HR Acuity Software * Regarding technology, Employee Relations was the “last manual bastion” in organizations; * This is the only software out there that was specifically developed and designed for investigations management; * Main users are employee relations professionals, HR professionals, the legal team, compliance, ethics, and managers; * This is software developed by Employee Relations/Human Resources professionals who have done the job; * In production for over 10 years, and the software has continued to evolve, thanks to their clients. * Analytics help to tell stories of what’s going on in the company — and they are done in a way that users don’t have to have a Ph.D. to understand them. The software serves up those insights in an easily understood format. * The software also provides benchmarks against similar organizations, so users can better understand their own information.
Deb Muller: Backstory * BS in Industrial & Labor Relations from Cornell University * MA in Instructional Systems Development from University of Maryland Baltimore County * Former roles included Human Resources positions at Citibank, Mercer Management Consulting, Honeywell International and D&B * Ms. Muller’s current role is as the CEO and Founder of HR Acuity LLC
Contact * Deb Muller: dmuller@hracuity.com * HR Acuity
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
2020 is off and running – what new HR trends can we expect? In this episode, we’re covering the latest in artificial intelligence, and addressing skillgaps and remote work. Wellness programs and gamification are also high on everyone’s list, and compliance is always top-of-mind! This week on ProjectHR, Andrea Hoffer, CEO and Founder of AHA! Business Consulting, talks 2020 takes on the following HR trends:
- Artificial Intelligence
- Skillgaps
- Remote Work
- Employee Wellness Programs, and more!
Andrea Hoffer Recruitment “The most important part is making sure everybody at the company knows they’re needed, knows how they’re needed, and is given the tools to be successful.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! A look back: HR in 2019 * Technology keeps growing – assists with compliance, recruiting, onboarding, accountability * Millennials in the workplace, the rise of Gen Z and the over-50 workforce * The gig economy – independent contractors and remote workers
Artificial Intelligence * Will continue to be a big part of HR, will continue to be controversial * By automating leader tasks, it allows for leadership to be more present with employees * The goal is for AI to assist with the people-to-people aspect (rather than replace it). * Concerns that AI eliminates jobs — but in Ms. Hoffer’s opinion, while it eliminates some jobs, it always creates others, because the technology always needs a human aspect to drive it. * Chatbots are definitely on the rise for 2020, particularly with onboarding, helping walk new hires through paperwork, teach them about the organization, etc.. They’re also great for training and pop-up quizzes. * Human beings should always be on the other side of “check-in” type communications.
Skillgaps * Skillgaps are an ongoing concern. * Many companies are focusing on training within their organizations, partnering with local educational institutions to try and fill in the gaps, as well as focusing on recruitment to try and fill the gaps. * Many employers are beginning to ask — do they HAVE to have these skills when they walk through the door? Maybe attitude, culture fit, and the aptitude to LEARN the skills are enough? This opens up so many more candidate pools!
Remote Work * This will continue because people now demand flexibility & work/life balance. * Offering remote work options opens up candidate pools dramatically — and not just because it opens up geographically. More people are interested in working remotely, and see those opportunities as valuable!
Employee Wellness Programs * There is still a place for them, but they just look different. * Rather than a formal program, companies may find other ways to integrate wellness into their organizations, such as offering to pay for gym memberships, or offering a menu of wellness opportunities that allow employees to individualize their health efforts.
Gamification * Gamification will continue because friendly competition is an incredible motivator. * Reminder that technology isn’t needed for gamification to take place. * If technology is used, make sure to engage with employees about the game IRL as well as online!
Compliance * There is so much going on, particularly on the state level, affecting companies in those states, and companies who expand over multiple state. * Always recommend to have a resource or member of your team who is focused on compliance. * Expect to see more on pay equity. * Expect to see more on independent contractors (new law in California in 2019).
