For most of history, publicly traded companies have defined their purpose rather narrowly: they existed first and foremost to serve shareholders, and their interactions with customers, employees, governments, suppliers, the environment, and wider communities were subordinated to this agenda. Now, however, the definition and scope of a company’s purpose is clearly changing. Throughout the business world, people are asking why shareholders, many of whom have only passing affiliation with the company, should be prioritized over stakeholders whose lives are deeply tied to the company’s existence and decisions?

This can be a tricky topic. Conversations about ESG (Environmental, Social and Governance) strategy and stakeholder management can at times be muddied by idealism, cynicism, or both. But getting ESG right isn’t just the right thing to do, it’s an important part of running a profitable business. Every organization and leadership team must now take the time to think more broadly about how they can interact with and capitalize upon the interlocking network of constituencies to which they relate.

So, how do you go about implementing a solid ESG plan?

How do you drive those values down through your organization, embedding a sense of corporate responsibility into the company’s culture?

And how do you manage your duties to non-financial stakeholders while continuing to provide value to shareholders?

Getting ESG right is hard – but Systemic Team Coaching can help produce great results by helping teams evaluate the systems that they interact with, identify the stakeholders involved in those systems, and develop strategies that accommodate a wide array of stakeholder needs.

In other words, Systemic Team Coaching helps teams pluralize their understanding of value and success.

What is Systemic Team Coaching?

Systemic Team Coaching was developed by Dr. Peter Hawkins, who in his book Leadership Team Coaching, defines the practice thus:

Systemic Team Coaching is a process by which a team coach works with a whole team, both when they are together and when they are apart, in order to help them improve both their collective performance and how they work together, and also how they develop their collective leadership to more effectively engage with all their key stakeholder groups to jointly transform the wider business.”

We work with leaders and teams to define their function in relation to the function of their wider organization and that organization’s impacts on a wide array of stakeholders. We help teams work together to improve their collective performance, placing special emphasis on how a team’s interaction approaches, communications, values, incentive structures and goals can be further aligned to the needs of the business and the needs of the wider stakeholder community.

How it works: The Five Disciplines of High Value Creating Teams

Also developed by Peter Hawkins, the Five Disciplines of High Value Creating Teams is a highly practical Systemic Team Coaching framework that gives teams guidance on how and where to develop their effectiveness.

Systemic Team Coaching 5 Disciplines

1. Clarifying

Clarifying is the process of developing a set of agreed-upon objectives, and it refers to what the team needs to focus on in order to drive strategy. This typically includes addressing the team’s purpose, vision, strategy, objectives, roles, and responsibilities. As coaches, we work with the team to clarify their tasks, their wider purpose, and the methods they intend to utilize—making sure that the company’s core business is weighted alongside diversity and other ESG concerns.

2. Commissioning

Commissioning refers to agreeing upon a relationship between a team’s objectives and its stakeholders. For a team to successfully meet its business goals while also pursuing meaningful ESG strategies, it needs to have a clear understanding of stakeholder requirements and to articulate a success criteria that takes these requirements into account. In this phase of coaching, our team coaches work to expand the team’s understanding of its relationship to its wider stakeholder system, especially as it relates to the ESG strategy.

3. Co-creating

Co-creating refers to teamwork and teamwork methodologies. Either consciously or not, all teams work together to build their own behavioral norms and value structures that, taken together, help determine their collective performance. In order to maximize that performance, and to create the healthiest possible workplace culture, our coaches work with teams to help them consciously build the teamwork methodologies that work for them and will generate the most value.

4. Connecting

Connecting is the process of combining the first three disciplines in such a way that ensures effective stakeholder engagement. It means identifying all stakeholders, defining their unique relationships, and building the appropriate strategies to serve them. Ultimately, the term stakeholder includes an incredibly wide range of people and groups, each of which requires slightly different things from your organization. Some of them (e.g. employees and suppliers) provide value to the team; others (e.g. communities and shareholders) rely on the team to create value for them. Managing these relationships is the responsibility of the whole team not just the team leader.

5. Core Learning

Core learning refers to how the team needs to continually learn and adapt in order to meet the evolving needs of the market, the organization, the team itself, and its stakeholders. One of the challenges of establishing an ESG strategy is coming to terms with the fact that your stakeholders will evolve alongside your operations. Opening new business units, launching new product lines, relocating teams to new locations, expanding into new markets—all of these core aspects of doing business will change the inventory of stakeholders that have to be served by both local and senior leadership teams.

