HR Strategy & Planning Excellence - July 2023

- Brett Farmiloe, Founder & CEO,

10 Employee Resource Group Event Ideas To Foster Inclusion And Boost Engagement

When you empower your culture, everyone wins

- Sarah Claxton, Senior Manager, Brand + Creative, Espresa

Bridging Compliance And Connection via Human Dynamics

Empowering HR as the enduring catalyst for organizational growth and transformation

- Satyen Raja, Founder, Warrior Sage Trainings

How HR Professionals Can Facilitate Civil Conversations On The Future Of AI

Bridging the gap

- Merilee Kern, The Luxe List

Top Picks 12 19 26 35

How HR Can Regain Employee Trust

The impact of employee distrust on HR functions

- Jeanne Cordisco, Chief People Officer, O'Reilly Media

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Harnessing the Strength of ERGs: Building an Inclusive Workplace of Tomorrow

EmployeeResource Groups (ERGs) are shaping the future of work, and organizations that prioritize the establishment and support of these groups are reaping the benefits of a more inclusive, engaged, and resilient workforce. As we navigate the challenges and opportunities of 2023, the rising role of ERGs in cultivating a positive and empowering workplace culture cannot be underestimated.

From embracing diversity and reducing biases to promoting employee engagement and fostering a supportive work environment, ERGs have the potential to transform company culture and drive organizational success.

Read the July edition of HR Strategy & Planning Excellence for practical strategies to create a workplace culture that promotes employee engagement, trust, and sustainable organizational growth.

As employees' expectations and demands continue to shift, HR professionals must adapt and take on new challenges to create an inclusive and supportive work environment.

Brett Farmiloe (CEO & Founder, Featured) in his article, Expert Insights: Encouraging Employee Engagement In Resource Groups highlights seven strategies to encourage employee engagement in resource groups, showing how targeted participation, incentives, and strong leadership can foster commitment and participation.

Sarah Claxton's (Senior Manager, Espresa) article, 10 Employee Resource Group Event Ideas To Foster Inclusion And Boost Engagement, provides interesting event ideas to strengthen ERGs, fostering a sense of belonging and engagement among employees. From networking sessions to cultural celebrations, these events promote connections and create a positive impact on the workforce.

A paradigm shift in HR is necessary to ensure enduring growth in organizations, as emphasized by Satyen Raja (Founder, Warrior Sage Trainings) in his article, Bridging Compliance And Connection via Human Dynamics. By embracing human dynamics and transforming HR from compliance enforcers to proactive change agents, organizations can inspire teams and create a harmonious workplace.

Incorporating AI into HR practices offers significant potential for efficiency and data analysis, as explored by Roza Szafranek (CEO and Founder, HR Hints) in her article, How Artificial Intelligence Can Help And Hurt HR. Also read Merilee Kern’s (The Luxe List) article, How HR Professionals Can Facilitate Civil Conversations On The Future Of AI, which discusses the challenges HR professionals face in facilitating civil conversations about AI in the workplace.

In brief, the journey toward an empowered HR function is essential for organizations seeking long-term success and growth. By implementing strategies to encourage employee engagement, rebuilding trust, and embracing AI responsibly, HR professionals can create a workplace where every employee feels valued and included. As HR continues to evolve, its role as a catalyst for positive change and transformation will become more critical than ever before.

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Expert Insights: Encouraging Employee Engagement In Resource Groups

7 strategies to follow

By Brett Farmiloe, Featured

Tofoster employee engagement and commitment in resource groups, we sought advice from HR professionals and business leaders. From implementing targeted participation strategies to ensuring ERG visibility and communication, these seven experts share their insights on how to encourage participation and maintain a commitment to the group's goals.

● Implement Targeted Participation Strategies

● Provide Dedicated Time Allowances

● Encourage Healthy Competition

● Offer Career-Advancing Incentives

● Emphasize Intentionality and Impact

● Promote Volunteerism and Leadership

● Ensure ERG Visibility and Communication

Implement Targeted Participation Strategies

Encouraging employee participation in resource groups is an effective strategy to foster diversity and inclusion in any organization. By taking simple yet targeted steps, you can ensure that members are engaged and committed to the group's goals.

First, it's imperative to clearly define the group's core values and objectives. In addition, regular communication about upcoming activities is crucial. To further motivate participation, you can create a rewards program and provide guidance for best practices. Facilitating networking sessions can also help build relationships.

By following these steps, you'll help to build a more inclusive and welcoming workplace where all employees feel valued and respected. Let's work together to create a culture that celebrates diversity and promotes inclusion!

Provide Dedicated Time Allowances

We offer dedicated time allowances to encourage employee participation in our resource groups. We understand employees have busy schedules, so we provide them with specific periods to engage in group activities. Giving them this time shows our support and appreciation for their involvement. It allows employees to fully commit to the group's goals without feeling overwhelmed.

With time allowances, employees will have a better sense of ownership and commitment, which motivates them to invest their energy and expertise in making a meaningful impact. It also creates a culture where employees can actively contribute, collaborate, and achieve our shared objectives within the resource group.

Travis Lindemoen, Founder, Enjoy Mondays

Normand Chevrette, President and CEO, CME Corp.

Encourage Healthy Competition

One of the things employees absolutely love is a healthy form of competition. As a remote company, employee participation and engagement can sometimes fall behind, and that's where healthy competition can be quite useful.

By giving recognition and awards or incentives to the employee who participated the most in our group chats and channels and ranking them in terms of how many emojis they reacted with, how many messages they responded to or left a comment on, how many threads they started, and how many problems they solved, it will encourage employees to participate more to win the title and rank higher on the list!

Offer Career-Advancing Incentives

Encouraging employees to participate in resource groups is not easy because the results of the mentorship are not easily seen. Many employees think this is a waste of time because gauging the success of this program is hard.

Hence, to encourage them to participate, offer incentives that can further their careers, such as paid conferences and training. This way, whatever they learn from the resource group or program can be further supplemented by additional training. And to ensure that they remain engaged, the incentives should only be given after the program.

Max Wesman, Chief Operating Officer, GoodHire

Steven Mostyn, Co-Chief Human Resources Officer, Management.org

Emphasize Intentionality and Impact

Employee resource groups can be an essential driver of inclusion and belonging in your organization, providing safe and affirming environments by and for their members. But it takes more than just a "build it and they will come" approach.

First, intentionality is crucial. Who is the resource group serving? What are the core areas that the resource group will impact—and what is demonstrably out of scope? How are you supporting the staff hours needed to run the resource group, and are you providing adequate resources to ensure their most high-impact activities are possible? At Peoplism, we have seen plenty of companies that launch resource groups that end up taking on too much, losing sight of their core purpose, and suffering from burnout and scope creep.

