The HR Digest October 2022

Editor’s

NOTEEver read a book on achieving a successful organization transfor mation? If you have, chances are it was a dull, platitude-filled book with more attempts at humor than an ITV game show. For our Octo ber issue, we took a closer look at the work of HR leaders who’ve been at the helm of successful transformation. We our cover story, we spoke to executives to understand their keys to achieving both reputational and organizational success. We hope you enjoy reading this issue as much as we did while creating it!

It has always been our goal to unpack reflective issues for our readers. The depth, research and hard work put into each of the feature stories will be apparent to every reader of our publication. With great pride, I present the July issue of The HR Digest.

Cheers!

As ever, we look forward to your feedback (editor@thehrdigest.com, @TheHRDigest on Twitter, Facebook.com/TheHRDigest).

Priyansha Mistry editor@thehrdigest.com

Editorial

Jay Raol

Editor-in-Chief

The Team

Design

Kevin Paul Sr. Graphic Designer

Priyansha Mistry Editor

Anna Versai Sub-Editor

Diana Coker Sub-Editor

Jane Harper Content Writer

Project Management

Tony Raval

Project Director Jay Raol Project Director

Marketing Technology

Advertising

Jason Miller Sr. Project Director

John Hancock

Head-Web Department

Jay Raol Director – Ad Sales

Finance Control

R. R. Baratiya

Le Manh Coung Sr. Software Coordinator

Julia Hunt Magazine Production

Contents

October 2022

HR Drift

The Deceptive World of Deepfakes

Leadership Insights

Performance Management: Does a people-centric approach work?

Q&A With Jane

How to convince the boss to let you wfh?

Supporting LGBTQ Mental Health at Work

Story

Most

Employee Fired 1 Day after telling HR about Discrimination

Training & Development

P.92

Recruitment Point

P.104

Quiet Quitting Explained P.118Success Story

How Four-day-work week became a success in Iceland

Workplace Culture

Succession Planning: The secret sauce to retain top talent

HR Tools & Technology

Leading With HR Analytics Tools

HR Events

Top picks of conferences and professional events around the world

P.128

Unmasking Imposter Syndrome P.138

P.156

THE DECEPTIVE WORLD OF DEEPFAKES

In recent months, the FBI has received an increasing number of reports from companies about job candidates using deepfake audio and video for remote interviews, coupled with personally identifiable information (PII) in order to secure remote positions.

According to the FBI, one way they are harvesting the PII is by posting phony job postings, which gives them access to resumes, applicant information, and more.

Fraudulent job applicants merely need a photo of the fictitious person to pass for someone else on a live video conversation, not fancy or expensive hardware or software. With the help of consumer goods like the Xpression Camera, con artists may upload someone’s photo and utilize their face in a live video interview.

Due to “actions and lip movement of the person seen interviewed on-camera not properly coordinating with the audio of the person speaking,” the FBI notes that such deepfake video calls frequently fail.

These imposters frequently apply for positions that need them

WHAT IMPOSTERS WANT:

to do “information technology and computer programming, database, and software related job functions. Notably, some reported positions include access to customer PII, financial data, corporate IT databases and/or proprietary information,” according to a June 28 posted alert by the FBI’s Internet Crime Complaint Center.

The bottom line is that in the face of remote work and new technology that allows people to fake their appearance, voice, and identity, our old practices for validating employees — namely, in teracting with them and identifying who they are — are becoming increasingly unreliable.

MONEY, CORPORATE ESPIONAGE, ACCESS TO COMPANY SYSTEMS, AND UNDESERVED JOB PROGRESS SEEM TO BE THE PRIMARY DRIVERS.

VR & METAVERSE: TWO PEAS IN A POD

In a recent issue of Harvard Business Review, NextMeet, PixelMax, Microsoft (through HoloLens) and Metaverse Learning were highlighted as avatar-based virtual reality platforms beyond Meta that are rev olutionizing the workplace. The analysis also highlighted the teaching potential of VR and other aspects of HR, such as “live status tracking,” food delivery integration, and chance encounters in the virtual workplace that are akin to bumping into a colleague in the conference.

According to a KPMG report, just as many people want to use the metaverse for socializing as they do for workplace training. The respondents to KPMG’s poll were divided into four groups: actual metaverse users, likely tech users, the undecided and the highly unlikely users. Roughly 92% of the active users mentioned how important interacting with friends and family is. The same percentage also believed the metaverse may improve learning options for job training, school and higher education.

Similarly, 91% of likely users indicated that metaverse could potentially enhance their learning and development; 89% of likely users said

friend and family connec tions through the metaverse could be a valuable asset.

The vast majority of users who responded acknowl edged that the metaverse would help forge new business opportunities to meet and connect, or network.

According to a KPMG report, just as many people want to use the metaverse for socializing as they do for workplace training.

HOLIDAY HIRING MARKET

CHALLENGES EMPLOYERS

According to a Multimedia Plus study, companies are increasingly worried about workforce than supply chain woes as the holiday season approaches.

Half of the 149 senior executives surveyed said that staffing and salary challenges were a big concern, which was more than 28% of the respondents who acknowledged that supply chain issues were a top priority.

According to the study, onboarding and scheduling are “taking a back burner,” and 65% of executives said that recruiting is the largest obstacle for staffing up for the holiday season.

“After two years of adjusting to a new normal, retailers and hospitality ex

ecutives are scaling for pent up demand,” David Harouche, CEO and CTO of Multimedia Plus, said in a statement. “Getting enough trained staff in place is a major focus and is more important than other issues that we have seen in the past.”

Despite reservations about hiring, the report states that training is still a top focus for companies. The findings are consistent with recent Willis Towers Watson study, which found that more than half of companies surveyed are broadening training opportunities to recruit and retain talent.

The pandemic brought to light the “dual dilemma” that many companies have been facing for a long time – the combination of older workers retiring and younger workers’ willingness to hop jobs, especially post-pandemic when remote work is preferred over work from the office.

Recruiters still look at wages as a key factor, especially in industries like retail, where high wages have proved to be effective in the hiring process.

WHERE’S THE EXIT, ASK

C-SUITE EXECUTIVES

The pandemic appears to have taken a toll on everyone – from the average worker to the overpaid CEO. A Deloitte poll indicated that burnout is high in upper management as over 70% of C-suite respondents admitted that they will quit their current job for one that focuses on well-be ing.

According to a monthly tracker conducted by executive outplacement firm Challenger, Gray & Christmas, in December 2021, 106 CEOs left their posts. In total, the number of departing CEOs in the final quarter of 2021 was up 16 percent on a year-over-year basis. Furthermore, another study conducted by Deloitte and market research firm Workplace Intelligence found that C-suite executives feel as burnt out as the employees who report to them.

The Great Resignation showed the world that people are no longer willing to put up with unhealthy workplaces, and as per Deloitte’s report

The Great world that ing to put places, even the

even the boss wants to quit. The Deloitte study surveyed approximately 2,100 employees and C-level executives across the US, the UK, Canada, and Australia.

The Deloitte survey showed that while causes of job burnout may vary, around 69% of C-suite employees want to quit in comparison to 57% of employees. Commenting on the survey, Jen Fisher, Deloitte’s chief well-being officer, stated, “the number one thing these findings prove is that the C-suite is human too. None of us were spared from what has been going on for the past two and a half years.”

As upper management looks at the causes of burnout, even amongst themselves, it could translate to better work conditions and benefits that prioritize the well-being of employees in the long run.

Great Resignation showed the that people are no longer willput up with unhealthy workand as per Deloitte’s report the boss wants to quit.

FACULTY SALARIES FELL BY NEARLY 5% AS INFLATION EATS INTO LIVING COSTS

According to the American Association of University Professors (AAUP), faculty salaries fell by nearly 5% in 2021-22 when wages were adjusted for inflation. The annual report was released by the as sociation on June 22 which revealed the economic state of the noblest profession.

As per the report, that is in place since 1972, faculty salaries fell although in between the period 2020-22, salaries rose by early 2% to %103, 803. Inflation jumps have resulted in increased prices, with the year-on-year inflation touching 8.6%. The annual faculty salary data also points to the fact that those who did

not receive a raise and for those whose salaries stagnated, inflation reduced their spending power considerably. Taking the 40-year-high inflation into account means that full time faculty saw their wages fall by almost 5%.

According to Glenn Colby, senior research officer at AAUP, the number of faculty seeking data to ask for a pay rise is increasing. He stated that faculties want to make a case for pay hikes in relation to inflation. He stated, “I would just encourage institutions to make adjustments that maintain the standard of living so they don’t lose talented people. That’s the market comparison to make.” He also admitted that this year his office received an unusually large number of requests on institutional salary data and finances. He believes, as faculty salaries fell, they are trying to compile relevant data to seek adjustments on how raises are given, taking inflation into consideration.

The AAUP surveyed over 900 colleges with more than 370,000 full-time and 90,000 part-time faculty members, also known as adjunct faculty, to prepare the report.

While some colleges have taken voluntary steps to address the issue, there is no permanent solution in place to the effect of inflation jumps on wages. Carnegie Mellon University admitted that it is offering eligible employees a one-time payment of $1,500 to help with gas, food, and utilities. It is also putting a merit increase program in place for 2023. But one-time grants are not a lasting solution. One professor mentioned that it will be more beneficial to give retroactive raises.

While some colleges have taken voluntary steps to address the issue, there is no permanent solution in place to the effect of inflation jumps on wages.

PERFORMANCE

MANAGEMENT

Does a people-centric approach work?

By: Anna Versai

You want to create a people-centric workplace. But how do you do that? And more importantly, what are the benefits? We’ve got some tips to help you get started.

PERFORMANCE MANAGEMENT

Performance management can be a difficult concept to grasp, but it’s also an incredibly im portant part of every organi zation. We believe that perfor mance management should be people-centric. Every organi zation should want their em ployees to focus on their skills and strengths, and for them to feel like they’re being heard and supported by the people who are paying their salary.

That’s why a people-centric performance management system puts the power back in our employees’ hands. Many companies have seen great results from this system so far. Employees have been able to reach their goals more easily because they feel like they have control over them (and can recognize when something isn’t working), and managers have been able to provide more helpful feedback without having to micromanage every single task.

