Human Resources
Human Resources
Hiring an Employee Checklist
Hiring a new employee can be a time-consuming and challenging process, but many times employers fail to do it correctly. Job seekers are already stressed about the hoops they have to jump through so give your hiring process a fresh look. The hiring checklist below is a good way to look at the process and plan at your organization. Determine the job requirements: Before you start looking for candidates, you need to have a clear understanding of what the job entails. Make a list of the necessary skills, qualifications, and experience required for the position. Create a job description: Based on the job requirements, create a job description that outlines the responsibilities, qualifications, and expectations for the role. Make sure the job description is clear and concise. Advertise the job: Once you have a job description, advertise the job through the appropriate channels, such as job boards, social media, or your company’s website. Make sure you include all the necessary details, such as the job title, responsibilities, and required qualifications. Review resumes: Once you start receiving resumes, review them carefully to see if the candidates have the required skills and experience. Make a shortlist of the most promising candidates. Conduct phone or video interviews: Before inviting candidates for an in-person interview, conduct phone or video interviews to further narrow down your list of candidates. Ask questions about their qualifications, experience, and work history. Schedule in-person interviews: Once you have narrowed down your list of candidates, invite them for an in-person interview. Prepare a list of questions in advance to help you assess their skills, experience, and fit with your company’s culture. Check references: Before making a job offer, check the candidate’s references to verify their work history and qualifications. Make a job offer: If you have identified a candidate who meets your requirements and has the necessary skills and experience, make a job offer. Make sure the offer includes details such as salary, benefits, and start date. Conduct a background check: Before the candidate starts working, conduct a background check to ensure they have a clean record and no criminal history. Onboard the new employee: Once the candidate has accepted the job offer, start the onboarding process to help them get acclimated to the company and their new role. That’s the checklist most employers follow but lets dive a little deeper into a few of the more crucial components of it. Onboarding is the process of integrating a new employee into your company and ensuring that they have the necessary knowledge and tools to be successful in their new role. It’s important to make sure that new employees feel welcome and valued, and that they have the support they need to be productive from day one. Sometime I think employers overlook this aspect which could lead to a bad firs impression with your new hire. Here are some tips for successful onboarding: Start early: Onboarding should start before the new employee’s first day. Send them a welcome email, provide them with an employee handbook, and let them know what to expect on their first day. Assign a mentor: Assign a mentor or buddy to the new employee to help them navigate the company culture and answer any questions they may have. Provide training: Provide the new employee with the necessary training to perform their job effectively. This may include software training, safety training, or other job-specific training. Set clear expectations: Set clear expectations for the new employee’s performance, including goals, timelines, and metrics for success. Check in regularly: Check in with the new employee regularly during their first few weeks to make sure they are adjusting well and have everything they need. Determining the job requirements is another critical step in the hiring process. It’s important to have a clear understanding of what the job entails and what skills and qualifications are necessary for success in the role. The hiring manager and recruiter need to be on the same page here. Get them together and do this: Define the job: Start by defining the job and identifying the core responsibilities and duties. This will help you determine what skills and qualifications are necessary. Consider the company culture: Consider the company culture and the type of person who will fit well within the company. For example, if your company values collaboration and teamwork, you may want to prioritize candidates who have demonstrated those skills. Look at similar job postings: Look at similar job postings to see what skills and qualifications are typically required for similar roles. Consult with colleagues: Consult with colleagues who are familiar with the job to get their input on the necessary skills and qualifications. Create a detailed job ad that sells: Use the information you’ve gathered to create a detailed job advertisement that outlines the necessary skills, qualifications, and experience required for the role. This will help you attract the right candidates and ensure that you are evaluating candidates fairly and objectively. The hiring process needs to be looked at holistically from start to finish. Sometimes I think TA leaders pay too much lip service when it comes to this workflow. Listen to your recruiters and HR people on the front lines and involve them from the beginning to refine and enhance your hiring checklist.