Second, show that participation in a resource group is a value-add to the company—not just an extracurricular. Compensating their leaders and recognizing their impact will go a long way toward encouraging participation.

Promote Volunteerism and Leadership

There are key steps companies can take to ensure engagement within resource groups. First, it is crucial to create a supportive and empowering environment. Start by promoting the benefits of volunteering within resource groups, emphasizing personal growth, community impact, and team building.

Provide a range of volunteer opportunities that align with employees' interests and allow for flexible participation. Encourage resource group members to take on leadership roles in organizing and coordinating volunteer activities, empowering them to shape the group's goals and initiatives. Additionally, establish regular communication channels, such as meetings or newsletters, to keep members engaged and informed about upcoming volunteer opportunities.

By fostering a culture that values and supports employee volunteerism through resource groups, you can inspire active participation and ensure a lasting commitment to making a positive difference in the community.

Joshua De Leon, Senior Consultant and DEI, Peoplism

Tyler Butler, Chief Social Impact Officer, 11Eleven Consulting

Ensure ERG Visibility and Communication

Often, ERG visibility within the organization is limited. As a result, effective communication and awareness campaigns play a crucial role in driving engagement. Leading ERGs are visible during recruitment, onboarding, and through regular internal communication.

The level of ERG engagement depends entirely on their ability to provide value to their members. It is vital to consider the classic Change Management principle of "WIIFM" or "What's in it for me?" when designing ERG strategies and initiatives.

An ERG's activities should always prioritize the needs of its stakeholders, including both general members and organizing committee members. Regular opportunities should be provided for current and potential ERG members and organizers to share their thoughts on what's working, what can be improved, and what they'd like to see next from the ERG.

Incorporating this feedback into future activities fosters increased engagement, commitment, and sponsorship of the ERG.

is the Founder & CEO of Featured

Brett

Gwenna Kadima, Founder and CEO, Gwenna Kadima

Farmiloe

10 Employee Resource Group Event Ideas To Foster Inclusion And Boost Engagement

By Sarah Claxton, Espresa

for top talent remains strong. Labor concerns are top-of-mind for global executives globally in 2023. And as we’ve seen, demand for remote and hybrid work remains high.

Competition

Employee Resource Groups (ERGs) provide the connection and community that will keep your people engaged and happy in the workplace, no matter where they are. And awesome Employee Resource Group event ideas level up the employee experience!

Human resource leaders and people teams can attract and retain top talent by building a culture that values and cultivates belonging. Let’s explore how Employee Resource Groups elevate engagement and how you can use events to optimize ERGs in your organization.

Here’s what we’ll cover:

● What is an Employee Resource Group?

● Types of Employee Resource Group

● Benefits of Employee Resource Groups

● 10 Employee Resource Group event ideas

● Tips for creating the best ERG events

● Cultivate connection and community

What is an Employee Resource Group?

An employee resource group (ERG) is a voluntary, employee-led initiative that is formally supported by an organization. ERGs coalesce around shared identities, interests, or experiences. Their goal is to support employees by providing opportunities to network and create a more diverse, equitable, and inclusive workplace.

ERGs provide a platform for employees to connect with one another, and share their experiences separate from their work tasks in a psychologically safe and inclusive environment. The primary goal of ERGs is to create a sense of community, support, and belonging for employees, or underrepresented groups in the workplace, who may otherwise feel isolated or underrepresented in the workplace.

Types of Employee Resource Groups

Diversity and Inclusion ERGS organize around a particular identity or characteristic, such as race, ethnicity, gender, sexual orientation, or ability. Examples include Women in Leadership, BIPOC, Allies, or an LGBTQ+ network.

When you empower your culture, everyone wins

Affinity ERGs are for people with common interests such as movement, reading or writing, the arts, technology or gaming, culinary arts, or sustainability. Examples of affinity groups include: a bike team, a book club, or an environmentally focused “Green Team”.

Volunteer ERGs focus on organizing volunteer activities for employees to engage in community service and philanthropic work.

Professional development ERGs focus on leadership development, mentoring, and networking, like a Women in Leadership ERG, a group for young professionals, or a parents and caregivers ERG.

10 Employee Resource Group Event Ideas

If you’re wondering how to boost morale, retain top talent, and support DEI efforts, ERG events are your answer. They create community amongst distributed teams and create a sense of belonging and inclusion at work

In the past, connections were built in the office. In today’s modern workplace, ERG events play a vital role in fostering connections and building community no

matter where your people are. Here are some inspiring ERG event ideas to engage and benefit employees:

1. Networking events: Organize networking events where employees can connect with peers, leaders, and industry experts. For example, you could host a returnship guest speaker, co-sponsored by a Working Parents cohort and Women in Leadership ERG.

2. Educational events and workshops: Host events that provide educational opportunities for employees to learn about topics relevant to their job or industry. For example, hold an Allyship workshop focused on what Allyship means and tools for building workplace equality. This could be an opportunity for a partnership with a Diversity ERG.

3. Virtual tours: Virtual tours are a fantastic way to transport ERG members to a new learning space for a shared experience. For example, host an LGBTQ+ virtual pride tour in June to celebrate Pride month. There are also other fantastic tours based on interest, like AAPI history tour and Hispanic Heritage Month.

4. Volunteering programs: Sponsor a company-wide day of service and coordinate volunteer opportunities for employees to give back in their community, where it matters to them. Doing good aligns with your company’s mission and vision while fostering connections outside of the office and away from work tasks.

5. Book clubs: Encourage employees to read and discuss books related to professional or personal growth. For example, a DEI book club can open up deep conversations on diversity, equity, anti-racism, and inclusion, and empower your people to dive into complex issues in a safe and supportive space.

6. Lunch and learn sessions: Host a series of informal training sessions where employees can learn new skills or gain insights from experts within or outside of the company. As an example, a neurodiversity lunch and learn could include a roundtable discussion of strategies to support neurodivergence in the workplace. Including sensory-friendly workspace, communication accommodations, and executive function support.

7. Health and wellness events: Promote healthy habits by organizing events that focus on physical, emotional, and mental well-being. This can be

inclusive of total well-being initiatives, such as yoga sessions, meditation classes, inclusive dance, health screenings, community gardening, or stress management workshops.

8. Cultural celebrations: Celebrate the diversity of the workplace by hosting cultural events. ERGs can organize events that showcase different cultures, traditions, and holidays, such as Lunar New Year, Diwali, or Cinco de Mayo.

9. Mentorship programs: Establish a mentorship program where employees can connect with mentors within or outside of the company. ERGs can create a platform for mentors and mentees to interact, share insights, and provide support. To keep employees engaged smart leaders must build community among team members. According to a Recruiter.com survey, relationships with colleagues are one of the most important factors influencing productivity and decisions to stay with an organization.

