OrgEssentials Archives | Page 2 of 3

July is Global Enterprise Agility Month. July is also – more importantly – the month that the Barbie movie comes out in cinemas around the world.

Now, these two things may not seem like they have a lot in common, but walk with me a minute. Before Barbie was brought to life by Margot Robbie, she was one of the most popular toys on the market, spanning all the way back to 1959 when the first doll was launched by Mattel. Since then, she has become the embodiment of agility – in 1961, Barbie was an air stewardess, a ballerina, and a nurse. Since then, she has had over 200 different careers in her lifetime.

But Barbie’s impressive CV doesn’t just highlight the need to be able to adapt to change, but rather to push even further and become proactive instead of reactive. Barbie became an astronaut years before man had even walked on the moon, she became a CEO in the 1980s and President in the 1990s – the first female President the United States has seen thus far. She isn’t just a symbol of agility, she is a symbol of dreaming bigger, and this ethos is one that all employers need to consider adopting.

However, building your company into a Dreamhouse doesn’t just happen overnight. Simply wishing to become agile is not enough, and if businesses want to embody Barbie, they need to be approaching agility from three different angles:

Top-Down Approach – this focuses on the leader’s role in agility. Essentially, managers need to be well-versed in change management, and not afraid to dive headfirst into something new. This is of course within reason; they also need to be able to map out a trajectory of their decisions so to ensure that they are achievable from a business perspective and from an employee perspective.
Bottom-Up Approach – this focuses on the empowerment of your team; if a manager is trained to make the company culture more agile and proactive, it can’t be assumed that their team members are also going to be well-versed in this. Agility is a profound thing, it doesn’t have one set definition or look one particular way, so it is important for leaders to ensure that they are supporting and empowering their people during this process so to achieve the desired cultural fluidity. This is also applicable to an organization’s consumer base, too – you want to empower your consumers as much as you want to empower your employees, and being agile allows for the empowerment of multiple consumer markets.
Side-to-Side Approach – this looks at the actual structure of the business and its processes; the ‘practical’ side of agility. If employers want to become more agile, they need to have the right structures in place to be able to do so. This ties into the other two approaches, as this is what allows them to actually take place. Does the structure of the business allow for leaders to take risks? Are there processes in place to correctly recognise and reward those staff who are putting forward ideas and contributing to the agility of the company? The concept of agility is like being in a constant state of flux, it is the idea that businesses should try to be ever moving and ever-changing and be ahead of the curve as much as possible, but if the processes and structure isn’t there to support this notion then it will be very hard to achieve.

There is no set way to become an agile company, but even this is a lot like Barbie herself. There is no set way for what she does, who she is, or how she looks – it’s all about the context she finds herself in.

If you would like to discuss strategies to help make your company more adaptable and agile to future trends, please get in touch with us!

An employer’s paid time off (PTO) policy is critical when it comes to attracting new talent – a recent study found that PTO was the second most compelling benefit a company could offer.

This can inevitably lead to the consideration of unlimited PTO. It is already a particularly popular policy amongst US tech, media, and finance companies (a recent survey of 200 of these businesses found that 20% of them were already offering some form of unlimited PTO). As well as this, from a more generalised perspective, workplace discussions of unlimited PTO have risen by 75% since 2019, highlighting its increasing popularity.

But is it the best policy for your organization?

The problem with unlimited PTO is that it can easily sound better than it actually is. The prospect of having no set vacation days is an attractive one – it implies that the company values employee wellbeing – but this may be more in theory than in practice. A lot of the time, employers will probably find staff actually taking less time off then they usually would if they had been allotted a set amount of vacation days. This is primarily because employees don’t know how much is too much, despite the policy indicating that there is no such thing. No one will want to look like the person who takes a lot of time off, as this may reflect badly on their work ethic, and so staff can end up working more.

However, this doesn’t mean that unlimited PTO cannot be successful – but it has to be delivered in a certain way in order for employees to actually feel comfortable and entitled to take it.

For one thing, leaders who lead by example are going to set the cultural tone for their workforce. If employees see their line-managers, team leaders and executive staff enjoying the benefits of unlimited PTO openly, they are going to feel much more relaxed in indulging in this perk.

Secondly, if a business is going to adopt an unlimited PTO policy, a great thing to do would be to also enforce a minimum amount of vacation days every employee must take. This demonstrates how taking time off for oneself is a value that the company holds, and means that everyone is getting time off and not overworking themselves.

