Turnover Contagion: Are Your Employees Vulnerable?

Being positive in the workplace is more important than you may realize. With employee retention top-of-mind for organizations wanting to stay competitive in today's market, employers need to find ways to ensure employees are engaged. One way employers can decrease turnover rates is by using the infectious qualities of emotions to spread feelings of happiness. Read this blog post to learn more.


Employee retention is top-of-mind for any organization looking to stay competitive in today’s market. Despite swaths of technological advances, in our knowledge-based, global economy an organization’s key assets are still its employees. Considering this, substantial amounts of research have been published about potential predictors and causes of employee turnover. Most of this research can be classified into two categories: individual-level explanations (e.g., job satisfaction, person-job fit, etc.) or external and organizational-level explanations (e.g., unemployment rates, job demand, etc.). However, only having these two types of explanations ignores team-level and the inherent social aspects of turnover. Specifically, do the behaviors and attitudes of coworker's influence employee’s intentions to quit their jobs?

Quitting is infectious.

People regularly “catch” the feelings of those they work with, particularly in group settings. We’ve all been around someone at work whose sour mood set the tone for the day; their negative emotions dampened the mood of everyone else around them. Employee mood isn’t all that is affected. Surprisingly, the emotions of others influence judgment and business decisions – and this all typically happens without anyone realizing.

In a study on the spread of emotions, groups were created to judge how to best allocate funds in hiring decisions. A confederate (actor) was planted in each group and instructed to display one of four emotions: cheerful enthusiasm, serene warmth, hostile irritability, or depressed sluggishness. Not only did the emotions of the confederates spread to each member of the group but each group’s resulting judgments and behaviors were affected. In groups with a pleasant confederate, members displayed more cooperation, less conflict, and allocated funds more equitably than in groups with unpleasant confederate emotions.

In a related study, researchers looked into the contagion of social contexts on job behaviors. As it turns out, evidence suggests an employee’s decisions to voluntarily leave an organization is influenced by the attitudes and behaviors of their coworkers. They found evidence suggesting job embeddedness (how well employees feel they fit in with their job and the community) and job search behaviors of coworkers predict individual voluntary turnover. An employee’s job embeddedness is the relative strength of their organizational network; weaker bonds or links are easier to break. That is, if a coworker is low on organizational connection (e.g., fewer and weaker relationships with other organizational members) or engages in noticeable job-seeking behaviors (e.g., talking about an application or interview, expressing a desire to leave, quitting, etc.) their colleagues are more likely to choose to exit the organization. As can be imagined, this relationship is amplified when a coworker has both low job embeddedness and visible job-searching behaviors.

People leave organizations all the time. There are several reasons why employees decide to leave organizations - whether it be for personal (relocation of family member), professional (more pay, promotion, career change), or organizational (job or organization redesign). In fact, healthy businesses want some amount of turnover. However, in the case of turnover contagion, your employees are leaving simply because their colleagues are leaving. When a group of employees leave an organization in rapid cycle, it may be due to the influence of their immediate peer group and this should be cause for concern as turnover contagion is likely occurring.

The interplay of social contexts within an organization along with individual and organizational-level predictors adds more to our understanding of the complexity of employee turnover decisions. This is just one piece of the pie – and an important one. Understandably, more research needs to be conducted until just how this phenomenon works is understood, however, based on the evidence, organizations and leaders shouldn’t wait to act.

For one, it’s a tight labor market and has been for some time now. Overall, many employees are looking and leaving. There has been a cultural shift among workers where they feel increasingly less loyalty than before and are even more likely to job hop. To add to this, unemployment is at an all-time low and job growth is climbing. Meaning there are more open jobs than there are workers to fill them. It’s an applicant’s market. These factors, coupled with the sheer cost of replacing skilled employees – speculated to be a whopping 1.5 to 2 times an employee’s salary – should give pause to leaders when they suspect employees have caught the turnover bug.

On the bright side, turnover contagion can be minimized, and companies stand to reap plenty of rewards through emotional contagion. Just like negative emotions create a spiral of negativity, so too can emotions with a more positive valence. For example, leaders can use the infectious qualities of emotions to spread feelings of happiness by expressing gratitude or complimenting someone. In addition, increasing job embeddedness and strengthen the bonds your employees have by building more connection with their team, leaders, and other departments can go a long way to reducing turnover.

SOURCE: Ford, A. (13 August 2019)"Turnover Contagion: Are Your Employees Vulnerable?"(Web Blog Post). Retrieved from https://blog.shrm.org/blog/turnover-contagion-are-your-employees-vulnerable

 


Employer-sponsored savings programs could be the future of financial wellness

Do you have money set aside for emergencies or unexpected expenses? Forty-three percent of hourly workers report having less than $400 in savings set aside for emergencies. For these workers, an accident or unexpected expense can be financially devastating. Read this blog post to learn more.


For 43% of hourly workers who report having less than $400 in savings set aside for emergencies, an accident or unexpected expense can be financially devastating.

But employer-sponsored savings programs could be a viable solution. Low- and middle-income employees who are more financially secure have been shown to be less stressed and more productive when they have an employer-sponsored savings program, which may lead to lower healthcare costs, better customer service and stronger attendance, a new survey from nonprofit organization Commonwealth finds.

The national survey of 1,309 employees earning less than $60,000 a year found that employers offering workers savings interventions at the time of raise, can positively impact their employees’ personal finances. Three-quarters of hourly employees surveyed believe that if their employer offered savings options at the time of a raise, they would be less stressed and more confident about their finances.

“There's a lot of talk about financial stress, but when you're really living paycheck-to-paycheck, that stress is about being able to pay your bills on time,” says Commonwealth’s executive director Timothy Flacke. “It's about cash flow, and that's a particularly acute form of anxiety.”