10. Employee recognition events: Host events that recognize employees' achievements and contributions to the company. ERGs can create awards, nominate employees, and organize events that celebrate their successes.

Tips for Creating the Best ERG Events

High-impact, culture-driven gatherings can unify dispersed teams. The key to success is prioritizing connection and community!

1. Encourage active participation. A corporate events management platform can track attendance and success and ensure employee engagement and positive experience.

2. Align with goals. Events should focus on topics and interests relevant to group members. As an example, if a goal is to promote diversity, equity, and inclusion, then training on allyship would be appropriate.

3. Collaborate. Create joint events to foster relationships between ERGs and create a sense of community between identity groups. Executive support for ERGs and events is also critical for their visibility, credibility, and influence.

4. Record the event. Anyone who cannot participate in real-time can still benefit from the experience or revisit the event at a later date.

5. Debrief and gather feedback. Poll event participants soon after the event to measure success and identify areas for improvement in the future.

Cultivate Connection and Community

Your people are your mission, vision, and values in action. Employee Resource Groups create strong connections and build a community centered on what your people share. Let your employees’ vision shine and create a company culture of belonging and inclusion.

To keep employees engaged smart leaders must do everything they can to build community among team members. Employees want to feel like they are working toward a common goal with people whose company they enjoy. ERGs can be a powerful force for driving change within an organization. ERGs build awareness of important topics, develop proposals to

address challenges, collaborate with leadership, and measure progress toward solutions.

When you empower your culture, everyone wins.

Recommended Resources

● Labor concerns are top-of-mind for global executives globally

● Employee Resource Groups (ERGs)

● Psychologically safe and inclusive environment

● Getting Started with Employee Resource Groups

● ERGs create community amongst distributed teams

● Inclusion at work

● Returnship

● LGBTQ+ virtual pride tour

● Allyship workshop

● Hispanic Heritage Month

● DEI book club

● Health and Wellness Events: Physical, emotional, and mental well-being

● Recruiter.com survey

● 21 Creative Employee Recognition Ideas

● Encourage active participation and ensure employee engagement

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Sarah Claxton is Senior Manager, Brand + Creative at Espresa

How Artificial Intelligence Can Help And Hurt HR

By Roza Szafranek, HR Hints

Artificial intelligence (AI) is becoming progressively popular in every business area for its potential to improve efficiency, accuracy and scalability. This also applies to HR. But it's not a simple integration, and AI cannot replace human interactions and emotions. It can, however, be beneficial to help streamline standard processes while offering valuable insights

into data and analytics. It can also help save time and money while ensuring a more ethical approach to recruitment and management.

From an HR standpoint, AI can provide accurate data on employee performance that allows quick adjustments to strategies, resulting in

heightened morale and productivity. For companies looking to make the most out of an AI-driven system, best practices such as providing relevant training materials and setting clear expectations should be implemented to ensure successful integration with existing systems.

Knowing Is Half the Battle

Staying informed on the potential power of AI is essential before adopting it within business practices. This is especially important with ethical implications such as data access and privacy issues or bias creep due to improper algorithm training data sets.

To ensure these risks are mitigated effectively, organizations must have a robust governance structure that prioritizes transparency and accountability throughout the entire process - from initial development to implementation and beyond.

For HR leaders, staying up to date on the latest AI trends and best practices is crucial to fully understand what works best for them from a cost perspective and a productivity standpoint.

This includes working with the organization’s information technology leaders to understand how different automation solutions might fit within existing workflows.

How AI Can Help and Hurt HR

AI has the potential to impact the future of HR processes significantly. Here are several positive ways AI can affect HR processes:

● Recruitment and Candidate Screening: AI can streamline recruitment by automating mundane tasks such as resume screening, candidate shortlisting, and initial interviews.

● Bias Reduction: AI can help reduce unconscious

biases in HR processes. By relying on objective data and algorithms, AI systems can minimize the influence of human bias in candidate selection, performance evaluations, and promotions.

● Employee Onboarding: AI can enhance the onboarding experience by providing new employees with personalized training plans and resources.

● Employee Engagement and Retention: AI-powered sentiment analysis can assess employee feedback from various sources, such as surveys, emails, and collaboration tools, to gauge employee sentiment and engagement levels.

● Performance Management: AI can provide data-driven insights to improve performance management processes.

● HR Analytics: AI can process and analyze vast amounts of HR data, enabling organizations to gain valuable insights into workforce trends, employee behavior, and organizational performance.

● Employee Well-being and Workforce Planning: AI-powered tools can monitor employee well-being indicators, such as stress levels, work-life balance, and job satisfaction, by analyzing employee surveys, communication platforms, and wearable devices.

While AI has numerous benefits, it's important to consider the potential drawbacks and challenges. One of the biggest hindrances of AI is maintaining team morale, especially regarding job security. Implementing AI in HR can be problematic as you don’t want to scare people that AI will replace them, threatening their professional (and personal) livelihood. When introducing any AI function, company leaders should communicate AI’s role effectively and with sensitivity.

Here are some other challenges associated with using AI in HR:

● Bias and Discrimination: AI systems can inherit biases from the data it is trained on, which can perpetuate existing biases and discrimination in hiring and talent management processes.

● Lack of Transparency: Some AI algorithms, such as deep learning neural networks, can be complex, making it difficult to understand the decisionmaking process.

● Lack of Human Interaction: AI systems can automate various HR tasks but cannot replicate the human touch and emotional intelligence often required in HR processes.

● Technical Limitations and Errors: AI systems are not infallible and can make errors. They heavily rely on the quality and relevance of the data it is trained on.

To mitigate these challenges, it is crucial to develop transparent AI systems, regularly audited for bias and aligned with ethical guidelines. Organizations should also involve HR professionals and employees in developing and implementing AI systems to address concerns and ensure a human-centric approach.

AI Can’t Replace Meaningful Human Interaction or Leadership

Artificial intelligence and its rapid development have taken everyone by surprise, and it is a phenomenon that can deepen divisions and separate people. The role of modern HR departments is to prevent this from happening and to react immediately to any inconsistencies that may arise. While AI can be used to automate

mundane tasks and provide data-driven insights into employee performance, it cannot replicate the human aspects of HR.

When managing people, we often deal with subjective interpretations of behavior and other consequences toward an employee. This is where discrimination and differential treatment come from. Standardization, unification and consistent rules, a playbook of behavior is an obvious and necessary step to prevent discrimination.

AI is incapable of understanding interpersonal relationships and empathizing with employees. It cannot consider personal or cultural factors affecting an individual’s behavior or performance, such as background, experiences, or beliefs. Furthermore, AI cannot think outside the box or feel emotion when making decisions, which limits its capacity for creative problem-solving. These limitations can lead to misunderstandings and biases in the workplace if not managed correctly.

