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Scoop.it!
When workers are leaving their jobs in record numbers, or considering their long-term options within an industry, friendships and allies may influence those decisions. 
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From
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Training managers to have conversations around these nine currencies of choice has proven to be wildly successful in increasing employee engagement, retention, productivity, and profitability per head.
Karen Loftus's insight:
Research shows that the key to employee retention is manager quality, their connection to their staff, and their comprehension of what their team needs to be fully engaged to want to stay. Then leaders must deliver on those expectations or manage them appropriately when they cannot. @media print { .ms-editor-squiggler { display:none !important; } } .ms-editor-squiggler { all: initial; display: block !important; height: 0px !important; width: 0px !important; }
Three data points to back this up: 1) Gallup finds that 70 percent of the variance in employee engagement scores is due to the employee’s direct manager. 2) Leadership IQ finds that the highest performing employees spend an average of six hours per week with their direct manager. 3) A 10-year study of chief executives by Navalent corporation found that the highest performing CEOs “study and meet the needs of key stakeholders,” including their direct reports. One simple step is to train managers to conduct structured one-on-ones with their direct reports. People want to: . Work for a company with a compelling purpose and values aligned to their own. . Work for a manager they trust, respect, and whom they know cares about them. . Feel like they belong. . Be appreciated in the appropriate way. Have a voice. . Know how to be successful and how that success is measured. . Learn, grow, and develop in their careers. . Have agency, control, and choice. . Be able to spend most of their day doing work they love and do well.
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If you catch them early enough, you can take steps to minimize the impact.
Karen Loftus's insight:
1. NEGATIVE EXPECTATIONS
2. FEELING UNDERAPPRECIATED 3. DETACHING FROM WORK 4. ACTING IMPULSIVELY 5. BEING IMPATIENT These subtle signs can be difficult to recognize as burnout in others, and it’s key to think about the behaviors that are impacting your daily life
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Businesses can boost retention when they help employees align their work to their sense of purpose.
Karen Loftus's insight:
What’s clear from the latest labor trends is that employees are leveraging power in new ways — and companies must focus on besting their competition when it comes to employee experience. Because purpose involves complex emotional and social factors, people need tools to uncover their own unique sense of purpose and discover how it can be applied to their work.
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The pandemic disproportionately caused strain on women. The reasons why are too big to ignore. Here’s how leaders can help.
Karen Loftus's insight:
1. Establish internal champions for women.
2. Forge new, flexible pathways for women to develop and advance. 3. Reskill managers to coach women.
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Real rapport is about putting in the elbow grease to genuinely connect with the people you work with. Do that and you’ll have a tighter bond, a comfortable dynamic, and a way easier time getting great work done together.
Karen Loftus's insight:
1. Be A Decent Human Being
2. Genuinely Check In 3. Prioritize Praise And Recognition 4. Go Beyond “Work Mode”
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3 Main Reasons Behind The Great Resignation In recent years, and especially since the onset of the pandemic, a large wave of resignations has been taking place. “The Great Resignation,” as it’s now called, has driven over 40 million people in the USA to search for new job opportunities, only in 2021
Karen Loftus's insight:
Why Are Employees Really Heading For The Exit?
1. Bad Management 2. Poor Work-Life Balance 3. Lack of Benefits
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CIOs and IT leaders will face myriad challenges in the new year, including hybrid work. Experts identify the most-needed soft skills you should cultivate .
Karen Loftus's insight:
1. Patience
2. Empathic listening 3. Storytelling 4. A collaborative mindset
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Few things help minimize worker turnover than the creation, and continual maintenance, of a feedback culture.
Karen Loftus's insight:
Feedback + actions = a place people want to work . Gives you the chance to remedy issues early . Provides opportunities to engage 1-1 with workers . Minimizes turnover
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Since April 2021, we have seen an unprecedented wave of resignation, dubbed the Great Resignation. According to the latest report from the U.S. Bureau of Labour Statistics, showed that more than 4.5 million Americans, or 3% of the workforce, voluntarily quit their jobs. The millions of people who left their job altogether had good reason, […]
Karen Loftus's insight:
Challenger, Gray & Christmas, Inc., announced 142 CEO changes in October, up 38% from the 103 exits in September and 54% higher than the 92 CEOs who left their posts in the same month last year. It is the highest monthly total since January 2020, when 219 CEOs left their positions, the most on record in a single month.
1. Redefine the WHY 2. Assess your Current Culture 3. Perform a Mind Map SWOT Analysis # Breakdown your purpose and company culture # Identify the top 3 priorities in each category # Assign measurable goals and deadlines 4. Create Congruency in Communication
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Going back to the office won’t change the fact that we have too much work.
Karen Loftus's insight:
While there’s certainly room to make remote work better as far as maintaining collaboration, creativity, and innovation, the more pressing issue is lightening our workloads.
