Diversity & Inclusion

How to Build Psychological Safety in the Workplace

2025-02-04T16:32:04-05:00

Psychological safety is often misunderstood and undervalued in the workplace. When leaders cultivate a psychologically safe workplace, employees are more engaged and far more likely to bring forward game-changing ideas.

I once was in charge of running the social media channels for the company I worked for. When I shared a post to the company’s Instagram channel, one of my colleagues would often make a sarcastic remark or roll their eyes. They would comment on little details, from the choice of words to the choice of images.

Their constant criticism made me feel anxious and self-conscious about my work. I started questioning whether I was doing a good job. I second-guessed every post, trying to anticipate every possible criticism and making sure everything was perfect. I felt paralyzed by the fear of making a typo or facing more snide comments.

As these small criticisms accumulated, I increasingly felt like I couldn't take any risks or be creative in my work. I was so afraid of being criticized or judged that I started playing it safe, putting up bland and uninspired posts that wouldn't draw attention or invite any criticism. The more my psychological safety eroded, the more my work suffered.

What do we mean by psychological safety?

Psychological safety refers to the feeling of being able to speak up, take risks, and make mistakes without fear of negative consequences.

The term psychological safety was first coined by Amy Edmondson, a professor at Harvard Business School. She described it as “a shared belief held by members of a team that the team is safe for interpersonal risk-taking.”

In 1999, while studying the rate of mistakes made by medical teams, Edmondson found that the teams that made more mistakes performed better than teams that made fewer mistakes — or at least, that’s how it seemed at first. Rather, it was the teams that had a culture of openly admitting to making mistakes that had better outcomes. The other teams were making mistakes, too; they just hid them.

Simon Sinek later wrote about psychological safety in the workplace in his 2014 book “Leaders Eat Last.” Inspired by military organizations, where leaders literally put their lives on the line, he wrote that great leadership is about making employees feel safe so they can focus on work without fear for their own survival.

Why psychological safety matters in the workplace

Psychological safety isn’t merely a nice to have — it’s essential for a business to operate efficiently and effectively. Without it, employees won’t trust their employer, and the whole business can suffer.

“If you think about it from the business perspective, when people feel psychologically safe in the organization — are able to share ideas, questions, concerns — the company is more agile,” says Julian Lute, senior manager and strategic advisor with Great Place To Work®.

“We’ve seen through our research on psychological safety that when people question their every move, when people aren’t sure if they should raise questions, initiatives and programs roll out very slowly.”

A lack of psychological safety in the workplace can thwart new projects, processes, and procedures. Without it, employees fear anything from being criticized if they can’t keep pace, to being made redundant because of new, “better” initiatives.

Psychological safety in the workplace allows people to bring their full selves. It allows you to show up in a way that’s much more authentic.

But creating psychological safety goes beyond just encouraging people to speak up. It also includes how an employer views work/life balance.

“Great leadership is about making employees feel safe so they can focus on work without fear for their own survival.”

“Psychological safety allows people to bring their full selves,” says Julian. “It allows you to show up in a way that’s much more authentic. The company is looking out for you. You’re not just a cog in the machine, and they care about your long-term success. And then the benefit that the company gets is that employees actually care about the success of the organization.”

Psychological safety vs. psychological health

Feeling psychologically safe is not the same thing as feeling psychologically healthy, although the two are closely related, says Marcus Erb, vice president of data science & innovation at Great Place To Work.

Psychological health refers to an individual's overall well-being and mental state, he explains. It encompasses a range of factors, such as emotional regulation, self-esteem, resilience, and the ability to cope with stress and adversity.

“Psychological safety is one component of a psychologically healthy workplace, where employees feel supported and empowered to express their opinions and ideas without fear of retribution,” he says.

“A psychologically safe workplace can contribute to better psychological health, as employees who feel safe and supported are more likely to experience less stress and anxiety and have better overall employee well-being.”

While psychological safety and psychological health are related, they are not interchangeable. Psychological safety refers to the context in which an individual interacts with others, while psychological health refers to the individual's internal state of well-being. Both are important factors in creating a positive and supportive work environment that promotes overall well-being and success.

6 signs your workplace is psychologically unsafe

If you’re unsure whether your company is creating a psychologically safe work environment (and there’s no obvious factor like my belittling manager), there are a few red flags to watch out for, says Julian:

1. Projects take too long to roll out

Agility suffers when a workplace is psychologically unsafe. Employees are suspicious of new processes and procedures and may even work around them rather than give feedback. When psychological safety is low, instead of asking for help or clarification, employees would rather keep quiet and soldier on in uncertainty.

2. People don’t ask questions or share ideas

In meetings, few people (or no people) speak up or contribute. Ideas are presented in a top-down manner, with little room to question decisions or raise concerns. If an employee felt like their ideas were valued, they’re less likely to internally label something a “dumb idea” or hesitate to bring new ideas up in a meeting.

3. The rumor mill is rampant

Rather than address issues openly, employees air their grievances within cliques or other teams. There is mystery and speculation about why or how a new initiative will happen.

4. High absenteeism

Employees may take unplanned leave or call in sick to avoid a micromanaging boss, microaggressions in the workplace or intense pressure on the job, even if they are not physically ill. The lack of psychological safety can create a culture of disengagement, where employees are not motivated to come to work, leading to increased absenteeism.

5. High presenteeism

Presenteeism refers to the phenomenon of employees coming to work even when they are sick, injured, or otherwise unwell, and not fully engaged in their work.

Digital presenteeism is a phenomenon where employees feel pressured to constantly remain connected to their work through digital devices, like checking and responding to emails, in an effort to appear to be working hard and often.

Presenteeism can be a sign of low psychological safety in the workplace because it indicates that employees do not feel comfortable taking time off when they need it and are struggling to perform at their best.

6. High turnover

Employees are simply leaving. Without a voice, they leave for roles elsewhere that encourage more open discourse.

How to foster psychological safety in the workplace

Writer Dr. Timothy Clark identified four stages of psychological safety:

Inclusion safety — You are welcome into the organization as your authentic self.
Learner safety — You are free to ask questions and make mistakes while you learn.
Contributor safety — You are encouraged to share your ideas without fear of retribution.
Challenger safety — You are safe to question the status quo, raise concerns, and provide dissenting opinions without fear of negative consequences.

All these stages apply to the workplace, and employees may move back and forth in the stages as new projects are rolled out or they change teams or roles. Here are five ways that managers can ensure psychological safety at every stage:

1. Be vulnerable

Leaders are human, too. A manager who admits to making mistakes or to not having all the right answers will create a far more psychologically safe workplace than a manager who hides their flaws or pretends to know it all.

At Ryan LLC, a tax services and software provider, mandated training sessions address well-being, psychological safety, failure tolerance and setting boundaries. To demonstrate vulnerability, the training includes leaders sharing their own stories of failure, and participants are encouraged to share their experiences of being on teams that got things done versus teams that didn’t.

Julian, too, says he has witnessed first-hand how powerful this can be while he was working with an organization that demonstrated high psychological safety.

“The company was rolling out this strategy for go-to-market with customers,” explains Julian. “And there were some big questions. When we got to our meeting to talk about it, our leader said, ‘I’m acknowledging there are some holes in the plan. We don’t have all the answers right now.’”

He says that simple display of vulnerability opened the door for employees to raise other concerns, resulting in a far more effective problem-solving session.

2. Be transparent

“Sharing what you know is good, but what’s better is sharing what you don’t know. And best is sharing information transparently: what you know, what you don’t know, and how you’re going to help people get through it,” says Julian.

Communication that is open, honest, and credible feeds into psychological safety. Communicate consistently and directly, and make sure your actions match your words.

3. Be fair

Review every aspect of the employee experience and assess its fairness. What are the pathways to promotion? Are there pay gaps among any equivalent roles? Are people compensated and rewarded fairly?

Fairness can be an especially thorny issue with hybrid teams, where employees who are primarily remote may feel that they’re often overlooked due to a lack of “face time.” Ensure that they feel heard and supported as equal members of the team.

“Sharing what you know is good, but what’s better is sharing what you don’t know. And best is sharing information transparently."

4. Be curious

Strong leaders model curiosity — they ask questions and don’t necessarily assume the status quo is the right way. Acknowledge any uncertainties and foster a company culture of learning and problem-solving rather than blind following.

For example, the team at SAP America, an IT company based in Newtown Square, Pennsylvania, acknowledges that psychological safety must begin at the top. Their new leadership credo, “Do what’s right. Make SAP better for generations to come” asks company leaders to think about the long-term impact of their actions and decisions.

“It is a clear signal that SAP’s leadership culture is moving away from one where leaders feel they need to make short-sighted decisions to make quarterly numbers, and toward a trust-based and ethical environment where teams have the space to be themselves, learn, grow, and thrive,” an SAP team member told us.

SAP’s leadership diverges from a company culture where leaders feel they need to make short-sighted decisions to make quarterly numbers. Instead, they move toward a trust-based and ethical environment where teams have the space to be themselves, learn, grow, and thrive.

5. Be reasonable

Unrealistic expectations — whether that’s how much someone can accomplish in a day or how available they need to be last-minute — can kill psychological safety.