Roza Szafranek is the CEO and Founder of HR Hints

Bridging Compliance And Connection via Human Dynamics

Empowering HR as the enduring catalyst for organizational growth and transformation

By Satyen Raja, Warrior Sage Trainings

Thepower and enduring effects of HR strategies have been a vibrant discussion in organizational landscapes. Numerous consultants and speakers strive to boost team energy and spark change. Yet, these positive effects are often ephemeral, with the company culture reverting to its default state once the external input is gone. An alternative, enduring solution is where HR stands as the proactive agent of lasting evolution and growth within an organization.

Traditionally, HR departments have been viewed primarily as enforcers of compliance or office administrators. The proposed model breathes new life into HR, turning it into a vibrant entity where employees eagerly interact, learn, and contribute towards their personal advancement, as well as that of their team and organization.

Undeniably, HR departments shine in their traditional roles as protectors of rules, ensuring legal duties are fulfilled and a compliant work environment is maintained. However, they sometimes overlook understanding and leveraging human dynamics, particularly when it comes to motivation and inspiration.

A highly compliance-driven HR can sometimes miss the human factor within organizations. This oversight can inadvertently lead to a disengaged workforce, adversely affecting productivity, employee retention, and overall organizational performance and culture.

The strategy introduced here invites HR professionals to broaden their horizons beyond compliance and administration. By comprehending and leveraging human dynamics, HR can effectively invigorate and inspire teams, discerning the motives behind employee behavior to cultivate an environment that encourages growth, engagement, and productivity.

This transformation is about more than sidelining HR's essential compliance role. Instead, it aims to augment this role with a profound understanding of human dynamics. By marrying compliance skills with newly learned motivational and inspirational strategies, HR departments can catalyze a holistic, people-centered metamorphosis within their organizations.

A critical aspect of this method is empowering the HR department to become a potent change agent within the organization. This is accomplished by offering comprehensive training to HR professionals, morphing them into experts proficient at handling diverse human dynamics within their unique organizational context.

This strategy replaces the conventional reliance on external consultants for temporary solutions related to a myriad of personalities, contrasting views, and varied aspirations within the workforce. Instead, it instills lasting capability within the organization by empowering the HR team to tackle these challenges directly.

Moreover, HR professionals are equipped with robust tools and frameworks to resolve conflicts, improve team dynamics, and facilitate positive change. Over time, they cultivate an intuitive knack for quickly transforming conflicts into opportunities for growth.

This method ensures that transformation is not just a one-time occurrence, but a lasting change led by an in-house team of experts skilled in handling human dynamics. This not only nurtures a sense of ownership and autonomy but also forges a more resilient, adaptable, and harmonious work environment.

Balancing the twin roles of compliance enforcement and team development can pose a complex paradox for the HR department. On one hand, HR is tasked with enforcing rules, ensuring legal compliance, and upholding a fair, ethical work environment. On the other hand, they are expected to stimulate employee engagement, nurture personal and professional growth, and foster a positive, productive culture.

The challenge lies in the proper balancing of these two roles. Overemphasis on compliance can lead to an overly strict HR department, suppressing creativity and obstructing productivity. Conversely, an overemphasis on growth and development without a robust compliance framework may result in a lack of discipline or a chaotic workplace culture.

The proposed approach seeks to dissolve this paradox by training HR departments to adeptly balance these two roles. It helps HR professionals realize that rules and regulations aren't punitive measures, but the foundation of a fair and respectful workplace. Moreover, it arms HR teams with the skills and tools necessary to inspire and motivate their workforce.

One practical strategy involves engaging all leaders in the company in a candid and straightforward dialogue about actions or circumstances within the company that could enhance or tarnish their reputation and sense of importance. This dialogue creates a catalog of factors that can steer future interactions and decisions, fostering a workplace environment where everyone feels valued, motivated, and included.

This approach doesn't just call for change but prepares HR teams to become the driving force of transformation within their organizations. By striking the delicate balance between compliance and development, HR departments can foster a harmonious workplace that boosts productivity and overall team well-being.

Satyen Raja is a distinguished mentor and coach to the world's most prominent CEOs, business leaders, and esteemed global influencers. Drawing upon four decades of experience in personal development, Satyen has honed a unique approach to transformational coaching that blends Eastern and Western spiritual traditions, cutting-edge science, and practical tools for personal growth. As the founder of Warrior Sage Trainings, Satyen has cultivated a worldwide community of spiritual seekers, entrepreneurs, and thought leaders dedicated to making a positive impact. With an unwavering commitment to higher consciousness studies, Satyen’s latest book “Accelerated Evolution” delivers a multi-dimensional approach to his methodology. He expertly guides participants towards increased selfawareness, enabling them to attain tangible, practical results, and access heightened levels of creativity and flow.

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The Impact Of AI On HR: Opportunities, Risks, And Best Practices

Balancing human-AI collaboration for productivity and innovation

By Chandler Aragona, Burr & Forman and Emily Mack, Burr & Forman

Artificial intelligence (AI) has revolutionized many aspects of various industries, and the human resources field is no exception. AI applications are being utilized in many areas of the workplace, including recruiting, training, onboarding, employee wellness and talent acquisition.

However, this new and emerging technology does not come without risks and pitfalls. As AI technology advances, it is important to be cognizant of the potential negative implications for human resources and employers in general.

The Hiring Process

AI algorithms can quickly screen and evaluate resumes, cover letters, and other job application materials to determine if applicants meet basic job requirements, saving time and allowing human resource professionals to focus on other tasks. But while AI can increase efficiency and objectivity in employment selection procedures, employers using AI in this regard must be mindful of possible disparate impacts on job applicant pools.

Employers are prohibited from discriminating against job applicants based on race, color, religion, sex, or national origin, pursuant to Title VII of the Civil Rights Act of 1964 (Title VII). Thus, as the Equal

Employment Opportunity Commission (EEOC) recently highlighted, the implementation of AI in employment selection procedures raises concerns about potential challenges to the principles of equal opportunity protected by Title VII. For example, if AI algorithms rely on biased data or are programmed with flawed instructions, they could perpetuate existing discriminatory practices or amplify inherent biases in larger quantities.

To mitigate the risks of inadvertent discrimination and to ensure compliance with Title VII, employers should be proactive when implementing AI in employment selection procedures. It is essential that AI algorithms use diverse and representative datasets in their review and selection procedures. Additionally, continuous monitoring and auditing of AI systems should be conducted to identify and remedy any unintended biases that may have emerged over time.

