Future of Work by Mediaplanet_USA

A Mediaplanet Guide to Adapting Workplaces for the New Normal

Future of Work

Arianna Huffington The founder and CEO of Thrive Global and The Huffington Post shares tips for preventing burnout

See how OSHA is helping organizations limit the spread of COVID-19 The changes that must occur when employees return to in-person work

DECEMBER 2021 | FUTUREOFBUSINESSANDTECH.COM

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How OSHA Is Helping Spread Knowledge, Not Germs

Providing Cleanliness and Confidence as Offices Welcome Back Employees It’s more crucial than ever for organizations to provide clean, safe, and healthy environments for those returning to the workplace amid the COVID-19 pandemic. While many facility managers have increased the frequency of cleaning and disinfecting, meeting heightened expectations of cleanliness and reducing the spread of illness requires a thorough infectious disease outbreak prevention program. Managers need to ensure facilities are following best practices and policies for cleaning and disinfecting in the new normal. To determine where a facility can improve and set specific goals, begin with a risk assessment. Document all hazards and risks for pathogen spread in the facility, including high-traffic areas and high-touch surfaces. Consider the probability and severity of each risk to prioritize which should be addressed first, then implement procedures to address risks and regularly conduct follow-up assessments.

The COVID-19 pandemic has caused many offices to rethink and improve their hygiene and safety practices. The Office of Safety and Health Administration (OSHA) has continually provided guidance to ensure these improvements keep America’s workers safe. In July 2018, USA Today ran a story called “Most people don’t wash their hands correctly, USDA study finds.” The United States Department of Agriculture (USDA) survey determined that 97 percent of the time, people were not washing their hands correctly or for long enough. In 2020, The Healthy Hands Study reported an increasing awareness of hand hygiene and habit-forming practices, with 77 percent of respondents saying they wash their hands for at least 20 seconds. The Department of Labor is committed to protecting America’s workers during the pandemic, and OSHA has been working around the clock to that end. Since Feb. 1, OSHA inspections alone have helped to ensure more than 643,000 workers are protected against COVID-19. Since the beginning of the pandemic, the agency has provided extensive guidance to

Setting up employees for success While cleaning and disinfecting more frequently, cleaning staff need appropriate personal protective equipment (PPE) to protect against pathogen spread and chemical exposure. Essential PPE includes gloves, face masks, eye protection, and gowns. Eye protection and masks are especially important when using tools like electrostatic sprayers that spray disinfectants onto surfaces in droplet form. Cleaning and disinfecting are only effective with consistent training. Employees need training on effective chemical use and cleaning procedures, as well as hand hygiene. Staff should frequently wash their hands for 20 seconds with soap and water. Require workers to stay home if they are sick, and develop clear policies for reporting exposure to or symptoms of COVID-19. Patty Olinger, Executive Director, Global Biorisk Advisory Council, A Division of ISSA

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employers and workers on preventing exposure to COVID-19. OSHA emphasizes the importance of cleaning, disinfecting, sanitizing, and washing hands in many of its guidance materials, including in guidance for restaurants resuming dine-in services; janitorial cleaning services; manufacturing; meat, poultry, and seafood processing; and agriculture. The agency has also developed videos on handwashing practices to keep workers safe, using the right tools to keep workplaces clean, and good practices for delivery businesses, as well as a series of alerts providing guidance for protecting workers in various industries from exposure to the novel coronavirus. The best defense Proper hygiene protects workers from more than COVID-19. Good hygiene practices at work can help prevent colds, flu outbreaks, and even foodborne illnesses. Workers who simply wash their hands and follow proper hygiene practices are helping keep themselves and their coworkers safe from the spread of COVID-19 and other illnesses. Good hygiene and cleaning practices are particularly important now, given that it is flu season

and the number of COVID-19 cases are rising. Getting the flu shot helps reduce your chances of contracting the flu. Employees who stay home from work when they’re sick — and employers who allow staff to stay home when they’re sick — can play a major role in preventing the spread of disease. OSHA has numerous standards that protect workers from COVID-19, including standards on sanitation. OSHA’s sanitation standard requires lavatories to be equipped with running water, hand soap or similar cleansing agents, and hand towels or air blowers. OSHA continues to work with USDA, CDC, and federal partners across the government to provide the best information available to protect all of America’s workers. OSHA guidance and alerts provide clear information to help employers understand what they can do to protect workers from COVID-19 and other diseases. Much of this guidance is industry-specific and is available in multiple languages. Visit OSHA. gov to help spread knowledge, not germs. n Loren Sweatt, Principal Deputy Assistant Secretary of Labor, Occupational Safety and Health Administration (OSHA)

