Talent Management

What Are Stay Interviews? A Guide with Questions to Retain Your Best Talent

2025-04-21T13:00:19-04:00

The best-kept secret to retention? The stay interview. Here’s how structured conversations with talent help build trust and employee engagement.

When was the last time managers sat down and talked with their employees about their goals and what motivates them? Was it during the interview process? Or when performance reviews rolled around?

If the next time you sit down to meet with top talent is during an exit interview, then it’s too late.

After the Great Resignation of 2021, the stay interview has become an increasingly important tool in strengthening workplace culture. It’s a conversation not focused on reasons for quitting, but rather on why workers are staying put.

Leaders at high-performing workplaces understand that proactively addressing people’s workplace concerns and understanding what they need to grow is key to employee retention and engagement.

What are stay interviews?

Stay interviews have been adopted by great workplaces for some time. This interview is essentially a meeting between leadership and team members that goes beyond the typical one-on-one check-in. This informal, employee-focused conversation is an opportunity for managers to sit down with their first reports to understand how they’re feeling in their current role.

Stay interviews share a similar purpose to exit interviews: an opportunity for leaders to gain candid insight into the employee experience and company culture. The critical difference is that stay interviews provide an opportunity to ensure your people are thriving within your organization.

A stay interview has two key objectives:

1. Learn what your employees like and dislike about their role, function, and company culture
2. Build trust through two-way communication between managers and people

Stay interviews are an easy way to understand better the unique challenges and experiences of diverse individuals in the workplace and take action to improve the employee experience.

The benefits of stay interviews

Here are four compelling reasons why organizations should make stay interviews part of their company culture:

Improved retention rates

Employees eventually feel stuck if they’re not developing and if the organization isn’t investing in their growth. They’ll eventually want to find more opportunities to grow elsewhere.

Research backs this up: 53% of your workforce is considering new opportunities. Rehiring new talent is expensive. The cost of replacing a single employee can range from one-half to two times an employee’s annual salary, according to Gallup.

Introducing stay interviews is a cost-effective solution to help organizations identify and address the factors that contribute to turnover. Giving employees a voice, in the form of a stay interview, is a powerful retention strategy – it demonstrates that leaders are working to stay connected with all employees and believe they have something valuable to say

Higher employee satisfaction and engagement

Stay interviews provide employees with a platform to share their needs, concerns, and aspirations in a one-on-one environment. Organizations that act on stay interview feedback help improve employee morale and job satisfaction.

Nissan implemented listening programs that included “skip-level meetings” where employees met with more senior managers to ensure leadership were hearing from a range of their people.

“It is important to be genuinely interested in listening to people and being open to receiving feedback, both positive experiences and areas that require improvement,” said Laura Gillespie, director of talent management, Americas, for Nissan.

The car company saw clear business results from their efforts and, importantly, a resounding 83% of employees said they’re proud to work there.

Early identification of workplace challenges

Listening early and often helps organizations uncover critical issues related to work, leadership, career growth, and company culture.

Addressing pressing concerns and implementing meaningful improvements can prevent dissatisfaction from escalating. One example is Wellstar Health System in Georgia. With health care facing unique stresses and safety concerns, it became crucial for Wellstar to ensure leaders were actively listening and responding to employee feedback.

“There have been a lot of safety concerns in the health care world lately. We heard things like, ‘I don't feel safe now… What are you going to do about it?’” explains Samantha Ros, director of team member engagement.

The leadership team responded by taking employee feedback seriously and initiating strategic investments in safety, in turn building trust between leaders and their people.

Strengthened trust between employees and leaders

The secret to attracting and holding onto top talent lies in relationships. Trustworthy, credible, and personable managers have a significant positive impact on employee commitment, motivation to give extra effort at work, and company culture.

Stay interviews are an opportunity for leadership to have honest, two-way conversations with their team. Trust is then built by taking action on their feedback. Through demonstrating competence and honesty, lenders earn their employees’ trust.

At typical workplaces, 57% of employees feel their manager shows a sincere interest in them. However, at the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® in 2024, 83% of people feel their manager shows a sincere interest.

Kimley-Horn landed on the 100 Best 카지노 커뮤니티 추천 list in 2024. With more than 7,500 employees, the engineering firm built trust between employers and leaders by implementing a thoughtful pay and compensation strategy across the organization.

Kimley-Horn regularly collects feedback from staff in the form of stay interviews. It’s also an opportunity for employees to ask leaders direct questions about pay structures.

How to conduct an effective stay interview

Listening is at the heart of creating a high-trust culture. Unlike an annual performance review, a stay interview is an opportunity for leadership to lean in and listen and gather candid feedback from their people.

Here are some tips to consider for conducting an effective stay interview:

● Help employees understand that stay interviews are an opportunity to create an environment where everyone feels safe and valued without reprimand. Level set expectations by sending out a calendar invite with a high-level description of the purpose of the meeting.|
● Provide any questions you want employees to reflect on in advance. Not only is it an effective use of everyone’s time, but it also gives team members the opportunity to come prepared to meet with leadership.
● Hiring people with a range of backgrounds and experiences is just the start — listening to them is what helps everyone thrive. Be thoughtful about who you interview to ensure you’re hearing the full spectrum of perspectives across your organization, from top to bottom and across departments.
● Aim to conduct stay interviews in-person or video call and keep them to 30 to 45 minutes. Choose a comfortable location to meet, whether that’s a smaller meeting room, going for coffee, or a walking meeting. Let employees lead and ask them to suggest where they’d like to meet.
● Create an environment where there is a high level of trust and transparency. Prioritize two-way communication; this is a conversation between two people to help build a better culture for all.
● Listen more than you speak and leave time to ask follow-up questions. Reflect back a summary of the feedback given and thank employees for their time and openness.
● Conduct stay interviews periodically throughout the year and ensure they’re scheduled independent of performance review season.
● Establish procedures on how leaders can act on feedback from employees and effectively follow up.

The most impactful stay interview questions to ask

Stay interview questions are going to differ, depending on your industry or type of business. However, there are common areas that all organizations can cover and gain feedback on:

Job satisfaction and engagement

Employee satisfaction is also a key driver of employee engagement, which indicates how committed people are to the company and its mission.

Ask questions that will help leaders assess job fulfillment and employee satisfaction, such as:

● What do you look forward to when you come to work each day?
● What do you like most or least about working here?
● If you could change any one part of your job, what would that be?
● What might tempt you to leave?

Growth and development

The ability to develop and grow employees is a crucial leadership trait, one of the nine high-trust leadership behaviors at the Best Workplaces™. While sometimes it’s leaders who see potential in employees that they might not see in themselves, employees can equally tell leaders what they need to grow and advance.