Julian notes this is especially an issue for hourly workers who have less flexible schedules or schedules that are only set two weeks or so in advance, such as retail and hospitality workers. He warns that when people have a week-to-week schedule, they can’t manage work/life balance and, as a result, can’t feel like they fit in with the organization.

This can also be an issue for remote or hybrid teams, especially when they cross time zones and employees may be working while management is sleeping, or vice versa. Show that you respect employees’ personal lives and that you trust them to get their work done, even when out of sight.

How to measure psychological safety in the workplace

Conducting employee surveys on a regular basis will ensure you keep your finger on the pulse of how psychologically safe employees are feeling. Great Place To Work’s precise and rigorously tested Trust Index™ Survey statements are specifically designed to elicit meaningful employee feedback and insights.

To learn more about the psychology of high-trust workplaces, subscribe to our newsletter or inquire about Great Place To Work 카지노커뮤니티™, which can help you to measure and understand how psychologically safe your employees feel.

How to Address Menopause in the Workplace

2025-01-02T08:50:53-05:00

Supporting women with menopausal symptoms can have a positive impact on both employee well-being, retention and the bottom line of your business.

If you’re not a woman approaching your 50s, you may be wondering why you need to read further. But here’s the thing: Women with menopause are the fastest-growing workplace demographic.

Without the necessary resources and support for women experiencing menopause, your business runs the risk of losing some of your most senior and skilled employees.

They need to educate staff on how to approach the topic of menopause in the workplace with understanding, discretion, and sensitivity.

According to the Labor Bureau of Statistics (LBS), menopause-age women account for almost 30% of the U.S. labor force. The LBS projects that the labor force participation rate for women will continue to increase faster than the average rate for all occupations.

At the same time, women are leaving the workforce because of menopausal symptoms. In a 2022 survey by Biote, 4 out of every 10 women experienced menopause symptoms that interfered with their work performance or productivity on a weekly basis. Seventeen percent have quit a job or considered quitting due to menopause symptoms.

But women who grapple with menopause rarely find workplace support, official company guidelines, or a sympathetic ear. Employees experiencing menopause in the workplace need to know their employer has their back. Without the necessary resources and support, your business runs the risk of losing some of your most senior and skilled employees.

Why employers need to support menopause in the workplace

Women experiencing menopausal symptoms are usually in their 40s and 50s. They’re among your most seasoned leaders. They bring years of experience, wisdom, and institutional knowledge to their roles, often serving as mentors and role models to newer staff.

Keeping and supporting them is vital to leading successful teams, and building diversity and inclusion in the workplace, which leads to greater innovation.

Without the necessary resources and support, your business runs the risk of losing some of your most senior and skilled employees.

“We need to know the organization recognizes, talks about, and openly and unapologetically provides support and resources without us having to disclose,” says Kim Clark, diversity, equity, inclusion, and belonging (DEIB) communications speaker and consultant.

Why menopausal women leave the workforce

Menopause often happens around the age of 50, but the years leading up to menopause, called perimenopause, can be filled with numerous physical, emotional, and mental symptoms that range in severity and duration.

Women can struggle with hot flashes, night sweats, insomnia, weight gain, joint pain, anxiety, depression, memory problems, poor concentration, and mood swings. Many women find the effects so draining and unbearable that they can’t leave the house, much less work productively.

It’s challenging enough to be an older worker in a company culture that prizes younger employees. When menopausal women aren’t simply ignored, they’re frequently the punchline.

“We can understand why women would try to downplay their symptoms of menopause to avoid the crass, insensitive, inappropriate jokes,” Kim says.

Menopausal symptoms might be a topic of concern and conversation among close girlfriends, but it’s taboo among polite company. It’s certainly not the norm in everyday offices, where many women don’t feel comfortable approaching their colleagues and superiors to explain how hot flashes and brain fog are now impacting their formerly stellar work performance.

They fear discrimination in the form of less meaningful work, fewer promotions, and training opportunities — even dismissal.

How to discuss menopause in the workplace

Menopause is different for everyone. Women should be allowed both “the freedom to talk about it, and not talk about it as well,” Kim says.

Employers must build an inclusive and open company culture to help women feel comfortable enough to speak about their menopause symptoms. They need to educate staff on how to approach this topic with understanding, discretion, and sensitivity.

“The company culture and systems need to first be clear on permission to talk about menopause, followed by manager training in context with health and employee well-being, including physical, mental, and emotional experiences,” Kim says. “Storytelling can help foster and set the tone for communication.”

She points to countries such as Australia and the U.K. that are more open about menopause. Spain recently became the first European nation to give workers paid leave for debilitating menstrual symptoms. Institutional awareness “helps men have more empathy and understanding. Not talking about it plays into microaggressions around women being too emotional or angry.”

You can apply this same openness to professional settings. Normalize the topic of menopause so women feel safe to speak and ask for temporary and reasonable adjustments. This doesn’t mean employees should be forced into unwanted discussions, but they should know where to go for assistance.

Sharing educational articles and resources internally demonstrates your company is aware of issues surrounding workplace menopause, comfortable adapting to them, and ready to support affected employees.

“Have systemic and cultural accountability in the organization to ensure those who participate in the jokes or ageist behavior when someone discloses are managed and held accountable,” Kim says.

Business benefits of supporting women with menopausal symptoms

1. Improved employee retention and engagement

We know it costs more to recruit and train a new employee than to retain an existing. A more inclusive and supportive workplace can lead to improved employee retention as women are more likely to stay with an employer that values their well-being. Without workplace flexibility and considerate managers, the cost of absences and missed work adds up quickly.

2. Increased productivity

By providing support and accommodations, such as flexible work arrangements or time off for a doctor’s appointment, businesses can help women manage these symptoms and maintain their productivity.

3. Better employee health

Menopause can increase the risk of health problems such as osteoporosis and heart disease. By providing support and resources for women going through menopause, businesses can help them manage these health risks and maintain their overall health and well-being.

4. Improved workplace morale

Creating a supportive workplace culture that values the well-being of all employees can improve workplace morale and create a more positive work environment for everyone.

How to support women with menopause in the workplace

Lead with compassion and empathy when it comes to menopause and workplace matters. Here are seven steps to take for a more inclusive and supportive employee experience for women:

1. Appoint a menopause champion/specialist within your organization

Designate a willing, informed employee to be the point person on menopause transition issues. They can help make difficult conversations easier by serving as an advocate and also give guidance to colleagues still learning how to discuss menopause in the workplace.

2. Draft a formal menopause policy for your company

This raises awareness among employees, shows managers how to make modifications, and signals to all staffers that they should feel safe bringing their concerns forward. Encourage privacy and discretion through a general, health-related category of support so women don’t have to disclose such personal information.

3. Reassess your employee benefits

Does the health insurance cover hormone replacement therapy? What about testing and treating low bone density and heart health, two risk factors that directly impact menopausal women? Permit employees to take medical appointments during work hours.

Offer menstrual/menopause paid leave, and report it separately from other absences. The Bank of Ireland, for example, allows employees experiencing menopausal symptoms up to 10 paid days off per year. Maven Clinic (No. 1 on the Best Workplaces in Health Care List for small and medium-sized businesses) pairs menopausal women with suitable providers through its digital health platform.

4. Allow flexible working arrangements

Employees exhausted in the middle of the day may still perform well at dawn and midnight, so allow temporary schedule adjustments and remote work as needed for workplace flexibility. For shift workers, frequent bathroom breaks and longer periods of rest can make a huge difference. Modify workloads. Create a private, quiet rest area for employees who can’t work at home.

5. Adapt the workplace environment to support women

Can you provide a desk fan or allow an employee to move directly under an air-conditioning vent or near a window she can open? Due to sudden hot flashes, menopausal women benefit greatly from being able to control their own microclimate.

If your company has a uniform or dress code, make the fabric breathable or relax the code. Avoid white uniform bottoms and ensure back-up clothing is available.

6. Provide support through professional training and ERGs

Teach senior leaders and line managers about menopause symptoms and how they can hinder daily job functions. Encourage staff to lead discussions about menopause and workplace issues, but don’t make any assumptions or requirements.

A great way for people to openly share in a safe space is through a Women Employee Resource Group (ERG), which also allows executive leadership and HR to do some employee listening.

7. Evaluate your hiring practices

“Being wary of hiring older women because there's a possibility of menopause” is similar to the prejudice younger women who may become pregnant face, Kim says. It’s critical to consider whether this sort of hiring manager bias exists in your organization, and seek ways to prevent it.

Menopause is “a real experience for half of the population and companies need to recognize the impact on women's health,” Kim says. “I can tell you from research, people I know, and from my own experience, it's different for everyone, from mild to severe symptoms, and nothing to take lightly.”

With employee retention – especially of experienced workers – at the top of mind, there is a tremendous urgency and opportunity for employers to act on supporting women going through menopause in the workplace.

Are you taking a deliberate approach to account for the shifting demographics of your workforce?

There's no question that leveraging data analytical tools can help you gain a more nuanced understanding of how your employee population is evolving, offering insights that can inform and improve your employee experience.

Through comprehensive employee surveys and data analysis, Great Place To Work 카지노커뮤니티™ details precisely how and where you should invest to strengthen your support for all women and all ages and prevent your best talent from leaving.