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Human Resources
Employee Recognition Still Lacking - Emissary.ai
Are you thanking your employees for a job well done? A new national survey of U.S. workers finds nearly half (47 percent) say they would like to receive more recognition for their work, while nearly one quarter (21 percent) of workers indicate that they are never recognized for their efforts. If you care about retaining your workers, read on. “Our research signals that employers need to double down on employee recognition programs. Far too many employees are burnt out from their workload and say they aren’t recognized for their efforts,” says Melissa Jezior, president and chief executive officer of Eagle Hill Consulting. “Failing to acknowledge workers is a recipe for subpar organizational performance and high attrition, the last thing employers need in a volatile economy.” “Employees also indicate that recognition programs drive them to go above and beyond their responsibilities, an issue employers are grappling with amid the so-called quiet quitting phenomenon. There are ways that employers can quickly set up regular recognition that will get results and are cost effective. For example, many employees say just a simple thank you email or note makes a difference, as do rewards like of time off. The key to success is creating a culture in which thanking workers is woven into the fabric of day-to-day operations from the top to the bottom, not just a one-off effort that checks the box on recognition,” Jezior said. The results are based upon on the Eagle Hill Consulting Job Well Done national survey conducted by Ipsos from October 2022. Other key findings are as follows: Employees say that recognition programs should be more frequent (38 percent), more proactive (36 percent), more broadly shared across the organization (30 percent), easier to provide (26 percent), and unbiased (24 percent). When their work is recognized, employees say they are more likely to go above and beyond their responsibilities (53 percent), stay with their organization (48 percent), be more motivated to support their team (43 percent), and go above and beyond for customers (38 percent). Few employers (25 percent) ask employees how they would like to be recognized. Ways employees prefer recognition include cash or gifts (54 percent), time off (34 percent), a thank you email or note (32 percent), points to choose a reward (23 percent), experience opportunities like tickets (22 percent), public recognition (20 percent), and employee of the week/month programs (19 percent). Thirty-two percent of workers say recognition makes them feel motivated at work, just below meaningful work (60 percent) and a supportive team (51 percent), and higher than career potential (29 percent). Employee recognition does not have to be expensive or time consuming. In fact, there are many simple ways that you can show your employees that you appreciate them. Benefits of Employee Recognition Employee recognition has been shown to have a number of benefits for both employees and employers. Recognizing employees can increase job satisfaction, motivation, and productivity, while also reducing stress and improving retention rates. In addition, thanking employees can help build a positive culture within your organization and improve communication between managers and workers. There are many ways that you can show your employees appreciation. Some companies choose to give out awards or bonuses, while others may simply say thank you more often. Whatever method you choose, the important thing is that you are consistent and sincere in your efforts. Employee recognition does not have to be complicated or expensive – a simple “thank you” can go a long way. If you are looking for ways to start thanking your employees, here are a few ideas: -Text them personalized thank you notes -Give employees a day off -Buy them lunch -Give them a small gift card or voucher -Publicly recognize their achievements Employee recognition is an important part of a happy and productive workplace. By showing your appreciation for your employees, you can improve morale, retention, and communication within your organization. Thanking your employees today is the first step to building a positive culture and a successful business. Platforms in this sector include WorkTango, Motivosity and AwardCo. Check out a bigger list here.
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Human Resources
Talent Retention Tips - Emissary.ai
Talent retention is at the heart of the great reset happening in today’s workplace. According to recent results from a study by Pew Research Center over the last year; Workers who changed jobs experienced a real increase of 9.7% or more over their pay a year earlier. Meanwhile, the median worker who remained in the same job experienced a loss of 1.7%. Another survey by Gartner suggests the coming days may see an increase in turnover by up to 50-75%. What does this mean for employers facing a competitive job market? It means those who want to see top performers stay on for the long haul must focus on talent retention. How can human resource professionals form a successful talent retention strategy? Show Them the Money It is vital for HR professionals to understand how they bring value to their organization. Low talent retention is costly. High turnover ultimately leads to lost revenue as positions remain open due to it becoming increasingly difficult to attract talent. Pressure to fill open positions can cause hires to be made hastily that do not meet the desired standard of quality leading to low performance. Through well documented analytics hiring leaders should demonstrate to business decision makers the vitality of focusing on talent retention and the ultimate negative trickle-down effect of not doing so. Identify Gaps in Satisfaction In order to form a successful talent retention strategy, an analysis of where dissatisfaction stems from is a necessary first step. Identifying gaps in job satisfaction requires