IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 72
humane.r@iimrohtak.ac.in
H U M A N E - R | V O L U M E 72
HR BULLETIN
Well-being initiatives that come from the CEO’s office work best Building a culture of ‘thriving well-being’ involves much more than a wellness program, says bestselling author Dr Jim Harter. In this exclusive interview, he walks us through the current corporate benefits landscape and why some initiatives fail. Jim Harter, PhD, is Chief Scientist for Gallup's workplace management and well-being practices. He is co-author of the Wall Street Journal bestseller, Wellbeing at Work, released in 2021, a book that explores how to build resilient and thriving teams in organisations. He is also co-author of the No. 1 Wall Street Journal and Washington Post bestseller, It’s the Manager, released in 2019, as well as the New York Times bestseller 12: The Elements of Great Managing, an exploration of the 12 crucial elements for creating and harnessing employee engagement.
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Dr Harter's book, the New York Times and Wall Street Journal bestseller, Wellbeing: The Five Essential Elements, is based on a global study of what differentiates people who are thriving, from those who are not. His research is featured in First, Break All the Rules, and he contributed the foreword to Gallup's updated edition of this groundbreaking bestseller. How do you see the current corporate benefits landscape? How is it transforming? Globally, workers report higher rates of stress, worry, and anger and these numbers have been climbing for a decade. In the US, burnout has been on the rise. Prior to COVID-19, the most requested perk or benefit was “flex-time.” Now, for those with remote-ready jobs, after experiencing new ways of working, three in 10 employees prefer a fully remote job and five in 10 prefer a hybrid job that includes some remote work. When employee work preferences don’t match employer expectations, employee burnout and intentions to quit are substantially higher. Where people work has become such an important consideration that geographic relocation is now – for the first time – listed as one of the top reasons for changing jobs, right behind career advancement and pay. What do you think are the top reasons well-being initiatives fail despite sizable investments that organisations make? How can they revert it? Well-being initiatives have often been contained in “wellness programs” that most large employers like to promote as offerings, even though few employees participate. Those employers basically treat it as a box to check. However, building a culture of thriving well-being involves much more than a program. A culture must be initiated by an organisation’s leaders and lived through its managers. Here are some criteria for creating a culture that is resilient and thriving: 1.Provide employees with a science-based organising structure for your benefits and well-being programs. Gallup research has found five elements of well-being that matter most: career, social, financial, physical, and community. 2.Equip managers to include well-being as part of performance management. Much of what impacts changes in well-being is individual and situational. 3.Managers are in the best position to know each person’s work and life situation. They can direct employees to the right resources to help them achieve their personal well-being goals in the five elements. 4.Develop a network of well-being coaches who collect and share best practices. Organisations need experts who can pull together and share the most accurate and useful advice. 5.Audit your practices and policies. Which practices and policies predict the highest rates of thriving, retention, and performance? How can organisations envision and incorporate design features and amenities into their workspaces to prompt well-being in a way that is embedded by design? The office features for which employees are most likely to change jobs include more flexible work time, more privacy when needed, more personal workspace, and comfortable temperature. Gallup has also found that office features related to employee engagement include the ability to see the outdoors, noise reduction, and ease of collaboration and movement. Flexible time and location are clearly the most sought-after work design elements. What should the role of CEOs and top leaders be when it comes to envisioning and implementing well-being initiatives? How should leaders devise strategies and plan for long-term holistic employee well-being and empathetic leadership? Well-being initiatives that come from the CEO’s office work best. Cultural change is an outcome of the expectations and messages that leaders convey, both through their words and actions. CEOs need to demonstrate that they are, themselves, committed to improving their own well-being. Too often, well-being, employee engagement, performance management, and learning/development exist in separate areas of an organisation and seem disconnected from the chief executive’s office...