To learn more about people-centric management and how it can help your organization, this article explains what it is all about.

What is people-centric management?

People-centric management, just as the name implies, simply means focusing on your people (your employees) as an em ployee. It is a management strategy that accepts that an organization that does not put its employees first is halfway to fail ure. This is not to scare you as an employ er, but rather to motivate you to do better.

The traditional method of performance

management does not view em ployees as a crucial factor contrib uting to the success of a company. It downplays the fact that humans have a need to be seen and appre ciated. For this reason, so many companies are having difficulties accomplishing goals and crushing workplace barriers. Meanwhile, the answer to their worries lies in practicing people-centric management.

The problem with many businesses is that they don’t treat employees as if they were human beings. They treat them like units on a production line or units in a spreadsheet— people who exist only as long as they contribute one way or another

to the bottom line. But at the end of the day, every person has value beyond what they bring in or how much money they make for their employer—they’re human beings first, employees second.

If you want your company to cre ate people-centric decisions then start by treating your employees like humans rather than numbers. The solutions are laid out there; your people do matter and investing in them is a great path to success for your organization. Every need has a solution and as an employer breaching the gap between the two is necessary.

Why is people-centric performance management a must-have?

Performance management is a hot topic in organizations today. Everyone seems to be talking about it, but what does that mean for your business?

The answer lies in the way you use people-centric performance management. People-centric performance management is an approach that combines behavioral, cultural, and structural elements of human resource management with an understanding of the needs of your employees.

This approach helps your organization understand what motivates its employees and how they can be more productive while they’re at work. It also helps you understand the needs of your employees and work together with them to meet those needs.

The traditional method of performance management does not view employees as a crucial factor contributing to the success of a company.

How do you create people-centric in the workplace?

It’s a question we’re all ask ing ourselves: what’s the best way to manage em ployees? The answer is not as simple as you might think. It depends on the kind of company you’re running and its culture— and, more importantly, on how your employees inter pret their role in that cul ture.

That’s why performance management is so import ant. It’s a way for leaders to help their teams under stand what their goals are and how they can work to gether toward them. Per formance management, when done right, can be one of the most powerful tools a manager has to help their team achieve its goals. But how do you go about a people-centric approach?

Here are a few key steps to take to start and maintain a culture that focuses on your people:

Your People, First

A people-centric management system always re members that the employees are key players in the success of a company. To have one, it’s im portant that as an employer you accept that plac ing your people first is an important practice. Always remember that people come first. You can’t succeed in your organization if you don’t put your people first by focusing on their needs and their voices. When you do this, employees will feel empowered and supported—and they’ll

be more likely to be engaged with the organization’s goals and mission. This means seeing to their needs and fulfilling them. Their needs can come in different forms and sizes. However, aligning them with the goals of the company will help in determining how your organization can further assist your employees to become better people to attain success. Employers should always make sure their employees are being heard. This means giving them opportunities to talk about everything from their paychecks to their work environment. It also means listening closely when they speak up and making sure that their needs are being addressed when possi ble (or at least acknowledged).

Another important step to take when it comes to people-centric performance management is to train managers on how to go about it. As managers have a closer bond with their employees, they play a vital role in their performance as well. Providing programs or courses on how managers can conduct people-centric performance management is required.

Train Managers Flexibility3

Going back to what we discussed in the first step, one of the things employees will seek is a flexible job. Coupled with the covid-19 lockdown that forced everybody to work from their homes, flexibility is more of a necessity for most employees (if not all). Flexibility could come in different forms and can be decided upon by considering the type of company you run. One of the forms could be a fourday workweek. Another is a hybrid workplace and another could be remote work. Either way, finding a balance that works for every single employee is very important.

A people-centric organization is concerned about the well ness of all employees. Health is wealth and that is important for every employer to note. Many employees battle with burnout to depression at least once in a while. For this reason, employ ers are advised to organize regu lar check-ins with their workers. Programs regarding managing health in the workplace will also help to educate employees on how to go about tough times. Employers should also ensure that the room to speak freely without fear is available to em ployees during check-ins.

Align Employees with Company Goals

As we have said earlier, your employees make up a good fraction of your com pany’s success, and carrying them along the way is mandatory. Firstly, employers should define what the company’s goals are during the hiring stage. This way, candidates can determine if the goals are aligned with theirs. This gives room for unfit candidates to reconsider and for those who meet the requirements to be hired. The company’s goals should also be clearly written in an employee handbook. It is advisable for employ ers and managers to regularly remind workers of what the goals of the com pany are and how they can work togeth er to achieve them. Employees will feel valued and respected as the company recognizes them as a priority in achiev ing their goals.

Achievements stem from the result of an employee/s hard work and should be acknowl edged at all times. Recognizing your worker’s achievements will greatly push them to do more. A people-centric workplace ac knowledges the big and the small wins regardless of an employee’s level.

Invest in Your People by Providing Learning and Development Programs

Another important step to take when it comes to providing a peo ple-centric workplace is to invest in your employees. As strange as it may sound to some, believe it or not, many successful organizations are doing it. It’s a crucial and needed step to take if you want to see a big change within your organization. Investing in your employees will be a great harvest for you. What does this mean? The more you aim to see your employees develop in their re spective fields, the more your com pany will be successful. This partic ular tip brings a couple of benefits. Firstly, the skills learned by your employees will greatly benefit your company. Secondly, there’s a low

er turnover rate as employees are happy when their companies are interested in their career develop ment. Top talents are also attracted to organizations that ensure their employees attain greater heights in their careers.

A traditional method of perfor mance management is not a bad idea. However, with the regular changes to the workplace, a peo ple-centric approach is a better way for organizations to grow. It en lightens organizations on the fact that employees play a major role in the success of a company and they should be valued and respected.

& A with Jane

The brutal and straightforward answers to HR-related queries and concerns.

in your queries with the subject line

JANE HARPER’ at

How to convince the boss to let you wfh?

So you want to work from home. Great! But how do you convince your boss to let you? That’s not an easy one, but it’s possible.

A switch from full-time office work to WFH is not easy for most bosses to agree with and your boss might not be an exception.

However, convincing them the right way will get you right on track.

There are a lot of things that you can do and say to convince your boss that working from home is a good idea for your company. The best way to do this is by demonstrating how much you’re helping the company by doing so.

Working from home is a great way to have a steady work-life bal ance. But requesting to move from a full-time job to a WFH job is not always easy. That’s why we have provided these steps to help in your next discussion:

WITH JANE

Do Your Research

Before anything else, you’ll have to take your time to research why remote work is a great idea. It’s clear why you need it but why should your boss give you that opportunity? From this research, you’ll be able to give relevant data to your boss concerning your request. Let them know what they will be missing by not granting your request. You should focus on the benefits like more productivity on your path; less office overhead; better employee retention; and a happier and more productive workforce overall. Be clear about the goals of your work-from-home request. What are you trying to accomplish? Why is this important? How will it help the company grow and improve? Be prepared with statistics or other proof that these goals are achievable—and that they’ll be achieved if your request is granted.

Use your Accomplishments

If you have a track record of accomplishments, you might have a better shot at convincing your boss. It’s even better if you’ve ever had to work from home for some time and you completed a milestone. You can use your accomplishment data to win your boss into granting your request.

Ask for a Trial

Your boss might be skeptical about your request and that’s normal. A transition is not always easy to access after all. So what can you do when they are not sure of your decision? Our answer is to request a trial. You can ask your boss to let you work from home maybe twice a week for 1–2 months or more and see what changes.

WITH JANE

Be Prepared

In a case where your boss agrees to allow you WFH, you’ll need to show how prepared you are. What communication channels will you use to discuss with your colleagues while at home? How can you join meetings with clients? How will important documents be delivered? Having all of these available is important and shows your boss that you are ready.

Proof Yourself

Whether it’s a trial or an accepted request, you’ll have to let your boss know that they made a good decision. Your research on productivity and engagement should be shown in your work. Give your boss a reason to consider letting other employees work from home as well.

Be Flexible

Your boss might like the idea but will prefer that you work from home on some days and in the office on other days. You don’t have to be rigid with your request. Instead, accept the offer and cheer up until another opportunity comes by—after all, half a loaf is better than nothing.

A work-from-home request can be done in person or through email. Nonetheless, the right tips should be applied if you would love to work from home.

Is it worth taking a junior title with more pay?

We see a lot of questions about whether it’s worth taking a junior title with more pay. We’re here to help.

In general, it could seem that taking a junior title is a great way to jumpstart your career. You’ll get more experience and exposure in the industry, which will open up more opportunities for you later on down the line. Plus, you’ll be able to earn some extra money while you’re still learning how to do your job—and that’s always a good thing.

Title and pay are the two things people have looked up to for years now. But currently, with the new workplace trends, employees are more concerned about their job satisfaction and men-

tal health. So, the answer to your question is that it depends on so many factors. Let’s take a look at some of them.

More money or a better title?

As we said earlier, it all depends on what makes you as a person happy. However, there are factors to look out for when deciding on this.

1. Job Requirements

The first thing to consider is if the junior job title still holds the same requirements as your current job. According to some reports, job titles are different across companies with so many having the same job function. It’s important to run through the job requirements and determine if you can handle the job.

2. Job Satisfaction

Next, you’ll want to ensure that you will be satisfied with the new job considering the pay and the title. Indeed, you can’t know until you experience it. But imagining yourself there will help you determine if it’s worth it.

3. Career Growth

Some companies are more concerned with growth than titles or pay and you should too. We don’t mean those two factors don’t matter but they should not limit you. If there’s a possibility of career development even with the junior job title, then you should consider going on with it as it will benefit you in the long run.

4. The Future

Another thing you should consider when in this situation is if it aligns with your long-term goals. Taking this path is not a do-or-die affair, but it should be cleverly addressed. You will need to ensure that the new role will serve in the long run for you. This simply means you can consider yourself working well in that same company in 2-3 years.

Questions to Ask Yourself When Considering Taking a Junior Job Title with Better Pay

If you’re considering taking a junior title, you’ve probably already found that the extra pay is tempting. However, before you make a decision, ask yourself these questions:

1. What are my career goals?

2. Will the job give me satisfaction?

3. How much experience do I currently have?

4. What do I want to achieve in my career in the long run?

The factors of a good job aren’t only about the title and pay but it is also connected to your job satisfaction and healthy lifestyle. Employees should carefully analyze other factors before accepting a new job.

