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H R BULLETIN VOLUME 98
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H U M A N E - R | V O L U M E 98
HR BULLETIN
Managers of remote/hybrid teams invest in workplace culture to increase productivity More than 62% of managers invest an average of $51-100 per employee, per month in workplace culture, and receive returns in increased productivity, staff engagement, and retention, reveals a new study. More than half (53%) of managers of remote and hybrid teams are investing in workplace culture due to the pandemic and reaping the rewards in productivity, staff engagement, and improved retention, reveals a recent study by SaaSbased global employment partner Omnipresent and Remote Social, whose engagement platform offers a variety of ways for teams to connect and strengthen culture and well-being. The report, How managers are investing in remote and hybrid team success, reveals that productivity, work-life balance and communication are all common pain points for managers, but managers see tangible benefits from their investments in their teams.
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H U M A N E - R | V O L U M E 98
More than 62% of managers claim they have seen the most benefit in productivity and profitability, and invest an average of US$51-100 per employee, per month in workplace culture. These teams are also benefiting from a good work-life balance (52%) and half of the teams (50%) have seen improved internal communication. Communication and collaboration continue to be pain points Both hybrid and fully remote teams, however, are struggling in some key areas. Even if they have seen improvements in workplace culture, 70% of fully remote workers and 57% of hybrid workers claim they lack work communication and collaboration opportunities, or tools to do their work effectively. The report highlights how workplace communication and collaboration require consistent strategy development. “For remote and hybrid organisations, intentionality is key when strengthening company culture and giving purpose to employees to help drive their daily decision-making. Employers must be deliberate in how and what they communicate with staff, while also delivering the tools and opportunities staff need to feel part of a team and work toward a shared goal,” says Kate Gray, head of people and talent at Omnipresent. “While strong intent is key, it’s not simply a case of spending more on generic workplace strategies or practices that were once implemented on-site. Cultural strategies should be tailored to teams’ specific needs. Hybrid team managers in particular need to be thinking about challenges that are inclusive of both their on-site and off-site employees and consider how logistical elements - like benefits, resources, and equipment - may need to differ as a result.” Correlation between increased budgets on culture and collaboration Employers recognise the correlation between increased budgets and spending on culture and collaboration. Forty-nine percent of managers investing more in workplace culture said COVID had a positive impact on collaboration. Managers investing more in workplace culture for their remote and hybrid teams are more intentional in their approach as a whole leading to improved overall communication and collaboration. While many global managers fear that remote and hybrid work prevents camaraderie among team members, compared to on-site team benefits, the report shows that it does not automatically lead to a breakdown in personal connections. Investing in an inclusive workplace environment for on-site, remote and hybrid teams helps employees feel like they are all part of the same company ecosystem. “Fostering effective communication, and social interactions are vital to building a successful and productive team culture. The challenge remains in creating a culture that’s inclusive in how it supports both on-site and remote staff. Managers now need to be conscious of creating a workplace environment that doesn’t simply emulate the physical office; it’s essential to ask employees directly what they would find most useful and build your strategy from there,” says Mike Fitzbaxter, co-founder at Remote Social. “Ultimately, remote and on-site workplaces are different environments, but they’re part of the same ecosystem. By intentionally supporting employees regardless of their location, a business can benefit from a truly innovative and thriving workplace culture.” The report includes responses from 1,192 HR managers and company leaders from the UK, Australia, USA and Canada.
Read more at: https://www.peoplematters.in/news/employeerelations/managers-of-remotehybrid-teams-invest-in-workplace-culture-toincrease-productivity-34107?media_type=news&subcat=employeeengagement&title=managers-of-remotehybrid-teams-invest-in-workplaceculture-to-increase-productivity&id=34107
H U M A N E - R | V O L U M E 98
You Call, I Quit: Gen Z, millennials could leave if asked to return to office As most business owners expect their workforces to be full-time in-person next year, 1-in-3 are worried about the impacts announcing their return-to-office decisions could have on retention, says a report. Two years after the pandemic's onset, in-office work is slowly picking up. Today, half of business owners and employees say they're working full-time in person compared to just 35% at the height of COVID. On the other hand, this does not reveal if all the employees are satisfied with the conditions of work, and what the employers' concerns are. A new survey from US-based insurance and financial services company Nationwide revealed that as most business owners expect to be working in person full-time a year from now – 1-in-3 owners are nervous about announcing their company's return-to-office decisions and the impact it could have on retention. Flexibility is particularly important to younger workers as 62% of Gen Z employees and 51% of millennial employees would consider leaving based solely on their employer's return-to-work plans, according to the study. The good news for business owners – most employees (62%) wouldn't consider leaving based solely on their employer's plans. "For some workers, the ideal environment is in the office while for others, it's virtual. There are also many who want a combination of the two," said Nationwide chief human resources officer Vinita Clements. "At Nationwide, we believe it's most important to focus on our culture and provide the type of flexibility that allows professionals to be their most productive, creative, and collaborative from wherever they work.“…
