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A new report was released by the DOL-backed Job Accommodation Network (JAN) and analyzes survey data collected from employers from 2019 to 2022.
This article was first published on June 5, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
The U.S. Department of Labor (DOL) announced a new report finding that nearly half of workplace accommodations made for people with disabilities can be implemented at no cost to employers, and of those that do incur a one-time cost, the median expenditure has decreased when compared to previous reports to only $300.
According to the DOL, an accommodation is a modification to the work environment or the way a job is customarily done to enable a qualified individual with a disability to enjoy equal employment opportunities. Under the Americans with Disabilities Act (ADA), covered employers must provide reasonable accommodations for applicants and employees with disabilities, when requested, unless doing so would cause an undue hardship.
The new report, “Accommodation and Compliance: Low Cost, High Impact,” was released by the DOL-backed Job Accommodation Network (JAN) and analyzes survey data collected from employers from 2019 to 2022. These employers represent a wide array of industry sectors (e.g., manufacturing, service, and wholesale/retail sales) and sizes (from small businesses to Fortune 500 mega-companies). Survey respondents initially contacted JAN to obtain specific information about workplace accommodations, the ADA, or both.
Five Key Findings
1. Employers want to provide accommodations so they can retain valued and qualified employees.
More than half of the (55%) employers surveyed reported they called JAN to retain a current employee. On average, employees associated with a JAN request had been with the company for 6 years and 1 month. Typical (median) wages for these employees were $18.00 for those paid by the hour and $64,100 for those with an annual salary. In addition, 66% of the individuals for whom the employer requested accommodation information had a college associate degree or higher.
2. Most employers report no cost or low cost for accommodating employees with disabilities.
Of the 720 employers who provided cost information related to accommodations they had provided, 49.4% said the accommodations needed by their employee cost nothing. Another43.3% experienced a one-time cost. Only 7.2% said the accommodation resulted in an ongoing, annual cost to the company. Of those accommodations that did have a one-time cost, the median one-time expenditure as reported by the employer was $300. Those with ongoing accommodation costs had a median annual cost of $3,750.
3. Employers report accommodations are effective.
Employers who had implemented accommodations were asked to rank the effectiveness of the accommodations on a scale of 1 to 5, with 5 being extremely effective. Of the 1,328 responding to the question regarding effectiveness, the majority (68.4%) reported the accommodations were either very effective or extremely effective at helping workers with disabilities perform their job duties. Another 18.3% of employers reported the accommodations to be somewhat effective, and only 13% reported them to be ineffective.
4. Employers who made accommodations report multiple direct and indirect benefits, including increased employee retention and cost savings.
Direct Benefits
Retained a valued employee: 85%
Increased the employee’s productivity: 53%
Increased the employee’s attendance: 48%
Eliminated costs associated with training a new employee: 46%
Increased diversity of the company: 33%
Saved workers’ compensation or other insurance costs: 23%
Hired a qualified person with a disability: 18%
Promoted an employee: 8%
Indirect Benefits
Improved interactions with co-workers: 34%
Increased safety: 31%
Increased overall company morale: 30%
Improved interactions with customers: 22%
Increased overall company productivity: 21%
Increased overall company attendance: 19%
5. Employers find JAN helpful during the accommodation process.
Ninety-seven percent of employers reported that JAN understood their needs. In addition, 93% stated the information JAN sent them met their needs. And 100% of employers stated they would use JAN again.
'The HR leader must be the champion, coach, advocate, and sometimes disciplinarian to ensure we’re all building a sincere and meaningful culture.'
This article was first published on June 1, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Lorraine Ortiz has nearly 25 years of HR professional and executive coach experience in nonprofit, corporate, health care, and higher education. Throughout her impressive career, Ortiz has held several executive roles, including Vice President of HR at Riley Children’s Health, Director of HR—Retail Division at Goodwill Industries of Central and Southern Indiana, and Vice President and Chief HR Officer at Butler University, where she implemented the institution’s first strategic HR department to serve the needs of more than 1,000 faculty and staff.
Lorraine Ortiz
Currently, Ortiz serves as Chief People Officer at First Internet Bank, a pioneer in the branchless delivery of banking services since 1999. In her role, she’s responsible for a myriad HR and talent strategies programs, including overseeing the bank’s diversity and inclusion initiatives, employee experience, and talent acquisition and development efforts.
In our latest Faces, meet Lorraine Ortiz.
How did you get your start in the field?
HR was a perfect fit for supporting others in finding and connecting their “why” to the industries and companies where they choose to work.
Who is/was your biggest influence in the industry?
I’m an avid reader, so several authors come to mind. But my executive coach has ultimately been my biggest influence. I’ve had the opportunity to work with the Stephanie Wood Group for individual and team coaching. Not only am I a better employee and colleague because of their guidance, but I’m also a better wife and mother. Hands down, Stephanie has had the most significant impact on my career, and as she continues to coach, she has become more influential in the industry.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite aspect of the industry has evolved as I’ve grown my experience, roles, and myself. I enjoy supporting others in realizing their full potential through their work. Mark Twain wrote, “The two most important days of your life are the day you are born, and the day you find out why.” I love helping my colleagues find their why and realize it daily.
My least favorite aspect of the industry is difficult to define. I’ve had the opportunity to stretch myself, learn, and be challenged in all areas of HR, and I value the experience. But if I have to pick one, it would be when a leader and colleague relationship breaks down, which results in separation at the company—even more so when these individuals take the situation as a personal failure. Lessons learned are essential. Shame, however, is unproductive and can have a lasting effect on your career. It can stifle potential and the ability to move forward.