Lastly, this policy also requires effective performance coaching to be in place. If a manager notices someone falling behind on their work who is also taking a noticeable amount of PTO, this can lead to missed deadlines and output issues. Leaders having the ability to coach individual performance means shifting from an ‘hours someone is putting in’ mindset to an ‘output someone is producing’ mindset. This way, employees will understand that their vacation time is unlimited, but has to be worked around project deadlines to ensure output remains consistent. This offers staff autonomy and flexibility over their time without a loss in productivity.

It is also very important for employers to be clear about how an unlimited PTO policy goes hand-in-hand with their absence policies – establish the difference between things such as maternity and other leave of absence programs otherwise extended leave may just be taken in paid vacation.

Something to note is that in an increasingly remote and hybrid working world, unlimited PTO may not necessarily be something that’s needed. Instead, companies could look at endorsing flexible working patterns – have a set amount of days whereby an employee can fully check-out from work and be off the grid, but then outside of that, companies should work with their staff to be flexible to their individual needs. This way, PTO can be made to work for everyone, and avoids those feelings of guilt about taking too much time off.

If you would like to discuss how to optimize your PTO policies and overall benefit packages, don’t hesitate to get in touch with me at Brittany@orgshakers.com

This time of year, there are the usual surveys and articles about merit increases and executive pay increases.

For example, I saw a recent private company survey that said that more than 46% of organizations in the US plan to provide a more than 6% increase to the merit pool. Similarly, I have seen many articles commenting on the ‘astounding’ increases in executive pay.

However, you must be very wary of year over year comparisons, especially after a multi-year period where companies all took differing approaches to weathering the COVID hurricane. Because, as usual, there is no context given.

What is not said is: how many of the companies responding gave no increases during the pandemic; how many of those execs took significant pay cuts and no bonus during the pandemic; how many of those have just been restored to their pre-pandemic pay; how much of the pay ‘increase’ is really just due to rebounding stock value.

The practical reality is that there are several national surveys that have reached a general consensus on the merit pool increases being offered for 2023 – most have agreed this will be generally in the 4% range. While this materially lags the costs of living increases that employees have been experiencing, it is a focus on cost of labor, which is expected to increase by the 4% (it should be noted that merit pools have been at or above 3% for the last 4+ years despite inflation for several of those years being at 1% or less).

So when it comes to determining executive pay, we suggest you ignore the noise and focus on fundamentals. Are your salaries reasonable given the competitive market and the scope and complexity of your business? Is the bonus target and leverage appropriate? Are the metrics true drivers of value creation for stakeholders? Do your long-term incentives adequately align management with shareholders? Quality begins with these fundamentals, and if you can answer these questions in the affirmative, you do not need to pay attention to the media din around compensation.

But, if you find that you need assistance in answering these, then this is where we can help. With a range of long-term expertise in compensation strategy and pay philosophy, OrgShakers are able to help your company navigate the reality of executive pay increases so that it is a true reflection of the current economic context. To get in touch, either head over to our contact page or email me directly at chris@orgshakers.com

Equal Pay Day comes around every year to shed light on the fact that pay disparities are still very much present – women working full-time in the US are still only paid 83% of what men earn for the same job.

But for employers to successfully address pay disparity, they first must understand the differences between pay equality and pay equity, and how to utilize them successfully.

Pay equality is the practice that all employees are paid the same amount for doing the same job, regardless of their gender, race, or other protected characteristics. This essentially means that if two employees have the same job role, same responsibilities, and same qualifications, then they should both receive the same pay.

Pay equity, more broadly, is the practice of ensuring that employees are paid fairly for the actual work they do, taking into account factors such as job responsibilities, required skills and experience, and market demand. This means that two people who have the same job title may not be paid the same wage, if one of them has more responsibilities and/or experience than the other and market demand is different based on the location of their work.

When organizations are looking to solve pay disparities, they need to bear in mind that pay alone should not be the sole focus for assessing fairness. Typically, pay disparity issues will be a symptom of wider systemic problems – there may be practices or cultural issues which inadvertently cause (or worsen) these inconsistencies.

That is why the best way of approaching this issue is by using both pay equity and pay equality mindsets. Ensuring that your pay is equitable is vital when attracting and retaining talent, as it means that people are considered based on their value and talent rather than their gender, race or anything else.