getting employees to be honest. Regularly scheduled anonymous employee surveys or conducting stay interviews are potential ways to identify dissatisfaction early on. Exit interviews often provide the most telling information about where gaps in satisfaction are occurring with current employees. It is not likely that exiting employees with complaints are unique in their perceptions. The key to making information gathered about employee dissatisfaction matter is what happens following the identification. If no change occurs, it was a moot point. Action should always follow identification. Open Communication Employees want to see transparency from their organization. Keeping an open line of communication with employees can go long way in making them feel a valued member of the company. This could come in many forms including conversations between managers and direct reports, updates from the CEO, or maintaining financial transparency. One important way to keep communication with employees open is to have talks with employees about career goals. Employees may have ambitions the employer has no idea about. Opening these conversations lead to the possibility for professional development and the potential for employees to see where their career trajectory leads. Building Community Employees want to work somewhere that not only gives a sense of purpose and a hope for professional growth, but, as all people seek, a feeling of belongingness. The occasional pizza party or hosting food trucks in the parking lot do not cut it anymore when it comes to impressing employees or building a positive culture. Creating socialization opportunities for not only tenured employees, but also new hires is important. Helping new hires learn the company through connection and being embedded into the company culture builds that feeling of belonging and purpose that keeps people at a job long term. Evaluating Pay and Benefits When employees can leave to a competitor for a 10% salary increase at minimum, it should be obvious that pay and benefits cannot be overlooked in a talent retention strategy. Evaluating average and top level benefits, even those that may seem non-traditional, can be what sets apart an organization. Benchmarking current pay grades helps keep track on where the market stands. It may take a compensation re-structure in order to maintain levels with current market trends. Being at least average, but preferably above average in pay and benefits could be considered one of the most important ways to retain talent. Consider hiring a Employee Retention Specialist With the long list of existing duties and the day -to-day responsibilities, focusing on specialized talent retention projects may not be in the bandwidth of current staff. A rising trend for employers is to hire a staff member dedicated to retaining staff. If hiring for such a role can be worked into the budget, the payoff could be exponential. Employers face a difficult reality when it comes to retaining talent amidst a competitive market. It’s going to take a mindset shift for many organizations to make the changes necessary to keep top talent from leaving for the next best opportunity, but it can be done. Stephanie Mauney is a freelance writer and content curator specializing in Human Resources
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Human Resources
Getting Workers to Return to the Office - Emissary.ai
One of the hottest topics in today’s conversation about company culture and hiring is the ever so dreaded, return to the office. Employers seem to be faced with the impossible. Over the last two and a half years companies have overcome the unprecedented and been forced to reconcile the future of their workforce. Many continuously pushed back return to office dates as the Covid-19 pandemic stretched longer than most of us imagined was possible until they ultimately chose to transfer their companies to remote offices permanently. The ‘return to the office’ conversation has spiked high emotions amongst leaders, employees, and those searching for work. One only must turn to a quick Twitter or LinkedIn search to find a few viral posts encouraging workers to stand strong in their remote work convictions. This post from Adam Grant inspired by a recent episode of his podcast, “WorkLife with Adam Grant”, received nearly 135,000 LinkedIn reactions and over 9,500 shares: You don’t need people in the office every day. The evidence is clear: hybrid work boosts productivity, creativity, well-being, & retention. Great collaborations don’t involve constant contact. They alternate between deep work and bursts of interaction. In an email to his employees, Elon Musk wrote passionately about requiring Tesla workers to return the office with a 40 hour in office minimum citing the need for corporate employees to be held to the same standard as his manufacturing units. Public response fell on a spectrum somewhere between understandingly sympathetic and complete outrage. It seems evident that opinions vary widely across the workforce. With such broadly diverse perspectives, it may be difficult for employers to navigate the right return to work rhetoric and requirements. Those with the flexibility to offer fully remote or hybrid opportunities now suddenly have a competitive edge in the hiring market. Employers wanting to require employees back in the office are up against a challenging reality. According to this year’s “People at Work 2022: A Global Workforce View” report from ADP Research Institute, “Two thirds (64%) of the workforce would consider looking for a new job if they were required to return to the office full time.” This begs the question; how can employers encourage a return to work without outrage and losing over half of the workforce? What makes a return to office requirement smooth and widely accepted? The answer is complicated. No return-to-work requirement at this point following the pandemic is going to be without its losses. There are bound to be those who simply are not ready to let go of remote life and will