5. How long will it take me to get a senior title?

6. Will I be ready to prove myself in my current role?

7. Do I have enough experience under my belt to move up quickly?

What to do when your new job is nothing like you expected?

When you’ve just landed a job that’s everything you could have hoped for, it’s tempting to think that you’re going to be happy forever. But—as anyone who has ever gotten a surprise can tell you—things aren’t always as they seem.

Maybe it’s a little harder than you thought it would be. May be it’s not as easy as you thought. Maybe the employees there are less friendlier than you thought. Who knows what the future holds? The point is that every job is different, and we’ve all got to figure out how to deal with that.

When you’re new to a job, you always want to be on the lookout for ways to improve. You want to make sure you’re doing your best and that nothing is holding you back from reaching your potential. We tend to focus on the negative things about our performance or the way the company was run.

This is especially true for those of us who have been in the work

force for some time. When we finally find ourselves on a new path, we can’t help but notice how different it feels from what we’re used to. It

But there are things that you can do to help yourself feel more pos itive about your situation and keep up your motivation when things aren’t going as smoothly as they should be.

WITH JANE

What To Do When Your Job Is Not What You Expected

Firstly, understand that you aren’t the cause of the situation so you shouldn’t beat yourself up about it. The fact that you started your first day at work and everyone seems cold to you or there was no orientation for you as

a new employee doesn’t mean you have failed at the job. There could be reasons why. Maybe the company is going through a tough time and every body’s attention is divided. So, give it some time.

The next thing to do is to discuss it with the manager or HR team. It’s better to discuss the issue than hold it in. This way, your manager can inform you of any misunderstandings and make changes where necessary.

Finally, you might want to try out other alternatives if all else fails. If you’ve given your boss and colleagues enough time and nothing is changing, it might be best to look for a new job. Let those in your network know that you are seeking a job or attending interviews. If you have great skills, you’ll get a better job for yourself.

When your new job isn’t what you expected, it’s normal to feel confused by these changes—and even if they seem small or inconsequential, they can still be difficult to adjust to. But with the right methods, your new job can get better.

When you’ve just landed a job that’s everything you could have hoped for, it’s tempting to think that you’re going to be happy forever.

Supporting

Mental Health At Work

An inclusive and diverse work culture in an organization is important for the LGBTQ+ community to feel safe in their various fields. Companies practicing this culture are successful in their respective fields.

By: AnnA VersAi

t’s no secret that many people in the LGBTQ community have a hard time with mental health. This can be because of the stigma they face, or because they’ve experienced discrimination or both. But whatever the cause, it’s important for employers to support employees who may need help man aging their mental health.

As a society, we’ve come a long way in supporting people of all sexual orientations and gender identities. But there’s still plenty of work to do. In the workplace, many LGBTQ employees feel compelled to hide their sexual identity because they don’t want to put themselves at risk for discrimination or harassment on the job. And that can have an impact on their mental health.

This is why it’s so important for employers to have policies and procedures in place that protect LGBTQ workers from discrim ination and harassment. They can also foster an inclusive en vironment that makes it easier for them to be open about who they are as people.

It’s no secret that many people in the LGBTQ community have a hard time with mental health. This can be because of the stigma they face, they’ve experienced discrimination or both.

How can employers make the environment comfortable to LGBTQ+ mental health?

ith the recent rise in awareness of mental health issues, it’s important to consider how our workplaces can be supportive of LGBTQ employees. One issue that needs to be addressed is the high rate of depres sion among LGBTQ people. This is a serious problem that affects not only those who are depressed but their coworkers as well.

According to a recent study, more than half of all LGBTQ employees have experienced discrimination at work. This can lead to a host of issues, from depression and anxiety to substance abuse and suicide. But our workplaces can be a place where we can support each oth er—and that starts with you.

the work support

Make sure your policies are inclusive of all sexualities and gender identi ties. If you’re a business owner, make sure your hiring practices aren’t discrimina tory against any members of the LGBTQ community. If you’re an employee, make sure that your workplace has clear guide lines on how to handle discrimination and harassment allegations from anyone who identifies as LGBTQ.

Create a safe space where employees can feel like they can talk about their experiences without fear of judgment or reprisal. This might mean having a des ignated place where LGBTQ employees can go if they need to vent about some thing that happened at work or at home related to their sexual orientation or gen der identity. It could also mean inviting local LGBT organizations into the office on occasion so employees have an oppor tunity to meet people in similar situations and build camaraderie within their work place community.

Include It In Writing: It’s not enough to have the zeal to support, you will need to show it in your words and actions too. Job descriptions, employee hand books, and other written content can explain your thoughts on inclusivity. In clude information about your non-dis-

Here are some ways you can do this:

tion policy in your employee handbook. This will encourage anybody to apply for jobs in your company without the fear of being discriminated against. Employees will also feel safe and secure knowing that all the terms regarding inclusiveness and support for the LGBTQ are also present in the employee handbook. Employers can write this way:

“At [company name], we believe that an inclusive workplace is an essential part of creating a safe space for all employees. We offer training on how to support your LGBTQ co-workers and encourage you to join us in this effort.”

Create a clear non-discrimination policy that includes sexual orientation and gender identity: To prove your written content, you should put up a policy for all employees to abide by. This will include rules regarding certain attitudes from other co-workers. If there are con sequences for defaulting any, this should be clearly stated as well. The disciplinary actions should also be taken seriously when disobeyed to prove your point.

Training: Train managers on how to respond when an employee reports discrimination or harassment based on

sexual orientation or gender identity. The culture of inclusiveness is to be followed by every single member of an organiza tion as this will help it to grow. Employers should make room for training on how to go about certain practices for both the managers and the employees. This will reduce workplace misunderstandings and increase positivity.

Have Inclusive Benefits: Employers should also make benefits accessible to everyone. This means they should sup port LGBTQ+ couples and parents. Other packages like healthcare, and retirement are not exempted from this topic either.

Encourage Support Groups: Another thing that employers can do to support the LGTBQ community in the work place is to hire support group members. These could be people that understand and are capable of being there for them. Organizations should do well to hire the right people so their employees can feel safe.

Provide Mental Health Resources: To train people, they need resources. This could include mental health books, courses, education, and so much more. You can also organize programs to draw

every employee together. The resourc es provided should be inclusive of every member and shouldn’t discriminate.

Communicate: Another important step to take is to have open conver sations with your employees about differ ent topics. Give them reasons to feel safe in the office. Also, give room for them to discuss with you too.

For Employees

Respect People: As easy as it sounds, people still fail to respect others. Mental health is important and without the ability to respect one another, it only makes the situation worse. Employees are advised not to ask people about their per sonal lives unless they volunteer the information. In most cases, this makes people feel uncomfortable and unsafe because of the fear of being judged or discriminated against.

Make No Assumptions: Don’t make assumptions about someone’s sex uality or gender identity based on their appearance or behavior. Similar to giving respect to every individual, employees should avoid making assumptions based

on what they see. It only puts other peo ple in a tough spot which can be avoided.

Gender Identity: Some LGBTQ+ members are not comfortable talking about what gender they belong to. Other employees should understand and respect these boundaries. They shouldn’t speculate about someone else’s sexual orientation or gender identity. If they are comfortable sharing it, they will gladly let you know out of their free will.

Use Inclusive Words: Words do a lot; they can either make or break. It’s important to be mindful of the words being used at work. Employers are also advised to put this as a rule of thumb for every member of the organization. They should be aware of heterosexist language and avoid using it in everyday conversation if possible. For example; “manning up,” “biological female,” or “ladies and gentlemen”. If not possible, consider ex plaining why you’re using it before doing so. For example; “I mean ‘manning up’ in the sense of being brave”. However, it’s good to keep practicing inclusive words as it gets better with time.

Why is supporting LGTBQ+ mental health important?

here are so many reasons why maintaining mental health in the workplace is important, especially for the members of the LGBTQ community. Some of these include:

To Reduce Depression Rate:

Depression is a big problem for most people, especially with the issues arising day after day. It’s even worse for the members of the LGBTQ community with over 50 percent opening up about how they were depressed in the previous year. The workplace shouldn’t be adding more problems to this and that’s why organizations are advised to be safe and comfortable for them. Respecting each other and practicing inclusive culture can shut the doors of depression for an individual.

To Promote Diversity and Inclusiveness:

Another reason why companies should support the mental health of the LGBTQ community is to promote an inclusive culture. The workforce is changing every day and so is work culture. Providing a safe place where every individual is accepted and welcomed is mandatory. Companies with this type of culture have top talents

applying for their open roles and are successful too in their respective markets.

For Positivity:

Diversity and inclusiveness increase positivity which is a driving force for success. An organization that supports the mental health of its employees welcomes positivity. If you want a positive work place, then you should support the mental health of all your em ployees.

Brings Success:

As we stated earlier, all the above leads to success at the end of the day. Encouraging inclusive culture is extremely important in this age and shouldn’t be taken lightly. Research shows that companies with this type of mentality stand out compared to other companies in the same field.

Supporting an inclusive and diverse work culture is paramount to success in this present age. To acknowledge this, companies that practice such a workplace culture are successful and highly sought after. Employers and employees are advised to make a difference by providing a safe environment for everybody.

MOST INFLUENTIAL

HR LEADERS

HR leaders are changing the game ducing strategies that have been

By: Pri

MOST INFLUENTIAL LEADERS

game of the workforce by introbeen successful in so many areas.

Mistry

HROs are responsible for making sure your company is running smoothly. That’s why you must have an experienced one at the helm. With the constant hurdles associated with the workplace and changes that have taken place after the pandemic, some HR professionals are making an impactful difference.

We can’t deny that organizations have seen a major breakdown in their

We at the HR Digest are always looking to honor the best of the best, and this year we are inspired to celebrate some of the top CHROs of 2022. Check out this article to learn more about these amazing leaders and what they’ve accomplished in their careers so far.

workplaces, especially after the Covid-19 pandemic. With how the workplace was pushed into remote work followed by the great resignation, companies were forced to employ the services of expert human resource professionals.