Stay interviews are an opportunity for leaders to get curious about their team’s career aspirations and development:

● Do you feel your knowledge, skills, and experience are being fully utilized?|
● What would you like to learn more about, within or outside of your current role?
● What would make your job more satisfying?
● Which other jobs here interest you?

Work environment and culture

Stay interviews can also reveal insights about team dynamics and company culture. A great company culture is one where employees feel seen and heard, where management is transparent, and where teams are proud and excited to work together. The result? A stronger company overall.

Here are some questions to ask about the work environment and culture:

● How would you describe our company culture to a new employee?
● What do you like or dislike about the company culture?
● How do you like to be recognized for your work?
● How is your relationship with your direct supervisor?
● How would you describe your work-life balance?
● If you could change one thing about morale, what would it be?

Employee retention and future outlook

Lack of growth opportunities or opportunities for advancement is the top reason for leaving a workplace. Look for ways to improve employee retention and explore people’s long-term career plans within the company:

● What are your long-term professional goals?
● How can we support you in attaining them?
● Are there any situations that have made you consider leaving?
● How can we support you along your career path?
● What other skills do you want to build to progress in the company?

Turning stay interview insights into action

The stay interview process doesn’t end when the meeting is over. Similar to an employee engagement survey, stay interviews are an opportunity to capture a rounded employee experience and unlock meaningful insights.

Provide a framework for managers to compile feedback received from each employee in a format that is easy to analyze and share. Identify common themes, emerging concerns, challenges, and motivators employees may have to stay or leave.

Prioritize key areas and create an action plan for improvements. Strategies can be company-wide, team-specific, or specific to each individual. Set actionable goals that are clear, obtainable, and help create a great workplace for all.

For example, if employees across the organization report feeling overworked, organizations could help address employee burnout by implementing strategies that alleviate stress. Carta is one company that took steps to cultivate a healthy work–life balance by eliminating the guilt of PTO and implementing a policy where each employee is required to take at least 15 days off a year.

If any action items were discussed during a stay meeting, leaders should prioritize addressing those needs first, take steps to implement a meaningful change, and follow up with employees so they know they’ve been seen and heard.

Common challenges in stay interviews and how to overcome them

While there are many benefits implementing face-to-face stay interviews, there are also some challenges employees and leaders could face.

Problem: Hesitancy to speak up

Let’s start with employees. A stay interview is an opportunity for employees to have their voices heard, but not everyone may fully embrace it. When people are sitting across from a senior leader they rarely interact with, it’s understandable that some would be hesitant to share feedback or fear retaliation if they do.

Solution: Psychological safety

Employees are more likely to share honestly if they feel a sense of safety. Part of conducting successful stay interviews is to foster a psychologically safe environment that encourages open communication for all.

Simon Sinek wrote about psychological safety in the workplace in his book “Leaders Eat Last.” He wrote that great leadership is about making employees feel safe so they can focus on work without fear for their own survival.

Creating a safe environment requires leaders to be vulnerable and participate in a two-way dialogue, rather than a top-down interview process. When employees feel safe, they’re more engaged, more willing to speak up and raise concerns, and far more likely to bring forward game-changing ideas.

Problem: Receiving feedback

In stay interviews, managers could receive feedback that’s difficult to hear — especially if it’s personal feedback such as their management style or hearing their direct report doesn’t feel a sense of belonging on their team.

Solution: Open and active listening

A cornerstone of any organization is building a culture of trust, the same is true for stay interviews. This is not a time to be combative and repute feedback. Managers need to come from a position of humility and curiosity, not defensiveness.

Keep the conversation constructive and positive, even if the comments made are ones you don’t agree with. Be respectful and ask follow-up questions from a place of curiosity and care to fully understand an employee’s views or concerns. Finally, view difficult feedback as an opportunity for personal growth and to implement positive change.

Take Ray Dalio, former CEO of Bridgewater, as an example. He once received an email from a colleague that said: “Ray, you deserve a D-minus for your performance today in the meeting. You did not prepare at all because there was no way you could have been that disorganized.”

Ray not only took that feedback on board, he went on to share it with more than two million viewers of his TED Talk on how to build a company where the best ideas win.

Strengthening employee retention through meaningful conversations

Stay interviews are a great tool to improve employee retention, engagement, and workplace satisfaction. Organizations that prioritize employee feedback and take action on insights from stay interviews build stronger, more resilient workplace cultures.

Deepen your understanding of your company culture with Great Place To Work 카지노커뮤니티™ and employee engagement surveys. The Great Place To Work Model™ delivers detailed, reliable data and unlocking meaningful insights about your employee experience.

Take a proactive approach to workplace improvement and try our employee engagement survey tool today.

Creating a Culture of Recognition: Tips for Driving Loyalty

2025-02-26T06:00:00-05:00

Employee recognition is a method of support that helps employees know their contributions are recognized and appreciated. Employees want to know how they are doing and recognizing employees demonstrates what success looks like. 카지노 커뮤니티 추천 recognize employees for going above and beyond, achievements, tenure or service, or desired behaviors.

Employee Training and Development: The Benefits of Upskilling or Reskilling Your Team

2025-02-14T18:32:52-05:00

Employee training and development isn’t just about teaching employees to do their jobs. It’s about showing employees they are valued and that upward movement in the organization is possible. When employees don’t see opportunity, they don’t bring their best selves to work.

“Give a person a fish and you feed them for a day; teach a person to fish and you feed them for a lifetime.”

It’s a proverb we all know — so common it’s become cliché. But clichés come from truth. Amid the busyness of running a business, it’s easy to forget the importance of training and development in creating a thriving workplace.

How often have you said, “I’ll do it myself” because teaching someone else seemed too time-consuming? But how often are you also frustrated the next time that same task comes around, and you still have to do it yourself?

Of course, employee training isn’t just about delegating or making things easier for management. A solid and unique training and development program can give employees a sense of ownership in their role and a future vision with the organization.

And when companies don’t invest in learning and development and create paths for growth (beyond pay bumps), employees will start looking for jobs elsewhere.

In fact, in a 2021 Pew Research Study, 63% of respondents said having no opportunities for advancement is what pushed them out the door. Lack of growth opportunities was the top reason for leaving — above pay, benefits, and workplace flexibility.

A recent Great Place to Work® LinkedIn poll also shed light on the critical importance of training and developing employees for retention. According to the poll, 43% of people called out a lack of growth opportunities as the top reason they quit their last job.

63% of employees cite no opportunities for advancement as the top reason they quit.

“Employees view it as a way of support,” says Julian Lute, senior manager and strategic advisor at Great Place To Work. “You’re assisting them in doing their jobs. But if you go one level deeper, you’re also supporting this very human need for growth. When people don’t see themselves growing, you don’t get the best out of them.”

What is an employee training and development program?

An employee training and development program is a series of educational activities designed to improve employees’ knowledge and skills.