But for equitable pay to even truly be achievable, you must first look at the wider context of pay equality on an organizational level. If your processes are not established in a way which allows for employees to be considered on an equal basis from the outset, then you cannot attempt to pay people equitably.

Therefore, to achieve pay equity and pay equality, a company must establish a pay philosophy, which acts as a clear strategy for how the business approaches compensation.

In addition to this, implementing transparent and objective pay practices, regularly reviewing and adjusting pay structures, and eliminating any biases in hiring processes and the company culture, will allow for an employer to successfully be able to pay employees equally and equitably. And this is undoubtedly a smart business move – McKinsey discovered that the least diverse organizations were found to be 27% more likely to underperform on profitability, whereas those companies that were most diverse outperformed their peers by 36%.

However, a company will fail to attract a diverse talent pool if it cannot demonstrate equality and equity in their wages. So, if you need guidance in creating or solidifying your pay philosophy, get in contact with me at alisa.cardenas@orgshakers.com

The skills shortage is becoming an increasing concern amongst many organizations. Recent data from McKinsey has found that 87% of companies either have or expect to have a skill gap in the next few years.

One way of tackling (or preventing) this issue is by looking at onboarding those younger workers who are active in college or university – and a great way of doing this is through offering internships.

As Gen Z enter into the workforce during one of its most unstable periods in history, recent data is showing that this is already starting to have an effect on them: Gen Z workers are the most stressed group in the workplace as they are concerned they lack the skills (78%) and education (71%) required to advance their careers.

In the same way apprenticeships develop talent and engender employer loyalty, internships and work experience are also an innovative way of attracting a generation who, in the current employment market, have so much more choice. So, offering them the opportunity to learn and develop business skills/experience in the professional field they are targeting is a great way of attracting a hands-on generation.

As they graduate from an education system obsessed with performance league tables, many students are leaving with an inconsistent variety of qualifications as their subject choices would have been orientated around driving higher grade attainment. In the same vein, Generation Z is also exhibiting signs of a more divergent “multitasking” approach to their career paths(s), and so employers who embody this mindset place themselves in a much stronger position in the labour market by offering a regular “turnover” of “learning opportunities”.

Using internships as a talent development vehicle is now more important than ever. The Early Careers Survey 2022 found that the main blocker to students finding an internship was the lack of opportunity (35%), as many had been cancelled due to the long-lasting effects of the pandemic. This resulted in only 12% of work experience being conducted through internships, which leaves a huge gap for employers to fill.

As we navigate the post pandemic and Brexit skill shortages, it’s more important than ever that employers open their doors and create internship opportunities, as they offer a golden opportunity for talent attraction:

Internships provide a boost to your labour force, releasing core team members to focus on key priorities, and whilst only short term, the day-to-day tasks an intern discharges are those essential to building their own business acumen and skills.
Internships are a great tool for attracting new talent and retaining it. For years Blue Chip organisations such as Google, Meta, PwC and Deloitte have used internships, with their workforces being made up of around 80% of those who took part in one.
They allow for a company to get a real feel for potential new hires, as well as to build and sustain a constructive working relationship, fostering a sense of loyalty through investment.
From an environmental, social and governance perspective, offering an internship program is a great way of furthering your social agenda, as internships are a solid form of outreach in the local community to offer young people alternative options to further education.
Purposefully onboarding young people through internships is a great way to get diversified perspectives on your company’s strategy, plans and policies. It will also allow you to get a sense of what young people actually want and this can be used to expand your market accordingly.
They offer young people a means to successfully build skills in sectors that can often feel inaccessible, especially to those from lower-income and underprivileged backgrounds.
Internships are a cost-effective option for an employer vs. hiring full-time staff, and whilst based around academic holidays, a successful internship can see a candidate working repeatedly throughout the annual cycle of study period. This permits employers to measure the success of candidates based on their attitude whilst they work towards gaining their qualifications.

However, I offer a word of advice: historically many organisations have opted to offer unpaid internships, and whilst tempting in these frugal times, this approach tends not to foster a performance-orientated mindset or encourage longevity between the two parties. In fact, the aforementioned Early Careers Survey found that career prospects were significantly improved for those who undertook a paid internship (42%) compared to those who were unpaid (30%).