It sounds like, through your experience, you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
As mentioned, I care about helping people realize their why. But it’s important not to silo the support for employees to one department (as if it’s an initiative). Life can be challenging. We face different hills and valleys at different times. A company’s culture has to permeate every level and every department—from individual contributors to the C-suite. The HR leader must be the champion, coach, advocate, and sometimes disciplinarian to ensure we’re all building a sincere and meaningful culture. To do this, we should be self-aware and vulnerable, celebrate wins, and appreciate each other’s faults and strengths so we know how to bring our best selves to work each day.
How can HR most effectively demonstrate its value to the leadership team?
HR connects the business and its mission and objectives to its audience. Automation and artificial intelligence continue to change the speed and effectiveness of business. It’s imperative that we prioritize our people, as their strengths and creativity enable us to imagine more in order to deliver a better way to bank. From a practical perspective, the business has three lines: the top line, bottom line, and pipeline. It should behoove any company to strongly align its pipeline to the needs of the business so it can be learning-agile, change-ready, and future-focused to move with the speed required to meet our customers’ needs. HR must understand the company’s current objectives and long-term strategic goals. It also requires active participation at the leadership table to create an environment where the company’s talent can tap their inner creativity, develop new solutions to reach business goals, and continue enhancing their skill sets.
What are you most proud of?
Stating the obvious, I’m most proud of my family and the support they’ve provided me as I have grown and failed and stretched myself to be who I am today. I wouldn’t be where I am without their faith in me.
In terms of a more recent professional win, implementing the first strategic HR department for Butler University was an enormous undertaking that will ultimately serve a team of 1,500 employees for many years.
Do you have any advice for people entering the profession?
My advice would be three-fold:
Remain sincerely curious.Approach every day curious about the business, the people, and why they work where they do. Above all else, challenge yourself to remain curious so you continue to learn.
Find ways to manage the bad days. Working with people can be extremely satisfying, but it will inherently bring about sad, challenging, and difficult days. When those days happen, as they will, find ways to center yourself and get to the root cause. For example, one of my favorite bosses kept a warm apple cinnamon pie-scented candle in her office. Whenever we had a challenging moment, she would remind me to smell the candle. It immediately brought me to my grandmother’s house and her baked goods. (I bake because of her influence.) This exercise immediately centered me, reminded me of what’s important, and helped me view the situation with a clearer mind. I now tell my team this story and keep a candle in my office whenever my team or I need it. Wallowing in a problem doesn’t fix it. But if we take time to center ourselves, we can find how we fit into the problem and how we can solve it.
Know who you are.Working on yourself is important for all facets of life. Seek out opportunities for coaching, reading, leadership assessments, peer networking, and the like. Remember that you are where you need to be, and all your experiences—good and bad—are what got you there. Celebrate, learn, and move forward from each of those experiences. Part of the “day you find out why” includes a true appreciation of yourself and an ability to remain authentic and humble.
'As recruiters, it's critical that we deeply understand that society is still dealing with the effects of the global pandemic.'
This article was first published on May 25, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Meet Eryn Marshall, senior director of global recruiting at Oyster, an employment platform dedicated to creating a more equal world by making it possible for companies everywhere to hire people anywhere. We recently connected with Eryn to discuss how she got her start in the industry, her biggest influences, best mistake, as well as the top priorities talent are seeking in new opportunities.
Eryn Marshall
“As recruiters, it’s critical that we deeply understand that society is still dealing with the effects of the global pandemic,” Marshall shared with HR Daily Advisor. “People’s priorities have shifted, with workers around the globe seeking opportunities that foster improved work-life balance and offer mental health support. In fact, a recent survey we conducted revealed that 50% of global knowledge workers prioritize their mental health above all else—including career advancement.”
In our latest Faces, meet Eryn Marshall.
How did you get your start in the field?
Like almost every recruiter I’ve ever met, I landed here by chance. One of the things I realized shortly after graduating college was that without a network, I would struggle to find a career path. In building out my network, someone referred me to an entry level recruiter position at a Recruitment Process Outsourcing company where they offered extensive training to junior level people. While there, I got to recruit across industries and roles which was an amazing opportunity.
Who is/was your biggest influence in the industry?
The person who has influenced my career the most was a VP of Sales that I reported to in one of my early roles. Building a seamless partnership and learning to use data to analyze the pipeline and essentially, drive hiring like a sales leader would drive revenue, was a true game changer for me.
What’s your best mistake and what did you learn from it?
My biggest mistake was coming into a startup as a new TA leader and immediately trying to fill roles because that’s what the executive team were asking for. What I learned from that is how important it is to set the agenda. There’s a way to balance the needs of the company in the short term with what I know will set the company up for long-term success. It can be hard to do that as a new leader, but it’s a mistake I’ll never make again.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part about recruiting is the people. That’s why I’ve stayed for so long! I love building teams and enabling managers. What I dislike is how commoditized jobs have become. On the one hand, it’s easier than ever to find your dream job and on the other hand, the number of applicants per job opening has become unmanageable, making it harder for the great candidates to stand out.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
I’m naturally a very empathetic person, which I think is one of the things that has kept me in this career for so long. It’s also a reason so many people come to the profession.
How can HR most effectively demonstrate its value to the leadership team?
I think the best way to demonstrate value is by being able to quantify and articulate it to the leadership team. Beyond standard metrics, what was the impact of the work the team did? Did you save the company money? Did you increase retention or time to fill open positions? Having the ability to measure those things and speak to what the leadership team needs is a key to HR’s success.
Where do you see the industry heading in five years? Or are you seeing any current trends?
