A global company the size of Teleperformance (now going by TP) — operations in 100 countries — means that hiring processes have to be efficient. Their target? From application to job offer in just seven days, a breakneck pace made possible by technology.

But Alan Winters, chief people and diversity officer at the company, says the company takes care to ensure decisions remain human. Their approach will be shared in detail at the For All Summit on April 8-10 in Las Vegas.

We spoke with Winters about the current HR landscape, technology’s role in driving excellence, and what advice he has for other HR leaders in our latest “How I Got Here” conversation.

What’s your daily routine or morning ritual to start the workday on the right note?

Winters: I normally have the first 30 minutes blocked off for no meetings, to allow me time to address any critical priorities that evolved overnight. As a global organization with operations in 100 countries, we operate 24/7. If you look at my calendar, it’s color-coded. I'll look at the week coming up and my meetings and what's critical, especially anything with due dates or deliverables, just to make sure I'm ready. I've got notepads for one-on-ones and meetings to help me keep things organized, which relate to what's whatever's on my calendar.

In addition to my morning routine, I also have a Friday afternoon routine to help end the formal workweek. On Friday afternoons, I dedicate an hour or so to visit LinkedIn and reach out to someone from my network who I've not contacted in a while. I send an e-mail via LinkedIn — just checking in to keep my network alive and help maintain strong professional relationships. That could be someone within TP, someone at a company I've worked with in the past, or just people I've met through network connections.

What was the turning point that sent you down the path to your current role and work? Any advice you would give to your younger self?

Winters: The turning point that led to my current role was four years ago at TP, when I was in a board meeting where we reviewed normal business topics. At the end of the meeting, I typed an e-mail and sent it to our CEO highlighting items that I thought were missing or areas where I felt we needed to add more focus. One of those items was the need to have a global head of HR. I shared some key reasons for my recommendation, and what I thought the company should do. The CEO reviewed my recommendations and passed around my suggestion for a Global head of HR to other members of the executive committee. A few committee members agreed, and then they asked me to step into the role. That's how I got in the job I'm in today.

The advice I would give to my younger self is to fully participate when attending a meeting. If you're invited, don't just sit on the sidelines. Be actively involved.

An example: Before my time at TP, I was the head of customer care at another company. At that time, we had regular meetings with all the C-level executives of the company. In the middle of the boardroom was a big table, with chairs all around the outside. The first time I attended the meeting with my boss, he sat down in a chair on the perimeter of the room. However, I sat at the table.

And others were all looking at me like, “What are you doing? You can't sit there. That's where all the C-levels sit.” And I said, “Well, if you're going to invite me to the meeting, I'm going to sit at the adult table and participate.”

Hear more from Winters and other leaders from great workplaces at the For All Summit in Las Vegas April 8-10! 

What’s the biggest workplace or HR challenge facing leaders in the year ahead? What should be top of mind?

Winters: HR is facing several challenges this year, including the unknown impacts of AI on organizations, its managers and people. Also, significant geopolitical changes. Some highly visible companies have rolled back DEI programs so the pendulum is swinging there, and I think it is going to have a massive impact on how people approach sourcing and hiring, which will have an impact on culture and employee experience.

How is AI changing how you do your work? Any big lessons or takeaways?

Winters: At TP, we use advanced AI tools to help collect and analyze data on a large scale, which empowers our management teams and TP Experts to make stronger, more informed decisions in support of our clients and their customers. It requires us to think more strategically to identify and understand what challenges we are trying to solve.

For example, when recruiting for our front-line TP Expert roles globally, our goal is to get a candidate from job application to job offer in just seven days. That includes interviews, assessments and evaluations. We use AI tools to help us scale recruitment activities to hire the right qualified candidates, but it’s also important for us to retain people as part of the equation when making the final decision.

What’s the No. 1 thing that companies are not paying enough attention to when it comes to AI and/or workplace culture?

Winters: When it comes to AI and workplace culture, I recommend avoiding the pitfalls of implementing an AI program just for the sake of implementing an AI program. In some cases, AI-powered tools might be a strong solution, which is great. But before making that decision, it becomes critical to really drill down and pinpoint the problem you’re trying to solve. Then from there, find the best solution.

If you think about the Six Sigma approach, the Five Whys, ask why you're going to do this. Why do we need this? What problem or problems is it going to solve? And then try to understand the potential unintended consequences. If you try to automate everything to save money, it’s important to understand the downstream impact.

Today’s advanced tech tools are likely to allow organizations to automate around 90% of the hiring process. But if you're a people-focused company, do you really want that? It would result in new employees’ first experiences with the company being 100 percent automated, with them not really understanding the organization’s culture and people.

What is your favorite piece of career advice you’ve ever received? Why?

Winters: “Don't let perfection be the enemy of good.” Most of the time, good is okay, just so you can move fast to get things done. If you wait for perfection, it's never going to happen.

The other one is: In one minute, I can change my attitude. In that minute, I can change my entire day. This mindset helps you reframe things and put issues or problems or challenges in context, to avoid having one issue derail your day, week, or month.

Also, I’m fond of a famous quote from Maya Angelou: “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

What book or podcast would you recommend to our community of leaders trying to build better workplaces and companies?

Winters: “Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI.” It’s very relevant for TP, as we’ve been accelerating our digital transformation with advanced AI tools that empower our people to deliver simpler, faster, more empathetic and safe solutions to clients.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Winters: I would change how people connect with each other because I think that's going to be even more challenging as AI becomes more advanced from a human perspective.

How we manage and engage with each other matters so much. If you think about the amount of information that you can collect to understand someone better and how that information should be connected to help them onboard in a professional role, I think that’s really important.

When you hire someone, they've got this short runway to be able to add value and produce in their new role. So, if you’re looking at their mid-year or annual appraisals to determine if they are aligned with your culture, then you’re making decisions — whether it’s a promotion, an evaluation, corrective action or termination — simply by looking at the data and not having connected with the employee. Then you’re really not helping that person.