If you would like to discuss more on early careers talent attraction and retention or even setting up an internship programme, don’t hesitate to reach out to me at gavin.jones@orgshakers.com

As we enter the new year, many employers are conducting end of year pay reviews for their employees. This year’s pay trends are likely to differ from previous ones due to a variety of factors which may influence how leaders and workers approach their compensation strategy in the coming twelve months. Considering that a recent study by Willis Towers has revealed that 75% of organizations are struggling to win over new talent, it is critical for companies to actively improve their compensation IQ in order to be a viable talent competitor.

As there is a clear need for employers to improve their compensation IQ in 2023, consider the following trends that are rising in the compensation space as your organization looks into how best to reward talent.

Salary Budgets are Rising – A recent report from Salary.com has found that the long-predominant 3% raise has been replaced by a median raise of 4% across all employee categories, breaking the more than 10-year trend of stagnant projected salary increase budgets. A quarter of employers even plan to offer increases between 5-7% this year, marking 2023 as a ‘banner year’ for compensation. It’s good to keep in mind the careful balance organizations will have to strike so as to meet the talent market demands to competitively compensate the workforce in 2023, all while striving for positive financial performance in a difficult economy.

Data Based Compensation Decisions – Those employers who have limped along without clear salary guidance or practices in past years may find it increasingly difficult to continue down the same path. Now is the time to put in the hard work to build a compensation structure if your organization has been navigating compensation without defined salary ranges. In a data-driven world, employers who leverage competitive salary ranges will find that making data-based compensation decisions for new hire offers, promotions, annual increases and other pay adjustments have an advantage when it comes to attracting and retaining talent while avoiding other pay-related issues such as salary compression and pay equity issues.

Pay Transparency – Across the board, pay transparency is becoming a hot topic, and if there was a single reason to establish salary ranges, as mentioned above, pay transparency is it. Employees want to work for organizations who are transparent about pay. With the UK’s launching of a pay transparency pilot program and pay transparency legislation beginning to be enforced in multiple US states, it is looking as if being open and honest about compensation is going to become more than an expectation but rather the norm. Doing the work now to establish transparent pay practices and guidelines will help you to, if not get ahead, at least not fall behind the curve of the burgeoning pay transparency movement. You will also be demonstrating to the talent market that your organization values pay equity and equality.

Pay Communication – How members of the organization discuss pay can be as important as the pay itself. Communication is everything. Now more than ever, organizations should be devoting time to train leaders about how to have effective compensation discussions. Being able to articulate why someone is receiving an increase and how the amount was determined is something that employees want and deserve to know. This means detailing the rationale behind data-based compensation decisions and knowing the difference themselves between pay adjustments, merit increases, lump sum payments, and so on, and why we allocate one over another depending on the circumstance. Educating your HR team, especially Talent Acquisition, is also critical to ensure the organization is painted favourably with fair offers and a well-articulated total rewards package. To be effective in bringing candidates in the door, recruiters must know how to effectively leverage salary ranges and formulate an offer based on the candidate’s experience and alignment to the open role, as well as understanding the current compensation elements someone may be leaving behind. Investing time in proper training helps to foster trust in new and current employees, and will demonstrate why your organization is an attractive place to work, while reminding those who already work for you why they want to continue doing so.

Geographic Pay Policies – With the rise of remote and hybrid working arrangements, geographic pay differentials are becoming a more prominent topic of discussion, and a highly complex component of compensation. It can be difficult to determine how to approach compensation for people who are performing the same work from different places or if it makes sense to differentiate compensation between remote and on-site workers in areas with different costs of living. Borderwork’s Geographic Pay Policies study found that of the 62% of organizations with existing geo-pay policies, 44% of them are considering modifying or have modified their policies due to the increase in full-time remote work. There is a growing need to develop strategies to navigate this in the coming year as inflation continues to impact the cost of living and the concept of how we work continues to evolve.

Getting Creative – Compensation is both a science and an art. Creative solutions to compensating the workforce are always worth exploring. Effective compensation programs require that you compensate the right people, at the right time, at the right level, in the right way. Creative solutions will be circumstantial but could include some of the following to effectively attract or retain the right talent: establishing new and innovative incentive programs, re-thinking employee recognition, improving leverage of sign-on and retention bonuses, offering sabbaticals, 4-day workweeks or instituting programs to emphasize your company’s commitment to making a positive social and/or environmental impact, just to name a few.