The most obvious type of employee training is technical training — teaching them their job duties, the company’s processes and systems, and the organization’s overarching mission and mandate. But training can also cover soft skills such as people management or upskilling beyond an employee’s current role to prepare them for a promotion.

Training and development opportunities can take many different forms, such as group workshops, one-on-one sessions, formal education (such as college or university), job shadowing, mentorship, seminars, or job sharing.

The key benefits of employee training and development

Employee training and development programs aren’t just a “nice-to-have” — they are a strategic necessity. And the benefits go two ways: The employee feels more valued and better skilled, and the employer sees increased productivity and innovation.

The benefits of training and development for employees

A good training program not only enables employees to learn and practice skills to support them in their current role — it also gives them a stepping stone into new opportunities.

The best results come when training aligns personal growth with professional goals. Where do your employees want to be in a few years? What skills do they want to learn? What areas of the business interest them the most?

Making that connection is when the magic happens:

Improved job performance — Employees become more effective and efficient at their tasks, leading to better business results
Increased job satisfaction — Employees feel valued and supported, boosting morale
Opportunities for advancement — Employees are prepared for new responsibilities and internal promotions, creating a clear career path

The benefits of training and development for organizations

Employees aren’t the only ones who benefit from training programs. By offering development opportunities, companies can build a workforce that is more efficient, more motivated, and better equipped to bring forward new ideas.

Organizations that prioritize learning see tangible benefits, such as:

Increased innovation and adaptability — Teams stay competitive by learning new technologies and methodologies
Higher retention — Employees are less likely to leave when they see growth opportunities
Reduced hiring costs — Developing internal talent is more cost-effective than external recruitment
Strengthened employer branding — 카지노 커뮤니티 추천 that show they have robust training programs attract top talent

On the other hand, not offering employee training and development can have a serious impact on your bottom line. Research by McKinsey & Company found that lack of skills and inefficiency could cost a median-size S&P 500 company roughly $163 million per year.

The 4 approaches to employee development

While the types of employee training and development programs can be as varied as your employees themselves, all training plans will typically fall into one of four categories:

Formal education — The formal training and practical requirements for a given role, such as a specific degree, licence, or certification
Assessment — The employee performance reviews, one-on-ones, and any other efforts used to measure strengths and weaknesses and find ways for employees to improve
Job experience — The day-to-day, hands-on learning employees do as they master their roles, take on new challenges, and grow within the organization
Interpersonal relationships — The coaching, mentorships, and any soft skills or interpersonal training employees may complete, such as customer service training, resilience training, mental health education, or conflict resolution training

Why it’s important to train and develop your employees

Employee training and development is important for ensuring that staff are prepared for their role; that they feel supported, valued, and capable; and that they have upward movement. Training and development can have a direct impact on employee engagement and retention and should be an integral part of your talent management strategy.

Engaged employees want to grow, and they want to be challenged. They aren’t looking to simply work at a job; they are looking to further their careers.

Learning and development are at the core of Panda Restaurant Group’s employer value proposition (EVP). On Panda’s careers website, learning and development is front and center.

Founders Andrew and Peggy Cherng are deeply committed to being the world leader in people development, providing growth opportunities for associates professionally and personally at every level.

Panda’s commitment to opportunities for advancement is strongly linked to their employees’ intent to stay. When asked what makes the company a great place to work, employees at Panda frequently mentioned the words “growth,” “grow,” and “development.”

“Compared to other companies I have worked with, Panda truly exemplifies what it means to care about people. I feel like my team always has my growth and development in mind and challenges me to be better. They offer so many resources to develop myself personally and professionally. I really feel like part of the Panda family and look forward to staying for many more years. It really is a great place to work.”

— Employee at Panda Restaurant Group

Employee training and development is both present- and future-focused. Employee learning programs support your people in meeting the challenges of the business today and create a pipeline of leaders to meet the societal and technological challenges of tomorrow.

Julian says employee training also ensures people feel valued and that their employer sees them playing a role in the long term. This feeds into the overall company culture. In fact, in our survey of employees at the 2023 Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, 87% said they often or always feel like they are offered training and resources to develop professionally.

“This is the way that people feel valued in the business,” Julian explains. “If you’re training me, you’re telling me that you want me to be prepared for the future of the organization.”

The difference between training and development

While employee training and development are commonly lumped together, and both serve a critical role in the employee experience, there is an important distinction between the two.

Training is job-specific. It is ensuring an employee has the correct tools and learns the correct skills to complete their tasks. It is immediate and measured in short-term results.
Development is about employee growth. It is long-term and more behavioral-focused.

“Development is much more of a conversation than training,” says Julian. “Where do you want to grow? How do we need you to grow? It requires a bit more vulnerability. Training assumes you have a skill gap or knowledge gap, whereas with development, you must be willing to lean into it to fully realize the benefits.”

For example, Mastercard has a company philosophy of “Owning Your Career” with ongoing conversations between employees and their managers about career development opportunities. Objectives are set, goals are agreed upon, and there are dedicated discussions about career growth and progression.

Similarly, American Express has a career and development plan template for employees to map out their career journey, thinking through where they’ve been, how they want to grow, and what sort of support they might need along the way.

Both employers demonstrate how employee development is a two-way conversation, not a one-way, top-down instruction. This kind of approach to employee development can have a huge impact on employee engagement, especially among younger demographics.

Development is a two-way conversation, not a one-way, top-down instruction.

At Panda Restaurant Group, for example, retention among millennial employees is particularly high, thanks in part to its mentorship approach and its “University of Panda” program, which helps employees earn certifications and continue their career growth outside of the workplace.

Job seekers go where they can grow

Given the basic human desire for growth that Julian mentioned, companies that are seeking top talent would be wise to promote their training and development efforts. Featuring opportunities for growth and development as major benefits in its EVP demonstrates an employer’s commitment.

Use your career site to highlight your company’s opportunities for professional growth and development — whether it be challenging work assignments, a strong investment in training and development programs, frequent opportunities to work closely with senior leaders, or a commitment to promoting from within.

“Even if you don’t know where people want to be in their life or what’s important to them, I guarantee you there is something at the end of the rainbow for them,” says Julian. “And training and development is the way that people feel valued.”

Tech company Bitwise Inc., for example, is attracting a wider pool of candidates by removing degree requirements from the recruitment process. Instead, the company offers training to promising new talent who wants to break into the industry but might otherwise be overlooked.

Delta Air Lines is proactive about attracting aspiring pilots through its “Propel Pilot Career Path Program.” Students complete certified flight instructor training and can then work up to becoming a first officer at a Delta Connection carrier. As of 2025, 171 participants now fly for Delta, with 870 aspiring pilots currently enrolled.

Developing by building an internal talent marketplace

Some organizations are helping employees advance with an internal talent marketplace. An internal talent marketplace is a platform or system within an organization that facilitates identifying, developing, and retaining top talent by providing employees with opportunities for growth and career advancement.