The Employee Experience * Human relationships are key in the workplace! * Communication is a big part of building those relationships – do employees know the expectations of them? * It’s not about ping-pong tables and fancy break rooms — it’s about knowing that they can be successful. They want to be appreciated, they want to know that there’s room to grow, that they’ll be respected as people, and that their employees understand they have a life outside of work. * “The most important part is making sure everybody at the company knows they’re needed, knows how they’re needed and is given the tools to be successful.”
Andrea Hoffer: Backstory * BA/MS in Political Science & Higher Ed Admin from University at Albany, SUNY * MBA in Business from Georgia State University * Former Owner/Franchisee for Lake Worth, FL Massage Envy * Ms. Hoffer’s current role is as the CEO and Founder of AHA! Business Consulting
Contact * Andrea Hoffer: andrea@ahabusinessconsulting.com * AHA! Business Consulting
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us a five-star review! Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
In this episode, we talk about making those end-of-year “Best Companies to Work For” lists and what it takes to become an Employer of Choice with your current and future employees. This week on ProjectHR, Karen Loughlin, Talent Sourcing and Diversity Manager for Wegmans Food Markets, talks with us about Wegmans company values which include:
- How a regional supermarket chain gets recognized nationally as a great place to work
- The importance of corporate values
- Why employees are Wegmans’ best brand ambassadors
- How happy employees make happy customers
Karen Loughlin
Human Resources
“Our late Chairman of the Board, Robert Wegman, used to say ‘We can only take care of our customers if we first take care of the needs of our people’ – and that continues to be a key to our success.”
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free!
Why Focus on Wegmans? * Wegmans has been named one of the “100 Best Companies to Work For” by FORTUNE magazine for the last 22 years running! * The market was also recently recognized in the Harris Poll Reputation Quotient study, and rated #1 for corporate reputation. * Wegmans is also routinely ranked as one of the highest-rated grocery chains in the nation when it comes to customer satisfaction.
Wegmans Food Markets – Fast Facts! * Regional northeast supermarket * Corporate headquarters located in Rochester, NY * Currently have stores in 7 states – opened first store in North Carolina in 2019!
What Is It About Wegmans That Causes Such Employee Loyalty? * Wegmans is a family company, mission-driven and values-based. * Most importantly, employees feel they are treated well, and they have the opportunity to grow their careers with Wegmans. * Having those opportunities makes employees feel like they are part of something bigger. * Employees feel appreciated and respected for the work they do. * Wegmans provides competitive total rewards package for its people: * Do analysis within industry to make sure wages stay competitive * Focus on employee wellness (physical AND financial wellness) * Wegmans environment encourages longevity * Flexibility (appealing to student employees) * Wegmans Scholarship Program * Personal interactions with Wegmans family members throughout the year.
Wegmans “Who We Are” Values * We care about the well-being and success of every person. * High standards are a way of life. We pursue excellence in everything we do. * We make a difference in every community we serve. * We respect and listen to our people. * We empower our people to make decisions that improve their work and benefit our customers and our company.
Values-Fit * These values aren’t just words on a wall — Wegmans lives by its values, and communicates them to employees from Day One. * During recruitment they look for employees that are a values-fit. * Employees hold themselves accountable to modeling the “Who We Are” values. * Values are even a part of Wegmans Employee Recognition program – where employees can recognize one another for living those values. * Employee Communications team makes an effort to explain and demonstrate what those values mean and look like in action.
Employees Are Wegmans’ Best Brand Ambassadors * Recruitment tagline is “Love What You Do at Wegmans” and they try to live up to that. * As such, Wegmans leverages employees to tell their story to candidates and communities. * Best compliment is when employees recommend Wegmans as a great place to work to friends and family members!
Wegmans Recruitment Strategies * Wegmans’ team is focused on hiring the very best employees * Candidate experience is important, as is onboarding, post-hire. * With such a tight labor market, even a company with as great a word-of-mouth reputation as Wegmans must engage in recruitment marketing * Wegmans usually starts the recruitment process for a new store, 12-15 months out, in order to find the right people. * The process begins with internal job postings, so folks who are interested in transferring or relocating to a new store can get the first shot. This core group of experiences Wegmans employees helps keep the company’s values and job practices alive and consistent, even in a new store.
