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Learn from the career and accomplishments of New Relic Chief People and Diversity Officer Tracy Williams.
This article was first published on March 11, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
As the Chief Diversity Officer (CDO) and, later, the Chief People and Diversity Officer at New Relic, Tracy Williams has been at the forefront of integrating diversity, equity, and inclusion (DEI) into the very fabric of New Relic’s culture and operations.
Williams’ journey to DEI leadership at New Relic was shaped by a variety of experiences and a clear vision for change. But her journey to DEI was not at all typical. As we’ve found throughout all of the profiles we’ve done on CDO leaders they come to these roles in a myriad of ways. Williams is no exception.
Seizing Opportunity
With a background that uniquely combines legal expertise and human resources, Williams carved out a path that led her directly to the heart of DEI work. Reflecting on her career trajectory, Williams shares, “It was not a straight line. I have a legal background. I went into HR and was really focused on the HR business partner function.”
Williams’s transition into the DEI space was marked by a proactive approach and a desire to make a tangible impact. Her story is one of seizing opportunities and advocating for her own career development. While at New Relic, she recalls, the existing DEI leader left, and she immediately spotted an opportunity. “I was a VP at the time, and I reached out to my boss and said, ‘I want that. I have ideas’.” She was eager to put those ideas into action.
This self-advocacy is reflective of Williams’ determination and her belief in the potential for DEI to transform organizational culture. Her appointment to the DEI role, despite not having a traditional background in the area, speaks volumes about her capabilities and the trust placed in her by New Relic’s leadership. “I was very pleased that even though I didn’t have a focus in that area that she gave me the opportunity,” Williams notes, reflecting on the pivotal moment that set her on the path to becoming a DEI leader.
Williams’s early career and her journey to DEI leadership underscore a theme of innovation, resilience, and a deep-seated commitment to fostering an inclusive culture.
Policies Drive DEI Philosophy and Action
Williams’s DEI strategy at New Relic is rooted in systemic change, with a drive to weave DEI into the company’s core. She emphasizes the importance of altering policies and practices for lasting impact: “What policies do we need to change? How do we make this really part of our core, and it is through sort of systemic change in our policies and practices?”
Policies drive behaviors and action, serving as a critical starting point for cultural change. One critical area of change to drive DEI was the hiring process. Williams led a pivotal initiative designed to revamp that process dubbed “Hiring for Success.” She explains, “We took a long look at every stage of the candidate lifecycle, we built a framework, and then we ensured that there were things in that framework where there’s opportunity to reduce bias.”
This approach underscores a commitment to equity from the very first step of the employment journey. But that’s just the beginning.
Giving Diversity a Voice
In her role, Williams has also championed Employee Resource Groups (ERGs) to build community and belonging. New Relic has five fully funded ERGs, Williams says. Their purpose goes beyond just getting together to socialize, she stresses. The groups provide an opportunity for interaction in a safe space where group members can be authentic.
The groups are designed to drive change—measurable change—and Williams recognizes the importance of data to track and demonstrate progress.
While DEI and HR are inherently people-focused, personal disciplines, like any business function, they can and do greatly benefit from looking at statistics and other information to identify needs and evaluate strategies. Williams is a firm believer in the power of data, and she leverages data to inform and drive DEI efforts, ensuring initiatives are both impactful and measurable. “We’re a data company, and our leaders here want to see the data,” she remarks.
Through strategic policy changes, inclusive hiring practices, supportive ERGs, and data-driven decision-making, Williams articulates a comprehensive DEI philosophy designed to embed equity and inclusion deeply within New Relic’s culture.
Turning Challenges Into Opportunities
Williams acknowledges the challenges in DEI work, especially in maintaining momentum amid external pressures. “There’s a lot of burnout happening in my field,” she acknowledges. It’s a field, she says, that requires “a lot of resilience and creativity.” But, despite the challenges, Williams emphasizes the importance of integrating DEI into the company’s fabric, making it indispensable and resistant to external impacts whatever they may be.
For organizations embarking on their DEI journey, Williams advises a focus on systemic integration and leadership buy-in. “It’s not just DEI off to the side. It’s DEI as a core part of who you are. It requires a ton of commitment every day in what we do and how we show up,” she says. Williams stresses that DEI should not be seen as a separate initiative but as a fundamental aspect of organizational culture and leadership behavior.
Looking Forward
Looking to the future, Williams is optimistic yet realistic about the ongoing journey of DEI work. She highlights the necessity of sustained focus and continuous improvement. “We’re constantly looking at ways to improve,” she says. “We use data to build what we call live action plans,” she explains. It’s a forward-looking approach that underlines Williams’ commitment to not just achieving short-term goals but fostering an enduring culture of inclusivity and equity at New Relic for the long term.
