Talent Management Excellence September 2022 by Excellence Publications by HR.com

2313 31 37 How TrainingWorkplaceHasShifted(AndWhy) - Scott RoundtableStachiw,Learning How To Make Hard Skills & Soft Skills Training Work - Ken CooperComm,Cooper,Inc. Apple Workers’ Petition Against Return-to-Office Proves Malcolm Gladwell Is Wrong About The Future Of Work - Chantel Rowe, Topia Hybrid WorkRevolution:WorkHowCulturesNeedToEvolve - JeetuCiscoPatel, SEPTEMBER 2022 • Vol. 09 • No.09 (ISSN 2564-1972) FORDEVELOPMENTWORKPLACEIMPROVINGLEARNING&THEMODERNWORKFORCE-JasonMundy, Qstream

07INDEX On the ArticlesCover Talent Management Excellence SEPTEMBER 2022 Vol.09 No.09 Improving Workplace Learning & Development For The Modern Workforce Traditional L&D programs weren’t designed for today’s workforce - Jason Mundy, Vice President, Marketing, Qstream 42 Top Three Ways Culture Can Help The Healthcare Industry Drive retention and results while delivering a better patient experience Dustin Staley, Managing Director of Healthcare, Culture Partners 47 Should HR Managers Care About Virtual Queuing? Virtual Queue Management can reduce employee stress - Katia Colwell, Customer Success Manager, Qtrac 52 Three Things That Persuade Blue-Collar Workers To Say Yes To A Job Offer Based on a survey by LANDED - Vivian Wang, Founder & CEO, LANDED (ISSN 2564-1972) 34 Quiet Quitting Is Not A New Trend! What employers can do to keep employees engaged - Tom Cornell, Senior Psychology Consultant, HireVue 10 Give Parents Good Benefits—and Make Them Easy to Access – Jessica Jensen, Indeed 15 What Are the Advantages & Disadvantages of a 4-Day Workweek? – Marie-Reine Pugh, BambooHR 26 Building a Business Case for Performance Management – Mac Mischke, PerformYard Sponsored Content

Hybrid Work Revolution: How Work Cultures Need To Evolve

How To Make Hard Skills & Soft Skills Training Work Train the right way for the right skill - Ken Cooper, Founder, CooperComm, Inc.

- Jeetu Patel, GM and EVP, Security and Collaboration, Cisco

Top Picks 13 23 31 37

How Workplace Training Has Shifted (And Why)

AR/VR helps L&D professionals prove ROI - Scott Stachiw, Director of Immersive Learning, Roundtable Learning

Apple Workers’ Petition Against Return-to-Office Proves Malcolm Gladwell

- Chantel Rowe, VP of Product Management, Topia

We are entering a world where flexibility is demanded and inclusivity is the norm

Is Wrong About The Future Of Work Employers must embrace flexibility in order to attract and retain top talent

INDEX

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Companies that invest in training their workforce for the challenges ahead are more likely to have a high retention rate. With hybrid and work-from-anywhere models becoming the new normal, employees are often scattered throughout locations. As a result, workplace L&D programs must be available to learners anywhere, anytime, and should be engaging. In short, the training must be individualized, convenient and easily accessible in order to be effective.

You cannot single-track hard skills training and soft skills training especially today, as they are simply too different. CooperComm, Inc's Ken Cooper explains that in his article, How To Make Hard Skills & Soft Skills Training Work

The changing times have fostered the adoption of digital technologies and made it imperative for employees to brush up on their professional skills to stay competitive in the dynamic marketplace.

In this edition of Talent Management Excellence, we have included articles that focus on the changing trends in workplace learning and development, the emerging demand for workplace flexibility, Quiet Quitting and much more.

in his article, How Workplace Training Has Shifted (And Why), talks about why interest in augmented reality/virtual reality programs have skyrocketed over the past two years.

In her article, Apple Workers’ Petition Against Return-to-Office Proves Malcolm Gladwell Is Wrong About The Future Of Work, Topia's Chantel Rowe focuses on the relevance of embracing flexibility in order to attract and retain top talent in today’s disruptive workplace.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

Happy Reading! Employee Training is Worth the Investment Subscribe now for $99 / year And get this magazine delivered to your inbox every month Become a Member Today to get it FREE! SIGN UP OR For Advertising Opportunities, email: sales@hr.com Copyright © 2022 HR.com. No part of this publication may be reproduced or transmitted in any form without written permission from the publisher. Quotations must be credited. Editorial Purpose Our mission is to promote personal and professional development based on constructive values, sound ethics, and timeless principles. Excellence Publications Debbie McGrath CEO, HR.com - Publisher Dawn Jeffers VP, Sales Sue Kelley Director (Product, Marketing, and Research) Babitha Balakrishnan and Deepa Damodaran Excellence Publications Managers and Editors Talent Management Excellence (ISSN Babitha2564-1972)Balakrishnan Editor Nataraj Ramesh Design and Layout (Digital Magazine) Chandra Shekar A K Magazine (Online Version) Submissions & Correspondence Please send any correspondence, articles, letters to the editor, and requests to reprint, republish, or excerpt articles to ePubEditors@hr.com For customer service, or information on products and services, call 1-877-472-6648 Talent Management Excellence is published monthly by HR.com Limited, 56 Malone Road, Jacksons Point, Ontario L0E 1L0 Internet Address: www.hr.com Write to the Editor ePubEditors@hr.comat

EDITOR’S NOTE

Babitha Balakrishnan Editor, TalentExcellenceManagement Debbie Mcgrath Publisher, HR.com

As training has shifted over the past two years, the ability for L&D professionals to prove the ROI of their programs has become easier .Roundtable Learning's Scott Stachiw

To engage today’s workforce and improve workplace L&D, organizations need to implement modern, digital-first workplace learning programs to solve employee training challenges and make learning stick, according to Qstream's Jason Mundy. In his article, Improving Workplace Learning & Development For The Modern Workforce, Jason talks about why it is important to present employees with opportunities to learn and how it can help them perform better.

Disclaimer: The views, information, or opinions expressed in the Excellence ePublications are solely those of the authors and do not necessarily represent those of HR.com and its employees. Under no circumstances shall HR.com or its partners or affiliates be responsible or liable for any indirect or incidental damages arising out of these opinions and content.

Today, there’s a clear opportunity for organizations to step into the next wave of working, supported by even better technology and workplace cultures. So, along with employee well-being, better collaboration and learning opportunities should be prioritized by organizations to stay competitive in the future.

I have really enjoyed both reading and contributing to HR.com’s magazines over the past year. As a scholar-practitioner, it has been a wonderful outlet to share my current academic research with a broader practitioner audience, in a very timely manner. If you want to reskill and upskill your workforce, point them towards the wide array of offerings from HR.com.

In a world of unparalleled challenges (global pandemic, racial injustice, politi cal rivalry, digital 4.0, emotional malaise), uncertainty reigns. Finding opportu nity in this context requires harnessing uncertainty and harnessing starts with reliable, valid, timely, and useful information. The Excellence publications are a superb source of such information. The authors provide insights with impact that will guide thought and action.

Ryan Gottfredson,

Dave Ulrich

Chair/Professor | Organizational Leadership Academic Director | Center for Social Impact Faculty Fellow | Center for the Study of Ethics Utah Valley University Ph.D.

AssistantConsultant/Trainer/Speaker/CoachProfessor-CaliforniaState U. Fullerton We’re eager to hear your feedback on our magazines. Let us know your thoughts at ePubEditors@hr.com WHY EXCELLENCE PUBLICATIONS?

During the COVID pandemic, I have learned that I need a source that provides high-quality, cutting-edge, and timely information on a wide-variety of topics. HR.com’s Excellence Publications has been that source for me.

