Human Experience Excellence - July 2022

JULY 2022 • Vol.09 • No.07 (ISSN 2564-1999)

SUPPORTING LGBTQ+ EMPLOYEES BEYOND PRIDE MONTH - James Lopata,

Vice President, Coaching Supervision, AceUp

Why Employees Leave Their Jobs 2022

Sponsored by

Page 11 - 18

INDEX

Human Experience Excellence - Engagement, Performance, Rewards & Recognition JULY 2022

Vol.09

No.07

(ISSN 2564-1999)

07

Supporting LGBTQ+ Employees Beyond Pride Month Building an inclusive workplace

On the Cover

- James Lopata,

Vice President, Coaching Supervision, AceUp

Articles 09 Do You Have A Best Friend At Work? Research Shows Why You Should

36 How To Give Employee Rewards Publicly To Maximize Impact

Creating meaningful and deep social connections at work – Laura Putnam, CEO, Motion Infusion

A few key approaches to keep in mind - Jignesh Shah, Head, Global Integrated Incentives, Blackhawk Network

24 A Comprehensive Strategy To Total Rewards

44 3 Must-Haves For An Effective DEI Program

Achieving maximum impact on the largest expense of your business - Jonathan Moorer, Director,

Why DEI must evolve with the changing needs of the employees and the organization - Natasha Nicholson, Content Marketing, Kantola

Product Marketing, Sequoia

Training Solutions

29 Return To Normal? No Thanks!: Renegotiating The Social Contract How to create an environment of inclusion, creativity, and freedom - Jeff Evans, Managing Partner, Designed Learning

Why Employees Leave Their Jobs 2022 Page 11 - 18

Top Picks

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INDEX

How To Build A Sense Of Belonging With Inclusive Employee Benefits Creating a welcoming workplace culture - Neha Mirchandani, CMO and Head of People, BrightPlan

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The Human-Centric Workplace: Reimagining Work And The Definition Of Success Flexibility, collaboration, and empathy are the keys - Dr. Toni Best, Co-Founder and

Chief Human Performance Officer, Aduro

33

Internal Communication In A Remote World: How To Fight Against The Workplace Happiness Decline Consistent culture-building is key to employee engagement - Holly Grogan, Chief People Officer, Appspace

40

Rewarding Multigenerational Workforce: Top 5 Insights Engagement is more than employee happiness - Tony Delaney, CEO, Brownie Points

How are our Human Experience Products and Services helping to make you smarter?

JANUARY 2021 � Vol.08 � No.01 SEP 2017 • Vol. 5 • No. 09

HOW TO EMBRACE THE SHIFTS THAT OCCUR AS WE RETURN TO A NEW NORMAL WORKPLACE

�hemed Edition on

Agile Reward & Recognition Strategies

Key workplace trends for 2021 - David Roberts, Chief E�ecutive �fficer, �lchemer

Exclusive Articles on the U.S. Capitol Riots and Employee Well-Being Pages 14 & 21

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Digital Is All The Rage: Why Employee Rewards Must Include Digital Options In 2021 - Theresa McEndree, Blackhawk Network

18

Employee Experience Trends In 2021

- Steve Sonnenberg, CEO, Awardco

25

3 Tips To Increasing Your Reward And Recognition Strategies Post-Covid - Richelle Taylor,

30

How To Create A Meaningful Virtual Recognition Event - Mike Byam, Terryberry

One10

Human Experience Excellence - Monthly Interactive Learning Journal The future is all about going beyond the employee experience to focus on human experience. This monthly interactive learning experience showcases strategies and programs to improve employee performance and strengthen your team.

Human Experience Virtual Events Virtual Events in the Recognition and Engagement track will give you everything you need to recognize and reward employees creating an inspired workforce and organization that will drive innovation and boost productivity. Sessions feature the world’s top thought leaders in the recognition and engagement space covering topics from customer loyalty, safety, sales, company culture and motivation to what makes an effective and efficient results-based program. Each Virtual Event consists of up to 10 credit webcasts.

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EDITOR’S NOTE Debbie Mcgrath

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Raksha Sanjay Nag

Publisher, HR.com

Editor, Human Experience Excellence

Our mission is to promote personal and professional development based on constructive values, sound ethics, and timeless principles.

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Building an Inclusive, Human-Centric Work Culture

W

hile you may have ticked off the diversity quote box by hiring employees with a diverse background, in order to reap the benefits of a diverse workforce, an inclusive, human-centric work culture is essential. To build an inclusive workplace that supports all individuals regardless of their age, gender, religion, sexual orientation, gender identity, or economic status, companies must embrace a culture of psychological safety, where all individuals are encouraged to speak and share ideas or concerns without fear of punishment or humiliation.

How can you build inclusive, human-centric workplaces? How to support LGBTQ+ employees beyond pride month? How to build a sense of belonging with inclusive employee benefits? The July issue of Human Experience Excellence includes informative articles that shed light on all these key topics.

Also included is a research study, Why Employees Leave Their Jobs 2022 by the HR Research Institute, which investigates what different organizations are experiencing in terms of resignations and attracting talent.

Using gender pronouns in email signatures and displaying a Pride flag is not enough if you’re not developing a human-centric organization that embraces diversity in the workplace and holds leaders accountable. How can companies build, support, and sustain a culture where all employees feel safe and respected? AceUp’s Vice President, James Lopata in his article, Supporting LGBTQ+ Employees Beyond Pride Month talks about the importance of human-centered leaders and developing purpose-driven companies to create truly inclusive work environments.

Subscribe now for $99 / year And get this magazine delivered to your inbox every month

When you’re able to offer people control over their lives, and meaningful opportunities to contribute, feel appreciated, and be supported, you are truly taking a human-centered approach to your business, according to Aduro’s Co-Founder and Chief Human Performance Officer Dr. Toni Best. Read her article, The Human-Centric Workplace: Reimagining Work And The Definition Of Success for valuable insights on this topic.

Appspace’s Chief People Officer Holly Grogan in her article, Internal Communication In A Remote World: How To Fight Against The Workplace Happiness Decline offers tips for employers to improve employee engagement and contentment to keep their teams happy and productive.

Making your employee recognition practices more public and social across your organization matters! Jignesh Shah’s (Blackhawk Network) article, How To Give Employee Rewards Publicly To Maximize Impact, talks about the relevance of creating a culture of employee rewards and recognition.

In brief, this issue of Human Experience Excellence explores expert strategies for building a happy, human-centric and inclusive work culture.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

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COVER ARTICLE

Supporting LGBTQ+ Employees Beyond Pride Month Building an inclusive workplace

By James Lopata, AceUp

P

ride month brought a stark reminder that while LBGTQ+ acceptance is growing, significant hurdles remain for LBGTQ+ employees in the workplace. Using gender pronouns in email signatures and displaying a Pride flag is not enough if you’re not developing a human-centric organization that embraces diversity in the workplace and holds leaders accountable.

Nearly one in 10 LGBTQ people in the United States experienced workplace discrimination, and almost half of them have faced employment bias at some point in their careers, according to a report titled LGBT People’s Experiences of Workplace Discrimination and Harassment, by the Williams Institute at the University of California.

This indicates that while companies have and continue to invest heavily in diversity, equity, and inclusion (DEI) initiatives, these efforts are falling short. This can be largely attributed to a lack of leadership accountability and the failure of companies to build, support and sustain a culture where all employees feel safe and respected.

As the Board President of the Massachusetts LGBT Chamber of Commerce, a member of the Gay Coaches Alliance and the LGBTQ+ community, and an Executive Coach Supervisor, I’ve experienced an immediate affinity while participating in LGBTQ+ leadership development programs in a room with Human Experience Excellence presented by HR.com

July 2022

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other LGBTQ+ leaders. And the lessons I’ve learned from my colleagues provide a valuable road map and practical strategies for moving the DEI needle while ensuring the LGBTQ+ population is not overlooked. It involves a three-step process, starting with building a psychologically safe workplace.