Human oversight is also crucial in interpreting the selections generated by AI algorithms and making final decisions in recruitment. With the right safeguards in place, combining the efficiency of AI with human judgment can strike a balance that respects the legal obligations of employers while simultaneously streamlining the hiring process.

Automation of Jobs

Another significant and commonly discussed effect of AI on the workplace is the automation of job functions, which has the potential to replace certain jobs entirely. AI-powered systems can certainly streamline repetitive tasks, increase productivity and optimize efficiency. However, as automation expands, concerns arise regarding the displacement of jobs and unemployment. Some roles may even become obsolete, dictating a shift in the skills required for employment.

The increasing use of AI in the workplace may also result in reduced human interaction and personalization. While digital assistants are efficient in handling routine inquiries, they may not provide the same level of empathy, understanding and nuanced responses that humans would. This lack of personalization may impact employee satisfaction and engagement, resulting in retention issues. Decreased interaction can also weaken the quality of

customer interactions, particularly in industries where personal communications and relationships are vital. Consumers are likely already experiencing both the efficiency and frustrations caused by AI technology in their customer service interactions.

Data Privacy

The increased use of AI technology in the workplace also raises privacy concerns because of its heavy reliance on data collection and analysis. This data collection can create significant concerns about privacy and security in the workplace, as employees themselves may worry about the collection and storage of personal information, as well as the potential misuse or mishandling of their data.

Likewise, employers have reason to be concerned about employees disseminating confidential and proprietary business information into AI systems. It is critical for employers to implement robust data protection measures, ensure compliance with privacy regulations, and establish clear guidelines on data usage and retention to address these concerns. Employers should review and update their employee handbooks to ensure proper guidance regarding privacy and data policies.

AI technology brings both opportunities and challenges to the workplace and human resources professionals. The balance and collaboration between human beings and AI technology nevertheless hold promise for a future of increased productivity and innovation. By understanding and proactively addressing the impact of AI on employment issues, employers can reap the benefits while creating a foundation that prioritizes and protects the well-being and continued success of the human workforce.

Chandler Aragona is an Associate in Burr & Forman’s Charleston office, where she’s a member of the firm’s Labor and Employment practice group.

Emily Mack is a Partner in Burr & Forman’s Nashville office, where she handles employment law and complex litigation matters for businesses.

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How HR Professionals Can Facilitate Civil Conversations On The Future Of AI

Bridging the gap

By Merilee Kern, The Luxe List

As the digital era rages on, perhaps no technology topic is more polarizing at the moment than that of Artificial Intelligence (AI) and Machine Learning (ML). Specifically, the role these rapidly emerging nextgen technologies will, and should, play in our daily lives and professions.

In the ever-expanding realm of AI, having civil conversations that address the potential and concerns surrounding this technology has become increasingly challenging—a situation causing new challenges for HR professionals. The two most extreme camps—one fearing an apocalyptic future ruled by machines and the other advocating for unchecked AI development— clash vehemently, leaving little room (nor inclinations) for more nuanced discussions.

Human Resource professionals play a critical role in facilitating civil and courteous conversations about AI in the workplace for several important reasons:

● Ensuring an Inclusive and Respectful Environment: AI discussions can bring up varying perspectives, concerns, and opinions. HR professionals can create a safe and inclusive space for employees to express their thoughts and engage in respectful dialogue, fostering an environment that values diversity of opinion.

● Addressing Employee Concerns: AI implementation may generate concerns

among employees regarding job security, privacy, or fairness. HR professionals can listen to these concerns, provide accurate information, and address them proactively. By facilitating dialogue, they can help employees better understand AI and alleviate fears or misconceptions.

● Promoting Transparency and Trust: Open and transparent communication about AI initiatives builds trust between employees and the organization. HR professionals can foster a culture of transparency by sharing information about the purpose, benefits, and limitations of AI systems, addressing questions, and keeping employees informed throughout the process.

● Mitigating Resistance to Change: Change, especially technological change, can be met with resistance. HR professionals can help employees embrace AI by creating awareness, explaining its potential benefits, and providing training and support for any necessary upskilling or reskilling. By facilitating discussions, HR professionals can address concerns, provide clarity, and increase acceptance of AI initiatives.

● Ethical Decision-Making: AI raises ethical considerations around privacy, bias, and fairness. HR professionals can guide conversations on ethical frameworks and decision-making processes when implementing AI systems. By involving employees in these discussions, HR professionals can ensure that diverse perspectives are considered and ethical implications are thoroughly examined.

● Employee Engagement and Well-Being: Engaging employees in conversations about AI shows that their opinions and concerns are valued. It promotes a sense of involvement and empowerment, which contributes to employee well-being and satisfaction. HR professionals can facilitate these discussions to create a sense of ownership and involvement among employees.

● Collaboration and Learning: Open dialogue on AI encourages collaboration and knowledge sharing among employees. HR professionals can facilitate crossfunctional discussions where employees from various departments and roles can share insights and learn from each other's experiences. This collaboration can lead to innovative ideas and solutions.

By facilitating civil discourse and conversation about AI and ML, HR professionals create a culture of open communication, trust, and collaboration. Ultimately, these efforts contribute to successful AI integration and a positive employee experience.

Recognizing the urgent need for far more open dialogue and understanding, Milan Kordestani, famed Gen Z author of the new, number one

best-selling book “I'm Just Saying: A Guide to Maintaining Civil Discourse in an Increasingly Divided World,” provides the below insights to serve as a de facto roadmap for engaging in productive conversations about present and future implications of AI and ML.

“The conversation surrounding AI is fueled by two extreme and polarized viewpoints,” explains Kordestani. “On one side, there are those who harbor deep-rooted fears, reminiscent of dystopian sci-fi movies, wherein AI spells the demise of humanity. These individuals see AI as Skynet (of Terminator movie fame) come to life. This as an uncontrollable force that will override human control and wreak havoc on society. On the other side of the spectrum, there are proponents of unregulated AI development, who argue for unbridled advancement without consideration for potential job loss, ethical concerns, and socio-economic implications. This clash of ideologies creates an environment rife with hostility and ideological impasses.”

“The stakes are undeniably high when it comes to AI,” underscores Kordestani. “The fear-driven perspective believes that the very survival of humanity hangs in the balance, while the unregulated development camp emphasizes the limitless possibilities and potential for progress. Such deeply entrenched positions make it difficult to find common ground, and discussions often devolve into heated exchanges and stubborn resistance to opposing viewpoints. Moreover, the rapid pace of AI advancements and the complex nature of its implications exacerbate the challenges, leaving little time for informed discourse and reflection.”