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Publisher Ellie Gouvia Business Developer Abraham Freedberg Managing Director Luciana Olson Lead Designer Tiffany Pryor Designer Keziah Makoundou Lead Editor Mina Fanous Copy Editor Dustin Brennan Director of Content and Production Jordan Hernandez Cover Photo Thrive Global All photos are credited to Getty Images unless otherwise specified. This section was created by Mediaplanet and did not involve USA Today.

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CLEANING FOR CONFIDENCE Key considerations for inspiring confidence in the cleanliness of your facilities

Re-examine and simplify staff training

Use multi-purpose disinfectants with quick contact times and flexible application methods that can help save time.

Reinforce and supplement staff training with flexible online, on-demand resources along with on-site training when needed.

Seek out innovative cleaning solutions to add efficiency

Follow proper processes and cleaning protocols

2 in 3 consumers say they want businesses to “prove” their commitment to health and safety through an independent audit of cleaning and disinfecting practices.

Verify cleaning staff follows directions for use, including contact times and using products on surfaces for which they were formulated to achieve cleaning effectiveness.

Promote

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How Organizations Can Support Employees During a Challenging Time Jen Arnold, M.S., RD/LDN, is the owner and founder of Redesigning Wellness, which aims to change the way workplaces approach wellness programs to address the whole employee. We asked her about the challenges businesses are still facing as a result of the COVID-19 pandemic, as well as the keys to managing stress and promoting well-being. What advice do you have for business leaders about being resilient after having run a business during the COVID-19 pandemic? Business leaders have been remarkably resilient as they navigated through the uncertainty, business impact, and stress of the COVID-19 pandemic. Now, as business leaders do, they want to move past it and look forward. Especially at this time of year, everyone is focused on 2022. I recommend business leaders take some time to look back at what they’ve accomplished in an unusually long period of crisis. Take stock of the many challenges you’ve faced and how you’ve navigated those challenges. What went well? What didn’t, and how can you learn from it? How can you leverage everything you learned for future business operations? How do you see the workforce changing as employers transition workers back into the office? If employers adopt and support the ability to work remotely, there will be less need for big offices or office space. Employees will be able to work in more flexible settings, whether that’s at home, a coffee shop, or in an RV. What I’d love to see is more employers truly embracing location independence, where workers can work from anywhere (and not get a pay reduction because of where they live). Not only will employers save on office space if they embrace remote work, they can access a larger talent pool: stay-athome moms who want to work but don’t want to come into an office, spouses of military personnel who have to be in certain locations, and retirees who may want part-time work, for example.

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How to Maintain a Healthy Office During and Beyond COVID-19 Here are some practical steps leaders can take to help mitigate risk and prioritize the health of all employees during the COVID-19 pandemic and well into the future. acility leaders across the world are banding together to meet the COVID-19 crisis by supporting healthy people with healthy buildings. In offices, facility managers (FMs) and other workplace leaders are tasked with delivering a workplace that champions safety, health, and well-being. At the same time, the pandemic is proving that work-from-home will remain in some capacity, though the office is also taking on renewed importance. According to recent JLL research, many people want to continue working from home post-crisis — the majority at least two days per week. However, 74 percent want to still have access to the office to collaborate, problem-solve, and socialize. It seems months of isolation have cast a new light on the value of in-person, human engagement and the way the office can foster connection, community, and collective experience. With thoughtful FM strategy, we can create an office that’s safe, inviting, and productive for all. Office safety measures Different states are approaching reopening, or shutting down again, in different ways. Wherever you are located, the following