The report analyzes the potential effects of savings programs including split direct-deposit paychecks, low-interest loans and savings accounts — and compares how those programs alleviate employees’ financial stress. Workers surveyed believe if their employer-provided savings tools they would be happier and more productive. Moreover, the survey found individuals with more in savings were less likely to have financial worries than those with little savings.

One of the companies partnered with Commonwealth to link raises with savings is Minnesota-based education company New Horizon Academy. In the beginning of the year, the company piloted a new savings program that gives its employees the option to have the raise diverted through the payroll system to a savings account each pay period, instead of having it go into their normal checking account.

“Through this, our employees are beginning to build up some financial reserves in case of an emergency, or life circumstances that requires them to dip into a savings account,” says Chad Dunkley, CEO of New Horizon Academy. Although it’s too early to state results from the pilot program, the company hopes it will have a positive long-term impact on the financial health of its employees, Dunkley says.

“This is just one of those additional ways [to] stabilize our employees, so they can come into the classroom without the financial stress that certain situations cause when you're not prepared for an emergency, whether it's new tires on your car or health issues,” he says.

SOURCE: Nedlund, E. (19 August 2019) "Employer-sponsored savings programs could be the future of financial wellness" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/reduce-stress-increase-productivity-with-financial-wellness


5 Strategies to Motivate Burned-Out Workers

An optimal way to motivate and engage burned-out workers is by rewarding team members for their achievements. Continue reading this post from SHRM for five strategies used to motivate burned-out workers.


Robert is a human resources director in a local community hospital who feels the heaviness of low staff morale. Employees are clearly tired, they feel like they're working at their maximum, and they're having a hard time keeping up with the patient load. In fact, due to leaves of absence from co-workers' disabilities and workers' comp, more employees have been working double shifts over extended periods of time. They are showing the classic signs of burnout. Unfortunately, Robert can't simply backfill positions because employees are on protected leaves of absence, and temp agencies and registries have few candidates to offer due to the tight labor market. In short, Robert doesn't know how to stop this apparently endless cycle of staffing shortages, excessive shift coverage, employee leaves and limited position replacements.

"Unless you've got some kind of magic wand to make these all-too-common challenges disappear, you won't have much success in terms of addressing these issues directly and head on," said Terry Hollingsworth, vice president of education and human resources services for the Hospital Association of Southern California in the greater Los Angeles area. "Yes, tightening up your recruitment cycle and opening your network to more temp agencies and registries may help, but those are Band-Aids. The real value lies in looking at the other side of the equation: employee engagement and self-motivation."

Rewarding people for their achievements, it turns out, is an optimal way to motivate and engage a team that feels like it's treading water. Allowing people to assume greater responsibilities and focus on their career development is better for them and for the organization—even when they may be feeling overwhelmed or burned out at the time you initiate the programs that follow.

1. Create a Career Development Pipeline

If your organization isn't already doing so, look for opportunities to build a succession planning program, especially among your hourly workers where career escalation is relatively easy to accomplish.

In Robert's case, the hospital's key challenge lies in finding certified nursing assistants (CNAs) due to market shortages.

"Hospital food service workers, janitors and others might want to pursue their CNA certification as a first step to formally launch their health care careers," Hollingsworth said. "Setting up onsite training classes and allowing on-the-job shadowing can be a game changer in terms of your culture and creating an environment where workers feel motivated and re-engaged. Ditto for developing a training program where CNAs can apply for their licensure to become licensed vocational nurses, the next rung on the nursing career ladder."

2. Develop a High-Po Program

"High-potential (high-po) programs focus on identifying the top 10 or 20 percent of workers in a given classification and awarding and recognizing them for their achievements, while helping them build out their resumes," said Rita Van Vranken, chief human resources officer at the Motion Picture Industry Pension and Health Plans in Studio City, Calif.

"High-pos may not be ready to promote just yet, but they set themselves apart as top performers, brand ambassadors, and potential leaders who deserve special levels of acknowledgment and development from departmental and senior management. A structured high-po program serves as an effective recognition and development tool and dovetails nicely into formal succession planning."

Identifying one person from each department or unit gives these individuals more than an opportunity to feel special. They also may, for example, attend advanced classes on leadership, communication and teambuilding; enjoy a once-a-quarter lunch with their regional manager; and benefit from individual development plans that, created in tandem with their manager and department head, will single them out for promotion when the opportunity arises.

3. Develop an Active Employee Recognition Program

"Many organizations fail to realize the importance of both formal and informal recognition programs," Van Vranken said. "More important, though, is that companies that have them in place fail to promote and publicize them. If you have [an] Employee of the Month and Employee of the Year award program that barely gets attention, scrap it temporarily." Instead, try a Shining Star or Employee Spotlight program that recognizes employees who go above and beyond their job's expectations.

"[Pilot] a three- or six-month program that generates a buzz and makes the rewards something to brag about," she added.

Just remember that these types of programs are meant to spark up the troops, and, if you're not rewarding the most-needed behaviors (e.g., accepting double shifts or coming in on weekends), you're missing the main benefit of the exercise.

"Make it real; make it pop; and make sure your messages, values, and activities are all aligned," Van Vranken said.

Don't be surprised to learn that the most dramatic and immediate change in your organizational culture stems from praising employees and recognizing their achievements. And that recognition need not be monetary. In fact, many consulting firms that specialize in reward and recognition programs will tell you that research shows public praise and recognition can be more meaningful to workers than a cash card or check in a sealed envelope.

There are plenty of simple and effective ways for leaders to recognize their employees, from employee photos in the lobby to prestigious parking spots. Whatever you decide, make sure to communicate both expectations and celebrations clearly. Encourage your team members to follow your lead in recognizing others for a job well done. Share praise openly, and consider organizing recognition events to honor bigger accomplishments, especially those reached by teams working closely together.