These HR professionals have made impactful decisions and offered helpful strategies to keep such companies in place. Successful and well-known orga nizations are thriving today because of the high performance of these professionals.

The workplace still battles with inclusion, diversity, engagement, retention, and so much more. However, some HR leaders have made major progress in these areas, and their impactful journey has led us to discuss some of them. Here are the CHROs who are helping to drive the business forward this year.

Francine Katsoudas has worked at CISCO for over 20 years. She speaks on the benefits of a work place culture that empowers and motivates employees to perform

various tasks. In an interview with The HR Digest, she explained with the chief executive officer, she ex plained how her organization handles the career development of its

employees across over 100 countries. Francine discussed how her organization aligns employees with the company’s goals from the onset. From this, employees are aware of what needs to be done. She added that the constant changes in technology are also noted on the company’s path which means that they are constantly working to stay up to workplace trends and are training their staff to do the same. Francine acknowledged that an employee’s well-being is also a big deal and this is achieved by consistent investment in the development and overall evaluation of each employee.

When asked how she and her

team were planning to restructure CISCO in terms of human resources, her answer was inspir ing. Francine talked about a “Department for good questions” that was introduced. She added that this department was established to ask relevant questions that tack le the problems of the workplace. In her answer, she explained how a question on employee relation ships was raised. The question led her and the team to rethink the human resource strategies they have been using and concluded that their people and communi ties do matter. Overall, Francine Katsoudas supports the need for a workplace culture that is com mitted to its employees and the community at large.

As HR leaders, we must build an environment of safety and trust where all voices are heard, and all people matter.

Charlie Ackerman has been with Bosch in North America for over 10 years. He’s known for his ability to get things done and work across

departments, which makes him a great fit for a wide variety of companies. He has worked with various associates across the world. Ackerman believes that a good workplace is responsible for offering solutions to problems and this is why Bosch is constant ly looking for answers. As one of the top companies that deal with innovation, he believes there’s never an end to creating new things that make people’s lives better. He added that all employees are encouraged to use their creativity daily to make a differ ence.

When asked what the top lead

ership competency is, Ackerman highlighted adaptability. He ex plained how being adaptable is necessary for every organization. With the Covid-19 pandem ic, he believed that adaptability was needed more than ever so organizations could survive with emphasis on adapting to remote work, flexible schedules, and pri oritizing employees’ well-being.

Charlie Ackerman encourages HR professionals to do all that is needed to excel and encourages companies to award leaders as needed because identifying change and providing strategies is not an easy task.

Adaptability has always been a critical key to success, but if the Covid-19 pandemic has taught us anything, it’s that adaptability has become more important than ever.

Kristen is the leader-in-charge of the Human Resources team at 3M. She has led an impactful journey that provides strategies to boost the workplace even with the regular changes in work culture. In our interview session with Kristen, she

explains how innovation is car ried out by their most driven employees. Kristen discussed how the “15% culture” philosophy is used by 3Mers to innovate as they can. She describes their employees as passionate and driven.

Kristen

Kristen also highlighted how they use a listening strategy to promote change. At 3M, they introduced strategies for this cause by crowdsourcing, using surveys, and other means to get information and ideas from their employees across the globe. She noted that the results were solid and the strategy is now constantly used whenever there’s a need

to promote change in the organization. Kristen added that Human Resources can’t stand alone and companies can’t do without it either. She suggested that ev ery human resource professional needs to partner with businesses while organizations on the oth er hand need to employ the services of HR leaders to thrive in the business world.

As an HR team – and as business drivers –we bring strong perspectives, leadership and strategies on these topics, helping to define the People & Culture direction that will propel our company forward.

Tracy became the chief human re source officer at HP in 2015. She has made major changes in the HP incorporation since that year and is well-known as an innovative HR leader. Upon Tracy’s arrival as

the CHRO, there was a split where Hewlett-Packard Co. was divided into Hewlett-Packard Enterprise and HP Inc. When she was asked how this division affected her position, she revealed that it was a

Tracy Keogh

chiEf human rEsourcEs officEr, hP Inc.

stepping stone as she became in charge of HP Incorporation. She added that the division helped her and her team to strategize what they wanted for the organization. Tracy stated that solutions were created alongside other employees and this has brought huge success over the years. She also admitted that the restructur ing has helped their employees stay engaged and productive with their work.

According to Tracy, the workplace changes that have oc curred over the years during and after the pandemic have proved their strategies right, especially with remote work. Now, their employees are allowed to work from home with the manufacturing departments present on-site as needed. Tracy believes that enforcing a culture that focuses on employees should be a prior ity which eventually leads to a successful business.

As a leader, my goal is to create an environment where my team can do their best work and have a great impact on our organization.

Gloria Chen has done incredibly well with handling Adobe for over 20 years. She believes that learning never stops no matter how successful we might be. Chen believes that the workforce will continue to evolve as time goes by and staying ahead is the best method for any business to use. It’s no surprise that Adobe has been nominated as the best place to work several times because leaders like this are

putting in a lot of work which is well deserved. She agrees that their employees are productive and creative with their tasks and these have led to the success of the organization. Gloria believes that the future of the workplace is hybrid because people should be able to work from anywhere and they should be able to come together as well to improve the in-house community.

Digital transformation has fundamentally changed how we work, as we now have the ability to work anywhere.

Carey has been working at Neustar since 2012 and she has expe rienced several changes over the years including the arrival of a new CEO and the major change of the company from a public one to a private company. Car

ey believes that change can’t be avoided and it has to happen if you want your business to grow. She added that for a company to grow, it has to constantly remem ber its values and utilize them at all times. Carey explained that

Carey Pellock

chiEf human rEsourcEs officEr, nEustar

the Covid-19 pandemic was a tough time for everybody but they got through it because of the strategies they implemented in their work culture. She also add ed that a framework for mental health awareness was launched

to improve the well-being of their employees and it has become part of the culture at Neustar. Carey is paving the way for diversity, equality, and inclusion in the workplace, especially for women.

The pandemic gave us the opportunity to really test our agility and innovation, and I am proud to say we exceeded expectations.

We’re looking closely at the workplace of the future as we move toward a hybrid model with more flexibility in terms of where people work, activating managers to help us deliver a great workplace experience, and keeping always at the forefront the safety and well-being of our global team.

Hassett has been the CHRO at Lam Research since 2020 and we are amazed by the work she has started. Hassett is majorly concerned with improving employees’ experiences through diversity, equality, and inclusion strategies. She added that a new program was launched to help the well-being of the employees.

According to Hassett, their employees reportedly had a diffi cult time with their mental health when analyzed through feed-

back channels like their surveys. The program called WorkWise was used to help employees stay healthy and promote wellness and engagement. This initiative has been a success so far for Lam Research as reported. Hassett also improved the hiring process by exceeding the hiring limits by 40% and the team succeeded in onboarding top talents across the industry. She is keen on em ployee engagement and improving productivity through it.

Sonia Cargan is the Senior Vice President at American Express that handles everything diversity, equal ity, and inclusion. She believes that to attain all these in an organization, it takes constant practice

and learning. Sonia added that to make this happen in American Express, there was an introduction of an action plan to support equal opportunity for all the members of their community. She believes that

with her voice she can speak up and advocate for others. Sonia Cargan aims to make the company’s culture welcoming for both new and existing members.

Words are powerful and actions are important, but when these are part of a holistic strategy, that’s when meaningful and sustainable impact really happens.

Mita Mallick is the voice of the people at Carta. She believes in speaking and advocating for oth ers as a leader. In our interview with Mita Mallick, she explained that an inclusive work culture starts from the home because that is where our values originated

from. She believes that whatever we believe in will grow into what we become. Mita also believes that there is a lot of work to be done in regards to supporting a diverse and inclusive work en vironment and everyone should take part in it.

tart by challenging yourself to build cross cultural bridges and learn about lived experiences that are not your own.

Wanda Hope is another top CHRO at JNJ that we truly ad mire. She has made impactful changes to the way people view diverse and inclusive work cul ture. Wanda is a strong advocate for equal opportunity for every person. She has offered several initiatives to support diversity, equality, and inclusion

through sponsorship programs, annual impact reviews, and so much more.

These are some of the top CHROs of 2022 that are making changes and shaking the workforce to improve employees’ well-being and encourage DE&I.

What truly informs and drives DE&I at Johnson & Johnson is our enterprise-wide, evidence-based strategy.

Employee Fired 1 Day after telling HR ABOUT DISCRIMINATION

By: Jane Harper

Discrimination is an illegal act that should not be practiced in the workplace. You should note that firing an employee who has filed a formal complaint can lead to a more serious issue.

new report has shown that employees can feel dis criminated against at any moment. This is especially true for women, who are often more likely to experience discrimination in the workplace.

The report also showed that many workers are not aware of their rights when it comes to reporting discrimination. It may be due to a lack of training on the topic or just plain ignorance about what they can do if they feel like they’re being treated unfairly by their employer.

This means that if you think and know you have been dis criminated against at work either through sexual assault or otherwise, it’s important that you take action right away. You should file a complaint with HR as soon as possible and doc ument everything along the way so that you have proof later down the line if something does happen again. On the other hand, HR should also make it a duty to address formal complaints carefully.

A lady claims that she was fired without due process or warning after filing formal complaints of discrimination against her to HR. She would not have had any reason to believe that she would be terminated unless there were issues relating to her performance at work.

What contributed to the September 13 lawsuit?

n employee who was fired after reporting discrimination in the workplace has filed a lawsuit against their former employer. The woman claims that she was fired after she told human resources about discriminatory behavior by her boss.

It was reported by HR Dive that a sales representative was fired a day after she reported discrimination by her manager. We have heard of similar reports where an employ ee addresses an issue and the next day they are sent out of their jobs.

According to HR Dive, a dental supply company fired one of their sales representatives. The sales rep resentative noted that she had sent an email to her human resource manager regarding a discrimina tion issue with her boss. The lady explained the issue stating that her manager will oftentimes discriminate between her and her fellow male colleague.

She added that her manager was also making the environment un bearable for her because she is female. For this reason, she directly

reported the issue to her HR manager by filing a formal complaint. Unexpect edly, she was fired the next day by the human resource manager.