Williams’ journey and work in DEI at New Relic offer valuable lessons for DEI and HR leaders alike. Through her strategic approach, commitment to systemic change, and innovative initiatives, Williams has significantly contributed to embedding DEI into the fabric of New Relic’s culture. As she continues to navigate the challenges and opportunities of DEI work, her insights and strategies serve as a beacon for those looking to make a lasting impact in their own companies.
The journey of DEI is ongoing, but leaders like Williams demonstrate that with dedication and a data-driven approach, meaningful progress is within reach.
Workplace romance can have business benefits but there should be guidelines in place.
This article was first published on March 12, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
In a recent study by the Society for Human Resource Management (SHRM), the conventional wisdom surrounding workplace romances is challenged, revealing that such relationships may have more benefits than previously thought. The research uncovers the benefits of workplace relationships, including enhanced motivation, a stronger sense of belonging, and a deeper commitment to the organization.
Workplace Romance Is Flourishing
According to SHRM’s findings, a significant majority of U.S. workers currently involved in workplace romances report positive impacts on their professional lives. An impressive 85% noted an improvement in their overall mood at work, while 83% experienced increased motivation and a sense of belonging. Furthermore, 81% felt a greater commitment to their organization, and 80% saw improvements in their work/life balance.
SHRM president and CEO Johnny C. Taylor, Jr., emphasizes the value of connections in the workplace, stating, “We know that our work affects our lives and our livelihoods, as this new research proves that workers are finding true connections in the workplace resulting in long-lasting relationships.” He also highlights the importance of having organizational guidelines and policies to safeguard employees against potential issues such as favoritism and sexual harassment.
Additional Insights
SHRM’s study also revealed some additional interesting insights:
Nearly three-quarters (74%) of U.S. workers who have been in a workplace romance believe it was worth it.
About one-third of U.S. workers (34%) have a “work spouse,” with 43% harboring feelings toward them and 45% feeling the need to conceal this relationship from their significant other.
The majority (64%) of U.S. workers oppose policies prohibiting workplace romances, though 78% agree that guidelines are needed for managing such relationships.
The research also delves into the acceptability of workplace romances, finding varied opinions based on the level of interaction and hierarchy between the involved parties. While 58% approve of romances between peers who rarely work together, only 27% find them acceptable between individuals of different levels who frequently collaborate.
The dynamics of workplace romances are nuanced, but when managed properly, these relationships can contribute positively to both personal well-being and organizational success. That underscores the need for clear, supportive policies that recognize the potential benefits of workplace connections while protecting all employees’ interests.
Find out how to demonstrate confidence in an interview and how to take control of an interview.
This article was first published on March 4, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
In this week’s HR Query, Amanda Hahn, Chief Marketing Officer at HireVue, and Greg Lewis, Career Advisor at University of Phoenix, share key tips from the hiring experts at HireVue and career advisors at the University of Phoenix on ways to demonstrate confidence and taking control of the interview process.
How to demonstrate confidence in an interview
AH: The best way to demonstrate confidence in an interview is to come prepared with a clear understanding of the role and how your skills and potential make you a good candidate for the job. Before any interview, take time to research the role and write down past projects or experience examples that demonstrate your competency with the requirements of the job.
The STAR method is a great way to organize your thoughts. It stands for Situation, Task, Action, and Result. Even if you’re feeling anxious, obvious preparation goes a long way toward conveying confidence to an interviewer.
And if you’re taking a video interview, a great way to appear confident is comfort with the technology you’re using. Check your wifi connection, audio, and video capabilities before you start. If your interview is a HireVue interview, you’ll be able to follow the simple on-screen steps to ensure your system is running at peak performance – controlling what you can about your environment goes a long way toward calming interview jitters.
GL: Confidence is important in all aspects of life and never more so than in a job interview. A confident mindset and belief in yourself are key but true confidence in an interview comes from preparation. If you want to impress an interviewer then effectively communicate your knowledge of your audience, the job and how you are the best fit for the opportunity. A good candidate will be able to make the interview more of a conversation with the intention of interviewing the employer as well. You want to make sure this job and employer are a good fit for you as well.
Here are a few tips to create this confidence for the interview.
Do your Homework: Research the company by exploring their website and other sources to learn more about the background, mission, and core business of the employer. When appropriate, you can add these details into the interview discussion or at least have a several questions prepared to ask the interviewer. When possible, research your interviewers’ professional backgrounds too. LinkedIn provides a common way to learn more about their career path background and experience with the company. You may not use this during an interview, but it helps to know your audience.
Study the Job: Closely review the qualifications and responsibilities sections on the job description. Identify the knowledge, skills and abilities required to do this job effectively. Also identify questions about the job, departmental structure, or other job specific details you would like to know more about.
Know Yourself: You know your audience and the job. Now match yourself to role based on your background and their hiring needs. Why are you the best candidate? Be prepared to not only speak to your skills and expertise but also provide relevant examples to provide evidence of your matching background.