4. Help Employees Fulfill Their Personal Career Goals

Career development is a key driver of employee satisfaction. Your strongest performers will always be resume builders. Providing opportunities for talented individuals to do their best work every day, combined with training and educational opportunities, will go a long way in helping people achieve their career advancement goals.

Become an organization known for its commitment to professional development. Provide networking opportunities for your staffers to meet leaders from other parts of the organization over team lunch meetings. Serve as a mentor and coach to your direct reports by asking them about their longer-term goals and how you could help them get there.

"Show that you're interested in the whole person, not just the one who shows up at work," Van Vranken said. "You'll likely find that people will respond in kind to the heightened dose of positive attention they're garnering,"

More specifically, Hollingsworth said, "Ask your employees to schedule 30 minutes with you once per quarter to review their progress toward their career goals. Invite them to share their resume with you to help them make the best presentation possible and [add] their work-related achievements to their LinkedIn profiles as well. Remember that when you develop an achievement mentality where employees are adding accomplishment bullets to their resume, you'll create a high-performance culture where high-performers are far less inclined to leave."

5. Plan Ahead

All employees want some sense of job security regarding their future with the company. They likewise want to understand how their efforts contribute to the organization's larger goals, mission and vision.

Share information generously. Ensure that people understand the goals and challenges so they can tie their recommended solutions to the broader picture. Help them learn about your organization and build on their knowledge by collecting information in scorecards, dashboards and other forms of data intelligence.

Likewise, honor the annual performance review process—the one hour per year dedicated to each individual worker as the culmination of the previous 12 months (i.e., the 2,080 hours typically worked). Yes, managers and employees at times express frustration with the annual performance review process, but you'd be surprised how many employees complain about not getting formal feedback—sometimes for years at a time.

Finally, turn your team into corporate futurists: Have them research your organization, industry and competitors. Have them scour the Internet for current trends and patterns in your business, especially those that can impact their careers for the better. As an example, the U.S. Bureau of Labor Statistics (BLS) publishes its Occupational Outlook Handbook at www.bls.gov/ooh. Send your employees on research missions to the BLS website to determine what the growth trajectory for their particular position is (currently measured in terms of job growth from 2016-26).

If Robert's employees take on this task, they will find career projections for medical assistants, dietitians, home health aides, nurses, massage therapists, phlebotomists and pharmacy technicians, among others. The BLS site outlines national median pay, educational requirements and the all-important "job outlook."

On the job outlook page, the hospital's workers will find a bar chart showing, for example, medical assistant jobs will grow at a rate of 29 percent per year between 2016 and 2026, relative to average job growth in the U.S. of 7 percent (all job classifications).

That's pretty motivating, but there's also an Excel spreadsheet embedded in the page that maps out job growth in particular medical areas relative to the 24 percent overall growth for the entire classification. Robert's medical assistant employees will learn that 10-year job growth projections line up as follows by specialty area:

Outpatient care centers                       +53 percent

Specialty hospitals                              +38 percent

Nursing/residential care facilities       +32 percent

General hospitals                                +16 percent

Wow! How's that for motivating employees to focus on their career development and construct a longer-term career plan to help them isolate the areas where their skills will be needed most? And who knows—Robert may be helping his front-line operational leaders realize that the ones who shine at extracurricular exercises like these just might distinguish themselves as high-pos ready to build the hospital's leadership bench.

SOURCE: Falcone, P. (12 June 2019) "5 Strategies to Motivate Burned-Out Workers" (Web Blog Post). Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/5-Strategies-to-Motivate-Burned-Out-Workers.aspx


Here’s how to get the best ROI on a wellness program

According to the International Labour Organization, Americans work nearly 500 more hours per year than French workers and 260 more hours per year than British workers. Read on to learn how employers can get the best ROI on a wellness program.


U.S. employees are working harder than ever and need more support from their employers as a result.

In fact, according to the International Labour Organization, Americans work 137 more hours per year than Japanese workers, 260 more hours per year than British workers, and nearly 500 more hours per year than French workers.

With that growing burden — along with more individuals of all ages recognizing how important their health is — comes an increased need for companies to invest in well-designed health and wellness programs. Rolling out these programs can lead to better employee morale and engagement, a healthier and more inclusive culture and fewer absences due to illness, according to research — all of which are especially important in today’s fast-paced work atmosphere.

In addition, the rise of social media means that businesses are being held accountable by their employees in a way that was not the case for previous generations. According to the British Standards Institution, employees trusting their employers’ commitments is now an increased focus. Health and well-being are becoming a significant part of that workforce trust agenda.

With these points in mind, it’s important to recognize that your organization needs to make and keep commitments to investing in and executing successful health and wellness programs for your workforce. These programs must keep trust momentum going to ensure healthier and happier workers, and it is proven that happier and healthier workers are more productive. This can lead to overall company success.

For example, a recent employee wellness study from the U.S. Chamber of Commerce showed that effective wellness programs have good return on investment of $1.50 to $3.00 per wellness dollar spent over a two to nine year timeframe. Another study from the Australian-based Black Dog Institute concluded that thriving and healthy workforces typically perform more than two times above average, compared with organizations that do not invest at all in their employees’ health and well-being.

BSI recommends a three-pronged approach for successfully investing in your employees’ health and wellness. First, it’s important to define your health and well-being initiative and what it means for your company. While there are many definitions, BSI recommends considering one that recognizes the need to manage workplace occupational health and safety, in addition to the promotion and support of managing healthy behavior, such as stress management, work-life balance and an ever-changing work environment.

Next, employers should define what their health and wellness program for workers should include. In particular, BSI suggests a good model to follow: the U.S. federal government’s recommended approach for workplace health and well-being programs. Created by the Center for Disease Control’s National Institute for Occupational Safety and Health, the program is called Total Worker Health.