Read more at: https://www.peoplematters.in/article/leadership/well-beinginitiatives-that-come-from-the-ceos-office-work-best-31724
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Work design for a healthy organization: A promising approach to worker well-being Recent times have made the functioning of the organizations around the globe more complex and intricate. Gone are the days when the scope of operating a business was majorly restricted to getting work done by employees as required. Modern-day companies are supposed to look after a lot more than just that additionally. The power that was primarily in the hands of the employer in older times have now been shifted to the employee’s attention. Now, not only the employees need to work to make the organization prosper, but the organization also needs to put in efforts to attract, nurture and retain a suitable high potential pool. Thus, in the present-day context, it is critical for the firms who are looking for harmony and prosperity, to formulate a plan in order to ensure the wellbeing of their workers. Some points that are needed to be taken into consideration so as to ensure employee mental health in these testing times are discussed belowExtending mental support- Ensuring prime mental health of all workers is critical to the overall productivity of the organization. Every firm must take into account the problems and feedback of their workers and strive to solve and utilize them in an efficient and timely manner. Transparent and effective channels must be clearly defined in a workplace for grievance redressal and feedback. Furthermore, physical illnesses and external stresses of workers must be accountable for formulating policies that might directly or indirectly impact worker’s health. Occasional retreats and recreational activities can also facilitate a worker's mood and mental well-being…
Read more at: https://www.peoplematters.in/article/strategic-hr/work-designfor-a-healthy-organization-a-promising-approach-to-worker-well-being-31739
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Want to run from a toxic workplace? These 4 tips will help you think straight If you’d like to avoid making emotional career decisions and attempt to exit your current toxic role and get into a position that meets your expectations, consider following the tips below. Do you hate the idea of getting up for work each day? The feeling of frustration, stress, and anger sets in as you get your shower, brush your teeth and get ready for another day at the same toxic place holding you back from pursuing your dreams. You’d love to quit the job and move on, but worry about how you’re going to afford to live without it. Instead, you continue to allow your mental and physical health to deteriorate by pushing yourself to stick with a job that doesn’t meet your needs or provide anything of value to you. No one should ever have to endure toxic work culture, but unfortunately, too many people put up with these uncomfortable and stressful situations because they have built their lifestyles around their current job. However, tolerating a job you hate for too long often causes individuals to end up in toxic workplaces that destroy their selfconfidence, self-esteem, and mental health. This perfect storm of events can have a detrimental impact on one’s ability to make intelligent career decisions. If you’d like to avoid making emotional career decisions and attempt to exit your current toxic role and get into a position that meets your expectations, consider following the tips below. These tips are summarized based on my personal experiences and interviews with ten working professionals in different fields, including IT, product, and finance companies. Decide what you’d like to do in your next role Finding a job you love means determining what you’d like to do in the following role that you’d have…
Read more at: https://www.peoplematters.in/article/strategic-hr/want-to-runfrom-a-toxic-workplace-these-4-tips-will-help-you-think-straight-31712
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53% students don’t have access to hiring kits: HirePro The study witnessed participation from 66 leaders in Human Resources and Talent Acquisition, and 5,787 students across the country graduating in 2021 and 2022. A recent study by HirePro, titled ‘Evolving Remote Campus Hiring Processes and Tools’, revealed that 59% of companies believe students are well-equipped with the necessary infrastructure to participate in virtual campus hiring. However, 53% of students do not have access to a broadband connection at home. One in every four students owns two of the following devices: a desktop/laptop, a smartphone, or a tablet. A little more than a third of students do not have access to a power backup. This makes it important for companies to ensure that their virtual hiring tools support process continuity by preserving interview/assessment progress and allowing students to resume the process from where it was halted. For campus recruitment, 95% of businesses rely on popular video conference tools rather than specific video interviewing software. When asked by employers to identify the areas that their hiring tool lacks, scheduling assessments and interviews came out on top (16%), followed by post-offer engagement, candidates' communication, identity verification, and dashboard (14%). In addition, roughly a third of businesses stated their virtual hiring toolkits don't have candidate impersonation detection skills, while another third was unsure. Their hiring toolbox detects impersonation, according to 40% of them…
Read more at: https://www.peoplematters.in/news/campus-recruitment/53students-dont-have-access-to-hiring-kits-hirepro-31460
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Winning on talent is critical for all functions which demands a recruiter mindset at an organisational level: L’Oréal’s Priya Pandit When it comes to diversity, our team members must be as diverse as the consumers we serve, which is why we are focused on recruiting diverse talent as well as fostering a culture of inclusion, shares Priya Pandit, Head of Talent Acquisition, Employer Branding and D, E & I, L’Oreal. Given how uncertain the world of people and work continues to be, building future ready, digitally empowered companies becomes a critical endeavour. This demands HR leaders to make a number of serious investments in the domain of talent acquisition, building an attractive employee brand as well as sustaining a learning culture within the organisation. In a recent interview with People Matters, Priya Pandit, Head of Talent Acquisition, Employer Branding and D, E & I, L’Oreal shared some key insights on L’Oreal borderless talent strategy, its commitment to encouraging diversity and inclusion within the company as well as its emphasis on building a learning culture to encourage capability building and to keep the job profiles of their employees in motion. A firm believer in building, not buying new talent, Priya’s goal is to determine and establish the ingredients for creating a successful approach to building talent at the world’s largest beauty company. Prior to joining L'Oréal in 2019, she was the head for leadership hiring and talent management across all businesses of RPG Group globally. She has led several HR and organization cases in the field of cultural change, employee communications, talent management and developed innovative global talent sourcing mechanisms. She also specializes in diagnosing people issues, advising solutions, managing stakeholder relationships…
Read more at: https://www.peoplematters.in/article/trainingdevelopment/winning-on-talent-is-critical-for-all-functions-which-demands-arecruiter-mindset-at-an-organisational-level-loreals-priya-pandit7 31722?media_type=article&subcat=talent-acquisition&title=winning-on-talent-is-