Rensis Likert Professor, Ross School of Business, University of Michigan Partner, The RBL Group

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Jonathan H. Westover, Ph.D., MPA, SFHEA, AFCIPD

By Jason Mundy, Qstream

these traditional learning methods aren’t engaging, offer an appalling user experience and leave employees dissatisfied with their companies’ learning management systems. They simply don’t work.

before. However, the problem is that traditional learning methods, such as classroom training and hours-long remote training courses, weren’t built for today’s multi-generational and attention constrained workforce. Therefore,

COVER STORY

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Traditional L&D programs weren’t designed for today’s WorkforceForLearningImprovingworkforceWorkplace&DevelopmentTheModern

As the future of work continues to evolve and technology continues to accelerate the pace of change, the value of learning – and further, the value of continuous learning – has become more important than ever

With hybrid workforces becoming the new normal, employees are often scattered throughout locations, including offices, homes and on the road. As a result of this new standard, workplace L&D programs must be available to learners anywhere, anytime, and to be engaging – they must focus on the truly critical knowledge they need to do their job. In short, the training must be individualized, convenient and easily accessible in order to be Moreeffective.recently,

According to Qstream’s 2022 Workplace Learning Report, organizations are looking to improve their workplace learning programs as a key area to retain and attract top talent. The question is, how can organizations improve workplace L&D?

based on research, it has become clear that employees are seeking the opportunity for upskilling and reskilling in the workplace. In fact, according to a Glint Data report, the top factor people look for in a positive work environment is

When employees are required to sit through hours of classroom or online training courses, or when the content they’re being trained on isn’t relevant to their specific job role, employees tend to feel overwhelmed, fatigued and can build resentment –ultimately leading to increased disengagement at work. Additionally, due to the nature of traditional learning courses, the information that employees retain will likely be forgotten due

opportunities to learn and grow. Traditional learning methods lack efficacy in providing continuous learning – which has proven essential for maintaining overall employee satisfaction.

Why EffectivenessMethodsWorkplaceTraditionalLearningLack

Talent Management Excellence presented by HR.com SEPTEMBER 2022 8 Submit Your Articles Improving Workplace Learning & Development For The Modern Workforce

Historically, workplace learning and development (L&D) programs have been seen as a pain point for employees. More often than not, users see training as an unwanted and unnecessary distraction that is too long, boring and lacks any connection to their work and overall sense of purpose.

to the forgetting curve, which describes the dramatic drop-off in knowledge retention over time.

Improving Workplace L&D to Fight Employee Burnout and Increase Retention

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First, workplace learning programs must allow for training to be integrated into employees’ flow of work, as the Workplace Learning report found that 73% of respondents find it difficult for employees to find the time to take training courses. Enabling training to be delivered through the everyday systems employees already use, such as Microsoft Teams, Slack or SMS text, for example, means meeting employees where they already are – in the digital places they prefer to spend their time. When training is convenient and easily accessible, employees feel more compelled and excited to participate in learning programs, increasing their overall engagement and actual knowledge attainment. This also eliminates the amount of time employees spend on training, allowing them to be more productive with their time, working towards organizational and personal development goals.

Next, individualized and adaptive learning is essential for individuals to be interested and engaged in the content they are being presented. Digital-first workplace learning programs that leverage neuroscience based microlearning, break through traditional L&D barriers and enable highly personalized learning. For employees to retain knowledge, training must align with each individual employee and be delivered at the right moment for the tasks they will soon be expected to complete. Additionally, individualized learning through microlearning

content. This approach can also offer a new perspective on how individuals receive and interact with learning content while providing employees with a clear opportunity for upskilling and reskilling. When employees are presented with opportunities to learn and can implement their new knowledge on the job, ultimately helping to advance their careers, they’re more likely to feel connected to their workplace and perform better.

Jason Mundy is Vice President, Marketing at Qstream Would you like to comment?

To engage organizationsworkplaceandworkforcetoday’simproveL&D,needtoimplement modern, digital-first makelearningworkplaceprogramstosolveemployeetrainingchallengesandlearningstick.

Finally, providing opportunities for continuous learning is crucial for improving employee retention and attracting new talent.

Improving Workplace Learning & Development For The Modern Workforce

As employers continue to navigate today’s ever-changing workforce, it’s essential their L&D programs continue to evolve as well, to meet employee needs. Clearly, traditional L&D programs weren’t designed for today’s workforce and organizations must accelerate their use of modern, digital-first workplace learning, such as microlearning, to fight employee burnout, increase engagement, retention and overall employee satisfaction.

Traditional L&D programs have proven challenging for upskilling and reskilling, being viewed as administrative burdens, taking up time and effort and lacking the ability to keep pace with real-time industry changes. However, digital-first workplace learning, particularly microlearning, has been proven to be highly effective for upskilling and reskilling, as it educates employees on what exactly they need to know, rather than burying them with long-form and one size fits all

should provide immediate personalized feedback. With traditional training methods, HR and business leaders lack insights to measure success and the ability to pull meaningful data to determine where additional training and support are needed throughout organizations.

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didn’t have reliable childcare, and finally felt she “had no choice” but to resign and become a stay-at-home mom. She wasn’t informed about the child leave policies at her company, she says, which was paid FMLA for six weeks and then unpaid leave for up to four (non-consecutive) months.

Give Parents Good Benefits—and Make Them Easy to Access

When Sadia Gray became pregnant with twins, she worked as a cook at Rikers Island prison. Because she was diagnosed with hyperemesis gravidarum or severe morning sickness, she went on medical leave, eventually losing a twin. She had her son in November 2020 and returned to work in January 2021. “It was extremely

hard finding someone to watch my son because everything was still closed [due to Covid],” says the Harlem, New York, mom.

“My husband would take off work, we would beg our younger siblings to watch him but it was inconvenient.” She missed numerous days because she

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● Having more time to do things for themselves, like spending time on hobbies or picking children up from school

● Tightening social connections more widely, as people had more time to spend together

Example: UK Businesses

What Are the Advantages & Disadvantages of a 4-Day Workweek?

Having one additional day off a week, or shorter workdays, gives employees time to handle personal obligations, like caring for children or tending to their own health, and do things they care about, like enjoying their hobbies or involving themselves in their community. All of this results in happier, better rested employees, as many employers have found.

● 62% said their employees call in sick less often.

● 78% said their employees are happier

● Being able to run errands more easily, allowing them to spend more time with loved ones

If that’s not enough to convince you, Iceland ran a test to understand the benefits of a shortened workweek, including a broad range of workplaces—schools, museums, government offices, a police station, a hospital’s internal medicine department, and even the mayor of Reykjavík’s own office.

● Helping single parents spend more time with their children

● 70% said their employees are less stressed.

● Being less stressed at home

While these are all wonderful things to give employees, businesses still need to meet deadlines, service customers, and get work done. The good news is that shorter hours doesn’t mean that employees get less work done—at all. In fact, research shows quite the opposite to be true.

Example: Iceland

British researchers found similar improvements in employee satisfaction for UK businesses who

Rather than switching to a formal four-day workweek, these trials cut working hours from 40 hours per week to 35 or 36 hours (with pay remaining the same). The benefits participants found in working fewer hours showcase just how much better people’s lives can be with less time at work and more flexibility.

Here are the benefits cited by participants:

● Having men take the initiative more often with household chores (in heterosexual couples)

switched to a four-day workweek, which comprised half of the businesses they surveyed. Business leaders or owners who made the switch reported their employees were healthier and happier overall:

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1. Fixing problems they didn’t cause

Employees Are More Productive and Businesses Are More Efficient

● 51% said they were able to save on business costs.

Reduced Succession Gaps

2. Having to do administrative work

3. Attending meetings

4. Responding to emails

● 59% said employees spend more time developing their skills.

Advantages &

What happens with the other three hours? Nearly nine in 10 employees said they lose time each day on work tasks that aren’t related to their core job.

What Are the Disadvantages of 4-Day Workweek?

This goes a long way in explaining how businesses are able to increase productivity while reducing or

5. Dealing with customer issues

It’s a bit shocking to realize how much time we waste at work, but most of it’s due to inefficiencies and mismanagement rather than “employee laziness.” In a survey by The Workforce Institute at Kronos, 45 percent of employees said they could do their jobs in five hours or less a day.

Do your top performers know who they are? Do they know that you have plans to promote them in the future?

compressing work hours—it’s just a matter of working smarter, not harder. And that’s exactly what the data bears out.

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More Productive Workers, Better Quality Work, and Reduced Costs

Top 5 Time Wasters

● 64% said employees get more work done because they’re more productive.

● 63% said employees produce better quality work.

In the research on UK businesses, business leaders and owners who’d made the switch to a four-day workweek reported significant productivity and business efficiency benefits:

How Individual Companies Become More Productive and Efficient

In the same study, researchers estimate that a shorter workweek saves UK businesses as much as 92 billion pounds sterling (about 115 billion dollars) a year in operating costs, which equals 2 percent of revenue.