TWH is a holistic approach to occupational health and safety and worker well-being. It recognizes that work has an important function in the social determinants for health and is defined as “policies, programs, and practices that integrate protection from work-related safety and health hazards with promotion of injury and illness prevention efforts to advance worker well-being.”

However, this program also goes much further than other wellness programs and reflects the nature and challenges of the changing workplace, from new forms of employment to new technologies. It also reflects that non-work-related illness and stress can be adversely impacted by work, can have health and safety implications within the workplace, and the way an organization manages absence and rehabilitation policies can have hugely positive or negative impacts on the individual and the business.

Once you know what health and well-being means to your business and what kind of program your organization wants to execute, it’s time to move forward. For step three, BSI recommends companies review and implement ISO 45001, the new global management system standard on occupational health and safety. This standard has physical, mental and cognitive well-being and health at its core, while continuing to drive high safety standards for companies.

ISO 45001 also recognizes that the most successful and productive organizations take a holistic approach and therefore, good occupational health and safety management can be integrated with employee well-being initiatives. Related to this, holistic employee wellness programs can be used as a recruitment tool. Evidence from WhenIWork.com suggests that employees want their employers to take an active role in their health, so if you can show potential employees that you are invested in their well-being, you will gain an advantage over companies offering only bare-bones benefits.

As a global standard, ISO 45001 also enables a consistent worldwide approach. With its focus on culture and employee participation, it also provides businesses a best practice model for developing an effective health and well-being program. And employee participation will happen. For example, experts from the Johns Hopkins Bloomberg School of Public Health recently analyzed surveys to determine the overall perceptions of wellness programs from employee and employer perspectives. Its data analysis revealed that nearly 60% of employees think employers should attempt to improve the health of their workers.

Overall, seeking accredited certification of the standard not only builds trust within the organization, but also provides external assurance to customers, shareholders and the wider community. Investing in employee health and wellness programs increases healthy behavior and curbs the risk of lifestyle-related disease, leading to happier workers, more productivity and overall company success.

SOURCE: Field, K. (4 June 2019) "Here’s how to get the best ROI on a wellness program: (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/how-to-get-the-best-roi-for-your-wellness-program


Why employers can’t hit snooze on tired employees

Did you know: More than a third of American adults are not getting the recommended 7-8 hours of sleep each night. Research shows that a lack of sleep can negatively impact performance and mental and physical health. Continue reading to learn more.


It’s time for a wake-up call. We’ve all heard the familiar phrases — sleep when you’re dead or burn the midnight oil from high-powered CEOs and celebrities touting how they sacrificed sleep to advance their careers.

But research shows that lack of sleep may have the opposite effect. Rather than helping people get ahead at work, losing out on sleep can negatively impact performance and, more importantly, mental and physical health.

It’s time for employers to recognize the role sleep plays in employee well-being and take steps to foster a workplace culture that reinforces and encourages healthy behaviors.

More than a third of American adults are not getting the recommended 7-8 hours of sleep, according to the Centers for Disease Control and Prevention. A lack of sleep can lead to:

  • Increased absenteeism and illness. The U.S. loses an equivalent of around 1.2 million working days due to insufficient sleep, and research has found that sleeping fewer than five hours consistently is associated with staying home sick for 4.6 to 8.9 more days.
  • Lost productivity. Losing even just a bit of sleep can affect productivity. A recent study found that participants who lost just 16 minutes of sleep on a nightly basis reported having more distracting thoughts at work.
  • Consequences for physical and mental wellbeing. Lack of sleep has major consequences on long-term health, including increased rates of chronic diseases and conditions, such as diabetes, heart disease and hypertension.

Lack of sleep affects workers regardless of occupation. For employees who work shifts (often overnight), such as in call centers, manufacturing, hospitals and oil and gas, losing sleep can become a safety risk. In fact, findings have shown that shift work sleep disorder impacts approximately 10% of the night and rotating shift work population.

So how can we promote a healthy sleep culture? There are a number of tools and programs that employers can use to show they value and encourage healthy sleep habits, educate employees about how sleep can improve their work performance and support them in sticking to sleep goals. Organizations like the National Sleep Foundation offer employers resources to learn more about the benefits of sleep tracking to monitor sleep stages and tips to improve sleep for everyday health.

Employers can provide employees with tip sheets, send emails or hang posters around the office to encourage healthy sleep habits and explain how critical sleep is for their wellbeing. Tips employers can share include shutting down electronics 30 minutes before bedtime, keeping smartphones and laptops away from bed to create a sleep zone and using a guided breathing exercise or meditation apps to help the body wind down. It’s also important for managers to lead by example and encourage healthy sleep habits, including avoiding sending emails too late in the evening and being conscious of employees working in other time zones.

Wearables can also help people track their activity, sleep and overall health goals. Before the launch of wearable devices, many types of health data, including quantity and quality of sleep, were only accessible to study participants via sleep labs – which are both costly and time consuming. With today’s technology, employees can better understand their sleep patterns and use that data to find a sleep plan that works for them.

Sleep tracking can also be useful to help employees correlate data and insights based on their schedules, activity levels and what they’ve had to eat or drink. For instance, someone who tracks their sleep may find that getting exercise after work helps them get a better night of rest. Having a different sleep pattern on work days versus days off can cause social jetlag — a feeling almost like changing time zones that can take a significant toll on sleep cycle and overall health. That’s why it’s important to keep a consistent sleep schedule throughout the week and the weekend.

Here’s the bottom line: insufficient sleep contributes to poor productivity, worse health outcomes, absenteeism at work and can create safety risks. Today, more and more employers are working to combat the idea of sacrificing sleep in corporate culture and are recognizing that it is an asset to the workplace, not an enemy.

SOURCE: McDonough, A. (28 May 2019) "Why employers can’t hit snooze on tired employees" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/sleep-deprivation-impacting-company-bottom-line


4 signs top talent may leave: Best strategies to keep them

Employers usually dread receiving a two-weeks notice from one of their top employees. Landing new top talent in today's tight labor market is no easy task, making retention a top priority. Read this blog post to learn more.