For this reason, the EEOC took charge of the case and sued the dental supply company as it is against the law to retaliate by firing an employee under certain circumstances. Title VII of the Civil Rights Act of 1964 states that:

The law prohibits employers from sending an employee away after a formal complaint regarding certain serious issues has been made.

A manager may not fire, demote, harass or otherwise retaliate against an individual for filing a complaint of discrimination.

What is the U.S Equal Employment Opportunity Commission’s take on the matter?

ccording to the EEOC, employers are not allowed to fire an employee on the grounds of discrimination whether against sex, age, color, religion, and so on. They added that letting issues like this go will only send signs to other employees experiencing the same to stay silent which is not the right thing to do. The EEOC declared that they aim to break the barrier of fear amongst discriminated employees.

For the issues caused by an employee, an employer is allowed to discipline them as necessary. But when an employer decides to retaliate when they perceive a threat by firing an employee, then they have taken the wrong path. HR managers have also been advised to toil carefully as mak ing hasty decisions to fire an employee will only lead to further problems. They also added that two things are to be done in cases like this.

Firstly, there should be room to dig deeper which means avoiding hasty decisions to fire an employee. HR managers should take some time to analyze the issue and see what they can do. Secondly, there should be documentation at every moment. These two processes will be required

from both the employer and former employee if the case is eventually moved to court.

As the voice of the people, HR pro fessionals are to investigate thoroughly so other employees can trust the company’s culture of handling

issues. Also, employers are urged to create an environment that will fos ter peace instead of misunderstandings. All forms of discrimination and harassment are illegal and should be attended to immediately. Leaving such matters unattended will end up hurting the company’s reputation.

What can an employee do when they are discriminated against or assaulted?

orkplace crimes come in different shapes and sizes and ignoring them will do no good. The common ones most employees face fall under discrimina tion and assault.

According to U.S. laws, discrimina tion against age, sex, medical condition, religion, race/color, criminal conviction, pregnancy, disability, and so on, is illegal and won’t be condoned in the workplace. Sexual or physical assault is not accepted either.

But if you’ve experienced any of this, what can you do? Firstly, it’s important to note that there are minor and major issues that can be experienced at the workplace. Minor issues could include your boss yelling at you, an

employee being rude to you, and so much more. Most of the time, these issues can be handled through ef fective communication—other times nothing might change.

Moving on, if you have experienced major issues like the ones listed above—discrimination and assault— then taking drastic measures will help you tackle them. Here are a few steps to take:

1. Analyze the Company You Work For

The truth is most cases are left un attended to or ignored because a company’s cultural practices are messed up. Understanding the type of organization you are working for will help you under stand if reporting such a case will do you good or bring harm to you. An organization that is bent on mistreating employees will most likely not take any case seriously and end up firing you. But an organization where

cultural practices are transparent and legal will have zero tolerance for any misconduct. A quick dive into your company’s practices should be the first step to take when deciding to report discrimination or assault. Here are some questions that will help: are there any rules and regulations regarding workplace misconduct?

Are there open lines for communi cation with HR in such cases? Has there been any similar case that got attended to immediately? Has any manager been fired because of a case of misconduct against another employee? These questions will help you determine if the path you are about to take will be futile in the end.

2. Report to HR:

Now, you are certain that your workplace is keen on following rules and regulations and that there’s zero tolerance for misconduct. You can report to the HR manager about the problem. It could be a difficult situation when your HR reports directly to the person discriminating or assault

ing you, but it’s not impossible to handle. If your HR manager stands for workplace equality, they will most likely do what is right regardless of position. You should keep documents regarding every single process for future use too.

3. The Higher Ups

We talked about your man ager being the one in charge previously but what if there is a CEO higher in position? In most companies, it is hard to discuss these matters with CEOs as there are specific chains of communication (how each level reports through the chain). But if it’s possible, you should pre pare your evidence and documentation ahead so you don’t waste their time and put your job on the line.

4. Other Groups:

As with every organization, there is possibly a committee that fights against bias in the workplace. If you’re likely to come across one, then communicating with them about the issue should be done.

A very good example is the Equal Employment Opportunity Commission (EEOC). In cases where you get sacked for major issues, they can sue the organization.

5. Leave the Job:

If all else fails and you can’t seem to accept all that is happening around you, we’ll advise that you find somewhere else to work. You can’t do your work well if you can’t stand it. To avoid the worst, you can quit your job and get a better place to work.

However, you can also get fired for certain reasons as an employee. Some of these reasons include misconduct such as being late to work consistently, stealing, damaging the company’s property intention ally, bullying or harassing your col leagues, poor performance, and so on.

The problems with discrimination should be attended to with imme diate effect. As an employer, providing a safe environment for your workers is key to success. HR man agers are also advised to use ethical strategies when it comes to solv ing problems instead of opting to fire an employee for obvious illegal reasons like discrimination.

According to the EEOC, employers are not allowed to fire an employee on the grounds of discrimination whether against sex, age, color, religion, and so on.

Unmasking Imposter

By: Diana Coker

Imposter syndrome happens when you feel like a fraud or that your achieve ments aren’t real, and it can be hard to get through all the way. But there are things you can do to help manage your imposter syndrome and make sure that you’re not letting your accomplishments go to waste.

Imposter Syndrome

mposter syndrome has had its fair share of making people feel less worthy of their accomplishments and it’s high time we put an end to it. With its di minishing effects, the workplace also suffers. Employees are less engaged and less productive with their jobs. Hence, lower revenue for such organizations.

Truth be told, most people have experienced imposter syndrome at some point in their lives. It’s a problem that seems hard to escape unless confidence is built from scratch. Many have overcome it and many are still struggling with it. From the senior level of a company to the junior level, employees have mindsets that are frauds at work and won’t accept the worthiness of a successful project.

Most of us have ex perienced the phenomenon of imposter syndrome at some point in our lives. It’s when you feel like you’re never good enough, and that you’ll never be able to do something well. Or maybe you feel like an imposter even when you’re excelling at something.

But what can companies and employees do to curb this problem in the work place? According to research, many organizations where employees have gotten over imposter syndrome advise an introduction of learning and devel opment programs.

What is imposter syndrome?

mposter syndrome refers to the feeling of not being worthy or capable of a job. Most of the time, it is described as “feeling like a fraud” and for this reason, individuals are made to believe that they are undeserving of compliments.

Imposter syndrome might be hard to notice even for the person experiencing it but it is not impossible. A person might always applaud being lucky for their accomplishments instead of boldly accepting that it was their win. They would rather say they were lucky this time than cel ebrate their accomplishments.

This has stunted the growth of many employees in the workplace and has led to less productivity too. Great heights are not attained because of the fear of not being enough or worthy of such positions. Imposter syndrome also affects the company as top talents are hidden in their shells instead of shining brightly and making positive changes.

The thing is that this feeling isn’t just something that hap pens to people who are struggling with things like anxiety or depression—it can happen to anyone. And it doesn’t have to be scary or crippling. The best way to deal with it is by learning about an individual’s strengths and weaknesses and then finding ways to work around them.

How do you help an employee with imposter syndrome?

mposter syndrome is a common feel ing among individuals who have achieved high levels of success. In short, it’s when your employees feel like they’re not good enough for their job, for their career, and for whatever position they hold in your company.

Here are some tips on how you can use training and de velopment as a way of overcoming imposter syndrome for your employees in the workplace:

Educate

Firstly, you’ll need to shed some light on what imposter syndrome is all about. Most people are unaware that they have the condition and while some are they feel it shouldn’t be talked about. However, it needs to be discussed. As an employer, it’s important to set the room for the discussion so that everyone can be comfortable when talking about it. We advise that you have a team do thorough research about the topic before educating your employees.

Survey Taking

Another good way to get your employees’ views on what imposter syndrome feels like to them is to have them take surveys. This is the most used method in determining if your employees face it. The questions asked should be clear and relatable too.

Space

Now, you’re certain that your employees have had feelings of imposter syndrome at some point in time, so what do you do next? You make your plans. From the survey, it is much easier to determine why your employees feel that way. It could be that their skills are not as developed as the industry requires. Hence, they feel less worthy and incapable of completing tasks. You can help by providing learning opportunities where your employees can develop their skills to meet the demands of the current workplace and advance as it changes. This way, your employees will feel more confident and engaged in the work—and say no to imposter syndrome.

Recognize Achievements

Through learning and development, your employees will complete a milestone from time to time. For this reason, employers are advised to celebrate and congratu late their employees, where necessary.

Train Managers

As the people with the closest bond to your staff, managers can do a lot when it comes to dealing with imposter syndrome. You can train managers on how to go about discussing the problem with the employees they manage. They can also perform regular check-ins with employees to deter mine how the learning and development programs are helping them out.

Encourage Collaboration

A collaborative culture increases productivity and engagement and kicks out imposter syndrome. Employers should encour age both leaders and fellow employees to work together on projects. This would improve teamwork and leave no room for negative thoughts. As a team, it would be a win-win for everyone and there would be no room for imposter syndrome.

an Inclusive

Employees tend to doubt themselves when they find themselves in an environment that is not safe—where inclusivity is not practiced. Women and other groups alike are mainly faced with this problem. Employers can create a safe space for every single employee by speaking up about inclusivity and how everybody matters. There should be a room for open communication where all employees are allowed to discuss their ideas during meetings and events.

Employers can create a safe space for every single employee by speaking up about inclusivity and how everybody matters.

How do you improve imposter syndrome?

mposter syndrome is a common issue that affects many people. It’s a feeling of being inadequate or worse, being a fraud. But it doesn’t have to be so bad.

The best way to overcome imposter syndrome is to use training and development to improve your skills. This means that you should be focused on improving your knowledge and abilities to move forward in your career. It also means that you should work with people who can help guide you through this process—people who know how to help people who feel like they don’t belong get what they need out of their careers.

Here are some other things you can do to combat imposter syndrome as an em ployee:

Figure Out Why

In any and everything, it’s always important to know your “why” before making a move. Why do you feel the way you do? What are the signs you have noticed that make you feel less of yourself? Do you say ‘it’s luck’ because you are scared of something? Knowing your “why” is a great place to start when dealing with imposter syndrome.