Other companies who have tested or switched to a four-day workweek also report gains in productivity:

Pennsylvania manufacturer DiamondBack gained 10 percent in efficiency after switching to a shorter workweek, with CEO Ben Eltz commenting that employees are “smarter about how they’re working.”

● 94% of employees said they wanted to keep the shortened workweek.

● 86% of employees said they were more efficient with their time.

● 87% of managers said their team kept the same productivity and service levels.

Microsoft Japan tested a four-day workweek and reported a 40 percent productivity boost during that time. Work efficiency even resulted in 23 percent lower electricity costs.

Software company Bolt likewise cited high productivity and satisfaction after testing a four-day workweek, which they’ve decided to make permanent.

The Wanderlust Group, a U.S.-based outdoor tech company, reported significant growth and business success since switching to a four-day workweek, including:

What Are the Advantages & Disadvantages of a 4-Day Workweek?

Perpetual Guardian saw a 40 percent increase in employee engagement, stunning both the company’s leadership and the independent researchers observing their trial of the four-day workweek.

● Nights booked through their marketplace (YTD): 120% growth YoY

In an internal survey, 91 percent of Buffer employees said they’re happier and more productive since the change to a 32-hour workweek.

● NPS: 75 on +60,000 responses

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● Annual Recurring Revenue (ARR): 99% growth year over year (YoY)

Again, this isn’t just employee perception. The majority of UK businesses who switched to a four-day workweek saw a boost in their employer brand and recruiting power, with 63 percent saying that it helps their organization attract and retain the right talent.

Even better, a four-day workweek helps them attract and retain a wider diversity of employees:

People are tired of work dominating their lives, which is why the four-day workweek is so popular among workers and job seekers. In a 2022 Qualtrics survey, 92 percent of employees said they’d welcome a switch to a four-day workweek at their company.

● 71% of businesses said it helps them attract and retain employees with children or caring responsibilities.

Businesses Can Better Recruit and Retain Top Talent with a 4-Day Workweek

● 88% said it would improve their work-life balance.

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● 79% said it would improve their mental health.

All of these satisfaction, productivity, and efficiency gains for companies and their employees contribute to growing the employer brand, a real boon to recruiters vying for the best candidates.

● 64% said it helps with younger employees.

They also recognized the value of a four-day workweek in creating a more appealing workplace, with just over 80 percent saying that a four-day workweek would make them feel more loyal to their employer and help their company recruit talent.

What Are the Advantages & Disadvantages of a 4-Day Workweek?

● 82% percent of employees said that a four-day workweek would make them more productive.

As the growing research challenges the efficacy of traditional 40-hour, four-day workweeks, it’s important to remember that, for employees, the appeal of the four-day workweek isn’t just about working less—less makes work more purposeful, healthy, and efficient. In the same Qualtrics survey:

When the word gets out that a company has changed to a four-day workweek, the response can be astounding, as was the case for The Wanderlust Group. Since they made the switch in 2021, applications to job openings have risen a whopping 800 percent. Additionally, their retention rate is 98 percent, proof that a four-day workweek is more than just a shiny gimmick to get people in the door. It also keeps them there.

● 70% said it helps with older employees.

Without the right culture of trust at your company, your four-day workweek initiative could be in jeopardy from the start. If people don’t feel that everyone— leadership and coworkers—is committed to making the four-day workweek a success, then it has the potential to turn into another benefit that looks nice on the company website but doesn’t actually get used.

Despite all the positive evidence that supports a four-day workweek, its biggest disadvantage is that some people have negative preconceptions about it. While managers and leaders seem to be the most skeptical, even employees worry that a four-day workweek would negatively affect certain aspects of business

Maybe that’s not actually what would happen, but it’s enough that the perception is there.

Offering a Four-Day Workweek Doesn’t Guarantee People Will Use It

● 29% of individual contributors think employees would slack off vs. 40% of managers and 48% of senior leaders

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● In a survey by Deloitte, almost all (94 percent) respondents agreed they’d benefit from work flexibility.

These issues have more to do with the existing workplace culture than actual problems with a four-day workweek. Nevertheless, existing bias against a four-day workweek—whether in expected business outcomes or expected behavior—can become a self-fulfilling prophecy of failure that leads to additional resistance to the new workweek. All of this can make change seem impossible if a large percentage of employees mark “strongly disagree” when asked about the new workweek.

● However, close to 30 percent said they wouldn’t use flexible work options even if they were offered because of the “potential consequences to their professional growth and lack of trust from leadership.”

The 4-Day Workweeks Has a Bad Rap

● 35% of employees said they’d worry about handing over work to colleagues if their company switched to a four-day workweek.

A revamped performance management process may be what your organization needs. Show your leadership team the statistics and case studies from this article. It will help you build an irresistible business case for performance management.

People’s fears about how they’re perceived at work can make them reluctant to take advantage of a shortened workweek, even when they think it’s a good idea.

What Are the Disadvantages of a Four-Day Workweek?

Even though these fears don’t appear to be validated by available evidence, this bias could pose a problem for those trying to introduce a four-day workweek in their workplace. Whether you’re pitching to executives or employees, you need to come prepared with concrete evidence to convince them of the benefits of a four-day workweek.

What Are the Advantages & Disadvantages of a 4-Day Workweek?

Likewise, without team-level support, a four-day workweek would increase employees’ stress rather than relieve it. In the study of UK businesses,

Accordingsuccess.toQualtrics’s survey:

● 45% also worried about being perceived as lazy by their colleagues, so much so that it would turn them off to the concept of a four-day workweek.

Employers also fear the repercussions a four-day workweek will have on customer service. In research on UK businesses, 82 percent of employers who didn’t offer a four-day workweek said making employees available to customers trumps the need to offer flexible work.

● 40% of individual contributors think there would be a negative impact on sales and revenue vs. 46% of managers and 53% of senior leaders

● Give more paid days off.

The best evidence comes from Sweden’s shortened workweek test, which took place at a state-owned elderly care facility in Gothenburg over the course of two years, starting in 2015. Still, the findings about costs were fairly mixed:

Love it or hate it, many companies have taken the plunge into the world of four-day workweeks, and they’re not looking back. Looking at the benefits, it’s easy to see why—happier, more productive employees with more time to spend simply living their lives.

Though a Gothenburg city council member called the whole experiment “crazy and irresponsible” because of its cost to taxpayers, one of study’s researchers suggested this study was not long enough to bear out the relationship between reduced hours and health costs.

● Think creatively about how to support a better work-life balance.

Marie-Reine Pugh is focused on making HR simpler for HR professionals and workplaces a better place for everyone. She pulls from her previous experiences as an educator and six years of writing. Would you like to comment?

● Feeling less stressed and less tired

● Being more physically active

● Costs to the city increased by 22%, which mostly went to hire more nursing staff.

● Costs were also offset by an estimated 10%, as people went off unemployment and paid taxes.

● Increase efficiency by reducing busywork and meetings.

● Calling in sick less often

Example: Gothenburg, Sweden

However, while employee surveys can be helpful indicators of people’s willingness to switch to a four-day workweek, it’s important to remember that Likert-scale responses are just the first step to understanding employees’ motivations and uncovering their concerns. As with any major organizational change, you need to provide the right support, help employees feel heard, and improve your workplace culture if you want people to embrace change.

While pandemic fears wane, everything else seems determined to drive up operating costs—supply chain disruptions, inflation, reawakened consumer demands, rising energy prices, and more. Adding more labor costs on top of it all is likely not an attractive proposition, and there is some evidence that a fourday workweek would do so in certain instances and with mixed results.

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● Having less back and neck pain

● Having more time to spend one-on-one with residents

But even if the cons of a four-day workweek seem to outweigh the pros for your organization, finding ways to employ the basic principles behind the practice can help increase employee satisfaction and retention. For example:

The 4-Day Workweek Is More Than Just Hype

Certain Industries Might See an Increase in Costs

Qualitatively, this Swedish study echoed many of the same benefits we listed previously. Nurses who went on the shorter schedule, working six-hour shifts instead of eight, reported improvements in their work and personal life, including:

● Find other ways to offer more scheduling flexibility.