To combat this, Kordestani believes that having civil conversations about AI is crucial because the stakes are high and the impact of this technology on society at large is profound. The above strategies offer an easy-toundertake though much-needed roadmap for engaging in productive and respectful dialogue. By acknowledging fears, bridging gaps, educating, fostering collaboration, considering ethical implications, and encouraging long-term thinking, individuals can navigate the minefield of AI discussions with nuance and open-mindedness.

Kordestani’s strategies provided below, singularly and in combination, are intended to foster more civil discourse amidst the high-stakes nature of AI's impact on society. Here’s how he suggests we can communicate more effectively and productively on the topic.

1. Consider Ethical Implications: Engage in discussions around the ethical dimensions of AI, such as data privacy, bias, and accountability. Encourage thoughtful examination of potential risks and safeguards to ensure responsible AI development.

2. Reflect on Your Own Position: Think about your own position within discussions about AI and reflect on your biases. Honestly evaluate your views, and determine if biases or intent is skewing your perspectives. Listen to your own tone and language to ensure you are being respectful.

3. Listen Actively: Acknowledge people's fears and concerns genuinely. Actively listen to their questions, doubts, and criticisms. Create a safe space where they feel comfortable expressing their thoughts and emotions.

4. Empathize: Understand that fears and concerns about AI often stem from misinformation or a lack of understanding. Put yourself in their shoes and show empathy for their worries. Avoid dismissing or trivializing their concerns.

5. Provide Accurate Information: Offer clear, concise, and accurate explanations about AI. Avoid technical jargon and

use simple language to ensure everyone can understand. Provide examples and real-life applications to illustrate how AI can be beneficial.

6. Discuss Current Regulations: Talk about existing regulations and policies in place to ensure the ethical and responsible use of AI. Explain how governments, organizations, and researchers are working together to address concerns and develop frameworks for AI governance.

7. Educate and Inform: Counter misinformation and misunderstandings about AI by providing accurate information and insights. Share real-world examples of how AI is already improving lives and address concerns regarding job displacement, ethics, and transparency.

8. Address Potential Risks: Acknowledge the potential risks and challenges associated with AI, such as job displacement, ethical concerns, and privacy issues. Discuss ongoing research and initiatives aimed at mitigating these risks. Highlight the importance of responsible AI development.

9. Showcase Benefits and Opportunities: While addressing fears and concerns, also emphasize the positive aspects of AI. Talk about the potential benefits, such as improved healthcare, enhanced productivity, and personalized experiences. Highlight how AI can augment human capabilities rather than replace them.

10. Acknowledge Fears and Concerns: Start by validating the fears and concerns of those who envision a dystopian AI future. By acknowledging their perspective, a foundation for constructive dialogue can be established.

11. Encourage Long-Term Thinking: Shift the conversation from immediate fears to long-term perspectives. Explore the potential for AI to amplify human abilities, solve complex problems, and enhance various aspects of daily life.

12. Bridge the Gap: Emphasize the need for open-mindedness and the exploration of shared values. Look for common ground, such as the desire to ensure ethical AI development or the pursuit of technologies that benefit society as a whole.

13. Involve Diverse Perspectives: Ensure that discussions about AI involve diverse voices and perspectives. Include experts from various fields, policymakers, ethicists, and individuals directly impacted by AI to provide a well-rounded understanding of the topic.

14. Be Transparent: Maintain transparency about AI development, deployment, and

decision-making processes. Discuss data handling practices, algorithmic biases, and any potential risks openly. Transparency fosters trust and helps address concerns about AI's impact on society.

15. Foster Collaboration: Encourage collaboration between technology experts, policymakers, ethicists, and other stakeholders to collectively shape AI's trajectory. Highlight the importance of interdisciplinary dialogue and the need to find balanced solutions.

The urgency to leave behind extreme positions and embrace civil discourse is paramount. Only through respectful and informed conversations can we find common ground, address concerns, and work towards a future where AI is harnessed as a tool that benefits humanity. By following Kordestani's guidance and approaching AI discussions with empathy, knowledge and a genuine desire to understand different perspectives, we can collectively shape the trajectory of AI in a responsible and inclusive manner.

In this era of rapid technological advancements, the need for civil conversations about AI cannot be overstated. Let us rise above the heated battles and engage in meaningful exchanges that pave the way for a future where AI is accurately represented and understood—even amid differing positions about its cultural value.

HealthTech evangelist Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on noteworthy industry change makers, movers, shakers and innovators across all B2B and B2C categories. This includes field experts and thought leaders, brands, products, services, destinations and events. As a former fitness champion twice over, wellness industry veteran and health advocate, she’s also author of the award-winning, illustrated fictional children’s book, “Making Healthy Choices – A Story to Inspire Fit, Weight-Wise Kids.” A prolific industry trends voice of authority and tastemaker, Merilee keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme—also delving into the minds behind the brands. Merilee is also Host of the “Savvy Ventures” business TV show that airs nationally on FOX Business TV and Bloomberg TV and the “Savvy Living” lifestyle TV show that airs in New York, Los Angeles, San Francisco, Miami, Atlanta and other major markets on CBS, FOX and other top networks.

Addressing Employee Burnout: How HR Leaders Embrace Positive Change

New research reveals strategies to alleviate workplace stress and improve employee well-being

By Jeff Williams, Paychex

Labor market experts have, time and again, touted the “employee market” we are now in, but many workers are not seeing the benefits of having the upper hand in the hiring equation. They are facing higher-than-average stress levels and have been worn thin by chronic understaffing, as many spent the past few years wearing multiple hats to drive productivity despite their skeleton crews. And that is just the tip of the iceberg.

The challenging economic landscape is further exacerbating employee stressors, despite reports of rising wages. Sure, today’s employees may have more leverage in compensation negotiations than they did five years ago, but data shows that leverage is only recently getting workers enough money to keep up with inflation. Employees are taking on second roles — whether full-time, part-time, or on an ad-hoc basis — to make ends meet, and it is further exacerbating work-related stress.

Thankfully, new research indicates that employers have taken note, and they are implementing policies that may bring workers a much-needed respite.

Improving Policies to Improve Lives

Our latest HR report found that two-thirds of human resources (HR) leaders cited “employee burnout” as

the top employee concern they currently face. That said, the survey revealed that “poly working or holding multiple part-time jobs, rather than one full-time job,” “moonlighting or having a side job in addition to your main, full-time job,” and “quiet quitting or doing the minimum requirements of one's job and putting in no more time, effort, or enthusiasm than absolutely necessary” were also among employers’ top worries, indicating that concerns about employee engagement, workloads, well-being, and productivity may be even more pressing than some realize.