My function is talent acquisition (TA) and I see this becoming more of a talent role that doesn’t end at the time an offer is signed. I think we’ll see more TA leaders get involved in organizational design, succession planning, talent reviews and performance management moving forward. I love the 360-degree possibilities of this as it will no doubt improve the quality of hires. I’m also curious to see how AI will shape the future of the industry. We’re already seeing great gains with the technology at the front end of the recruiting process (job descriptions, interview design) and it’ll be interesting to see where else we can leverage the tech.
What are you most proud of?
I’m incredibly proud of the work that the Oyster team has done to live out our mission of hiring people everywhere. We’ve hired 650 people in 70-plus countries over the last 18 months. We’re proving that great talent is indeed everywhere and we’re giving people career opportunities that they might not have otherwise, thanks to remote work and our focus on elevating talent.
Do you have any advice for people entering the profession?
Keep an open mind and be gentle on yourself. We’re in the people business and it’s critical that we prioritize being a human first, that’s what will make for the most impactful connections – whether it’s with candidates, recruits, your organization, etc.
These tools can offer tremendous advantages, including use in corporate training efforts.
This article was first published on May 1, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
There’s no doubt AI chatbots have gotten increasingly sophisticated in recent years, and there’s certainly no doubt that these mysterious and novel tools have garnered a lot of media attention for their growing capabilities as well.
But, despite sensational news stories, AI chatbots—at least for now—can’t replace lawyers and business executives and aren’t sentient. That doesn’t mean, though, that doesn’t mean these tools can’t offer tremendous advantages, including use in corporate training efforts.
In this feature, we share some insights from training professionals and employers who have leveraged AI chatbots for employee training.
Useful for Small Businesses or Small HR Teams
Most companies struggle with or don’t put enough effort into training their workers. It’s not necessarily that they don’t believe training is important. Rather it’s seen as not a priority given the countless other needs of the business. That can be particularly true for small businesses without large training budgets, a training team or even an HR team!
Erny Peibst, founder and CEO of Inside Bodybuilding, a health clinic offering anabolic recovery and harm prevention services for professional athletes, says that AI chatbots, like ChatGPT, can be cost-effective way for small businesses to get a training program up and running. It may not represent a program up to the same standards as a Fortune 100 company training program, but it’ll be a start and it would certainly be better than no training program at all.
“Many small businesses don’t have formal onboarding or training processes, because they’re usually really time-consuming to create,” Peibst says. “Without experience, it can also be confusing to try to put your processes into words. ChatGPT can help many businesses get started by using just a simple request, providing a platform perfect for iterating to get just what you need.”
A Great Starting Point for L&D Pros
Peibst recommends that the best way to get started with using AI chatbots in crafting a training program is simply by asking questions. “That lets you know what information is available to the AI, so you can edit and adapt from there.
For example, someone in the fitness industry looking to build an employee handbook might start with: “What information should be included in an employee handbook?” Without having to read several blogs or books about handbook construction, the AI can give them a starting place that they can build from. Then, the content of the handbook can be populated.”
Once the chatbot has created the first draft, says Peibst, you can copy it into your own document and edit as needed. “However, with much of the bulk work done from you, building and iterating your basic training tools can be done in just a few days, instead of weeks. Your first training documents won’t be perfect—but it’s best to have them so you can start adapting them for exactly what you need. ChatGPT lowers the barrier to entry for these tools, so small business owners can formalize their processes and make hiring and onboarding their new employees easier.”
Greg Barnett, Chief People Scientist at Top Workplaces, agrees that AI chatbots can be a great starting point for getting a training program or training program material off the ground. “For learning and development leaders, generative AI tools make it possible to use prompts to create a baseline for training content and documents,” Barnett says.
“Tools like ChatGPT can help get content to a point that includes all necessary information, and a human can put their creative touch to create personalized training tools. Learning leaders can use generative AI to develop the mundane parts of training programs and amplify their ability to individualize training programs or materials for employees.”
Adding a Personalized Touch
AI chatbots can also be a cost-effective way to help personalize and customize training efforts to individual employees, something that would typically be cost prohibitive for most businesses if trying to achieve a similar level of personalization through one-on-one training with dedicated human staff.
“One of the ways ChatGPT or other models similar to GPT-3 may be used is to create personalized learning experiences for employees or focused groups of employees,” says Jenn Cooke, Senior Consultant, with global technology research and advisory firm ISG.
“These programs have the potential to significantly impact engagement and retention when they are adapted to learners’ unique needs,” she says.
“While each employee has learning needs that may vary significantly, tools like ChatGPT can be leveraged to create learning experiences catering to those different needs when it comes to learning styles while creating an individualized learning approach,” Cooke says.
A Complement to Training Strategy
While AI tools have often been seen as best situated to tackle some of the more mundane or tactical elements of training, the predictive capabilities of these tools may provide some benefit in the strategic arena as well.
“AI algorithms are also able to take relatively unstructured data to identify new trends and create predictions. These AI capabilities can help L&D teams identify skills gaps or identify skills or competencies employees are struggling with across the organization and create individualized programs targeting specific areas,” says Barnett of Top Workplaces.
“It’s important to note generative AI technology doesn’t replace humans, it only provides better signals on which learning and development leaders can dig in deeper, learn more, and communicate that information to others. Organizations looking to implement AI tools into their learning and development programs should be more proactive about their awareness of AI’s capabilities and how it can supplement and amplify career development and business goals," Barnett says.
"The potential uses of AI are broad, so organizations should analyze what areas AI can remove mundane and repetitive tasks for L&D teams. Removing these tasks will provide employee development teams more time and effort toward creating programs that support individual employee career goals while driving business results.”
Training and development as an inherently human process. However, there are a number of exciting and constantly improving artificial intelligence technologies available commercially and at relatively low cost that can create significant efficiencies and advantages for training and development teams. Taking advantages of these emerging new technologies can help training leaders save time and effort, while maintaining the quality of their offerings.