Self-compassion is the ability to recognize how we might have made mistakes in our own lives in some way, but still, have com passion for ourselves at the same time. This means treating yourself with kindness and respect, even if it seems like no one else understands what’s happening with you or why this is happening in the first place. You should stay in the moment and focus on what you’re doing right now instead of your past performance or how others perceive you. Don’t beat yourself up over mistakes, even if they were big ones. Instead, learn from them and move on. Avoid comparing your self to other people, especially not when they’re in your industry or position and you aren’t yet.

Practice Self-Compassion

Self-compassion is the ability to recognize how we might have made mistakes in our own lives in some way, but still, have compassion for ourselves at the same time.

Celebrate at Every Chance3

We know it’s easier said than done, but with constant practice, it gets better. You can start by celebrating your small wins; Maybe you just closed off a client—celebrate it. Then you can do the same for the bigger ones, maybe a promotion. A step-by-step process for every milestone will help in achieving this.

Ask For Help4

Don’t be afraid to seek out support from other people who have been where you are—your boss, your teammates, friends, and family members can all be great resources for advice on how to manage your feelings of inadequacy.

You’re Not Alone5

Always remind yourself that there’s always someone out there who has it worse than you do. Someone who feels like they’re not good enough either because they live in fear. So every day, make it a goal to overcome the feeling of being an imposter.

Imposter syndrome is a condi tion that questions an individual’s capacity. If not properly handled, it could affect em ployees and teams they work within a company. We’ve provided ways to use learning and development to combat the problem.

Quiet

Quiet Quitting

Explained

By: Jane Harper

Quiet quitting does not mean ending your job quietly as we stated earlier. Instead, it refers to a situation where an employee decides to take on only the tasks that fit their job description to reduce working hours.

he term “quiet quitting” to some might seem to mean quietly ending your job without anyone knowing. But in this case, it’s totally different. Quiet quitting has been around for years and it’s getting a lot of recognition this year — especially by the Generation Z group.

Quiet quitting has stolen a lot of attention on the popular social media platform, TikTok, and it continues to remain this way drawing concerns on other social media platforms too. Why? You may ask. Well, people are beginning to see work from a different perspective. To most people, there’s more to life than just hard work or hustling. And they are ready to make those changes themselves.

From Covid-19 to the great resignation — which will be talked about much later — it is quite clear what most organizations should expect from their employees. Quiet quitting has come to stay unless serious measures are taken by the organizations out there.

WHAT IS QUIET

QUITTING?

uiet quitting does not mean ending your job quietly as we stated earlier. Instead, it refers to a situation where an employee decides to take on only the tasks that fit their job description to reduce working hours. This means that employees will do only the task that is expected of them in the real world and put little to no effort into other things to improve their work-life balance.

Quiet quitting encourages employees on the fact that work is not life and there should be a balance between the two. Over the years, the workforce for most people has been more tedious work. Employ-

ees could work hard and have little to no time for themselves or their families. It’s a red flag when most of the hard work is rewarded poor ly.

With the global lockdown due to Covid-19, many of these employees had a good time thinking deeply. They simply got to understand how life and work should be with almost every employee working from their homes. Work-life balance is now a priority to most people (if not all) and burnout is a problem no one wants to experience. For this reason, the great resignation took place shortly after the restrictions on the lockdown were relaxed.

GREAT

If you remember well, we were all forced into a global lockdown in 2020 because of the Covid-19 pandemic. Businesses had to close, employees and em ployers had to communicate remotely, students could not attend school physically, and the global economy was fighting its own battle. Life was different for months and the after math was no joke.

The great resignation started around April 2021 after the lockdown was relaxed and employees were expected to return to work while maintain ing social distancing. Quiet quitting

took place during this period even if it wasn’t noticed. With the pandemic, employees had time to restrategize and make up their minds on what they wanted from their jobs and their life as a whole. Those who weren’t satisfied quit their jobs. While those who felt they were giving too much of themselves at work, opted for quiet quitting.

It was bad on the path of organizations but most employees felt better than they ever did since the main purpose was to get a proper worklife balance. Although, there are oth er reasons that could make an em-

THE GREAT RESIGNATION

Quiet quitting does not mean ending your job quietly as we stated earlier. Instead, it refers to a situation where an employee decides to take on only the tasks that fit their job description to reduce working hours. This means that employees will do only the task that is expected of them in the real world and put little to no effort into other things to improve their work-life balance.

Quiet quitting encourages employees on the fact that work is not life and there should be a balance between the two. Over the years, the workforce for most people has been more tedious work. Employees could work hard and have little to no time for themselves or their families. It’s a red flag when most of the hard work is rewarded poorly.

With the global lockdown due to Covid-19, many of these employ ees had a good time thinking deeply. They simply got to understand how life and work should be with almost every employee working from their homes. Work-life balance is now a priority to most people (if not all) and burnout is a problem no one wants to experience. For this reason, the great resignation took place shortly after the restrictions on the lockdown were relaxed.

WHAT IS QUIET

WHAT ARE THE REASONS FOR QUIET QUITTING?

uiet quitting happens for several reasons but the main reason is behind its definition—that work is not life and it should not be. This means that quiet quitting is happening because Gen Z members are now aware of the need to do the work they were hired for instead of hustling through it. This way, they can work shorter hours, reduce burnout, and have enough time for themselves and their families as well.

Alongside this reason, others include:

1. Poor Pay

We earlier spoke on how some organizations make their employees do tedious work with long working hours and at the end of the day reward them with so little. Money isn’t everything, but it plays a key part in every single person’s life. It’s a necessity for survival. An employee will start quiet quitting when this is the case. It simply shows how unhappy they are with their jobs. Some will end up resigning and looking elsewhere for better opportunities.

2. Flexibility

The Covid-19 pandemic made it possible to see what remote work will be for most employees. At the end of the lockdown, it was clear to many that they will prefer such flexibility with work. Instead of constantly going to a physical office, they will prefer to work from their homes. We can’t deny that remote work is here to stay and employees are transitioning.

3. Little to No Engagement

Another key factor for quiet quitting is the fact that some employees do not feel engaged with their work. Many of them are job hunting even with their current jobs. We could simply say they are not satisfied with their jobs. It could be a lack of passion or any of the reasons discussed above.

What can organizations do to prevent and stop quiet quitting?

s an employer, the needs of your employ

ees should be a priority. Why? Because without attending to them, it could affect your company as a whole. Quiet quitting is not exempted either. If not attended to immediately, it could ruin an organization. This could mean loss of income, high turnover rates, and so much more. So what can be done to tackle this problem? Your answers are here:

What is the reason?

The first thing any organization can do to handle quiet quitting is to understand the reason behind it. Why are your employees quiet quitting? This will involve some open conversations with your employees. You will also need to do some background checks on your company. There are two cases to expect. Firstly, your employees might be quiet quitting to have a better work-life balance. Sec ondly, it could be that they are unhappy with their jobs. You should know the reason before moving on to the next step.

quitting?

Have the conversation.

Determining the reason is a great first step but having a conversation about it is another step. This is the moment where employers should discuss with their employees what they truly want. What will make them feel happy or satisfied at work? Is it flexible hours? A pay raise? A promotion? Growth op portunities? Be open with the con versation and allow your employ ees to talk freely while you listen actively.

Do the needful.

Now that you have discussed with your em ployee. They have given you feedback and have highlighted all their needs to you. So what is next? You start the action immedi ately. To prove you really care about your employees and their well-being, you should help them feel better at their jobs. If it’s a problem with balancing work and life, you should find strategies to help, like setting boundaries for no communication about work after work hours. You can offer flexible work—maybe a hybrid office. If it’s a pay raise, you can discuss with the HR team on what to do. There’s always a solution to ev ery problem and every organization should prioritize that.

Regular check-ins.

As with anything in life, it’s a process. Burnout won’t just go away in a day or a worklife balance won’t happen overnight. Organizations should take it upon themselves to have regular check-ins with their employees. They can ask for feedback. This will prove if the strategies put in place are working and making a positive difference. Discuss men tal health awareness and employ different strategies until your employees feel safe and have a steady work-life balance.

Is quiet quitting real? Quiet Firing Meaning

We are here to tell you that quiet quitting exists, in case you still doubt this topic. Surveys from Linke dIn and Gallup prove that employees are not en gaged at work with some job hunting while in their position. It’s fair to say that organizations have a lot of work to do if they truly want to retain the top talents in their industries.

uiet firing simply refers to the other way round. It explains how a boss makes work terrible for an employ ee so they will decide to resign on their own without the employer getting them fired. This is pretty common in so many organizations, especially with bad bosses. They make the lives of their employees difficult and such employees will decide to leave than face the torture.

It comes in different forms. Some employers will give their employees an unimaginable workload that requires more than two peo ple to complete—and with a limited time frame. Others will pay very little even when they are aware of what such an employee is worth. Some are micromanagers that stunt the growth of an employee. It’s a handful and such bosses should be avoided at all costs.

What can you do when quiet firing is taking place?

ou should address this issue immediately. If it’s a manager that is making life difficult, then it might be best to take the issue to the higher authorities. Most people leave such organizations and look for greener pastures where they are appreciated. If all else fails, this could be the right thing to do.

Quiet quitting is a trendy topic that can’t be avoided especially with its relation to the workforce. Organizations are advised to take a step closer to employees’ well-being and determine how they can handle quiet quit ting in the workplace.

Iceland’s four-day work week success story is one to admire. Organizations that will like a feel of what offering shorter working hours to employees will look like are advised to follow in Ice land’s footsteps.

BY: JANE HARPER

If someone had said a four-day work week was possible, every body would have doubted it. But Iceland has confidently proved everybody wrong. Iceland successfully pulled off its plan to make the workplace productive yet balanced for employees.

Iceland made it possible by enforcing a trial for 4 years and in the end, it was a huge success. It eventually seems that employee satisfaction is tied to productivity and productivity leads to an increase in income for organizations both public and private.

A deep dive into Iceland’s four-day work week success story has inspired other countries like Spain, Germany, New Zealand, and others to make a change too. It would be interesting to see many coun tries all over the world letting go of the old ways of working—a complete work week.