Perhaps that is why so many are planning to devote their resources to mitigating the effect of burnout in their workplaces. The same report found that, in addition to worrying about overworked employees, HR leaders and business principals are all in on addressing the issue. They plan to do it by:

a. Improving compensation. While some employees pursue second jobs because they can, more take on additional roles because they have to. According to a recent survey, additional income is one of the top benefits employees cite for poly working. As such, the survey on which the ‘Pulse of HR’ report was based found that 75% of leaders consider employee compensation a top HR priority, and raising pay is a top retention and recruitment tactic for all employee demographics considered.

b. Upleveling benefits and programs.Today’s employers are focused on offering their employees holistic support. The survey found that 92% of HR leaders already have or plan to offer well-being support programs in the coming 12 months. Employers also intend to diversify their services and lighten loads on employees in the next year by offering employee assistance programs (EAPs; 30%), shortened workweeks (28%), and childcare cost assistance (28%), while 40% of HR managers surveyed plan to train employees or managers about the importance of wellness.

c. Providing access to pay. To alleviate financial strain on workers, HR leaders say that in addition to the options of direct deposit and paper checks, they plan to go a step further. Thirty-seven percent give bonuses, 30% say they offer paycards for accessing funds, 26% implement 24/7, real-time payment, and 20% offer pay-on-demand.

d. Staying flexible. Despite 40% of HR and business leaders saying they intend to bring their staff back to offices at some point, almost half of businesses (47%)

allow hybrid working arrangements, with HR leaders citing productivity and employee well-being as the primary motivators for ongoing hybrid policies. While the results of return-to-office plans remain to be seen, it is clear that — for now — employers see flexible working arrangements as powerful tools in the fight against burnout and valuable for the time being.

e. Investing in technology. HR leaders are excited about the potential of today’s technology to move the needle on employee burnout. The survey found that respondents believe investments in technology suites will help them lighten the load on overworked employees.

While respondents expect their investments to improve productivity (43%), skill-building ability (39%), and retention (38%), they also hope to use technology to improve overall employee experiences (42%) and boost engagement (37%). Survey participants were also interested in the power of technology to give employees a safe channel through which to share feedback, with many sharing that they intend to invest in tools that promote employee advocacy.

Respondents also revealed widespread hope that adopting emerging artificial intelligence (AI) tools will help them improve operations in other ways, freeing administrators’ time and allowing them to focus on strategies that improve workers’ lives. Over three-quarters (76%) of HR leaders say they hope to adopt AI in some capacity in the coming months, noting they are using, or plan to use it for applicant tracking (30%), assessing employee satisfaction (29%), and recruitment ad generation (27%). Furthermore, 81% of HR leaders share that they either already use HR technology to attract and retain workers or plan to in the coming year.

Time Is Progress

While the above report certainly sheds light on the challenges companies and HR leaders face, it also revealed their dedication to supporting employees — and signaled a shift in the way HR professionals view their roles in the context of the modern workplace. With the proliferation of AI and other tools, 37% of HR professionals said they see their role as being more focused on communication and strategy in the coming

year and 36% see technology as a route to boosting personal productivity.

This may be at the heart of HR and business leaders’ shifting focus, as reducing administrative tasks can free up HR leaders to spend more time listening to and working with employees. Hopefully, as more companies adopt more technology, they will find even more ways to mitigate burnout and make work better for everyone.

Jeff Williams is the Vice President of Enterprise & HR Solutions at Paychex

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How HR Can Regain Employee Trust

The impact of employee distrust on HR functions

By Jeanne Cordisco, O'Reilly Media

Employee distrust in human resources (HR) has been an ongoing issue for many organizations, and it is not necessarily a recent phenomenon. While HR departments are designed to be the bridge between management and employees, facilitating open communication and ensuring fair and ethical practices, employees have often found reasons to be skeptical.

Historically, HR departments were primarily seen as an extension of management and were focused on enforcing organizational policies rather than advocating for employee rights. This perception contributed to a lack of trust among employees, who felt that their concerns and well-being were not a priority.

A human resources department plays a crucial role in fostering a positive work environment and supporting employees' needs. However, when a company lacks a strong, caring, empathetic, and strategic HR function, it can result in employees' distrust in their HR departments and can have significant negative consequences for the HR profession.

As the key department responsible for managing the relationship between employees and the organization, HR professionals heavily rely on trust and credibility to effectively carry out their responsibilities.

When employee distrust is present, it can undermine the HR profession in several ways, such as limited employee engagement and difficulty implementing policies and initiatives. Distrust can predominantly be caused by a lack of HR confidentiality, perception of favoritism and unfairness, lack of communication, inconsistent enforcement of policies, and insufficient employee advocacy. If HR is seen as showing leniency or selectively applying rules, employees may view HR as being unfair and not acting in their best interests.

Consistently applying policies and ensuring transparency in the decision-making process is essential for fostering trust and credibility in HR. Trust in HR can also be damaged when employees feel that their concerns or grievances are not adequately addressed by HR representatives. If HR merely acts as a management mouthpiece rather than serving as an advocate for employees, skepticism can arise.

To mitigate the impact of employee distrust, HR professionals must prioritize building trust through open communication, fairness, transparency, and consistently demonstrating their commitment to employee well-being. By actively addressing employee concerns,

promoting transparency, and fostering a positive work environment, HR professionals can rebuild trust and ensure the credibility and effectiveness of the HR profession.

Proactive strategies to rebuild trust and create a positive work environment should be anchored in improving communication, building strong relationships, promoting transparency, building training and development programs, swiftly addressing concerns and feedback in a just manner, and most importantly, leading by example.

All of these feed into fostering a positive work environment where employees feel valued and respected. This can involve recognizing and celebrating employee achievements, promoting work-life balance, and implementing employee wellness initiatives. A positive work culture can significantly impact trust levels within an organization. By implementing these strategies, HR departments can take active steps to overcome any lack of trust and create an environment where employees feel valued, heard, and supported.

HR departments should strive to balance the needs of employees and the organization, actively working towards resolving issues and demonstrating genuine empathy. Building trust takes time and consistent effort, but the benefits of a

trusting relationship between HR and employees are invaluable for organizational success.

It is essential to note that not all organizations experience the same level of distrust in their HR department. Progressive companies have recognized the importance of building trust by fostering transparency, implementing fair and consistent policies, providing accessible channels for employee feedback, and effectively addressing concerns. In recent years, there has been a growing emphasis on employee engagement, well-being, and inclusivity, leading to a shift in HR's role from a mere enforcer to a strategic partner in organizational success. These changes are aimed at rebuilding trust and establishing HR as a trusted advocate for employees.

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Jeanne Cordisco is the Chief People Officer at O'Reilly Media. Jeanne is responsible for leading O’Reilly’s overall people strategy, global talent acquisition, leadership development, diversity and inclusion initiatives, cultural and employee development, compensation and benefits, HR operations and technology, and employee relations.