What Are the Advantages & Disadvantages of a 4-Day Workweek?

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How To Make Hard Skills & Soft Skills Training Work

By Ken Cooper, CooperComm, Inc.

TOP PICK

That merited a further look. After all, there are a lot of different body types out there, with a lot of different

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legs supporting them. If there was a single brace that could handle all of them, then that was the plutoni um-level brace of all time.

However, when you looked at the detailed description, you found it was “one-size-fits-most.” Reading further, you were warned to make sure this particular model fits you. In other words, this brace was not really very different than any other brace. It was one size fits some.

Train the right way for the right skill

After experiencing a sharp pain in the knee during a recent tennis session, it was clearly time to start shopping for a knee brace to stabilize the old patella. A quick search on Amazon revealed a mass of options, from simple compression sleeves to military-grade hinged robo-legs. However, what caught our attention was one brace that advertised, “One-size-fits-all.”

And there are all kinds of ways to divide learners into the various “some” categories. You can have new learners and experienced learners. You can have in-person and remote learners. You can also have informational learning versus mastery learning … and so

Soft skills, on the other hand, typically require involving someone else. It is rare for a person to have enough emotional intelligence self-awareness and self-control to make behavioral changes by themselves. You need a coach, a guide, or even a peer learner to provide the kind of outside perspective that is often needed.

Unfortunately, this tends to not work, since what people learn in training decays over time if it is not used immediately, reinforced by management, refreshed in review, and rewarded when applied properly.

However,on.

When a hard skill task is repeated often enough, employees experience unconscious learning. This is where they have made no special effort to learn something, it just found its way into their memory through repetition—much like you remember TV commercials without trying to.

In many organizations, training is anticipatory learning. You send someone to “Introductory Excel” class to learn the software. You go to “Basics of Selling” before getting a territory. You attend “New Manager’s Class I” before taking over a team. The idea is that you are going to learn all this stuff, and then remember it, so that when an applicable situation comes up you will know.

As a result, what has evolved is essentially the YouTube strategy of learning. If you want to know how to do something, most likely a hard skill, you look it up online. Then, you find the right how-to video, and you watch it and follow along. Once the task is over, you

Plus, with soft skills, you are not going to master something through repeatedly being exposed to the original training until it becomes second nature. With soft skills, you have to first “get it” in terms of the behavior required. Then you have to start applying it, adapting it, and making it your own.

one of the biggest divisions is right in front of learning professionals, yet it is typically not treated as such—soft skills versus hard skills. You will see training covering both topics mixed in together, taught the same way, supported the same way, and followed up the same way.

This is great for hard skills or processes, but it does not work like that for soft skills. First, soft skills are applied in real-time. You can not stop in the middle of a heated conversation and say, “Hold on a sec, I want to review a conflict management video on how to do a softening rebuttal”.

hard skills can often be developed with self-study. If you have enough basic skills to duplicate what you are seeing someone do on screen, then you will be successful at your task. You are doing this on your own.

Second, soft skills are not so much “say this, do that” as they are “here’s the philosophy or strategy for handling situations like these.” There is only one way to install a solid-state hard drive on a motherboard. However, there might be a myriad of effective ways to successfully interact with someone when they are

Hard skills are perfect for unconscious learning. However, it takes conscious learning for soft skills.

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Andupset.third,

Soft Versus Hard Skills

promptly forget what you learned. After all, if you need to do it again, you can look it up again.

Ken Cooper is the Founder of CooperComm, Inc., a training and consulting firm specializing in effective e-learning development and video technology. He has conducted over 2,500 seminars, appeared on satellite TV for Anheuser-Busch and Apple, and has created over 1,000 video-based online training programs. Ken is the co-author of Taming the Terrible Too’s of Training and The Control Catastrophe , and the author of Effective Competency Modeling & Reporting, The Relational Enterprise, BodyBusiness , and Stop It Now . Would you like to comment?

You will need to create quick how-to versions of content without all the unnecessary instructional design flourishes. It is all about the accessibility of information. Employees want to find out how to do something, and then get back to work. Give them the information the way they want it.

For soft skills, it is a bit more complicated—especially in a remote learning environment. The key question is how you are going to provide the other person with what is required.

Hard skills are perfect for unconscious learning. However, it takes conscious learning for soft skills. And it takes more of a support system after the learning event to make sure that soft skills are developed, applied, and reinforced.

One way is to create a new class of training programs. For every “How to do [soft skill #43]” program you offer, you can also offer a quick “How to coach and reinforce [soft skill #43]” program for supervisors. Because if the supervisors are not reinforcing the training, you can be sure the learners will not be applying it for very long.

For hard skills, it means that your training deliverable has to take on two roles—initial learning and refresh/ performance support re-learning. A good YouTube video does both well. However, if your initial learning product is a lengthy, screen-flipping, embedded testing extravaganze, then it is totally unsuited to being used as performance support.

Back to the knee brace analogy. It would be much easier if there truly was one size that fits all. You could buy that device instead of having to select from hundreds of options. Yet that is not how it works.

Another way might be to foster the connection of learners on specific topics, such as providing moderated comments areas for each program, where learners can make connections on their own, post questions and answers, and learn from each other.

So what does all this mean to the learning professional?

Summary

Recommendations

The point is, if you are to make soft skills training work, you have to also provide the personal touch required to help learners truly change their behaviors.

Do it right, and you will not need any more knee braces.

And that is not how it works with soft versus hard skills development either. You can not single-track both types of training—especially not today. They are simply too different.

Another way might be to set up a subject matter expert hotline where remote learners can talk to a trainer and get their questions answered or receive some coaching tips after the learning event, whether online or in person.

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How To Make Hard Skills & Soft Skills Training Work

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But, how does that work?

Need to show your CEO why performance management is worth it? Learn More

CEOs and CFOs think about how ineffective reviews can be. It’s understandable that they would hesitate to start a new performance management process.

Here’s everything you need to know about building a business case for performance management.

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Bad performance management techniques are like a one-sided interview. The employee feels like they

A performance review should feel collaborative. Feedback should be clear, the next steps should be laid out, and employees should have plenty of time to offer feedback of their own.

First, let’s talk about what good performance management looks like in a business.

● Check-ins create a more consistent time and space for discussions about long-term performance

There are many types of performance appraisals you can try:

● Project-based reviews focus on employee contributions to specific projects

The key is selling your management team on the fact that your performance management process needs an overhaul.

Modern performance management makes a difference. The right strategy with the right software can boost employee performance, but you’ll have to make a business case for it. CEOs and other leaders may not understand how important and impactful the right performance strategy can be.

● 360 Feedback incorporates input from coworkers, as well as managers

By Mac Mischke, PerformYard

It’s hard to make a business case for performance management when the CEO only thinks about old-school review processes. Some traditional performance review processes are so bad that they make performance worse one-third of the time.

This article can be your guide to making a business case for performance management. Use the facts and case studies below to build a convincing business case for performance management.

What Does Performance Management Look Like in a Business?

are being judged. These reviews are so bad that 22 percent of Millenials have admitted to calling in sick rather than facing a review. Another 59% say that their manager wasn’t prepared to give meaningful feedback.

Building a Business Case for ManagementPerformance

Reduced Turnover

● Reduced turnover

● Reduced liability

● Improved workforce optimization

It pays to get to the bottom of employee discontent. An effective performance management strategy reveals problems before they arise. It also encourages employees to stay.

Instead, they implemented regular performance check-ins. These check-ins provide employees with ongoing, real-time feedback. There are no forms to fill out and no deadlines. The companies can now respond to organizational or market adjustments more quickly.

Employee turnover is a serious problem. When an employee leaves their position, it costs over 20% of their annual salary on average to replace them.

The right performance management software can reduce administrative costs. It does this by automating review distribution, collection, and recording. The software saves time, which saves money. Strong performance management systems motivate your employees to perform their best.

Use PerformYard to save time and money with new performance management. Learn More

● Reduced succession gaps

In 2012, Adobe had a revolutionary idea that led to a revolutionary approach to performance management. This approach influenced big-name companies from Microsoft to GE along the way. The companies chose not to continue slogging along with traditional performance appraisals.

