People Strategy Archives | Page 20 of 21

It started with the Great Resignation, shifted into the Great Reshuffle and now it is shaping up to be the Great Regret.

One thing that is clear from this ever-changing picture is that the workforce is more restless than it has ever been. But is this employee upheaval a symptom of something bigger? And if so, how do organizations turn this into an opportunity for improvement?

The pandemic was a time of uncertainty for all. The harmony of the working world was disrupted, and companies had to adapt swiftly in order to stay afloat – and so did their people. Now, as we emerge on the other side of COVID-19, the switch from office to remote work was not the only change that lingered.

This strange and unsettling time also saw the birth of a ‘carpe diem’ complex. People lost so much time because of lockdown that, upon re-entering society, they did not want to feel they were wasting any more, and this created mayhem in many workplaces.

Put simply, an employee with a post-pandemic ‘seize the day’ mindset has no desire to stay in a job that they do not enjoy. This was clearly demonstrated by the Pew Research Centre who discovered that the top three reasons why Americans quit their jobs last year were low pay (63%), a lack of opportunities for advancement (63%) and feeling disrespected (57%).

This is where the ‘something bigger’ comes into play: the mindset of the workforce is changing.

People want more, they want better, and they are now motivated seek it out. The Great Resignation and the Great Reshuffle had been bubbling under the surface for a long time – the pandemic simply acted as the catalyst to bring this to the boil.

Recognizing why staff are resigning and reshuffling will allow organizations to take control of this issue and flip it into an opportunity. So, what can leaders do to respond to this change?

Research(1) has shown that employees will stay in their jobs if they can find meaning and reward in what they do, with six ‘stay factors’ reducing employee turnover:

Exciting, challenging, or meaningful work
Supportive management
Being recognized and valued
Opportunities for personal and career development
Flexible working environment
Fair pay

At a time of economic uncertainty and pressure, it is worth noting that five out of six of these factors can be enhanced for employees at no or low cost to the organization.

Rather, by supporting and encouraging front-line leaders to get to know their teams better and to understand how they can help to make their jobs more meaningful, stimulating, and rewarding, the organization will be able to create a work environment that will rekindle the energy and enthusiasm of its people. That will shift Regret to Rebirth.

The world is changing, and the needs of the workforce are changing too. In order to successfully retain talent, leaders need to be willing to shake things up, and this is where we can help. For advice and guidance on how to approach these topics, you can get in contact with me at amanda@orgshakers.com

(1) Ann, K., Hidi, S. (2019) Supporting the development of interest in the workplace. Workforce readiness and the future of work. Routledge, Taylor and Francis Group, New York

In June Carers Week 2022 published a report highlighting the challenges facing working carers in the UK.

To discuss the implications for employers, I brought together Vivek Patni, CEO of care service access provider WeMa, and Max Lintott, UK General Manager of financial wellbeing platform Wagestream.

Both WeMa and Wagestream are actively engaged in helping working carers cope with the burden of caring for sick or elderly relatives, and their perspective on the report’s findings were enlightening and provocative!

Here is a brief extract from our conversation:

Therese

One statistic that stood out to me in the Carers Week report is that workers on lower incomes are disproportionately impacted by the need to provide unpaid care for a loved one – 34% of carers with an annual household income of £20,000 or less are caring for over 20 hours a week, compared to 24% of carers from higher income households.

For me that cuts right to the heart of why employers need to help their people on lower incomes access services and manage their day-to-day finances.

Because you’re more likely to face mental health issues due to your inability to be able to get the help you need, or to speak up about the problems you’re facing, because of the fear of losing your job, or whatever it might be.

Vivek

I think there are two angles to this.

Firstly, the number of people now caring for their family has significantly increased; there were 4.5 million additional informal carers in the UK in the 6 months from the start of Covid back in early 2020 (2.6 million of these were working carers). Did you know, by 2025 there will be more adults of working age with adult dependents compared with child dependents?