Stronger connectedness and relationship building helps you make decisions about that whole person, versus one piece of information. It may be that they're performing at a certain level, but have you done anything to help them get up to speed quicker?

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, .

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.”  

Across the globe, companies have embraced remote and hybrid workplaces as a lasting part of how work gets done. For many organizations, there's no going back—remote work is here to stay, and processes must evolve to support the remote employee experience.

Nowhere is this more true than in onboarding remote employees. It’s hard to create an onboarding experience that makes people feel like they belong somewhere, when that “somewhere” isn’t a physical space. But it’s a critical part of both reinforcing employees’ decision to join your company and strengthening your company culture.

Here are a few ways you can ensure that your remote onboarding program immerses remote employees in your workplace culture.

1. Get the organization excited about new remote employees

Encourage your leaders to anticipate greatness from fresh talent. No one should feel like they have to prove themselves to anyone else – ever.

You hire remote workers for a reason, right? They’ve done the work to earn an offer. Just like onsite team members, remote employees have the qualities and skills needed to add value to the team and help your organization achieve its mission.

Here are a few ways to prepare the company to give remote employees a warm welcome:

• Ensure leaders articulate how the company’s success and shared purpose is accelerated by new hires
• Make an announcement that celebrates new hires’ unique gifts and who they are as human beings to help your employees get to know them
• Invite new hires to write a few words about themselves so that team members can identify any shared interests or interests that excite curiosity

Connections happen quickly when there is more than just work to share.    

2. Assign a “new hire buddy” that embodies your company culture

New remote workers need a friendly face to go to for clarity in the onboaring process. Having someone that each new hire “knows” can also foster the kind of social support that strengthens remote teams.

A buddy system should include regularly scheduled check-ins. This creates a dedicated safe space for new remote employees to ask questions they don’t feel comfortable asking in a group Zoom or Slack channel.

Connections happen quickly when there is more than just work to share.    

Think carefully when choosing who to tap as a new hire buddy. An ideal buddy is someone who:

• Embodies the organization's core values
• Acts as an ambassador of the business
• Thrives as a go-to guide for others 

It’s important to be sure that the buddy genuinely wants to be and enjoys being a part of the journey others are on. (Bonus points if coaching is a part of your buddy’s development.)

3. Encourage virtual “coffee meetings” with varying roles in the business

It’s important to set time aside each day for your new hires to establish relationships as soon as possible. This is especially true if your onboarding process is very information-heavy. This deliberate approach to virtual office connections in a remote environment will accelerate team camaraderie.

Most of these casual meetings should be with employees outside of the new hire’s own role so they can learn about different aspects of the business and connect with the people that can provide context for the big picture.

Since every organization is unique, these informal meetings will enable your new hires to more efficiently connect the dots of your business and associate the information they are getting from the training with the roles that perform these important duties.

In an office setting, these connections may have happened organically. In a remote setting, these dedicated meetings create a more intentional way of connecting to your workplaces’ social ecosystem than ever before. 

4. Create an ERG made up of first-year remote employees & empower them meet periodically

It’s already hard to be the new employee in an office setting. In the remote world, it’s even harder. Creating a remote Employee Resource Group (ERG) for new hires to share learnings will foster a sense of camaraderie early because everyone in the group can relate to one another.

This ERG is especially useful when the remote employees are in different roles, because learning in one role could benefit everyone in the group. You can provide prompts for the group meetings to have more intention or allow for free-form discovery and natural conversation.

There’s no wrong way to let a group like this connect – it’s more about common ground than having a set agenda. Bonus points for creating a chat channel just for first year employees.

5. Be vulnerable and share where the business has opportunities to improve

No business has perfect processes in place and there’s always room to evolve and grow with the world around us. It’s essential for leaders and individual contributors to voice what’s not working, especially if your company is new to operating remotely.

Your new hires, having started in a completely remote environment, will have firsthand knowledge and ideas for improving the remote experience. (In fact, the inspiration for this post came from a new remote employee!)

6. Meet remote employees where they are at, not the other way around

Remote workers do not have the luxury of being shoulder-to-shoulder with a veteran employee to ask quick questions or get in-the-moment guidance.

In a remote work environment, that kind of invaluable support happens asynchronously—a question asked on your company’s messaging platform gets answered when someone is available, and in some cases that might not be for hours.

This is especially true when employees are spread across time zones, as well as when companies wisely give remote employees flexibility to incorporate work-life balance into their schedules.

While onboarding remote employees, it’s important to give them as much time as they need to learn about the core business and its products/services/offerings, as well as the psychological safety to ask as many questions as possible.

Have 30-, 60- and 90-day development checklists for new hires to assess their needs and confidence in different areas. Avoid the expectation that remote workers know everything by a certain date; instead, embrace the way they learn and the journey to help them get there.

7. Double up the one-on-ones with people managers 

Having one-on-ones with direct reports should be on every manager’s schedule, but new hires in a remote environment should have twice as many one-on-ones for at least 90 days into the onboarding process.

This extra “face time” is essential for establishing a remote mentor-mentee relationship. It takes time to develop and understand each other’s communication styles, so managers must spend extra time with new hires to cultivate a bond early on that facilitates great communication.

8. Celebrate each milestone with a proper shout out on your communication tool

We’ve all heard the idea of celebrating small wins. Remote workplaces in particular can benefit from this culture-strengthening practice.

For example, managers can recap what the 90-day onboarding journey of a remote employee has brought to the team. Share what the team has learned from them and how they’ve already contributed.

Collect anecdotes from those who have spent time with this new hire to share words of encouragement and make your pride in this employee known. Celebrate remote employees’ work milestones and encourage colleagues to give recognition and praise freely.

카지노 커뮤니티 랭킹 research shows that when people are made to feel welcome, the organization not only survives during a recession, it thrives. First impressions last much longer than the initial moment, so focus your time spent onboarding remote employees on connecting.

Your new remote employees will have an unforgettable onboarding experience in a space they look forward to logging into every day.