Employee Retention * Wegmans works really hard to keep their people * To that end, they invest a significant amount of training in new employees – because Wegmans wants to set them up for success! * Company philosophy is to promote from within, across all areas of the company so that they can see all the different ways they can grow their career. * Leadership is tasked with creating that kind of opportunity-friendly environment in their store. * Wegmans wants people to enjoy coming to work and to be passionate about customer service and food!
Happy Employees, Happy Customers * “Our late Chairman of the Board, Robert Wegman, used to say ‘We can only take care of our customers if we first take care of the needs of our people’ – and that continues to be a key to our success.” * Wegmans employees are passionate about providing incredible service to customers – and they build relationships with customers. * Not everyone loves to grocery shop, so Wegmans employees aim to make that shopping experience more enjoyable.
Tips to Maintaining Wegmans’ Positive Culture * Be humble – there is no perfect company out there! * Try to focus on improving every day. * One of Wegmans’ core values is respecting and listening to people, so listen when employees talk and problem-solve together – they are the experts, they’re the ones talking with the customers, so keep that two-way communication going. * Make sure everyone understands company values and priorities. * Keep leaders accountable for business measures and people measures. Culture maintenance starts with them. * That said, it’s absolutely a team effort!
Karen Loughlin: Backstory * B.S. in Human Resources from Ithaca College * MBA in Marketing from University of Scranton * Began career at Wegmans Food Markets as an Assistant Store Manager * Ms. Loughlin is still with Wegmans and currently serves as Talent Sourcing and Diversity Manager for the organization.
Contact * Karen Loughlin: karen.loughlin@wegmans.com * Wegmans Food Markets
For more information on the importance of company culture, check out this podcast episode with Siobahn McHale, author of “The Insider’s Guide to Culture Change: Creating a Workplace That Delivers, Grows and Adapts”.
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us an honest review. Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Take your recruitment efforts from ho-hum to oh-wow! Finding the perfect candidate may be more art than science. This week on ProjectHR, Matt Self of Conklin Media talks with us about recruitment strategy and how to find the perfect job candidate prospect. We discuss the following recruitment strategy topics:
- What is recruitment marketing and how does it help with your hiring strategy?
- The ways in which HR and marketing departments intersect, such as finding the perfect recruitment plan.
- The best way to market your company to prospective job candidates and perfect your employee recruitment.
- Walkthrough a typical recruitment strategy.
Matt Self
Recruitment Strategy
“Like ‘a sale is always made’ — either you’re selling them on why they should come work for you, or they’re selling you on why they should stay where they’re at.”
For more information on recruitment strategy, check out The Best New Hire Orientation Round-Up.
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! What is Recruitment Marketing? * The term “recruitment marketing” refers to the strategies and tactics a company uses to find, attract, engage and nurture talent before they apply for a job. * The marketing aspect refers to promoting your brand in a way that will help you attract the candidates that you’re most interested in attracting & hiring.
Why it’s Challenging to Find Talent Today * Low unemployment rate * Job candidates have more choices than ever * Entrepreneurship is high * Higher education is having a difficult time keeping up with the demands of the job market * So many companies have embraced recruitment marketing that those who don’t employ these strategies find themselves at a disadvantage.
How HR and Marketing Intersect * HR and marketing intersect continuously, regarding: * Hiring; * Training; * Post-employment; * Candidates who DON’T get hired; * The accurate and positive portrayal of the company * Both areas also understand and strive to treat candidates with respect at every level of interaction, because it’s the right thing to do, but also because you should never underestimate the power of word of mouth.
Marketing to Prospective Candidates * Marketing to candidates for the purpose of growth and hiring has to be a top-down, agreed-upon plan * It’s a combined effort of HR and Marketing * The effort shouldn’t be strictly HR, nor should it be strictly Internal Marketing – it should be both, initially, and expand to involve all the stakeholders in the company. * The effort does START with HR, because they are on the front lines of working with department managers to understand the needs of the position, they’re on the front lines of speaking with candidates and employees, so they should have the greatest understanding of what sentiments are toward the job and the company * HR relays this information to Internal Marketing, who massages that message and captures it into various assets, such as a Careers Page. * Internal Marketing “massages the messages” by * Synthesizing company-specific questions; * Crafting answers to those questions in a way that will be well-received by the candidates; * Determining the appropriate platforms and methods in which this will be shared.