tactics can help curb the spread of disease in the office: 1. A djust physical space to support social distancing. In a typical office, this might mean spacing workstations out at least 6 feet apart, and removing desks and chairs to maintain a safe distance while working. Setting up clear plexiglass barriers between workstations may also be a good safety measure where applicable. 2. Provide alternatives to hightouch, shared-use items. Examples include replacing coffee pots with single-serve options and offering bottled water in lieu of water fountains. 3. Empower wellness through clear communication. Use signage in lobbies, conference rooms, and elevator banks to remind people to maintain social distance and wash their hands. Some of these efforts can fuel general wellness initiatives, too. For example, to reduce crowding in an elevator, urge folks to take the stairs if possible and get the health benefits of moving more. 4. Adjust employee schedules to avert crowding. Many organizations are bringing teams

back in a phased approach or arranging rotational scheduling to avoid crowding. A variety of workplace apps can help coordinate such efforts by, for example, designating time slots for when to come and go. 5. Enhance cleaning and HVAC protocol. Assess HVAC functionality, buckle down on janitorial procedures, and make personal protective equipment available throughout the office. Make sure cleaning becomes a visible part of office activities so everyone can see how things are being sanitized, by whom, and how frequently. As companies navigate the next normal, facility leaders will play an important role in not just keeping the lights on, but in giving employees a safe, healthy, vibrant, and collaborative workplace. There is no time like the present to embrace new mindsets and set new standards, helping reimagine the future workplace for the collective better. n

Peter Ankerstjerne, Chairman of the Board of Directors, International Facility Management Association (IFMA)

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mployees now expect more of their employers regarding health and safety at work. More than 3 in 5 pre-COVID office workers said they would seek another job if their employer did not implement sufficient infection prevention protocols at the office. Furthermore, 91 percent of employees now hold employers responsible for ensuring their safety from infectious illnesses in the workplace. Employee and employer expectations regarding time in the office also differ. Most executives expect employees to be on site one to four days per week. However, employees want to work from home an average of 2.5 days per week. Despite these disparate expectations, in-person work has clear benefits. Researchers examined inputs from Microsoft employees and found that the 2020 shift to remote work caused more siloed, static collaboration networks, impeding knowledge transfer and reducing output quality. Another survey found that 39 percent of employees struggled to maintain relationships with colleagues during remote work. Doubts remain Yet even with these realities, concerns about safety overshadow the transition back to in-person, collaborative work: 45 percent of employees who have returned to the office have expressed significant concern about their safety due to COVID-19. When asked about safety interventions, 62 percent of respondents said improved air filtration could decrease the stress of returning to work. This

What Will Set Companies Apart as Work Returns to the Office?

COVID has accelerated significant changes and made returning to work a moving target for employers and employees. desired intervention shows employers who reimagine their workplaces to prioritize human health will gain competitive advantages, including employee peace of mind; fewer sick days; improved productivity; and increased employee engagement. One research team found that for each two-fold increase in ventilation rate, performance improved by 1.7 percent. Dr. Joseph Allen of Harvard University recently highlighted the importance of ventilation, observing, “I don’t think business people realize the power of buildings to not only keep people safe from disease, but to lead to better performance.”

Healthy buildings Dr. Allen and his team found that higher concentrations of particulate matter and CO2 in indoor air were associated with slower response times and fewer correct responses per minute for 8 out of 10 test metrics. Dr. Allen’s team estimates that higher ventilation can amount to $6,500-$7,500 per person per year and boost productivity by 3 percent. In his book, “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity,” Dr. Allen estimates healthy-building investments can improve a company’s bottom line by nearly 12 percent. If companies invest in improving not just indoor air quality

(IAQ) but also overall indoor environmental quality (IEQ), the combined potential annual economic benefit could be approximately $20 billion. Investing in healthy buildings also increases buildings’ values. MIT’s Real Estate Innovation Lab says healthy buildings “transact between 4.4 and 7 percent more per square foot than their nearest non-certified neighboring peers.” Healthy buildings’ inherent value and the better outcomes they enable demonstrate that investing in healthy buildings yields significant ROI. Peace of mind As employers align returnto-work plans, they need lay-

ered strategies that include personal, administrative, and environmental controls. Personal controls like PPE, and administrative controls like physical distancing, vaccination, and testing policies are insufficient on their own; they are subject to human error and difficult to enforce. By contrast, environmental controls create safer indoor environments through air and surface disinfection without requiring human compliance. Employers seeking a successful return to work must develop long-term strategies focused on healthy indoor environments. These strategies will give employees the confidence to return to their office spaces — whenever and however that may occur. R-Zero’s continuous, autonomous disinfection ecosystem enables safer indoor environments by uniting UV disinfection and occupancy sensor technology. With R-Zero’s customizable solutions, employers can transform their workplaces into clinically clean shared spaces. When employers provide healthy workspaces, employees can enjoy peace of mind, fewer sick days, and increased productivity. Dr. Joseph Allen has noted, “Any building can be a healthy building” if employers are willing to make the investments now to enable future returns. Surely your most valuable assets — your employees — are worth that investment. Learn how R-Zero’s continuous, autonomous disinfection ecosystem can elevate your return-to-work strategy at www.rzero.com. n R-Zero This article has been paid for by R-Zero.