Building a Business Case for Performance Management

A few benefits of overhauling your performance management strategy include:

● Improved organizational alignment

Reduced Administrative Cost

Building a business case for performance management is all about presenting accessible statistics. These facts will show how the right strategies and software can impact your organization in positive ways.

Poor management leads to lost productivity. It has been estimated that U.S. employees who aren’t engaged cost businesses and organizations a whopping $960 billion to $1.2 trillion per year

A good performance management strategy saves money. This is true even if you pay for performance management software.

Crunch the numbers for your particular organization. You’ll be amazed at how much you will save when you choose a performance management strategy that works for your business.

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This Adobe performance management case study shows how Adobe achieved a 30% decrease in employee turnover.

● Reduced administrative cost

Building a Business Case for Performance Management

system for performance reviews, you aren’t communicating your appreciation. That

They are reinventing performance management at Deloitte. Their case study demonstrates that performance management doesn’t have to be a lengthy, complicated process. Instead, they ask four questions — questions managers can answer. Deloitte now spends less time than ever on reviews. The company does conduct more often though and has more accurate data as a result.

Reduced Liability

Cascading goals strategy requires that you first identify organizational goals. Next, break them down so each member of the team can contribute to the same common goal. With cascading goals, everyone in the organization knows what to do, how to do it, and why they’re doing it.

Do your top performers know who they are? Do they know that you have plans to promote them in the

Some business leaders and managers fall into the trap of thinking that performance management is a waste of time. They think that time would be better spent on letting employees do their jobs. In fact, the right performance management strategies optimize the time your employees spend on

Thework.keyis

Once you’ve built your case for performance management, it’s time to show the leadership team exactly how a new strategy is implemented.

Building a Business Case for Performance Management

Improved Workforce Optimization

Software for cascading goals does cost time and money. Employees who spend time on misaligned activities cost time and money too. You’ll save in the long run if you ensure the actions of every employee align with your organization’s big goals.

Check out the three-step process below. It will help you choose performance management tools that get leaders excited about changes.

choosing performance reviews that improve workforce optimization.

Improved Organizational Alignment

Everyone’s Actions Align with the Goals of the Organization

What Are the Stages of Performance Management?

These mistakes can lead to costly litigation. The mistakes also reflect a lack of respect that can lead to decreased productivity among employees.

A formal approach to performance reviews fixes this. It features measurable objectives, self-assessments, and reliable data storage. These features reduce the chances of your organization experiencing a lawsuit.

This disconnect happens when organizations fail to use cascading goals

Top performers who don’t stick around can leave a huge hole in your business. For example, executives can cost over 200% of their annual salary to replace.

Decentralized performance reviews can lead to false statements appearing in employee reviews. That can spell real trouble for your organization. Managers may report false or confidential information to third parties without employee consent.

Withoutfuture?aclear

comes with expensive consequences. Nearly 80% of employees who quit their jobs say that a lack of appreciation is one of the major reasons they left.

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Reduced Succession Gaps

Do your employees understand what their performance reviews are trying to achieve? Chances are, they don’t. A measly 14% of employees understand the organization’s strategy

Telling your top performers that you have plans to advance their career path helps prepare them for leadership positions. Employees are more likely to stay in organizations when they see a clear path to leadership positions. This will reduce the costs associated with searching for and interviewing new candidates.

PerformYard is a favorite among leadership teams, managers, and employees. Its flexible, streamlined system makes it easy for everyone to use the

Building a Business Case for Performance Management

No matter what process you choose, make a plan to check in on how it’s serving your business. If the performance management plan isn’t supporting your employees, try something different.

02. Implementing a performance management software

performance reviews. When deciding on a new performance appraisal strategy, ask for manager input. Discuss the five modern alternatives to annual performance reviews. Determine which one your team thinks will best support individual, team, and organizational goals.

performance review process. The platform can be slimmed down for simple annual reviews or built up for more complex strategies.

You should also reward employees after the reviews are complete. Clear data will help you identify top performers and reward them for their efforts. The reward will make them look forward to performance reviews instead of dreading them.

Nine out of ten managers are dissatisfied with how their companies conduct annual

Would you like to comment?

There are two ways to get manager buy-in when choosing a new performance management process. You can start by gathering manager input when selecting a new process. Next, be sure to show them the process with a demo.

03. Getting buy-in from managers and employees

glad to give up the old way of doing reviews once they see the benefits of modern performance management. These benefits include clearer expectations, more aligned goals, and an open dialog about progress.

01. Choosing a performance management process

No performance management process is complete without the right software. The software allows you to manage goals and check-in with employees according to the process you have chosen. Performance management platforms also create reports. These reports allow you to compare employee performance over time. The reports also provide data to track the effectiveness of the performance reviews themselves.

PerformYard’s visual reporting makes it easy for every member of the team to see how the results of each review impact your organization.

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Mac Mischke is Content Marketing Manager at PerformYard . He writes about how HR leaders can streamline the performance management process with modern software tools.

The best way to get managers and employees on board with the new process is to let them experience it for Managersthemselves.willbe

Apple Workers’ Petition Against Return-to-Office Proves Malcolm Gladwell Is Wrong About The Future Of Work

rebuked on social media for his harsh criticism. Many even argued Gladwell was being hypocritical, having spent nearly all of his quite successful career working remotely. If he can be productive remotely, why can’t they?

Employers must embrace flexibility in order to attract and retain top talent

By Chantel Rowe, Topia

Earlier this month, best-selling author Malcolm Gladwell issued a scathing critique of remote work, telling those who work from home that “it is

While Gladwell is right to be concerned about remote workers needing to feel a sense of belonging within the organization—and organizations absolutely should address this—his critique seems out of touch with the experience and expectations of today’s modern workforce. In short: Remote workers are doing just fine and forcing them back to the office is a talent disaster in the making

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not in your best interest.” The author, whose books have been practically required reading for business leaders and entrepreneurs, was immediately

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Certainly, the office will continue to be valuable in a post-pandemic workplace—some people need that separate space or the energy that comes from being among colleagues—but employees don't want a one-size-fits-all mandate. In fact, 94% of employees say they should be able to work from anywhere as long as they get their work done, while 78% believe teams in the future will be agile and it won't matter if everyone is in the same location. Employees want flexibility, meaning they may want to be together in an office, just on their own timelines and terms.

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As other big tech firms like Facebook, Twitter, Google and more—that largely compete for the same pool of talent as Apple—have implemented permanent flexible work policies, Apple’s return-to-office demand is extremely risky. Last year, 41% of employees said the flexibility to work from home was a reason to change jobs, and 64% of workers say they’re more likely to seek a

Return-to-Office Proves Malcolm Gladwell Is Wrong About The Future Of Work

Furthermore, contrary to Gladwell’s assessment, flexible work arrangements do not mean “sitting in your pajamas in your bedroom,” but rather giving employees the option to come into the office or work elsewhere on their own terms. For some, that may mean working from home during school holidays so they can be with their children, or from their parents’ house for two weeks to help out with a project or provide essential care. For others, it might mean extending their upcoming holiday trips home, or taking an extended “workcation” where they can remain emerged in a culture or environment longer—a valuable experience for both personal and

Case in point: Just recently, Apple employees launched a petition protesting the company’s return-to-office plan, arguing that flexible work—the ability to work from wherever they choose—is essential for productivity, diversity, inclusion, and ultimately, the future success of the company.

professional growth—while also being productive and contributing to the organization. Still, others might just need an occasional change of scenery to gain a fresh perspective.

new job if forced to return to the office full-time. Can Apple afford to lose that many employees?

Apple Workers’ Petition Against

Chantel Rowe is the VP of Product Management at Topia. Chantel’s career has always found itself at the intersection of Global Talent Mobility and technology. She firstly spent 8 years at EY specializing and qualifying in US, UK, French and International taxation of globally mobile employees and managing key customer accounts on a global basis. Wanting to experience challenges from another perspective, she managed EMEA Mobility, Tax and Payroll for Société Générale, and eventually became a customer of Topia herself! Seeing the opportunity to be part of transforming the world of global work through technology, she joined the Topia family in 2015 – firstly building our amazing solutions consulting team of industry experts, and then transitioning to lead our Product organization and bring her years of mobility expertise to designing, building and delivering our technology solutions.

Apple Workers’ Petition Against Return-to-Office Proves Malcolm Gladwell Is Wrong About The Future Of Work

Would you like to comment?