Hiring People with Disabilities: Why It Matters & How to Do It Right

2025-01-02T07:57:01-05:00

It’s time to update your thinking on hiring and engaging people with disabilities. Being intentional about how you engage employees with disabilities is not only ethical, it’s also a talent acquisition strategy that can benefit your company long-term.

The population of people with disabilities is an untapped talent market. This group is made up of many incredible individuals with invaluable skills and knowledge. However, many companies struggle to ensure that their workplace includes employees with disabilities.

A Center for Talent Innovation study found that only 39% of disabled employees disclose their disability status to their managers. Of those employees who are open about their disability status, 65% state they regularly feel happy or content at work — versus only 27% of those who don't discuss their status.

At Great Place To Work®, our research tells us that employees who feel like they can bring their whole selves to work, and disclose their support needs without hesitation, are exponentially more likely to give their best every day.

In other words, psychological safety leads to engaged and thriving employees. On the Great Place To Work Trust Index™ Survey, and in U.S. workplaces in general, disclosing a disability is not required. 카지노 커뮤니티 랭킹 research on the link between business resilience and diversity, equity, inclusion, and belonging (DEIB) has shown that for every 10% of employees that chose not to respond on the survey, there was a 6-point decrease in a company’s overall levels of trust, pride, and camaraderie.

Hiding one’s identity in a survey can signify that a workplace culture suffers from favoritism, toxic work relationships, and microaggressions.

Psychological safety helps team members feel comfortable sharing opposing ideas or presenting new ones. But central to psychological safety is the willingness to be vulnerable in front of others.

In our research, employees who believe their managers “care about them as a person” are 36% more likely to bring innovative ideas to your workplace.

The payoff is clear: Supporting employees with a disability will help your business thrive. Mental health resources, ergonomic equipment, robust short- and long-term disability, and paid medical leave are all benefits that support and retain people with disabilities.

The flexibility of remote work compared to in-person work can be especially valuable when hiring employees with disabilities.

What is considered a disability in the workplace?

When we think of a disability, we often think of something we can easily see, such as having difficulty walking or using a wheelchair. Those “visible disabilities” are usually prioritized in professional and public settings over other disabilities.

In recent years, more research has been emphasizing “invisible disabilities.” These are disabilities that can’t be easily identified by looking at someone. Examples can include neurodivergence, PTSD, and cancer.

Under the Americans with Disabilities Act (ADA), a disability is a physical or mental impairment that limits at least one major life activity. A major life activity may be a basic task such as standing, walking, sleeping, lifting, reading, or working a major bodily function like the digestive, circulatory, or respiratory systems.

On the Great Place To Work Trust Index™ Survey, employees are considered to have a disability if they have a physical or mental impairment or medical condition that substantially limits a major life activity, or if they have a history or record of such an impairment or medical condition.

Some disabilities covered under the ADA may not immediately come to mind. For example, major depressive disorder, diabetes, post-traumatic stress disorder, learning disabilities, anxiety, migraine headaches, and gastrointestinal disorders.

One out of four adults in the United States have a disability. In 2021, an additional 1.2 million people over the age of 16 were identified as having a disability compared to 2020.

These numbers are steadily rising due to COVID-19. We are still learning the full implications of long COVID, which some specialists believe will significantly impact the number of people with disabilities worldwide. Only 19.1% of people with a disability were employed in 2021, versus 63.7% without a disability, demonstrating the overall lack of effort towards including this population of employees.

How businesses benefit by hiring people with disabilities

Recruiting and hiring people with disabilities isn’t just the morally and ethically right thing to do. It can also influence business outcomes such as innovation, inclusivity, customer growth, and profitability.

1. Spur innovation

Hiring people with disabilities can expand your opportunities for innovation. That’s because people with disabilities tend to be excellent problem solvers — many have ample experience thinking of creative solutions to problems as they navigate a world that is often not built for them. They can have a unique perspective on challenges and are often persistent when encountering a roadblock.

KPMG, Great Place to Work Certified™ company on the Fortune 100 Best Company to Work For® List recognizes the value of hiring people with disabilities and has prioritized recruiting and increasing its support for people with visible and invisible disabilities. It has developed an accessibility strategy and launched Neurodiversity@Work to help unleash the potential of neurodiverse talent at KPMG and for its clients.

The program has helped KPMG establish a university council with 12 schools, engage more than 45 volunteers, enter two formal partnerships, create six job openings, and initiate nearly two dozen internal and external marketing initiatives.

2. Improve bottom-line performance

Hiring people with disabilities also has proven financial benefits. A 2018 Accenture study found that companies that were inclusive towards people with disabilities had 28% higher revenue on average over a four year period compared to their less-inclusive counterparts.

Employers who create a culture of accommodation and accessibility for employees with disabilities lower barriers to performance.

Think about it: When an employee living with chronic migraines doesn't have the workplace flexibility to visit a doctor or fit work around their migraine, it adds up to countless hours of lost production, thought, innovation, and advancement.

3. Understand and target your customers more accurately

People with disabilities make up a sizable portion of the consumer marketplace. Having more employees with disabilities can help ensure that products are being designed with this population in mind to reach more customers.

4. Promote an environment of inclusion and understanding

Hiring people with disabilities fosters an inclusive work environment. Diverse teams create bigger and more frequent opportunities for cultural exchange. Team members can witness the experiences of employees with disabilities, building greater empathy and awareness across people from diverse backgrounds.

Hiring (and keeping) people with disabilities – 6 tips for a successful employee life cycle

Here are six ways to make your organization more appealing to current and potential employees with disabilities.

1. Detail accessibility in job postings

List any potential accessibility concerns when advertising a job and prepare recruiters to answer applicants' questions. This includes elevator access, stairs, curbs, and width of passageways. Less obvious factors, such as harsh fluorescent lighting, loud noises, accessible desks, and lack of cell service or internet, could be deciding factors for an applicant.

Taking the time to outline these details in your job posting sends a strong message to people with disabilities that their needs are considered and cared for.

2. Train managers on the accommodation process

Managers are often the first people an employee with a disability will go to for guidance with accommodations during the hiring process or on the job. Ensuring that managers have a working knowledge of the accommodation process and can support their employees while they work (including opportunities to be social, network, and celebrate as a team) is vital, especially since there is often a stigma around having a disability.

100 Best 카지노 커뮤니티 추천 like Experian realize the importance of inclusive training. Experian employees now have access to a “Disability Fundamentals for Managers” course through Disability:IN — a 30-minute interactive training that helps managers learn about disability awareness, etiquette, disclosures, and accommodations, as well as how to hold accessible meetings and events.

Giving all employees, especially managers, a high-level overview of what it means to be an employee with disabilities helps build empathy and develop inclusive leadership skills.

3. Focus on inclusive benefits

For many employees with a disability, benefits can be a deciding factor in choosing a job. If someone has regular doctors’ visits or expensive medications, they may not be able to wait 60 or 90 days for their health insurance to kick in.

In addition, make sure that your healthcare plans have adequate coverage and listen to feedback from employees with disabilities about what other benefits they need. Mental health resources, ergonomic equipment, robust short- and long-term disability, and paid medical leave are all benefits that support people with disabilities.

4. Fit disabilities into the larger DEIB and values discussion

When it comes to DEIB, disabilities are often left out of the conversation. Educating employees about the experiences of people with disabilities and normalizing the concept of accommodations can help remove the stigma and ensure an accessible work environment.

Certified workplace Rocket 카지노 커뮤니티 추천 developed the “empathy generator,” a tool that helps employees create products that are accessible to people with disabilities. It simulates the experience of having the disabilities that team members such as coders, designers, and researchers are trying to accommodate.

Most people who do not live with disabilities may find it difficult to fully conceptualize the barriers that people with disabilities face daily, so these kinds of tools and exercises can help increase awareness.

The population of people with disabilities in the United States also highlights the importance of intersectionality. According to the U.S. Bureau of Labor Statistics, Black and Hispanic people with disabilities are more likely than their white counterparts to be without a job.

5. Allow flexible schedules and remote work

The flexibility of remote work compared to in-person work can be especially valuable for employees with disabilities. For example, if someone has chronic pain and cannot drive an hour to get to the office, they cannot accept a job. If they can work remotely, they are better able to manage their pain and work in a safe environment.

6. Ensure that training and development opportunities are inclusive

Present information through different modalities, including visual, written, and auditory. For audio or video components, ensure that captions and transcripts are available and work with screen readers.

Wise organizations are catching on to the value of hiring and engaging people with disabilities. Research by the Economics Innovation Group found that people with a disability aged 25 to 54 were 3.5% more likely to be employed in the second quarter of 2022 than pre-pandemic. How is your organization adapting and making your workplace more attractive to employees with disabilities?

Want to know exactly how you can support your employees?

Being intentional about your DEIB initiatives starts with understanding your workforce in detail. Great Place To Work 카지노커뮤니티™ helps you measure and track your employee experience with our research-backed Trust Index Survey. Ask us today about how to get started on your 카지노커뮤니티 and access the workforce data you need to improve your workplace for diverse groups, including those living with a disability.

What Is Neurodivergent Masking & How It Leads to Burnout

2025-01-02T07:01:57-05:00

New data suggests that burnout is again on the rise. Ignoring the needs of neurodivergent employees offers a compelling explanation.

Burnout is on the rise again in 2024, and managers are missing the signs.

A new survey from The Harris Poll and The Grossman Group found that while 89% of managers say their employees are thriving, only 24% of workers said the same.