Is it Common for HR and Marketing to be so Integrated? * They’re going to need to be in order to grow. * The number one limiter of growth for companies in America today is having the people to be able to perform the work.
Recruitment Marketing Campaign Strategy: A Walk-Through * Demonstrate consistency from Pre-Hire to Hire to Post-Hire * Develop Content Game Plan * Initial Content (a.k.a “First Date Content”): Nurturing content that showcases high-level areas of interest to candidate, and may include: * Cultural content, such as corporate outing pics or videos * Content that highlights job stability and advancement opportunities within the company, such as promotion announcements * Post-Engagement Content (a.k.a. “Second Date Content”): Once a candidate has engaged in content, based on how they engaged and their level of engagement, they’re ready for the Second Date Content: * Video that helps the candidate visualize the workplace, perhaps “A Day in the Life Of“ type video * Client testimonial specifically highlighting some corporate achievement, perhaps something showing that the company is purpose-driven * Next Level Content (a.k.a. “Third Date Content”): You’ve nurtured them for a while, they’ve engaged, you’ve retargeted them, you’ve evaluated how they’ve behaved and how they’ve responded to the retargeting. Now you’re ready to ask them “to get married”, which could mean: * Driving them to a dedicated landing page * Delivering a strong call to action (“Click to Chat” or “Click to Call” type actions) * Interactions with Third Date Content candidates should be made by those who are passionate about the company! * “Like ‘a sale is always made’, either you’re selling them on why they should come work for you, or they’re selling you on why they should stay where they’re at.”
Specific Recruitment Marketing Tactics * Develop your content * Diversify format in which you deliver content * Videos * White Papers * Infographics * Build out content plan * Build out career page * Build out job site profiles for company and solicit reviews from employees * Corporate identity video
The Role of Job Boards * They are important areas outside the company where: * Awareness can be generated * Interest can be nurtured * Action can be requested (calling, chatting, submitting a resume) * Posting organically on job boards is not sufficient anymore – you must have a budget to promote your postings * Passive Candidates may be found on: + LinkedIn + Facebook + Instagram + Pinterest + TikTok * Active Candidates are likely found on job boards * Your budget should be balanced to engage both types of candidates. Mr. Self generally suggests spending 25% of your budget go towards engaging active candidates, and 75% go towards engaging passive candidates.
How to Measure the Success of a Recruitment Marketing Campaign * Number of qualified candidates (and subsequent hires) * Micrometrics count as well!
Matt Self: Backstory * B.A. in Health and Physical Education from East Carolina University * M.A. in Sports Management from East Carolina University * Began marketing career in a variety of digital marketing and sales positions * Served as Partner and Chief Recruitment Officer for Shyft Careers
- Currently serves as Partner and Chief Revenue Officer for Conklin Media
Contact * Matt Self: matt@conklinmedia.com * Conklin Media website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us an honest review. Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Jason Greer helps people “master their story”! With more than a decade of work in diversity and inclusion, labor and industrial relations, Jason has a unique perspective on the subject of bias in the workplace. We discuss the following topics around bias in the workplace:
- Implicit and explicit bias as well as examples of implicit bias in the workplace
- In-groups, out-groups, the “dopamine effect” and the “cortisol effect”
- Unconscious bias in the workplace
- The value of finding common ground
- The importance of being vulnerable
Jason Greer
Leadership
“You are one commonality from truly understanding somebody else.”
For more information on bias in the workplace, check out our blog post Understanding Ethics: Does Employee Age Matter?