consider other employers. But there are ways to incentivize employees and create a positive conversation within an organization. Communication and posture are everything. Making hasty demands will not likely be taken well. Here’s a few suggestions to employers ready to bring employees back to the office: Empathy is key. Be careful to listen to employees and their needs post pandemic. Their world was uprooted, and needs have likely changed since they last commuted to work everyday for a 9-5. Consider putting out a company survey about how the organization can meet their needs as a return to the office occurs. Is a change in work environment needed? Does the physical workspace need an upgrade? Some employers are changing their physical environments to make the workspace more enticing to employees. Employees are no longer keen on the bland, windowless, cubicle environment. How can the physical workspace be altered to accommodate them? Designs including open spaces, plants, welcoming art, amenities, and good lights go a long way in improving making a workplace appear more welcoming. Flexibility could entice employees to get behind a return to office plan. Is offering flexible hours an option for the workplace? Can a more casual workplace dress code be allowed? Are there additional benefits like an Employee Assistance Program, childcare relief, or commuting allowances that could be offered? Is a hybrid model a possibility for the employees? Perhaps, even allowing Fridays from home could be the key to showing goodwill from organization leaders. Many companies have found success in creating a compromise by allowing employees to keep some work from home days. Those roll out of bed, grab the coffee, and throw on a work shirt mornings have become treasured in the minds of employees. Even one remaining at home day may be the flexibility needed to keep employees happy with a return to the office. Other ideas include a transportation reimbursement, free food, company sponsored pet walkers, or even moving to a 4 day workweek. Whatever you decide to do, its clear the new way of work will require more creative solutions to get them to come back. Stephanie Mauney is a freelance writer and content curator specializing in Human Resources
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Human Resources
Is the Reference Check still viable? - Emissary.ai
I was thinking about the old ways of recruiting and hiring the other day and began wondering about the long time practice of reference checks. I went to one of my favorite HR groups on Facebook and posed the following question to the human resource pros who frequent there. I asked, how important are reference checks to you as an HR person? Do they still matter in today’s landscape? In my previous recruiting jobs I found them rather useless but our CEO was insistent on doing them. In terms of anything useful coming form the conversations, my answer was almost always no. Reference Checks Still Worthy But there was a smattering of HR pros who came across the occasional gem; Christina told me “There was ONE time I am SO glad we reference checked. It was super awkward, but the candidate had stolen from their past company. Some things don’t hit the background check due to timing or agreements made outside of the legal system.” Amy agreed, “I still use them, I sometimes learn they were dishonest on the application. Oddly enough, family and friends they were employed by are sometimes VERY honest.” Rhonda added, “By doing references, I uncovered twice that the resume was completely false – no such number, no such name or record of said person as an employee. Other than that you generally get what you would expect people to say.” Larissa says it’s all about the way you approach the reference check. “If you know how to ask the right questions, they are a great resource” she said. Reference Checks Not Worthy The negative comments seemed to outweigh the positive ones in the thread. One commenter was very honest about it saying “It’s my least favorite part of working in HR.” Others chimed in with the following; Lacie said: “I am required to ask for them, but personally I feel they are a huge waste of time. My time, the candidates time, the person I am calling. The majority of the time companies tell you they are unable to disclose anything. Every now and then someone will give feedback but rarely is it ever anything unexpected.” Kay Jay: “Working at a financial institution, reference checks are part of our risk management policies. I do take them with a grain of salt we typically do 2, and if I get a negative reference I’ll try to do a third as well. They typically don’t carry enough weight to decide not to hire someone (unless we uncover something very serious) but can give us some information that makes it easier for our managers to quickly develop a good coaching relationship.” Janet didn’t hold back: “Useless. There is a “fear of being sued” so I don’t think HR people or managers are going to give truly honest feedback. If you do get the run down on how terrible someone is that makes me feel their review is more personal. The references listed are always going to be the people who will speak highly of the person. Mike adds: “Professional references are a crapshoot. Just because the candidate and the person listed say they worked together or that the latter was the candidate’s supervisor, doesn’t make it so. It can be hard to verify the alleged working relationships. Sometimes a follow up call to HR/Payroll can verify them but that is often a dead end. Sometimes a peek at the reference-provider’s LinkedIn will give you some idea of their credibility but not enough to prove or disprove their working relationship claims.” “I still use them”, one executive said in the thread. “I sometimes learn they were dishonest on the application. Oddly enough, family and friends they were employed by are sometimes VERY honest.” So there you have it. Are reference checks still a valid use of time? It seems to be a mixed bag according to this one little survey.