Make your workplace irresistible to potential remote hires

Great Place To Work 카지노커뮤니티℧ helps your company attract and retain top workers. Employees at Certified companies are 60% more likely to help their employers recruit talent and 51% more likely to stay for a long time, when compared to non-Certified companies. (Source)

Building trust with employees starts long before their first day on the job.

From the recruiting process through their first few months at the company, employees are looking for signals both overt and subliminal, about their value at the organization.

“When someone joins your organization, you should make sure that they know you were expecting them — and that you couldn’t wait for them to get there,” says Michael C. Bush, CEO at Great Place To Work®.

This leadership behavior — “hiring” — is all about making sure new people who join the organization receive a warm welcome. Here’s how the best companies make sure employees feel like a valued and appreciated member of the team before they ever walk in the door on their first day.

Recruiting for culture ‘add’

When creating a welcoming and inclusive culture, great workplaces start by making sure that everyone believes that no matter who they are, this company is a place where they can belong. Prospective employees are looking for signals both large and small that indicate whether their new company will value and respect them.

Join us for the 2025 For All Summit™ April 8-10 in Las Vegas!

“When you first start at new company and you have to fill out a job application, if it only says male and female at the start, that probably tells you a lot,” says Brian Reaves, chief belonging, diversity, and equity officer at UKG. “It’s saying [leaders] don’t understand that people don’t just identify in a binary manner.” 

The best workplaces use their values to guide every step of the recruitment process, and look for people who add to the culture, not just those who “fit” the culture.

카지노 커뮤니티 추천 like Dow develop metrics to ensure they attract the widest range of talent. Dow’s scorecard measures five different metrics: global representation of women, U.S. ethnic minority representation, participation in employee resource groups (ERGs), spending with diverse suppliers, and overall employee satisfaction.

Every leader at Dow also has a dashboard that shows the diversity of their business group and key metrics like hiring and voluntary turnover. This level of analysis allows Dow to learn from itself, with teams that are having more success recruiting and retaining a diverse set of employees sharing their strategies with others.

It’s also crucial to consider the talent pipeline and make investments to ensure more people can see a future for themselves in your organization.

At Cadence, which hires primarily college graduates with advanced degrees in computer science and technology, a revamped outreach program on campuses created a much bigger talent pool for the company. Roles were changed to target undergraduates and focus on internal training, and a wider range of universities were targeted for recruitment.

The result? In 2023, Cadence saw a 25% year-over-year increase in the number of women hired at the company.

Values revealed in the hiring process

How a candidate experiences the hiring process can build or break trust. Did you feel connected to leaders, or did you feel like your time was being wasted? Did the process bring the company’s values to life — or was the experience jarringly different from the values the company claims to uphold?

A respectful and unbiased process is a strong signal to employees that the company knows what they are looking for and will be committed to their long-term success.

To ensure that every employee has a good experience, consider standardizing the process across teams and departments. At Workiva, after realizing that its more than 60 product development teams had their own norms and tools to interview and hire candidates, it built a group of “hiring ambassadors” that took responsibility for interviewing all candidates on competency models and advocating for diversity, equity, and inclusion as part of the process.

And the process has shown results: a decrease in the time-to-fill rate for open roles and a lower early turnover rate across the organization.

A standardized hiring experience doesn’t mean that every employee should be treated exactly the same. Great companies will change the process to fit the needs of the candidate, such as HP Inc. and its Spectrum Success Program, which helps people with autism, as well as those with developmental disabilities, share their abilities in a format that suits them.

The hiring process is also an opportunity to connect employees with your culture. At NVIDIA, its “Insider Interviews” program allows candidates to meet with one or more of its community resource groups (what it calls its ERGs).

These brief chats aren’t used to evaluate the candidate. They simply allow potential new employees to connect with the culture at NVIDIA and start to build the network that will be vital for their success if they join the company.

Going beyond the handbook for orientation

The first day at the organization is make or break for new employees.

“You can email or send new hires a note in the mail before they start, announce them to other employees in advance, take them to lunch their first week, and help them get integrated into your culture,” Bush says. “If someone gets to work and those things aren’t there, trust dips a bit. … They wonder if you really want them there, or if they’re an afterthought.”

Many great companies give new employees a peer or buddy to help them get integrated into their new work culture. At Tanium, new hires are paired with a buddy and an mentor on their first day, with their buddy answering questions and facilitating connections within the company. Mentors familiarize new hires with role-specific details and new hires often shadow their assigned mentor in both internal and external meetings.

Great workplaces also make the first day fun. At Veterans United Home Loans, new employees participate in a team bonding exercise, which could include painting rocks, designing a custom t-shirt, making charcuterie boards, or a Nintendo tournament. At NVIDIA, new hires are invited to join a campus tour and new-hire volunteer activity — immediately connecting new employees with NVIDIA’s values.

Beyond professional success, the onboarding process provides an opportunity to learn about candidates’ personal goals and aspirations.

At WestPac Wealth Partners, employees joining the firm are asked to share their goals, both for their career and their lives outside of work.

“If you work with me and make a bunch of money, and the rest of your life sucks, then I failed you as a leader,” says Travis Scribner, managing partner at WestPac. “I want to see you win in all areas of life.”

Great companies know that onboarding is an important touchpoint in the employee lifecycle, but it can’t be the last time you ask important questions about goals and aspirations. The conversations must be ongoing, grounded in that important first impression an employer makes on an employee’s first day.

How warm is your workplace welcome?

Great Place To Work research has identified “hiring & welcoming” as a key leadership behavior critical to a successful employee retention strategy. While onboarding is not the only factor, it can set the tone for an employee’s entire tenure with your organization.

This is especially true for Gen Z, a generation that’s both anxious from uncertainty and hopeful for the future.

Employers hiring those born between 1997 and 2012 need to be aware of the unique experiences and expectations of Gen Z in the workplace — and how those factors impact their onboarding experience.

3 ways Gen Z’s upbringing influences the workplace

“Every generation has a unique backdrop of society that it grows up in,” says Dr. Meghan Grace, co-lead of the Institute of Generational Research and Education and a senior consultant with Plaid LLC, an organizational development firm that focuses on learning experiences.