How to take control of the interview
AH: Companies ultimately decide who they believe is the best fit for a role, but that doesn’t mean candidates are powerless in the process. Take command of the factors within your control, such as preparation for interview questions, selecting a comfortable time and place to take a digital interview, and coming prepared with questions you’d like to ask about a given role.
If you’re in a job interview and it starts to feel like questions are going in a direction that doesn’t make sense to you, it’s reasonable to ask for clarification to help bring the conversation back to a place you’re comfortable with.
And if you find yourself in an interview where there seems to be a misalignment with your values, expectations or needs, trust your gut, and move on with your search to an organization that feels better suited to you.
GL: A strong interviewee will assert confidence from the beginning of the interview process by being prepared and professional in all interactions with the employer. Set the tone early. Same goes for the interview itself. A strong introduction and beginning to the interview can provide you with the confidence needed throughout the interview.
How can you make this happen? One approach that has worked well for me is being prepared for those initial interview questions like “tell them about yourself” or “why you are interested in the position.” This is your opportunity to briefly summarize your qualifications for the role and immediately demonstrate that you are a quality fit. If you can do that early in the interview, you are likely to do well throughout the remainder of the interview.
Practice your summary of qualifications for the role. Getting off to a good start is not essential but it sure can help calm the nerves and establish you as a qualified candidate.
There are additional interview situations where you should feel confident to assert yourself or ask questions. Some include:
Confusing or Challenging question: Ask for clarification or more context if there is a question that is ambiguous, or you do not understand. You won’t want to do this often but if you need more information to answer the question confidently: ask.
Add Relevant Intel-If there is something you want to convey about your skills or qualifications that is relevant to the position that did not come up in the interview, share it at the end – maybe say something like …’ before we end, let me tell you something that I didn’t have the chance to share earlier.’ The key is relevance, so pick your spots when adding additional information.
Always ask questions and interview the employer – Ask questions that will help you assess if the job and company are a good fit for you. Show them you are invested by doing your homework with appropriate questions and follow-ups.
Employers want their employees to be confident and competent. By being prepared and assertive in the interview, you help them envision you successfully in the job. The bottom line is you are the one that needs to prove your fit and engage the employer in the interview. Be proactive, enthusiastic and take that opportunity with confidence through preparation and knowledge that you are the top candidate. Preparation=Confidence.
Cherise Bernard, head of Diversity, Equity, and Inclusion at Invitae, followed an unconventional career path to her DEI leadership role.
This article was first published on February 26, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
As the Head of Diversity, Equity, and Inclusion at Invitae, Cherise Bernard’s journey from a scientist to a DEI leader in technology and advertising is as unconventional as it is inspiring. Her story is not just about career transitions but about a deep-rooted passion for driving positive change and fostering inclusive environments.
Early Career and Transition into DEI
Cherise Bernard’s education and career began in STEM, a foundation that set her on a path of scientific rigor and discovery. “I grew up a scientist, earning my BS, Mini-MBA and Ph.D. credentials in the chemistry, biopharma, and molecular biology spaces, but wound up in technology at Spotify, followed by the advertising industry at McCann—not a traditional career path at all!,” Bernard says, reflecting on her journey. This path led her to roles where her scientific acumen met with her burgeoning interest in DEI.
At Spotify, Bernard’s focus on early career talent strategy marked the beginning of her foray into DEI. “Out of academia, my early career kicked off at The Rockefeller University, Mount Sinai Innovation Partners, Elsevier and then Spotify,” she says. “Here, I focused on the global intern and early career talent strategy with a focus on strengthening equity and access to underrepresented students,” Bernard recounts. This role was a stepping stone to a more profound commitment to DEI, as she later transitioned to the DEI team at Spotify. There, she says, “I focused on scaling and sustaining inclusion best practices globally.”
Bernard’s work at Spotify was transformative, not just for her career but also for the organization. Her efforts in addressing the Black Lives Matter movement and securing funding demonstrated a commitment to holistic diversity and inclusion strategies. This experience was pivotal, shaping her DEI approach and philosophy, which she carried forward in her subsequent roles.
Role and Achievements at Invitae
Cherise Bernard’s tenure at Invitae marks a significant chapter in her DEI journey, building upon the foundation laid by her predecessor, Rayshawnda Madison, someone Bernard acknowledges as having a pivotal role in establishing DEI as a cornerstone at Invitae. “When [Madison] was a part of the Talent Acquisition team and recruiting employees to Invitae, she noticed that diversity, equity, and inclusion weren’t consistent parts of the conversation,” Bernard shares. Embracing this legacy, Bernard has continued to propel DEI initiatives forward, contributing to Invitae’s progress in programming, employee resources groups, and recruiting.