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Human Resources
Employee Mentoring Programs - Emissary.ai
One of the most popular questions applicants ask in an interview with an employer is often phrased as, ‘how are you going to invest in me?’ During the age of the great resignation, the great reshuffle, employees are dialing up their bare minimum standards. They are looking for not just wage increases and better benefits, but developed culture, humble leaders, and mentors willing to spend the time and effort in building them into the professional they want to be. Gone are the days where top employees are willing to remain comfortable with their current status. Young professionals are reaching for more. According to The Lorman Blog 76% of millennials believe professional development opportunities are one of the most important aspects of company culture. Companies lacking in mentoring and professional development programs are viewed as stagnant in the eyes of potential candidates. Without properly planned and executed professional mentorship and growth opportunities, an organization is guaranteed to lose out on the market’s top talent. Benefits of Employee Mentorship One benefit of a successful mentorship program is the development of a succession pipeline. Building a pipeline of succession can take the heavy lifting and financial burden from high level recruiting. When lower level new employees are giving the opportunity to grow, ultimately they are able to move up with proper training. Filling their lower level roles becomes the motive rather than constantly looking outside for high level positions that are often expensive to fill. Developing and mentoring new employees builds not only loyalty, but a personal investment. Employees that are being developed are heavily engaged in their own growth as well as the growth of the organization. Commitment to growing them encourages tenure and a desire to stay on board with the hopes of moving up as new skills are gained. Types of Employee Mentorship Programs One-on-One Initial onboarding is the perfect time to initiate a one-on-one mentorship pair. One-on-one mentoring can work like a supportive buddy system. Buddy systems are a great way to curb early turnover. Pairing new hires with an engaged tenured employee gives the employee a reliable source of information and community. Their buddy will help them adapt to the culture, learn the new aspects of the job, and be an encouraging peer during the beginning stages of employment. Professional Coaching For highly valued key employees companies can consider a professional coaching service. Professional coaching is typically an outside service that companies can utilize to develop employees they want to retain and grow into leaders. Professional coaches will perform a gap analysis, discuss career objectives, and plan a growth program to help an employee learn and mature desire skillsets. Often executives and managers are prime candidates for coaching. They may be lacking in leadership or communication and need an expert to provide teaching in that area. Professional coaching shows significant investment from the company in creating long term employee relationships. Upskilling Companies can sponsor employees to become more valuable by paying for additional schooling and certifications. Upskilling is the process of employees learning and mastering new skills, often related to technological abilities. Whether it is becoming an excel master, learning coding, developing social media competencies, or gaining an industry specific certification, upskilling helps employees and companies stay relevant. Employers offering investment in employees by sponsoring upskilling programs will have an upper hand in attracting top talent and retaining current employees. Career Path and Succession Planning Providing employees with career path planning and opportunities to be mentored into succession plans encourages them to engage in their own workplace goals. When open conversations are held about employee goals and long term career desires employers can support employees by aligning those goals with the needs of the company. Employers can use career paths and succession planning to build an internal candidate pipeline of loyal and knowledgeable employees. Reverse Mentoring As companies strive to stay relevant in a quickly changing and technologically developing workforce, they may want to consider implementing reverse mentoring. Reverse mentoring is when a younger employee mentors a seasoned executive. This is perfect for companies who have humble leaders that want to stay connected to their employees and are willing to learn from them. This bottom up approach can build a powerful rapport between organizational leaders and new employees. A culture of transparency and collaboration born out of reverse mentoring can initiate a powerful transformation and ultimately increase retention of both new and seasoned employees. Stephanie Mauney is freelance writer and content curator specializing in Human Resources.