“We have lost awareness of this issue at the manager level,” says David Grossman, CEO of The Grossman Group, a leadership and communications consultancy. “Senior leadership is so focused on other priorities that this has fallen off the radar.”

Having a leader who is tuned into employee well-being makes a huge difference.

A study from UKG found that managers impact employees’ mental health more than doctors or therapists, and 81% of employees worldwide prioritize good mental health over a high-paying job.

During and immediately after the pandemic, managers learned the importance of one-on-one check-ins with employees, what Grossman calls an “emotional check-in.” A short conversation about what is going on with employees both at work and in their lives can build trust and engagement.

“We’ve forgotten how successful these conversations were,” Grossman says.

Neurodivergent masking

One explanation for burnout in the workplace is a lack of inclusion for neurodivergent employees.

Researchers believe that there might be as many as 1.2 billion neurodivergent people worldwide, which suggests that every company has at least one neurodivergent employee.

However, most companies don’t know much about these employees. Only one in 10 employees within a disability category disclose their status to an employer, and nearly half (45%) of neurodivergent professionals would not feel comfortable asking for support or adjustments at work.

When neurodivergent professionals don’t disclose their status — called “masking” — these employees are spending extra energy to fit in and avoid detection. This extra effort can take a toll over time, says Ed Thompson, CEO of Uptimize, a platform for awareness and education around neurodiversity in the workplace. At Accenture, No. 7 on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List in 2024, over 16,000 employees have used the platform.

“In the neurodivergent community, people talk about burnout all the time,” Thompson says. When employees don’t feel like they can disclose their status, they don’t have a psychologically safe environment. In short, they don’t trust their organization.

Great Place To Work® research has shown that when employees decline to share parts of their identity with their employer, workplace trust suffers. For every 10% of employees who chose not to respond to survey questions about their identity, there was a six-point decrease in overall levels of trust at a given company.

A threat for retention

Burnout isn’t just a threat to engagement. Employees are more likely to leave a job rather than try to get help for a mental health issue, according to Ramona Schindelheim, editor-in-chief at WorkingNation, a nonprofit focused on helping employees thrive in the modern workplace.

“Employees are leaving their jobs because of not feeling comfortable talking about their mental health issues,” Schindelheim says. “Instead of having to seek an accommodation or try to talk out an issue with a boss, they just leave their job instead.”

As companies face a talent shortage, particularly for highly skilled workers, any barrier to acquiring talent is a problem. “When you see that there is a need for talent, doing anything to take that talent off the table has an impact on the bottom line,” Schindelheim says.

A better workplace for everyone

Why should leaders focus on neurodiversity when tackling burnout and mental well-being?

Solving workplace issues for neurodivergent employees has the potential to improve well-being outcomes all employees. At the For All Summit™ in New Orleans, Dr. Daniel Wendler, a researcher and expert on neurodiversity in the workplace, spoke about the power of universal design.

“When you design with everyone in mind, it makes it better for everybody,” Wendler says.

One simple step: Make sure to publicize your commitment to diversity and inclusion for all disabilities.

“If you can say that you are open to all disabilities, and include in that public statement that you recognize this includes mental health, neurodiversity, and physical disabilities, you can make sure that a current or a prospective employee understands this is a welcoming environment that recognizes talent exists in everyone,” says Schindelheim.

카지노 커뮤니티 추천 can do a lot of good just by raising awareness, Thompson says. “I know it’s not sexy, but what we hear from people is that they would trade a free yoga class for people having basic appreciation of people thinking differently,” he says.

Tips for inclusion

Here are some ways companies can break down barriers and help neurodivergent employees find a sense of belonging:

1. Update the “golden rule”

“Treat others the way you want to be treated” is good advice, but can be problematic if leaders assume that everyone’s experience matches their own. Instead, great leaders should create room for a variety of experiences.

“Everyone will want to contribute, but not in the same way,” Thompson says. Make sure you extend the flexibility and space to others that you would want for yourself.

2. Share your inclusive message with current and prospective employees.

New hires are looking for signals that your workplace is welcoming and inclusive, but it’s an important message for your current workforce as well.

It’s not always an employee’s boss who can make them uncomfortable when disclosing a disability or specific status, says Schindelheim. “Sometimes it’s their co-workers.”

An inclusive environment is the responsibility of every employee, not just management.

3. Track the positive/negative cycle

When one employee has a positive experience sharing their story or status with their employer, that can create a positive cycle, says Thompson. When an employee has a negative experience, that also reverberates throughout the organization.

4. Survey your workforce

If you don’t know how neurodivergent employees are experiencing the workplace, go get that data. “Give your people an opportunity to tell you,” Thompson says.

When looking to gather data, it’s crucial to empower employees to share their stories in a way that makes them comfortable. These employees are not looking for amateur diagnosticians to label them, Thompson warns.

“It’s not about identifying who is who,” he says. Instead, companies should ask: “What can we do to allow everybody to contribute their best?”

Benchmark your culture

Discover what employees value about working at your company, and how you can boost retention rates and increase productivity and performance with Great Place To Work 카지노커뮤니티™.

Parental Leave: How Much Time Off Do 카지노 커뮤니티 추천 Give?

2024-12-10T03:13:51-05:00

When it comes to your company’s parental leave policy, how does it compare to the Best Workplaces for Parents?

Becoming a parent is a time of great excitement and great planning. There are plenty of things to organize before welcoming a new child into your family — from picking the right stroller to organizing your parental leave.

The United States is still the odd one out globally — no federal parental leave policy, unlike other wealthy nations. But on a slightly more positive note: 카지노 커뮤니티 추천 are stepping up (or at least holding steady). According to SHRM’s 2024 Benefits Survey, 40% of employers are offering paid parental leave, matching last year’s numbers. So, while we’re not exactly racing ahead, we’re not rolling backward either.

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Great Place To Work® Certified™ companies are known to prioritize supporting new parents with robust parental leave policies and special practices catered to parents. These include things like new parent buddies, support for couples in various stages of their fertility journey, and foster care parental leave.

Great Place To Work analyzed data from more than half a million employees with parenting responsibilities to create a list of the Fortune Best Workplaces for Parents™. We found that managerial support, flexibility, meaningful work, and a focus on psychological and emotional health do more than support working parents — they l ead to higher engagement, reduced stress, and increased productivity among employees.

Generous parental leave policies and ample time off are important pieces of this puzzle, but they’re not the whole story.

Because here’s the thing: Parental leave isn’t just about the policy — it’s about how it works in real life. Longer leave doesn’t automatically mean better leave. What matters most is whether employees feel they can actually take that leave without worrying about their jobs or promotions.

Too often, companies write great policies but stop short of the follow-through: Leadership at every level needs to make those benefits feel safe to use.

Because let’s be real: Decent leave you can take beats amazing leave that’s just a line in the handbook. (Of course, amazing leave and the freedom to take it? Now, that’s what makes a workplace truly great.)

Curious to know how your company’s paid parental leave policy compares to the Best Workplaces for Parents? Read on.

How much maternity leave do most companies give?

Maternity leave in the U.S. is a patchwork at best. On average, working moms get around 10 weeks off — paid and unpaid combined — but it’s a complete lottery depending on where you work.

Only 27% of employees have access to paid family leave, and most rely on the 12 weeks of unpaid leave offered under the Family and Medical Leave Act (FMLA). And let’s not forget: You only qualify for FMLA if you’ve clocked 1,250 hours at a company that is large enough to be included in the Act.

By comparison, mothers who work at the Best Workplaces for Parents receive an average of 15 weeks of maternity leave.

How much paternity leave do fathers get on average?

In the U.S., parents are not legally entitled to take paid parental leave, and only 27% of workers in the U.S. have access to paid paternity leave through employers.

While paid paternity leave is becoming more common, the average amount of paternity leave given by U.S. companies is one week.

Compare this to paternity leave offered by the Best Workplaces for Parents, where fathers are eligible for nearly 12 weeks of paid leave.

How much parental leave is optimal?

When it comes to maternity leave, longer isn’t just better — it’s essential. Research shows that giving moms more time off after having a baby does wonders for everyone involved. For babies, it means better health, lower infant mortality rates, and higher chances of breastfeeding success. For moms, it’s about mental health, bonding, and recovering properly — because, let’s face it, childbirth isn’t exactly a walk in the park.

The sweet spot? The International Labor Organization calls for at least 18 weeks of maternity leave and no less than 14 weeks. UNICEF recommends a full six months, or 24 weeks, as the ideal amount of time new parents should receive.

And even the American Academy of Pediatrics recommends six months. This amount of time supports breastfeeding and postpartum depression rates. Plus, countries that offer longer leave see fewer infant deaths and healthier babies.

Let all that sink in. Currently, the U.S. offers an average of 70 days for new mothers compared to UNICEF’s recommended 168 days (24 weeks). That’s a difference of 479%. Perhaps the question isn’t just whether your parental leave is competitive but whether it is healthy. Or even humane.

Top workplaces with the best parental leave policies

The Best Workplaces for Parents don’t just offer generous parental leave — they create an environment where employees feel supported in using those benefits.