At Invitae, Bernard has led several key projects, particularly focusing on equity and inclusion strategies. Her work involves collaborating across the organization to form a DEI task force addressing solutions around engagement, culture, accountability, and the employee experience. “One of Invitae’s timeliest projects that I’m very proud of was the focus toward our equity and inclusion strategy,” Bernard states. These efforts are not just about shaping the organization’s culture but also about enabling employees to bring their best selves to work, ultimately benefiting the patients Invitae serves.
Promoting DEI Throughout the Organization
Promoting DEI at Invitae goes beyond traditional approaches. Bernard has been instrumental in increasing the frequency and continuity of inclusive and equitable language within the company. “We are launching an Inclusive Language Guide, which is a deep dive into the nuanced differences between cultural nomenclature that may show up for us in the workplace,” Bernard explains. This initiative is part of a broader effort to normalize DEI conversations and foster an environment where diversity is celebrated, and inclusion is a lived experience.
In addition to the language guide, Bernard is planning a speaker series titled “Difficult Conversations About…”, leveraging storytelling to bring awareness to different aspects of identity and its impact on the employee life cycle at Invitae.
Through these initiatives, Bernard plans to equip teams with the tools to confront challenges in DEI areas, thereby better serving the diverse needs of their patients. Her efforts are a testament to her commitment to embedding DEI into every facet of Invitae’s operations and culture.
Employee Resource Groups and Their Impact
At Invitae, Employee Resource Groups (ERGs) play a crucial role in promoting diversity, equity, and inclusion, an aspect Bernard passionately champions. “I’ve been privileged to witness the transformative impact of ERGs on our organization,” she says. These groups are more than just forums, she stresses—they’re dynamic communities that provide a platform for diverse voices and intersectionality, fostering a sense of belonging and active participation in DEI initiatives.
Bernard emphasizes the tangible support Invitae provides to these groups: “One key aspect of our commitment is evident in the dedicated budget allocated to support ERGs annually,” she says. This financial backing is crucial, enabling ERGs to organize events and programs that resonate with their members and contribute meaningfully to the company’s broader DEI goals. “In my role, I actively engage with ERG leaders, providing guidance, support, and acting as an advocate across the business,” Bernard explains, highlighting the collaborative nature of these efforts.
Unique DEI Strategies and Support for Employees
Bernard’s approach to DEI at Invitae is characterized by innovative strategies and a deep commitment to supporting the organization’s employees. “We have a few strategies in play and in development around standing out to potential talent and current employees,” Bernard notes, underscoring the proactive nature of their DEI efforts.
A key aspect of Bernard’s philosophy is the shared responsibility for DEI across the organization. “What’s important to Invitae is that DEI doesn’t just live with me. Everyone has to hold a piece of DEI close to their professional philosophies,” she asserts.
Bernard also focuses on ensuring that DEI principles are integrated into Invitae’s services. “With policy and research, we constantly evaluate how we’re ensuring that precision medicine includes diverse and underrepresented populations,” she says, highlighting the company’s dedication to making genetic testing more inclusive and accessible. This comprehensive approach to DEI underscores Bernard’s vision of creating an environment where every employee, regardless of their background, can thrive and contribute to the company’s success.
Bernard’s journey at Invitae exemplifies a holistic and impactful approach to DEI. Her innovative strategies and collaborative efforts have fostered a culture where diversity is celebrated, and inclusion is a lived experience, setting a benchmark for DEI practices in the corporate world.
With remote work widespread, employers are rethinking the role of travel in their business strategies.
This article was first published on February 2, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
The landscape of business travel has undergone a significant transformation in the wake of widespread remote work. As highlighted by Elizabeth Bennett in an article for BBC Worklife, “Remote work isn’t killing business travel—it’s transforming it,” the traditional purpose and nature of business trips are evolving to meet the new demands of a remote-work world.”
New Reasons for Business Travel
Bennett notes that while the days of in-person client meetings may be waning, employees are embarking on corporate trips for new reasons. Patricia Huska, chief people officer at American Express Global Business Travel, observes, “In the pandemic, many people relocated, which has shifted the demographics of organizations.” This shift has increased the need for face-to-face interaction, making business travel vital for maintaining connections within dispersed teams.
Business Travel Spending on the Rise
An August 2023 report from the Global Business Travel Association predicts that business travel spending will surpass its pre-pandemic level of $1.4 trillion in 2024. This resurgence, however, comes with a change in the demographic of travelers and the purpose of their trips. Business travel is now more about team building, bonding, and strategic planning off-sites, rather than traditional client meetings.
Rethinking the Role of Travel
For employers, this shift means rethinking the role of travel in their business strategies. The focus is shifting towards facilitating team cohesion and motivation, especially for teams that work remotely most of the time. Employers must consider the benefits of bringing remote teams together for periodic in-person interactions, which can enhance collaboration and foster a stronger company culture.