A well-crafted performance improvement plan tells employees your company wants them to succeed.
This article was first published on April 6, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
If you’ve ever had employees who were struggling in their role, you’ve probably considered your options. It’s a sticky situation to be in. You could let them go, creating a huge headache of turnover time and costs; you could retain them at their current capacity, leaving you feeling frustrated and the role unfulfilled; or you could implement a performance improvement plan.
A performance improvement plan is a clear document that lays out how employees need to increase their job performance to stay at the company. It also gives specific goals and timelines so they know exactly what is expected of them. They’re meant as an employee retention tool, not a fear-mongerer, but performance improvement plans tend to give employees anxiety—they are sometimes seen as the first step toward getting fired and are a clear indicator the employees have a great deal to improve. But they should be viewed as an opportunity. A well-crafted performance improvement plan tells employees your company wants to keep them around, wants them to succeed, and wants everyone to be on the same page.
Do performance improvement plans actually work? The data suggests they aren’t as effective as managers hope. Ninety percent of performance improvement plans lead to an employee exiting the business. That means the majority of plans fail at what they set out to do. If your goal is to keep an employee on board, you need to make sure your performance improvement plan is transparent, clear, and goal-oriented.
So how do you create a performance improvement plan that actually leads to improved performance?
Recognize the Goal of the Performance Improvement Plan
At the beginning of your meeting, make it clear why you’re crafting a plan and what its goal is. If you wanted to just fire someone, you would—you want employees to improve, and you want to retain them. So, reminding employees of that fact can start things off on the right foot and let them know they aren’t necessarily on the chopping block.
You also want to provide direct reasons as to why you’ve decided this is a necessary step. Have actual data to back up your claims; if an employee is way behind in sales, provide numbers to demonstrate that. If there have been a lot of complaints from other employees, provide specific examples.
If workers haven’t been able to deliver on product promises, remind them of why they were hired, and share where they fell short. This isn’t to hammer employees or make them feel terrible; it’s to prove the point that this plan is really necessary and to get them invested in its creation and success.
Furthermore, performance improvement plans shouldn’t be a surprise—before employees are put on a plan, you should have already raised your concerns in one-on-one meetings and evaluations.
Identify Your Role in the Problem
As a manager, you have a role to play in your employees’ success. If they aren’t living up to expectations, it’s not 100% on their shoulders—perhaps they weren’t coached well, weren’t given enough feedback, or were given too much responsibility. Take some time to self-reflect and identify ways you need to improve as a manager, and make that clear. You can bring in other managers, as well, depending on your role and the employee’s role. This can even be part of the performance improvement plan.
Invite Employee Input
You likely have ideas on how you want your employees to improve, but they may have some, as well. In fact, they may have barriers to their work that you’re completely unaware of. Employee participation in a performance improvement plan is essential to its success. The plan should not be a decree or a speech; it should be a conversation that takes in multiple perspectives and ideas. Make sure employees have some concrete time to brainstorm how they got to this point and any ideas they have in terms of how to get out.
Make Clear, Concrete Goals
Unless you’ve been living under a rock, you’re probably familiar with the concept of SMART goals. Goals should be:
Specific
Measurable
Attainable
Relevant
Time-bound
An example of a not-so-great goal: Sell more product.
An example of a SMART goal: Increase sales twofold by end of year.
Well-written goals will also have steps that can be taken to achieve them. The old saying “How do you eat an elephant? One bite at a time” implies that large goals need to be conquered with small steps. Handing someone the goal of increase sales twofold is like handing them an elephant. Incorporating action steps like attending sales seminars, shadowing a more experienced salesperson, and role-playing with the sales team can help someone achieve the goal of more sales. Also make sure to include a section with specific resources, training, or education employees can use to help them grow their skills and achieve their goals.
Have Regular Check-Ins
Lastly, you don’t want to hand someone a performance improvement plan with a wave and a “See you next year!” Performance improvement plans should include regular check-ins that allow employees to get a grasp on where they are and adjust course if needed. One-on-one meetings with their manager or an HR representative will help them know if they’re improving according to their plan. The plan should also include what’s going to happen after the plan—how often will they be checked in on? Whom can they go to with questions? What are the next steps? What happens if they don’t meet their goals? Don’t leave employees guessing; transparency is key to an effective performance improvement plan.
With massive layoffs and hiring freezes, companies must prioritize employee retention to maintain a skilled and experienced workforce.
This article was first published on March 24, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Employee retention will continue to be a hot topic as move forward in 2023. Although the workplace continues to churn out new buzzwords—from the Great Resignation to the Great Regret, Quiet Quitting, and now the Great Breakup—attracting and retaining talent has never been more important.
One way to retain and attract top talent is by offering comprehensive benefits and compensation packages. In fact, Forbes Advisor found that 40% of workers would leave their current job to find employment that offers better benefits.
Furthermore, despite recent massive layoffs at Twitter, Amazon, and Google—and fears of a global recession—about 61% of American workers are thinking about quitting in 2023, according to LinkedIn.
So, what benefits should organizations offer to attract and retain talent? We recently tapped Sheri Atwood, CEO and Founder of SupportPay, to gauge her insights.
Here’s what she had to say.
Given the economic landscape, why is employee retention important?
SA: With the massive layoffs and hiring freezes, companies must prioritize employee retention to maintain a skilled and experienced workforce. Employee turnover can also be costly, and each employee departure costs about one-third of that worker’s annual earnings, including expenses such as recruiter fees, temporary replacement workers, and lost productivity, according to the Work Institute.