This marketplace enables employees to explore different roles, projects, or positions within the company, promoting internal mobility, skill development, and cross-functional collaboration.

For example, energy management company Schneider Electric has developed its own “Open Talent Market,” used by Schneider employees to plan their careers, seek out new opportunities within the organization, and develop their skills.

By creating an internal talent marketplace, organizations can better retain talent, improve employee satisfaction, and enhance their overall agility while reducing the need for external hiring.

Examples of unique employee training and development programs

Employee training and development programs at the Best Workplaces™ go beyond the day-to-day of employees’ jobs — they feature everything from professional development courses for future promotions, to emotional intelligence training, to wellness workshops.

For example, the benefits team at Panda offers a monthly series of educational webinars covering topics such as healthy habits, nutrition, sleep, finance, and self-care. They also work directly with regional and department leaders to curate programs specific to their teams and provide free wellness coaches to teams in need.

At The Cheesecake Factory, managers are trained in de-escalating emotionally charged situations and given tools for understanding how to connect with others and find commonality amid diversity. The organization also provides resources to support employee mental health, addressing the importance of training and development for both personal and professional well-being.

Similarly, industrial services distributor Grainger has a mandatory e-learning course on unconscious bias. The one-hour course outlines what unconscious bias is, explores how it may emerge in day-to-day work, and offers effective behaviors for managing it.

The Best Workplaces also offer training programs that are ongoing, beginning on an employee’s first day and carrying through their entire life cycle with the company. They know that training applies to all levels of staff, from frontline workers to the C-suite, with a focus on forward momentum for all.

At HubSpot, for example, learning and development starts on day one, with a robust orientation and onboarding experience. No matter the role, team, or level, all new hires undergo one week of new employee training together to learn about HubSpot’s culture, missions, values, and operating model. The company also offers a global mentorship program to help employees of every tenure reach their full potential.

Consulting firm Plante Moran has another unique approach to staff development, with partners directly accountable for guiding and mentoring their team members. The aim is personalized coaching that ensures each staff member’s career development is tailored to their individual needs. It also creates a legacy of leaders training the next generation of leaders.

Some workplaces offer special events focused on training and development, such as Intuit Inc.’s “Career Growth Sprint.” This biannual virtual event features keynotes and workshops covering topics such as goal setting, time management, and communication.

Grocer and manufacturer Publix hosts career fairs for its associates to learn what opportunities are available at the company. Employees also have access to tuition reimbursement and funding for GED testing, and pharmacy associates are eligible for financial support to attend pharmacy school. The company also offers specialist training programs for drivers and technicians.

5 steps to building a successful training plan

For an employee training and development plan to be successful, you need to ensure it’s focused on the right things, suitable to the audience, and measurable. And you need to be willing to revise as needed, based on both results and stakeholder feedback.

Here are five steps to ensure you roll out an employee training and development plan efficiently and successfully.

1. Assess what’s needed

Before any plan takes shape, assess what is needed — both by the organization and by the employee. This applies to both company-wide training and personal development plans. Which areas should you focus on? What is the organizational strategy and how does this fit into an employee’s own role and personal goals?

“You really have to incorporate it into the workflow,” says Julian. “Ascertain what people need and directly deliver to that.”

For example, your company could be rolling out a new software program that’s going to change how your sales team tracks leads. It will be a critical change for the business and the initial plan may be to train only those who will use the new program day-to-day. What about the employees whose personal goal is to join the sales team? Learning such a program could help them make that move.

“Get feedback using employee surveys,” says Julian. “People will tell you what they need help with or training on. Sometimes leaders think that because we got this new thing, or because some consultant tells you, ‘You need this, it’ll make you more efficient.’ Start with what you know employees need and what they’re telling you they need.”

2. Set clear objectives

What do the organization and the employee each hope to gain? It could be something job-specific like learning a new program or process, or something more behavioral-based like emotional intelligence training. Determine what you hope to achieve and how you’ll measure success.

It’s also important that employees understand the objectives just as well as management does, and why a particular training or development plan is important. This is especially the case when it’s long-term, behavioral-based programs like leadership training.

“Employee training is most effective when leaders are demonstrative,” says Julian. “When communicating new learning programs, talk about it through the lens of company values. For example, ‘We’re doing this in service of our customers and that’s one of our values.’ … Be very clear about what this is supposed to change. Help people understand the impact and why you’re training people.”

3. Design and develop

Once needs and objectives are set, it’s time to create a program or plan that considers the following:

What content or materials are needed?
How will the training be delivered?
Who will lead the training?
How often will training sessions take place?
Where will the training happen?
For group trainings, what size will the groups be?
What are the participants’ learning styles?

Julian recommends that participants be given the chance to talk through the training, to understand what fits and wrestle with problems, rather than running passive sessions where the trainer talks and participants sit and listen.

He also notes that bite-sized lessons and trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

Trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

“I would not expect to put people in a room for 90 minutes at one time and expect they get all the information they need,” he says. “A big group is a way to get people on the same page. Then move people into smaller groups so that they can really engage with the learning content. A group of eight or fewer is ideal for getting more granular. And then find ways for people to individually test their knowledge.”

4. Implement

Once the training plan is developed, it’s time to roll it out — strategically. A pilot program with a small group of employees can help you refine a plan and ensure it’s hitting all the right notes, both for the organization’s objectives and employees’ expectations.

“Don’t try to boil the ocean,” warns Julian. “Figure out who the test people are and pilot this with a small group of people. Take feedback. Make sure it’s really aligned with the business needs.”

Only after you’ve piloted the program and adjusted as needed is it ready to roll out to the wider organization.

5. Evaluate and revise

Finally, don’t file the training plan away once it’s completed. Solicit feedback from both employees and managers using employee surveys to identify both successes and weaknesses. Use the measurements you set early on to check whether the training achieved its objectives.

Providing employee training and development opportunities can enhance job satisfaction, boost productivity, and improve employee retention. Equipping employees with new skills and knowledge increases their potential for advancement within the company. It’s a win-win situation for everyone involved.

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.

4 HR Mistakes That Lead to Unfair Promotion Practices

2024-01-11T07:00:42-05:00

Here are some of the ways bias can upend your talent pipeline, even when you are trying to improve fairness and increase access for traditionally overlooked workers.

How do employees feel about the path to promotion at your company? Measurement mistakes can obscure the picture.

Even leaders that are heavily invested in fairness and equity can make unconscious mistakes that disadvantage groups of employees. When executives focus only on targeted programs designed to increase equity and inclusion, they can miss other factors that have a profound impact.

“Leaders think: ‘We’ve got this program, this career page, and we’re doing everything fairly’ — but everything outside of those activities is having a negative impact on employees’ experiences,” says Marcus Erb, vice president, data and innovation at Great Place To Work®.