As well has having little knowledge of how to care, finding time to do so around work, and not being paid for the care they deliver, two-thirds of these carers are in fact using their own income and savings to cover the cost of care for their loved ones, 40% of which are struggling to make ends meet. It’s these people that we’re really trying to support with the WeMa service, because they’re struggling massively.

Secondly, there’s the shortage of professional care workers – and the challenge you’ve got there is that it’s a very low paid job. This is one of the biggest factors as to getting more people coming into those jobs, but it’s also a very difficult, demanding job which must be respected much more than it currently is. The lack of professional carers puts more pressure back on the informal carer.

To build on what you were saying about the impact on these people, Therese, other research has shown that 54% of carers suffer from negatively impacted financial wellbeing, 70% suffer with mental ill health, and 60% struggle with physical ill health due to the burden of delivering that care.

Max

Add to that the fact that the Carers Week report says that more than 10.5 million adults in the UK are now acting as unpaid carers. I mean, there are only 12 million frontline workers in the UK and there are only around 30 million employees in all, so around a third of the total workforce are impacted by this.

And the burden will often fall on lower-income households which aren’t given access to affordable private healthcare to help.

Vivek

I think that’s why this conversation is really timely. If you look at the social care market, everyone’s trying to figure out how are people going to fund their care moving forward, because they’ll definitely be a very limited amount of money going into it through the state.

The cost per hour of privately funded homecare can range anything from £19 to £30 per hour – the average is estimated to be £21.50. So, based on 2 hours a day, 5 days a week of care required for an individual who’s got, say, early-stage dementia, that’s about £13,500 a year.

So, the question is what kind of support can we put in place around access to care services and the finances to pay for that care?

Therese

We also have to remember that some of that support is short term. If an elderly relative has just come out of hospital I don’t need six weeks off, but I desperately need two or three days.

So, I think the thing that employees want more than anything, is some flexibility. And what you’re both giving in different ways is a new flexibility for people to be able to shape and live their lives.

Vivek, your WeMa service is helping working carers to connect quickly and simply with healthcare providers in the community, removing the massive stress and distraction of accessing the services their loved ones need.

And Max, Wagestream, for example, might be helping someone in a situation where they’ve just had to fork out £50 or £60 on some stuff from Amazon that’s going to help an elderly person coming out of hospital live their life a bit easier. When you’re on £20,000 or less, you’re a frontline worker, and you’ve budgeted every single penny, and you’ve got all the utilities going up, how can you afford this stuff that then comes on top? Being able to access the wages you’ve already earned can be a lifesaver in that kind of situation.

Max

I’d like to add to that too. We’re now finalizing an income protection insurance to cover people on zero-hours contracts for sick leave.

On a zero-hours contract if you don’t do any hours you don’t get any money, right? So, there’s a very innovative insurance company we’re working with to underwrite it so that you can insure yourself very cheaply – it’s hopefully going to be something like £2.00-3.00 a month to insure yourself for a set number of weeks’ pay if you get sick.

We’re still ironing out the details but could imagine a very similar product to insure against time off for care.

Vivek

I think the bottom line here is that there’s no money from state to support working carers – and there’s going to be limited funding for social care going forward.

So, it’s going to come down to employers giving their people the support they need to deal with it in their own way. I wonder what incentives the government could give to businesses to stimulate business-backed support?

Therese

And I think the more we can get that into the mindset of the CEOs and the board – the people that are making decisions around the table – the better, because this has got to go faster up the agenda.

It shouldn’t be this difficult for working carers!

********

If you’d like to find out more about any of the issues we were discussing, please contact me: therese@orgshakers.com.

Hybrid and remote working have become a post-pandemic norm, and have paved the way for an entirely new working environment – the metaverse. This is a virtual reality environment where employees can meet and interact from anywhere around the world through avatars – digital versions of themselves – which they have designed.

The concept of the metaverse has started to gain significant traction, with a poll conducted by HR Magazine finding that over a third of respondents thought the technology was suitable for business, and that they were excited about using it. Many companies have even started rushing to buy virtual ‘offices’ in prime locations in these simulated universes.