According to the Human Rights Campaign’s 2018 report, “A Workplace Divided: Understanding the Climate for LGBTQ Workers Nationwide,” 46% of LGBTQ workers report being closeted at work. Of those, 17% report feeling exhausted from hiding their sexual orientation, while 37% say they feel unhappy or depressed at work. The impact this has on turnover and productivity is easy to discern. Companies are losing out because employees feel they cannot bring their authentic selves to work.

To build an inclusive workplace that supports all individuals regardless of their race, gender, gender identity, and sexual orientation, companies must embrace a culture of psychological safety, where all individuals are encouraged to speak and share ideas or concerns without fear of punishment or humiliation. For individuals of the LBGTQ+ community, this means no longer feeling the need to hide their true identities from their colleagues, managers, and clients. They become more engaged in their work and invested in organizational success.

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Supporting LGBTQ+ Employees Beyond Pride Month

and inclusion goals at all, and 75% do not include DEI in their leadership development initiatives or curricula.

Without accountability or ongoing development, DEI initiatives are sure to fail. Inclusive leadership doesn’t come naturally for most people, even those who embrace diversity and strive to be inclusive.

Leadership development programs must evolve to incorporate DEI into all programing. This will help leaders—and others—understand the importance of DEI in everything they do. It can no longer be treated as a separate task or an initiative.

Psychologically safe leadership is not passive. An “open door” policy that encourages team members to approach leaders with ideas and concerns will simply not achieve the desired results. Leaders must actively reach out and talk to team members and ask, listen, and be willing to learn.

Step two involves time and encouragement. Building a culture of psychological safety takes time. It also takes encouragement for members of the LBGTQ+ to feel comfortable bringing their true selves to work, as they often carry experiences from childhood or previous jobs that make them hesitant to express themselves openly.

Leaders should focus on fostering discussions that build engagement and collaboration, and encouraging team members to share diverse ideas.

Leadership development, coaching and training should emphasize the skills and behaviors needed to promote organizational psychological safety, including emotional intelligence, mindfulness, and group dynamics. For organizations to be truly inclusive and to support a culture of psychological safety, the focus must be on everyday interactions among peers and leaders. Again, organizations cannot simply rely on policies and initiatives alone to exact change.

And the third step, one of the most important steps, is measuring and holding leaders accountable.

According to recent research by Josh Bersin, a whopping 76% of companies do not have any diversity

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DEI must also be embedded in the organization’s goals and objectives, holding all individuals accountable for its achievement. As any good leader knows, you can’t achieve results without determining how success will be measured. Incorporating DEI metrics into performance management will help track the organization’s progress and outcomes. It’s equally important to hold leaders and employees accountable for their actions. Discrimination or harassment in any form must not be tolerated.

Organizations should be mindful year-round —of the important contributions our LGBTQ+ colleagues make at work and in the community. We need to build more workplaces that are accountable and embrace psychological safety to ensure everyone can freely express themselves at work and are respected and supported as individuals. This starts at the top. Developing human-centered leaders and purpose-driven companies are essential to creating truly inclusive work environments. The time for change is now.

James Lopata is the Vice President of Coaching Supervision at AceUp.

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Do You Have A Best Friend At Work?

Research Shows Why You Should Creating meaningful and deep social connections at work

By Laura Putnam, Motion Infusion

A

t a time when companies are struggling to attract and retain employees, many managers are willing to do just about anything to set themselves apart, except when it comes to cultivating a best friend, a “work spouse,” or even romance at work.

The concept of a “work spouse” can seem even more out of range. While managers and CEOs can adamantly reject this idea, an Office Pulse survey indicates that nearly three out of 10 (29%) workers already have one.

Longstanding data from Gallup shows that those who have a best friend at work are seven times more likely to be highly engaged in their work. Yet, despite this data, many managers scoff at this idea claiming that they aren’t at work to make friends that it’s not their job to ensure that their team members get along.

A work spouse, as characterized by the job search engine Simply Hired, is a “colleague you have a strong friendship with, who is the gender you’re attracted to, and with whom you have a bond that resembles that of a married couple.” In other words, it’s an intimate work friend.

I’ve worked with over 10,000 managers now in our Managers on the Move program, empowering them to become multipliers of well-being. In this program, we explore the various aspects of well-being, including social well-being. Through data, I show participating managers how being connected with others, including co-workers, is not only good for us as human beings, but it is also good for business. Despite the multitude of benefits, however, I have found that this best friend stat often draws more ire from my participating managers than any other stat I provide.

Studies show that having these affectionate, yet strictly platonic relationships, can be key to increasing productivity, motivation, psychological safety and achievement at work, not to mention serving as key antidotes to stress at work. For example, Condoleeza Rice and George Bush or Regis Philbin and Kelly Ripa.

According to the same Office Pulse survey, those who have a work spouse are nearly three times more likely to feel connected to their colleagues, compared with those who don’t.

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Do You Have A Best Friend At Work? Research Shows Why You Should

2. Address Root Causes Why don’t coworkers feel connected with one another? More often than not, it has to do with deeper, organizational issues, such as toxicity tolerated, overly competitive work culture, lack of transparency, or ranking systems that pit coworkers against one another. Not only do these competitive structures undermine friendships at work, they also demotivate employees, according to a study out of Wharton.

3. Build a Culture of Well-Being Dating in the office might also lead to bottom-line benefits. In fact, one accounting firm I worked with actually encouraging inter-office dating, believing that it helped with the overall company culture.

Here, co-worker marriages were heartily endorsed and celebrated. While considered taboo by many, workplace romance is not only common (33 percent of U.S. workers report that they’re currently in or have been in a relationship with a coworker), but has actually increased by six percentage points since the start of the pandemic, according to a survey by SHRM. To be sure, work spouses and/or dating in the office gets a lot more complicated in the age of the #MeToo movement, and for good reason. But even as we navigate these complexities, every organization and every leader needs to employ effective strategies to ensure meaningful and deep social connections at work. Strong social connections, whether platonic or not, are fundamental to ensuring a positive work culture, and in turn, ensuring that employees are productive, engaged and likely to stay. During the time of the Great Resignation, every organization needs to find effective ways to build a sense of belonging at work.

Here are three ways each can:

1. Foster Real Friendships Avoid the lame team-building events or strained happy hours. Instead, offer opportunities for authentic conversations. Consider, for example, one manager who participated in our Managers on the Move program. Afterwards, he began asking his team members more “real” questions in his one-on-ones, such as, “What are you thankful for? What motivates you? If you could go anywhere, where would it be?”

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Ultimately, a company that fosters belonging at work is one in which the company culture and environment itself support well-being. Individuals are not left to fend for themselves or admonished to practice more “self-care” without organizational or managerial support. Rather, it is a company that supports its managers in providing more “team care” and it is one that develops systems like Microsoft’s Family Caregiver Family Leave, giving employees up to four weeks of paid leave to care for a relative. These organizational and team-based systems are what help people to feel like their company actually cares about them.

While it might be hard to wrap your head around the idea of having a best friend at work or encouraging others to do so, the research is clear - having a best friend at work creates a positive workplace culture, where employees feel valued and engaged.

Laura Putnam is a health and wellness expert, international public speaker and author of “Workplace Wellness That Works.” As CEO of Motion Infusion and creator of Managers on the Move, she has spent the past decade using her energy and insights to inspire organizations and businesses to think differently about their employees’ health and well-being.

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Special Research Supplement July 2022

Why Employees Leave Their Jobs 2022

Retain and attract top talent during “The Great Resignation”

INTERACTIVE

JULY 2022

Sponsored by:

INDEX RESEARCH REPORT SUMMARY

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Why Employees Leave Their Jobs 2022 Exclusive Study By The HR Research Institute in association with Accurate Survey conducted by:

Sponsored by:

The HR Research Institute, powered by HR.com, the world’s largest social network for Human Resources professionals, is a key part of our mandate to inform and educate today’s HR professionals. Over the past three years, the HR Research Institute has produced more than 85 exclusive primary research and state of the industry reports, along with corresponding infographics in many cases, based on the surveys of thousands of HR professionals. Each research report highlights current HR trends, benchmarks, and industry best practices. HR Research Institute Reports and Infographics are available online, and always free, at www.hr.com/featuredresearch

Why Employees Leave Their Jobs 2022 Retain and attract top talent during “The Great Resignation” Exclusive Study By The HR Research Institute in association with Accurate

T

here are ebbs and flows in the war for talent.