Making the effort to invest in improving your compensation IQ as an employer can be the differentiating factors when it comes to your talent strategy in 2023. Amongst the rising inflation rates, the cost-of-living crisis and changing attitudes towards work, understanding how to leverage compensation as a way of making you stand out will help ensure you are bringing in the right people. To discuss growing your compensation IQ or reviewing your compensation strategy in more detail, get in touch with me at alisa.cardenas@orgshakers.com

As we venture into this new year, none of us can be sure what the future holds. However, with ‘unprecedented’ events becoming commonplace this decade, there are sure to be more than a few surprises in store for employers over the next 12-months.

But the truth about ‘surprises’ is that very often we will have had an idea they were coming our way. So, whether it’s based on the extrapolation of an established trend or simply ‘gut instinct’ based on years’ of experience, we asked the OrgShakers to predict what will be surprising us in 2023.

Stephanie Rodriguez believes that many organizations will be wrong-footed by the increase in employees putting boundaries around their working hours. A significant proportion of business leaders and front-line managers still cling to the belief that staff ‘prove’ themselves by how long they work and their ability to always be available. With the rising popularity of remote working, it has become even more difficult to adhere to normal working hours due to the ability to work whenever from wherever. And so 2023 is going to see the misnomer that is ‘quiet quitting’ actually becoming a necessary step for the physical and mental wellbeing of employees. Learning to navigate this new attitude towards work is going to be a new challenge in the coming twelve months.
Therese Procter believes that businesses may falter due to organizational paralysis. Quite simply, the past 2-3 years have been so overwhelming that many leaders are struggling to identify a way forward. Therefore, she believes that we are going to see many more organizations reaching out to consultancies about people trends and how to navigate through difficult times. In addition, 2023 is the year of power skills for those in charge – she believes there is going to be a surge of leaders developing their emotional intelligence and empathetic skills, as this will help them to really understand the evolving needs of their team.
Amanda Holland believes that leaders may be surprised by the increasing importance their employees place on ‘making a difference’. The social agenda has been brought to the forefront in 2022, and now many people want to work somewhere that they believe reflects their values. Allowing employees to play their part in driving the social impact of the organization could enhance recruitment and retention result and accelerate collaboration and innovation in the workplace. She also believes there is going to be a rise in demand for remote work in the metaverse, as people seek a more realistic human connection in a virtual space.
Sayid Hussein agrees that there is a greater focus on the digital employee experience, adding that this may also accelerate the adoption of the four-day working week. 100 UK companies have already signed up for a permanent four-day week which he believes will act as a catalyst to propel this idea forward. Firms will, however, need guidance in navigating this new way of work.
Pamela Kingsland predicts that a surprise employers may encounter in the coming year is the rise of individualisation in corporate culture. The demand for flexible work schedules, tailored rewards and benefits, and personal development plans will continue to rise, as well as the emerging concept of individualised wellness. This would be data driven, and focus on people having customized gut biome treatments, individualised vitamins, and tailored exercises to a person’s specific metabolism, as well as neurological fingerprinting. Bodily health and brain health will play a big part in optimizing people to their full potential, not just as workers but as human beings.
And finally, one of the biggest surprises that Alisa Cardenas believes employers may see is the establishment of white-collar trade unions. There has been a significant rise in employee consciousness as we have emerged from lockdown. People have become more inclined to question the five-day, nine-to-five structure. Remote and hybrid work has introduced a new type of flexibility and being faced with a pandemic has caused a mass recalibration of what people value. We may see this begin to emerge through new unions being established in the corporate sectors.

What we do know for certain is that 2022 brought with it many unexpected surprises that had a great effect on the working world, and so as we venture into 2023, OrgShakers are ready to help employers optimize every opportunity that comes their way. To get in touch with us about your people strategy or organization dynamics, head over here.

Today is the Winter Solstice – the longest day and the official start of the coldest season of the year.

So, would it surprise you to know that in a couple of weeks’ time the Earth will be at the CLOSEST point in its orbit to the Sun? In other words, that we’re nearer to our fiery star in the chill of Winter and farthest away in the heat of Summer.

If it does you may, like me, be falling into the trap of so-called Northern Hemisphere Chauvinism, the same bias that assumes that North is ‘up’, and that Australia is ‘down under’ (where it is now, of course, summertime).

But this got me thinking – maybe we all need to turn things upside-down from time to time to understand them better.

This idea is particularly applicable to change management strategies. According to research by McKinsey, 70% of all change initiatives fail – and this is largely due to employee resistance (active or passive). So, maybe, the key to ensuring they succeed is by changing the way organizations are looking at change.