In Gen Z’s case, she says, three factors stand out as defining characteristics: technological advancement, global connection, and high-stress uncertainty.

1. Gen Z has experienced rapid technological change

“When we look at what was going on with Gen Z in that time period, it’s rapid technological innovation, faster than any other period in time,” says Grace. “That is the only real way they’ve known how to connect with the world.”

As such, Gen Z is not just extremely skilled at learning new technology — they expect it.

For example, Gen Z is the generation . But at the same time, they’re already more worried than other generations about being replaced by someone with better AI skills, according to a ,

Dr. Grace says Gen Z isn’t necessarily afraid of tools like AI, but they are very aware of how new tech will change the way they work — and they want to learn it.

“It’s ‘Can I be nimble? Can I learn skills that are transferable to a variety of different spaces and different industries,’” she says. “It’s not just, ‘I’m gonna be a doctor — I might need to be a doctor who can also manage a TikTok account that educates people on health issues.’”

Gen Z may be incredibly tech-savvy, but they’re also worried about what they don’t yet know. As such, they’re seeking employers that will give them those opportunities for ongoing learning and career development.

2. Gen Z has developed high empathy

While all generations face changing technology, Gen Z’s experience of it has broadened their worldview from a very young, formative age.

It used to be that high school represented your entire social circle, explains Dr. Grace. But with social media, Gen Z has broadened their networks in an unprecedented way.

For example, maybe someone had a niche interest and were the only kid in their school to care about that. But online, they could find a community with peers from different backgrounds.

They’ve also watched world events — from wildfires in Australia to the conflict in Gaza — unfold in real time, narrated through social media by young people just like them.

“Something that’s unique is that they can understand the human experience around the globe much more than previous generations can and feel that empathy,” says Dr. Grace. “They are more aware of what’s going on in the world geopolitically than previous generations.”

As such, Gen Z is seeking workplaces that align with their expanded worldviews and offer them the chance to make a difference.

"Gen Z more aware of what’s going on in the world geopolitically than previous generations."

“They’re hopeful for the opportunity to take on jobs that have meaning, that create impact for other people,” says Dr. Grace. “Gen Z is channeling their activism in their personal lives and want to work for companies with social alignment.”

3. Gen Z has faced global uncertainty

Older Gen Zs were early adolescents when the 2008 U.S. recession hit — meaning at the time when they were dreaming about what they wanted to be when they grew up, they were also overhearing adults worry about layoffs and unemployment.

Then, while the oldest Gen Zs were in college or graduating into the working world, the COVID-19 pandemic hit. Classes and office jobs shifted online, forcing them to miss out on important social development. Many Gen Zs worked frontline jobs in retail or hospitality, where they faced furloughs and safety concerns.

Dr. Grace says this backdrop has left Gen Z with a lot of anxiety — but also a willingness to be nimble out of necessity.

Take our hypothetical medical student, who sees science as a stable career path, but is open to biomedicine and integrating AI or new technology into their work. Dr. Grace says they may then also broadcast their journey through medical school on social media for monetization.

“They are truly financially concerned, stability concerned,” says Dr. Grace. “And so, they’re utilizing everything in their toolbox to make sure they’re not going to be hit with financial uncertainty. They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”  

While Gen Z has a reputation for job-hopping, it’s not because of short attention spans or disinterest. Rather, they’re switching jobs — higher pay, better benefits, and better growth opportunities.

"They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”

Employers that offer perks such as health insurance and retirement savings plans will .

5 tips for successfully onboarding Gen Z employees

Given Gen Z’s unique worldview and experiences, it may not come as a surprise that some of the things Gen Z wants most in an employer are:

• Relationship-building: The chance to connect with their colleagues as friends and mentors.
• Skills development: The opportunity to learn and practice new skills that will help them in their career goals.
• Workplace flexibility: The ability to shape their work life in a way that complements their personal life.

Here’s how to integrate these elements into your onboarding process:

1. Set up a buddy or mentor system

For Gen Z, the nuances of workplace interaction, such as communicating with multiple generations and working alongside new perspectives different from their peer group, was learned from behind a screen.

“I think that’s something they’re very cognizant of, that that’s a gap that they have,” says Dr. Grace.

She recommends pairing up Gen Z employees with a buddy who they meet with regularly. This could be just a friendly face who can answer questions they may be too scared to ask of their direct manager, or it could be a more formalized mentorship with someone who has similar career goals.

2. Offer a thorough training plan

Gen Zs are keen to learn. They are OK with acknowledging what they don’t know and will appreciate getting to try new things hands-on.

“They are sponges for skills,” says Dr. Grace. “They are seeking the ability to stack more things into their toolbox because they don’t know what skill they’re going to need down the road.”

Rather than relying solely on an all-in-one training session, consider bite-sized training and refresher opportunities. This kind of training aligns with the fast-based content delivery that Gen Z has become accustomed to online.

For example, if an employee is working on a new task for the first time, you could set up a 10-minute chat over coffee to walk them through it or send them a Loom video that guides them through it step-by-step.

3. Show what success looks like

Gen Z has grown up with a lot of uncertainty — which is why they want clarity in a new job. That includes knowing what’s expected of them today in the role, as well as what their path to success looks like.

When do reviews happen? Is there a checklist they can follow to achieve a raise or promotion? Setting transparent milestones early on will help to ease Gen Z’s concerns about stability and success.

“I can’t stress enough how much transparent leadership matters to this generation, and they want transparent leadership pre-hiring through onboarding,” says Dr. Grace.

4. Promote purpose

Great Place To Work research has shown that purpose in the workplace is one of the key factors that determines whether an employee will stay or quit.

Employers can win over and retain Gen Z employees with a meaningful company mission. In fact, Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning,” underscoring the significance of genuine commitment over mere lip service.

“Something that should actually start in hiring is talking about how their role and the work that they will do will have a bigger impact,” says Dr. Grace. “Why do we exist and why does this specific role play a part in what we achieve?”

Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning.”

5. Embrace flexibility

Great Place To Work’s research on employee retention strategies has found that employees are three times more likely to stay with an employer when they can choose between remote, hybrid, or onsite work.

While all generations are seeking flexibility these days, “this is a generation that has said it at a much earlier age,” says Dr. Grace. “They’re identifying that work is not their entire identity like previous generations have.”

Good onboarding is a business imperative

Proper onboarding isn’t just a nice to have — it’s essential for an engaged workforce.

“New hires are some of the most expensive to replace because you’re oftentimes replacing many of them multiple times a year,” says Dr. Grace. “The approach to onboarding needs to be incredibly holistic because when employees have barriers — even slight barriers or slight frustrations — those are the things they remember.”

Access our report, Unlocking the Secrets of Employee Retention, to find out how you can predict and prevent turnover in your workplace, including a special section on keeping Gen Z happy at your company.

Long gone are the days of posting on a job board and waiting for candidates to come to you. Today, the hunt for top talent is fierce, candidates have more leverage, and successful employee recruitment is a proactive two-way effort. Not only are employers seeking the right talent, but talent is seeking the right employer.

That means more than just competitive salaries and benefits. It also means growth opportunities, DEIB efforts and work–life balance, as well as a healthy, supportive culture. In fact, in our study of the U.S. workforce, a whopping 98% of respondents said great culture is important in their next job search.

How do you recruit and retain employees when the hunt for talent is growing ever more competitive?

These 11 recruiting strategies reflect the changes facing hiring managers today. We recommend making these tactics part of a broader, more long-term talent acquisition strategy.

From rethinking culture fit to checking for bias, here’s how to ensure top talent will want to come to you.

1. Understand your EVP

An employee value proposition (EVP) is what an employer offers to employees, both monetary and non-monetary, in exchange for their work. That includes salary, health benefits, growth opportunities, training and personal development, and perks such as remote work or flexible hours.

A strong EVP plays a critical role in recruitment strategies, helping organizations clearly communicate why they are an employer of choice.

When it comes to building a recruitment strategy, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

However, a successful EVP is more than just a list of benefits. It’s also your company’s overall culture — what distinguishes you from other employers out there? Why should an employee pick your organization over a competitor’s?

“I think a good strategy is to write out your EVP and then strike your organization’s name from that write-up,” says Seth Willis, senior culture coach with Great Place To Work®. “Would you be able to tell it’s your organization, based on the values, based on what you consider to be those differentiators?”

2. Recruit for culture add, not just culture fit

We often hear of culture fit — does a candidate “fit” into a company’s culture and existing workforce? But focusing too heavily on fit not only limits your talent pool, it also risks homogenizing your entire workforce. Instead, aim for “culture add.”

Diverse and inclusive teams are innovation engines, says Frans Johansson, founder and CEO of The Medici Group. His team has found through their work with thousands of companies that, across industries, organizations that seek out diverse views are more innovative, more creative, and better at making decisions. 

Within your own workforce, assess what you already have and what your team is missing. Then, consider every aspect of a candidate, from their lived experiences to their people skills, to see what they can bring to the table.

3. Shift from education-based to skills-based recruiting strategies

Just as culture fit is an outdated employee recruitment strategy, so too is education-based recruiting, especially as workforces become more globalized. Degrees vary from country to country, and within the U.S., the cost of post-secondary education means underprivileged candidates are often left out of the running.

While of course there are some roles that require specific degrees or credentials, for many positions hands-on experience, ability, and passion are just as strong an indicator (if not stronger) of a candidate’s ability to perform.

“It’s a huge way to open up your talent pool,” says Seth. “Look for folks you are an atypical applicant or have transferrable skills, who you can train or who can adapt — rather than somebody who might be a cookie cutter fit from a technical standpoint.”

A recruitment example of this is Bitwise Industries, which aims for more diverse hiring practices by removing degree requirements when they are not necessary and offering a training program that helps promising, yet overlooked, talent break into tech.

As another recruitment example, Nationwide Mortgage Bankers takes this one step further with a rather unconventional hiring strategy: they hire candidates who fit their core values, even if there isn’t a specific position created for them yet.

4. Make the most of employer awards

“Award-winning” is a phrase that always gets attention, but not all awards are created equal. Many employer awards don't reflect ongoing employee feedback, omit critical measures of employee retention, and reflect employee satisfaction rather than employee experience.

For job seekers, awards that are based on confidential reviews by current employees are far more valuable than awards voted on by a panel of experts or former employees, for example.

That’s why Great Place To Work 카지노커뮤니티℧ relies on our own rigorous Trust Model, which puts the employee and the “here and now” at the center of our confidential Trust Index™ Survey. This methodology measures key indicators of a high-trust workplace culture including fairness, respect, leadership credibility, workplace pride, and camaraderie.

Achieving 카지노커뮤니티 is a step towards making one of our Best Workplaces™ Lists, which in turn is an excellent way to get your company’s name in front of top talent.

5. Check your job descriptions

Just as we expect candidates to put effort into their job application, we should put equal effort into our job descriptions. Don’t just set out what you’re looking for, but include what you can offer and why someone would want to work with you.

Job descriptions that are packed with corporate jargon or that focus too much on what the company does, rather than what the employee will do, won’t stand out against competitors. Not only that, but your job description could have implicit bias in its language or requirements.

There are various software programs through which you can run job descriptions (as well as other content) to flag concerns like gender-coded words, age and racial bias, and ease of reading.

6. Treat your candidates like customers

Marketing and recruiting strategies go hand-in-hand. The time, effort, and consideration that goes into every piece of customer marketing material should be equally applied to how you communicate with employees — past, present, and future.

“I look at everything through the lens of ‘I’m a person applying for this job’ when I’m on our website,” says Stephanie Oribhabor, director of employee experience at Great Place To Work. “What am I feeling when I’m reading this job description? What words are they using? What associations do these words have to my own biases or my own ways of thinking?”