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Addressing America’s Employee Engagement and Well-Being Crisis Employee engagement in America is at a staggeringly low level, in large part due to the COVID-19 pandemic. Anyone who’s even so much as glanced at a newspaper recently knows America is experiencing a work crisis, or rather, several crises all at once. From the much-discussed labor shortage to the so-called “Great Resignation,” to staggeringly high levels of employee dissatisfaction, it’s clear workers in the United States are struggling to return to the office. For nearly two years, the American workplace has been in a state of flux thanks to the pandemic, as managers and employees try to balance remote work with topsy-turvy home lives. Laura Putnam, a leading expert on well-being at work and the author of “Workplace Wellness That Works,” explained that the mental health toll taken by the pandemic and social distancing protocols negatively impacted employee engagement. Putnam says that in her work with both large and small organizations across a wide range of industries, some employees found greater autonomy and freedom in remote work, while others suffered from extreme isolation. Working mothers in particular struggled to balance their jobs and childcare. “What became clear was that the measures we needed to take to protect our physical health — social distancing, wearing masks, working from home, and taking on additional caretaking roles — took a huge toll on our mental health and emotional well-being,” Putnam said. Overall, Putnam offers three suggestions to HR and business leaders who want to see their workers be more engaged at work: Recognize, discern, and step-up. “Recognize that the employee is in the driver’s seat. Workers are well aware that they can afford to be more selective, given the number of open positions,” she explained. “Therefore, employers need to discern what employees want: more meaning, more flexibility, more inclusivity, and more well-being.” Lynne Daggett

Rethinking Your Office When Returning to Work As employees slowly return to shared office spaces, space management, smart technologies that allow for contact tracing, and other office innovations will become critical in the wake of the pandemic. Michelle V. Reyman, AIA, LEED AP, associate and director of workplace strategy for FOX Architects, talks about the key tenets of space management and what office managers should consider when returning to physical workspaces. What is space management as it relates to returning to the office? Space management is understanding how the space will need to be utilized and adapting the office space to meet those requirements. At times, that adaptation may need to be rapid, as is the case with fluctuating jurisdictional requirements due to COVID-19 cases. We understand managing density equates to managing spread. When building a plan to bring staff back to the office, the first question to start with is “why?” Why are we asking them to come back to the office? What isn’t working now that we need to make an adjustment? How “why” is defined will inform the solutions that lead to the “what” and “how” of a management plan.

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What is the importance of developing a space management strategy before returning to the office after COVID-19? Real estate is expensive. After the cost of individual employees (e.g., salary, insurance, benefits), real estate tends to be the next highest cost an organization pays. For organizations to maximize their return on investment, they should look at their space as a tool for the betterment of their mission, vision, and/or growth. A comprehensive workplace strategy aligns the physical space to the mission of the organization, policy, culture, and management practices that will allow the space to function as a tool for the organization, ultimately helping to drive the organization forward. Returning to the office after COVID-19 can be viewed in the same lens of a holistic strategy. Start with the “why.” Why do we need physical space? Does it promote our culture? Does it facilitate collaboration? Do staff physically need to be in the space to do their work? Are there technology constraints that don’t allow them to work successfully in a remote scenario? Include your staff in the discussion. Engagement is critical in the development and execution of any strategy. Your staff knows what is

working and what is not working. They may be able to point out blind spots you didn’t know about. Some staff may have constraints that don’t allow them to come back, such as elder or childcare limits, fear of public transportation, health conditions that put them at higher risk of infection, and so forth. It’s important your staff members feel their concerns have been heard and that management is working to provide the safest environment that is feasible. Regardless of how physically safe you make the environment, if staff do not feel safe in the office, they will not be productive and engaged in the office. What are some key near-term workspace adaptations facility managers need to make in order to reopen safely? Once you have determined your reopening population size and requirements, the next step is to review your local jurisdictional regulations and health department requirements. Each state, county, and city will have varying restrictions that affect your occupant density, face coverings, entry procedures, and so forth. The CDC also has comprehensive reopening guidelines on their website to help organizations develop their own reopening plans. n