Erb shared insights from The Great Transformation, a multi-year research program into practical strategies to improve diversity, equity, inclusion & belonging in the workplace.

Attend our annual company culture conference May 7-9, 2024

The research has revealed the importance of Four Equities, a powerful framework that helps companies diagnose and response to hidden bias in their workforce.

Erb shared four of the common mistakes that Great Place To Work has found when analyzing a lack of fairness in promotions:

1. You don’t account for individual relationships.

The hiring process or promotion evaluation system might be identical for all employees, but still misses important relationships that can skew the results.

“The way you get assigned to a project, which is what determines your pay and career path, and your network, can be very different across roles and individual identities,” says Erb. “It’s one of those things that can be an invisible.”

To combat bias, organizations must be very intentional in how they foster relationships between management levels.

“Are you bringing people in and connecting them with advocates and mentors and sponsors in an equitable way?” Erb asks.

2. You have unnecessary, or irrelevant job requirements.

Does every role in your company require a college degree? How should a 4-year bachelor’s degree weigh against four years of service within the company or company-offered training?

When college degrees are required for making the jump from the frontline into management roles, that barrier can hamper diversity and undermine workers’ investment in a future with the company.

“A default requirement for a college degree might prevent people who’ve been in a part-time hourly role from moving up — even though they’ve earned the same experience and insights while working at the company,” Erb says.

3. You don’t measure horizontal movement.

You might be carefully tracking how many individual contributors make the jump into frontline manager roles each year. You might know how many of your C-suite once held a position in the mailroom. It’s much less common to track how horizontal moves enable some employees to climb the ladder while others can’t advance.

What are the fast-track lanes for advancement in your company? If joining a specific team or participating in a special project opens important career doors, those opportunities should be carefully measured.

Great workplaces should also measure how many employees are taking new roles in different departments, even when those moves are not a promotion. Those moves might clear the way for future advancement, and often play a significant role in overall equity across the organization.

Again, it often comes down to manager discretion, says Erb. “If there’s no system for decisions on lateral moves and opportunities, managers will rely on instinct and personal preference, and bias will remain invisible.”

4. You don’t ask employees about their experiences.

An external auditor can help evaluate hiring practices and the path to promotion — but you have to ask employees directly about their experiences or you will miss an important piece of the puzzle.

“You can do really complicated math to prove you’re being equitable, but the voice of the employee doesn’t sugarcoat anything,” says Erb. If employees are having an experience that contradicts the math, it’s time to reconsider your strategy.

“It’s not always bad news, either,” Erb says. “Sometimes employees say, ‘This is working for us; we’ve made improvement here.’”

When you find something that works, you can formalize the practice and scale it to the rest of the organization.

Get more insights

Learn more strategies from our workplace culture experts at our For All™ Summit, April 8-10, 2025 in Las Vegas, NV.

Most Popular Articles of 2023: Talent Management, Parental Leave, & Workplace Wellness Trends

2023-12-19T07:00:01-05:00

Here are the topics that resonated with readers this year.

With 2023 coming to a close, leaders are already considering plans and strategies for 2024.

The past year offers plenty of lessons to guide those efforts. A focus on productivity and performance clashed with rising employee expectations in the workplace, and leaders were forced to evolve.

Layoffs and rising inflation challenged leaders, even those with strong workplace cultures in place. And the debate over remote work and a return to the office dominated headlines.

Great Place To Work® Certified™ companies were a bright spot, with the best workplaces finding that a commitment to their people led to stronger business performance. Productivity at the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® doubled year over year, and companies in every industry were able to create stronger cultures than the average U.S. workplace.

Attend our annual company culture conference May 7-9, 2024

We’re counting down the most-read articles from the past year, with plenty of helpful solutions to take into the year ahead:

No. 10

Productivity at the 100 Best 카지노 커뮤니티 추천 Doubles Over Last Year, Mental Health Soars

In our analysis of the 100 Best 카지노 커뮤니티 추천 for 2023, we found that great cultures weren’t just creating a better experience for employees. They also outperformed the competition and saw productivity gains in an environment gripped by concerns over rising inflation and possible recession.

No. 9

Talent Acquisition Strategy: Definition, Benefits, Strategies

Great workplaces are building a talent pipeline to ensure that great people are ready to fill any vacant roles or bring new skills and expertise to the organization. Here’s how a long-term talent strategy can benefit your organization.

No. 8

Employee Training and Development: The Benefits of Upskilling or Reskilling Your Team

How are the Best Workplaces™ building pathways for growth and ensuring every employee can learn new skills? Adding talent doesn’t always require looking outside the organization, and a robust training program helps employees build their career without having to exit the company.

No. 7

Use the 5 Languages of Appreciation in the Workplace

The author of “The Five Love Languages” focuses his expertise on the workplace, identifying the different ways managers can ensure employees feel appreciated for their efforts. See how “words of affirmation” or “acts of service” translate to the workplace.

No. 6

What Is Psychological Safety in the Workplace? How Leaders Can Build Psychologically Safe Workplaces

A key ingredient in the most innovative workplaces, psychological safety considers how supported employees feel when taking risks. See how this element of a healthy workplace can be measured, and the common reasons employees feel unsafe in the workplace.

No. 5

5 Ways Workplace Culture Drives Business Profitability

카지노 커뮤니티 추천 that make the 100 Best 카지노 커뮤니티 추천 to Work For List outperform the stock market by a factor of 3.36. Great Place To Work data shows how investing in your people isn’t just the right thing to do — it’s a big boost to your business.

No. 4

Engaging and Managing a Multigenerational Workforce

With five generations represented in the workforce, managers must adapt their strategies to engage all employees. Check out these four common challenges created by generational differences, and tips on how to overcome them.

No. 3

8 Top Workplace Wellness Trends to Watch in 2023

Employee well-being was a top priority for lots of companies this year. Here’s how companies from the 100 Best were adapting to offer more support to employees.

No. 2

How Competitive Is Your Company’s Paid Parental Leave?

Want to benchmark the parental leave policy at your company with the Best Workplaces for Parents™? Check out these top employers and what benefits they are offering to employees with parenting responsibilities.

No. 1

What Is Talent Management? Definition, Strategy, Processes, and Models

Human resources leaders can get bogged down in paperwork and policies. Talent management requires engaging with the whole person, from the moment they onboard to the day they leave the organization. Consider these tips for creating a talent management strategy to retain and develop your people.

Get more insights

Learn more strategies from our workplace culture experts at our For All™ Summit, May 7 to 9 in New Orleans.

5 Ways to Engage and Motivate Seasonal Workers

2023-11-13T15:40:55-05:00

Looking for ways to improve holiday hiring and retention? 카지노 커뮤니티 랭킹 research offers smart strategies for keeping seasonal workers motivated and integrated, especially in retail and hospitality.