Additionally, employee retention can help to build a positive organizational culture, foster teamwork and collaboration, and enhance employee engagement, motivation, and job satisfaction. Therefore, organizations must implement strategies that improve employee engagement, job satisfaction, and well-being. One way of doing this is by offering a wide range of benefits beyond basic benefits such as vacation days, 401(k) plans, and health insurance.
What kind of benefits can companies offer employees to reduce attrition and improve employee retention?
SA: According to an employee satisfaction survey, 78% of employees said they are more likely to stay with their employer because of their benefits program. That means companies need to make their offerings attractive by going beyond standard benefit offerings and implementing programs that address every life stage. For example, to support working parents, companies can put in place comprehensive family-friendly benefits like expanding paid family leave, childcare, family building, and elderly care assistance.
Additionally, for employees who are single parents or those navigating a divorce or separation, employees can offer programs to help them navigate life after divorce or separation. These benefits can help employees feel valued and supported by their organization, which can increase their engagement, motivation, and job satisfaction. Ultimately, offering a range of benefits that meet the diverse needs of employees can be highly effective in reducing attrition and creating a positive workplace culture, helping organizations achieve their business objectives.
With a focus on more inclusive workplaces, what types of benefits are employers not even thinking of or missing from their benefits package?
SA: It’s important for employers to reconsider traditional benefits packages in order to be more inclusive of all their groups of employees. Specifically, companies need to recognize that employees have different needs at different stages in their lives. For example, single, divorced, or recently separated parents account for a large percentage of employees, but there’s a huge gap in benefits for this group of employees. Companies need to provide holistic benefits that meet the needs of different family structures to ensure their unique needs are met.
Providing comprehensive benefits for every life stage shows that companies value their employees and are committed to supporting their well-being throughout their careers and in turn create a more supportive and engaging work environment. In addition to benefits that support employees who are single or divorced, companies can offer eldercare support, retirement planning, and financial wellness programs. Additionally, offering affordable benefits that are accessible to all employees, regardless of their income level, can help to create a more equitable and inclusive workplace, where everyone feels valued and supported.
With a recession looming and companies tightening their budgets, is there a way companies can deliver unique benefits while demonstrating ROI?
SA: There are many ways companies can deliver unique benefits during an economic downturn when budgets may be tighter. One way to do this is by implementing cost-effective benefits that have a high impact on employee well-being, satisfaction, and retention. By implementing cost-effective benefits that have a measurable impact on employee well-being and business outcomes, organizations can demonstrate clear ROI and maintain a competitive edge, even in challenging economic conditions.
Why are we seeing record-high turnover rates?
SA: Organizations are seeing high turnover rates for a variety of reasons. One of the primary reasons has been the competitive job market, and many employees have the ability to be selective about their employment choices. In fact, a recent McKinsey & Company survey found that respondents showed a consistently high desire for work that is better paying, more satisfying, or both, as well as a conviction that they can find better jobs elsewhere. The high turnover rates have made it more challenging for organizations to retain top talent, particularly in industries where there are labor shortages.
Additionally, employee burnout is at an all-time high, and this has had significant implications for working parents in particular. A recent national survey by the childcare provider Bright Horizons found that 90% of working parents are stressed at their jobs and three in five (61%) described their stress as overwhelming. Without adequate support such as flexible working hours, parental leave, benefits that support mental and financial well-being, and childcare assistance, employees may be forced to choose between their job and their family obligations, ultimately leading to burnout and job dissatisfaction. As a result, many organizations are now recognizing the importance of providing supportive benefits to attract and retain top talent, improve employee morale, increase job satisfaction, and ultimately enhance overall organizational performance.
Are there any factors contributing to burnout or job dissatisfaction among employees?
SA: Burnout and job dissatisfaction should be significant concerns for employers. Gallup’s State of the Global Workplace report found that 50% of workers reported feeling stressed at their jobs daily, and 60% reported being emotionally detached at work. The pandemic led to an increase in remote work, and while many companies have returned to the office or are operating on a hybrid model, the lines between work and home are blurred.
Additionally, with the current economic climate, companies are reducing their workforce, leading to employees taking on extra responsibilities and working longer hours. This can lead to a lack of work-life balance and high levels of stress, which can contribute to job dissatisfaction. This is even more significant for working parents who face the challenge of balancing their work responsibilities with their family commitments. Overall, it is essential for organizations to prioritize the mental health and well-being of their employees, by providing adequate support and resources that foster a work-life balance.
Tailoring financial benefits to meet the needs of all employees starts with understanding employees' needs and the impact of the last year on their lives.
This article was first published on Februry 28, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Different employees prioritize different aspects of their financial well-being based upon their personal situations and financial needs. According to recent research, 38% of workers share the top financial goal of saving for retirement while 27% share a top goal of building an emergency savings fund.
Additionally, unlike older generations, Gen Z and millennial employees are seeking other types of investments, including investing in cryptocurrency, real estate, annuities and small businesses, according to Schwab Retirement Plan Services’ annual survey of 401(k) plan participants. Whether it’s the younger generations or older workers, employees are motivated to make positive change and they’re looking to their organizations for support.
This year, Barrett Scruggs, VP of Employee Financial Well-Being at SoFi at Work, predicts employers will keep up with their individual employees’ goals by offering new and personalized benefits to not only attract but also maintain top talent.
Here’s what he had to say.
What employee benefits do you see taking center stage this year?
BS: We found the top financial benefits employees want their businesses to add, improve, or expand upon are emergency savings fund (64%), retirement matching/401(k) (64%), financial planning tools (62%), budget planning tools (61%), and homeownership assistance (60%). We expect to see these offerings become more widely available this year, especially as employers aim to retain and attract new talent.
