Are you doing enough to tackle racial inequality in your workplace?
In recent weeks, 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.
The results of a Clutch survey show that 76 percent of U.S. workers think racism and discrimination is a problem at U.S. workplaces, and 64 percent of African Americans experience it in their own workplace. Further, 55 percent of employees think their company should address the death of George Floyd and the resulting protests, and 29 percent think their company could do more.
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.
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.
Four HR leaders share how their approaches to mentoring programs are solving talent challenges.
By Marta Chmielowicz
Today’s employees are happier, more productive, and more engaged when their jobs bring intrinsic rewards, or the feeling of doing meaningful work that propels their personal and professional growth. In this environment, career development is no longer a perk reserved for certain high-ranking positions—it is an expectation. In fact, according to LinkedIn’s 2018 Workforce Learning Report, a whopping 93 percent of employees would stay at a company longer if it invested in their careers.
Four strategies that help organizations harness happiness in their workforce.
By Debra Hreczuck
Some leaders may think that caring about employee happiness somehow means sacrificing performance. Actually, the opposite is true. In order for organizations to succeed and for employees to believe in the business strategy enough to work toward improving the bottom line, leaders need to make sure they are happy, researchers say. A miserable workforce is an unmotivated workforce, and that is a recipe for stagnation or outright resistance. The truth is employee happiness is tied to performance in many areas, including recruitment, retention, collaboration, and agility. Happiness is the web of energy in an organization that keeps employees focused and efficient.
United Overseas Bank is retraining its employees and empowering them to shape the future of their workplace.
By Michael Switow
United Overseas Bank (UOB), one of southeast Asia’s largest banks, is transforming the way it interacts with clients.
Cigna’s CHRO John Murabito leverages a data-rich people strategy to drive proactive business decisions.
By Debbie Bolla
“What we do in HR starts with the needs of the business.”
3M’s D&I program is driven by the connection between inclusion and employee well-being.
By Ann Anaya
Diversity and inclusion go together—one cannot exist without the other. And they are distinctly different sides of the same coin.
A robust absence and disability management program can ensure even nontraditional workers remain healthy and productive.
By Melissa Oliver-Janiak
Maintaining the flexibility that today’s workers demand comes with many challenges for employers. In particular for HR, the competitive economy is putting more pressure on organizations to be prepared when nontraditional employees (remote and temporary workers) experience a disability or absence issue. Developing a robust absence and disability management program is a critical and cost-effective way to help organizations address all employees’ health needs.
New research uncovers four key drivers to curating an impactful employee experience.
By Colon McLean and Ray Baumruk
With economic expansion and a competitive labor market, organizations are increasingly fighting to protect their bottom line while attracting and retaining top talent. This has placed more pressure than ever before on HR to focus on enhancing employee engagement and productivity. However, even as investments in pay, benefits, and other HR programs have increased over the past few years, research from Alight Solutions shows that employees and employers alike are struggling to improve employee engagement. According to the 2018 Workforce Mindset Study, an employee’s ability to get work done efficiently and collaborate and contribute on meaningful projects are factors that create an engaging workplace environment. These elements also shed light on a much larger driver of organizational success: the overall employee experience. The employee experience is the collective set of day-to-day work interactions that enable people to give their value fully and efficiently, express their authentic selves at work, and connect with other people while contributing to a meaningful corporate brand and purpose.
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