There are few things an HR pro dreads more than when a great employee hands in their notice. The challenge of having to replace them can be overwhelming. 

And in this tight labor market, landing new top talent is no easy task, making retention an important priority.

Luckily, there are usually signs a valued employee might be thinking about jumping ship, and some proactive steps you can take to try and keep them.

Subtle signs

Experts agree there are a lot of reasons great employees decide they need to move on. Apart from salary, boredom and a lack of recognition and engagement are the biggest issues causing workers to seek employment elsewhere.

While it might seem sudden and jarring when an employee announces their resignation, there were most likely subtle signs it was coming.

Here are the main ones to watch out for, according to Janine Popick, Chief Marketing Officer of Dasheroo:

1. Private calls during work. Everyone needs to take private calls in the office from time to time, but if someone seems to be answering the phone in hushed tones and dashing to the nearest empty office frequently, that’s probably a sign your employee is interviewing somewhere else.

2. Declining work ethic. Many employees mentally check out before they leave a job. While there could be personal issues causing a change in attitude, if an employee seems less enthusiastic and is consistently only doing the bare minimum, they’re most likely ready to move on.

3. Lack of socialization. Someone actively wanting to leave probably won’t go out of their way to make chit chat with co-workers or be overly friendly anymore. Pay attention to any employee who’s suddenly keeping to themselves more than usual.

4. More activity on social networks. If you’re worried an employee may be getting ready to leave, take a peek at their online presence. Is their LinkedIn page completely updated and polished? Are their tweets looking more professional than personal? This kind of online activity could be an indicator an employee is trying to make a good impression on a new employer.

While it may be too late to convince some people to stay, there are still steps you can take to prevent talent from leaving in the future, according to HR Daily Advisor.

Presenting new challenges

Boredom is what’ll disengage your workers the fastest and cause them to seek a new project elsewhere. To get a basic idea of where your employees stand, an engagement survey is a great tool to see who needs a change.

An easy fix is to ask your people if they’d like to tackle different types of assignments. The more you keep things fresh for them, the more likely they are to remain engaged.

Another way to avoid boredom: See who’s due for a promotion. If someone’s been stuck in the same position for so long they’ve grown tired of it, see if there’s a new opportunity for them. The new responsibility could be just what they needed to respark their enthusiasm.

Recognition, feedback

When your people don’t feel appreciated, they’ll have no qualms about leaving the company. To correct this, it’s important to give frequent feedback and let people know when they’ve done a good job.

Gallup research shows employees who are praised are more committed to their work and organizations. Even just quick feedback, positive or negative, can motivate employees and boost their engagement.

Extra communication can only make employees feel more connected to the company.

SOURCE: Mucha, R. (1 February 2019) "4 signs top talent may leave: Best strategies to keep them" (Web Blog Post). Retrieved from http://www.hrmorning.com/4-signs-top-talent-may-leave-best-strategies-to-keep-them/


3 ways anxiety can hold back your employees’ careers

Nearly six in 10 American workers report anxiety impacts their workplace performance, according to the Anxiety and Depression Association of America. Read this blog post to learn more about workplace anxiety.


Employers want their employees to grow and succeed at their jobs. Unfortunately, there are a variety of external and psychological obstacles that can stand in the way of employees reaching their full potential. While most workers would like nothing better than to perform well on the job, anxiety can prevent them from doing so.

Anxiety disorders are extremely common: They affect 40 million adults in the U.S. each year, and nearly six in 10 American workers report anxiety impacts their workplace performance, according to the Anxiety and Depression Association of America. A study in the academic journal Anxiety found the economic effects of this mental health condition are huge — costing employers almost $35 billion from lost or reduced productivity in the workplace, the study says. The good news is 80% of employees treated for mental health problems report improvements in their job satisfaction and productivity.

For employers to mitigate the impact anxiety has on their employees, it’s important to understand the form it takes in the workplace. Anxiety often takes shape in various thinking traps that can sabotage an employee’s growth. Three of the most common traps are social comparisons, personalization and overmagnification.

To explore how these thinking traps manifest in the workplace, let’s consider a scenario in which an employee sees a co-worker gets a promotion instead of them.

The social comparison trap. The research is clear that comparing yourself to others is bad for your mental health. However, that doesn’t stop people — especially those with anxiety — from doing just that. A co-worker’s promotion can lead an employee to leap to the conclusion they must be inferior to their colleague. In reality, there’s no way employees can fairly compare themselves to a co-worker. Their experiences, personalities and skills are different. Employees able to avoid that comparison trap might, instead, keep the focus on themselves, evaluating the growth they’ve achieved over the past year and determining how they can continue to improve in the year ahead.

The personalization trap. It’s hard for some employees to recognize not everything is about them. The co-worker who earned the promotion may have gotten the job because they were simply a better fit; that doesn’t diminish the talents and abilities of those who weren’t chosen for the position. Rather than assume the worst of themselves, employees could look at the situation more objectively and recognize that their co-worker may not be better than them, just different.

The overmagnification trap. Blowing things out of proportion is another thinking pattern with a destructive effect. Being passed over for a promotion can expand to a sense of being permanently, hopelessly, bad at one’s job. Instead of being able to parse out the specific reasons why the promotion didn’t go their way, employees who overmagnify convince themselves that they are not only unqualified for the promotion, but they’ll never get a promotion and their career is doomed — so why even try? To keep those overblown feelings at bay, a better approach is to stay focused on the specific and transient nature of what has just happened. Being passed over hurts now, but it won’t hurt forever. Not getting this particular job says nothing about the person’s ability to get other jobs. It may mean that they are missing certain skills or experience, but it doesn’t mean they will always lack them.