In addition to the above benefits, uncertainty around student loans is increasing employee demand for student loan benefits. With guidance on student loan forgiveness and educational assistance programs changing by the day, borrowers will look to their employers to help with student loan repayment and management in the new year. Employers should consider offering educational resources like access to financial advisors or more direct aid such as matching retirement contributions with student loan payments.
There are many uncertainties in the new year. One thing is for sure, however. Employees want their companies to help with more aspects of their lives including financial well-being, mental health, and workplace flexibility. Employers looking to stand out will provide benefits options that meet the individual needs of their employees and promote a culture of overall well-being.
How can employers tailor their offerings to their employees’ personal financial needs or goals?
BS: Tailoring your financial benefits to meet the needs of all employees starts with understanding employees’ needs and the impact of the last year on their lives. Companies can come to this understanding through employee surveys, financial wellness assessments, focus groups with critical talent, and data-driven analysis of current and past benefits offerings. Any of these processes will offer a deeper understanding of your employees’ financial needs and allow companies to pinpoint the offerings that will best serve their talent. From there, companies can ensure they are offering holistic benefits which hit on the needs of employees with different backgrounds, from all life stages, and with varying degrees of financial literacy. For example, say a company finds its workforce is largely made up of Millennial and Gen Z talent who aren’t taking advantage of retirement offerings but would benefit from student loan repayment or homeownership assistance. Knowledge is power, and they can tailor their options accordingly.
What financial benefits can employers offer to improve equity in the workplace?
BS: Employers should ensure their financial benefits attract and serve a diverse workforce and help to address economic inequality throughout every segment of the workforce. Traditionally, financial well-being programs have focused on 401(k) benefits and education programs geared toward long-term savings and retirement. However, it’s become increasingly apparent this approach doesn’t meet all the needs of today’s diverse workforce and the pandemic highlighted the need for short-term, goal-oriented savings options.
Personalized financial benefits that address short- and long-term goals can help companies meet their employees where they’re at in their financial journey. When you offer a range of financial well-being benefits, you give employees the power to choose what will help them the most. Emergency savings accounts, student loan repayment programs (including 401(k) matches for employees paying off student loans), and debt management tools are all great options to hit on the many different needs of a workforce. Established college tuition and retirement savings programs are vital to a holistic financial wellness program.
Why are financial well-being benefits important in our current job market?
BS: We are in an employee-centric job market, with only 3.7% unemployment and over 10 million available jobs, which means employers are continuing to seek ways to boost retention and increase employee satisfaction. On the employee side of things, economic volatility, high inflation, and rising student loan debt have people looking for guidance on how to best manage and optimize their finances in the current environment.
Financial well-being benefits help meet the needs of both employers and employees. Employees can benefit from financial guidance and employer contributions to sources of stress such as student loans or emergency savings funds. Employers can meet the needs of their team and show their top talent they care for their well-being both inside and outside of the office. With 86% of workers saying financial benefits impact their desire to stay with their employer, the retention benefits of a holistic financial well-being strategy are clear.
What trends did you see in 2022 that may shape the benefits space in 2023?
BS: Throughout 2022, I’ve seen an increase in the personalization of benefit options, including financial benefits. We found three out of four U.S. workers were facing at least one source of major financial stress and it was affecting life at work. Businesses stepped in to combat this issue but recognized not everyone benefits the same way from classic offerings. This trend will grow into 2023 as companies offer choices that cater to individual needs to draw in new talent, reduce attrition, and improve the workforce’s financial well-being. Assuming 2023 brings a continued employee-centric job market, businesses will continue to go out of their way to minimize financial stress and support the growth of their employees.
Retired workers represent a largely untapped source of experienced labor that may help fill short- or medium-term staffing needs.
This article was first published January 31, 2023 by HR Daily Advisor, a sibling publication to HealthLeaders.
Despite talk of a looming 2023 recession, the U.S. labor market remains extremely tight. In fact, whenever an older worker decides to begin their retirement, many employers faces a small crisis. Not only is it difficult at the moment to recruit any replacement workers, finding one who can match the institutional knowledge and industry experience of a retiring veteran employee is especially challenging.
But while it’s often treated this way by soon-to-be-former colleagues, retirement is not, necessarily, goodbye forever. Retirees don’t simply disappear never to be heard from again. In fact, many retirees remain physically and intellectually active for decades after their retirement, and many get a bit stir crazy with little to do. These retired workers represent a largely untapped source of experienced labor that may help fill short- or medium-term staffing needs if companies know how to recruit them effectively.
In this article, we’ll discuss some strategies, best practices, and observations for employers interested in re-engaging with retired workers, including some tips provided by employers and industry experts.
Staying Engaged Versus Re-Engaging
As an initial comment, it’s important to point out the potentially significant difference underlying a seemingly insignificant variation in terms. Some employers talk about the potential benefit of re-engaging former staff. Others focus on staying engaged. The practical difference here is that the former implies a loss of engagement at some point when the retiree left the workforce, while the latter suggests a continuous engagement.
Hari Kolam, CEO of Findem, a people intelligence company that helps talent leaders find and hire the right people, and encourages employers to line up in the “staying engaged” camp, rather than hoping to re-establish a relationship down the road, once a definite need has arisen.
“Every company should consider running nurture campaigns with their top-performing former employees just as they would with potential candidates to keep them engaged and ‘warm’ for a possible return,” says Kolam. “An easy way to engage with alumni is by keeping them up to date with relevant company content, such as news about funding, awards won, and executive new hires. You can also open up thought-leadership opportunities to them, whether it’s writing contributed articles for industry publications or co-presenting at a conference or other event,” Kolam says.