On average, these workplaces provide:

15 weeks of maternity leave
- Large companies offer 75 days (72 paid)
- Small & medium companies offer 78 days (75 paid)
12 weeks of paternity leave
- Large companies offer 61 days (53 paid)
- Small & medium companies offer 54 days (52 paid)

The biotech and pharmaceutical industries showed the highest amount of parental leave, with an average of 115 days offered (95 paid) for maternity leave and 89 days offered (51 paid) for paternity leave.

The financial services and insurance sector had the lowest overall, with an average of 59 days offered (all paid) for maternity leave and an average of 48 days offered (45 days paid) for paternity leave. However, these are still well above the number of days offered by most U.S. workplaces.

Large companies with the best parental leave policies

These companies lead the way in supporting working parents through comprehensive support, including generous parental leave policies and a culture that ensures employees feel empowered to use them:

1. Cisco

California-based IT company Cisco hit the number one spot on the 2024 Best Workplaces for Parents list. Cisco has repeatedly topped our list, ranking number 1 since 2020.

Employees said they appreciate the flexibility that Cisco provides to promote work-life balance: “I love that we are given complete flexibility with remote work. As a parent, this is a HUGE benefit for me. I am able to provide at-home nanny care for my child and don’t have a commute, adding unnecessary time to a day that is already too short,” said one employee.

Number of maternity days offered: 65 (65 paid)
Number of paternity days offered: 65 (65 paid)

2. NVIDIA

NVIDIA is another IT company that puts parents first with their care — it offers a whopping 110 days of paid maternity leave (among one of the highest amounts on our list). The company also jumped up two spots from its 2023 ranking.

Employees say that NVIDIA is about people, not policies. “NVIDIA offers benefits I've not seen at other organizations, like the Quarterly Free Days (two extra days off each quarter), where the whole company takes time to relax and rebuild resiliency. Plus, NVIDIA has a big emphasis on family, offering support for infertility and different kinds of families, including adoption, not just standard maternity/paternity packages.”

Number of maternity days offered: 110 (110 paid)
Number of paternity days offered: 60 (60 paid)

3. Hilton

Global hotel chain Hilton jumped three spots on our list from its 2023 ranking and stands out among U.S. employers for its parental leave policies and commitment to work-life balance.

One employee said she particularly appreciated how flexible Hilton is when it comes to her family’s needs: “As a new mother, Hilton and my manager are SO flexible for doctors appts or if she needs to be with me on a call because she’s sick. With ample vacation time too I really feel like I'm encouraged to recharge for myself and to connect with my family.”

Number of maternity days offered: 60 (60 paid)
Number of paternity days offered: 20 (60 paid)

4. Bain & Company, Inc.

Consultancy firm Bain & Company offers one of the highest amounts of parental leave on our list — and all of it is paid leave for both mothers and fathers. This supportive atmosphere comes not just from management but also from fellow “Bainies” who are willing to help out when their coworkers need it.

“Never have I had someone turn me down when I asked for help with a project or to take off to support myself or my family,” said one employee. “The culture is full of Bainies who will go the extra mile.”

Number of maternity days offered: 105 (105 paid)
Number of paternity days offered: 105 (105 paid)

5. American Express

Global payments company American Express puts families first with its generous parental policies and benefits coverage, which includes support for family planning. In addition to 100 days of paid leave for both new mothers and fathers, the company’s benefits can help with the costs of adoption and surrogacy.

Said one employee: “As a parent or person in a family, the tools that Amex provides for people to grow their families is tremendous. There’s comprehensive coverage to support significant costs of adoption, surrogacy and conception/maternity needs. Followed by a super generous family leave policy to enable all parents to be present for their new family members that arrive through birth or adoption. Paid family leave during such a pivotal growth moment is rare in this country, and the length of time Amex provides for its employees is truly amazing.”

Number of maternity days offered: 100 (100 paid)
Number of paternity days offered: 100 (100 paid)

6. Comcast NBCUniversal

This global media and tech company streams entertainment, sports, and news to customers across the U.S. and Europe. Among the benefits employees cite are offers from the company to help pay for childcare services before and after school, during the summer vacation, and for last-minute situations.

“Having a family and living far away from the physical office location, I LOVE and appreciate the hybrid work model that allows me to do the job I love in a way where I have a healthy work-life balance,” said one employee. “카지노 커뮤니티 랭킹 leadership giving us and fighting for that flexibility holds tremendous value for me as a working mom.”

Number of maternity days offered: 100 (80 paid)
Number of paternity days offered: 100 (80 paid)

7. Fannie Mae

Mortgage financier Fannie Mae’s mission is to facilitate equitable access to homeownership and affordable rental housing across America — and its commitment to this carries over into its generous parental leave policies and flexible work arrangements. This year marks Fannie Mae’s debut on the Best Workplaces for Parents list.

“Fannie Mae cares greatly about work-life balance and offers flexible work options including remote, hybrid, and on-site work options, leave for new parents and grandparents, competitive vacation allowances, flexible Fridays, home purchase and home catastrophe leave, and caregiver leave,” said one employee.

Number of maternity days offered: 60 (60 paid)
Number of paternity days offered: 60 (60 paid)

8. Deloitte

New York-based Deloitte offers audit, consulting, tax, and advisory services. The company promises a culture of inclusion, collaboration, and purpose, which can be seen in its generous parental leave policies. Deloitte offers 120 paid days of maternity leave, which is one of the highest allotments on our list.

“When I had my children, I thought the time off and support we received was fantastic, but it’s even better now,” said one employee. “Not only do mothers get paid time off, but so do fathers. And the benefits also apply to parents who are adopting! I have also seen first-hand the support our leaders and their families receive in cases of death or disability. The sense of partnership is truly extraordinary.”

Number of maternity days offered: 120 (120 paid)
Number of paternity days offered: 80 (paid)

9. Zillow Group

Seattle-based Zillow is the most visited real estate website in the U.S. The company jumped over 20 spots this year into our top 10 and offers one of the most generous maternity leave policies on our list, with 20 paid weeks for new mothers.

Employees say the company helps them to maintain a healthy work-life balance: “Management truly takes work-life balance seriously and wants us to enjoy our time with our loved ones,” said one employee.

Number of maternity days offered: 100 (100 paid)
Number of paternity days offered: 60 (60 paid)

10. PricewaterhouseCoopers

With the highest allotment of maternity and paternity leave among the top 10 large companies, New York-based PricewaterhouseCoopers demonstrates a strong commitment to supporting families. Generous benefits and workplace flexibility, such as phased returns post-maternity leave, mean that employees can continue to be there for their families even after they return to work.

“The flexibility to continue pumping to feed my baby and to care for sick children makes being a full-time working mom possible,” said one employee.

Number of maternity days offered: 130 (105 paid)
Number of paternity days offered: 130 (60 paid)

Small & medium-sized companies with the best parental leave policies

When it comes to supporting working parents, these small and medium-sized businesses go beyond the basics. Sure, they offer generous parental leave policies. But what really sets them apart? They’ve created workplaces where parents actually feel supported — and not just on paper.

Here’s our 2024 list of the Best Workplaces for Parents among SMBs.

1. WestPac Wealth Partners

Financial services company WestPac says it gives clients the confidence to take control of their lives and build a clear path to their financial future. This attitude applies to its parental leave policies, too, and the company has retained a spot on our parents list for the fifth year in a row, with 90 days of leave for both new mothers and fathers.

“Compassion — the firm is committed to family health, personal and mental health. It promotes a balanced work-family life through its organizational culture, and I see employees are happier here than at other places.”

Number of maternity days offered: 90 (90 paid)
Number of paternity days offered: 90 (90 paid)

2. IntraFi LLC

Financial services company IntraFi jumped up nearly 20 spots on our list, with a commitment to work-life balance and generous parental leave policies of 60 paid days for both new mothers and fathers.

“Management sincerely cares about employees and in fostering a great company culture,” said one employee. “Work-life balance is strong, and they have struck a great balance with hybrid/remote work while still maintaining culture and incorporating new hires.”

Number of maternity days offered: 90 (60 paid)
Number of paternity days offered: 60 (60 paid)

3. Braze

With a whopping 140 paid days, IT company Braze has the highest maternity leave allowance on our list. The company’s commitment to diversity and its support for work-life balance are just some of the reasons employees say they like working there.

“The culture is truly welcoming and diverse. People are genuinely kind and want to help, and it’s very easy to approach each other,” said one employee. “It’s easy to take time off for emergencies or mental health days, and people are willing to take on some of your work during crunch time.”

Number of maternity days offered: 140 (140 paid)
Number of paternity days offered: 80 (80 paid)

4. Mercury

Mercury is a relatively young company (launched in 2019) that offers banking services for startups. Despite still being a new workplace, Mercury offers a generous parental leave policy of 80 paid days for new mothers and 60 paid days for fathers. The company jumped up two spots from its 2023 ranking.

“I truly feel like the company values their employees as people and takes feedback seriously. There is also a great work-life balance and very accommodating to families and other people who might need flexibility in their schedules.”

Number of maternity days offered: 80 (80 paid)
Number of paternity days offered: 60 (60 paid)

5. Greenhouse

New York-based IT firm Greenhouse offers 80 paid days of parental leave for both new mothers and new fathers. Employees said they feel supported by the company, both while pregnant and during their time off.