Additionally, the changing nature of business travel has implications for budgeting and policymaking. Companies may need to allocate resources differently, focusing on group travel for team-building exercises rather than individual client visits. This shift also requires a reevaluation of travel policies to accommodate the unique needs of a remote workforce.
Adapting to the New Normal
As remote work continues to shape the business landscape, the purpose and nature of business travel are evolving. Employers must adapt to these changes, recognizing the value of in-person interactions for remote teams and redefining their travel policies to support this new era of corporate travel. This evolution presents an opportunity for companies to strengthen team dynamics and enhance overall business performance in a remote-work environment.
Being a bully in the office is not a sound career strategy.
This article was first published on February 5, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
Many readers have had the displeasure of working with an office bully. Even those who haven’t can probably imagine the type. The office bully archetype is so prevalent that American popular culture is full of examples, albeit fictional and often exaggerated portrayals. Think Biff Tannen forcing Marty McFly’s farther George to do Biff’s work for him in the “Back to the Future” series, or the demanding and intimidating Miranda Priestly from “The Devil Wears Prada,” or stereotypical horrible boss Bill Lumbergh from “Office Space.”
Toxic Employees Mean Trouble
In each of these examples, the bully is in a position of authority or power, suggesting bullying might actually pay off. Indeed, even in the real world, toxic people and bullies often rise up in organizations due to personality traits and skills that are either part of their bullying nature or unimpacted by that nature. For example, a bully might be great at negotiating with suppliers. Or a bully might happen to be the best technical expert on a particular tool that the company has available.
But new data suggests being a bully in the office may not actually be a very sound career strategy. “Being aggressive in the workplace is going to cost you money, authority and reputation, according to a new study from Crucial Learning, a learning company with courses in communication, performance, and leadership,” according to a Crucial Learning press release. “And these findings don’t just point to an increased call for civility, they also indicate promising signs of equalization between the way men and women are perceived in the workplace.”
Changing Workplace Perspectives
The press release goes on to note that, “In 2016, a similar study from Crucial Learning found that women who spoke forcefully in the workplace experienced more of a social backlash than their male counterparts. Yet following prominent social movements calling for equity and fairness over the last few years, in a follow-up study conducted in October 2023, both male and female respondents rated men more negatively for their aggressiveness, indicating a shift in the way we perceive gender at work.”
This evolution in perception has profound implications for workplace culture. It suggests a growing intolerance for bullying and aggressive behavior, reflecting societal calls for equity and fairness. For employers, this means fostering a work environment where respect and civility are paramount. It also highlights the importance of recognizing and addressing toxic behaviors, ensuring they do not lead to unfair advantages or career progression.
Mutual Respect Matters
The changing perceptions of office bullies reflect a broader societal shift towards equity and fairness in the workplace. This evolution challenges the notion that aggressive behavior is a pathway to success, paving the way for a more inclusive and respectful professional environment. As we move forward, it’s crucial for both employers and employees to embrace these changes, fostering a culture where success is built on positive interactions and mutual respect.
With a tight job market, employers have an opportunity to recruit older workers.
This article was first published on January 30, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
It’s become a mantra resounding from more and more employers: Good help is hard to find. For years now, employers have bemoaned their inability to recruit and retain workers for the full range of employment, everything from low- to high-skill positions.
But researchers who study the workforce and the trends shaping it point to a group that employers often overlook—older workers.
A Look at the Numbers
It’s understandable that employers often shy away from workers beyond a certain age. An employer doesn’t want to invest in employees it believes will want to retire in a short time. And for a long time, early retirement was a noticeable trend. The picture now, however, has started to change.
Management consultancy Bain & Company recently released a study showing how workers 55 and older are fast becoming a large and important segment of the workforce worldwide.
The Bain report, “Better with Age: The Rising Importance of Older Workers,” predicts that the 55 and older crowd will exceed 25% of the workforce by 2031 in the Group of Seven countries (the United States, Canada, Germany, the United Kingdom, Japan, France, and Italy).
Bain’s analysis says the trend is most extreme in Japan, where the company expects workers 55 and older will near 40% of the workforce by 2031.
The report, released in July, also cites data from polling firm Gallup that 41% of American workers now expect to work past age 65. Thirty years ago, that number was 12%. Not even an event as catastrophic as the pandemic resulted in a permanent change.
“Even the spike in retirements during the peak-COVID Great Resignation now looks more like a Great Sabbatical, a blip in the long-term trend data, with a higher percentage of retirees reentering the workforce than in February 2019,” the Bain report says.
Globally, Bain predicts that 150 million jobs will have shifted to older workers by 2030. That prediction applies worldwide, not just in the higher-income countries.
What to Expect From Older Workers
The Bain study says that there is no such thing as an average worker, but most people fall into certain categories. Among those categories are “artisans” and “givers,” and the older age groups are more often those kinds of workers.
