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 | Nov 10, 2020 | Community, Covid-19, Human Capital, Inspiration, Leadership, Sacrifice
Every last one of us is experiencing COVID-19 Fatigue, and we’ve only been at this eight months.
A year ago I was in Australia for Remembrance Day. When I realized I would be there on the 11th of November, I knew where I had to be at 11 am. At the Cenotaph in Sydney, an older female veteran caught my attention, medals and all.
I first became aware of the outsized sacrifice of Australian and New Zealanders (ANZACs) in WWI, when I heard a folk song called “The Band played Waltzing Matilda.”
What the soldiers had to deal with when they came home in 1919? A pandemic. A year ago, I nodded in historic empathy, “Imagine, after nearly four years of war, all that sacrifice, for a small nation of 4.5 million when war broke out.” Nearly 62,000 soldiers died, to then come home and have an additional 15,000 people die from a pandemic?
It is November 11th again. We want to complain about pandemic exhaustion, but what we label exhaustion will never begin to compare to those that survived WWI only to battle through the 1918-1919 pandemic. We may go to war for the last roll of toilet paper, or battle with our loved ones to stay in or wear masks, but in the face of true sacrifice, it truly dims.
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
by CHRC | Jul 15, 2020 | Competencies, Executive Compensation, Human Capital
“If you do not change, you can become extinct!” – Spencer Johnson, Who Moved My Cheese?
Twenty years ago, I had a manager who said that my job in Human Resources would be replaced by a machine one day, but that would be a good thing. I failed to see how that was encouraging.
Over those twenty years, however, I have seen the benefits of technology in my line of work, in affording me the time to think more strategically by spending less time on tactical work. Technological innovation has brought immeasurable societal gain but has often been faced with the fear of self-preservation. If a machine can do my job faster, cheaper, AND better, what will become of ME?
We have all been asked to pivot in nearly all aspects of life lately by moving to online platforms. For example, I love my virtual workout classes that don’t involve a commute or listening to people grunt. COVID-19 has made it obvious that we rely on technology more than we ever have. The New York Times has reported that most middle-class jobs demand some technological proficiency. As of May, half of US workers were working remotely (previously 15%) and automation in many fields has steadily been on the rise.
Workers now need more advanced skills to survive, particularly in a time when unemployment numbers are steadily increasing. Even Congress has recognized how important this is and worked in a bipartisan fashion to draft the Skills Renewal Act, which would provide up to $4K in tax credits to newly unemployed workers seeking training in high-demand areas. Managerial and other strategic roles are always far harder to replace with technology. It’s a perfect time to “upskill” and get around to the training you have neglected, instead of binging the next Netflix series.
The best part about upskilling is that usually many of these skills, if not most, are portable—you can take them from job to job. Just like I take my free weights from my living room to the patio sometimes…sans grunting.