She adds that this applies to more than just the job description. It’s the automated email a candidate gets once they submit their application; it’s how an interview is conducted and how the job offer is presented. It could be how you display that you’ve earned Great Place To Work 카지노커뮤니티.

Consider your employer brand and how it’s being presented at every stage of the employee recruitment process.

7. Remember that first impressions matter

First impressions no longer start at the first interview. Instead, whether it’s from your company’s Glassdoor reviews, Certified profile, or LinkedIn profile, candidates will have formed an opinion of your workplace before they’ve even applied.

“We’ve seen a big shift in the speed at which people are able to (a) find out information about your workplace and (b) figure out very quickly before even talking to you if they want to work there,” says Stephanie.

If you’re seeking top talent, you’ll need to ensure that those first impressions reflect what candidates seek. Today, job seekers have more leverage than in the past, and their expectations of employers are firm. 카지노 커뮤니티 랭킹 research has shown that millennials, more than previous generations, want purpose in their work, while Gen Z want psychologically and emotionally healthy workplaces.

“Before, it was, ‘I don’t care; I just want a job,’” says Stephanie. “And now, it’s not only ‘I want a job,’ it’s ‘I want a place that aligns with my own internal values.’”

8. Keep it two-way

When it comes to how to recruit employees, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

Will the candidate enjoy working with you? Do they see opportunities for growth with you? Are you able to meet their needs — financially, professionally, and emotionally?

Dayna Blank, senior vice president of human resources with Playa Hotels & Resorts, says that hospitality recruitment in particular rarely includes asking candidates what they want in a workplace. As such, Dayna’s team conducts two-way interviews that openly discuss whether the candidate will feel engaged with their day-to-day.

9. Tap into your existing workforce

When you’re looking to bring on new talent, it can be easy to focus too much externally — and ignore your biggest internal resource. Employee referrals are a much-overlooked aspect of the recruiting process, says Stephanie.

“They’re your biggest ambassadors because they’re the ones out there having conversations with colleagues and friends and talking on social media,” she explains.

Even if you’re not running a specific referral incentive program, simply asking your existing employees why they work for you can provide insight into what you have to offer new hires. These “stay interviews” are becoming more common, say Stephanie and Seth, and can be tied into milestones like anniversaries or raises/promotions.

You could even hire back “boomerang employees,” who may have left to try to something new or due to restructures. If the departure was handled respectfully and with empathy, those past employees may be eager and willing to return once circumstances are turned around, suggests Stephanie.

10. Recognize how the workplace has changed

Hybrid and remote work, once a perk reserved almost exclusively for freelancers and upper management, has now become the norm for all employees. And as we settle into this new normal, companies need to adapt with new recruiting strategies.

“Before, it was that you lived your life on the weekends,” says Stephanie. “카지노 커뮤니티 추천 have to figure out a way to be more flexible — maybe that means less time in an office, maybe you go to the office once a week. Job seekers are looking for flexibility because there is life to be lived outside of work.”

Stephanie adds that it’s more than just offering flex time but also recognizing the reasoning behind that flex time. Maybe an employee loves to travel. Maybe they’re a parent. Maybe they like to take art classes on Wednesdays at 12. It’s acknowledging a candidate’s whole self and encouraging them to bring that whole self into work once they’re hired.

“Work has taken on such a human approach,” she says. “For the first time, you’re seeing your CEO work from home in a polo shirt with his dog on his lap. We’re all figuring out what work-life balance really is and what that means to a workforce.”

11. Remember recruitment vs. retention

Hiring a new employee can feel a lot like dating. You’re meeting with various people, looking for the “right” one to commit to.

That makes retention the long-term relationship. It’s one thing to charm an employee in the early days, but it’s another thing to keep that commitment going beyond the honeymoon phase.

That’s why your recruiting strategies should mirror your strategies for retention. While how to recruit and how to retain employees aren’t the same thing, focusing on one without the other will leave you in a recruiting loop that can feel an awful lot like the movie Groundhog Day.

“Recruitment is all the things you’re going to do to get people in the door,” says Seth. “But retention is everything you do to keep people inside the organization. All those things you communicated in the recruitment phase really show.”

Make 카지노커뮤니티 part of your recruiting strategy

Does your employer brand stand out from the competition? Prove you’re an employer of choice and attract top talent by earning Great Place To Work 카지노커뮤니티.

Are you struggling to retain your top talent? Do you want to uncover leadership behaviors proven to drive employee retention? If so, this is the webinar for you.

In this session, we will reveal the findings from our analysis of over 1.32 million employee voices, showing you exactly what the top drivers of retention are when it comes to leadership behaviors. You'll learn how to model these behaviors in your organization to keep your team engaged and committed.

Here’s a glimpse of what you can expect:

• The Power of Welcoming: Discover the impact that a warm and inclusive onboarding process can have on your employees' decision to stay. 

• The Role of Inspiration in Retention: Learn how leading with integrity and purpose can inspire your team and drive retention. 

• The Great Place To Work© Model & Retention: Uncover the components of this model and how it can improve your organization's retention rates. 

• Implementing Purpose and Pride at Work: Find out how to foster a sense of purpose and pride within your team. 

But we can’t give away all our secrets here - watch the webinar  to learn more!

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The holiday hiring season is upon us, presenting unique challenges for those in seasonal industries.

Hospitality and retail have some of the highest quit rates of any industry in the U.S., and this year businesses are calculating their holiday hiring budgets against ongoing inflation and reduced spending by consumers.

These two factors combined make it even more important for employers to consider how they approach seasonal employment. You don’t want to go through the effort of onboarding someone who may leave before the season ends — especially when you have limited resources to hire anew.  

Here are five tips for managing seasonal workers this year.

1. Connect seasonal employees to a purpose

Seasonal workers still want to feel connected to the business. Unfortunately, most managers immediately train contractors on their tasks and don’t take time to explain the company’s mission or vision. As a result, they focus solely on the task. 

With no connection to the company, the job is transactional. Contract workers, therefore, don’t give more than what’s explicitly stated in their contract. 