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Human Resources
Managing Remote Employees 101 - Emissary.ai
A new report by Insightful, a workforce analytics and productivity vendor, shares insights into the status of remote work, and how employers are dealing with managing their new crop of remote employees. Most companies are not dealing well with this new way of working. The Ongoing Challenges of Remote Employees The data also revealed an increased acceptance and adoption of remote work. But, it also found that many leaders still don’t feel fully equipped to operate optimally in this new environment. Just look at these eye-opening numbers; 63.91% of company leaders believe they don’t have the right tools to manage remote employee productivity. 71.45% of company leaders will allow remote work at least some of the time. 64.68% of company leaders will allow their employees to permanently work remotely or hybrid. 21.38% of company leaders reported that collaboration and communication are the biggest challenge when working remotely. 38.06% of company leaders believe that employees are less productive in a remote or hybrid environment. A 383% increase in the adoption of remote and hybrid work was seen among enterprise companies. Among a wide-ranging series of findings, almost two-thirds of respondents stated they don’t have the tools they need to effectively manage their team’s productivity when working remotely. In a further indication that monitoring remote employees’ workloads continues to present challenges, 38.06% of company leaders said that they believe employees are less productive when working remotely. And 21.38% of respondents cited communication and collaboration as the biggest challenges in a distributed work environment. Remote Work is Here to Stay Despite the challenges expressed, the report revealed that a resounding 71.45% of company leaders said they will offer remote work to employees in future at least some of the time. Further reinforcing that workplaces of the future will be distributed, the report also found that 64.68% of company leaders stated that remote and hybrid work will become a permanent fixture in their organization. They will learn to do it better over time. Insightful CEO Ivan Petrovic said: “This research strongly suggests that remote and hybrid work are here to stay, and that they will become the prevailing work models of the future.” “As remote work is still at a nascent stage, we anticipate that over time the challenges expressed by company leaders today will ease through the continued evolution of remote infrastructure and operating mindsets. That said, the research also shows there are ongoing challenges for company leaders when managing remotely.” Download the report here.
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Human Resources
Soft Skills for Human Resources - Emissary.ai
Well-developed skillsets, and the ability to communicate them clearly to employers and hiring managers, place candidates apart in the interview process and throughout a career trajectory. Navigating what skills to focus on in a particular position can be difficult. Discovering hard skills and developing technological abilities is a matter of research and practice. In contrast, soft skills do not always come naturally to every human resource professional. In today’s human resources world, soft skills are becoming increasingly desired to become a successful HR professional. Soft skills focus on social reliability and emotional intelligence. They can be the key differentiator between a qualified employee and an employee that grows themselves towards management. Superior HR professionals will have both hard and soft skills. Most of the time spent in human resources is in dealing with human interaction. Hiring, firing, managing, developing, and leading people are all essential to the job. This is the area where soft skills are going to enhance the ability to thrive. So, what are the essential soft skills? Below are eight soft skills every human resource professional could gain from growing. EMPATHY It is no mistake that empathy falls at the top of the list. The ability to feel and understand what employees are experiencing in any day-to-day situation both in and outside of work is essential. As a renowned author, speaker, and social work researcher, Dr. Brené Brown suggests: Empathy fuels connection Empathy is fuel to the humanness of human resources. It is the skill that draws HR into the progressive era by pressuring companies to see employees as more than a number. RELATIONSHIP BUILDING Commonly referred to as employee relations, the soft skill of relationship-building can be helpful not only in creating a culture of trust with employees but also in transforming HR into a strategic business partner in the eyes of c-suite executives. Authentic relationships create a culture of community within an organization—a culture of community leads to higher retention, lower turnover, cost savings, better performance, and ultimately increased revenue. COMMUNICATION Several of the top reasons employees leave an organization can be linked back to poor communication. Whether it’s the inability to be tactful in a difficult conversation, not providing clarity, or writing emails that need to be in-person discussions, well-rounded communication skills are crucial to the HR professional. ORGANIZATION Every day in HR is different. Moment to moment can often hold a variety of tasks. The ability to multi-task and stay organized while doing so is vital. When managing highly sensitive and confidential information whether on physical paper or electronically, organizational skills are required. Making a mistake due to disorganization could cause a major blunder or even break the law due to incompliance. CREATIVITY AND INNOVATION Human resources is a constantly changing field. Maintaining a spirit of creativity and strategy of innovation can keep an organization