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Combatting the Stress and Burnout Epidemic in the Workplace

When I launched Thrive Global in November of 2016, the topics of stress, burnout, and employee well-being were still on the fringes of our conversations about work. As Thrive grew, so did awareness about employee well-being and resilience. More and more company leaders were in once we’d show them the science demonstrating a direct connection between well-being and productivity. Meanwhile, stories about stress and burnout steadily moved from the lifestyle section of newspapers to the business pages. In 2019, the World Health Organization declared burnout to be an “occupational phenomenon,” and added it to its international classification of diseases. As each year passed, more and more people became desperate to change the way they work and live. And then the pandemic hit. Suddenly stress and burnout moved to the center of our conversation, and employee

well-being quickly shot to the top of nearly every company’s agenda. The new normal Leaders now realize that employee well-being isn’t just something that’s nice to have — it’s an essential strategy for success. Companies are aware that human qualities like focus, empathy, collaboration, and resilience are critical to being able to thrive in times of uncertainty and disruption. But as the past year has shown us, we can’t access these qualities when we’re stressed or burned out. We can’t engage in strategic, long-range thinking when we’re just trying to make it through the day or the next hour. Now, as we are preparing for an uncertain hybrid future, it’s clear that employee well-being must be the foundation on which we build the workplace of the future. And what’s also clear is how limited and inadequate our pre-pandemic thinking about well-being was. Well-being is not a warmand-fuzzy perk. It’s not about Ping-Pong tables, in-house DJs, catered buffets, or healthy snacks in the common area, as valuable as those can be. It’s not something we give ourselves as a reward to make up for burning ourselves out.

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PHOTO: THRIVE GLOBAL

Arianna Huffington, founder and CEO of the Huffington Post and Thrive Global, talks about the events that moved workplace burnout and stress into the national consciousness, and how organizations can help their employees achieve a happy work-life balance.

Awareness to action At Thrive, we’ve built a metho dology using cutting-edge science and years of testing and iterating to crack the code on behavior change, moving people from awareness to action. Since we launched in 2016, we’ve helped employees at more than 100 organizations in over 40 countries boost both well-being and productivity with Thrive’s Microsteps; small, science-backed steps to help build healthy habits. And with the 2020 launch of our AI-powered behavior

change platform, we’ve been able to scale our impact dramatically, delivering our methodology — focused on Microsteps, storytelling, real-time stress interventions, and community — through best-in-class software to everyone from frontline and call center workers, to executives of multinational companies. With most companies moving to an ever-evolving hybrid model of work, we have a once-in-a-generation opportunity to redefine work and productivity — not going back to

the way things were, but shaping an employee experience that prioritizes human skills: empathy, resilience, collaboration, team building, and creativity. It’s clear that the workplace of the future is going to be defined by constant change. And it is equally clear that these qualities are what allow individuals and companies not just to navigate uncertainty and change, but to grow, get better, and thrive. n Arianna Huffington, Founder and CEO, Thrive Global and The Huffington Post

What advice would you give to employers thinking about returning to the workplace during the ongoing pandemic? Matt Branson: First, you need to understand what your employees care about, as well as your areas of risk. Poll employees to understand their concerns and perform a risk assessment to determine what mitigations you will take and how they will be communicated. Be prepared to respond as risk levels and local public health guidance change. Next, develop written guidance to help managers navigate issues like confirmed cases, contact tracing, and cleaning protocols. This shows that you understand the risks and have a plan if questions arise. Finally, use the information collected to develop a clear communication plan. Employees will have questions and want to know what is being done to help ensure a safer and healthier working environment. Be clear and concise, and use relevant data to help employees understand the “why” behind policies and protocols. Also use proper signage where appropriate to reinforce key messages and protective actions. Why is company culture so important for employee well-being? Arianna Huffington: It’s important because we now know an enormous amount about how stress and burnout affect us, both at home and at work. The science is clear that when we prioritize our well-being, we’re more creative, productive, and resilient, and we make better decisions. Well-being isn’t just a perk, it’s a competitive advantage. And there’s a direct connection between the health of a company’s bottom line, and the health and well-being of every company’s most important resource: its people. So in the same way well-being boosts our immune system, culture serves as a company’s immune system, giving it the resilience to meet inevitable challenges.