Here’s what one Greenhouse employee said about the parental leave policy: “As a first-time parent, I felt extremely supported by Greenhouse throughout my pregnancy and parental leave. Greenhouse and my managers gave me time and space to heal and bond with my little one, which goes a long way as a new parent. I feel that Greenhouse does an exceptional job supporting employees through different phases of life.”

Number of maternity days offered: 80 (80 paid)
Number of paternity days offered: 80 (80 paid)

6. Insmed

Biopharmaceutical company boasts a generous policy of 70 paid days for maternity leave and 40 paid days for paternity leave.

“Insmed values not only its employees but our families as well.”

Number of maternity days offered: 70 (70 paid)
Number of paternity days offered: 40 (40 paid)

7. ezCater, Inc.

Boston-based IT company ezCater offers 90 paid days for new mothers and 60 paid days for new fathers. Employees say they appreciate the company’s flexibility, especially with unlimited PTO, which makes it easier to care for their families.

“The unlimited time off and balance between personal and work life is ESSENTIAL, and this company is so understanding,” said one employee. “I have never worked for a company that actually puts time and love into their employees.”

Number of maternity days offered: 90 (90 paid)
Number of paternity days offered: 60 (60 paid)

8. Highlight Technologies

Highlight Technologies offers 60 days off for both new mothers and fathers. The company has an employee-owned model, which creates a supportive workplace where every employee feels like they are heard.

When asked what makes the company unique, one employe said, “I feel truly cared about. I've never worked for a company that allows for the work-life balance this company provides.”

Number of maternity days offered: 60 (20 paid)
Number of paternity days offered: 60 (20 paid)

9. Invisors

Atlanta-based IT firm Invisors offers 60 paid days of parental leave to both new mothers and fathers. Employees said the company provides a solid work-life balance and a collaborative working environment.

“It feels like family,” said one employee. “People are very understanding that we have lives outside of work. People genuinely want to help others. We do things even if they’re not part of our day-to-day job.”

Number of maternity days offered: 60 (60 paid)
Number of paternity days offered: 60 (60 paid)

10. FloQast, Inc.

Finance and accounting IT company FloQast offers a generous policy of 80 paid days for maternity leave and 60 paid days for paternity leave. Employees say that the company is collaborative and supportive, with everyone invested in each other’s success.

“I’m continually amazed at HR — they must not have gone to the same “HR school” that makes HR people at most companies horrible to work with. They’re really great at FloQast. I know they personally care for me — speaking from conversations I’ve had with them over the years, and how much they delight in improving benefits and making things easier for us all.”

Number of maternity days offered: 80 (80 paid)
Number of paternity days offered: 60 (60 paid)

Benchmark your workplace against the best

The Best Workplaces for Parents aren’t just about policies on paper — they’re about how those policies come to life. Sure, paid parental leave matters. But what really sets these companies apart is how they create a culture that builds trust, gives parents purpose, and makes the workplace better for everyone.

Think your workplace has what it takes to make the list? Getting Certified is your first step. It’s not just an award — it shows you how your culture measures up across 60+ areas.

See if your company can be eligible for our awards and learn about Great Place To Work 카지노커뮤니티™ today.

World Wide Technology and Dow Bust 4 Common Myths About Veterans in the Workforce

2024-11-11T07:00:09-05:00

Here’s how you can flip the script to support former service members and leverage their unique and valuable skills.

Why do veterans struggle to find adequate employment when transitioning to the civilian workforce?

There are some common myths about former service members that may lead employers to discount veterans’ experience and skills — but that’s a mistake, according to Alveda Williams, chief inclusion officer at Dow.

Williams joined Bob Ferrell, executive vice president, global HR and diversity, equity and inclusion at World Wide Technology — himself a veteran and retired three-star general — for a discussion about veterans in the workplace at the 2024 For All Summit™ in New Orleans.

Hear from leaders of the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® at the For All Summit™ April 8-10 in Las Vegas!

Debunked myths about veterans in the workforce

Williams started the conversation outlining four common misconceptions about veterans and the experience they bring to a civilian role:

1. Veterans are more susceptible to turnover

“There’s this myth around turnover, that veterans don’t get acclimated or integrated well,” Williams says. The idea doesn’t pass muster when you dig into the data. Veterans remain with their initial post-service employer 8.3% longer than non-veterans, according to LinkedIn data.

2. Veterans’ military experience doesn’t translate to civilian roles

Williams and Ferrell acknowledge that there are new skills veterans must develop when working at a for-profit organization, but argue that veterans also bring unique and highly valuable experience to a role.

“We run big manufacturing and production facilities, often with pretty dangerous stuff running through the pipes,” Williams says about the experience needed to work at Dow. “One of the things that’s inherent in our culture is our safety culture — veterans, they know the power of one bad decision and what a difference that can make. It’s all about tapping into what they’re capable of and translating that into an environment for them where it makes sense.”

As it relates to technology, Ferrell notes seeing more veterans come to World Wide Technology with skills in areas like cybersecurity.

3. All veterans have the same strengths and weaknesses when joining your organization

Like any other demographic group, veterans are not a monolith but instead contain a vast wealth of diverse experiences. “They’re made up of a bunch of different communities, a bunch of different backgrounds and experiences,” Williams says. “We need to be sensitive to that and meet people where they are.”

For example, while veterans are more likely to experience post-traumatic stress disorder than their civilian co-workers, it’s a mistake to assume that every former service member has a mental health issue.

“We need to acknowledge where that’s true and dispel that as a sort of catch-all myth for the entire community,” Williams says.

4. Veterans only need support during the hiring process

While lots of attention is paid to helping veterans navigate the transition into the civilian workforce, they might still need support after getting hired.

“Just like any other employee, we need to rally around them, provide the support that they need so that they can be successful in our organizations and thrive,” Williams says. That could include starting an employee resource group (ERG) or developing targeted programming to help them translate their military experience into civilian skills.

In addition to being purposeful in hiring veterans, Ferrell says employers must be purposeful in how they embrace veterans once they join the organization. Ferrell recommends connecting newly hired veterans to your veterans ERG or to other veterans in your organization as a part of the onboarding process.

How you can support veterans in your workforce

Here’s how World Wide Technology and Dow are using their company resources to build a welcoming workplace for veterans that support their transition to a civilian role:

Partnering with external groups

“There are multiple programs that we are connected to,” Ferrell says, naming the Tap program, SkillBridge, NPower, and Hiring 카지노 커뮤니티 랭킹 Heroes as examples. These partners work with companies like World Wide Technology to give veterans on-the-job experience and sometimes place them in jobs at the company. World Wide Technology’s veterans ERG also has a strategic partnership with My Warriors Place, a retreat center for veterans and their families that offers recovery and coping programs

“A big key in the entire process of hiring vets is to meet them where they need you,” Ferrell says. That might include help with preparing résumés or tips on how to negotiate salaries.

To really increase the number of veterans joining your organization, Ferrell recommends adding military veterans to your talent acquisition team and taking advantage of their large networks. Veterans in your organization can reach over the fence and use their network to identify other highly skilled veterans as candidates for hire.

Invest in employee resource groups

Dow in particular places value on its ERGs with more than 60% of its current workforce participating in one of its 10 resource groups. One of its groups is called the Veterans Network or VetNet and is an essential resource for leaders to understand veterans’ experiences at the company.

It was with input from its VetNet group that Dow developed a military degree equivalence program, giving former service members with a rank of E-6 or higher credit for their service, equivalent to having earned a bachelor’s degree. For a materials science company like Dow, where degrees are often required for the work, this step made a huge difference.

Williams gives the example of one Dow employee who had worked at the company for 16 years who came with experience in the Naval Nuclear Program. “Because of military degree equivalence, he’s now able to lead one of our key projects with small modular nuclear reactors,” Williams said.

World Wide Technnology's veterans ERG — VETS — provides a rally point for veterans to gather for support, and supports purposeful accommodation of those who continue to serve in the National Guard or Reserves. VETS also brings education and awareness of veterans' matters to the broader workforce at the company.

Use company resources to increase visibility for vets

World Wide Technology and Dow commit company resources to celebrate veterans and their service, both internally and externally.

World Wide Technology partnered with the Honor Flight Network, an organization that transports veterans to Washington, D.C., to visit the memorials and monuments honoring them and their service. For one veteran who didn’t have family members to accompany him on the journey, more than 50 World Wide co-wokers rallied to hand write cards thanking him for his service.

Dow took advantage of its partnership with NASCAR to wrap the No.3 car it sponsors with a design to honor the service of 2,000 veterans, both employees who served and employees’ family members who served. “There is nothing more powerful than when this car gets unveiled, to see the employees going and looking and finding their names or their great-grandfather's name,” Williams says.

Ferrell says that individual leaders can also have an impact by taking a personal interest in their Veterans. “When you see a Veteran, ask him or her how they’re doing,” he says. “Transitioning into the corporate world is not easy. Ask how they’re doing and then figure out how you can give back and help.” 

How Adding Veterans to Your Workforce Boosts Resilience Across the Organization

2024-11-06T07:01:20-05:00

Here are three strategies to help veterans thrive in your company.

For employers seeking candidates with in-demand attributes like entrepreneurial mindset, curiosity, leadership, self-awareness, and growth potential, veterans represent a unique and diverse community of untapped talent.

After eight years of active-duty service, I transitioned out of the military in 2019. I completed graduate school and began my job search as a civilian with the expectation that I would easily land a role.