at the peak of its industry. Right now, human resources departments countrywide are facing an extremely tight job market, getting creative has been the only way to continue hiring amidst the great resignation. Innovation with ever-evolving policies, tech, and employee priorities keeps human resource professionals relevant. CRITICAL THINKING HR Daily Advisor describes critical thinking as an essential component of effective decision-making. It’s valuable at all organizational levels. In human resources, well-informed and data-driven decision making is key to becoming a valued member of organizational leadership. Those with developed business acumen know and understand the importance of providing advice that is not only backed by proof but also advances the goals of the company. Every decision is an opportunity to use critical thinking to become more effective and increase productivity. ADAPTABILITY and COMPOSURE If the last two years have shown the necessity of any skills, its adaptability. Human resource professionals often face unprecedented situations. To remain adaptable and maintain composure amidst high-stress conditions is essential for leaders in an organization. This unflappable representation has a downward effect of keeping the masses calm and open to change. LEADERSHIP Employees of the human resources department, even non-managerial, are likely perceived as leaders in the company. Leading by example is the most effective way to get employees on board with policies, culture shifts, and productivity. Leadership done well can be the accelerant for success in an organization. Healthy leaders who know both how to take charge with humility and serve employees with a gracious heart will be the catalyst for health in any company. Stephanie Mauney is freelance writer and content curator specializing in Human Resources.
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Human Resources
Hybrid Work Environment Equals Happy Employees - Emissary.ai
Hybrid work is set to become the norm in corporate America. A recent survey by employee listening company Perceptyx shows that a hybrid workplace is superior to remote work on a host of well-being measures. Hybrid employees, defined as those who work at both in-person and remote workplaces – report greater improvements in work-life balance and mental health, more time for exercising, and a greater intention to stay at their current company because of this kind of work flexibility. Hybrid Employees Are More Efficient There is a disconnect happening however. While many managers believe having workers at the same physical location strengthens their relationships, hybrid employees are reporting the opposite in this survey of 1,400 working Americans. Only 1/3 of fully remote workers and fully in-person workers say they have stronger relationships in the office compared to last year. More than half of hybrid workers (53%, compared to remote workers’ 34%) report the same thing, indicating that it’s not how much time they are spending with in-person coworkers, but how purposeful those in-office interactions are. Measures of burnout – closely linked to churn rates – are also much better for hybrid employees. These workers are 50% more likely to look forward to starting their workdays and feeling like they make a meaningful contribution to their workplace. They are nearly twice as likely to feel energized by their work than either their fully remote or fully in-person counterparts. “The key to making hybrid work successful is autonomy. Dictating certain days on-site is just as ineffective as requiring 100 percent in-person. When employees get that autonomy, they thrive,” said Emily Killham, Director of Research and Insights at Perceptyx. “Organizations who want to compete for talent will have to find creative ways to offer that autonomy, even for on-site jobs. Flexibility in work scheduling gives employees the room they need to manage their lives and be more engaged during the work day.” Hybrid Work Does Have Gaps Perceptyx also found that the gap between how managers and employees view productivity and their physical location has only grown wider. 45% of leaders think their team members’ relationships will grow stronger when the whole team is at the same location, while only 17% of employees think the same. I can see why, being in person helps to build trust which is harder when fully remote. As they found out last year in this study on officism, managers and leaders show a bias toward believing those in the physical workplace are more productive. Compared to individual contributors, managers are three times as likely, and leaders are five times as likely, to say that remote workers are less productive than in-office employees. This contradicts what the employees themselves are reporting – hybrid workers were the most likely of all employees to say their own productivity is up, while in-person workers were most likely to say their productivity is lower than the year before. Faced with evidence that in-office workers are not necessarily their happiest employees, many companies are reconsidering their return-to-office plans. Some Human Resources departments are no longer asking when or how the return-to-office plans will work, but whether they should be implemented at all. Just ask Apple employees. They are threatening to quit over a new hybrid schedule the computer giant wants to implement. “These findings don’t mean that every employee must have a remote option, but it does point the way on how to keep employees engaged,” said Killham. “Officism clearly still exists, especially among managers and leaders. So organizations must start tracking development opportunities, performance ratings, and promotions based on the physical location of their employees. That way they can be prepared to correct any bias that the data shows and strive toward an equitable workplace.”
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