Bain says artisans, among other things, are those likely to seek out work that fascinates them, and they are motivated by the pursuit of mastery. They also desire autonomy and place lower emphasis on camaraderie.
The givers find meaning in helping others, are less motivated by money, have strong team spirit, and value personal growth and learning.
Information from the U.S. Department of Labor’s (DOL) CareerOneStop points out that when older workers are employed, employers reap benefits, such as gaining experience and expertise. Also, older workers often can be mentors, and they frequently have a strong work ethic and fewer family commitments than younger workers.
Ways to Recruit and Retain Older Workers
A December 2022 Harvard Business Review article on attracting and retaining older frontline workers says research shows that older workers “bring a collaborative spirit” to the workplace, and organizations also can benefit from having the perspective of intergenerational teams.
The article focused on essential worker roles in the eldercare sector such as food servers, cooks, nurse aides, front desk workers, etc., but it says findings of the research amount to universal design principles applicable to many types of recruitment and retention of essential workers.
The seven identified principles include designing respectful and purposeful roles; arranging and enabling flexible schedules; adapting and accommodating physical challenges; communicating clearly and candidly; building community; tackling ageism; and paying for the job, not for tenure. That means focusing on the value of the employees’ work more than their years in the workforce.
The DOL’s CareerOneStop offers the following list of best practices for recruiting and retaining older employees.
Use nontraditional recruiting techniques such as partnerships with national organizations that focus on older Americans.
Employ flexible work situations and adapt job designs to meet the preferences and physical constraints of older workers.
Offer the right mix of benefits and incentives to attract older workers such as tuition assistance, time off for elder care, employee discounts, and pension plans that allow retirees to return to work.
Provide employees with financial literacy skills to ensure they have a realistic plan to provide retirement security.
Treat all employees in a fair and consistent manner and employ a consistent performance management system to prevent age discrimination complaints.
Remote work became widespread during the coronavirus pandemic, and employers have opportunities to offer remote learning for employees to keep them engaged and productive.
This article was first published on January 30, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
The post-pandemic era has ushered in a new normal for the workforce, with remote work becoming a staple for many organizations. This shift has brought unique challenges and opportunities, particularly in the realm of employee training. As companies adapt to this change, developing effective strategies for remote training is crucial to ensure employees remain skilled, engaged, and productive.
Engaging Remote Learners
One of the primary challenges of remote training is maintaining engagement. Without the physical presence of a classroom, trainers must find innovative ways to capture and retain learners’ attention.
Interactive elements such as quizzes, polls, and collaborative projects can be integrated into training sessions to encourage active participation.
Virtual breakout rooms can facilitate group discussions and activities, making the learning experience more dynamic and engaging.
Incorporating a mix of media, such as videos, infographics, and interactive modules, can cater to different learning styles and prevent screen fatigue.
Technology has an important role to play in engaging remote workers effectively in training efforts.
Leveraging Technology for Training Delivery
Technology plays a pivotal role in remote training. Using the right tools and platforms can make a significant difference in the effectiveness of training programs.
For instance, learning management systems (LMSs) offer a centralized platform for delivering training content, tracking progress, and providing resources. They’ve been a staple of learning and development efforts for decades, but their functions and functionality continue to advance.
In the same way, videoconferencing tools, along with features like screen-sharing and virtual whiteboards, can now more readily—and realistically— replicate the interactive aspects of in-person training.
It’s important, of course, to ensure all employees have access to necessary technology and are comfortable using these tools. And, it’s important to measure the effectiveness of training.
Measuring Training Effectiveness Remotely
Traditional assessment methods may not always translate well to a remote environment. Instead, trainers can employ digital assessments, regular feedback sessions, and performance analytics to gauge the impact of training.
Monitoring engagement metrics such as participation rates, completion rates, and interaction levels can provide insights into access and adoption. In addition, post-training surveys and follow-up sessions can help in understanding the applicability of the skills learned and areas for improvement. And, of course, management and supervisor assessment of the application of skills learned to the job is a critical element of assessment.
Remote employee training requires a thoughtful blend of engagement strategies, technology integration, and effective measurement techniques. By embracing these strategies, organizations can overcome the challenges of remote training and create a learning environment that is not only effective but also adaptable to the evolving needs of their workforce.
Human resources departments need to focus on recruitment and retention, but employee engagement is another key responsibility.
This article was first published on January 23, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
Human resources departments have a lot of balls to keep in the air. There’s recruitment, retention, resignations—essentially, your job is ensuring that a company’s workforce is present and capable. That’s no small feat. But in the hustle and bustle of firing and hiring, it’s easy to overlook the importance of employee engagement.
Employee engagement is exactly what it sounds like: the health of the relationship between your workforce and management. Some questions to consider when evaluating your employee engagement are:
How free do your employees feel to bring forth problems or concerns to their managers?
How much do your employees enjoy their jobs and how often do they express a desire to go the extra mile?
