Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

Take A Stand

Are you doing enough to tackle racial inequality in your workplace?

In recent months, protestors took to the streets in response to the murder of George Floyd at a scale not seen since the assassination of Dr. Martin Luther King Jr. in 1968. As the U.S. grappled with rage, grief, and massive civic unrest amplified by the effects of a global pandemic, one organization after another responded with statements condemning racial injustice and police brutality.

But mere statements and donations are not a sufficient response to this historic moment; HR leaders need to lay out clear, specific, actionable plans to combat racism in the workplace. They need to confront their role in perpetuating discriminatory and inequitable systems, and pledge to do better. While organizations have long recognized the importance of diversity and worked to implement programs to make the workplace more inclusive, much work is left to be done. And now, the world is watching.

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The Power of Recognition

Employee recognition can help maintain positive company culture during a crisis.

By Debbie Bolla

Recognition has always been a valuable tool to engage and retain employees, but it is really showing its strength during the global pandemic. The crisis has forced organizations to think and act quickly, impacting the experience of employees in a variety of ways. To ensure workforce wellness and safety, many employees had to shift to working from home. And now, as the world begins to heal and employees return to work, organizations will have to enlist another wave of changes.

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Culture Continuity™ During Crisis

Organizations that connect business decisions with company culture are on target for higher levels of engagement, loyalty, and productivity.

By Debbie Bolla

During times of uncertainty, a strong company culture aligned to core organizational values is paramount in maintaining business fluidity and high levels of employee engagement. For some organizations, the recent COVID-19 global pandemic has been a testament to that.

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Clearing After the Storm

COVID-19

HR leaders reflect on the lessons learned during the height of COVID-19 and share three ways the world of work has been permanently impacted.

By Marta Chmielowicz

Over the course of a few weeks, the coronavirus pandemic turned the world upside down. Schools and businesses shuttered as strict social distancing guidelines fell into place. Travel and morning commutes became a thing of the past. Eighty-eight percent of employees turned to their laptops to continue working in newly remote jobs, according to a Gartner survey. And the Department of Labor reported that over 20.5 million workers lost their jobs in April alone as companies floundered, sending the unemployment rate to a devastating 14.7 percent.

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Appreciating More Than Achievements

Recognition is a key element of a post-COVID-19 employee engagement strategy.

By Marta Chmielowicz

With a dispersed workforce that operates at government facilities across the U.S., IT company T-Rex Solutions LLC already had the building blocks in place to manage remote workers before the advent of the coronavirus pandemic. But the crisis is putting massive strain on even the most prepared organizations. In fact, mental health provider Ginger reports that 69 percent of workers say this has been the most stressful time of their entire professional career, and 88 percent have experienced moderate to extreme stress over the past four to six weeks. For 62 percent, productivity has suffered as a result.

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Enabling Leave

COVID-19 has brought a new perspective to paid family and medical leave.

By Jamie Kalamarides

Eleven years ago, America began its slow but steady recovery from the Great Recession. By 2018, the economy was on track to surpass the 1991–2001 boom as the longest on record. 2020 began with an unemployment rate of 3.6 percent, and on January 31, the CDC’s total number of reported novel coronavirus infections in the U.S. stood at two. Three months later, unemployment had skyrocketed to 14.7 percent, 23.1 million Americans were out of work, and reported cases of coronavirus in the U.S. had risen to 1.5 million.

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The Impact of COVID-19 on Worker Confidence

The most recent study shows that confidence in job security declined sharply, but trust in management remains high.

By Larry Basinait

The results of the worker confidence index (WCI) report for the first quarter of 2020 and April are largely consistent with the widely reported economic impact being felt in the U.S. By mid-April, jobless claims exceeded 22 million, the highest since 2009. In the first quarter of 2020 (see Figure 1), the WCI decreased by 1.8 points from the fourth quarter of 2019 to 112.4, marking the second consecutive decline. However, the index remained higher than the first quarter of 2019, as the impact of COVID-19 was only beginning to make its mark during the time the survey was fielded. Preliminary April results show a very different scenario, with the WCI for the month falling to 94.3, by far the lowest since study’s inception.

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Easing the Transition

Creating a solid foundation now will lead to stronger remote work in the future.

By Jo Deal

The coronavirus pandemic has forced businesses to shift to remote operations as much as possible, with CNBC reporting that 42 percent of U.S. workers are telecommuting for the first time. The transition to digital has sent businesses and HR teams through a whirlwind of change and uncertainty.

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At Home, Not Alone

Seven strategies that help maintain a strong company culture while managing a remote workforce.

By Livia Martini

Fostering a company culture has long been hailed as an important way to recruit and maintain the best talent within corporations. It has become so critical that “chief culture officers” are now common within many large corporations, and it has been a driving force in making companies like Google such an attractive place to work.

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Remote Control

Best practices for building work-from-home policies during COVID-19 and beyond.

By Sirmara Campbell

Amid the COVID-19 pandemic, many employers have moved to a completely remote model to protect the workforce and prevent the spread of disease. Many of these employers have never had a 100 percent remote workforce, presenting challenges to management and employees. However, having specific policies in place to handle telecommuting can help now and when considering remote work in the future.

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