Many organizations are reporting difficulty attracting and retaining talent in the past

year. So many employees are quitting, or at least considering leaving, that the media refers to this as “The Great Resignation.”

An exclusive study conducted by the HR Research Institute investigates what different organizations

●● The primary strategy for retention is offering flexible work arrangements and competitive compensation.

The Current State of Resignations

causing problems and how they are responding.

More than a third of organizations have experienced a high or very high increase in employee resignations

In particular, we look at the differences between

Media coverage of “The Great Resignation” has

organizations that can retain employees and

been plentiful in the past year, and our data

organizations that have higher resignation rates.

supports this since most organizations have

are experiencing in terms of resignations and attracting talent. We look at what they think is

experienced at least a moderate increase in

Key Findings

resignations in the past year (72%). Just 28%

●● Many organizations are experiencing high increases in employee resignations and difficulties in retention over the past year.

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●● Organizations gather data to better understand why employees leave, and compensation tops the list.

RESEARCH REPORT SUMMARY

say their organization has experienced a rise in resignations to a small degree or not at all.

CUSTOM RESEARCH

Survey Question: To what degree has your organization experienced an increase in employee resignations over the last year?

Most respondents say there has been an increase in employee resignations over the last year

7%

21%

0

20

Not at all

35%

40

The majority of organizations gather data on why employees leave their jobs

11%

80

100

Moderate degree

Very high degree

ways for HR professionals to respond to “The Great Resignation”: ●● offering flexible work arrangements

Since turnover can be costly, it is important

●● offering competitive compensation packages

to determine what may be contributing to

●● striving for an optimal work-life balance

increased resignations. It’s encouraging that most organizations (84%) collect data on why employees leave their jobs and “higher salary elsewhere” tops the list. Sixteen percent, however, say their

What Has Changed in Talent Acquisition?

not know what tactics will be most effective in

The majority of the respondents say it is harder to attract talent over the last year

increasing retention.

The current labor market conditions have made

organization does not collect this information.

In the absence of this data, organizations will

Retention in the “Great Resignation” Over three-quarters of respondents say offering flexible work arrangements is the best way HR can respond to “The Great Resignation” How can organizations retain employees during a time of increased resignations? At least two-thirds of respondents cite three approaches as the best

14

60

Small degree High degree

Gathering Data on Employee Departures

26%

RESEARCH REPORT SUMMARY

attracting talent a challenge for most organizations, and nearly all respondents (87%) say attracting talent has become more challenging over the last year. Candidates may have higher—or at least different—standards than pre-pandemic. For example, candidates may not even bother applying to a job posting if there is no salary transparency.

Candidates today may be more empowered to negotiate topics like time off, schedule flexibility, work arrangements, or pay.

CUSTOM RESEARCH

Survey Question: In your organization, has it become easier or harder to acquire talent over the last year?

3%

A mere 4% say it has gotten easier to attract talent over the last year

50% 0

20

Much harder

37% 40

60

A little harder A little easier

What Do Retention Leaders Do Differently?

To better understand what makes a difference in

9% 80

1% 100

Neither easier nor harder Much easier

mean that talent acquisition has been easy for all retention leaders since 37% do say it has been much harder to acquire talent.

employee retention, we divided respondents into two cohorts: ●● Retention leaders: Those answering the question, “To what degree has your organization experienced an increase in employee resignations over the last year?” with “not at all” or “a small degree.” ●● Retention laggards: Those answering “high degree” or “very high degree” to the same question.

Retention laggards have had a much harder time acquiring talent over the last year Retention laggards are more likely than retention leaders to say attracting talent has become much harder over the last year. However, this doesn’t 15

RESEARCH REPORT SUMMARY

CUSTOM RESEARCH

Retention laggards have a difficult time acquiring talent due to low compensation rates

development opportunities in the past year

Retention laggards are more likely than retention

laggards to have responded to the need to

leaders to say that it is harder to acquire

retain employees by increasing training and

talent because candidates are seeking higher

development. We see this tactic in three key areas:

compensation rates when it comes to talent acquisition (83% vs. 48%).

Retention leaders are more likely to have improved training and career

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RESEARCH REPORT SUMMARY

Retention leaders are more likely than retention

●● offering more training and development opportunities ●● doing more to aid career development ●● giving managers better training

CUSTOM RESEARCH

Survey Question: Compared to one year ago, what is your organization doing differently to help retain employees? (select all that apply) 41% 40

Retention leaders are more likely than retention laggards to give managers better training as a tactic to help retain employees

33%

32% 30

27%

19%

20

18%

10

0

Offering more training and development opportunities

Doing more to aid career development

Retention laggards

Giving managers better training

Retention leaders

To learn more about

‘Why Employees Leave Their Jobs’ survey results and to get 8 strategic takeaways from the survey, we invite you to download and read the complimentary research report.

Read the Research Report

17

RESEARCH REPORT SUMMARY

CUSTOM RESEARCH

Special Research Supplement

Why Employees Leave Their Jobs 2022 Human Experience Excellence • July 2022

For more information: 1.877.472.6648 sales@hr.com www.HR.com/epubs

The HR Research Institute tracks human resources trends and best practices.

Learn more at hr.com/featuredresearch

The State of Human Experience in the Workplace 2022 Virtual Event • August 17, 2022

A people-centric culture helps business thrive!

A people-centric approach goes a long way to boost engagement, productivity, brand, retention, and the bottom line. We will cover a range of issues related to human interactions, specifically the experiences of employees and other stakeholders in today’s work environment.

We will also talk about the following topics: The indicators of today’s employee experience and the impact of those experiences on issues such as performance, retention and engagement.

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Join us for a one-day virtual event, The State of Human Experience in the Workplace 2022, on August 17, 2022 to hear experts share their strategies and proven methods to improve the experiences of all internal and external people your organization comes in contact with.

How those experiences can be improved and what best practices look like

This event is for anyone who wants to take a more strategic approach to ensuring business will grow and thrive.

Register Now

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The roles that various HR functions play in shaping the employee experience, from performance management to benefits programs to corporate culture

TOP PICK

How To Build A Sense Of Belonging With Inclusive Employee Benefits Creating a welcoming workplace culture

By Neha Mirchandani, BrightPlan

T

he economic and social tumult of the past few years has HR leaders looking at new ways to create inclusive workplace cultures so they can attract and retain the most highly skilled workers.

Employee values and needs are shifting, and employers aiming for a positive, productive culture are trying new strategies in response.

The Great Resignation trend that saw months of record-breaking voluntary departures is directly related to another phenomenon that is sometimes termed the Great Reckoning because the churn in the labor market doesn’t have a single cause.

People are reevaluating how they choose to approach work and life. According to Pew Research, the majority who quit their job in 2021 cited factors like feeling disrespected in addition to more traditional reasons like dissatisfaction with pay and opportunities.

Economic factors that have an effect on their ability to attract and retain employees are also relevant to people leadership teams in 2022, including a persistently tight labor market despite economic uncertainty and inflationary pressures. Near-full employment rates give employees more power

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in the job market, but at the same time, workers are struggling to deal with higher prices and scarcity. Our 2022 Wellness Barometer Survey found that 72% of employees are stressed about their finances.

A Sharper Focus on Financial Wellness The survey finding that the overwhelming majority of employees are concerned about finances points to an opportunity for employers who are seeking new ways to attract and retain skilled staff. Inclusive employee benefits can create a culture of belonging and respect, and addressing employees’ financial concerns can be an excellent way to differentiate a benefits package from that offered by competitors.

The business case to address financial pressures is compelling; employee financial stress costs employers an estimated $4 billion per week in lost productivity. And employers are a trusted source of financial information according to the survey, which found that 75% of employees trust financial advice from their employer vs. just 25% who trust financial advice from influencers. Financial wellness benefits can also address critically low levels of financial literacy, which dropped from 20% in 2021 to just 13% this year.

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How To Build A Sense Of Belonging With Inclusive Employee Benefits

Providing support across diverse family structures sends a message that the company cares and that employees of all types belong.