Employee Alumni Networks
A great way to foster this continued engagement is by creating and cultivating “alumni programs.” These are networks of former employees (both retired and otherwise) that keep those former employees plugged into the pulse of the organization.
“Corporate alumni programs work by creating a network where former employees can stay in touch with their old colleagues and companies and continue to cultivate their relationships,” says Kolam. “Not only do they make it easier to re-recruit former employees as they progress on their career path, but they can also be valuable for getting connected to other talent pools, generating sales leads, and turning alumni into new customers.”
Kolam adds that Findem has been seeing a lot of companies set up alumni Slack networks to keep a casual, open flow of communication with former employees and give them a space to remain active and participate in an organization’s community over the long term.
Be Upfront with Intentions
While there is often a generalized expectation that workers in their mid-60s are on the verge of imminent requirement as a matter of course, the decision of whether and when to retire is a very significant one that has major impacts on a worker’s finances, family and hobbies. The decision to come out of retirement and return to the workforce is just as, if not more, important. Employers asking this of former workers owe it to them to be honest, open, and upfront.
“Hearing from a past employer can be a roller coaster of emotions – especially if the working arrangement ended on complicated terms,” says Max Wesman COO of GoodHire. “It’s best to be upfront and honest about your intentions, and to express a clear interest in having them return,” Wesman says. “Your conversational approach should always relate to the reason for the employee’s departure.”
Former employees deserve to understand the context and reason for a potential return. Will the return serve as a short bridge for a couple of months until a permanent hire can be brought on board? Or is it intended as a long-term return to work? How flexible will work hours and location be? What level of time commitment and responsibility is involved? Additionally, Westman recommends employers not forget to note any organizational or cultural changes a former employee may be unaware of to help enhance the pitch.
“If they made the decision to leave, let them know about changes that have taken place since they left the workplace,” Wesman suggests. “This might include a new leadership team, career growth opportunities, or other improvements made to the company’s culture. Make mention of the employee’s past contributions, and emphasize how their experience and skill set could elevate the company’s future success. This is a great way to breathe new life into the role that you’re offering, as it shows them exactly how they fit into the picture.”
Easy on the Pressure
One of the biggest obstacles to having retired former employees return to the office is the discrepancy between the level of stress and pressure between their working lives and their retired lives. A too-pushy recruitment pitch could turn off many retired workers before they’ve even had a chance to carefully consider the opportunity.
“The best way to invite them back into the fold is by starting with an open-ended question: ‘How would you like us to get in touch?’,” recommends Kimberly Tyler-Smith, an executive with Resume Worded. “This will give them space to think about what’s going on in their life, and it gives you an opportunity to learn more about what might be holding them back from coming back to work for you,” she says.
Tyler-Smith recommends that companies keep conversations positive. “Don’t focus on what went wrong in the past,” she advises. “Instead, focus on what they can accomplish in the future with your company. Make sure your message resonates with them, and they know that they matter to you and that they are valued as individuals in your organization. Your message should be one of inclusion.”
Losing an experienced, long-tenured employee to retirement can be a tough blow for any organization. But not all workers choose to remain retired forever. Many are very interested in the chance to fill some of their abundant free time with some level of renewed engagement with their former employer. The key is knowing how to ask and have that discussion effectively.
Employees want to work for an employer they believe has their overall health and well-being in mind.
This article was first published January 17, 2023 by HR Daily Advisor, a sibling publication to HealthLeaders.
Employee health and wellness is an increasingly important consideration for employees and employers alike. Physical fitness crazes have had wide appeal in recent decades, reflecting a general increase in health and fitness awareness among the U.S. population.
The COVID-19 pandemic also reminded people around the globe of how vulnerable our health can be and served as a tragic reminder of the health risks of certain underlying conditions linked to unhealthy lifestyles, such as obesity and smoking.
The Downfalls of Workplace Wellness
Even in workplaces that do not require a great deal of physical labor, health and wellness issues can be extremely disruptive. Employees who work on-site with coworkers can spread communicable diseases like COVID, the flu, and the common cold to an entire office in short order. Even remote workers can be forced to take time away from work for illnesses that aren’t just transmissible but are also personally debilitating.
An unhealthy workforce can also contribute to higher insurance costs for employers who sponsor employee health insurance programs.
Trends on the Horizon
With this dynamic backdrop in mind, Laura Putnam, a workplace wellbeing expert, public speaker and author of Workplace Wellness That Works, has discussed several workplace wellness trends to watch for in 2023.
Hybrid Work Will Be Here To Stay. After experiencing the new freedom and flexibility that remote and hybrid work offered during the pandemic, many employees are loathe to give it up. Amid a tight labor market employers are finding that they need to provide this flexibility if they wish to attract and retain top talent.
The Rise Of The Four-Day Work Week. It’s not only flexibility in where they work that today’s employees are demanding, but also when and how long they work. The four-day workweek is likely to become more commonplace in 2023 as companies vie to be competitive in a tight labor market.
Mental Well-Being Has Taken Center Stage. Burnout, depression and anxiety are at record levels. Employers are stepping up to address this trend recognizing that they may hold the key to helping employees improve their mental health. This is likely to be a priority in 2023.
The Labor Movement Will Grow. With employees still in the driver’s seat, they will continue to use their leverage to create stronger unions across many different sectors.
Well-Being Is A Shared Responsibility. As recently shared by Francis deSouza, CEO of Illumina, at a recent CEO roundtable hosted by Fortune and Salesforce, “Employee wellness is an imperative. It is one of the criteria that people use to choose a job and whether or not to stay at a job or not.”
Employees continue to be in high demand in the current labor market, and their demands go beyond salary and benefits. Employees want to work for employers they believe have their overall health and wellbeing in mind as well.