Team coaches help the team step away from their day-to-day tasks and reflect upon their performance processes. The goal here is to codify not just specific lessons the team has learned but also the process by which they were learned so that the team can begin to coach themselves. By focusing on the process of learning rather than simply the lessons themselves, teams prepare themselves to react to the fluid and unforeseeable needs of the future. This stage of coaching also involves supporting and developing the processes and performance of every team member— identifying strengths and weaknesses and coming up with tactics for future situations.

For teams to perform at their best and cast the widest possible net of value for the widest possible suite of stakeholders, they need to be effective in all five of these disciplines.

Conclusion

Systemic Team Coaching can help leadership leaders and their teams improve their collective value- creating performance, allowing their organizations to work toward a pluralized set of goals that provide simultaneous benefit to a wide variety of stakeholder groups.

In working with clients across the industry spectrum, we’ve noticed that nearly every team and organization has stakeholders of whom, for one reason or another, they are either unaware or are potentially impacted by unrecognized ESG concerns. Systemic Team Coaching is an excellent approach to ensuring the maximum effectiveness of a company’s ESG strategy.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

The Five Disciplines of High Value Creating Teams Graphic courtesy of the Global Teams Coaching Institute

A YouGov survey of 1,025 HR decision makers working across UK businesses has found that almost three quarters (72%) of businesses do not have a menopause policy.

This is despite it being widely accepted that the effects of the menopause can be debilitating for a woman’s physical and psychological wellbeing.

Symptoms such as joint pain, hot flushes, memory loss, fatigue, and anxiety can have a huge impact on a women’s confidence and workplace performance.

Indeed, a recent survey published by renowned GP and menopause specialist Dr Louise Newson found that 99% of respondents said their perimenopausal or menopausal symptoms had led to a negative impact on their careers, with more than a third calling the impact ‘significant’.

Almost 20% were off more than eight weeks and half of this group resigned or took early retirement.

Key findings from the YouGov survey include:

  • Almost three quarters (72%) of businesses do not have a menopause policy.
  • Over a quarter (27%) of large businesses (250 employees or more) say they have a menopause policy but only 10% of small firms (0-50 employees) do.
  • Even within organisations where the workforce is more than 50% women, the same low level of organisations (13%) have no menopause policy.
  • Only 16% of businesses train their line managers about the menopause. 94% of organisations in hospitality & leisure surveyed say they provide no training in this area.
  • Almost half (44%) of all the businesses that say they do not train their staff about the menopause admit to not having thought about it. 15% don’t consider it a priority whilst 7% claim that sensitivities and embarrassment about the issue hold them back.
  • Only half of organisations questioned (50%) say they are confident that women in their organisation are feel able to talk about the menopause. Almost 1/3 (31%) say they are not confident and 1 in 5 say they’re don’t know.
  • Within organisations where the proportion of women was the highest, the confidence levels amongst HR teams that employees are able to talk to their employer was the lowest (57%).
  • Only 18% of organisations say they provide information about the menopause to their employees with 13% offering internal support groups.
  • Almost 2/3 (64%) of businesses say they do not consider menopause during performance reviews for female staff. This is even higher in some sectors including manufacturing (76%), hospitality & leisure (75%), media, marketing & advertising (67%).

The YouGov survey was commissioned by employment law specialists at Irwin Mitchell. The total sample size was 1,025 HR decision makers and fieldwork was undertaken between 10th – 28th February 2022. The survey was carried out online.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Throughout my career I’ve found myself gravitating towards startup assignments.

I’m a builder, so I find creating a business from scratch and calming the chaos extremely fulfilling.

Entrepreneurs who have chosen to create, develop, and execute a service or product are, by necessity, focused on growing the business.

External consultants, on the other hand, can deal with the time-consuming – but essential – details that keep the business on track:

  • Bringing a consultant on board gives entrepreneurs the freedom to focus on strategy and innovation, without getting bogged-down in the tactical aspects of scaling a business.
  • Experienced consultants are likely to have experienced similar growth environments and can share with entrepreneurs valuable ‘tricks and tips’ to drive organic growth. With a consultant’s guidance business founders can make and invest in better decisions from the start without the experimentation that wastes time, money, and energy.
  • Consultants are outside the business team and vested in the success of their assignment. As a result, they can rise above the office politics and interpersonal dynamics that inhibit the execution of strategy. Indeed, they can give business founders the honest, objective feedback they need to address these issues before they become problems.

On a recent assignment I found myself executing on all the above, allowing the business founder to shift their focus away from tactical areas best left for functional leaders and to spend more time fundraising for the company’s next investment series.

