by CHRC | Jan 12, 2021 | Corporate Culture, Diversity, Equity, Inclusion, Future of Work, Human Capital, Innovation, Leadership Agility, Strategy, Work Place
By Lisa Aggarwal
Every day, I’m amazed by the innovation I have seen since the Covid-19 pandemic began. In order to survive, virtually every company has been asked to evolve and change the trajectory of its business. Every person has made changes to their routine and how they operate on a daily basis.
For those companies whose fiscal calendar begins on January 1, the traditional annual merit cycle is upon them. The good news: organizations who are managing to thrive despite a worldwide pandemic (i.e., not the restaurant and hospitality industries) are still planning on giving their employees raises.
Yet, the annual merit increase isn’t as “traditional” as you might think. Some of you might remember the days when you received a raise on the anniversary of your hire date. One of my colleagues recounts when moving to a yearly increase was unheard of, needing at least a year of change management for employees to understand why it would be any other way—or why it even happened this way in the first place.
As CHRC has been researching how companies are coping with this year’s cycle, the overwhelming answer is: it depends. According to a recent study by the Economic Research Institute, annual salary budgets remain around 3.0%, but many companies are only implementing actual increases around 2.2%. Some of that gap may be avoided by thinking strategically. Here are some questions to consider:
- Do you need to work on an annual review cycle, or should salary reviews only be done if revenue targets are met? Can that be quarterly, or can you wait until business recovers?
- Should you focus on promotions or retaining your high performers who, according to many reports, are still able to find new jobs with relative ease?
- Are your compensation programs and structures aligned with the external marketplace? Have any of your roles been affected by increases in your state or city minimum wage as of January 1? With remote working, do you now compete nationally for talent?
- What programs is your company implementing to address burnout and the around the clock work from home cycle? A recent study by AON indicated that the #1 concern when it comes to retaining female employees is not only childcare…it’s wellbeing. That concern doesn’t stop at the gender line. Do you need to think beyond Total Rewards to Total Wellbeing?
The more creative you are with how your financial resources are invested, the better you will be able to redeploy your assets. Are your merit increase cycles ready for a little innovation, or are they carved in stone?
by CHRC | Dec 15, 2020 | Community, Covid-19, Diversity, Equity, Inclusion, Innovation, Inspiration, Leadership, Strategy
December is a tough time of year.
I do not like the days getting shorter.
In typical Decembers, I do not like the craziness of holiday shopping, the hectic nature of too many invitations jammed into the early part of the month, and the frantic feeling BEFORE December 25th. But what I do enjoy about December? Candles and lights. The more candles and the more lights, the better.
Several years ago two wonderful authors entered my December. One wrote a moving children’s book and the other discussed how she, as part of an interfaith family, embraces December. The children’s book that I discovered, and delighted reading as a library volunteer, is called The Christmas Menorahs How a Town Fought Hate. It’s a true story from 1993, when Billings, Montana took a terrible hate incident and used it as both a teachable moment, and a moment of united defiance against hate. I then heard Chicago author, Barbara Mahany, discuss how she treasures the December darkness as deeply spiritual, as a way to go inside, to shut out the early December hecticness, to embrace the two candle-centric holidays that her family celebrates. In turn, I now cherish our Advent wreath that burns brighter as the days grow dimmer.
In this December of 2020, when most of the world is facing a darker December than most, when we could all benefit from lighting as many candles in the darkness until the vaccine lightens the darkness for us, perhaps you can find this special holiday book, and read it to a young person in your life? Or perhaps, in need of hope and light, you can just read it yourself to reaffirm that light is indeed stronger than darkness.
by CHRC | Dec 8, 2020 | Corporate Culture, Diversity, Equity, Inclusion, Future of Work, Human Capital, Leadership Agility, Productivity, Strategy, Work Place
Photo by Christina Morillo, from Pexels
Back in February of 2018, our blog highlighted some best in class recruiting practices. We noted that companies like Microsoft had adapted their screening and selection processes to capture the needed talent of those candidates on the autism spectrum. In so doing, they were actually employing a more robust way of screening all candidates and predicting success within a role and a company culture.
As we all continue to navigate remote working, especially in a certain Midwestern city that has had really low level clouds for several days, what if you heard that there was a place to work where you started your morning with two questions:
- How “interactive” do you feel today?
- What’s your energy level today?
What if you also heard that this same company listed everyone’s preferred communication and feedback preferences? Versus, you know, waiting two days for a call back and then learning someone NEVER checks their voicemail?
A recent article focused the spotlight on Ultranauts, a tech company that has engineered itself not only for remote working, but for the diverse needs of its employees—many of whom are on the autism spectrum. This company’s practices are valuable for all of us right now. Not only because they allow the workforce to absorb information in the ways that they
prefer—but because it practices the key components of good employee communications:
1. Tell them what you are going to tell them
2. Tell them
3. Tell them what you told them
AND with technology to take notes, so that no one gets stuck being the scribe!