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.

4 Ways To Build Trust With Hispanic and Latino Employees

2023-09-28T07:01:23-04:00

The best workplaces ensure Latino culture is celebrated, every employee has opportunities for learning and development, and employees are recognized for their unique gifts. Here are four ways to build trust with Hispanic and Latino employees.

The Latino workforce in the U.S. has been growing exponentially, with Hispanic and Latino employees expected to account for 78% of net new workers between 2020 and 2030.

The Latino community is a powerhouse in the workplace. Latino employees build deep relationships, have a strong work ethic, and show great care and love for their extended family. When they can bring their full self to the workplace, they become passionate and determined leaders that deliver unmatched results for their organizations.

In a 2023 market survey of 4,400 workers aged 18 and older, Great Place To Work® found that only 72% of Latino employees feel they can be their true selves at the typical U.S. workplace. At companies that made the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List in 2023, nine in 10 Latino employees say they can be their true selves.

Great Place To Work analyzed the responses of nearly 40,000 Latino employees received in 2022 and 2023 and found important business benefits for workplaces where Latino employees had a positive experience.

When Latino employees feel they can be their authentic selves, they are three times more likely to stay with their company. When they report having overwhelmingly positive experiences in the workplace, they are 30% more likely to give extra effort at work and six times more likely to recommend their workplace to friends and family.

As Latino workers become a bigger and bigger part of your workforce, the companies that focus on diversity, equity, inclusion & belonging will have a competitive advantage.

Here are four ways to ensure Latino employees feel supported and encouraged to grow:

1. Celebrate Hispanic and Latino culture and the impact it has on your workplace.

Employees shouldn’t have to change or suppress their identity to advance within the organization. Make sure to weed out microaggressions and evaluate the path to promotion to ensure every employee has a fair work environment.

카지노 커뮤니티 추천 on the 100 Best list consistently outperform on measures of fairness, with nine in 10 Latino employees saying they feel treated fairly regardless of identifying characteristics like gender, race, age, or sexual orientation.

Employee resource groups and other programming to celebrate Latino culture can ensure employees feel there is a place within the organization where they can bring their full identity to work. It’s also crucial to pay attention to the onboarding experience, with nine in 10 Latino employees (94%) at 100 Best companies reporting they feel welcomed when joining the organization.

Save the date: Attend our annual company culture conference April 8-10, 2025

2. Make sure everyone has an opportunity for training and career development.

In Great Place To Work research, there is a clear link between opportunities for training and development and the level of engagement for Latino employees.

At the typical U.S. workplace, only six in 10 Latino employees report having training or development opportunities. At the 100 Best, nine in 10 Latino employees say they get training and development.

3. Connect employees with opportunities to give back to local communities.

At workplaces who made the 2023 PEOPLE® 카지노 커뮤니티 추천 that Care List, employers take great pains to ensure every employee has an opportunity to volunteer and give back in their local community.

Latino employees care deeply about relationships within their community, and place great value on opportunities to engage their neighbors.

At the 100 Best, nine of out 10 Latino employees feel great about the ways their company contributes to local communities. At typical U.S. workplaces, fewer than seven in 10 Latino employees (67%) say the same.

The best companies tap into employee resource groups and their Latino employees to identify programs that will make a difference for Hispanic and Latino communities.

4. Ensure all Latino employees have opportunities for recognition.

Hispanic and Latino employees believe in hard work. According to a 2012 Pew survey, 75% of Hispanic employees believe that most people can get ahead if they work hard.

However, this dedication and tenacity is often not recognized by leadership. Only six in 10 Latino employees at a typical U.S. workplace reporting that management shows appreciation for their hard work. At the 100 Best, nine in 10 Latino employees feel appreciated for their hard work.

Great Place To Work research has shown that recognition is a key experience for creating a workplace that employees feel is fair. When employees feel consistently recognized at work, they are 2.6 times more likely to believe promotions are fair and two times more likely to say people give extra effort at work.

With more and more of the workforce identifying as Latino, employers should consider every opportunity to build and increase trust within this group. The Best Workplaces are already outperforming their peers by unlocking the full potential of their Latino employees — just one of the reasons these workplaces consistently outperform the stock market by a factor of three.

Learn how to support your Hispanic and Latino employees

Want to know how your Latino workers are experiencing their workplace? Benchmark your performance against the best global data available with our Trust Index™ Survey.

7 Ways To Make Job Promotions More Fair

2023-03-08T14:36:14-05:00

Research shows when employees believe promotions practices are fair, companies thrive despite economic recession.

By Ted Kitterman & Ruby Storm Green

It’s hard to make the workplace fair — especially when it comes to job promotions.

Even for the best of the best, fairness is one of the components of workplace culture that can suffer. And at the typical workplace, less than half of U.S. workers feel that promotions are awarded fairly.

However, fair promotions are a key differentiator between an average workplace and the best workplaces in the country.

Are promotion decisions heavily influenced by seniority? That’s a problem if all of your traditionally underrepresented employees are newer additions to the company.

At companies on the 2023 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® list, 78% of employees say promotions are fair. That’s a 59% increase from the average workplace, where only 49% report fair promotions.

The impact of fair job promotions

For companies worried about a potential recession, it’s crucial to pay attention to promotions and employees’ perceptions of fairness.

When companies can deliver five critical employee experiences — including offering fair promotions — they are more likely to thrive during a recession, according to Great Place To Work® research. In particular, these employee experiences must be felt by five key groups:

Women
Frontline workers
Male hourly workers
Long-tenured employees
Non-white employees

The bad news? Employees at typical U.S. companies do not think their employees offer fair promotions — particularly when looking at these key demographic groups. Less than half (45%) of women at the typical U.S. workplace report fair promotions, compared to 53% of men.

That 8-percentage-point gap disappears at the Best Workplaces for Women, where 83% of women report fair promotions at their organization

Closing the Gap

These seven management practices protect the promotions process and promote a sense of fairness among employees:

1. Establish clear expectations for advancement.

Explicit and available criteria for promotion decisions help create shared expectations and a sense of fairness around career advancement. For any given job, employees from across the company must understand what skills are required and how management evaluates applicants.

When someone is promoted, leaders should be able to cite the criteria that drove their decision-making process. These criteria must be established well in advance of making a promotion and leaders must be equipped to communicate about how they made their decision.

One example of how to do this is a “career path matrix” — a grid that maps out basic responsibilities, educational criteria, and differentiating factors for every job in the organization. This tool enables employees to work with their manager or a career coach to identify next steps in their career journey that are measurable and attainable.

2. Audit the ‘path to promotion.’

It’s not enough to have clear criteria for a promotion. It’s important to look at how those criteria may cause promotions to skew toward certain demographics and employee groups over others.