This is where we can help.

OrgShakers consultants have the knowledge, tools, and expertise across a wide range of People disciplines to give business founders the reassurance that what they have already built is in good hands … while freeing them up to focus on the growth of the company.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Most US-based publicly traded company boards will currently be approving 2021 executive incentives. As they do so, they will also be considering designs for their 2022 compensation programs. So, what’s likely to be new on this year’s agenda for Boards and executives to discuss?

1. Environmental, Societal and Governance (ESG) metrics

Whether it’s because of company focus on external stakeholders or pressure from activist investors, we’ve already seen a large increase in companies including ESG metrics in their incentive plans.

ESG embraces a diverse range of issues and how they are incorporated in incentive plans varies greatly not only in how they are measured but, as importantly, what is measured and how much it influences actual payouts.

For example, Environmental criteria may include meeting carbon footprint reduction targets and or increasing the percentage of renewable energy used by the organization.

Societal areas could include support for disadvantaged school systems or support for specific programs such as Science Technology Engineering and Math (STEM).

Governance can focus on a variety of areas from fostering an open culture to setting the highest standards for professional integrity which might include Diversity, Equity, and Inclusion (DE&I) objectives.

Indeed, according to Harvard Law Review, among the S&P 500 companies filing proxy statements between January and March of 2021, there was a 19% increase of companies including a DE&I metric over the prior year.

The point here is that, under the ESG umbrella, companies are still trying to figure out what is important to their shareholders and what should be (can be) measured and included as incentive metrics.

2. Human Capital Management (HCM)

The U.S. Securities and Exchange Commission (SEC) has recently introduced new disclosure requirements designed to provide stakeholders insight into an organizations HCM – from the operating model and talent planning practices through to the employee experience and work environment.

As with many other historical disclosure requirements, it is to be expected that companies will begin to mirror their HCM disclosures with some metrics included in incentive programs.

At the risk of being dilutive to other metrics incorporated into incentive plans, it can be expected that the ESG metrics will likely start to include some metrics related to their HCM.

For example, as part of an organization’s DE&I objectives, the attraction, retention, training, and promotion of diverse employees becomes a standard for measurement with incentive dollars tied to it.

3. Pay for Performance

Without doubt, this year’s executive compensation discussions will have the usual focus on pay for performance.

What will be different this year, however, is that while the economy was beginning to turn around, there are some significant headwinds companies are facing.

Talent shortages continue to be a critical business matter directly affecting companies’ ability to effectively serve their customers and to grow profitably.

And a significant downturn in the stock market has impacted shareholders’ perspective of company performance.

It has also adversely affected executive compensation currency since most long-term incentives are paid in the form of stock and/or stock options which now may be underwater.

Conclusion

How companies deal with these matters will shape how their programs are perceived both internally and externally.

It is always important to remember, whether it is a closely held family-owned business or a Fortune 100 publicly traded company, executive compensation is one of the most impactful communication vehicles a company has.

Through these programs, a company communicates what is important, how they define success, and how they value success (or lack of).

This year will be different in that people will be looking forward to the post-pandemic world, judging how the company has acted during the pandemic, and trying to assess the potential impact of the war in Ukraine.

Extra prudence is advised.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

To make a difference for International Women’s Day 2022, OrgShakers’ leadership coaches are proud to offer FREE 1-hour one-on-one online sessions to women professionals throughout the whole of March.
To book your FREE 1-hour one-on-one online coaching session CLICK HERE.

Iwd Linkedin Graphic Final Small

Just because we can, doesn’t mean we should.

This was my initial reaction to a recent article by Josh Bersin, Online coaching is so hot it’s now disrupting leadership development, where he explores how AI is transforming the way coaching is delivered – and to whom.

Now, I believe in the power of AI and the amazing things it can do to drive the HR agenda in ways that we’ve never dreamed possible. Here at OrgShakers, for example, we are using the latest developments in AI and machine learning to identify, map, and source hard-to-find talent.

But I was shocked when Bersin pointed out that AI might be able to monitor online coaching sessions to help coaches (and coachees) focus on the key issues – and even ‘give nudges’ to both parties to guide discussion during the actual session.

Am I stuck with a fixed mindset? Would this mean having to let go of some of the principles that are fundamental in a coaching relationship? I’m so used to the coachee bringing the agenda for the session. And what would this mean for the confidentiality of the coaching?