Prioritizing the Safety and Well-Being of Employees

AH: My turning point came in 2007 when I collapsed from exhaustion and broke my cheekbone. I had bought into the idea that burnout was just the price we have to pay for success, but I came to realize that that’s just a collective myth. So I learned everything I could about the connection between well-being and productivity, and I made a lot of changes to my life based on what I found out. I started getting more sleep. I started meditating again. And I became much more deliberate about building in time to recharge. How have you seen office health and safety initiatives evolve over the past year?

Matt Branson VP and General Manager, Facilities & Government, Ecolab

Arianna Huffington Founder, Thrive Global and The Huffington Post

Our panel of experts discusses how organizations promote the health, safety, and well-being of their employees as staff members return to in-person workspaces. What immediate steps should employers take to prepare their offices and buildings for a safer return to work? MB: I would suggest a complete review of risk-mitigation strategies with a focus on personnel guidance, air handling, water management, and hygiene. Draft communications with clear guidance on vaccination, mask, and

meeting protocols, taking risk assessment and employee concerns into account. Review your air handling procedures following ASHRAE and CDC guidance, and work with your HVAC partner to determine how you can mitigate risks. What made you realize your workplace burnout was beyond the point of comfort? What steps did you take to reduce your stressors?

MB: Over the past year, developments like the availability of vaccines, new information on the SARS CoV-2 virus from the CDC, and new variants have led to even more changes to health and safety initiatives. Companies have had to be agile and adjust accordingly to update or implement safeguards, such as masking and vaccine policies. While many things have changed in the past year, employees’ heightened awareness around health, cleanliness, and the spread of viruses (beyond just COVID-19) has remained, as has the need to conduct cleaning not only for appearance, but for health. How have you found success in your own workplace wellness initiatives? AH: In my own life, I’m more productive, more energized, and more present. And with Thrive Global, I very deliberately wanted to model the idea of a sustainable startup, proving that burnout isn’t necessary for success, even for a startup. We’re living out our principles and showing that not only can we have exponential growth and prioritize employee well-being, but that well-being, unplugging, and recharging are actually key to exponential growth. n

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The Essential Role of HR Technology Understanding talent needs is vital as organizations face a rapidly changing landscape. We are in unprecedented times. Talent is more essential for an organization’s success than it ever has been before. Economists are forecasting record-low unemployment rates by the end of 2022, which means it will be increasingly difficult for organizations to get and keep the talent they need. Human resources professionals can help meet these talent acquisition, development, and engagement challenges by mastering and applying tools, data, and technology that allow them to move swiftly and knowledgeably. Organizations today are confronted by a rapidly changing landscape. The talent lifecycle — acquisition, development, engagement, and retention — requires organizations to continuously evaluate and redefine what skills and knowledge are needed, and even where those skills and knowledge may be found. Rightsourcing — a new staffing concept — allows organizations to hire both full-time and contract employees, in many cases regardless of location. Using key technologies can help. Understanding where the talent you need is located is critical for organizations looking to hire. New “big data”

applications are emerging that allow organizations to specify needed skill sets and understand where the talent that possesses those skills is located (and the availability of that talent). Similar compensation data helps organizations assess the economic viability of full-time versus contract employment. Tech to the rescue In recent years, a plethora of technology and data applications focusing on the talent acquisition process have emerged. Artificial intelligence-powered resume-screening engines can be a godsend in assessing can-