That means either hiring more people or lessening the amount of work for existing employees. It would require separating the mission-critical from the nice-to-haves in order to give people the breathing room to talk to those outside those it’s absolutely necessary to talk to. Once we have a little more time and space, we can focus on how to encourage collaboration, creativity, and innovation in a remote setting.
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The employment dream is changing. Professionals are resigning in droves, causing many unfilled positions and organizational stress. But executive leaders can adapt. Pushed to the brink by a healthcare catastrophe that has brought the country to its knees, under-appreciated and under-respected professionals across the United States are arriving at a consensus: the new “dream job” […]
Karen Loftus's insight:
... a 2021 study conducted by Monster found that 95% of U.S. employees are considering changing jobs, and 92% of them are willing to switch industries to make that happen.
Staff want a renewed and revised sense of purpose in their work. They want social and interpersonal connections with their colleagues and managers. They want to feel a sense of shared identity. Yes, they want pay, benefits, and perks, but more than that, they want to feel valued by their organizations and managers. They want meaningful—though not necessarily in-person—interactions, not just transactions. What about an approach that improves collaboration skills, increases communication effectiveness, builds trust and reduces harmful information silos? Applied Improvisation (AIM) programs – techniques for improvising in a professional, business setting – is precisely suited to help professional staff embrace the unknown, react appropriately in the moment, and enhance leadership skills. Improvisational principles are a bit more mysterious to most. They include Awareness, Connections, Presence, Initiation, Agreement, Vulnerability, Simplicity, Value, and Creation. These serve to influence one’s thinking and ultimately create practices that transform management behavior. Among AIM’s numerous benefits are: . Improve Leadership and Management Skills, . Build Team Camaraderie and Trust, . Boost Professional Staff Confidence and Self Esteem, . Reduce Personal Stress, . Diminish Organizational Silo Mentality, . Improve Remote Work Effectiveness, and . Identify Strategies for Dealing with Ambiguity. Executives learn techniques for improving their leadership, listening, and team-building skills and empowering those they lead; middle managers hone their communication and problem-solving skills through improvisational techniques that allow them to act in the moment; and professional staff learn how to cooperate, communicate, and trust in their own, and each other’s abilities.
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How we manage to engage through leadership development could be the greatest back-to-basics, natural solution of the 21st century.
Karen Loftus's insight:
These proven strategies are found in workplaces where results and engagement go hand in hand.
1. Leaders go #HeadsUp and get in the game. Great leaders are active. 2. Leaders routinely check in with their team members. 3. There’s a demonstrated bias for action across the business. 4. Great L&D teams design their programs for the real world. They practice TACCS, a simple, cyclical approach to learning: Train. Apply. Coach. Correct. Sustain. 5. People’s solutions are pragmatic solutions. Concepts, capabilities, and competencies are all necessary, but when it comes to moving the dial on business outcomes and results, you need new ways of working that are practical, easily understood, and easily applied at work.
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A few factors are at play here, but eventually the Great Resignation will end.
Karen Loftus's insight:
...the pandemic has brought out a more vocal side. Employees and job seekers have expectations in terms of how they’re treated throughout the application process, and how they’re treated as employees.
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Workers who quit a job in 2021 say low pay (63%), no opportunities for advancement (63%) and feeling disrespected at work (57%) were reasons why.
Karen Loftus's insight:
Majorities of workers who quit a job in 2021 say low pay (63%), no opportunities for advancement (63%) and feeling disrespected at work (57%) were reasons why they quit, according to the Feb. 7-13 survey.
At least a third say each of these were major reasons why they left. Roughly half say child care issues were a reason they quit a job (48% among those with a child younger than 18 in the household). A similar share point to a lack of flexibility to choose when they put in their hours (45%) or not having good benefits such as health insurance and paid time off (43%). Roughly a quarter say each of these was a major reason.
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A new survey by McKinsey & Company finds that 35% of workers leave their jobs due to unsustainable workloads, ranking as high as pay concerns, uncaring managers and lack of growth potential as their reasons for leaving.
Karen Loftus's insight:
...The report says that while compensation and benefits reviews are a first step, companies need to create a “sticky” workplace where employees want to remain. Ideas include conducting “stay” interviews rather than just exit interviews, creating wellness days and implementing collective time management practices, such as building a few minutes into the schedule between Zoom meetings or scheduling “no meeting” days. Beedham says workplaces that create time to debrief and have downtime, identify boundaries and personalize schedules to employee needs are ones that thrive.
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From
buffer
Data from over 2,000 remote workers around the world looking at the shifts and evolution of remote work in 2022, along with the benefits and struggles it brings.
Karen Loftus's insight:
Their recap:
Depending on the area of the world and company policy, many people are still working in conditions we wouldn’t call true remote work because they lack the flexibility and freedom that true remote work offers. In spite of this, more companies seem to have settled into new routines and processes that are working for them. While it’s not all rosy with remote work - particularly when it comes to employees feeling connected to one another and staving off feelings of loneliness - it’s not all bad, either. People feel overwhelmingly positive about remote work and are now more excited about their job due to working remotely. We also saw that people are excited about new opportunities in the world of work like the four-day work week and asynchronous work, both of which can help companies rethink the way that work happens.