Then I started to reflect on another key point raised by Bersin – that the growth of companies like BetterUp, Torch, CoachHub, and SoundingBoard is ‘democratizing coaching’.

I can see that their business model certainly has advantages for companies wanting to provide coaching for more of their employees. However, I think online coaching is only one route to a more inclusive coaching culture.

The ease of availability and the lower costs delivered by online coaching are not exclusive to these providers. We’re all used to coaching virtually now and, while I’m starting to see some clients in person again, I will continue to work with many clients remotely.

Maybe it’s because I’m writing this having just come from a presentation by the truly inspirational Stephen Frost (a globally-recognized diversity, inclusion, and leadership expert, and a friend and partner of OrgShakers) that I’m wondering whether this approach really can achieve ‘coaching for all’ – the kind of coaching that Senior Executives have benefited from for years.

Previously I’ve written about the pandemic leading to more people being able to access coaching. Coaching definitely becomes more accessible if we offer one-off, on-demand sessions or the ability to contract for a few hours.

So, as we think about embracing online coaching, I suppose I have two asks! That we are clear on what’s on offer. And that we don’t lose the value and quality of a true coaching partnership.

Only then can we be sure whether (or not) we should.

If you are interested in a complimentary coaching session with an OrgShaker, look out for our International Women’s Day activity!

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

The UK government were calling it ‘Freedom Day’ – the day when all Covid-19 restrictions would be lifted after two long years.

To be honest, even though Thursday 24th February was also my birthday, it felt the furthest thing from a Freedom Day that I had ever experienced in my HR  career. As one newspaper headline summed it up: ‘The sun is shining, but we’re keeping our umbrella’.

That morning I had taken a call from a HR director who was talking about the pressures her colleagues were facing. Change and uncertainty were causing stress-related absence to spike like never before and, for the first time, her Board had asked about employee financial poverty.

She wasn’t alone – it was the third call I’d had in a week where financial impact was the number one topic of concern.

For years financial poverty has been a ‘dirty little secret’ in many boardrooms – known about, but never really aired in public.

The CIPD recently published data in partnership with the Joseph Rowntree Foundation that 1 in 8 UK workers are in financial poverty. While research by financial wellbeing platform Wagestream has shown that 75% of the UK workforce have volatile and unpredictable pay, 50% run out of money before payday, 39% are not comfortable managing money, and 11.5 million have less that £100 in savings.

When financial issues are experienced, there is a direct link to mental and physical wellbeing with an impact on absence. If employees are worrying about money or covering up concerns this can also lead to a negative performance of up to 30% in productivity.

In short, the moral case and business case for acting on financial poverty is compelling.

What can I do to understand what’s going on for my Employees?

Over the past two-years’ the world has experienced a profound economic and social shock that has affected businesses and individuals alike. And the war in Ukraine is adding to heightened emotions of fear and distress as well as accelerating an increase in the cost of living – all of which are being highlighted in news, on social media and in every conversation, by the hour!

Now more than ever, it is critical to scrutinise whatever insights and data you have within your organisations thoroughly, to work out who is worst affected. Use the data determine how the trends are changing or have changed and get a plan of action in place to support your colleagues. Where data is light, or insights are not easily accessible, look internally and externally for support, advise and solutions.

Being aware of employee financial poverty it is no longer good enough. You need to demonstrate that you understand workplace poverty and engage in a conversation across the business about what is driving it and how it feels to be in financial difficulty. Only then can you start to put meaningful solutions and practices in place to help.

In my experience, the core to financial freedom begins with education on money health. It’s a topic that I was never taught at my school or in business. But increasingly it is coming onto the agenda of wellbeing, and rightly so. It’s never too late to start educating – and your employees will welcome your support.

Many HRDs and organisations are looking at external solutions to support their efforts on this topic. There are some really great technology-based solutions available which can help give employees ‘power over pay’.

I’m engaging more and more on this topic happy to share my knowledge and insights about the impact it has on wellbeing and inclusion as well as wider People Strategies.

It’s a conversation that is not going away, and it will require a dedicated focus if you are to retain your talent, maximise , workforce productivity, and demonstrate your understanding of what is , going on in everyone’s lives right now.

As I write this, I’m few days older, perhaps a little wiser, and the sun is streaming through my window. But I am acutely aware of the need for umbrella!