Personalized Benefits Reinforce an Inclusive Culture

Financial wellness benefits were also the top choice for survey participants, with 54% rating it as their most desired benefits choice. Financial wellness benefits are worth considering for HR leaders since employees report a significant impact on their physical and mental health from financial stress, which translates into lower rates of engagement.

Holistic Benefits that Create a Culture of Belonging Financial wellness benefits are one part of the picture, but HR leaders need to think holistically to foster a culture of belonging through their benefits program.

The benefits should express company values by addressing the unique needs and life experiences of all team members. Disruptions and turmoil in employees’ lives away from the office can have a negative impact on job performance.

Since stress outside of work can contribute to greater rates of absenteeism, less focus on the job and lower employee satisfaction, people leaders have a stake in helping employees in their personal lives. The line between work life and home life has been blurring for decades, but working from home during the height of the pandemic helped erase it even more.

An employee benefits package should be crafted with that reality in mind. Sometimes employees need a helping hand to manage issues in their personal lives. Employers can help with policies and benefits like flexible working arrangements, resources to help employees address mental health challenges, and support for family needs, such as backup childcare, adoption assistance, eldercare arrangements, extended parental leave, fertility benefits, etc.

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For companies that have a strong commitment to diversity, equity and inclusion (DE&I), showing that they understand that employees have unique experiences and backgrounds is essential. An employee well-being program can provide benefits and perks that underscore the company’s inclusive approach. Flexible benefits that allow employees to tailor wellness options are a great way to demonstrate this.

For example, a program with core benefits augmented by a menu of flexible options that employees can select based on their needs sends a message that the company recognizes each employee’s unique circumstances. Employees are free to make their own choices and prioritize what is important to them while receiving benefits that demonstrate the employer’s focus on the whole person.

DE&I is about recognizing an array of perspectives, experiences and backgrounds and creating an environment where people feel respected, welcome and safe. Benefits can be a core part of creating a welcoming workplace culture by demonstrating shared beliefs and values. Putting together a benefits package that addresses the needs of today’s employees creates a sense of belonging, improving organizational resilience and giving the business a competitive advantage.

Neha Mirchandan is a CMO and Head of People at BrightPlan.

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A Comprehensive Strategy To Total Rewards Achieving maximum impact on the largest expense of your business

By Jonathan Moorer, Sequoia

T

he largest financial investment that companies make is in their employees’ compensation and benefits – commonly referred to as total rewards.

For many companies, this investment can make up approximately 75% of their overall expenses, yet most companies struggle to validate that their investment is making the intended impact— whether that be increasing employee retention, optimizing utilization, justifying individual offerings, or any combination of the above.

Measurement has been a long-standing challenge because total rewards data is fragmented across systems, vendors, and internal departments, making it difficult to get a real-time view of meaningful data.

Cut to today. The Dow Jones Industrial Average is down 16% year to date. Market caps are shrinking, creating budget crunches for publicly traded companies. Economists at major banks see a 50% chance of a recession while the Fed hikes interest rates to curb inflation, and there are weekly stories of the latest privately held or VC-backed startups rescinding job offers leaving candidates in the lurch.

Now more than ever, because of these red-flag warnings, company leaders must focus on navigating the current economic pressures by making thoughtful, cost-effective decisions that reach their distributed

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workforce and retain their top performers. A competitive approach to total rewards that employees value and drives outcomes can make the difference in moving a business forward or collapsing under constraint.

Part of improving this strategy is having deeper insights into the ways a company invests in its employees, and being able to parse that data by role, demographics, departments, and more, to uncover gaps and opportunities to improve the people investment strategy.

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A Comprehensive Strategy To Total Rewards

Technology can help companies see a more complete picture of their total rewards by combining pay and equity data with benefits spend in one view.

Leaders can drill into the details of their company’s total rewards spent by job category, job level, and reward type to discover how they’re investing in employees across the organization. Here we detail a comprehensive strategy to total rewards.

Connect the Dots What employees don’t know can hurt them. If an employee doesn’t know of all the great benefits and solutions that their employer provides, they are not able to take advantage and reap the rewards of the investment. By providing people with company-wide controlled access to a benefits portal, easy-to-digest statements can be delivered to each employee via the same multi-channel platform experience they use to access and engage with all of their company-provided benefits and rewards.

Money Talks While applicants are almost always focused on salary, another way to entice candidates to sign on the dotted line is by providing equity in the company. Equity compensation can benefit companies and new hires, but attributing salary and equity to total compensation in a way the employee can easily understand can sometimes be a challenge. As a lever to aid talent acquisition and retention, employees should be able to see the cumulative value the business places in them by giving them a history of their total rewards over their entire tenure.

When equity is part of the equation, this will help them see the projected value of grants with an interactive estimator. It’s also possible to leverage payroll and equity providers by fully integrating them to accurately reflect cash compensation in the form of salary, bonus, commissions, and stipends, as well as quantify the projected worth for current shares, RSUs, and other awarded grants.

Support Management Insight In addition to helping employees understand all the ways the company is invested in them, people leaders should also have the power and visibility to help managers get a clear picture of how each of their direct reports is fully compensated. This means understanding the total people investment by job, function, geography and more.

This is important for a variety of reasons and could become an issue of compliance with the Equal Pay Act of 2003 which states, “The EPA prohibits employers from paying unequal wages to men and women for doing the same or substantially similar work, requiring equal skill, effort, and responsibility, under similar working conditions for the same employer in the same county, except if the wage difference is based upon a seniority system, a merit system, a system measuring earnings by quantity or quality of production, or factors other than gender.”

Conclusion The pandemic has forced organizations to rethink the investment in their people to better facilitate remote work, provide more inclusive and supportive benefits, and establish equitable pay practices to create resilient, engaged teams.

Analyzing information across numerous business dimensions providing a holistic view is possible.

Engaging the proper platforms, technology, and experts can bring into focus what matters most to a business’ employees and help people leaders plan and execute a strategy for maximum impact.

Jonathan Moore is the Director of Product Marketing for Sequoia.

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The Human-Centric Workplace: Reimagining Work And The Definition Of Success Flexibility, collaboration, and empathy are the keys

By Dr. Toni Best, Aduro

only on numbers going up or down, and success measured by how long your employees spent at a desk each day.

If you ask your employees why they love working (and remaining) at your company, it’s likely they’ll answer: it’s about the people. At the best workplaces, employees feel they’re part of a crew of extraordinary humans building products and services that make a difference. Your employees want to be considered vital contributors who, together with their co-workers, make up a colorful, dynamic force, combining efforts into making your organization work and moving it forward. When pieces are missing, a company’s foundation isn’t as strong. When your employees all work together, they feel unstoppable.

W

hen I was approached to write an article about the “human-centric workplace,” my first thought was, “Is there any other kind?” But, on reflection, I realized that too often workplaces have been data-centric, office-centric, or company-centric – relying on trends and spreadsheets, goals focused

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An HR program’s results can be measured using data suggesting why employees devote time in their lives to work for your company. But at the end of the day, we’re human individuals. Refocusing organizations on team members and their circumstances and experiences takes empathy, vulnerability, and authenticity. As HR professionals, it’s our role to lead the way.

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The Human-Centric Workplace: Reimagining Work And The Definition Of Success

What Is a Human-Centric Workplace?

It’s simple, really – a human-centric workplace has a focus that revolves around the people that make up your organization. Some of the attributes that make a workplace human-centered include:

●● Less likely to be searching for a new job ●● More likely to be engaged and productive

●● Leading with compassion ●● Being present, listening and seeing each employee as a whole human who is capable, creative and complete ●● Flexibility driven by team members, their needs and wants ●● Intentional, transparent and creative collaboration ●● Smart use of technology, but knowing when AI can’t take the place of human interaction

The Importance of a Human-Centric Workplace A look at recent surveys provides insight into the current challenging employment environment. As a whole, when surveyed about benefits, employees prefer that benefits focus on health care (with an emphasis on mental/emotional health), retirement and flexible work offerings.