Read more at: https://www.peoplematters.in/article/employee-engagement/youcall-i-quit-gen-z-millennials-could-leave-if-asked-to-return-to-office34106?media_type=article&subcat=talent-management&title=you-call-i-quitgen-z-millennials-could-leave-if-asked-to-return-to-office&id=34106
H U M A N E - R | V O L U M E 98
Six ways to enable today’s leaders to succeed Employees’ priorities have changed considerably as they emerge from a debilitating pandemic. Leaders need to figure out what they are, and respond accordingly. They need to understand what drives them, and restate organisational mission to build a better connection with their employees. Today’s leaders have their work cut out for them: sourcing quality talent, dealing with a rapidly-evolving work landscape, managing a hybrid workforce, and dealing with near-constant disruption. It can be tough to know where to start. Yet, the most savvy among us recognise that this complexity requires that we always stay one step ahead. There are a few key considerations and factors that must be taken into account when setting the foundation for success. Managing Both Internal and External Workforce Participants According to the recent findings from the Deloitte/MIT 2022 Future of the Workforce Global Executive Study and Research Project, 74% of leaders and managers say that effective management of external contributors, such as freelancers, contract workers, and app developers, is critical to their organisation's success. As a result of Covid-19, more and more highly-skilled professionals are going freelance. Whether through gig, contract or contingent work, there’s no doubt these offer a promising people solution. But managing both internal and external contributors requires a particular set of skills, particularly in a hybrid setting. Building an Increased Connection to Mission, Purpose and Values There’s no doubt that communities have evolved as a result of the disruptions over the past two years. People want to do work that matters...
Read more at: https://www.peoplematters.in/article/leadership/six-ways-toenable-todays-leaders-to-succeed-34083
H U M A N E - R | V O L U M E 98
Fostering individual intrapreneurial behavior within the organisation The answers to surviving in today’s dynamic and competitive environments are adaptability, creativity, risk-taking abilities, proactivity, and innovativeness - in short: Intrapreneurship. To operate in today’s VUCA environment is challenging for businesses and to maintain a competitive edge they need profound and rapid changes. There are several examples where organisations have ruled the market due to their innovations, but lost it due to attention. An example is Nokia- a Finland firm established in 1865- moved from producing paper to tires and gum-boots and then to mobile phones. It led the cell phone revolution and within no time became one of the best known and highest valued brands around the globe. While Nokia's rise to the top was quick, the reverse was similar too. Nokia's fast development had resulted in a loss of flexibility and intrapreneurship. And in 2013, it all culminated in the sale of its mobile phone business to Microsoft. The probable answers to surviving in today’s dynamic and competitive environments are adaptability, creativity, risktaking abilities, proactivity, and innovativeness - in short: Intrapreneurship. Intrapreneurship is nothing but behaving like an ‘entrepreneur’ within an established company. Below I discuss some ways to foster individual intrapreneurship behaviour within organisations. Developing a good fit between existing systems and targeted ones by building capabilities New systems within organisations usually work in highly ambiguous environments, with limited visibility to the alternatives and outcomes, leading to many possible directions and evolutionary paths. Such situations call for risktaking behavior that require resources…
Read more at: https://www.peoplematters.in/article/leadership/fosteringindividual-intrapreneurial-behavior-within-organisation-34060
H U M A N E - R | V O L U M E 98
Bridging the skill gap: How can organisations hire job-ready professionals? Sourcing high-impact, highly skilled professionals is a challenge businesses must overcome to pave their growth journeys. Here’s how Sunstone brings you the talent you seek. Today’s talent landscape has become even more competitive, with businesses looking for highly skilled professionals ready to work from day one. However, the fundamental challenge that remains in sustaining the talent pipeline is finding these very skilled, job-ready candidates. Although the Indian economy has witnessed remarkable growth in the first quarter of the year, 56% of recruiters believe there is a shortage of skilled and experienced candidates, while another 49% must overcome the hurdle of inflated salary expectations because of the inflated talent market. Additionally, 83.5% have reported that the average time to fill open positions has increased significantly, leading to longer recruitment cycles. An increase in turn-around time inevitably results in decreased organisational productivity and high hiring costs. To keep pace in today’s dynamic business landscape, organisations must continuously invest in talent and revisit hiring practices. The skill gap is the primary problem, with the demand for digital skills rising. As per the report released by Amazon Web Services, professionals requiring digital skills for their jobs are projected to increase by 27.3 million. So how do we find highly skilled professionals ready to work from day one? Campuses are leading the way for skill-building As a result of the rise in fresher hiring, campuses today are up-to-date with the current skill demand as a result of the rapid digitisation of businesses.Accordingly, the curriculum has to be designed keeping in mind the technology solutions and job profiles in demand. Some of them are in fields such as Business Analytics, Blockchain, Cloud Computing, AI and Machine Learning, Digital Marketing and Full Stack Development, to name a few…
Read more at: https://www.peoplematters.in/article/recruitment/bridgingthe-skill-gap-how-can-organisations-hire-job-ready-professionals-34086