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Before you know it, graduation will be approaching. Many of those graduating may not have their first job prospects leaving them feeling anxious as their peers will begin the workforce right after. What do you suggest to your upcoming graduate? Is there an approach you can take? What if you say something wrong to them and they don’t listen to what you have to say? All of these questions are lingering in a parent’s mind around graduation time. Not only for those that do not have a future job prospect, but it is also a question in parents minds for those that do. You hope your child makes the right decision about their career choice. You want your child to be happy about the career they choose and the place of employment. Simply put, you want your child to succeed!

Millennials are procrastinators when it comes to looking ahead in life after college or university. They spend a large amount of time studying, building a relationship and networking with friends that they do not focus on finding a job or career after graduation. They worry about receiving the wrong information from parents who have been in the same job for many years. Not to mention the building anxiety of wanting to succeed and do good things in the world is still hovering over their head.

Chief People Officers (CPOs) are a good resource for setting your child up for success. CPOs know the current trends facing the workplace and what steps a graduate will need to take in order to be successful. Acting as mentors to their current workforce, they tailor their thoughts and speaking capabilities to various groups as we live in a diverse world. This is vital for graduates to understand in order to present themselves well to prospective employers and also guides them to make the right choice that aligns with their values.

This is where we can help. OrgShakers consultants have the knowledge, tools and expertise across various key People disciplines to support your child in finding their future career.

Looking back, I can’t remember a time when my parents weren’t leading.  Sometimes they led small teams of 5-10, sometimes groups in the thousands.  They were leaders at local, national, and international levels. While they were both leaders in their careers, they also led in many volunteer roles.  Socially gifted, my parents’ ability to connect with people and bring them together was awe-inspiring.

Meanwhile, I was extremely shy and struggled to be in the same room with someone I didn’t know.  This was okay as a small child.  As I grew older, it was expected I would lead – just like my parents.

By the time I started school, I learned that no matter my personal preference, someone would call on me to lead.  More importantly, it was expected that I would always accept the leadership role.  As awkward and uncomfortable as I often felt, each new role built my knowledge, skill sets, and confidence. Today, I am a mixture of experienced leader, shy child, and leadership student.

My parents often reminded my siblings and me that the ability to work with people was more important than any personal gift we might have, like musical ability, intelligence, or physical agility. They constantly encouraged us to exercise our social “muscles” and often taught us through stories. To this day, I rely on their stories to help guide me through new or challenging situations.

Abraham Lincoln as a storyteller

Character is like a tree and reputation its shadow. 

The shadow is what we think it is and the tree is the real thing.

Abraham Lincoln

Abraham Lincoln is often recognized as one of the most effective and influential leaders in history.  He was also known for his ability to lead through storytelling.  A number of his stories are captured in Donald T. Phillips’ book, “Lincoln on Leadership.”

The underlying theme of Abraham Lincoln’s leadership stories is a focus on individuals, relationships, and compassion.  In his book, Phillips states, “the foundation of Abraham Lincoln’s leadership style was an unshakable commitment to the rights of the individual.”  Fast Company author Mark C. Crowley underscores the importance of Lincoln’s understanding that, “Engagement and performance are mostly influenced by feelings and emotions.”

Whatever you are, be a good one.

Abraham Lincoln

Storytelling is an integral part of human learning and connection.  Intentional storytelling can be one of the most effective and formative tools in a leader’s tool kit.

Think back to a personal leadership learning moment with a strong connection to your development journey.  Chances are, there is a story that goes with the moment.

What stories would be included in a book about your leadership?  Is there a theme or main message your stories contain?  Is it the story you intended to tell?

What are the stories that guide you or that you use when guiding others? How will you use intentional storytelling in your leadership journey?

Want to dig a little deeper?
Consider:

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

In this episode of the HR Leaders podcast, Chris Rainey is joined by Therese Procter of OrgShakers and Vivek Patni, CEO and Co-Founder WeMa.

With one-third of the workforce now over the age of 50, their focus for discusion is how organizations can optimize this often overlooked pool of talent.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Midlife is a pivotal period in our life journey. It can suck – or rock!

Neither well defined nor well understood, Midlife is described simply as ‘the time between youth and old age’.  A time which is often associated with stress and crisis – especially for women.

I can relate to this, but there are many positives to celebrate in Midlife too, including higher earnings, status at work, leadership in the family, authority in decision-making, self-confidence, and contribution to the community.

The reality is that these negative and positive aspects of Midlife are not exclusive to women – these are things we will all experience.

50 is the new 30

Employers are slowly starting to take more interest in Midlife workers … and they should, because for the first time in history, over 1/3rd of the working population are over 50!