However, while employees desire remote work options and more control over their work hours, the majority of managers expressed the need for employees to be onsite full time. In fact, many managers were considering consequences for employees unwilling or unable to work onsite. This view persists despite the fact that those same managers agree that the company’s profitability and productivity would remain the same or increase if employees were offered hybrid or remote options.

Team members tell you what they want and need so they can be personally and professionally successful and also help propel your organization forward. When company leaders don’t take employee feedback into account, employees are more likely to leave. Perhaps you’ve heard of the “Great Resignation?”

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A key element of employee recruitment and retention is when employees feel their employer cares about their wellbeing. When your company culture reflects a human-centric practice, employees are:

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●● Less likely to experience burnout ●● More likely to trust and advocate for your organization That goes for you as well! You put the human in human resources and are not exempt from exhaustion and burnout. In fact, at least 42 percent of HR professionals say they feel overwhelmed by the number of projects and responsibilities they have.

When we ourselves are at a breaking point, when our people are feeling disconnected and unheard, the company has to lead from a deeply human place. In order for HR professionals to do that and feel supported, the entire company – mission, vision and structure -- has to be organized in a human-centric way.

Not only is that human-centric focus essential to optimize the potential of your workforce and your business performance, but it’s also the right thing to do. Best of all, as a pebble dropped into a pond, what we create inside of our organizations expands to our clients, communities and the world.

How to Make Your Workplace More Human-Centric A human-centric workplace starts at the center with purpose, values and leadership principles from founders and executives. The main determining factor of what the workplace/culture feels like every day lies with front-line managers – 70 percent of team engagement is determined solely by its manager. In other words, human-centric workplaces begin with human-centric policies, practices and leaders. Simply put: Treat your people like people. That’s what will determine your success or failure.

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The Human-Centric Workplace: Reimagining Work And The Definition Of Success

Look at the Workplace Through Multiple Lenses ●● Examine your systems with the perspective that there is no one-size-fits-all solution. We need to make work more workable for a diverse group of people. 3M, for example, implemented its Work Your Way plan in 2021 to allow employees to create a schedule that best fits their needs working from wherever allows them to be most productive. ●● Reexamine your company culture – the guidelines and agreements of how we treat each other through the experience of work. Survey your leadership team, managers and employees to get insights into what makes your people feel safe, motivated, included, valued and rewarded.

Use a Coaching Approach to Leadership ●● Personalize leadership and development to each team member. Involving each individual, truly listening to them and working to incorporate their lived experiences helps us see beyond our filters and ideas about employees and puts a capable, creative and complete human being at the center. ●● Implement weekly touch points, feedback and recognition. Build on strengths and develop a team that is energized by working together. ●● Managers should be the biggest supporter of their teams, but also expect each team member to take responsibility for their own path. Coach with a focus on resilience and flourishing.

●● Communicate, communicate, communicate (then repeat). Make transparency and authenticity a primary goal. ●● Commit and follow up. ●● Celebrate wins together and accept defeat together.

HubSpot is consistently mentioned as a great place to work by its employees, and with good reason. They invest in their team members in a variety of traditional and innovative ways, but they really demonstrate their trust in their employees by offering perks like unlimited vacation days and a four-week paid sabbatical. Employees trust that they can utilize these opportunities as they need or want, HubSpot trusts that employees will use them responsibly and that the time away will result in countless benefits.

Treat Others the Way You’d Like to Be Treated Flexibility, collaboration and empathy – are the keys to a human-centric workplace. Get it right and you’ll have healthier, happier and more productive employees.

That translates to a healthy, productive company that attracts and retains top talent. When you’re able to offer people control over their lives, and meaningful opportunities to contribute, feel appreciated and be supported, you are truly taking a human-centered approach to your business.

Dr. Toni Best is Co-Founder and Chief Human Performance Officer at Aduro.

Create Trust, Build on That Trust ●● In every interaction, listen, seek to understand and invite different perspectives and viewpoints. Work to establish the skill of holding multiple perspectives or competing ideas at the same time and allow the future to emerge.

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Return To Normal? No Thanks!: Renegotiating The Social Contract How to create an environment of inclusion, creativity, and freedom

By Jeff Evans, Designed Learning

R

eturn to work. Return to the office. Return to normal. These phrases can be wrought with excitement, apprehension, and sheer terror! Many people are relieved that the world is beginning to open and that we will physically be with others again. We yearn for things to be “normal” again.

Yet, as we reflect on our pre-pandemic life, we’re not so sure “normal” was as great as our memory recalls.

For many of us, we fought the traffic and headaches of a long commute via car, train, or other transportation.

Even with a short commute, the preparation time to get “office-ready” was definitely longer than getting “Zoom ready”.

Many of us have deeply missed the interactions with co-workers and friends at the office. Being physically present with others allowed us to connect in a way that can’t quite be duplicated virtually. At the same time, working from home gave us the flexibility to deal with all aspects of life.

Our work lives and personal lives were much more integrated during the pandemic. Many had children at home experiencing the virtual learning environment.

Pets, neighbors, and family members, who don’t realize the significance of an important work call, interrupted at the worst possible moments. Yet this integration was, somehow, more real and human.

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There is an intimacy on a video call where we are invited into people’s homes and get a glimpse of the whole person, not just the office colleague. Yes, on video calls we can blur the background or even select one that depicts an exotic place we would rather be.

But in the end, we are home, experiencing all the joys and challenges that home brings.

In addition to the physical presence, we had at the office, there was also the culture that we experienced.

Depending on your situation, that culture may have been productive and nourishing, or it may have been toxic and draining. Maybe some of both depending on the day. This varying culture is present in our home environments, as well. Some homes are nourishing.

Some are toxic.

Whether in the office or at home, we yearn for a sense of belonging. And yet, even when surrounded by people in the office, we could feel isolated and then the pandemic put a spotlight on our isolation. For many months, we couldn’t leave our homes. When we did, we practiced social distancing and wore masks.

This physical separation from others definitely contributed to a sense of isolation. Yet, if we’re honest with ourselves, there was a sense of isolation prior to the pandemic. We isolate ourselves and others based on political beliefs, race, gender, socio-economic status, religion, and many other factors.

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Return To Normal? No Thanks!: Renegotiating The Social Contract

We rebel against isolation by seeking a sense of belonging. This yearning for belonging can manifest into agreeing to a social contract with our employer, where we want them to take care of us. We agree to be a good employee, follow the rules, do as I’m told, and fit into the culture. In turn, we expect our employer (boss) to take care of us, provide benefits and create a safe environment. Even though this social contract has not been articulated with clarity, it is an assumed contract when we are employed by others.

Unfortunately, this social contract can, at best, only support my membership in an organization, not belonging. Belonging goes beyond the parent/child social contract and moves into a space where I am valued and seen as a human being. I have skills, gifts, idiosyncrasies, and flaws. My differences are celebrated and encouraged. We co-create the future we want together, regardless of hierarchy, power, and authority.

If the dominant social contract has been a promise of safety, security, and predictability, what is an alternative? An alternative to the dominant social

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contract is one of co-creation, freedom, and personal accountability. In the alternative, we aren’t looking for an organization or boss to take care of us. We are responsible for our own well-being, and we engage in collaborative partnerships with others to bring our full selves and others together.

This new contract takes courage in the face of a culture that values command and control. As Peter Block states in “The Empowered Manager”, this new contract taps into an “entrepreneurial spirit where all members of the organization take responsibility for themselves and the organization. It fosters the belief that they can co-create a workplace that they believe in”.

The pandemic has allowed us to re-examine, or examine for the first time, the social contract we have entered with our employers. We can be very productive working virtually without anyone watching what we do. In fact, this freedom helps us be more productive. But what about those workers who take advantage of working virtually and don’t do their work? If the work outcomes are well-defined, we can measure success by the results we get whether we are in the office or at home.

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Return To Normal? No Thanks!: Renegotiating The Social Contract

This does take a leap of faith for the leader. They must trust that team members will get their work done with high quality, efficiency, and creativity. They don’t promise to take care of anyone. That’s the job of a parent. They create an environment of inclusion, creativity, and freedom where people have a sense of belonging and experience psychological safety. They co-create an environment where people choose to be accountable to each other.