How well do your employees get along with one another, and how capable are they of mediating their own conflicts?
Do employees feel free to bring in new ideas or thoughts that will have an actual effect on the company’s decisions?
Do your employees understand how to make changes in their work/life balance if they wish to do so?
Do your employees feel safe, valued, and appreciated when they show up to work?
Do your employees understand how their work contributes to the overall health and success of the business?
It can be hard to give employee engagement the time and thought it deserves since it often doesn’t feel like a fire. After all, it’s not like human resources representatives have tons of free time to sit back and think about the current state of affairs when there are employees to recruit, benefits to explain, and conflicts to help resolve. It can be a can that continuously gets kicked to the curb.
But unengaged employees can lead to huge issues down the road for your business. Here are four consequences of neglecting employee engagement to remind you that it’s worth the time and effort to prioritize.
Decreased Productivity
When employees aren’t engaged with their work and in their workplace, it’s a high likelihood that their productivity will suffer. That means less bang for your buck in terms of your workforce, and fewer people you’re able to serve through your products and services. According to a Gallup poll, “engaged” employees were up to 18% more productive than their “disengaged” peers (source) and “disengaged” employees cost US companies hundreds of billions of dollars a year. Focusing on employee engagement isn’t just a feel-good exercise; it’s literally a money-making opportunity that will affect your bottom line. Disengaged employees are less motivated to do their best work, and aren’t as eager to take on extra projects or try new things. They don’t want to risk very much for a company that they don’t enjoy being a part of. All of these factors will play into decreased productivity and hurt your company in the long run. Furthermore, low productivity is contagious—if one employee starts producing less, others are likely to follow, and soon your goals are much lower than they should be.
A Bad Reputation
Disengaged employees are much more likely to badmouth your company in public. After all, if they feel no loyalty to a company and don’t feel like part of the team, they’ll probably share that with family and friends. That kind of gossip (“X company doesn’t treat their employees well”) can spread like wildfire, and will soon impact the buying habits of your customers. A lack of enthusiasm from your employees will be easily apparent to your clients—if they aren’t excited about sales and marketing, why would your potential clients be excited about buying?
High Employee Turnover
High employee turnover is a phrase that haunts the nightmares of HR professionals everywhere. After COVID unearthed major problems in the workforce and shook up employment trends, the workforce still hasn’t quite recovered. Many companies face huge issues with employee turnover, and workers of our current generation are working at jobs for less and less amount of time. Gone are the days when employees could be expected to stick around for fifteen or twenty years. Now, recruitment has become a constant task requiring upkeep and attention, and with that comes onboarding of new employees and lost productivity in the meantime. Everyone wants to avoid high employee turnover. One simple way to do so? Increasing employee engagement. If employees feel like a business is invested in their long-term success and cares about them as a human being, they’ll be much more timid about jumping ship for smoother waters. Keeping your employees happy is the best recruitment strategy you can possibly embrace, because it cuts off the long, difficult, expensive recruitment pipeline at its knees. Employee engagement is truly the most important practice a human resources employee can lean into when it comes to ensuring the long-term health of a company’s workforce.
A Toxic Work Environment
Lastly, employee engagement will help you avoid a toxic work environment. While this is related to earlier points—toxic work environments will affect your reputation and lead to high employee turnover—it’s also a problem all unto itself. You didn’t get into human resources to deal with employees who are constantly arguing, gossiping, and dissatisfied. You probably got into this line of work because you truly wanted to help people feel productive and valuable at work. Think of Maslow’s Hierarchy of Needs. Safety and security are fundamental human concerns. If people don’t feel safe and secure at work, it’s going to affect everything else they do in the office. Poor employee engagement will seep into every aspect of your company before you know it, and coming to work will be a headache for everyone. If you think you’re busy now, know that if you work in human resources at a company with a toxic work environment, your schedule will be filled to the brim with conflict mediations and tense meetings. Putting in a little work now will free your schedule up in the future.
How can you ensure your employees are more engaged this year than ever before?
Inflation is putting pressure on employers to increase employee compensation.
This article was first published on January 23, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
In an economic landscape marked by rising inflation, businesses are facing new challenges in managing employee compensation. The delicate balance between maintaining financial stability and ensuring employee satisfaction has never been more critical. For business managers and HR professionals, understanding and adapting to these changes is not just a necessity but a strategic imperative. Here we take a look at how employers are modifying employee compensation in response to inflation.
Laws Impacting Pay Transparency
Employers around the country are being impacted by new and emerging pay transparency laws. Those that are already open and committed to transparency are navigating the changes well.
As Robert Kaskel, Chief People Office with Checkr says: “We believe transparency around pay ranges is a massively positive development, and we’re very confident in the process. Any leaders worried about pay range transparency already know they’re doing something ‘wrong. If you’re working hard to ensure your people are paid fairly based on the fair market value of their role, you know transparency only solidifies your reputation as an employer.”