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Bias Basics * Bias, from a brain perspective, is good. * Everyone has biases – it’s how we evolved. * Our ancestors lived in small groups – the group you lived in was your “In-Group”, and being in the company of your In-Group made you feel comfortable and safe (the “dopamine effect”). * In the presence of your Out-Group (which is anyone not in your In-Group), you felt stressed, triggering the Flight or Fight response (the “cortisol effect”).
Types of Bias * Explicit Bias: The type of bias we are consciously aware of. * Implicit Bias: Goes beyond surface level – inspiring reactions to things without you knowing why.
Bias in the Workplace * Bias can interfere with working relationships * Bias can motivate microaggressions in the workplace that can create hostile working environments. * Affinity Groups allow for minority populations within workplaces to reach out to one another for support and community – and in principle, this is a wonderful thing.
Combating Bias in the Workplace * Encourage people to tell their stories: “The more we understand each others’ story, the more freedom it gives you to master your story.” * Find common ground: “You are one commonality from truly understanding somebody else.”
GCI Workshops * GCI Workshops focus on “mastering your story” and understanding how diversity works for you, but how you can also work for one another. * Talking about diversity isn’t enough to make people conquer their biases. It’s enough to help people identify it, but not conquer it. * Vulnerability is critical to motivating others to let down their guard.
Jason Greer: Backstory * Degree in Social Work, Philosophy from Valparaiso University * MSW in Social Work from Washington University in St. Louis * M.H.R.I.R. in Labor and Industrial Relations from University of Illinois at Urbana-Champaign * Began career as a Training and Development Specialist with Quaker Oats * Served as a Field Examiner (Board Agent) with the National Labor Relations Board
- Currently serves as Employment Expert, Diversity Trainer and President of Greer Consulting, Inc. (GCI)
Contact * Jason Greer: laborrelationsexpert@gmail.com * Greer Consulting, Inc. (GCI) website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us an honest review. Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace
Baby Boomer? Gen X’er? Millennial? Today’s workplaces are multigenerational, and in this week’s episode, we seek to understand the much-maligned Millennial generation. Could having millennials in the workplace help us build a better place to work? Chris Tuff, author of the national bestseller “The Millennial Whisperer”, is our guest, and will share his strategies and advice! We Discuss The Following Topics Surrounding Millennials In The Workplace:
- Generations defined and a closer look at the generational gap in the workplace.
- A deep-dive into the impact of millennials in the workplace.
- Different millennial stereotypes and how to manage this generation.
- What millennials want and need from leadership.
- The generational gap and what allows ALL to survive.
- The millennial leadership assessment.
Chris has also been kind enough to share a FREE DIGITAL DOWNLOAD of The Millennial Whisperer with ProjectHR listeners! Thanks, Chris!
Chris Tuff
Leadership
“For the first time ever, you’ve got a generation that will walk unless you start meeting them on their own terms.”
Looking for more content around generational gaps in the workplace? Try this article about Gen-Z employees.
If you prefer to read along while you listen, we’ve done all the hard work for you! We listened back to this episode and took notes below, and access is free! Behind The Book * Get your FREE digital download of “The Millennial Whisperer”! * “I’m trying to do a lot more with this book than to just help the next generations coming along. I’m trying to use this generation as the catalyst to change our organizations.”
Generations Defined * Baby Boomers: Born 1946-1964 + Loyal employees; + Feel privileged to have a job, are willing to put in the work and time to get a pension and earn a “gold watch”; + Often difficult for them to recognize/endorse workplace trends of younger employees (job-hopping, etc.); + Often have difficulty demonstrating vulnerability in front of employees; + Ideologically, however, what Boomers are looking for is not that far off from what Millennials are looking for. * Generation X: Born 1965-1980 + Often more of a differential between Millennials and Generation X; + X’ers believe “you never stop working” — working late is social currency; + They experienced big recessions (both firsthand and through their parents), so they believe it’s up to them to earn their keep in the world; + They “drop their feelings at the door”; + Loyalty is high. * Millennials: Born 1981-1996 + What are they looking for? Pay & benefits (like everyone else), but also a positive work culture and work flexibility; + Really more like two different generations under the Millennial name, based loosely around when they adopted technology and when the recession of 2008 hit them/their parents; + The older “Oregon Trail” Millennials – had beepers, not cellphones in college and experienced the 2008 recession firsthand, in the workplace; + The younger “Snapchat” Millennials – were given smartphones as tweens and experienced the 2008 recession via their parents. * Generation Z: Born after 1997
The Impact of Millennials * It’s a two-way street: there are certain things that Millennials can learn from Baby Boomers and Gen X’ers and vice versa. * For the first time ever, you’ve got a generation that will walk unless you start meeting them on their own terms.