So, as we contemplate returning to the workplace, examine what we have to gain, and what we have to lose. What is the social contract that makes you come alive? It may be with your current employer, maybe not.

We all need some sense of security, especially from a financial perspective. However, have we given away our freedom to be who we really want to be?

Enter a social contract that values diversity, freedom, and individual accountability. This can be realized working from home, working at the office, and in a

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hybrid environment of both. It may seem a bit risky at first. At times, we like the idea of someone taking care of us. But in the end, we will all be disappointed that we put our well-being and happiness in the hands of others. Take the courageous step of examining your current social contract and re-negotiate it if it isn’t working for you.

Jeff Evans is an experienced Organizational Development practitioner and coach. He is a Managing Partner at Designed Learning. He spent over 25 years as an internal consultant for NASA, Chrysler and the Cleveland Clinic. His passion is to bring humanity to organizations and communities around the world.

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Internal Communication In A Remote World: How To Fight Against The Workplace Happiness Decline Consistent culture-building is key to employee engagement

By Holly Grogan, Appspace

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s organizations continue to accept geographic flexibility for their employees, many are moving to primarily remote workforces, with fewer than 50% of team members working in the office regularly. According to the 2022 Workplace trends & insights report by Appspace and Beezy, most employees say their companies have effectively transitioned culture-building events online. However, fully remote employees are the least likely to share this sentiment (55% agree, lower than the overall average). Moreover, employees who spend most of their working time remotely, benefit the least from online activities. *

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Despite the increased flexibility in how and where they work, employee happiness levels are not increasing. According to the aforementioned report, only 20 percent of employees responded that their happiness level at work increased in 2022 compared to last year – a decrease from 28% in 2021.

exposes companies to cybersecurity and privacy vulnerabilities. Yet, many employees face another IT struggle - using their company intranets to complete everyday tasks. The percentage of employees who find their companies’ intranet buggy or unreliable has increased from 63% in 2021 to 65% in 2022.

In an increasingly tight labor market and war for talent, what can employers do to improve employee engagement and contentment to keep their teams happy and productive?

When compounded with other frustrations, this opens the proverbial door for employees to resort to non-sanctioned workarounds. Even IT departments are not immune from IT problems. A majority (58%) used unapproved communication and collaboration tools this year, compared to only 28% of general employees. *

Tackle Technology Traps Providing large-scale remote access to global workforces

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Internal Communication In A Remote World: How To Fight Against The Workplace Happiness Decline

To efficiently support hybrid working arrangements, companies must offer IT tools their employees need, such as communication, resource scheduling, and collaboration tools. These tools will reduce friction in how internal teams share content and knowledge across their organizations.

With geographically dispersed workforces, companies must also remove the guesswork from daily workflows. Consistent messaging across platforms ensures essential information reaches every employee, from the frontline to the office, without leaving anyone out of

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the loop. For example, Appspace enables workplaces to overcome communication gaps and regional nuances by utilizing localized channels, settings, and preferences that ensure an uninterrupted flow of information.

Being more informed and aligned, in turn, makes it possible for workplaces to foster employee productivity and well-being.

Play the Long Game Addressing and rectifying pain points can be a time-intensive process. With this understanding, employers can acknowledge employee grievances, while providing realistic timelines for

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resolution. Turning to unreliable quick fixes will add to employee frustration and potentially damage internal brand perception.

Findings from a global study of over 4,000 employees by The Workforce Institute, revealed that 74% of employees are more effective when they “feel heard.”

Including staff in decisions and progress, instead of just informing them afterward, will help companies make decisions that align more closely with employees’ collective needs.

In this new work environment, this increased participation is especially important with remote workers.

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Internal Communication In A Remote World: How To Fight Against The Workplace Happiness Decline

What’s Their Work Language?

Flexible working arrangements such as hybrid, all-remote, or majority-remote allow employees to be productive on their terms.

However, the lack of in-person facetime with coworkers and other tangible aspects of a physical workspace invariably cause a feeling of disconnect, or even isolation in employees, during prolonged periods of remote working. Nearly half (47%) of employees shared that lacking a sense of camaraderie with their coworkers is a top struggle when working remotely this year- up from 41% in 2021. * Offering a digital workspace where employees feel free to engage in ways that work best for them, encourages their mindful participation in company culture. Modern intranets enable companies to create a digital environment that is conducive to both work and non-work-related culture-building

opportunities. Delivering fresh and informative content that caters to employee interests also boosts engagement.

By facilitating feedback in both structured (surveys) and unstructured (comments) ways, the modern intranet helps create engagement at diverse levels, thereby promoting networking, exchange of ideas, and shared experiences. In the fight for talent acquisition and retention, companies should examine and implement ways to ensure employees maximize their respective digital working experiences.

Plan Today for Tomorrow’s Digital Workplace An ideal digital workplace in a work-from-anywhere (WFA) setting will support organizations’ collective move to asynchronous communication, an inevitable derivative of a globally distributed workforce. This approach simplifies sharing early-stage ideas and updates across

multiple time zones. GitLab, one of the world’s largest all-remote employers, calls this process “blameless problem-solving.” As companies tackle the challenges of time and distance stemming from remote work, they can use this time of transformation to support virtual socialization, team building, brainstorming, and codifying knowledge, and resources.

Technology advancements and human-centric strategies provide many opportunities for organizations to surpass employee happiness and engagement expectations.

How well organizations meet employees where they are in this new environment, will differentiate the standard bearers from the laggards or simply, the companies who will remain competitive and those who will fail to meet employee and market demand. *2022 Workplace trends & insights report

by Appspace and Beezy

Holly Grogan is Chief People Officer at Appspace. In this role, Holly is responsible for driving the company’s growth and profitability through human resources and talent strategies. She has spent most of her career building People & Culture strategies for high-growth companies while creating great places to work environments. Holly is on the Board of Directors of Think Big for Kids, a non-profit helping break the cycle of poverty by providing middle and high school students with career opportunities, mentorship, and job readiness.

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How To Give Employee Rewards Publicly To Maximize Impact A few key approaches to keep in mind

By Jignesh Shah, Blackhawk Network

rising tide of positive sentiment, driving motivation, and spurring the desire to “pass it on” and celebrate peers. To begin a more public, demonstrative employee recognition program, there are a few key approaches to keep in mind:

1. Create a Culture of Employee Rewards and Recognition

O

ne-on-one praise, good performance reviews, and bonuses are always appreciated by your employees.

But there’s a reason that in everything from academics to sports to Hollywood, awards are handed out during ceremonies and leaderboards are posted for everyone to see. Recognition usually means more when it’s given publicly, and employee rewards are the same.

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Many business leaders now recognize that employee rewards and recognition are critical for their company’s success, and team members who feel valued are more likely to have positive opinions about their employer and less likely to job search.

Not only does public recognition have a significant impact on who is being recognized, but it affects the entire organization: building a

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Employees value recognition from their immediate manager most, according to research from BambooHR and Quantum Workplace1. When that recognition is received, they are more likely to recognize others, according to Achievers2. By handing out employee rewards publicly, supervisors and managers can set an example for the entire workplace. When senior executives do the same, the company fosters a culture of recognition that trickles from the top down and reaches all levels.

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How To Give Employee Rewards Publicly To Maximize Impact

will infuse them with more meaning and increase impact.

Not only that, but this approach can help remote workers feel more included and celebrated.

Now more than ever, effective employee recognition is critical for retention and business success.

Notes 1

“Recognition in the Workplace” Bamboo

HR and Quantum Workplace, 2022. 1,000 employees surveyed. https://marketing. quantumworkplace.com/hubfs/Marketing/ Website/Resources/PDFs/Recognition-in-

2. Emphasize What Can Be Achieved to All Beyond the individual employees appreciating their rewards, public recognition is positive reinforcement for the entire team. It can act as a motivator to increase overall productivity and performance on a broader scale and becomes a learning opportunity. Showing team members that they, too, could be applauded and earn great employee rewards gives them something to work toward.