Imagine a change process as being like an iceberg. The new stuff – the end goal of the change – stands gleaming above the surface. Meanwhile, down below, are the existing processes and the people that implement them. And herein lies the problem – these things are below the surface, and all too often that is where they remain.

So, organizations need to flip the iceberg. To bring to the surface what lies beneath and focus on the employees that will be impacted by the changes.

But now ask yourself this: how many of the change initiatives within your organization have an HR presence on the project leadership team? My guess is that it won’t be many.

For me the case for challenging the way we approach change implementation is clear. And to make this happen we need to turn accepted thinking on its head. To put people ahead of processes and technology.

Now that may not be such a radical idea for the HR profession, but for many others it will be as counterintuitive as suggesting a world where the South Pole is at the top and sundials run anti-clockwise.

If you want to discuss the different approaches to managing change initiatives in your company, get in touch with me at andy@orgshakers.com or head over to our contact page.

For many around the world the festive season is upon us once again – a time of celebration, family gatherings and neighbourly sharing. These days, it is also underpinned by a flurry of purchases to achieve the idyllic picture of copious presents sitting under the Christmas tree. And as our TVs and social media feeds fill up with retail adverts encouraging us to part with our hard-earned cash, it will be no surprise to hear that online sales have increased by almost a trillion dollars worldwide between 2020 and 2021.

Whilst the COVID pandemic accelerated this trend, using the internet to buy goods has already become second nature to many of us. The rise of the online marketplace is something that employers are keenly involved in, and make most of their goods and services accessible from in order to apply to the largest group of consumers.

And yet, if companies were to take a step back, they would see that there are 10 million people lacking basic digital skills in the UK alone. This is a vast pool of potential clients who are unable to access those online services and interact with the world of e-commerce, which is a large potential profit being lost, especially during the holidays when commercialism is booming.

Signposting and providing alternative options and channels for customers to communicate with your organization will help to open your virtual business doors to those who were previously being excluded as they didn’t know how, do not have, or cannot use the digital technology of today. Upskilling those staff who are customer-facing will also help widen communication abilities – but this brings into question the digital competency of your staff, too.

If we look more closely, there is a large potential pool of talent that is being iced out due to a lack of digital proficiency. The recent FutureDotNow report, which examined how many people could complete Lloyds’ Essential Digital Skills for Work tasks, found that only 32% of the UK workforce were able to complete all 17. And yet, a report published by Oxford Economics has discovered that by 2030, 75% of jobs will require advanced digital skills.

What we are seeing is that workers and consumers alike are yet to fully develop their digital abilities, and so if a company is not finding alternative ways to access these groups of people, then they are at risk of missing out on a large opportunity to increase their market scope as well as their hiring potential.

Employers should also consider offering training to new staff in their digital comprehension, as this will ensure that everyone has the desired skills they need to be able to successfully achieve at their place of employment. This also means that all the experience that has been gained from those older workers who are less tech-savvy will not go to waste, helping to further enrich and diversify your talent.

To discuss any of these topics further, or for guidance on how to create an accessible business model, get in touch with me at gavin.jones@orgshakers.com

The holiday bonus is carrying a lot more weight this year. With financial concerns at an all-time high, many employees may find themselves eager to receive an additional monetary gift more than ever this holiday season. And while WorkNest found that nearly a third (30%) of employers are planning on giving staff one-off bonuses, this still leaves a majority of companies who either do not have the means to offer one or have not considered it.

However, an end of year bonus doesn’t necessarily have to be money. Whether you are a small organization who cannot afford to offer gifts, or you would like to give something a little different this year, here are some fun and cost-friendly alternatives to show employees gratitude this time of year:

Gift card and handwritten note – it does not have to be a high dollar value, but it will still help leaders convey appreciation for their teams. A small Starbucks gift card and an accompanying, individualized note can easily put a smile on someone’s face, especially when they treat themselves to a holiday beverage.
Or even just a card – if the budget is very tight, even a heart-felt card to each member of staff helps to show the appreciation being held for them. Taking the time to write each one and add in a unique detail will demonstrate how well a manager knows their employees and will make them feel seen and valued.
Get creative – Leverage your creativity and gift something handmade to your employees this holiday season. If you are a business that operates remotely, use your design skills by putting together fun, personalized backgrounds for each team member. Use the background to showcase positive feedback or accomplishments highlighting employees’ most impactful achievements throughout the year. Handmade gifts are one of the best ways to show gratitude for your team. The time dedicated to each individual’s gift speaks volumes about your commitment and appreciation.
Virtual holiday party – if the budget for an end of year staff party is tight, then why not consider hosting it online? Encourage those that wish to attend to slip on a quirky jumper or ugly sweater, change their Zoom or Teams background to something from their festive beliefs and host a virtual game of Jeopardy or Who Wants to be a Millionaire? to get everyone involved. Check out our tips and tricks for hosting a fun and appropriate holiday staff party here!
Host an awards ceremony – Take a new twist on things. A team awards ceremony is a great activity that can be done in person or online. To coincide with awards season, why not set up your own mock red carpet? Whether you deck out with a buffet and drinks or just keep it simple, this is an innovative way of showing gratitude to your team and gives you the opportunity to have a good laugh as a team with fun awards!
Or, if you do have more of a budget…there are a variety of things that can be offered in exchange of a monetary bonus that can prove to be more thoughtful and sincere, while still being relatively budget friendly. For example, planning an activity to do together, such as a curated beer/wine tasting (in person or virtual!) or something more physical (bowling, escape room). And, if you are a remote company, there are plenty of virtual experiences that everyone can take part in – this could be anything from a virtual cooking class to an interactive online murder mystery party.
Make it meaningful – Those looking to give back to the community whilst providing a cheery team building experience this season should consider stepping away from the office and volunteering together. Employees can appreciate the time away knowing it’s for a meaningful cause. Another idea is using a service like Packed with Purpose, which allows employees to curate their own gift box full of a variety of goodies while supporting a variety of social and environmental causes. So, while the gift is thoughtful and individual, it is also having a positive social impact. Demonstrating the company’s alignment with personal values is becoming more attractive to talent, especially across the younger generations in the workforce. Something as simple as making a donation to a charitable organization of an employee’s choosing can go a long way, as it shows how important their social values are to you as an employer. Opting for these more meaningful gifts that give back is an excellent way for companies to demonstrate the investment that they have in their employee’s social values.

Whichever way an organization chooses to show their appreciation for their employees this holiday season, there is one key piece of advice that leaders need to remember:

It’s all about the messaging. As with any reward or recognition, the communication which accompanies the gift is very important. Ensure that any gift, activity or experience substituted for a monetary reward clearly expresses gratitude and shows how you have your employees’ interests front of mind when choosing them. Happy employees will lead to healthy business – and this is the ultimate goal.

If you would like to get in touch or need further guidance on how to approach an end of year bonus, you can contact me at alisa.cardenas@orgshakers.com

Recently, Sue Johnson, Managing Partner for Inclusion & Diversity Consulting at Odgers Berndston, and OrgShakers’ Partner Therese Procter met to discuss the vital role diversity and inclusion (D&I) plays in helping UK workers navigate through challenging times.

“I think there’s a growing unrest at work that’s just bubbling under the surface,” Therese began, going on to highlight how workers are facing both a cost-of-living crisis and the need to adapt to changing ways of working after the pandemic. And while this has brought financial and mental wellness to the top of the overall leadership agenda, responsibility for addressing these complex needs is typically falling to the individual in an organisation that leads D&I strategies.

This continues a longstanding trend in D&I – scope creep – with a growing number of People issues being added to the discipline’s remit in many organisations, including workplace culture, human rights, supply chain governance, and community engagement.

On the one hand this is a positive development, as organisations become increasingly responsive to their environmental, social and governance (ESG) commitments. The challenge, however, is that the growing demands on D&I specialists are not being matched with the required resources.

“What you’re seeing is the job being expanded…the agenda is getting broader and broader,” Sue points out. However, the person who is responsible for responding to these D&I issues “are mostly reporting at a lower level… and to really make a change you have got to be able to have a seat at the executive table”.

Also critical is that today’s D&I specialists have the right blend of D&I expertise and wider organisational experience i.e.: they understand how the business ‘ticks’. Sue reflected that all too often in the past the people appointed to D&I roles had either “limited subject matter expertise but huge business experience … or came from HR with the subject matter expertise but lacked the wider business expertise required”.

Therese added that this is why “we are at a point in time where businesses need to reflect on current issues – and reset”. A D&I ‘reset’ that requires the appointment of individuals who, as well as having subject matter expertise and organisational know how, can also make things happen at pace and scale.