On reflection I realise that for many years the HR community (me included!) put our energy, focus and effort on progressive processes and practices that were supporting the needs of the younger working generation. Many of these innovations were ground-breaking – especially around maternity/paternity, IVF, adoption, childcare, etc. – and we should be proud of what we achieved.

However, the ageing workforce means that we now have to widen our focus to meet the wellbeing and mental health needs of those in Midlife and to consider how they can help them to live their best life while performing their job.

I suggest there are three issues we need to prioritise:

  1.  Biological Changes – Menopause and Andropause
    The tide is turning with conversations at work about Menopause.
    Rightly so, as there are 34 symptoms associated with this time in women’s lives – with some individuals suffering for up to 15 years.
    However, less understood and rarely talked about is the fact that men can experience 17 of these 34 symptoms – the Andropause.
    None of the Midlife men I speak to about the Andropause has heard of it. But all of them recognise that they have experienced the symptoms.
    And the number one silent condition in both women and men linked to the biological changes we go through in Midlife is probably the least well known – a loss of bone density.
    Osteoporosis typically strikes in older age but starts with the Menopause and Andropause.
  2. Cancer – Breast Cancer/ Testicular Cancer
    One in four of us will get cancer.
    Breast cancer is the biggest cancer in women and testicular cancer in men.
    New cases of cancer are 50% higher amongst over 50’s.
  3. Mental Health – ‘Brain Fog’ and Memory Loss
    A symptom of both Menopause and Andropause is ‘brain fog’ and memory loss.
    It’s a scary feeling, and people often mistakenly fear that it’s the onset of dementia.
    However, the evidence shows that these symptoms pass over time and that cognitive ability is not affected – we remain as sharp as we were.

In most cases if these issues are identified early, they can be treated positively and permanently.

So, is your organization encouraging Midlife colleagues to be aware of these issues and encouraging them to get regular health checks? And are they being given time to get appointments booked and time off to support these issues?

I’m in the camp that wants to Rock my mid life and get up every day and perform at my best.

So, I recently started taking HRT – not because I had any menopausal symptoms, but because my mum has osteoporosis. I have also had a blood tests and bone scans.

My parents are my role models, they exercise every day and have done since I can remember, and they are 83!

Tp And Parents

Diet and exercise are important. And so is being aware of what is going on in our bodies.

So, my call to arms is for all of us in Midlife to take control of ensuring that we can live our best lives – and for organizations to provide the encouragement, environment, and policies that support their employees throughout their working lives.

For more information, training, policy reviews or insight on how your business can navigate this important topic and “shake” things up, please contact therese@orgshakers.com.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Rise to the challenge of #TheGreatResignation by CHARM-ing your people.

More than 15-million people have quit their jobs since April 2021, and there’s no way of knowing if this the exodus is temporary – or a long term shift in how people manage their careers.

Organizations can take control, however, by understanding why employees are leaving and taking measures to not only retain talent, but also attract and develop new and future leaders.

Do you know why your employees are leaving? Do you know where they’re going?

Employees exiting companies are citing a smorgasbord of culture-related reasons from toxic leadership and stifled growth opportunities to poor communication and lack of vision.

So, either the culture organizations thought they had pre-pandemic wasn’t truly aligned with their people’s values, or the pandemic has created a situation in which their people’s values are shifting.

Are you CHARM-ing your employees?

However, understanding the “why” behind the exit is only part of the battle; employers must be able to swiftly enact CHARM-ing strategies to attract, retain, and develop their workforce.

Committing to your vision and ensuring your culture aligns with the company’s values as well as the type of person you seek to employ.

Helping your leaders navigate the changing scope of work and equipping them with the tools and resources needed to inspire, coach, and develop their teams. And helping your employees manage competing priorities, their growth, and outside factors that can cause stress.

Attracting the best talent by partnering with your HR teams to maximize results in recruiting. Focus on the type of person you want to employ and what they want in an employer. When you identify those qualities, use them as the foundation for your recruiting strategy.

Re-recruiting your good people! Retaining key talent needs to be done with the same energy that you invested in recruiting that talent in the first place.

Motivating your people by taking the time to know what’s going on in their work and personal lives and offer support. Take care of work-life balance and recognize your people’s achievements. People become most motivated when their leader shows interest in their whole lives and not just work output.

The OrgShakers team have extensive experience in analyzing why employees are leaving, where they are going, and what will attract and retain your ideal employee. So, if you would like insight into how #TheGreatResignation is impacting your team and guidance in developing your strategy to combat the mass exit please get in touch: hello@orgshakers.com.

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

 
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