On the one hand, the introduction of a digital working world can offer those working remotely the ability to interact with their colleagues more authentically. However, the rise of the metaverse also brings with it the question of how to approach it from a HR perspective.

How do you monitor diversity and inclusion when people can choose what they want to look like?

The process of designing one’s avatar is important for the metaverse to work. Having face-to-face interaction is what makes this technological development so attractive to organizations, but this will require a different set of people policies to those we currently have in the real world.

For example, when someone is creating their avatar, they will probably want it to look like them – but it will likely be an ‘enhanced’ version of themselves. After all, this is an opportunity to make yourself look the way you have always wanted! This is known as the ‘Proteus effect’ with employees adjusting their height, age, wardrobe, etc. to fit their desired self-image.

However, this risks creating an expectation that avatars should be physically ‘perfect’ which, in turn, could undermine the self-esteem and mental wellbeing of some individuals.

And while altering your avatar to have features which are manifestly different to your own might be considered harmful (or even offensive), organizations will need to decide whether there certain circumstances where significantly changing your avatar’s appearance might be acceptable. For example, if a wheelchair user were allowed to create an avatar which does not use one, would this create a workplace culture where people can be recognised for their ability to do their job rather their physical differences – or one where physical conformity is a requirement for an individual to feel that they belong? These are difficult ethical choices.

How do you design people strategies for people that are no longer physical?

Creating policies surrounding the creation of avatars is one thing, but the way employees behave towards each other in the metaverse workplace in another.

‘Trolling’ is a common internet phenomenon in which people will bully and harass others online through harmful comments. In the context of the workplace, if a colleague is offensive to you online it would probably be considered equally as severe if they were offensive to you in person. Most organizations already have procedures in place to deal with this type of verbal harassment – digital or otherwise.

But what about ‘physical’ harassment in the metaverse?

There have already been issues of avatars being assaulted by virtual colleagues, which begs the question whether this would (or should) be dealt with by employers in the same way they would respond to a similar assault in the real world. If I virtually strike your avatar, is that as bad as actually striking you?

So, the full implications of working in the metaverse are yet to be determined, but it is already clear that the HR strategies and policies we will require for this virtual workplace to be safe and inclusive for every employee will require careful consideration.

And although this may be a vision of the future, organizations should be starting to think about it in the present.

“You will fit in perfectly here” is a phrase that many of us will be familiar with hearing after receiving a new job. And while this is positive, it can make you wonder what employers really mean when they say an employee is a ‘good fit’.

Is a ‘good fit’ someone the interviewer feels they would get along with on a personal level? Someone who looks and sounds like they do? Or could it be someone who they think will blend seamlessly into the current team?

If such a small phrase raises this many questions, there is probably a hidden meaning behind these words.

To begin with, what do we mean by a ‘good fit’? For me, it is all about culture. Each organization has its own culture which is made up of common practices driven by its values and the working practices of their leaders and supervisors. This culture will have formed over time, and typically, a company will hire candidates that reflect their way of thinking and behaving. In other words, they are a ‘good fit’.

For example, research by Totaljobs found that 67% of employers saw a candidate’s cultural fit as ‘very important’, with one in five going as far as saying they would not hire a candidate if they were not the right cultural fit. However, the idea of maintaining a company’s culture could be the very thing holding it back.

Tara Ryan, the Director of People Experience at Monzo, pointed out that if you are trying to preserve your workplace culture, you are not giving it the opportunity to evolve. In short, the potential for business progression is being lost due to this rigid mindset.

Sure, employing people who ‘fit’ may help create a cosy camaraderie, but it will not necessarily bring anything new and innovative to the table to help your business increase its productivity and maintain a competitive advantage. Tapping into a wider range of attitudes and perspectives will enable you to push the boundaries of what you are trying to achieve and remain the preferred business partner to your clients.