“You have to have such high emotional intelligence,” Sue agreed. “You need to be a good influencer, you need to be able to write strategy, and you need to be skilled in change management.”

“And the insights, the awareness, the training, the support, the helplines – the whole infrastructure has to be taken seriously,” Therese added. “That starts with the Board. If it’s not taken seriously and led from the top – and by the top – it will never get traction in the organisation.”

If the scope of the job is broadening, Sue and Therese concluded, then its importance increases by tenfold. And this means having an in-depth and contemporary understanding of all the corners of D&I, knowing how to respond and support employees accordingly – and then being able to win the support of senior leaders and stakeholders.

And aside from an employer’s moral obligation, there is clear financial gain from appointing a D&I specialist with this rare blend of skills. A workplace that is diverse and inclusive garners a higher revenue growth, has a greater readiness to innovate, and gains access to a wider talent pool. Research conducted by Great Place to Work also found that those who believed they would be treated fairly and included were 5.4 times more likely to want to remain at their company.

Adapting to this new normal when it comes to post-pandemic work has seen many new opportunities and challenges emerge in the working world, which is why it is more important than ever to be applying a central focus to your approach to D&I.

To discuss the ways in which the expanding D&I landscape is impacting your organisation, you can get in touch with us here.

Remote work seems to be here to stay. And if that is the case, then so are the burgeoning social challenges that accompany it.

As it stands, around 14% of UK workers are exclusively remote, with nearly double that proportion in the US at 26%. And what seems to be emerging is a growing sense of loneliness and isolation amongst these workers, as well as a significant lack of social interaction.

A survey by Statista found that after at-home distractions, a lack of social interaction with colleagues and feeling isolated/lonely were tied as the second highest challenge of remote work, with 35% of respondents citing either as their main struggle.

If you delve deeper, it also becomes apparent that these issues are affecting younger workers more severely. Chargifi did a study across the UK and the US and found that 81% of those aged under 35 would feel more isolated without time in the office, and 70% of them fear missing out on opportunities to socialise if remote work becomes the permanent norm.

If the new normal is remote work, then this requires organizations to push the boundaries of what that really means and help employees find innovative ways to solve these feelings of isolation.

Here are some creative ways employers can encourage their remote workers to get the social interaction they need:

Public Outdoor Spaces

This is a weather-dependant option, but it is well known that getting some fresh air has many physical and mental health benefits, including giving your brain more energy and making your thinking sharper. Public parks, gardens and beaches are all lovely days out, but there’s no reason why someone can’t set up their laptop and work surrounded by like-minded nature lovers and the sound soothing waves and beautiful blooms.

Pubs/Bars/Cafes

This is one of the most popular options. There is always a lively ambience in a pub or café, and many people find working in these environments much more mentally stimulating. This is largely due to the psychological effect known as social facilitation, in which a person’s performance will improve due to being in the presence of other people. For UK employers, encouraging your remote workers to set up shop in a Wetherspoons could benefit them financially, as the chain offers free refills on tea and coffee all day, and will help ease the effects of cost of living by saving on electricity usage.

Airports/Train Stations

A slightly unconventional place, but perfect when looking at the social facilitation effect mentioned above. The hustling and bustling of people can actually help, with ‘background noise’ known to improve cognitive function and focus. And the constant sea of new faces can reduce an individual’s feelings of isolation.

Fast Food Restaurants

Across both the UK and the US, the beauty of fast-food restaurants during typical working hours are that they tend not to be too loud, they offer free WiFi, and have affordable lunch options. Whether it is burgers, tacos, or fried chicken, being in an environment with other people can make someone feel less alone.

Coworking Spaces

Coworking spaces are becoming an increasingly popular option for companies that are fully remote. These comprise of office spaces that can be rented, where your staff will work alongside remote workers from other organizations and have the opportunity to interact and build relationships. It allows for the ‘office feel’ without having to actually rent an entire office block, so it is cost effective and will likely increase the wellbeing of your workers. Alternatively, encouraging employees to set up remote working hubs with friends who also work remotely allows for them to create small, sub-cultures at work where they are surrounded by friendly faces and can stimulate their socialising needs.

Remote work can very easily become lonely, and if employers are adept in responding to this then they can continue to reap the financial and wellness benefits it has to offer. As a company that operates fully remotely, we are experts in offering in-depth guidance on how to mitigate the challenges that remote work can bring, so for strategic guidance on this topic, you can get in touch with us here.