I was quickly proven wrong. Not only did I need to learn how to find a role that matched my skill set, I also had to learn to translate my military experience so that employers could understand how my nontraditional background would benefit their company.

When I did land an interview, I was often met with hesitation and resistance. Interviewers asked questions such as:

I don’t see how your experience applies. Can you connect the dots for me?

I see in your résumé that you led a team of 30 people. Did you lead a project that included a team of 30 people, or were you the direct manager for a team of 30 people?

The military is a highly structured and hierarchical organization. How will you adapt to a less structured organization?

These types of questions made me doubt that these interviewers could possibly understand a veteran’s employment experiences, or whether they were even capable of valuing my skills. When I interviewed with companies that understood the value I bring as a veteran, my enthusiasm for the company and the role increased knowing I would be appreciated and encouraged to bring the entirety of my professional experience to the table.

Learn how to develop resource groups and improve belonging for all employees at the For All Summit™ April 8-10 in Las Vegas.

What veterans bring to the workplace

Hiring leaders should consider how military members’ unique experiences prepared them for civilian work by developing several highly sought-after employee traits:

Entrepreneurial mindset. Veterans are self-motivated, proactive, and resilient. They demonstrate an entrepreneurial mindset through their ability to adapt and innovate in challenging situations, solve problems quickly, and think five steps ahead in any given situation.

Curiosity. Although the common perception is that veterans are rigid and require clear structure, their experiences also foster curiosity, and a willingness to understand new concepts. Their curiosity drives them to explore new approaches to problems, which is crucial in businesses across all industries.

Leadership. The military prides itself on developing strong leaders who can handle heavy responsibility in challenging conditions all over the world. Veterans spend many years leading teams of various sizes, making critical decisions, and ensuring their teams are cared for at every level, skills they can bring into civilian organizations.

Self-awareness. Veterans’ experiences in the military often force them to confront their strengths and weaknesses, promoting a strong understanding of themselves and their influence on others. Self-awareness enhances their leadership abilities and allows them to adapt easily to diverse environments.

Growth mindset. Veterans are committed to growth in every aspect of their lives. In the military, they are trained to operate at their highest potential, consistently seeking growth in all areas. This commitment to learning does not end when they transition out of the military — in the civilian workforce, veterans are 39% more likely to be promoted early compared to employees who did not serve, per data from LinkedIn.

Yet despite these desirable qualities, data shows that veterans are 70% more likely than non-veterans to take a step back in seniority during their careers. Furthermore, 33% of veterans are underemployed in lower-paying, more junior roles after transitioning to the civilian workforce.

So, how can companies create an effective veteran recruitment strategy to help veterans feel supported in their role as they adjust to a new work environment?

How to add veterans to your workforce

As a veteran who recently went through the military-to-civilian career transition, here are the top three strategies I recommend:

1. Develop a veteran-specific recruitment strategy

To effectively recruit veterans, companies should develop a plan that proactively pursues them rather than waiting for them to apply. An effective strategy could include partnering with organizations such as 50 Strong, which helps close the gap in veteran recruitment, and participating in hiring events such as the Service Academy Career Conference, which provides direct access to skilled veterans seeking new opportunities.

When looking for their first post-military role, many transitioning service members seek educational opportunities, transition programs, or hiring fairs for veteran support and recruitment. 카지노 커뮤니티 추천 such as DOD SkillBridge, Hiring 카지노 커뮤니티 랭킹 Heroes, 50 Strong, American Corporate Partners, and the Service Academy Career Conference support veterans transitioning out of the military by facilitating connections with military-supportive companies looking to hire veterans.

By collaborating with veteran-focused organizations and creating veteran-specific outreach initiatives, employers can create a welcoming environment that highlights their commitment to hiring veterans.

2. Create a veteran-friendly culture

Celebrating veterans honors their unique contribution and sacrifice. Employers can honor veterans through appreciation events such as Veterans Day, create veteran-specific mentorship programs, and support shared experiences through a veterans’ employee resource group (ERG). By actively acknowledging the value and perspective veterans bring to the organization, you can create a veteran-friendly culture that strengthens cohesion and boosts morale.

3. Offer training and development opportunities

Offering training programs and development opportunities that align veterans’ military certifications with equivalent civilian credentials is essential. Many veterans face challenges in navigating the complexities of civilian qualifications. By providing resources to help update certifications and enhance skill sets, companies can empower veterans while clarifying career advancement opportunities. This approach fosters a sense of belonging and significantly improves employee retention.

Veterans’ business impact

Increasing the number of veterans in your workforce is not simply a gesture of support, it’s a strategic decision to improve your organization’s diversity, strength, curiosity, and resilience.

Veterans enhance organizations by fostering a culture of growth, excellence, and teamwork, and bring a wealth of experience that can drive your organization forward. By implementing veteran-specific talent strategies, you can build a more dynamic, diverse, and effective team within your organization.

How To Build an ERG Strategy To Support Smaller Demographics and Groups

2024-11-04T07:05:50-05:00

If a particular demographic group only has a handful of representatives in a company, here’s what a great workplace can do.

The first step in building belonging and inclusion is investigating the contours of your workforce.

What demographic groups are underrepresented or overrepresented? What are the gaps between the experiences of different groups?

Those are hard questions to answer when you only have a handful of members of a particular demographic group in your organization. The number of responses from a group in your employee survey might not produce a statistically significant sample. Popular strategies like creating an employee resource group (ERG) might not make as much sense, either — but that doesn’t mean these groups shouldn’t get support from the organization.

When employees look at the roster of ERG groups at a company and don’t see one that fits their identity, they can feel overlooked, or worse.

“In some cases, they might feel that they can’t be their full selves at work,” says Matt Bush, senior strategic advisor at Great Place To Work®. “In a worst-case scenario, people might assume there is antagonism towards their identity in the workplace.”

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How to support invisible groups

First, companies can ensure that employees feel comfortable sharing their identity with their employer.

“You may actually have more members of a group in your company, but not know because you have not created the conditions for them to be open about who they are,” Bush says. A self-ID campaign is a crucial early step to increase visibility and build trust.

“What we always recommend is coming up with a listing strategy and inviting members of your target group to collaborate with you,” Bush explains. Questions to ask include: “How would you like your organization to show up for you?” and “How would you like to be seen in the organization?”

Different groups will want different kinds of support. Employees might want to create an ERG, but they might also prefer something smaller, such as specific programming around a cultural holiday or awareness day.

Finally, if there is a specific group that your organization is looking to engage, you can lean on external resources and subject matter experts.

“Whether it’s a speaking engagement or someone that you can bring into consult, inviting in external leaders and experts can fill in the void,” Bush says. You can build a relationship with a resource and vet them over time, starting with a small engagement and building into a more meaningful partnership.

Nested ERGs offer important subgroups

Great Place To Work’s report “Untapped Energy: The Potential of ERGs” offers insights on adapting these groups to offer inclusion and belonging to smaller subgroups within an underrepresented demographic.

These subgroups can be crucial for giving smaller subgroups a place to experience the full benefits of ERG participation. Bush gives the example of a women’s ERG, which can have a vast amount of diversity within the group.

“A member might say: ‘Yes, I’m in a women’s ERG, but I'm still very much a minority here because I’m a Black woman,’” he says. To counter this experience of marginalization, some ERGs will create subgroups with dedicated separate meetings, programming, and goals.

Another strategy for ERG leaders is to open membership to all employees.

“This is something that a lot of companies disagree on,” Bush says. “Should ERGs be exclusively for people who identify as part of a group, or should they be also inviting to people who are allies or people who do not identify as a member of that group?”

Whatever strategy you adopt, it’s important to clearly communicate your approach. Some companies add a plus at the end of ERG names to expand expectations on who can participate and how groups will operate.

Make your ERGs work for all

To ensure that your ERG strategy creates space for every employee, Bush offers four tips:

1. Start with clear community agreements that provide space for all participants

“We always recommend that when ERGs are started, founding members in the organization work together to come up with a charter that makes sense for the goals of the people, the community, and the business,” Bush says.

These are often positioned as agreements, not rules, and are intended to guide behaviors and practices that will be productive toward the goals to the group. One example: Always have space and open floor time for subgroups in the ERG at group meetings.

2. Don’t prioritize demographic groups based on their prevalence in the organization

It’s a mistake to allocate your resources and levels of engagement solely based on who you think is represented in your organization, Bush says. Even if you are pretty sure you don’t have a single employee that identifies with a particular group, there is still value in raising the visibility of that group and its experiences.

“Whether it’s acknowledgement, education, lunch and learns, guest speakers — the value of these activities can still benefit the organization,” Bush says. “One day you might have someone who identifies with that group in your organization. You might have customers or suppliers who identify with that group. Building more understanding and empathy between groups is always beneficial.”

3. Find ways to get involved outside your organization

When looking to engage with underrepresented groups, consider opportunities outside the workplace. Find relevant charities where you can donate or sponsor a volunteer event, Bush recommends.

“Those are always beneficial, not only for the people who identify as those groups, but also just for your entire workforce to build bridges for themselves and develop the skills to build connections across wider, more diverse groups,” Bush says.

4. Start where you already have engagement and momentum

If you are just getting started with your ERG strategy, start by offering an ERG to employees who are actively requesting more support and resources. When one ERG launches and starts having events and producing results, other groups may want to follow suit.