That’s clearly important in a labor market where many jobs are still in high demand and competition for top talent remains high.
The Importance of Fairness, Equity, and Transparency
Fairness, equity, and transparency are foundational elements that drive employee satisfaction and retention. As the cost of living continues to rise, employees are increasingly sensitive to how their compensation aligns with their job roles and performance, as well as the compensation of those in similar positions.
“Transparency is one of our core values for a reason,” says Kaskel. “We openly share compensation ranges for every role, level, and location from day one of recruitment. When there are different salary ranges in different areas for remote roles, we communicate the exact range to candidates based on their location as soon as they’re selected for a recruiting screen.”
It’s also important says Kate Conroy, a senior consultant at Red Clover, a strategic HR and change management consulting firm based out of New Jersey, to ensure that employees clearly understand compensation practices and how they’re impacted. “Compensation is most effective when employees understand how and why they are compensated, as well as their growth potential,” Conroy says, adding that she finds it beneficial to be transparent with pay ranges and compensation philosophy.
“Instead of just providing employees with the raw data, I release this information in an educational format, teaching employees how their compensation structure functions and why we’ve built it this way,” Conroy shares. “This provides employees insight into how their behaviors influence their compensation. It gives them a degree of autonomy and control over their earning potential and also motivates their behaviors that contribute to the success of the business.” That, she says, provides “a true win-win situation.”
To ensure success, compensation structures need to be both equitable and based on employee contributions. “When building and reviewing salary structures, I test for equity among employees in similar positions as well as how our salaries compare to the larger market,” Conroy says. “Increases and promotions must be based on measurable performance, rather than who is most well-liked.”
When the News Isn’t Good News
Transparency is especially important when salary news isn’t good news. Keca Ward, an HR expert with Human Resource, shares that “at the peak of the inflation in 2022-2023, our company reviewed the salary and benefit structure and adjusted it to improve employee well-being.” Those improvements, she says, “took a toll on our finances, given that we also needed to improve other areas to drive sales in inflation.”
Consequently, no further adjustments are anticipated for 2024. “Because we believe that our salaries and benefit offers are competitive enough, we will be sustaining them for new hires,” Ward says.
Importantly, even when pay boosts aren’t forthcoming, it’s important to maintain transparency, Ward says. “Our best practice involves keeping the structure flexible and transparent enough for all employees to feel recognized and for us to make changes if need be.”
Addressing the Impact of Inflation
“These days, salary and pay transparency is not optional, it’s a must,” says Max Wesman, founder and COO at GoodHire. But, he says, it’s not necessary to share exact figures—salary ranges are fine and help to “maintain a level of opacity.” However, he adds: “any other approach is doomed to fail in my experience.”
At GoodHire, says Wesman, “we practice full transparency when it comes to wages and wage adjustments, and any changes in salaries for new hires result in raises for others who fill the same position.” That doesn’t work the opposite way, though, he adds: “The one thing we try not to do is decrease our existing employee’s wages in opposite situations.”
GoodHire is taking into account factors like inflation, labor market trends, demand, and new laws and regulations as we head into 2024. This means making changes internally as well as making adjustments for new hires, he says. “As a company that has already been on top of these trends for the past two to three years, we’re primarily making balancing changes to make sure we haven’t missed anything.”
Navigating Tricky Terrain
Ongoing communication is critical whether salaries are staying the same, increasing—or decreasing.
“Talk to your team regularly,” Kaskel advises. “Don’t wait until your next round of performance reviews to ask your team how they feel about compensation—conduct surveys regularly so you always have an updated feel for their sentiment.”
While general communication channels can be used as part of an overall communication efforts, salary is personal, so it’s important to also incorporate one on one outreach.
“Dig deeper into one-on-ones to find out where you can help your team the most,” Kaskel says. “Some employees might value straight compensation, while others may prioritize better benefits packages to help relieve the financial pressures that have grown elsewhere.” In addition, he suggests: “Create a safe space for your people to tell you about their financial struggles and take those needs to heart. With virtually every expense rising drastically over the last few years, leaders must diligently work to help their people out of financially tough spots.”
Finally, Conroy, advises, avoid making long-term decisions based on temporary circumstances, Conroy cautions. Things outside of the business’s control, as well as the employee’s control, can have long-term consequences for your business, she says, Instead, she recommends, “consider addressing employee cost of living during high inflation periods with a one-time bonus.” This, Conroy says, “provides employees with the support they need while mitigating financial risk for the business.” If economic conditions persist long-term, “then consider shifting the compensation structure in the context of a larger conversation about your operating budget.”
How inflation and a potential recession will impact pay decisions in 2024 remains to be seen. For now, though, employers and experts agree—communication and transparency are key to ensuring engagement as well as a pipeline of talent for open positions.