Not to mention, forcing employees back to the office will have a negative impact on Diversity, Equity and Inclusion (DEI) efforts that had been improving with the shift to remote work. Topia’s recent Adapt survey found that 43% of HR leaders have been able to hire a more diverse group of employees since embracing remote work. As the Apple employees’ petition points out, some individuals have disabilities, caretaking obligations and health, safety and environmental concerns that make it impossible for them to be in the office five days a week. Even a hybrid schedule that’s set by their employer requiring specific in-office days isn’t “flexible,” but is rather what I call “forced flexibility.” With truly flexible work, individuals have the freedom to fit work around their life rather than the other way around. By stripping employees of this autonomy, companies risk losing out on a more diverse talent

complexity for companies in areas like employment law, payroll, tax and immigration, which is a valid concern. That’s why it’s more important than ever for HR leaders to implement the proper technology to effectively manage remote work, so they can give employees the flexibility they want while also safeguarding the company’s interests.

Talent Management Excellence presented by HR.com SEPTEMBER 2022 33 Submit Your Articles

Regardless of what leaders want, modern employees demand control over when and where they work, and they’re not afraid to go elsewhere to get it. In fact, 96% say that flexibility in work arrangements is a top priority when seeking a new job. Therefore, employers must embrace flexibility in order to attract and retain top talent and remain competitive today and in the future. Certainly, this flexibility can introduce added

Finally,pool.Gladwell’s frustration with the inability of “leadership

to explain this effectively to their employees,” also seems a bit out of touch with modern management. This top-down approach to enforcing policy from the perspective that leadership knows best disregards employees’ needs, is antiquated and demonstrates a lack of trust in them. The reality is, happy employees are much more productive, and allowing them to work remotely, away from the distractions of the office, can help them to get more work done. Trusting employees to balance their life and work is a win-win for employees AND the company.

or motivated by their job to do more than what is required. But it’s also important to remember that it’s the employer's role to ensure processes are in place that encourages a well-balanced working culture and inspire employees to go above and beyond in their roles.

Despite the recent buzz online and on social media, Quiet Quitting isn't a new trend. However, with many employees still battling the impact Covid-19 had on their lives and also the ongoing cost-of-living crisis, it is plausible that there is an increase of employees ‘Quietly Quitting’ to retreat from stress and hectic

Quiet Quitting Is Not A New Trend!

What’s important for business leaders and talent professionals to understand is that this is not a group of employees who are truly underperforming or not doing their job. Instead, it’s employees who are not sufficiently engaged

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What employers can do to keep employees engaged

workloads, in an attempt to find balance.

By Tom Cornell, HireVue

Take a whole-person approach when designing employee programs. Meeting the needs of whole people requires thinking of employees as complex beings with physical, mental, social, spiritual, and emotional needs that should be considered at Takingwork.time

but the norm in your workplace. But the example needs to be set from the top down so that you create a culture where employees feel it’s truly acceptable to set these boundaries.

When employees are happy and enthusiastic about their job and the organization, they tend to be better employees. Engaged employees have increased productivity and performance and are more likely to stay with the company long term.

A good rewards and recognition program also helps employees see that their company values them and their contributions to the success of their team. Some employee programs require significant monetary investments (e.g. top-notch health insurance) but there are also cultural mandates that cost your company nothing, but give your employees priceless breathing room.

Employees expect a consumer-like experience throughout their entire employment journey. From frequent check-ins that improve engagement while recruiting, to on-demand answers to benefits

Implement Policies Like Half-Day Fridays, Flexible PTO or ShutdownsCompany-Wide

Implement Chatbots to Improve Employee Experience

off to recharge, be with family, and do the things you love makes all of us better when we show up to work. Remind your teams to respect calendar blocks and engage in good vacation

When workers have clear benchmarks to hit, they are more likely to put in the work to reach those goals.

questions and assistance with learning and development, AI-driven chatbots augment HR teams by creating value throughout the employee's journey. They’re also more engaging, interactive and insightful than an occasional company-wide survey.

Conversational AI in HR uses natural language, multi-channel capabilities to enhance employee experience. 30-, 60-, and 90-day new hire check-ins and proactive communication and reminders are just a few ways automation is helping organizations create a world-class employee experience.

Don’t Glorify Over-Work

Company-widebehavior.

There are peak times when work is more hectic than others and requires more time than usual, but the constant hustle and grind at the expense of friends, family and hobbies are not something employers should expect from team members. Rather, they should encourage employees to keep their schedules in alignment to prevent burnout. It goes a long way to remind your team that balance isn’t the exception

Tom Cornell is a Senior Psychology Consultant at HireVue, the global leader in video interviewing, assessments, and text-enabled recruiting tools. Would you like to comment?

Promoting transparency around clear career progression for employees is one way to keep them motivated and on track.

Talent Management Excellence presented by HR.com SEPTEMBER 2022 35 Submit Your Articles Quiet Quitting Is Not A New Trend!

Here are a few:

shutdowns are particularly effective. Most of us relate to the anxiety of thinking work is piling up while you're out. If workers know that everyone else on the team is off recharging as well, it eliminates that tension.

It’s important to remember that employee motivation and engagement are not constant. Both will naturally fluctuate due to a number of factors, such as the cost of living crisis we are currently seeing. But implementing these strategies to improve engagement and work-life balance can help to maximize employee motivation.

Empower HR Tech Europe brings together credible practitioners who are at the height of HR technology to an immersive event experience. Our six-track conference showcases what is possible, what is realistic and what the next steps are. HR Professionals will take away specific, measurable, actionable, realistic and timely tactics that tie into their business needs. With formats designed to foster an environment of inclusiveness and honest discussion, Empower HR Tech Europe will allow you to collaborate with your peers, industry experts and solution partners through every element: A NEW KIND OF HR INDUSTRY EVENT FOR THE U.K. AND EUROPE ConcurrentKeynotes Conference DemonstrationsPanelWorkshopsSessionsDiscussions Round-Table Brainstorming Expo FunInfluencers1:1sFringeVideoToursMontagesNetworkingwithPeers,Partners,&AnalystsandMORE!····· ······ SAVE UP TO £440 Early Bird Ends 18 Nov 2022! REGISTER NOW hr.com/empowerhreurope-attend Bring your team! Group pricing is available. Contact CorporateEducation@hr.com for more information. CHART YOUR PATH IN OUR UNCERTAIN WORLD OF WORK 25-26 January 2023 ExCeL Venue, London

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We are entering a world where flexibility is demanded and inclusivity is the norm

By Jeetu Patel, Cisco

Today, there’s a clear opportunity for organizations to step into the next wave of working, supported by even better technology and workplace cultures that nurture work/life balance and creative collaboration. Along the way, we can create new opportunities and expand inclusivity as we dissolve the traditional barriers of geography, language and culture.

wo Cisco studies shed light on hybrid work — where organizations stand today and what needs to be done for the future

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Hybrid Work Revolution: How Work Cultures Need To Evolve

In recent years, pretty much every assumption about how, where, and when we work has been upended. But I believe we are still at just the beginning of a revolution in hybrid work.

commissioned IDC to create the Hybrid Work Maturity Model, a framework from which to benchmark their journeys (the InfoBrief can be viewed here[1]).

So, it’s important to know just where we stand with hybrid work today and what needs to be done for the future — in terms of technology adoption, culture change, leadership, and beyond. To that end, Cisco led two comprehensive studies over the last year: the recently updated Global Hybrid Work Index and the newly released Hybrid Work Maturity Model.

Yet there’s also a risk: Those organizations that fail to learn the lessons of the past two years and try to return to a 100 percent office-based work strategy, will fall short in productivity, talent retention, and so much more.

The Hybrid Work Maturity Model

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Hybrid Work Revolution: How Work Cultures Need To Evolve

As I speak to our global customers, all are laser-focused on hybrid work as one of the most critical — and challenging — business transitions of our time.

● Hybrid Work Observers (7 percent): These organizations are beginning to explore different hybrid-work models but are predominantly working within the office during regular business hours.

● Hybrid Work Adopters (47 percent): Experimenting with hybrid-work models and beginning to invest in technology to enable them.

● Hybrid Work Champions (38 percent): Seeing the success and improved business outcomes with hybrid work models in separate silos but have yet to adopt them throughout the organization.