Leaders who take the time to explain the big picture and why the work is essential will get better results and see more highly motivated contractors. It can also be a powerful recruiting strategy, as you’re more likely to attract the right employees when they know they’ll be joining something that’s more than “just a job.”

In fact, our 2023 workforce study found that connecting purpose with work is a crucial factor in employee retention, especially during holiday hiring periods. When employees feel their work has meaning, they are 2.7 times more likely to stay with an organization.

2. Welcome seasonal workers as full team members

Of all the high-trust leadership behaviors, being welcoming to new team members is the most influential on employee retention. According to our research, when a leader is welcoming, employees are four times more likely to stay.

However, in the process of hiring seasonal employees, it's common for employers to overlook the importance of integrating them into the company culture, often rushing through onboarding.

 “When someone joins your organization, you should make sure that they know you were expecting them — and that you couldn’t wait for them to get here,” explains Michael C. Bush, CEO, Great Place To Work.

Consider assigning a buddy to make seasonal workers feel welcome and connected to colleagues or take them out to lunch to answer questions. If the role is remote, a video call can go a long way towards forming a connection. 

3. Let seasonal employees know there is opportunity for growth

While they may be short-term, even seasonal employees should be considered within your overall talent management strategy.

Is there a possibility for them to return year after year, or could they become full-time employees down the road? While it’s unlikely that you can offer a position to every contractor who impresses you, you can make it known that opportunities are available.

Not only can this motivate seasonal employees to do the best possible job, but it also gets managers thinking about contractors as more than just a moment in time.

4. Recognize great work among seasonal staff

Recognizing the efforts of your staff is key in retaining seasonal workers; everyone wants to feel appreciated and know that their contributions are valuable.

Let seasonal workers know when they’re doing a good job and that you consider them a valuable part of your team. Creating a culture of recognition should include your temp staff, too!

When possible, invite them to company events and gatherings, especially if they’re working on-site. Send them greeting cards or personal notes. As seasonal workers receive your gratitude and the opportunity to experience the company culture, they will feel more engaged and more motivated to do their best.

5. Be flexible

If you place too many restrictions on a contract worker’s schedule, they may lose motivation or become frustrated. While it’s difficult in retail or manufacturing to be flexible, it’s easier to provide office staff with the flexibility they need to pick kids up from school or attend their holiday events. 

Ask your contractors and seasonal workers up-front about their ideal schedule and try to make it work. But more importantly, respect their right to personal time and don’t assume they’re free to jump on your projects when you need them.

Add Great Place To Work 카지노커뮤니티 to your holiday staffing solutions.

Incorporating Great Place To Work® 카지노커뮤니티℧ into your holiday staffing strategy can be beneficial. By showcasing your company's dedication to fostering an excellent workplace for everyone, including seasonal staff, you may enhance your ability to retain these workers not just for the current season but possibly for future ones as well.

I often get asked what it takes to create a great workplace. The short answer: trust.

High-trust cultures help employees thrive, which fuels company performance in all areas — from referrals and retention to productivity and revenue. 

It’s impossible to create a great workplace for all employees without trust. That’s what our 30 years of research about company culture has told us. And that’s why our survey that measures employee experience is called the Trust Index™.

Trust is woven into our daily interactions at work, just as it is outside of work among family and friends. It’s built on many moments — moments that our research has broken down into nine behaviors that can build or break trust. It’s a list I keep on my desk and check-in on how I’m doing as a leader.

Every leader should work on and improve these behaviors; if you’re not a people leader, you might be thinking, “What does this have to do with me?”

Leaders affect , but the other 30% comes from our teammates, how we work with others, and the actual work that we’re doing. It takes everyone in an organization to create a great workplace for all.  

Here’s where to begin: 

1. Listening

This is the most important behavior of all and what I focus on the most. If you’re not a great listener, you can’t model the other behaviors well.  

Listening is not just making sure you’ve accurately heard the words coming out of someone’s mouth. It’s also not just waiting for someone to stop talking so you can speak. It is choosing to empty your mind and set aside your opinions while someone else is talking.

True listening requires humility, vulnerability, and empathy.  

You may have a lot of opinions, but to be a for-all, inclusive leader, you must put those opinions aside. If you’re having a conversation and you’re not willing to consider other points of view, what’s the point of having the conversation at all? Letting go of your assumptions can be described as a meditative mindset, and that’s what makes a great listener.

How do you know you’re doing it right? You’ll find yourself asking questions because you’re learning something from the person you’re talking to. People will tell you that you’re a great listener because it’s rare to have a conversation with someone who’s deeply listening.  

Listening might sound reactive, but it should be proactive. Make yourself available and seek out chances to listen.

Think about who you haven’t heard from lately — and then go ask them questions with a learning mindset. Schedule informal meetings like brown-bag lunches and Q&A sessions. Use surveys and focus groups to regularly elicit employee opinions — and follow up with feedback and action.  

"Listening is not just making sure you’ve accurately heard the words coming out of someone’s mouth. It’s also not just waiting for someone to stop talking so you can speak. It is choosing to empty your mind and set aside your opinions while someone else is talking."

2. Speaking

This is what we do all day. But there are many layers to what might seem like a straight-forward behavior. 

Speaking is about clarity, frequency, transparency, and sharing information fully in a variety of ways. That includes regularly sharing company news with employees through all your channels — video, intranet, email, print, etc. Be sure to share that news (both the facts and feelings around it) internally before you do externally.

It’s not just about what you share, but who you share it with. Be mindful of those who haven’t heard a message and need to know what information is being shared.  

Speaking is more than what you say and who you say it to, it is how you share information. Communicate thoughtfully and with care, and in easy-to-understand styles. Set up regular meetings to discuss what’s happening and personally share news to encourage a culture of transparency as much as possible.

Lastly, speaking is an opportunity to communicate how a person’s job — and how doing their job well — is essential for your organization to achieve its purpose. 