“ERGs should be employee-led,” Bush says. “If some employees just have more energy or are just more gung-ho about doing it, let them take the lead.”

Dow's Alveda Williams on How Employee Resource Groups Drive Business Success

2024-11-04T04:00:08-05:00

"ERGs are fully empowered. There are things happening around the world through our ERGs that I, as the chief inclusion officer, did not dictate, and did not play a part in."

Alveda Williams, chief inclusion officer at Dow, talked about the enormous difference Employee Resource Groups (ERGs) have on policies, practices innovation, and overall business success at Dow. With 600 chapters globally, these groups have influenced policies and contributed to product innovations, such as the Pride collection sneaker with Under Armour.

She also shared why influencers and non-people managers are part of leadership, and how that fosters a culture of collaboration and inclusion. Her insights remind us that inclusion is not just a policy, but a practice requiring intentional effort and leadership at all levels.

On the benefits of employee resource groups:

So often we get stuck on the first letter. Is the focus on the” E”? My tendency is to say we're focusing on the wrong thing. We really should be focusing on that “R,” because these groups are a resource for the employees and they're a resource for companies.

It's why we've spent so much energy around them. Over the last seven years, we have quadrupled participation in our ERGs. In 2017, 15% of our employees were engaged in one of our ERGs, to today, 60% of our employees are engaged in one of the 10 ERGs. We believe in the power of ERGs to move the needle for our people and for our company.

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On how ERGs influence business decisions:

In terms of business outcomes, I tend to think of that really broadly. I think about policy changes, changes in our practices, and of course changes in innovation and in terms of our overall results.

We recently expanded our global parental leave policy, and we went from six weeks of parental leave to now 16 weeks of parental leave, time off for all birthing and non-birthing parents, regardless of gender. And that policy came out of our women's inclusion network.

I think about the work that we've done around expanding benefit coverage for same-sex couples, born out of our GLAD ERG.

And then there are examples around innovation. One of our key customers is Under Armour. Every June, Under Armor puts out a Pride collection sneaker and in the mid-sole of that sneaker is Dow technology. And so you take the innovation that we bring in terms of delivering the technology into the shoe, partner that up with our global GLAD LGBTQ+ ERG, and you've got a powerful product that is on display, and the proceeds of that go to an organization called Athlete Ally in support of LGBTQ athletes.

ERGs are fully empowered. There are things happening around the world through our ERGs that I, as the chief inclusion officer, did not dictate, and did not play a part in.

When they speak, we absolutely listen. When they bring the ideas, we absolutely vet them. The highest level of leadership in our company serves as the executive sponsors for these ERGs, and it speaks to the level of importance that we place on them. They are not just there waiting to be called up. They are fully empowered and activated to bring their best ideas forward.

On how ERG goals are connected to the company’s goals:

We've said ERGs have long been a place of connection and community in our company, but what are the things that we can do to help them better serve the company's direct needs?

Three years ago, we developed this concept that we call an ERG agenda each year, and it speaks to the things that are critically important for the company. ERGs are going to do the work of providing a place of connection and courage and community for their group and the allies that support them. But if you want to be a resource for the company, here are the things that we are asking you to focus on.

We don't dictate the programming, but we will say that in 2024, for example, well-being is important. And we watch what they do with that, and it can be powerful. What well-being or mental health means to somebody in the Veteran's group may look very different than what it means in the women's group.

We give them five or six sort of anchors, if you will, every year. And then we just let them go and have fun with it, and it's great to see what they can come back with.

When they speak, we absolutely listen. When they bring the ideas, we absolutely vet them. The highest level of leadership in our company serves as the executive sponsors for these ERGs, and it speaks to the level of importance that we place on them. They are not just there waiting to be called up. They are fully empowered and activated to bring their best ideas forward.

On the impact of ERGs on the employee experience:

Seven years ago, when we had 15% of our people in ERGs, we looked behind the curtains of our employee survey and what we saw is that people who were participating in our ERGs were having a significantly different and positive experience relative to those who are not.

We could see it in the data. We were literally proving out the business case around ERGs ourselves, and I mean significant — 11, 12 basis points. This year, it's about 14 basis points. That was with 15% of the people in our ERGs. We knew that if that were true, what we were seeing is higher overall employee satisfaction. That satisfaction translates to engagement, engagement translates to productivity, and productivity translates to bottom-line value.

On how Dow defines leaders:

We have a community that we call Lead, and includes everyone who is a leader of people, in addition to those leaders who are a certain career grade in our organization who do not have people. At Dow, we believe that leadership is a privilege, not a right, and so we want to make sure that we're setting up our leaders to be able to serve the community of employees that we have.

At the center of the employee experience, the data that you at Great Place To Work has shared with us, and the data that so many of our partners have shared with us, is that leaders make the difference. The data will show you that more than 70% of an employee's experience is based on their experience with leaders. And so we are tapping into that unapologetically and making sure that we start at the heart of the house, which is our leadership community, 3,000 or so of our 36,000 employees.

9 Ways To Make the Workplace More Inclusive for Women Going Through Menopause

2024-10-18T07:00:37-04:00

Here’s why business leaders can’t afford to ignore menopause and its impact on the workforce.

It's time for US leaders to rethink how they support women in the workplace—and menopause must be part of the conversation.

At 49, menopause hit me. I was blindsided and completely unprepared, despite being an educated and intelligent woman. The symptoms hit me like a freight train—hot flashes, sleepless nights, brain fog, fatigue, and loss of my mojo!

In the workplace, I told no one and hid my symptoms. I did not want to be labelled as menopausal, as I feared I would be considered as “old,” “past it,” and unable to do my job. I found myself questioning my competence and confidence. I wasn’t alone — millions of women are silently struggling through menopause at work, often with little to no support.

Menopause affects half the workforce at some point, and yet, so few workplaces are addressing it. Ignoring menopause isn't just bad for women—it's bad for business.

In the US, an estimated 6,000 women reach menopause every day, and by 2025, around 1.1 billion women worldwide will be postmenopausal. Menopause occurs between the ages of 45 and 55, at a time when women are often at the peak of their careers. Despite the growing number of women in the workforce, menopause still remains a taboo subject, often misunderstood and shrouded in stigma.

In reality, every woman will go through menopause. Menopause isn’t merely “hot flashes” and “mood swings.” There are more than 40 symptoms, including brain fog, insomnia, anxiety, depression, joint pain, and many more. For women going through menopause, 85% report experiencing symptoms of varying type and severity, lasting on average seven to 10 years.

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The impact on women’s careers

Menopause can have a significant impact on women’s professional lives. Up to 20% of women experience severe symptoms that interfere with their ability to work. Nearly two-thirds (63%) of menopausal women said their symptoms negatively affected their work performance. In a 2022 U.S. survey, nearly a third of respondents considered reducing their hours and 22% said they would consider early retirement.

카지노 커뮤니티 추천 with that proactively address this issue will see clear benefits:

Retention of talent. The loss of skilled, experienced women due to unmanaged menopause symptoms creates a talent drain that’s difficult to replace.
Increased productivity. Providing reasonable adjustments (such as flexible hours, hybrid working or access to quiet spaces) can significantly improve women’s productivity and reduce absenteeism.
Improved employee engagement. Offering menopause support fosters a culture of care, resulting in higher employee engagement and loyalty.
Diversity inclusion. 카지노 커뮤니티 추천 committed to gender diversity and inclusion cannot overlook menopause. Addressing it head-on is key to supporting women’s health and long-term career progression.

While the U.S. has yet to follow the U.K. in classifying menopause as a workplace issue under equality law, the tide is turning. Ignoring this issue could soon expose businesses to legal risks around discrimination or failure to make reasonable accommodations under the Americans with Disabilities Act (ADA).

How companies can respond

If you want to become menopause inclusive, here are 9 tips:

1. Get sponsorship from senior leaders which encourages the rest of the organization to engage meaningfully.

2. Build male allyship to ensure that the impact of menopause is understood by the entire organization.

3. Invest in education and awareness to normalize the topic and give managers and co-workers the confidence to support their colleagues.

4. Introduce menopause-friendly policies, such as flexible working, hybrid working, access to quiet or cooler workspaces, and health benefits that cover menopause-related treatments.

5. Find low-cost accommodations, such as desk fans, more frequent breaks, or the option to work from home, which can make a significant difference for menopausal employees.

6. Tap internal champions offer peer-to-peer support, a listening ear and help direct others to internal and external resources about menopause.

7. Use your EAP to offer additional support, such as confidential counselling and coaching. Occupational Health benefits can also offer guidance and advice.

8. Follow a risk assessment process to protect both the individual and the employer.

9. Measure your efforts to improve effectiveness going forward.

Menopause can no longer be ignored. The first step for any employer is to acknowledge the problem and commit to change. This means reviewing current HR policies to identify gaps and opportunities for improvement. Leaders should gather employee feedback, consult experts, and start crafting comprehensive menopause policies.

카지노 커뮤니티 추천 can make a difference by taking a proactive approach to menopause. It's not just about doing the right thing. It's about protecting your talent, boosting productivity, and staying competitive. The time to act is now. Let’s make workplaces where every woman feels supported, respected, and empowered to thrive at every stage of her life.