Are promotion decisions heavily influenced by seniority? That’s a problem if all of your traditionally underrepresented employees are newer additions to the company. Rather than rewarding hours logged, think about how you can recognize contributions and results.

Be sure to also measure promotion rates across demographics like gender and race. If you aren’t promoting women at the same rate as men, or Black employees at the same rate as white ones, there could be structural issues in how people move through your company.

3. Create robust mentorship programs for traditionally marginalized employees.

If you want to improve representation for women, minorities, and other demographics on your leadership team, you have to be intentional about developing those future leaders.

Learn which employees are interested in becoming leaders and create a development plan for them, either with internal resource and programming or by reimbursing their learning from external programs.

It’s also beneficial to create opportunities for employees to connect with top leaders across the organization. This enables employees to showcase their unique talents to everyone, not just their direct supervisors. Face time with leaders outside of the confines of their direct team helps an employee’s reputation as a strategic thinker spread throughout the whole business.

One of the best tools for building visibility with leaders is the employee resource group (ERG). When these employee assets are seen as essential business operations, they can dramatically increase access to leaders for often marginalized employees.

4. Communicate transparently about open job roles.

When a promotion is awarded before some people are even aware of an opening, employees may feel the process to fill that role was unfair.

When you share job opportunities with the full team at the same time, giving everyone who is interested an opportunity to apply, employees are more likely to see the promotion as fair and deserved. It also helps to follow a clearly defined process centered around your established criteria for the role.

Picking a winner ahead of time will only undermine your attempts to create a fair process.

Less than half (45%) of women at the typical U.S. workplace report fair promotions, compared to 53% of men.

5. Offer promotions that don’t require people management.

Some of your best performers don’t want to manage other employees. They are excellent at their job, and they deserve to be celebrated and elevated.

If the only way to get ahead is to take on the role of a people leader, you will incentivize people to become managers who don’t have the passion required. Instead, map a career path where people can advance in other ways.

6. Be willing to take a chance on people.

If projects are only ever given to people who are guaranteed to “get the job done,” the organization isn’t helping junior employees learn on the job. For employees who aren’t given a project, take the time to map out how they can develop so they can take on such work in the future.

It’s also a mistake to limit your workforce by sticking rigidly to your org chart or previous work experience and credentials. Be willing to train workers to do new things, and focus on employees’ potential rather than what might go on a résumé.

7. Make sure promotions align with pay equity initiatives.

As you work to make promotions equitable and fair, make sure any job changes are matched with fair compensation. If you’re giving out more responsibility, it should come with a commensurate pay increase.

Pay equity initiatives should also be considered. HR leaders can play a vital role as a voice for employees who don’t have leverage to advocate for themselves.

Learn how to create an award-winning company culture. Subscribe to the Great Place To Work company culture newsletter and join 100,000+ other leaders learning how to create a great workplace.

What Is Talent Management? Definition, Strategy, Processes and Models

2023-03-03T13:14:03-05:00

Talent management is a strategic and organized approach to attracting, developing, and retaining top talent. A successful talent management strategy aligns employee engagement and growth with organizational results.

A talent management strategy is critical to every business. If your organization was one of the many impacted by the Great Resignation of 2022 (or if you're clued up on how workplace culture affects business profits), you'll know how important it is. After employees across the U.S. realized how unhappy they were with the state of their workplaces, they went walking — and employers were left scrambling.

“The Great Resignation was a war for talent,” says Matt Bush, principal strategic advisor with Great Place To Work®. “And that talent was renegotiating what they expected from employers.

The bar has been raised. People now expect more equitable treatment, more flexibility, more care for their health and well-being outside of work. And as that norm changed, talent management had to change, too.”

What is talent management?

Talent management is the process of meeting employees’ needs at every stage of their life cycle with the company — not just at recruitment but through retention and their eventual exit from the organization. A successful talent strategy includes:

Recruitment
Compensation (pay, perks & benefits)
Onboarding
Connection and community
Employee engagement
Training and development
Company culture
Purpose
Succession planning and exit processes

And while talent management can be slotted into the overarching role of human resources (in some companies, those roles may even be one and the same), it’s also a separate entity that extends beyond the HR department.

“HR focuses a lot on the procedures and policies and paperwork or recruitment — that first step of talent management,” explains Seth Willis, senior culture coach with Great Place To Work. “But it’s really about how are we getting the right people in, and then having them grow at the organization.”

Employee growth can come in many ways, including how we might typically think (professional development and promotions) and by fostering a sense of pride, purpose and well-being among employees. Talent management is holistic and forward-thinking.

“With talent management, there’s the potential to be more proactive,” says Shaun Aguilera, senior strategic customer success manager with Great Place To Work. “You’re looking at long-term sustainability versus just meeting employees where they’re currently at. How do we not only maintain our best talent but attract and predict what talent we might want to see in our organization in the future?”

Why is talent management important?

The benefits of a successful talent management strategy are a widened applicant pool, increased employee engagement, higher retention, and better employee satisfaction — all of which results in better employer branding.

“Talent management is looking at long-term sustainability versus just meeting employees where they’re currently at”

A July 2022 study of U.S. employees by Great Place To Work found that, across industries, 55% were considering quitting within the next six months. More employees, especially among the millennial and Gen Z demographics, are demanding fairness, diversity and a better sense of purpose in the workplace.

For talent managers, this means finding the right talent to join your organization and identifying what your workplace is missing. Otherwise, any talent you attract may turn around a few months later and walk back out the door.

“The focus for a lot of organizations is, externally, how to attract talent,” says Shaun. “But it’s important to figure out how you can maintain the best talent that you’ve got … Of course, it’s important to put your best foot forward externally, but don’t take the focus off what you could be doing internally.”

Focusing your attention internally has an undoubtedly positive impact on your hiring costs. According to data from the Society for Human Resource Management (SHRM), the average cost per hire was nearly $4,700. But Edie Goldberg, founder of the talent management and development company E.L. Goldberg & Associates, says the figure is closer to four times the position's salary (!).

How talent management has changed

World events like the COVID-19 pandemic and the Black Lives Matter movement of 2020 have overhauled what employees want. And with leaders managing multiple generations in the workplace, employers need to keep pace and meet shifting talent demands.

Here are five talent management trends worth watching:

Hybrid/remote work — “Since COVID-19, many organizations have shifted to a hybrid or remote model,” says Eliot Bush, senior manager and culture coach with Great Place To Work. “Employees, particularly employees from marginalized backgrounds, strongly prefer these models because of the increased workplace flexibility, time savings, and geographical freedom. Employers are having to shift their engagement, communication, benefits radically, and overall management strategies.”