What did the week in Iceland look like? FOUR-DAY WORK

he idea of a four-day work week trial was launched by the Reykjavik City Council alongside the Icelandic national government in 2015. It was a trial to study how the productivity of employees could increase if working hours were reduced and salary remained the same (there was no reduction in pay). The trial involved over 2500 employees with a majority from the public sector. This constituted more than 1% of the nation’s workforce.

The trial was conducted for four years from 2015 to 2019. Employees were expected to work for 35-36 hours instead of the usual 40 hours and above. They were also given their usual pay regardless of the re duction in working hours. Several things were noted from the study that

was conducted, burnout being one of the key factors.

Workplaces are getting heated day after day. Following the pandemic and the great resignation, employees battle with their mental health as well. This study was conducted years ago and still holds a significant re sult and that is why other coun tries and their organizations are advised to give it a shot.

What were some PROBLEMS THEY EXPERIENCED?

s we already know, nothing good comes easy but it’s worth it in the end. Iceland’s case was no different but their zeal to make the workplace better made them a huge success. According to reports, organizations were faced with some problems while on the four-day work week trial.

Firstly, the schedules for meetings were reduced. Employers and employees were forced to reduce the time they spent in their meetings so more work could be carried out and accomplished. One of the participants explained how the meetings at the company he works for were reduced and are still being re duced so employees can be more productive with their time.

Another issue was the problem with shift reorganization. A four-day work week meant shorter hours hence a re organization of shifts were required—

more like a revamp was needed. But there was no relenting on the paths of Iceland ers. After all, if you wanted a change, you would work for it.

Iceland worked hard for this and they got it right. Fast forward to recent years, Iceland workers now work practice a four-day work week in their companies with productivity at a better rate.

An organization with work week is sure to imum benefits with experiencing little to out and productivity er level.

with a four-day to reap maxwith employees to no burnproductivity on a high-

What were the results of

THE FOUR-DAY WORK WEEK IN ICELAND?

he results from the trial were carefully reviewed and it turned out Iceland had found a key solution to the deteriorating condition of the workplace.

In a statement, Will Stronge, the director of research at Autonomy, said, “This study shows that the world’s largest ever trial of a shorter work week in the public sector was, by all means, an ‘overwhelming success’.”

He also added that “it shows that the public sector is ripe for being a pioneer of shorter working weeks and other countries can learn from these lessons.”

If this isn’t called a success, then we don’t know what else to call it.

Iceland has laid the pathway for many other organizations to follow through. They have also proved how capable the workplace is to work shorter hours than usual.

Some of the issues that were reviewed after the trial included burn out, productivity, work-life balance, stress, and so much more. Employ ees reported that burnout was drastically reduced with the trial and they felt much happier working. There were also reports of less stress and many employees did not feel tired rather they were energized while do ing their work.

Companies also saw a stable pro ductivity level while some noticed an

increase in productivity level. This means that some employees were as productive as expected and other employees were more productive than usual. The four-day work week made it all possible. Employees with family members expressed their joy of how they got to spend enough time with their spouses and children. Others reported that they had time for hobbies and to run errands—all of these signal a steady work-life balance.

An organization with a four-day work week is sure to reap maximum benefits with employees experiencing little to no burnout and produc tivity on a higher level. Our empha sis is on “increase in productivity.”

Revenue is important to organizations and giving maximum attention to the well-being of employees is the path to follow. It’s interesting to see other countries like Germany and New Zealand following this path to success.

As in Will Stronge’s statement, “Many examples are emerging with in the private sector of a group day work week. Celebrating these cases, whilst encouraging others to adopt, will be important as public authorities and trade unions make the case for the reduction in working time.” The success of Iceland’s four-day work week trial is a good thing to celebrate and a great step for other countries to follow.

What are the benefits of a

four-day work week?

The four-day work week is a novel idea that has been catching on in recent years. It’s not something you hear about every day, but it’s been making waves in the world of business and productivity.

Everyone wants the ability to work fewer hours, but not everyone knows how to achieve it. Most organiza tions are still offering a traditional 9-5 job, while others are just starting on their businesses. Whatever your situation, there are plenty of reasons why your company might want to consider a four-day work week.

If you’re looking for ways to better manage your employees’ time and work more efficiently, then a fourday work week might be right up your alley. Here are some benefits of this new strategy:

For starters, a four-day work week

can help your employees live healthier and happier. Studies have shown that people who get more rest tend to be healthier and happier than those who don’t get enough rest. This is because getting more rest means less stress and anxiety, which makes it easier for your employees to cope with any problems at work or in life in general.

Another advantage of a four-day work week is employees will get more done in a shorter period. They will also have more energy and focus at the end of each day. Produc tivity levels will be increased on your employees’ path which means suc

Revenue is important to organizations and giving maximum attention to the well-being of employees is the path to follow. It’s interesting to see other countries like Germany and New Zealand following this path to success.

cess for your company. Another benefit of a four-day work week is the work-life balance your employees’ experience. With a steady work-life balance, employees feel more happier and energized to do their work. They have enough time for almost everything including work.

Companies also get to retain their employees because of job satisfaction. This means less trouble and costs try ing to hire multiple candidates to fill empty positions. Instead, loyal employees will stick to such companies that have shown care for them as humans.

We all love the idea of a four-day work week. It will give us more time to spend with our families and friends, and it will allow us to have enough weekend days so that we can spend more time doing the things we love. There’s also the good side of an in crease in productivity which will ben efit the economy. Iceland has proven that all of these and more are possi ble. Countries are advised to follow in their footsteps.

The Secret Sauce to Retain Top Talent

By: Jane Harper

Succession planning cuts across all industries and its strategies should be implemented. Using these strategies for career development is a great way to retain top talents.

e are living in a time of unprecedented change.

It’s not just that the world is changing — it’s that we are changing the world. And we want to keep it that way.

But if you’re like most companies, you’re finding it harder and harder to retain your top talent. There are many reasons for this: fewer people want to stay in one place for too long; more people want autonomy over their work; and more employees have access to new opportunities and knowledge about what else is out there.

It’s time for companies to take a hard look at their succession planning strategies if they want to retain the best employees and keep their businesses thriving in this new environment. Succession planning is often thought of as a way to keep your business running smoothly, but it’s also a way to keep your em ployees happy.

you put the time and effort into succession planning, you’re creating an environment where your employees feel more engaged, creative, and motivat ed. That’s because having a sense of purpose and knowing that there is a plan for their future makes them feel like they can trust their employer and their job security.

Employees who are secure in their jobs can contribute more creatively and take on new challenges, which leads to greater innovation for the company overall. This article explains further how companies can use strategies to hire and retain top talents.

Succession plans help you retain valuable knowledge and experience when key employees leave, which helps keep other employees engaged, and ensures that everyone stays up-to-date on best practices for doing their job well.

Q. What is succession planning in talent management?

uccession planning ensures that your company is prepared for whatever the future holds, while also allowing employees to grow and succeed within the organization. It’s not just a buzzword or a

thing that companies do to comply with HR regulations. Unfortunately, many compa nies don’t take it seriously, but when they do, it can make all the difference in how employees feel about their place of work and how long they stay there.

Succession planning is all about having a plan in place for when one person leaves or moves onto something else — whether

that’s retirement, maternity leave, or something else entirely. It means making sure you have an idea of who will fill that position before it opens up so you don’t have to scramble when someone leaves unexpectedly.

It also means that if someone isn’t quite ready for promotion yet but has been working hard toward it, succession planning allows them time to develop their skills before taking on bigger responsibilities like mentoring junior staff members or leading projects with greater scope than before.

Q. Why is succession planning important?

The workplace is changing constantly. As a result, companies are struggling to find qualified employees who can keep up with technology and stay on top of new developments. And while this is hindering their growth, it’s also causing an unexpected side effect. Turnover rates are skyrocketing among existing workers and causing significant problems for employers who want to retain talent within their organizations long-term (especially if they don’t have enough experienced workers to train).

Luckily, there are succession planning steps you can take now that will help keep your best employees happy and engaged in their work. This way, they won’t leave you for greener pastures once their contract runs out or when they discover an opportuni ty elsewhere that pays more money or offers more perks than what you offer.

Q. What strategies will you use to retain more talent?

sking employees what they want out of their careers and helping them achieve those goals is important. Succession planning is one of the most important things you can do for your business. It’s the secret sauce to retaining top

talent, and it can make all the difference in your success.

When you build succession plans, you’re giving your employees a sense of owner ship over their careers, which makes them feel more committed to their jobs. You’re also making sure that they know exactly what they need to do to advance—and that means they’ll be more likely to stay with you and continue growing within the

company.

Succession plans also help you retain valuable knowledge and experience when key employees leave, which helps keep other employees engaged, and ensures that everyone stays up-to-date on best practices for doing their job well. So what strategies can be put in place to retain top talents within your company? Here are a few to consider:

1. Start From Scratch

Succession planning is best begun from the moment a job is about to be offered to a job candidate. The quote “the best preparation for tomorrow is doing your best today” strongly applies to this strategy. The point we are driv ing at here is that employers should let supposed employees know what awaits them in the long run. Is there a chance for a promotion? Or do they need to be ready to take on a higher role if the current employee will soon retire? Communicating this with them is necessary. Many individuals will agree that an in ternal hiring team will be better at selecting top talents for their company. An internal recruiter will have a better idea of what candidate will best fit an open role and align perfectly with the com pany’s goals. They will also make it easier to communicate how succession could take place.

2. Be Fair

Transparency is important for success and teamwork to thrive in a company. And for this particular reason, suc-

cession planning is certain to be achieved. Employers are advised to be as transparent with their succession plans within the company. It’s been noted that most successors are completely unaware of the positions they will be taking over—which is a high risk. Organizations are advised to share their plans for the future with their employees where necessary. Also, being fair with decisions to make an employee a successor should be practiced.

3. The Top Matters, So Does Within

One of the strategies to take for succession planning is ensuring that crucial sectors are attended to as well. What do we mean? Most of the time, orga nizations are mainly concerned about executive positions and how they can be filled once empty. On the other hand, they fail to recognize other positions that would cause a huge stir once it is empty. For example, a company with

an IT office will have a tough time if an employee exits without a replacement. Therefore, employers are advised to search within and discover what crucial sectors of their companies are to put plans in place for succession.