Millennial Stereotypes * “Lazy”, “entitled”, “needy” – and there’s an element of truth in all! * All human beings have a need for connection: to fit in, to be loved and to be accepted – and for the first time we have a generation that is looking for these things at work, the place where they spend the majority of their days. * That Millennial need for connection is often satisfied with workplace rewards and recognition. * The fact of the matter is, Millennials ARE a product of “helicopter” parents and “participation trophies”, but they are also a product of what social media has done to ALL of us – we are all fueled and recognized by social media likes, etc. * As a result, for the benefit of Millennials – and all of us, really – leaders need to create an environment where there’s an underlying feeling of empathy and caring.
What Millennials Want from Leadership * Inspirational leadership * Autonomy * Transparency * Continuous Learning
What Allows Generations to Thrive * It’s The Culture, Not The Cereal Bar! * Connection is critical – follow your people on social media to foster/create that connection. Also: conduct monthly one-on-ones with your people – can be fifteen minutes, can be five minutes, ask them how they are doing. * Without building these kinds of connections, your Millennials will quit.
The Millennial Leadership Assessment * Much of “The Millennial Whisperer” book focuses on leadership. * A leader’s ability to be inspirational can be difficult for that leader to assess – that’s why Mr. Tuff developed The Millennial Leadership Assessment in conjunction with Vanderbilt University. * This assessment is a critical element used in Mr. Tuff’s corporate workshops.
Resources * Millennials will surpass Baby Boomers in numbers by the end of 2019 * By 2025 Millennials will comprise three-quarters of the global workforce * The Deloitte Global Millennial Survey 2019
Chris Tuff: Backstory * Degree in Human and Organizational Development from Vanderbilt University * Began career as a Copywriter (and then Founder and Trendspotter/Sunao Department) at Moxie Interactive
- Currently serves as the EVP, Director of Content Marketing and Partnerships at 22squared
Contact * Chris Tuff: chris@themillennialwhisperer.com * The Millennial Whisperer website
Subscribe & Review The ProjectHR Podcast! Thanks for tuning into this week’s episode of ProjectHR. If the information in our weekly conversations and interviews have helped you in your business journey, please head over to Apple Podcasts, Google Podcasts, Stitcher, TuneIn, Spotify or however you get your podcasts and subscribe to the show. We’d also love it if you left us an honest review. Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing professionals just like you!