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didate skill sets, particularly as today’s candidates are able to blanket employer application portals, resulting in hundreds or even thousands of resumes submitted for a single position. These technologies can help recruiters quickly zero in on the best fits for open positions in an environment where speed is essential. Markets, products and customer expectations are changing at a rapid pace, and technology can also help employers ensure a workforce has the necessary skills while also preparing for future needs. Automated employee skills inventories are becoming increasingly common. When

paired with strategic workforce forecasting of future skill needs, employers can use technology-driven and delivered learning engines that provide skill-based microlearning exactly where and when it’s needed. Retaining talent Talented team members stay with their organizations when they are engaged at work, and HR professionals are finding new technologies and tools that help employers deliver an exceptional employee experience. Flexible work-from-anywhere policies that accommodate employee needs or pref-

erences are enabled by robust hybrid and remote work technology platforms that allow employees to be productive regardless of location. Increasingly, organizations are relying on frequent employee pulse surveys to get a quick understanding of employee perspectives (particularly useful in volatile environments), and then rapidly assessing response data and acting where change is warranted. And for those employees who require specific accommodations to support their work, a wide variety of technology-based solutions can enable contributions from under-leveraged talent pools, which can expand the range of talent available to employers. These are just a few examples of the many ways tools and technology are changing the world of hiring and staffing, but all come with a caution: It’s not enough just to apply new tools to workforce challenges — organizations must also carefully assess workplace and workforce policies and processes, and ensure those policies and processes are appropriate for the new world of work. The new technologies and tools will be most effective on a foundation of sound business processes. n

Nick Schacht, SHRM-SCP, Chief Global Development Officer, SHRM (Society for Human Resource Management)

Creating a Bias-Free, FullCycle, Inclusive Recruiting Process From product development to brand management to customer experience, diversity is the future of business.

eep in mind that advanced technolog y is necessary for efficiency, communications, and high performance, but DEI (diversity, equity, and inclusion) serves as the glue that indicates value for employee and stakeholder groups. In other words, you can have advanced technology, but you may not have the right team in place to operate it, improve it, and customize the enduser experience. Therefore, we need employees to help us — not just different workers, but talented ones. This is where we make the distinction between conceptualizing the need for DEI and integrating it throughout the organization. The former is relatively easy to do. In fact, most American employers have made significant progress in hiring under-

represented workers due to compliance requirements and a fear of being sued. From a talent management perspective, diversity isn’t viewed as a solution; it is treated like a checkthe-box activity (i.e., “once we recruit and hire this worker, we’re finished”). This type of recruiting is less effective. Alternatively, European employers tend to take a research-based approach to the diversity talent management life cycle. This approach includes other activities like sourcing, onboarding, inclusion, engagement, development, promotion, and retention, and can reduce costs, stem turnover, inform strategy, and improve productivity and performance. In this sense, talent management is not a buzzword; it implies that you must manage diversity well and commit to a full cycle in inclusive recruiting.

Inclusive recruiting Inclusive recruiting is the process of connecting with, interviewing, and hiring talented individuals with different identities, backgrounds, lived experiences, and perspectives. This process should be intentional, intersectional, and consider more than just race and gender. Most importantly, how can you do it better? Start by expanding your sources. Make sure you work with credible external recruiting partners who role model the level of representation they claim they can recruit. If you need assistance, utilize your affinity groups — they can provide you and your partners with a viable list of potential sources for underrepresented talent. You also need to understand how bias influences decision-making. Bias can show up subtly when we seek talent from certain universities; or we identify a “profile of

success” that reflects previous employees who were favored; or we use algorithms to screen out candidates based on a degree, type of experience, or other characteristics. Bias ultimately determines who makes it as a finalist. Finally, connect recruiting efforts to broader work-life concerns. Times have changed and people no longer expect to stay with one employer forever. Figure out how to make the most out of a talented employee who may only stay with the company for anywhere from six months to two years. Also, create a wider range of flexible opportunities for people in various career stages. Ending bad practices Keep in mind that it is important to consider what more you can do as an employer to increase diversity, but it is just as essential to consider what you must stop doing. Companies

are funneling thousands — and often hundreds of thousands — of dollars into campaigns and partnerships meant to source and attract untapped talent, but employers are moving said talent through a bias-filled obstacle course that pushes them out of the hiring process. We need talented employees with diverse lived experiences and unique perspectives so we can have highly competitive teams in place to operate, improve, and customize our technology, products, and services. We can get there by effectuating inclusive recruiting practices that we can all implement and evaluate now, but if we really want this to work well, we cannot forget about the practices that we must also end. Good luck to you. n Leah Smiley, CDE, Founder and President, The Society for Diversity Inc.; Jenn Tardy, CDE, CEO, Jennifer Tardy Consulting LLC

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