3. Increase Peer Recognition Exposure Peer-to-peer recognition is another important piece of the puzzle when it comes to employees feeling appreciated. In fact, 41% of respondents are looking for more recognition from their direct co-workers1. While being thanked by another team member is great, the result is amplified when done in a public setting. It guarantees that everyone — most importantly, a manager or other team leaders — is aware of employees’ daily

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contributions and achievements, which often get overlooked in more high-level assessments.

4. Integrate Quick Rewards On its own, public recognition isn’t always enough. To maximize impact, it should come with rewards. A top reward option: 86% of those surveyed said a gift card or prepaid card from their employer would make them feel valued, Blackhawk Network found3. Whatever the reward is, though, employees will want it quickly. Blackhawk’s research also found that more than half of respondents said a reward becomes less impactful if it takes too long to receive. Rather than providing a small bonus on their next paycheck or offering a celebratory social next month, add employee rewards into the meeting or event discussing topical achievements and distribute them on the spot.

Making your employee recognition practices more public and social across your organization

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the-Workplace.pdf 2

“The Great Recognition: 2022 State

of Recognition Report” Achievers, 2022. https://www.achievers. com/resources/white-papers/ workforce-institute-the-great-recognition/ 3

“BrandedPay: How People and Brands

Connect Through Payments” is based on the findings of an internet-based survey conducted by Leger on behalf of Blackhawk Network between February 12–March 17, 2020. The sample size included over 12,000 respondents in eight countries.

Jignesh Shah is the Head of Global Integrated Incentives at Blackhawk Network.

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Rewarding Multigenerational Workforce: Top 5 Insights Engagement is more than employee happiness

By Tony Delaney, Brownie Points

W

ould you give the same reward or gift to an 18-year-old man and a 55-year-old woman? Or how about a 25-year-old woman and a 65-year-old man? I would guess not, because they typically have different tastes, priorities and activities or interests.

The same applies to gender, ethnicity, and religious leaning. Each category is likely to want recognition, in different ways.

So, why recognize and reward them the same at work?

While companies are recognizing the value of inspiring and engaging staff, and rewarding them for going the ‘extra mile’ or ‘above and beyond’, many have yet to fully appreciate that these rewards and recognitions must match the motivational values of the person receiving them.

Today’s workforce is made up of employees from a variety of generations, all with different strengths, experiences and values. Matching rewards to these values can ensure that they are significant, motivational and achieve their intended purpose.

Here is a quick guide to rewarding today’s multigenerational workforce:

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Millennials This creative, innovative, tech-savvy, group of multi-taskers have grown up with instant gratification as a way of life; including, finding information at the drop of a hat, or redefining long-held traditions.

This group believes that work should be somewhat of a second family and an environment that is fun, engaging and sociable. Their different approach will affect the way they perceive rewards and recognition.

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Rewarding Multigenerational Workforce: Top 5 Insights

Perks, awards and incentives that fit into their values and goals will guarantee that these rewards hit their mark. To fulfill millennial values consider perks such as • Casual dress days • Tuition reimbursement • Flexibility of office hours and location • A day off in lieu • Mentoring • Access to and integration of new technology.

Generation X Generation X statistically holds the highest education levels across all age groups. This highly educated, active, and family-oriented group has a work hard, play hard mentality and are socially conscious.

Perks that will most incent this group include: • Granting them freedom by not micromanaging their projects • Autonomy to pursue ‘passion projects’ • Opportunities to continue learning and gaining new skills • Flexible work arrangements • Time off for voluntary work.

Baby Boomers The ‘Boomer’ generation is one of the first generational groups to be concerned about retirement with many working past the common retirement age.

Baby Boomers see their current jobs as a position they’re in for the long haul.

Baby Boomers will appreciate perks that align with these values including: • Opportunities to learn and gain new skills, especially in the technology sector • Wellness programs • Healthcare incentives and benefits • Recognition of long tenure and loyalty to their organization • Retirement contributions.

Cross-Generational Rewards Multigenerational, multi-ethnicity and multi-religious workforces can be rewarded with a wide range of rewards, or simply with the act of recognition through positive feedback, so think carefully when implementing your Culture of Appreciation.

Here are some reward ideas which any of these groups will appreciate and will help in your quest for improved engagement and passion in the workplace.

Incentive ideas for across-the-board recognition and rewarding include: • Wellness programs • Community

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volunteer programs • education • Non-cash incentives • Incentive trips • Peer-to-peer recognition rewards • Positive feedback and employee rewards • Training.

Many of the perks mentioned above can be executed with little or no money and can have a huge impact on employee satisfaction, morale and productivity, while fulfilling the values of work-life balance.

Engagement is more than employee happiness.

Employee engagement and staff recognition programs are not only about the happiness of your employees.

Just as important, if not more so, are the business results. After all, if there are no measurable improvements to the business, why embark on an engagement or recognition program?

Employee engagement strategies measure the energy, effort, and passion employees bring to their work. And that’s important to bottom-line success.

Hence, employee engagement is indispensable to the success of any organization.

Studies by industry experts show that engaged employees in an organization tend to work harder, are more motivated, provide better customer service and have lower turnover and absenteeism rates.

The bottom line is that employee engagement can have a profound effect on an organization’s overall performance.

Employee engagement studies have shown that when employees feel truly valued and appreciated, they tend to work harder. That’s why one of the best ways to drive engagement is to implement a recognition (and reward?) program in your organization. The act of giving and receiving employee recognition for contribution and effort is a great way to show appreciation and help improve engagement.

A 2021 Workplace Trends Report shows that in addition to promoting higher engagement, employee rewards and recognition programs can yield higher profits, higher productivity, higher retention rates, and higher sales. Now that’s a great return on investment.

With results like this, all businesses should take note.

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Rewarding Multigenerational Workforce: Top 5 Insights

An excellent way to optimize a recognition program is to design one that is consistent, fair and transparent, and represents your organizational values, while understanding the motivations of your multi-generational workforce.

When implemented, a recognition and reward program should be customized to meet the unique cultural and generational needs and preferences of your employee base, so keep the following suggestions in mind: 1. Implement uniform, company-wide reward and recognition programs that are paired with clear objectives customized to drive your most wanted activities, behaviors, and outcomes.

2. Be aware of your employees’ cultural and generational preferences. The instant text message or an email that motivates a millennial employee could simply frustrate a Baby Boomer who prefers reward or recognition delivered in person.

3. It is also imperative to understand the laws of the country to develop an employee compensation plan, both from a tax perspective and a privacy one.

4. If you are giving rewards, consider the most appropriate balance between monetary and non-monetary awards. A range of rewards, from e-gift cards to experiences and merchandise are ideal to satisfy today’s workforce. Also worth considering are internal rewards such as paid time off, learning and development initiatives, or health-related rewards. The great thing about these rewards is that they can be a high impact on the recipient, while being a lower cost to the employer.

5. Implement the right tools and technology platform to ensure that consistent company-wide recognition can be easily customized to your organization’s need for employee recognition.

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Ensure that recognition can be given instantly to maximize impact, so a technology that includes a mobile app is particularly useful, especially for staff that is mobile of not desk-based. There are numerous platforms on the market that can deliver these benefits, while reducing operational costs when supporting the engagement program, and delivering real-time information to management.

Companies have now realized that recognition (and reward) programs for ALL employees help encourage desired behaviors, motivating employees to perform at a higher level.

With lower attrition and absenteeism rates, higher productivity, improved customer experience and more, if your organization does not have employee engagement as a high priority you are not maximizing your most precious commodity - your staff.

How does your organization reward its multigenerational workforce? Hopefully, your answer is ‘carefully, with a thought on the motivation of the recipient.’

After all, your employees are your ONLY unique competitive advantage, so protecting them is crucial for your business success, so beware. If you don’t recognize your staff for their positive behavior and contribution, your competitor will!

Tony Delaney is the CEO of Brownie Points. He has a wealth of sales and marketing experience at the manager and director level, working for international corporate software and services companies such as Informix, Amdahl and Information Builders. Tony established Brownie Points in 2011 and is responsible for the corporate strategic direction of the business. Tony is also currently responsible for sales, marketing and alliance channels at Brownie Points.