● Hybrid Work Innovators (8 percent): These organizations feature well-established, company-wide hybrid policies and have invested in the technologies that support a hybrid-first strategy.

Leaders need to know just where their organizations stand on the hybrid-work maturity curve. So, Cisco

That’s why I’m so excited about these studies. They shed light on how work cultures need to evolve. Because there’s no going back. As the results show, we are entering a world in which flexibility is demanded and inclusivity is the norm.

Their research featured survey respondents from thousands of organizations of all sizes across 20 industries around the world, and the study defined four distinct levels of hybrid-work maturity:

studies show that organizations are beginning to make progress in the hybrid-work revolution, they also underscore that for many, there is a long way to go. As an industry, we cannot be complacent and must break down the barriers of hybrid work across technology, culture, and physical spaces. Only then will we unlock the true potential of hybrid work, for a future in which flexibility and inclusivity are the norm.

I have long argued that great technology can support a work environment and culture in which there is no divide between in-office or remote workers. So, I was excited to see that a clear majority of respondents agreed. Seventy-eight percent of executives and 66 percent of workers overall believed that with the right technology, work could be done virtually without any loss of productivity. Another 61 percent of hybrid workers across the globe and across generations have seen improvement in the quality of their work.

We launched our first-ever Global Hybrid Work Index last year and today we’re unveiling new findings. Our methodology taps into our core platforms, analyzing millions of anonymized customer data points from collaboration (Webex), networking (Meraki), internet visibility (ThousandEyes), and security (Talos, Duo, Umbrella). These data points were combined with third-party research from double-blind surveys of more than 39,000 respondents across 34 countries, including CIOs, IT decision-makers, and employees. Cisco’s own workforce data rounded out a far-reaching study.

Jeetu Patel is the GM and EVP of Security and Collaboration at Cisco Would you like to comment?

Survey respondents were also asked to rate their organizations’ maturity across four key dimensions. Fifty-one percent cited technology as the key focus, followed by culture (33 percent), policies (12 percent), and facilities (4 percent).

Hybrid Work Revolution: How Work Cultures Need To Evolve

Of course, the hybrid work environment has introduced myriad, far-flung endpoints. So, it’s no surprise that security is a top concern. The good news is that organizations are responding. Both the number of actively protected remote devices and the count of daily authentications to apps has increased 2x since the world first began its shift to hybrid work as the Whilenorms.these

In my mind, all four of these categories are critical to hybrid work success. But the study revealed other ways in which organizations are lagging in these categories. For example, only 9 percent of organizations have declared and deployed a long-term, company-wide hybrid-work policy, and 62 percent of organizations are still at the earliest stages of transforming their people and culture for hybrid work.

Talent Management Excellence presented by HR.com SEPTEMBER 2022 39 Submit Your Articles

But what of the benefits? For our survey respondents, improving productivity (48 percent) was viewed as the top concern. This was followed by business agility (39 percent), improved partner and customer engagement (39 percent) and improved employee engagement (36 percent). As organizations progress along the maturity curve, the benefits only increase. For example, Hybrid Work Innovators reported that their ability to attract and retain top talent and improve regulatory compliance also improved.

Global Hybrid Work Index

What did we find? For starters, it revealed much about what I strongly believe should be a core concern for every organization: the well-being of employees. Seventy-three percent of global hybrid workers are happier and more motivated in their roles through the ability to work wherever they choose, and 61 percent

said their relationships with teammates have become stronger. Can’t say I’m surprised to share there was also strong evidence supporting the connection between hybrid work and talent retention.

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opportunity to speak with several healthcare executives during a panel webinar: Jarret Houser, RN, BSN, Chief Operating Officer at Cascade Living Group; Rina Bansal, MD, MBA, Senior Vice President of Inova Health System; Wendy Armendariz, MBA, Chief Executive Officer of Neighborhood Outreach Access to Health (NOAH); and Janell Pittman, MBA, Vice President of Marketing and Digital Strategy Officer of MercyOne.

Centering the Patient Experience

Since the onset of the Covid-19 pandemic, the healthcare industry has faced an unprecedented shortage of nurses. With many leaving the field due to burnout, safety concerns, or low pay, retention issues run

While doing the right thing is a mantra we should all live by, it’s especially beneficial to patients on the receiving end of care.

In organizations where operations run smoothly and culture is a priority, employees are retained more easily and for longer periods of time. When retention rates are high, deep experience and knowledge are also retained within the organization, leaving more time and opportunity to innovate.

During our conversation, we discussed the ways in which culture can help healthcare organizations work through their challenges. Here are the top three ways culture can help the healthcare industry, and how to build a culture that helps you reach your goals.

“‘Do the right thing;’ it drives our culture,” says Houser, referring to his organization’s unwritten mantra. “If we do the right thing on a daily basis…ultimately we take care of our business.” For Cascade Living Group, that can mean sometimes writing off bills for patients who can’t afford care otherwise, but don’t qualify for government assistance. “Is it the right business decision? We’d probably say no…But it’s the right thing to do. It’s what our culture is about, and it’s the example we want to set.”

Top Three Ways Culture Can Help The Healthcare Industry

is top of mind for these organizations lately, they still faced multiple and varied challenges

Whiledeep.attrition

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Fostering Innovation

Drive retention and results while delivering a better patient experience

By Dustin Staley, Culture Partners

Ipre-pandemic.recentlyhadthe

as any healthcare profession, empathy and culture go hand-in-hand. His organization, Cascade Living Group, supports senior living, and he believes that the patient always comes first.

Jarret Houser places his whole focus on the patients he and his team care for. In a human-centric role, such

“Culture can play an incredibly important role in setting you up to succeed when it comes to innovation,” says Pittman. “If you haven’t set up –intentionally – a culture for innovation, the likelihood that it succeeds is diminished.”

Throughout my 10 years at Culture Partners, I have leveraged The Results Pyramid to help clients build trust within their organizations. The Results Pyramid

As one of the initiatives that her organization, MercyOne, was targeting, innovation played a huge role in the desire for a culture shift. During meetings, wins and successes were always a topic of conversation, until one provider asked, “‘if we say we want to be innovative, why are we only talking about successes during these meetings?’” Pittman recalls. She acknowledges that only celebrating what is done right, rather than discussing and learning from mistakes, paves the way for a culture of “we’ve always done it this way” to flourish once again, limiting the possibility of innovation. Without progress and new processes, organizations become stuck and are unable to embrace upward mobility, thereby hindering the higher levels of care patients have come to expect.

explains how experiences shape our beliefs, which drive actions and results. In order to influence new, positive beliefs, you must first intentionally create new, positive experiences.

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Being intentional about the experiences you create, and being willing to recreate experiences that may have been negative for the person on the receiving end, helps build trust within your organization. While culture is the binding ingredient in any organization, when done right, trust is one of the results, which perpetuates more positivity within the organization.

But what about the experiences you unintentionally create that can have a negative impact? Armendariz relies on “lots of self reflection” when bringing her authentic self to work and learning from the experiences she creates, whether intentional or not. She recounts a situation with her staff where there was confusion around a directive she had given. “I thought I shared this message really clearly,” she remembers. “I gave my team an experience that wasn’t intentional that way, and now I have to go back and give them a different experience and make it more relatable. And that vulnerability as a leader with a team also builds that trust, that lasting relationship with our teams.”

Building Trust Through Experiences

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To shift your organization from its current state, you must make changes. This can often mean being mindful about creating new experiences for your people. Many healthcare organizations are having difficulty retaining their top talent, citing reasons such as feeling burned out, not feeling appreciated by leadership, and being overworked. One way to combat these negative experiences is to focus on recognition.

only receive recognition a few times a year are more likely to be disengaged. Regularly taking time to recognize team members formally and publicly is a good retention strategy that also serves to increase employee engagement.

Employees who are consistently recognized for a job well-done are more likely to stay in their roles for longer periods of time. Conversely, those who

Dr. Bansal believes that the number one way to ensure a lasting culture change is for leaders to model the culture they wish to see. “If you see something happening that is contrary to your culture, instead of just letting that slide by, you have to acknowledge it,” says Dr. Bansal. “If you’re going to create a true shift in your culture, you have to recognize what is not consistent with your culture and shift that mindset.”