Consider your receptionist, for example — a role that is often overlooked. Whenever you speak with them, reiterate, emphasize, and clarify how important their job is. When someone walks in a building or contacts a receptionist on the phone, that’s a connection to the brand. In a few seconds, a caller or visitor either feels cared for, important, and listened to, or they don't.

Speaking is the ability to talk to every warehouse worker, every receptionist, every salesperson, every executive, every teammate in a way that they feel that doing their job is important for the organization to achieve its purpose. And if you’re not sure what someone does, this is your opportunity to build trust by getting to know them.

"Speaking is more than what you say and who you say it to, it is how you share information."

3. Thanking

If you’re listening to people in the way that I described earlier, you’ll learn things about them. That helps you thank your colleagues in ways that are personally meaningful. Acts of gratitude let people know you’re listening in a way that shows they’re important and essential.

Create a culture of appreciation by recognizing good work and extra effort frequently.

Opportunities to do this are endless: Encourage peer recognition, present employee awards, write personal notes, appreciate mistakes as learning opportunities, and recognize employees who demonstrate company values in person and in front of others.

Creating a culture of thanking will positively affect people’s sense of value and willingness to do their best work because they feel seen.

4. Developing

Listening and speaking helps you learn how someone can further develop personally and professionally.

It’s your job to help employees grow as people, not just performers. Nurture their talents and interests through courses (job- and non-job-related), tuition reimbursement, and personalized development plans and training, for example. Connect employees with mentors and inform them of internal job postings.

Try and give feedback in a way that’s measurable, so they know they’re improving, and with a sense of care, so they’re open to what you have to say. 

When people know you care — even if they don’t always like hearing where they need to improve — they’ll take it as a gift. Everybody wants to get better. Yes, they know it leads to more money, more compensation, and more responsibility in the company. But, at a base level, they want to know they’re making a difference.  

"It’s your job to help employees grow as people, not just performers."

5. Caring

This is the secret weapon. Great work happens when people care. And people care about their work when they experience being cared for. That shows up when you take time to understand and listen to people’s experiences, inside and outside of work.  

Support their personal lives by discussing options for flextime and personal leave policies. Help them cope with family and personal crises as they arise, and organize support through sick leave or monetary donations. Encourage work-life balance and remind them to take time off to recharge.  

Do you know what makes an employee check an algorithm two or three times, or proofread an email six or seven times? It’s because they care about the purpose of the organization, they care for others, and they feel cared for.

Caring is what unlocks people, and it is key to maximizing a human’s potential.  

"Great work happens when people care. And people care about their work when they experience being cared for."

6. Sharing

Distributing profits, compensation, bonuses, and incentive plans fairly creates an equitable workplace. If you’re building trust for all, every employee needs to share in the company’s success and understanding how their performance relates to compensation.

Equitable and inclusive sharing also shows up in philanthropic activities. If you’re organizing community activities like a cleanup at a local school, or picking up plastic off a beach or park, make sure that everybody has the opportunity to participate.

If you’re doing those things between eight to five, what about the night shift worker? Make sure you’re truly inclusive in terms of sharing opportunities for people, as well as the resources of the organization.  

Equity does not equal sameness. A picnic for the day shift doesn’t also have to be a picnic for the night shift. What is the purpose of the picnic? To bring people together, to show them their value, and create opportunities for them to interact in informal ways with their leaders.

So how can you create this same experience for this night shift without recreating the same event?

7. Celebrating

The most important things to celebrate are the values of the organization and how people help the organization achieve its purpose.  

It’s important to be specific:

“We want to thank John for the work he did in helping a customer through a sticky problem. We wanted John to do that in seven minutes, but John took 20 minutes because the customer needed it at that time. At our company, we’re willing to do whatever is required to make the customer’s problem our problem, and we’re willing to do what’s required to solve it. I also know that John was late for getting to a soccer practice for his kid. I hope John doesn't have to do that again, but I want to appreciate the fact that he did that for us.”

If you find yourself celebrating, recognizing, and rewarding the same person, communicate to everyone what it takes to be celebrated and recognized so they don’t feel there’s bias or favoritism. They’ll know if they work hard in some measurable way, they too will get celebrated, recognized, and rewarded one day.

"The most important things to celebrate are the values of the organization and how people help the organization achieve its purpose."  

8. Inspiring

You don’t have to be a great public speaker to inspire people. You can inspire people with the questions you ask and the way you listen.

You can inspire them by reaffirming the difference your organization makes in the world and why the work is important. Help your workforce understand how their work relates to the company’s higher purpose and business success.

You can do this by telling customer or client stories, sharing the vision of where the company is headed, pointing out behaviors that exemplify company values, reinforcing company values, stressing your company’s contribution to your industry or society, and showing links between employee efforts and achieving your goals.

"You don’t have to be a great public speaker to inspire people. You can inspire people with the questions you ask and the way you listen."

9. Hiring and welcoming

When someone joins your organization, you should make sure that they know you were expecting them — and that you couldn’t wait for them to get here.

You need to make sure that they have a workplace, can access the systems they need to connect with their work and their colleagues, and have the equipment to be successful. Their laptop is ready, their uniform is ready, their steel-toed boots are ready, their safety goggles are ready.

This goes beyond hiring; it’s what we call welcoming. You can email or send new hires a note in the mail before they start, announce them to other employees in advance, take them to lunch their first week, and help them get integrated into your culture.

When a person joins an organization that has shown that they’ve been thinking about them for a few weeks before they started, they will go home and say, “It was a great experience today. They expected me, my name badge was ready. Everybody was kind, and they seemed to know who I was and what I was going to do.” These actions build trust on their first day.

If someone gets to work and those things aren’t true, trust dips a bit. Self-confidence drops. They wonder if you really want them there, or if they’re an afterthought.

And the worst case — they feel like they’re just an employee and not a person who’s important, because if they were important, they would’ve had a much different experience when they arrived. 

Whether or not you manage people at work, I encourage you to put this wheel of nine high-trust behaviors in a place where you will see it every day.

Trust takes work and conscious effort. And it’s required to create a great place to work for all.

Become great

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