Purpose — “There’s been a shift in priorities for individuals,” says Seth. “카지노 커뮤니티 랭킹 research found that a connection to purpose and meaning for work is really important for employees.” (In fact, Great Place To Work research has shown that lack of purpose at work is a top predictor of workplace turnover.)

Power shift — “We’ve got more open jobs than employees,” adds Seth. “Applicants have a lot of leverage and more negotiation power than they had in the past.”

DEIB initiatives — “There are higher expectations to have more diversity overall,” says Matt. “More diversity in our leadership team, and more transparent and equitable policies around opportunities for fair promotions.”

Culture of care — “COVID has really pushed people to transform how they think about the concept of caring for their employees,” says Matt. “What perks and benefits are people looking for? Do they seek more flexibility? Are unlimited PTO, sick leave, or childcare stipends more attractive now?”

How to create a talent management program

It’s easy to lump talent management in with your recruiting program and think that suffices. But that would be limiting to your organization. Talent management isn’t just about finding and hiring the right talent, it’s about keeping that talent engaged through their entire company journey.

Here’s how to develop a talent management strategy that hits all the right notes:

1. Assess your employee experience

“The first thing is a baseline for you to measure against, so you can create your goals,” says Seth. “What’s the strategy? Where are we starting? Where do we want to go? What’s the timeframe? What are the KPIs?”

Conduct an HR analysis and gather information on how your employees are experiencing your company culture right now. And don’t skim the surface — use robust employee surveys that break down results so you can understand cause and effect.

“Take time to listen to employees,” adds Seth. “Not just in a survey, but with something qualitative, whether it be totally open-ended surveys or focus groups or one-on-one interviews, and in a way that creates a sense of psychological safety.”

2. Ensure your EVP aligns with company values

Your employee value proposition (EVP), or what you are offering to employees, must align with your organization’s values. For example, if one of your values is growth and learning, ensure your EVP includes training or mentoring programs.

Target, which ranked first on the 2022 PEOPLE 카지노 커뮤니티 추천 That Care® List, demonstrates its commitment to learning via its Dream to Be program, which provides debt-free education assistance.

Tea Darden, who has been a loyal Target employee for 20 years, enrolled in the program after starting as a cashier as a teenager. She’s now studying business management and organizational leadership, which feeds into her role today as executive team leader at Target’s Lake Street store in Minneapolis.

“Leaders saw the potential there and helped me go through the motions,” Tea told the audience at Great Place To Work’s 2022 For All™ Summit. “From a team member, to a specialist, to a team leader and now to an executive team leader, it’s been an awesome journey at Target. Having these different leaders really care and dig deep and say, ‘You can do this.’”

3. Keep reviewing and adjusting

Good talent management is not a case of set it and forget it. Continue to assess what’s working and what isn’t via workforce analytics. Adjust your policies and programs accordingly.

“Look beyond what’s currently happening, because it’s always evolving,” says Shaun. “Make your predictions and invest in those predictions because if you’re ahead of the game, you will be ahead of your competitors. Look at market conditions. Look at what people are saying and predict what they might want in the future.”

4. Communicate as you change

Make sure you continually connect any changes back to the why: Why is this important to the company mission? Why is this new policy important to employees? Communicate changes to your organization with the “why” front and center.

The more you can tie the changes back to a positive long-term outcome for both individual employees and the company's prosperity, the better.

The 8 principles of talent management

A successful talent management process depends on these eight principles:

1. Fairness and equity

This doesn’t just apply to compensation, but to all aspects of the employee experience: recognition, development opportunities, promotions, etc. Employees must understand where they are within the team and organization, and what they need to do to progress.

“When talent thinks that things aren’t fair, find out why,” says Matt. “Conduct audits on compensation, make sure things are fair across gender, across race, across tenure. There needs to be trust that you’re treated fairly. And if you’re not, we need to know why so we can do better. If people don’t feel that, they’re more likely to leave.”

2. Strong people managers

Strong people managers are the lifeline for any organization.

“I like to think about it like a plumber,” says Seth. “Your executives are the water heater. And all your people managers are the pipes throughout the house. If your heater doesn’t work, you get cold water. But if your heater works, but your pipes are broken, it doesn’t matter how hot the water gets if it can’t come out the spout.”

3. Innovation by all

Employees need to have the chance to contribute new ideas and not feel like decisions are being made for them, or that things are only happening to them.

“Even if those ideas can’t be implemented, the fact that you were asked and communicated as to why they can or shouldn’t be implemented is a huge piece of talent management,” says Seth.

4. Culture and purpose

“What makes your organization your organization?” says Seth. “What’s your unique selling point? What keeps people at your company and differentiates you from all the other people in your industry and vertical?”

5. Openness and acceptance

If your workplace doesn’t accept people as they are — whether that’s disabled, queer, Latinx, a non-native English speaker, or any other identifier — your talent management is dead in the water.

“Oftentimes, what prevents people from coming in the door is they say, ‘I don’t see where I fit in here. I don’t see anyone who looks like me, behaves like me. Can I really be myself?’” says Matt. “Maybe they’ll pretend for the paycheck for a while, but that’s not sustainable to pretend to be someone else.”

6. Measurement

“Start with data,” says Eliot. “You need to understand what is and isn’t working with how you’re currently managing your talent — because even if you don’t have a formal talent management program, you are doing talent management if you have employees. You need a comparison point so that after you’ve implemented your new programs, you can measure their impact.”

However, don’t get caught up in “fixing” the low scores — successful talent management isn’t just about repairing what a workplace is getting wrong, but also leaning into what it’s getting right.

7. Personalization

“Make sure your talent management is as personalized as possible,” says Seth. “Everybody’s different. What they bring to the table is going to be different. How do you get the most out of each individual?”

This doesn’t just apply to the programs, but to your measurements as well. Top-level scores can give you a guideline, but they don’t show the full picture.

“Instead of just sharing the high-level overall score, take a specific experience, maybe even a specific group within your organization,” says Shaun. “One group might be experiencing a completely different experience than another group.”

8. Buy-in

“This is not a one-person job,” says Matt. “This is not something where you can say, ‘You’re in charge of all of talent, call me if you need something.’ Talent management needs resources. They need teams. They need buy-in on company culture from the business.”

Your talent management today impacts your company’s tomorrow

Whether you’re in a hiring blitz or a hiring freeze, how you manage your talent will affect the success of your organization. Not only does proper talent management help you find the right talent in the first place, but it also helps ensure that talent stays with you for the long haul.

“It’s not just strategy for how to bring them in, it’s also how to keep them happy and empower their growth,” says Matt. “Only focusing on pure recruiting strategy is always short-sighted. It matters when they come through those doors, how they’re treated and what they experience.”

Manage your talent with data and deep insights

Manage your workforce with Great Place To Work 카지노커뮤니티™. Understand your workforce, improve your employee experience and earn Great Place To Work 카지노커뮤니티 as a result.