Workplace culture and practices can either exacerbate or diminish the self-sabotaging thinking traps that go hand in hand with anxiety. Some effective strategies that can help foster a positive work environment for all employees, but especially those who tend toward anxiety, include:

Create a collaborative workplace. Workplace collaboration helps employees feel valued for their contributions and allows them to see how their skills are important to achieving success for their team or company. It also provides the opportunity to learn from other employees and appreciate what they bring to the table, rather than viewing them as their competition.

Promote transparency. Employees who are kept in the loop, who understand their role, the criteria for what promotions are based on, and understand what they can do to get to the next level are more trusting of their leaders. Be particularly sensitive to what employees may be experiencing during annual performance reviews and make sure to overcommunicate during those times.

Offer tools and services. Providing programs and services to help reduce stress and anxiety can be beneficial for all employees. These can include subsidizing gym memberships, offering yoga classes, encouraging “mind vacation” breaks throughout the day, providing online programs that guide employees through mindful meditations or other well-being exercises.

Model self-care. Employees are more likely to engage in self-care at work if they see their supervisors practicing it, not just encouraging it. If a meditation class is offered in the workplace, employees are more likely to take part if their managers are taking time out of their day to participate as well. Similarly, organization-wide activities, such as a mid-day walk, allow employees to see management promote the message that self-care is a workplace priority.

Given the high number of working Americans with anxiety conditions, easing their anxieties and helping them avoid those thinking traps is good for business. It will improve employees’ overall well-being, workplace satisfaction and professional growth.

SOURCE: Parks, A. (5 March 2019) "3 ways anxiety can hold back your employees’ careers" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/3-ways-anxiety-can-hold-back-your-employees-careers


Tackling Workplace Bullying

According to recent research, about 75 percent of U.S. employees have been impacted by workplace bullying. Continue reading this blog post from UBA to learn how employers can tackle workplace bullying.


A recent study reports more than half of employees in global businesses witnessed or experienced workplace bullying. While that’s alarming, research focused on the U.S. says closer to 75 percent of employees have been impacted by workplace bullying.

What are some of those impacts? Individuals experiencing bullying report increased stress, depression, lower self-esteem and disengagement. A company culture that allows workplace bullying to go unchecked is a culture that will struggle with overall retention, productivity and worker satisfaction. While the social-emotional and productivity impacts are not to be ignored, studies cited in Safety and Health Magazine also show an increased risk of cardiovascular disease at rates rivaling diabetes and drinking as risk factors.

Given these impacts, it’s not surprising workplace bullying is getting significant attention from both researchers and the popular press. While it would be easy to assume, then, that solutions are being proactively developed, that’s not always the case. Several factors impact HR and other company leadership’s ability to aggressively tackle this hot topic.

One challenge is that workplace bullying can be seen as harmless, unintentional, or a matter of subjective interpretation. To counter that, the Workplace Bullying Institute says to look for deliberate behavior or language that is repeated, harmful, intimidating, insulting, humiliating or sabotages the target according to an article in Entrepreneur. When looking, it’s also important to look up and down the corporate ladder. This kind of workplace problem can come from a coworker or a misuse of power by a manager or leader.

According to an article in The HR Director, while more than 9 in 10 businesses want to make feeling safe a hallmark of employee wellbeing, only 1 in 10 is doing something about it. One reason so few are taking action is due to a disconnect about who should take the lead. Senior management skews toward expecting HR to take the lead, but most employees think management should be leading. A first critical step, then, is determining if employee psychological safety is a priority and then empowering a department or team to do something.

Once your team is ready, here are five steps to take.

Establish policies against bullying and to address allegations if you don’t already have them. If you do have policies, take meaningful time to assess and improve them. Consider your social media policies as well. Not all workplace bullying happens at a physical place of work. Much happens online.

Educate employees on new or existing policies. Employees who know there are clear systems in place are more satisfied and more likely to get help. Consider onboarding education for new employees and how you can let them know you’re a company with a plan in place. Formal training that addresses bullying and how to intercede as a bystander can put everyone on the same team.

Empower employees to report bullying. Many people who experience workplace bullying are unsure if they should report it, worried they’ll get in trouble if they do report it, and aren’t comfortable reporting it because they’re being bullied by a supervisor or manager.

Explore how your workplace works for gig economy freelancers and contractors. It’s important to decide how your HR department will acknowledge and deal with their bullying concerns. Are they less likely to report something you should know about because they have less job security or don’t feel protected by policies?

Exemplify the type of behavior you wish to see, says Forbes. Workplace civility and culture start at the top, and managers set expectations. Take claims seriously, behave in respectful, authentic ways, and you’re on your way to a better experience for your employees.

Read more:

Workplace bullying is not going away

Here Is Why We Need To Talk About Bullying In The Work Place

Five Ways To Shut Down Workplace Bullying

Study shows workplace bullying rivals diabetes, drinking as heart disease risk factor

Effectively Addressing A Workplace Bully

SOURCE: Olson, B. (19 February 2019) "Tackling Workplace Bullying" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/tackling-workplace-bullying


HRL - Man - Working - Laptop

5 ways employers can boost employee engagement

With unemployment at its lowest since 1969, HR managers are left with a lack of qualified candidates to fill their open positions. According to Work Institute, employers could prevent 77 percent of turnover by improving the employee experience. Read on to learn more.


With it being a new year, employers are in a unique position. Unemployment is at its lowest rate since 1969, leaving HR managers with a dearth of qualified candidates to fill open positions.

But filling current openings isn’t the only challenge HR teams face: An estimated 42 million employees will leave their jobs in 2018 in search of workplaces that better meet their needs and expectations. Turnover that significant leaves employers with only one option — focus on improving the employee experience to increase employee retention and satisfaction.

The good news is that employers could prevent 77% of that turnover, according to a study from Work Institute.