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a i r o t i Ed

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Employee Feedback and Performance Management

Aug 2022

2

Celebrating Your Employees: The Hows and the Whys

Sep 2022

3

Employee Disengagement & Reengagement

Oct 2022

4

The Future of Employee Engagement

Nov 2022

5

Current Employee Experience Challenges and Anticipated Trends

Dec 2022

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3 Must-Haves For An Effective DEI Program Why DEI must evolve with the changing needs of the employees and the organization

By Natasha Nicholson, Kantola Training Solutions

I

f you are struggling to demonstrate the effectiveness of your commitment to diversity, equity and inclusion (DEI), you are not alone. Research backs up your concerns, but there is an answer to this dilemma.

According to a study by HR Research Institute, only 41% of HR professionals surveyed indicate that DEI initiatives in their organizations have reached the “expert” or “advanced” stages. And only 30% rate their organization’s DEI initiatives as highly effective.

And perspectives on DEI programs diverge between workers and employers. A survey from nonprofit JUST Capital shows that 49% of workers believe their DEI program has clearly defined goals (compared to 69% of employers).

Moreover, one in four workers says they are “not sure” how much

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progress the organization has made.

At the same time, demonstrating the effectiveness of DEI is more important than ever. Not only is DEI central to employee well-being, but it is also essential to creating a thriving organization.

DEI is increasingly used as part of demonstrating the “social” aspect of your ESG (Environmental, Social, and Governance) goals— which investors consider in identifying a company’s risks and growth opportunities. DEI also has implications for greater revenue potential. Consider research from the Boston Consulting Group showing that more inclusive companies achieve 19% higher revenue than their less inclusive counterparts.

So, what is the answer to successfully achieving DEI? It’s embodied in treating DEI as a journey that is unique to every

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company—with multiple paths that require ongoing reinforcement and consistency along the way.

That means creating a program of year-round efforts that will culminate in a mix of touchpoints, producing the power to make real change.

But what’s the right bundle of activities to produce the best result? Speaking at an MIT Sloan Management Review symposium earlier this year, Wharton researcher, Stephanie Creary, co-author of a large-scale DEI research study, revealed that certain bundles of practices are more influential in driving specific outcomes. For instance, practices like managerial involvement, mentoring and sponsorship are particularly effective for fostering a sense of belonging. And “if the goal is to get more people to speak out against bias, the practice of education and training is critical.”

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3 Must-Haves For An Effective DEI Program

The most essential aspect of this idea is to create a set of initiatives that are tailored to your company’s particular needs. Let’s explore some options that will help you find your way through your own DEI journey, and we’ll start with what you need to have in place to lay the groundwork.

Three Must-Haves for an Effective DEI Program As you build or maintain your DEI program, remember that this journey will take time, patience and commitment. Through the process, there will be steps forward and some steps back.

Many in your audience of managers and employees will embrace your efforts, but some will be resistant.

Every organization is unique and so you must tailor expectations to fit with what is reasonable to accomplish, now and into the future. The most effective DEI programs will include steps like these. ●● Set your ambition and assess where you stand on the DEI continuum The first step is often the hardest and asking some critical questions can lead to helpful discoveries.

Consider: How committed is your organization to starting on this journey?

What are you trying to accomplish and why? What is a reasonable starting point? Have you already taken steps? What worked

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or didn’t work? Don’t be discouraged if you are behind other organizations.

Be patient and remember that incremental progress is often the best way to create lasting change. ●● Develop and implement a plan that creates ongoing engagement The right kind of plan is essential. The key here is to have a plan that leans into ongoing engagement, not a one-time effort.

Consider a multi-year plan that is annually refreshed and refined.

Start your plan with what is easiest to accomplish and prepare to tackle more complex challenges in an incremental way. A must-do priority: create ongoing engagement with managers, as they are essential to DEI success. That includes prioritizing their education and training. And as you look at the organization broadly, determine how you can adjust workplace policies for bias and what else you can accomplish, such as mentorship and sponsorship, now and into the future. ●● Create a safe environment for self-discovery and reflection Change can be difficult, and people need a safe environment to enable self-discovery and reflection. Research from

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HBR indicates that team psychological safety may hold the key to unlocking the benefits of diversity. Create psychological safety for employees by being clear that there will be no shaming and blaming—and that everyone benefits from inclusivity. Feeling safe is the antidote to fear, which is often at the heart of resistance to change. Be clear that no one will be forgotten or left behind.

Inclusivity means that everyone is understood, appreciated and valued.

Why DEI Must Evolve With the Changing Needs of the Employees and the Organization DEI and the needs that surround it are not static and continue to evolve with the organization and its employees. The plan you start with may not be the same one you need down the line. That’s why it needs to be flexible and resilient.

The evolution of your DEI program must be part of the plan.

So, why does DEI keep changing and how can you stay current?

Because DEI is driven by larger societal priorities, and we are working in an environment that is shifting rapidly, expectations for DEI are constantly changing.

A couple of years ago, it was enough for an organization simply to say that DEI is important.

Today, the expectation is to apply concrete efforts that achieve demonstrable results.

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3 Must-Haves For An Effective DEI Program

the most effective ways to do this is to create connections through storytelling and examining everyday scenarios.

Because managers are in a pivotal position to affect DEI efforts, ensure they receive special attention, arming them with the knowledge and skills they will need to be your strongest champions. Throughout your communications with managers and employees, reinforce that a diverse, equitable and inclusive culture is a success driver for both the company and everyone in it.

What is the best way to keep up?

Your DEI efforts must have the underpinning of a solid learning foundation and the process should include a feedback loop with managers and employees.

And your unique bundle of activities must be complimentary and evenly distributed for greater learning and discovery. Let’s unwrap this a bit more to dig into the details.

How to Create an Effective DEI Process 1. Set a solid learning foundation Deploy an annual training program to set a solid foundation for learning.

This will enable you to create an even platform from which to share knowledge in a consistent way. Engage employees with relatable concepts and ideas that can bring everyone on board. One of

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2. Reinforce training with complementary initiatives Education and training are critical pieces of the DEI puzzle, but they are far more powerful when ensconced in a variety

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of other year-round activities. The Wharton study mentioned above looks at two powerful DEI practices, 1) Prohibitive voice: speaking out against bias and calling out DEI issues, and 2) Promotive voice: speaking up to improve DEI in hiring processes and practices. In both cases, education and training feature prominently in accomplishing these practices. However, so does managerial involvement, internal diversity partnerships (ie., employee resource groups, DEI councils) and mentoring and sponsorship.

Enhancing annual training with additional activities like these will enable consistent follow-ups and will further reinforce learning and behavior change.

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3 Must-Haves For An Effective DEI Program

3. Take steps to remove bias from workplace processes and policies The initiatives above need one more critical component: removing bias from existing workplace policies and processes.

That includes adjusting recruitment, hiring and promotion practices, setting key performance indicators that support DEI, reconsidering superfluous policies that create unnecessary barriers, as well as promoting,

standardizing and codifying new practices that reinforce behavior change. All of these adjustments will help to tackle the “equity” part of the DEI equation, which is critical to creating real, lasting and transformative change.

4. Create a feedback loop for managers and employees By creating regular touchpoints between annual training and other DEI activities, you will open the door to supporting ongoing reflection and

learning. You will also be in a position to enable peer-to-peer interactions that advance new ways of thinking and behaving.

Feedback loops are best when they are a combination of formal touchpoints, such as surveys and pulse-checks, as well as informal and ongoing discussions, like manager and employee connections. For the latter to be effective, managers must be armed with the tools and strategies they need to address delicate and difficult questions.

The ideas above offer a balance between innovative thinking and proven strategies—and their effectiveness will be largely based on how you choose to apply them to serve the specific needs of your organization. Be ready to allow for a bit of trial and error until you find just that right mix that helps you on your way. And always, remember to widely celebrate the milestones along your journey.

It will feed a true sense that everyone is working toward the same shared success.

Natasha Nicholson is the Director of Content Marketing at Kantola Training Solutions. She is responsible for thought leadership, content strategy and production. Her background includes more than 20 years as a content leader, communication strategist and editor. Prior to Kantola, she was the Content Director for the International Association of Business Communicators (IABC), and served as Executive Editor for Communication World and Catalyst magazines.

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