4. Everyone Matters

We earlier spoke about how being transparent and fair with your plans and decisions is important. Companies should bear in mind that all their em ployees are part of this chain. They deserve a spot at the seat too. It would be best for companies to look beyond the easily noticed employees that could be successors and look within. Carrying your employees along is the best way to determine which of them can handle a particular position in the future.

It’s been noted that most successors are completely unaware of the positions they will be taking over—which is a high risk. Organizations should share their plans for the future with their employees where necessary.

5. Think Ahead

Organizations that are concerned about short-term success have no clue what lies ahead of them. A succession plan shouldn’t focus on only short-term success. Rather, it should look at and discover issues that could arise in the years to come. This will help companies to have plans that will keep them running even when retirement and resignation happens. In other words, companies will be ready for the worst.

6. Provide Training

An employer has done the research and discovered which employees could be successors. So what’s next? Our an swer: training. For the success of a company to happen, investing will have to take place. Employers should provide resources and programs that will help those employees in their career and tal ent development. They should also be given the freedom once in a while to have an understanding of what execu

tive positions look like. Mentoring is also a great way to help ease the process and improve employee engagement. It’s important to note that investing might be more than expected, but in the end, it is worth it.

7. Make It A Culture

A constant practice becomes a culture, especially in the workplace. That is why succession planning should be more than just a thing that happens once in a while. Instead, it should be a constant culture. Employees should continue to undergo training for career development. Transparency and engagement should also be constantly practiced.

8. Seek Advice

In most cases, employers might not have it all under control and that’s why seeking advice will be reasonable. Succession planning might not be easy to grasp and that’s where trained professionals and available resources come in handy. If the concept of using the strategies explained above seems too much to handle, we advise employers to try out other alterna tives like succession planners and succes-

sion planning tools.

Succession planning is a must-have for companies. For so long, it has been taken lightly and ignored too. Employers need to look on the bright side and use the best strategies to ensure that top talents are retained within their company.

A constant practice becomes a culture, especially in the workplace. That is why succession planning should be more than just a thing that happens once in a while.

Leading With

HR Analytics Tools

The world of HR analytics is con stantly growing, and so are the tools we use to manage it. In this article, we look at some of the most popular HR analytics soft ware, as well as their strengths and weaknesses.

By: Diana Coker

HR analytics tools can help you manage your company’s talent. They can help you identify the skills and experience of each employee, which is critical when it comes to hiring and retaining the right people. They can also help you understand how much an employee costs to keep on staff, which can help make informed decisions

about how your organization spends its money.

But what exactly are these tools? How do they work? And why should you be using them? HR analytics tools are software tools that analyze data from various sources and present it in a user-friendly way.

What is an HR analytics tool?

An HR analytics tool is a software or application that helps to determine the effectiveness of your hiring pro cess, how well your employees are performing their jobs, and how much money you’re spending on salaries. It’s also a tool that lets you analyze employee data to find out who is leaving your company, and why— and it can even give you insights into how to improve processes for finding new employees.

HR analytics tools are used for var ious reasons, and choosing the right one for your organization should be done right. These tools will offer ser vices that cover the recruitment pro cess, employees engagement, turn over rates, and so much more.

What are some factors to consider when choosing HR analytics tools?

When selecting a tool, there are factors to consider. This will help you pick the right fit for your organization. Here are some tips for choosing an HR analytics tool:

1. Look for functionality.

Does the software include fea tures like real-time reports, which allow you to see exactly what’s happening within your organization right now? You want something that lets you easily gather data from all employees at once so that you can get a sense of how they’re doing in different roles. Do they have too much work? Are they spending too much time on

Tools & Technology

administrative tasks? If so, what can be done about it?

2. Consider the price point.

This is important because if you’ve got limited resources (like a smaller company) then an expensive software may not be worth its cost. However, if your budget allows then there’s no reason why an expensive package can’t also include some great features like user training sessions or extra re porting options.

3. Consider the ease of recruiting.

Another factor to look out for when selecting an HR analytics tool is the ease that comes with recruiting. You should look for a tool that allows you to announce open positions. It should also allow you to share the information across different job boards. A good tool also helps with the hiring process and makes onboarding of new employees easy too.

4. Look for collaboration management.

The next factor to consider when selecting an HR analytics tool is to look for the possibility of collaboration among your team. A great tool should allow your

employees to communicate with one another. They will also have access to new updates and upcoming programs no matter where they find themselves.

When it comes to HR analytics, there are a lot of tools out there. You might think that you need all of them, but in reality, you only need to know what works for your com pany.

These tools are great because they allow you to see where your business is going and what the next steps are for your employees. Plus, they are easy and intuitive to use. They include:

The great factor to consider when selecting an HR analytics tool is to look for the possibility of collaboration among your team. A useful tool should allow your employees to communicate with one another.

Tools & Technology

1. Visier

This tool has incredible features that facilitate and ease the process of analyzing data for a company. Visier provides people analytics sys tems to help human resource professionals have a clear understanding of what employees might be up to in terms of resignation. Visier provides tools that allow tracking of an employee’s data for all the years they have worked for an orga nization. Through salary analysis, the tool gives insight into when an employee might decide to leave the organization. This is a great tool for HR professionals because it gives them enough time to plan and decide on how they can retain that employee and prevent them from leaving. Plans are put in place to oversee the entire pro cess. Visier also makes it possible for organi zations to provide career development oppor tunities. The tool uses an employee’s history to determine areas for advancement. It also de termines which employee is fit for an advance ment in position by analyzing the work history of all employees in an organization. This makes it impossible for unfair promotions to take place.

& Technology

2. Crunchr

It helps companies combine all their data from various systems and uses them to give insights. The data is combined from systems like payroll, employee work history, and so much more. Crunchr helps HR profes sionals to set realistic goals and monitors these goals to see how they are perform ing. It is also noted to offer an ease of use which means

that new users can easily navigate and make use of the tools provided. Users are also allowed to organize their dashboards as they deem fit and set goals as necessary. The tool helps HR professionals to plan and provide strategies according to the data being provided.

Tools & Technology

3. Tableau

This is one of the most common human resource tools among big organizations including universities. This tool helps organizations carry out different activities that cut across all their departments. Tableau is known for the wide range of services that it offers to companies. The tool helps employers to improve the diversity of their organization. It does this by gathering data from across all their depart ments and giving insights into how diverse their workplace is. This will help employers to determine what area they are lacking in regards to diversity and inclusion, especially with their hiring process. The tool also helps organizations to analyze employees’ performance and determine when employee retention plans are required. Employees are also given the chance to give feedback through surveys offered by this tool. Other functions include payroll analytics, insights on employee work history, and so much more.

Tools & Technology

4. IntelliHR

This is one of the most common human resource tools among big organizations including universities. This tool helps organizations carry out different activities that cut across all their departments. Tableau is known for the wide range of services that it offers to companies. The tool helps employers to improve the diversity of their organization. It does this by gathering data from across all their departments and giving insights into how diverse their workplace is. This will help employers to de termine what area they are lacking in regards to diversity and inclusion, especially with their hiring process. The tool also helps organizations to analyze employees’ performance and determine when employee retention plans are required. Employees are also given the chance to give feedback through surveys offered by this tool. Other functions include payroll ana lytics, insights on employee work history, and so much more.

Tools & Technology

5. Qualtrics

This is another HR analytics software tool to check out. The tool also specializes in employee engagement and productivity rates. Qualtrics is known for the detailed and insightful data that it provides on employees’ performance. It helps organizations to determine how engaged their employees are with their various tasks. The tool does this by analyzing an employee’s work history and determining the points at which productivity and performance lev els dropped. From this data, employers can determine what factors led to the drop in performance and organize plans to improve the workplace. Qualtrics also offers surveys for employee feedback and it is known to be different from regular surveys offered by other tools. To drive engagement, the platform provides questions that will determine what makes an employee stay engaged with their work. This will help companies to provide strategies to fulfill the needs of their employees for a better work environment.

Tools & Technology

6. ChartHop

The tool helps companies to sort out various issues associated with HR strategies. The tool of fers collaboration across teams and also makes giving feed back easy for employees. The good thing about this platform is that it can be used by any one and not just HR profession als. Managers and employees can improve communication by providing feedback and eval uation using this tool. ChartHop also helps with giving insights into employees’ performance. The data provided will help em ployers to determine factors af fecting employees’ engagement and provide strategies to sort it out. The tool is also well-known for its use in improving diversity and inclusion in the workplace.

The best HR analyt ics tools do exist and finding the right one for your company will go a long way in generating success. We have provided some of our favorites that might be a great fit for your organization.

IFEBP 68th Annual Employee Benefits Conference

Online and in-person in Las Vegas, NV

October 4 – 7, 2022

Cost: $1,695 for early bird tickets and $1,995 for regular tickets (for members of the International Foundation of Employee Benefit Plans only)

Why attend? Get critical insights into the world of employee benefits from 150 expert practitioners and net work with over 5000 HR colleagues from around the world. You’ll have first-hand access to proven solutions that you can take back and apply to your organization.

Supporting Workplace

Wellness & Wellbeing Cost: $195 for a 1-day

Online

Why attend? Remote and hybrid require organizations to provide cial wellness programs. Join how you can best support your of conflict, stress, financial You’ll also get the latest insight that values employees’ mental

Robert J. O’Neill Sergeant Dakota MeyerFormer United States Navy SEAL Team Six Leader, Decorated Combat Veteran

United States Marine Corps Veteran, Medal of Honor Recipient

April Arnzen SVP & Chief People Officer of Micron Technology

Workplace Wellbeing

19, 2022

1-day virtual conference pass

hybrid working arrangements provide more than just superfithis conference and explore your employees during times hardship, and other issues. insight into creating a culture mental and physical wellbeing.

Agile Leadership Develop

ment Conference

Online

November 16, 2022

Officer Technology VP of People of Potential of Ceros

Cost: $195 for a 1-day virtual conference pass

Why attend? How can you address the lack of successors for executive roles and minimize the risk for your organization? Join this virtual HR conference organized by the Human Capital Institute to discover how to build successful leadership development programs.

Alice Carleton