Beyond competitive pay and benefits, how do employers create an exceptional experience for their employees? By offering engaging programs, resource groups and events that enhance employee connections and develop a more thriving workplace culture.

We predict that successful companies will use a combination of the following five trends to increase employee satisfaction and improve retention in 2019.

1. Make employee experience technology easy to use

Adding workplace programs, groups and events won’t improve employee satisfaction if those offerings are difficult to access. In fact, a frustrating user experience may have the opposite effect on employees. At best, they’ll ignore the offerings.

In addition, a poor user experience also can negatively color an employee’s opinion of the organization as a whole, making them more likely to leave.

Consumer-grade interfaces on user-friendly platforms are critical for encouraging employees to participate in workplace groups and programs. When companies invest in employee groups and programs, they expect to see ROI in the form of increased engagement and satisfaction. The key to success is making participation easy.

2. Keep employee experience programs consistent across the organization

In today’s dispersed workforce, many organizations have multiple locations and remote employees. When implementing workplace programs, HR teams need to ensure that their offerings resonate with all employees across every location. Otherwise, they run the risk of isolating employees who work from home or at satellite campuses.

For example, wellness programs help improve employee health, satisfaction and engagement. But a lunchtime yoga series offered at company headquarters may make work-from-home employees feel left out.

3. Give employees more control over benefit spending

One way to boost engagement across the entire organization is to supplement in-house programs with reimbursement programs. These programs allow employees to choose how to spend a certain allowance (determined by the organization and HR) on activities to improve their own well-being, such as fitness classes or continuing education.

Giving employees this autonomy not only increases the likelihood that they’ll participate, but it also makes it easy for HR teams to distribute benefits fairly across the entire organization.

4. Streamline data to accurately track employee engagement

Already-overworked HR teams bear the burden of proving that workplace programs are improving employee engagement. Instead of trying to pull together engagement reports and employee feedback from multiple places, use a centralized platform to manage workplace programs and keep all data in one easy-to-access place.

Having participation metrics readily available makes it easy for HR teams to see which programs are working and which aren’t resonating with employees. They’re also able to deliver that information to the C-suite and make the case for additional funding where needed.

5. Devote more funding to employee resource groups

Employee resource groups (ERGs) are proven to have a positive effect on employee satisfaction, workplace morale and company diversity. They increase employee retention and improve the company’s bottom line.

Making ERGs a priority when allocating funds for the year will pay off, but only if they’re handled the right way. Using an automated platform to manage ERGs, promote events, track participation and encourage feedback saves HR teams both time and resources, giving them the opportunity to devote more time to improving the employee experience.

SOURCE: Shubat, A. (2 January 2019) "5 ways employers can boost employee engagement" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/ways-employers-can-boost-employee-engagement-in-2019?feed=00000152-a2fb-d118-ab57-b3ff6e310000

How faking your feelings at work can be damaging

Putting up a fake smile on Monday morning is sometimes unavoidable. There could be consequences to carrying a heavy emotional labor load to get over the Monday Blues.


Imagine yourself 35,000 feet up, pushing a trolley down a narrow aisle surrounded by restless passengers. A toddler is blocking your path, his parents not immediately visible. A passenger is irritated that he can no longer pay cash for an in-flight meal, another is demanding to be allowed past to use the toilet. And your job is to meet all of their needs with the same show of friendly willingness.

For a cabin crew member, this is when emotional labour kicks in at work.

A term first coined by sociologist Arlie Hochschild, it’s the work we do to regulate our emotions to create “a publicly visible facial and bodily display within the workplace”.

Simply put, it is the effort that goes into expressing something we don’t genuinely feel. It can go both ways – expressing positivity we don’t feel or suppressing our negative emotions.

Unhelpful attitudes such as ‘I’m not good enough’ may lead to thinking patterns in the workplace such as ‘No-one else is working as hard as I seem to be’ or ‘I must do a perfect job’, and can initiate and maintain high levels of workplace anxiety -  Leonard

Hochschild’s initial research focused on the airline industry, but it’s not just in-flight staff keeping up appearances. In fact, experts say emotional labour is a feature of nearly all occupations in which we interact with people, whether we work in a customer-facing role or not. The chances are, wherever you work, you spend a fair portion of your working day doing it.

When research into emotional labour first began, it focused on the service industry with the underlying presumption that the more client or customer interaction you had, the more emotional labour was needed.

However, more recently psychologists have expanded their focus to other professions and found burnout can relate more closely to how employees manage their emotions during interactions, rather than the volume of interactions themselves.

Perhaps this morning you turned to a colleague to convey interest in what they said, or had to work hard not to rise to criticism. It may have been that biting your lip rather than expressing feeling hurt was particularly demanding of your inner resource.

But in some cases maintaining the façade can become too much, and the toll is cumulative. Mira W, who preferred not to give her last name, recently left a job with a top airline based in the Middle East because she felt her mental wellbeing was at stake.

In her last position, the “customer was king”, she says. “I once got called 'whore' because a passenger didn't respond when I asked if he wanted coffee. I’d asked him twice and then moved to the next person. I got a tirade of abuse from the man.”

“When I explained what happened to my senior, I was told I must have said or done something to warrant this response… I was then told I should go and apologise.”

“Sometimes I would have to actively choose my facial expression, for example during severe turbulence or an aborted landing,” she says. “Projecting a calm demeanour is essential to keep others calm. So that aspect didn't worry me. It was more the feeling that I had no voice when treated unfairly or extremely rudely.”

During her time with the airline, she encountered abuse and sexism – and was expected to smile through it. “I was constantly having to hide how I felt.

Over the years and particularly in her last role, handling the stress caused by suppressing her emotions became much harder. Small things seemed huge, she dreaded going to work and her anxiety escalated.