Crisis Leadership and the Call for ResilienceThe Four-Day Work Week and the Future of WorkWe The Leader: The Evolution of Leadership in the 21st CenturyGender Equality in the WorkplaceInspiring Success Through Purpose-Driven LeadershipDigital Workforce TransformationAllyship: The Next Level In Diversity, Equity and InclusionCourse-Correction: Turning It Around When Times Get ToughHow Microlearning Benefits Your L&D StrategyInHospitable: Corporate Reputation ManagementHacking HR: Advancing HR TechnologyChanneling Your Inner Savage LeaderEngaging Your Gen Z WorkforceHR Tech’s New Go-To Resource: Introduction to HR TechnologiesHR Rising!!Battling The Burnout EpidemicMitigating The Great ResignationUnleashing the Transformative Potential of HREstablishing Your Corporate Vaccination PolicyJoin the Workplace Detox Movement!How To Build A “Whole-Person Workplace”Cybersecurity – How HR Contributes to a Culture of SafetyCurrent Trends in Labor RelationsFrom Crisis Response to New Standard: Optimizing Remote & Hybrid WorkplansCreating A Customized Professional Development ProgramWelcome Back: New Workplace Realities and the Evolved ManagerBrand Storytelling: How to Connect and Communicate Through Magnetic StoriesLearning Development: The Hype About HiPosCustomer Experience Conversations: The Morning HuddleI’m Not Done: Addressing Workplace AgeismHow Conversational Marketing Principles Can Be Applied to RecruitmentLeveraging Social Media in the Recruitment ProcessRediscovering Recess: The Power of PlayGetting Over “I Got It”Today’s “Must-Have” Employee Benefit: Financial WellnessBest Practices in Employee Relations: Iron MountainDiscover Your Swagger By Becoming Your Authentic SelfManaging Conflict in the Workplace, Part TwoManaging Conflict in the Workplace, Part OneDesigning a High-Impact Mentor Training Program for Increased ROIFrontline Employee Recognition: The Power of PraiseAssertive vs. Aggressive: How “Positive Rudeness” Can Subvert Workplace Double StandardsLevel Up! Gamification and HRMental Health & Human Resources: Prioritizing A More Resilient WorkforceGive Your Business An ImprovEdge!Diversity and Inclusion in the Workplace, Post 2020The Life-Changing Impact of Differential TrainingMake Your Business More Versatile With “On-Demand” TalentUnleashing Your Inner Black SheepBuilding High Performance TeamsThe Future of WorkOvercoming Imposter SyndromeThe Pandemic’s Effect on Labor LawBest Practices in Employee Relations: NestléTalent Strategies That Can Make Your Company “Unquittable”The Very Best Of ProjectHR (2020), Part TwoThe Very Best Of ProjectHR (2020), Part OneBecoming Intentional About Corporate Integrity“Eat, Sleep, Innovate” – Creating a Culture of InnovationTen Years Of “FMLA Insights”Overcome Knowledge Gaps By Becoming “Unstuck”Drafting The Modern Employee HandbookManaging Election Year Politics in the WorkplaceFeedback (and Other Dirty Words): Why We Fear It, How to Fix ItA Guide To Alternative Dispute Resolution: Arbitration & MediationThe Arsonist in the Office – Protect Your Culture From Toxic BehaviorOnboarding Today: What’s In, What’s Out, What’s Next!Situational Awareness: Leading in an Uncertain WorldCourageous Cultures: Empowering the Employee VoiceLabor Relations Recruitment: Specialized Talent Demands A Specialized SearchBest Practices in Employee Relations: Lowe’sRecruiting Sucks…But It Doesn’t Have ToCreating a Culture Of Civility in the Workplace“What’s Your Problem?”: Reframing the Approach to Problem SolvingThe Rising Momentum of Corporate Social ResponsibilityLeading Organizational Change Post COVID-19Updating Your Corporate Social Media PolicyThe Emma Coalition – Addressing Technology-Induced Displacement of EmployeesDesigning A Competitive Employee Benefits PlanAnticipating Staffing Shortages: Do You Have a Plan In Place?Emotional Intelligence: Soft Skill or Critical Competency?Workplace Wellbeing and Creating a Culture of WellnessPutting The Success in Succession PlanningThe Inside Gig – Discovering Untapped Talent in your WorkplaceThe Power of Dialogue: Effective Communication in the WorkplaceLeadership Strategies That Increase Employee EngagementHR, PR and the Company ExperienceEmployee Communication During A CrisisThe Impact of Changing Marijuana Laws on HRBuilding the Best: 8 Proven Leadership Principles to Elevate Others To SuccessHelping Employees Navigate Toxic Workplace ExperiencesInclusify: The Power of Uniqueness and Belonging To Build Innovative TeamsContinuous Learning & Employee EngagementEmployee Fulfillment Through Alignment LeadershipEmployee Relations & The Rise of ER TechHR in 2020 – Andrea HofferBest Practices in Employee Relations: WegmansRecruitment StrategyBias In The WorkplaceMillenials In The Workplace