Dustin Staley is the Managing Director of Healthcare at Culture Partners. Would you like to comment?

Thriving in healthcare isn’t dependent on whether or not you achieve your results – it’s dependent on how well your teams acclimate, perform, and understand how their roles relate to the overall success of the organization. Your teams are ultimately the ones who will lead you to the results you need to achieve, so make sure you’re supporting them by building the best culture you can.

Creating Intentional Culture Change

Top Three Ways Culture Can Help The Healthcare Industry

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With one click, customers can buy just about anything, and paying bills has never been easier through apps

Despite the increasingly ubiquitous nature of business being conducted via our mobile devices, many people still prefer in-person experiences for everything from shopping to banking.

and online payment portals. When they make the conscious effort to leave their home and experience physical space, their expectation of service and convenience is much higher than it was just three years ago.

Should HR Managers Care About Virtual Queuing?

By Katia Colwell, Qtrac by Lavi Industries

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Virtual Queue Management can reduce employee stress

● The software acts as a triage of sorts, directing customers to the right department and personnel for their needs.

From a management perspective, virtual queue solutions monitor customer wait times and the amount of time it takes to complete a customer transaction. If there are processes or procedures for which employees need more training to improve efficiency, supervisors can provide those opportunities. Likewise, you can more easily identify workers who go above and beyond and recognize them for a job well done.

Since the beginning of the coronavirus pandemic, staffing shortages have become the rule rather than the exception in almost every industry. As a result, employees can experience high degrees of stress during peak demand periods. Digital queue solutions help you better manage your staff with the remote check-in feature and a centralized dashboard with real-time data.

● Customers who experience shorter and/or more pleasant waits treat your workers better and take less time to complete their transactions.

What is Virtual Queue Management?

For your employees, having customers check in before they make their way to your location has a number of benefits:

● Workers understand what individuals need before their service time so they can deliver more personalized and efficient service once the customer is in front of them.

Talent Management Excellence presented by HR.com SEPTEMBER 2022 48 Submit Your Articles Should HR Managers Care About Virtual Queuing?

● Instead of managing in-person queues, your employees can spend more time on missioncritical tasks.

Emerging technologies like digital queuing help you create positive experiences for your employees that directly impact your customers. Buyers receive great customer service and you set up your workers to succeed.

Virtual Queue Management Can Reduce Employee Stress

Anytime people have to wait in line for service, they’re in a queue, and the way in which customers move through the line is queue management. Virtual queue management, then, uses the power of technology to construct a “line” in which customers still wait for service but are able to check in remotely and have the freedom to wait anywhere.

When customers check in via their phone, tablet, or computer, the software leads them through a series of questions and funnels them to the most appropriate department or associate so your staff understands what individuals need. More importantly, your employees also know what’s expected of them before an individual is standing in front of them.

Queue solutions should never follow a “one size fits all” strategy. Digital queue management that adapts to your business gives you the flexibility and the freedom to design a system that works for the unique needs of your business—including your employees and your customers.

Katia Colwell serves as a Customer Success Manager with Qtrac . Katia began her career as a Human Resources professional in the banking industry, providing her a wealth of experience in financial compliance, personnel onboarding, people management, and business communications. As a Customer Success Manager, Katia’s focus is on maximizing the utilization of the Qtrac platform, while ensuring customer satisfaction and retention. Would you like to comment?

Employees Will Feel Empowered

aren’t tethered to waiting at a specific location are happier. They complete their transactions quickly and are more likely to provide a sincere “thank you” to the worker(s) who helped them as well as a good review for your business.

When someone checks into your business, the software tells your staff when that customer is due to arrive, what they need, and if they require any special considerations. Through a centralized dashboard, management can monitor how many people will visit at any given time and determine how best to position employees to meet demand.

Virtual queue solutions influence customer behavior, which has a positive impact on employee morale. Customers who experience shorter wait times and

Should HR Managers Care About Virtual Queuing?

Digital queuing makes life easier for your customers and your employees. Buyers are happier because they can check in remotely, wait wherever they feel most comfortable, and experience shorter wait times. The software gathers certain information at the time they check in, so your workers are prepared and can offer more personalized service. They’re more focused and productive, even during periods of heavy traffic, and are more likely to feel better about their jobs.

Virtual queuing provides consistent opportunities for your workers to deliver great service to each and every customer they encounter.

Team members who are less stressed because they understand their job responsibilities and can fulfill them consistently with a high level of competence and confidence—validated in part by customer “thank you”s—report greater rates of job satisfaction. Workers who are happy at work are also more productive and typically have lower rates of absenteeism and turnover. The lower the rate of employee attrition, the less your organization spends to attract and train new employees.

You Can Reduce Employee Turnover

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Remote check-in and the ability to wait anywhere reduce the number of customers waiting for service. Employees can better focus on the person in front of them instead of worrying about everyone else in line. Your workers will feel productive even when they’re busy instead of feeling overwhelmed by the crush of people who need them.

If a customer has special needs that require their visit to be prioritized, for example, your workers will know ahead of time. Making the necessary arrangements as a proactive step prepares employees so they’re comfortable and confident in their ability to appropriately and efficiently deliver service.

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123

Industry benchmark, held by

Based on a survey by LANDED

etting a qualified candidate to find your job listing, apply, and make it to an interview is an excellent start. But how do you close the deal? When so many restaurants, stores, and hotels are

hiring, how do you convince a job applicant to choose your company over another one?

A 2022 survey by LANDED explored just that. More than

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1,000 hourly workers were asked what makes them most likely to say yes to a job offer. Here’s what they said they value the most.

By Vivian Wang, LANDED

Three Things That Persuade Blue-Collar Workers To Say Yes To A Job Offer

Today’s world is increasingly complex, and job applicants know it. They hope to work for an employer who will understand that they have lives and obligations outside of work—elderly parents, the occasional illness, and kids who need to be picked up before daycare closes.

in a tough market. Most signing bonuses for blue-collar workers start at $250 or $500 and then rise to $1,000 to $1,500 or more.

Well, the LANDED survey also found that 70% of blue-collar workers have at least once applied for a job and never heard back from the employer at all. In other words, most blue-collar workers have invested time and energy into the job search process—and then gotten ghosted.

Sometimes called a sign-on bonus or a hiring bonus, a signing bonus is a way of attracting top talent

Would you like to comment?

Sitting just behind flexible scheduling was a signing bonus. 59% of survey respondents listed this option in their top three.

Put the job offer out there, but keep the pressure low. Give the candidate some time to think and discuss with his or her family.

“Yes” Is More

A hiring bonus is sometimes paid out all at once, and sometimes is paid out in intervals over the first few months of employment.

2. Signing Bonus

Many employers are using tech tools that help employees self-schedule or swap shifts last minute. Some companies offer split shifts, giving workers a wide window of open daytime hours, or they adjust scheduling to allow employees to work a full-time schedule over four days instead of five.

1. Flexible Scheduling

What makes a right-here, right-now offer so enticing?

An on-the-spot job offer says, “Hey, we like you. This is for real. Let’s do this.”

Sourcing and interviewing the best candidates takes you most of the way there. Then think about what workers are looking for in a right-fit company. With a thoughtful, well-timed job offer, you’ll hear more acceptances and fill more openings, keeping your company running smoothly.

Vivian Wang is the Founder & CEO of LANDED. She and the LANDED team are building the fastest way for the 90M hourly workers in the US to land jobs at essential restaurant and hospitality like Panera, Cava, Chick-fil-A & more. After graduating from Princeton University’s School of Public and International Affairs, Vivian worked in roles ranging from advising European central banks on financial markets strategy at BlackRock and launching the Asia & EMEA markets at real estate tech company, Matterport (NASDAQ: MTTR), to leading special projects for the C-suite at Gap, Inc., owner of Gap, Old Navy, Banana Republic, Athleta, and Intermix.

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3. On-the-Spot Job Offer

Either way, the goal is to get the worker in the door. Then the new employee will see all of the other things that make the company a great place to work: top-notch culture and supportive managerial staff, for example.

Finally, 45% of respondents listed an on-the-spot job offer in their top three reasons for saying yes to a job offer.

First, in the top spot, was flexible scheduling—with 67% of respondents listing this option in their top three things that might get them to say yes to a job offer.

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