“I felt angry all the time and as if I might lose control and hit someone or just explode and throw something at the next passenger to call me a swear word or touch me. So, I quit,” she says.

She is now seeing a therapist to deal with the emotional fallout. She attributes some of the problems to isolation from family and a brutal travel schedule, but has no doubt that if she hadn’t had to suppress her emotions so much, she might still be in the industry.

Mira is not alone. Across the globe, employees in many professions are expected to embrace a work culture that requires the outward display of particular emotions – these can including ambition, aggression and a hunger for success.

The way we handle emotional labour can be categorised in two ways – surface acting and deep acting

A few years ago, the New York Times wrote a “lengthy piece about the “Amazon Way”,describing very specific and exacting behaviour the retail company required of its employees and the effects, both positive and negative, that this had on some of them. While some appeared to thrive in the environment, others struggled with constant pressure to show the correct corporate face.

“How we cope with high levels of emotional labour likely has its origins in childhood experience, which shapes the attitudes we develop about ourselves, others and the world,” says clinical and occupational psychologist Lucy Leonard.

“Unhelpful attitudes such as ‘I’m not good enough’ may lead to thinking patterns in the workplace such as ‘No-one else is working as hard as I seem to be’ or ‘I must do a perfect job”, and can initiate and maintain high levels of workplace anxiety,” says Leonard.

Workers are often expected to provide good service to people expressing anger or anxiety – and may have to do this while feeling frustrated, worried or offended themselves.

“This continuous regulation of their own emotional expression can result in a reduced sense of self-worth and feeling disconnected from others,” she says.

Hochschild suggests that the way we handle emotional labour can be categorised in two ways – surface acting and deep acting – and that the option we choose can affect the toll it takes on us.

Take the example of a particularly tough phone call. If you are surface acting you respond to the caller by altering your outward expression, saying the appropriate things, listening while keeping your actual feelings entirely intact. With deep acting you make a deliberate effort to change your real feelings to tap in to what the person is saying – you may not agree with the manner of it but appreciate the aim.

Both could be thought of as just being polite but the latter approach – trying to emotionally connect with another person’s point of view – is associated with a lower risk of burnout.

Jennifer George’s role as a liaison nurse with a psychiatric specialism in the Accident & Emergency department at Kings College London Hospital puts her at the sharp end of health care. Every day she must determine patients’ needs – do they genuinely need to be admitted, just want to be looked after for a while or are they seeking access to drugs?

“It’s important to me that I test my own initial assumptions,” she says. “As far as I can, I tap into the story and really listen. It’s my job but it also reduces the stress I take on.”

“Sometimes I’ll have an instinctive sense that the person is trying to deceive, or I can become bored with what they’re saying. But I can’t sit there and dismiss something as fabrication and I don’t want to.”

This process can be upsetting, she says. Sometimes she has to say no “in a very direct way”, and the environment can be noisy and threatening. “I stay as much as I can true to myself and my beliefs. Even though I need to be open to what both fellow professionals and would-be and genuine patient cases say to me, I will not say anything I don’t believe and that I don’t believe to be right. And that helps me,” she says.

When things get tough, she talks to colleagues to unload. “It’s the saying it out loud that allows me to test and validate my own reaction. I can then go back to the person concerned,” she says.

Ruth Hargrove, a former trial lawyer based in California, also faces tricky interactions in her work representing San Diego students pro bono in disciplinary matters. “Pretty much everyone you are dealing with in the system can make you labour emotionally,” she says.

One problem, says Hargrove, is that some lawyers will launch personal attacks based on any perceived weakness – gender, youth – rather than focusing on the actual issues of the case.

“I have dealt with it catastrophically in the past and let it eat at my self-esteem,” she says. “But when I do it right, I realise that I can separate myself out from it and see that [their attack] is evidence of their weakness.”

Rather than refuting specific, personal allegations, she simply sends back a one-line email saying she disagrees. “Not rising to things is huge,” she says. “It’s a disinclination to engage in the emotional battle that someone else wants you to engage in. I keep in sight the real work that needs to be done.”

Those who report regularly having to display emotions at work that conflict with their own feelings are more likely to experience emotional exhaustion

Hargrove also has to deal with the expectations of clients who believe – sometimes unrealistically – that if they have been wronged, justice will prevail. She understands their feelings, even as she has to set them straight.

“I empathise here, as a parent, with their thought that there should be a remedy, even when I know it’s not going to be achievable. It helps me that this feeling is also true to me.”

Remaining true to your feelings appears to be key – numerous studies show those who report regularly having to display emotions at work that conflict with their own feelings are more likely to experience emotional exhaustion.

Of course, everybody needs to be professional at work and handling difficult clients and colleagues is often just part of the job. But what’s clear is that putting yourself in their shoes and trying to understand their position is ultimately of greater benefit to your own well-being than voicing sentiments that, deep down, you don’t believe.

Leonard says there are steps individuals and organisations can take to prevent burnout. Limiting overtime, taking regular breaks and tackling conflict with colleagues through the right channels early on can help, she says, as can staying healthy and having a fulfilling life outside work. A “climate of authenticity” at work can be beneficial.

“Organizations which allow people to take a break from high levels of emotional regulation and acknowledge their true feelings with understanding and non-judgemental colleagues behind the scenes tend to fare better in the face of these demands,” she says.

Such a climate can also foster better empathy, she adds, by allowing workers to maintain emotional separation from those with whom they must interact.

Where it is possible, workers should be truly empathetic, be aware of the impact the interaction is having on them and try to communicate in an authentic way. This, she says, can “protect you from communicating in a disingenuous manner and then feeling exhausted by your efforts and resentful of having to fake it”.

SOURCE:
Levy, K (25 June 2018) "How faking your feelings at work can be damaging" [Web Blog Post]. Retrieved from http://www.bbc.com/capital/story/20180619-why-suppressing-anger-at-work-is-bad