So, rather than assessing if a potential hire is a culture fit, start assessing how they will be a culture add. What can this individual add to our culture to ensure we become irreplaceable to our clients?

While this approach is good in theory, it can be tougher in practice. Laura Rivera conducted a study for her book Pedigree: How Elite Students Get Elite Jobs which highlighted that only half of managers had a clear understanding of what their organizational culture was. In light of this, a shift to culture add can only be achieved by investing time in helping leaders understand what your company’s culture is, how it impacts business outcomes, and how hiring and leveraging a greater diversity of talent can strengthen it.

At OrgShakers we want to help you seize this opportunity by developing your Diversity, Equity and Inclusion (DE&I) strategies. You can read more about the DE&I framework we use here or contact me directly at: Marty@OrgShakers.com.

In both the US and the UK employers are waking up to the fact that the workforce is ageing. And they should, because for the first time in history, over 1/3rd of the working population are over 50!

There is growing evidence, however, that organizations on both sides of the Atlantic are failing to act.

In the UK the Chartered Management Institute (CIM) works with business and education to inspire people to become skilled leaders.

Their research found that although 85% of managers taking part in a recent survey said their organization was age inclusive, only 5% reported proactive efforts to recruit older workers.

Ann Francke, the CMI’s chief executive, described this as “a wake-up call for all organizations to practice what they preach”.

Meanwhile, in the US AARP is the nation’s largest nonprofit organization dedicated to empowering Americans 50 and older to choose how they live as they age.

In a recent interview AARP’s CEO, Jo Ann Jenkins, highlighted that “78% of our members recently surveyed told us they had faced some type of age discrimination in the last year … Yet, at the same time, older people are going to be the solution for many companies that are trying to hire people to deal with labor shortages and bring folks back into the workplace.”

OrgShakers’ Therese Procter reflected at the end of last year 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.”

As a proud midlife HR practitioner, Therese’s aim – along with her likeminded OrgShakers colleagues around the world – is to shine a light for employers on the issues people face at midlife and to provide education, policies, training, seminars, and guidelines to ensure organizations can maximize the performance of an age diverse workforce.

If you would like to know more, please get in touch: hello@orgshakers.com

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.

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.

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 24^th 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!

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.

Midlife Workers: Embracing Age Diversity in the Workplace

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 1/3^rd 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:

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.
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.
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!

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.

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.

OrgShakers crack data analyst, Imogen Parsley, conducted a review of LinkedIn Updates and the results should cause significant concern in the board room.

A staggering rate of increase has occurred for C-suite executives updating their LinkedIn profiles.

Well, it is no secret that executive search firms leverage LinkedIn as one of their primary sources. Some may have done it because they’ve changed roles or employer.

But, why the sudden surge in updates? Is this a sign of the first wave of post-pandemic executive fatigue?

If this doesn’t set off significant alarm bells in the boardroom, someone is not paying attention.

Boards should take note and check to ensure the effectiveness of their total rewards and other recognition for their leadership team.

Does the team feel recognized and appreciated by the board?
How has the C-suite been treated throughout the pandemic?
Does the current compensation structure provide enough reward when merited by performance?
Are metrics reasonable or too aggressive?
Is there enough retention value in your Long-Term Incentives?

Board’s need to take stock of their rewards and the possible risk of key C-suite departures. As importantly, they need to pay close attention to the strength of their succession plan.

The first in line may be at the highest risk of departure. This follows a trend where recent study by Monster.com showed that more than 95% of employees in the US are considering a job change post pandemic.

The C-suite is apparently not immune from that sentiment – Boards ignore at your own risk!

Similar alert for CEOs!

When was the last time you gave unsolicited feedback?

When was the last time you told one your direct reports they did a great job on something?

How realistic is your succession plan? How strong is the retention component of your executive compensation program?

Should you engage your board with some recommendations for updates/modifications to your compensation structures?

Now is the time to act, by year end your best leaders may have already taken the call.

If they take the call, they are gone.