HR Daily Advisor‘s Faces of HR column is a weekly series, profiling the amazing work being done by members throughout the HR community.
This article was first published on December 29, 2022, by HR Daily Advisor, a sibling publication to HealthLeaders.
HR Daily Advisor‘s Faces of HR column is a weekly series, profiling the amazing work being done by members throughout the HR community. Not only do we take a closer look at the successes, challenges, aspirations, and opinions of HR professionals, but we also share personal experiences providing a bit more insight into each individual.
This year, our Faces of HR profiles brought invaluable insight from all walks of the industry, from talent management to benefits to DE&I to recruiting, and so much more. As we say goodbye to 2022 and look toward a new year, our team at HR Daily Advisor has gone back through the archives and selected some of our favorite Faces of HR profiles from 2022. Enjoy!
How Matt Bahl is Shaking Up HR with Empathy & Support
Matt Bahl has been involved in the field of human resources (HR) for nearly a decade. Bahl began his career as a labor and employment lawyer advising organizations on a variety of matters, including collective bargaining. Today, he is not only a nationally recognized thought leader on workplace financial wellness, but also serves as Vice President of Workplace Market Lead at Financial Health Network – a 501(c)(3) nonprofit and the nation’s leading authority on financial health and wellness.
Faces of HR: Désirée Pascual on Curiosity, Collaboration and Courage
Désirée Pascual is Chief People Officer at Headspace Health – a comprehensive and accessible mental healthcare platform – and oversees HR for about 1,000 employees. In 2021, Headspace and Ginger joined forces to form Headspace Health. Today, Headspace Health touches nearly 100 million lives around the world through its brands Headspace, Ginger, and Headspace for Work. The vision? A world where everyone is kind to their mind.
Faces of HR: How One HR Pro’s Strategic Approach to HR Helps Move the Needle Forward
Meet Valarie Arismendez, SVP of People at Hello Heart. The digital therapeutics company focuses exclusively on heart disease, partnering with employer organizations to provide a connected mobile app that works alongside an employer’s benefits ecosystem. In her role as SVP of People, Valarie leads all talent acquisition, retention, human resources, workplace experience and IT strategies for the venture-backed firm. In addition, she has more than 15 years of leadership experience in human capital management, organizational effectiveness, change management, executive coaching, talent acquisition, workforce planning and employee relations.
Faces of HR: Dave Carhart Talks about the Value of Teams and Collaboration
Dave Carhart has been involved in the field of human resources (HR) for more than a decade. For our latest “Faces of HR” profile, we sat down with Dave to discuss how he got his start in the industry, his biggest influence, as well as his thoughts on trends and best practices for the HR industry, including how company leaders can make HR a value within their organization. According to Carhart, it all starts with critical thinking and setting your intention.
Faces of HR: Jeff Ostermann on His Best Mistake, Seizing the Moment, & Making a Positive Impact
Jeff Ostermann is Chief People Officer at Sweetwater, the #1 online retailer of music instrument and professional audio gear in the United States. In his role, he develops the talent, teams and culture that help Sweetwater serve its customers and grow its impact on music-makers in the U.S. and worldwide. Before Jeff Ostermann got his start in the HR industry, he held various finance and business leadership roles at Fortune 500 companies. Now with nearly three years of skin in the HR industry, Ostermann says stepping into a Chief People Officer role was a “natural evolution.”
How One HR Pro is Making an Impact with a Multi-Touch Mission
As the principal of Tessi Consulting – a Black, woman-owned boutique consultancy that offers diversity, equity, inclusion, training, coaching, and more – Christie Lindor has served hundreds of global organizations across more than 31 industries in 10 countries. In her role, she also brings more than 12 years of experience planning, designing, and implementing diversity, equity, and inclusion programs in Corporate America.
Nolan Church on the Value of Coaching, Technology, and Failing Forward
Nolan Church, Cofounder and CEO of Continuum, has been involved in the field of human resources (HR) for nearly a decade. For our latest “Faces of HR” profile, we sat down with Nolan to discuss how he got his start in the industry, his biggest influence, as well as his thoughts on best practices and technology trends for the HR industry. For the latter, according to Church, on-demand fractional talent can add value to HR leaders and organizations in 2022.
Faces of HR: Scott Glenn Talks the Value of People, the Future of Work and His Best Mistake
Scott Glenn has been involved in the field of human resources (HR) for more than a decade. Scott began his career in HR in employee relations. He would go on to work in labor relations, recruiting, and talent management. Today, he is Chief People Officer at 4G Clinical – a 400-plus organization that executes the supply chain of a clinical trial. For our latest Faces of HR profile, we sat down with Scott to discuss how he got his start in the industry, his biggest influences, as well as his “best mistake” and what he learned from it.
How One HR Pro is Moving the Needle Forward by Helping People Get to Where They Want to Be
Claudia Ivanova has been involved in the field of human resources (HR) for nearly five years. For our latest Faces of HR profile, we sat down with Claudia to discuss how she got her start in the industry, her biggest influence, as well as her thoughts on trends and best practices for the HR industry, including how company leaders can make HR a value within their organization. According to Ivanova, it all starts with making people feel safe and comfortable.
Faces of HR: Jennifer Armstrong-Owen on the Value of Emotional Agility, Curiosity and Soft Skills
Meet Jennifer Armstrong-Owen, VP of People at talent platform SeekOut. Armstrong-Owen has more than 20 years of experience in the tech industry and continues to dial in on the HR issues companies of all sizes are facing. We recently connected with Jennifer to discuss how she got her start in the industry, her best mistake, as well as her thoughts on ensuring talent feels safe and comfortable. According to Armstrong-Owen, it’s all about working to ensure people feel seen and valued.