While Ultranauts developed this culture to accommodate the sensory-overload that many on the autism spectrum experience on a daily basis, in this current environment, these practices offer a great deal to all of us who are on so many different sorts of overloads and prioritizes employee-first communications, so that all succeed—no matter what.
by CHRC | Dec 1, 2020 | Agility, Corporate Culture, Diversity, Equity, Inclusion, Future of Work, Human Capital, Leadership Agility, Performance Management, Performance Reviews, Productivity, Strategy, Work Place
Our last blog shared insights on what activities will drive the workplace of the future. That concept of a workplace poses a huge challenge for many managers out there.
A recent podcast by GBH’s Innovation Lab addressed what organizations must build as they are dismantling cube space: management skills, competency assessments, and performance reviews to match the new workplace. Leaders having trouble coping with remote working will benefit from this program’s insights offered by experts, Professor Nicholas Bloom of Stanford and Liz Fosslein, head of content at Humu. Each organization will need to study and then tailor a return to work hybrid model that fits their organization.
Quite often when we start work on a compensation project, one of the first questions we ask is the state of the performance management program. Too often we get guilty looks followed by hemming and hawing. As Covid-19 began to shut down the world, CHRC probably had a better understanding than most as to why the majority of managers in the US would be very uncomfortable with a remote workplace. The reason many leaders fall back on MBWA (management by walking around) is either because their organization does not have a robust performance management system and/or they have never been trained to manage in the first place.
At the end of the day, remote work is here to stay, and even when it is safe enough to return to large office buildings, hybrid remote and in-office work policies must be developed thoughtfully, in conjunction with robust performance management systems, versus being allowed to regress back to the routines of the MBWA practitioners. For those who thrive working remotely, if the majority of their coworkers return to the office, it could be detrimental to their career and could have a disparate impact on certain groups of employees who gravitate towards working from home. Professor Bloom is emphatic that organizations be prescriptive about “days the senior management are at home,” to ensure that people can be in the office to truly collaborate and innovate, not merely to posture and curry favor with the boss, and “to prevent a promotional advantage and stress everyone out.”
by CHRC | Nov 24, 2020 | Agility, Corporate Culture, Diversity, Equity, Inclusion, Future of Work, Human Capital, Leadership Agility, Performance Management, Performance Reviews, Productivity, Strategy, Work Place
This past year has turned our idea of the workplace inside out, upside down, and cattywampus. While many look at this year as productivity lost or teamwork put on pause, there’s also much to be gained from rethinking the idea of the workplace. Are people really most productive while sitting in their cubicle all day—sans distractions? Distractions happen wherever you are. Distractions used to be colleagues talking about fantasy football picks, latest cat photos, or extended group lunches. Now distractions are crying babies, Instacart deliveries, or unstable Zoom connections. There is no evidence that productivity suffers if not in the office.
Workplace should mean just that, the place in which you do your work. It shouldn’t matter if it’s a cubicle, your kid’s room that has the best Wi-Fi, a Starbucks patio, or on a conference call in line for a COVID-19 test. The pandemic has forced most of us to figure out where we get our BEST work done.
As this fantastic article mentions, organizations must shift from “who” should be in an office to “what” should happen in a shared space. Client phone calls, creative brainstorming, cold calling, brief writing, Excel spreadsheeting—as we reimagine what the workplace is, let’s focus more on the quality of work and less on where the work is being done. Technology has allowed us to rewrite the entire premise of the office. As we move into a new year—and a continuously morphing workplace—management skills, competency assessments, and performance reviews must evolve to match.
by CHRC | Aug 26, 2020 | Competencies, Diversity, Equity, Inclusion, Human Capital, Productivity, Skilled Labor, Work Place
Everyone predicted it back in the spring. We even addressed some of the childcare issues that concerned people back in May on our blog.
But, we’re still here. Summer is ending, some schools have started (even if only virtually), and the picture isn’t any prettier. Are you willing to lose one of your best workers over two hours a day? Have you ever had someone resign when their mother died? Well, get ready…
An executive was stunned by the number of times that female employees resigned when their mother died. He couldn’t figure it out. Fortunately, other females connected the dots for him: their mothers had provided essential childcare; without mom/grandma, they could no longer work. This executive then connected other dots too. Leaving children at home, with no way to get to and from school, or no way to get to after school activities, was worth losing income and childcare.
And all of this was Pre-Covid.
This article from HR Executive provides some ways to start thinking differently, so that you and your company might be able to be as prepared as possible, and put all those agile thinking skills to use when your star performer comes in ready to quit. Read More Here