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Attract and hire more women to your organization by discovering the differentiators between what women and men want in their next job.
Karen Loftus's insight:
Fascinating! Look at the differences between men & women
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Mark C. Crowley sat down with Gallup’s longtime chief research scientist, Jim Harter to discuss what factors motivate people to stay beyond a paycheck.
Karen Loftus's insight:
“Pay is important, and it must be fair,” Harter says, “but two-thirds of the reasons people actually left jobs in 2021 were due to issues related to their engagement and their overall well-being.”
Gallup’s research shows that 42% of the reasons people are quitting are tied to how they feel about their bosses and organizational cultures. And low engagement is specifically experienced when workers conclude they aren’t growing, appreciated, or treated with care and respect. Another 21% boils down to well-being, employees’ feelings about their work-life balance, work schedules, and their ability to work remotely some of the time. Pre-COVID, the percentage of people who strongly believed their company cared about them was only in the low 20% range. But in the early months of COVID, when employee responses were heavily correlated to how their manager communicated with them and stayed connected on a regular basis, it jumped to nearly 50%—a huge shift. But since then, it’s already declined to 35%. “Rather than call it the Great Resignation, it would be better to call it the Great Disruption, because of how the COVID era has permanently disrupted our workplaces,” Harter says. “What many managers don’t realize is that the most desired perk prior to COVID was having a flexible work schedule. But now, that desire has been turbo-charged, and we must meet the moment by giving employees greater flexibility on where and when they work as long as they get their work done.” Gallup has defined a manager’s most essential skills and they include helping employees to set clear goals, being effective at having meaningful conversations, knowing what’s important to every person, and connecting with them individually once a week. They must be very secure in holding people accountable, generous in praising achievement, and be highly effective coaches. “The best managers are great coaches,” Harter says, “mostly because in order to coach someone you have to really care about them and want the best for them in all aspects of their life.” When an employee has low engagement at work, Gallup has found they’ll jump at just about any job offer that pays them more money. “But when people feel engaged and supported, they’ll need about a 20% increase in pay to motivate them to leave.”
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Karen Loftus's insight:
Here are six strategies to keep your team motivated when someone quits: @media print { .ms-editor-squiggler { display:none !important; } } .ms-editor-squiggler { all: initial; display: block !important; height: 0px !important; width: 0px !important; }
1. Create terra firma. 2. Solicit feedback to assess individual and collective capacity. 3. Enable autonomy. 4. Give your team permission to push back. 5. Shield your team. 6. Create connection.
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From
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Be purposeful with how you ask your team members to spend their time.
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Beyond fair pay and a healthy culture, the magic ingredient for keeping your people could be a simple thank you.
Karen Loftus's insight:
The key to wringing the most benefit from gratitude is to find ways to weave it into the daily rhythm of work.
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While researchers may take years to understand the full effects of the coronavirus on the human anatomy and its long-term implications, the interim effects of the virus are being felt every day in people and countries. Business owners have seen it all in the last two years, from workplace restrictions to lockdowns. Adding to these […]
Karen Loftus's insight:
Statistics indicate that over 38 million workers quit their jobs in 2021, with a staggering 4.2 million resignations in October 2021.
The Great Resignation has primarily been seen in the food (6.8%) and retail (4.7%) sectors. While both these sectors depend on the presence of physical employees to attend to customers, there are a majority of roles such as purchase, logistics management, etc., which are usually managed at the backend. As a result, businesses can consider outsourcing these roles to remote workers. Other industries facing employee retention problems that can benefit from outsourcing are banking, insurance, bookkeeping, education, and wellness.
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Forbes partnered with market research company Statista to pinpoint the companies liked best by employees in our annual ranking of America’s Best Employers.
Karen Loftus's insight:
Share your insight
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Clearly, it isn’t enough to just repeat “more communication” like a mantra because then you have organizations trying out practices that employees don’t want or even passionately hate (looking at you, Zoom happy hours).
Karen Loftus's insight:
The first thing to keep in mind is that a shotgun approach isn’t effective, and employees don’t want just more communication willy-nilly. It has to be directed with a specific purpose, and that purpose should be transparency.
Anything going on that affects them such as where they’re going to work, how they’re going to work, what they’re going to be working on, and so on. There are three keys to keep in mind with transparent communication: make it asynchronous, scheduled, and multimodal. Just like transparency, feedback has always been an important part of organizational communication but it’s now more important than ever and needs to be given much more frequently. People have a natural desire to want to know how they’re doing if what they’re doing is meeting the company’s expectations, and whether they’re on the right track or not for achieving their goals. If they’re not on the right track, then they also want to know what they can do to course-correct. And once again, just like transparency, frequent and effective feedback boosts motivation and retention.
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