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What Employers Should Know About The Trauma Of Layoffs

Building employee resilience in turbulent times

By Wendy Dailey, Mineral Inc.

Youcan’t avoid the headlines. Every day there’s another announcement of layoffs. It’s not surprising—economies ebb and flow—but the past three years have been especially chaotic. While some businesses thrived, others closed, reduced headcount, or struggled to hire. While unemployment decreased over time, pay hasn’t kept up with inflation. And now there’s talk of a looming recession.

What does this weird mishmash of good and bad news mean for employees? Confusion, chaos, and, most definitely, a lack of confidence that their jobs are safe. Even if your industry is hiring, your employees may be wondering when the tide will turn.

Many of us have been through economic downturns. I’ve been through a few. In 2001, I was working for an airline. When airline travel decreased after 9/11, I was part of the mass layoff we were all expecting. During the 2008 recession, I was working in healthcare. The organization I worked for told us their goal was not to lay off anyone. And, to their credit, they didn’t. However, that didn’t mean things were good. All pay increases were put on hold. Open positions went unfilled. We were asked to “be a team player” and take on additional duties. Morale dropped. For the most part, we told ourselves to just be happy we had a job, and we stuck it out because there weren’t many other options out there. So, we muddled through, commiserating with each other after meetings trying to determine if there was anything left unsaid.

Getting laid off after 9/11 was hard. But once it was done, it was done. The ongoing wondering in 2008 meant waiting and waiting. And like Tom Petty once said, “The waiting is the hardest part.” Just because we were still employed, didn’t mean everything was fine. After the economy leveled out, we still struggled. It took a while before any raises were implemented or jobs were refilled—some weren’t, so the extra duties were no longer “extra,” just more work for the same money. We knew a lot of others who had lost their job, so we felt we needed to be grateful that we had jobs.

Our leaders wanted us to carry on, push forward, and most importantly, not talk about the hard business decisions that were made or the pain those decisions caused. The struggle was real, but the stark reality wasn’t acknowledged out in the open. As a result, we continued to feel anxious, confused, insecure, and distrustful.

At the time, we wouldn’t have referred to the mere prospect of a layoff as a “traumatic event.” But it was, and it is. Trauma is an emotional response to a distressing experience. And a layoff is most certainly distressing. It can cause deep and widespread psychological harm affecting people and their work long after things return to “normal.” Employees can perform at their best when they’re preoccupied with “what-ifs” and constantly burdened by compounded stress. People overwhelmed by worry are less likely to be productive and more likely to make mistakes.

To help their people be successful, leaders need to be ready and able to support their employees before, during, and after a layoff. Let’s examine how you can support your employees throughout its duration and help them process their emotions in the aftermath.

Preparing for Layoffs

First, you must build trust with your employees when business is good. If you don’t start from a place of trust before a layoff, it will be difficult to establish it when you are in the middle of such a stressful, chaotic, and challenging situation. To create relationships built in trust, act with transparency, clarity, and consistency. Demonstrate that you care personally for your people. Be sure to show them the trust that you want them to show you. The healthcare organization I worked for had spent time prior to the recession building trust with open communication, so even though we were worried and wondering, we believed that our leaders were at least sharing what they could.

Second, plan for trauma. You may already have plans in the event of emergencies, disasters, or major business disruptions. You likely do not have a similar plan for layoffs. However, some of the same communication skills you will use during other emergencies can be utilized during a layoff. Part of your supervisor training could include how to have difficult conversations and how to project confidence when the future looks bleak.

Make sure this training covers the emotional state of employees during and after a layoff. Go over the signs of distress managers should recognize and help them understand what is and isn’t in their power to manage. Emphasize the importance of transparency, clarity, and consistency. Managers acting chaotically can make matters worse.

Third, establish a communication plan so employees know where to go for up-to-date information. This plan should include how to get information to employees about the layoffs before they hear about it from someone else and to whom they can go with their questions.

Navigating the Trauma of a Layoff

When I was laid off after 9/11, social media wasn’t what it is today, and neither was video conferencing. I knew the layoff was coming because the company had been up front and clear about the decisions that were being made and when we would hear from our supervisors. They used email to share updates that were meant for all employees and phone calls for individual updates. Knowing what to expect made the entire process more bearable – it still sucked, but it helped.

When the moment comes to conduct a layoff, you may feel panic. That’s okay. Take a moment to breathe and calm yourself. Bring your team together. Outline what needs to happen, including communications that should go out to employees. Make sure everyone is on the same page. Consider how the news will be delivered to people working different shifts.

When it comes time to break the news to employees, meet with them individually and, if at all possible, in person. Word will get out, and you want to be sure your staff hear the news from the right person, not other employees, or worse, social media.

Be sure to act with empathy and sensitivity to those who are most affected. Sometimes, well-meaning leaders emphasize their own pain at a time when their employees are hurting. Less well-meaning leaders sometimes act in callous or dismissive ways, treating their employees as if they are disposable. Both of these approaches can create additional stress. They also have a chance to become viral news online, which isn’t good for you or your organization.

Responding to Trauma When Things Calm Down

When the dust settles, you may be ready to return to “normal,” but that’s not going to happen. Your employees’ world has changed. You need to help them adjust to this “new normal” and recognize that the past isn’t coming back. While those who still work for you may be grateful to still have a job, many will also have “survivor’s guilt.” They feel bad for their colleagues and friends who have lost their jobs, and they may feel a little resentful of the extra duties they now must take on.

Your employees will need time to process the event and their feelings about it. Share information about your employee assistance program (EAP), if you have one. Create spaces for employees to connect and talk about the changes. Prepare managers to listen, without comment or excuse. Encourage your managers to be highly visible, approachable, and candid about what you’re doing to rebuild trust with your employees.

Going back into the office after a layoff is uncomfortable—for everyone. I remember going into the office in 2001 for the last time to turn in my equipment and ID badge. The space was completely empty except for my former supervisor. As we said goodbye, she said “Well, I suppose this is the last time we will see each other.” She was right. I knew bosses had to have this conversation a lot during those weeks, waiting for those laid off to bring their company property back, while she sat alone in that space. What I didn’t think about was what she was probably going through, having to say goodbye to people she had worked with for years, people she had watched grow in their careers. Was she given the support she needed to move through that? I don’t know. Back then, she would have been encouraged to be a “team player” and get “over it” quickly. We must do better for our employees because we know better now.

We cannot shy away from the events we all collectively went through. We cannot sweep trauma under the rug and pretend distressing events didn’t happen. Being upfront and honest about the experience will be a huge benefit to your employees working through their experience and what it means to them. Trauma will always get its say, but it doesn’t have to have the last word.

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August 23, 2023

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September 6, 2023

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