The effectiveness of an employer’s hiring process is often overlooked. And yet, this is the first real interaction a potential employee has with your company – in many ways, it echoes the setting for a first date.

Both parties are trying to present the best versions of themselves, in the hopes that there is enough of a connection for the relationship to progress further.  

Therefore, like dating, hiring someone is a two-way street – while the candidate will be doing everything they can to impress the employer, the employer needs to know the best way to present themselves to the candidate, honestly, in order to make them want to join the team.

And yet, candidates have recently been expressing their frustrations with elongated hiring processes, and shared how this has been a deterrent for pursuing opportunities. But these extended processes have emerged because employers want to be 100% certain that a person is the person for the job.

So how can employers create a hiring process that considers the interests of both parties?

The stages of a hiring process can differ depending on the role – a senior role will often involve multiple stakeholders and will naturally have a longer hiring process. But for entry-level and midmarket roles, employers should be looking at no more than three interviews.

Put it this way – after three dates, you can usually tell whether or not this could blossom into something more, but if you’re creeping towards date six and either of you are still unsure, oftentimes this is not a good sign.

The same can be said for interviews; having one after the other, with no clear end in sight for the candidate, will likely see their desire to work with you dwindle with every hoop they jump through. An unending process can lead to companies losing out on top talent due to another employer having a more efficient and effective process.

It is important for employers to remember that they are most likely not the only company the candidate is talking to. Just as people date different people in search of a connection, looking for a new job is no different. That’s why it’s always good to keep in mind that as much as a candidate would like to be hired, an interviewer needs to be clearly demonstrating why their organization is the best one to consider.

Lastly, being candid and clear about what your hiring process is going to look like with the candidate from the offset is going to calibrate their expectations right from the start. This means having a fully-formulated process that is understood by your hiring managers so that it can be shared with potential new hires and keep them in the loop for what this process will look like for them. Doing this will already lend to your attractiveness as a company, as it demonstrates that you are organized, and that you value the time of the candidate and hold their interests at heart while also fulfilling your own.

Perfecting this process is a crucial tool when seeking out the best new talent; recent research found that two thirds (65%) of employers globally had lost their preferred candidate to a protracted hiring process. Understanding how to optimize the candidate experience means that a company can reduce its convolution whilst still feeling assured that they have gained meaningful insight to make an informed decision.

Some top tips for hiring managers to remember:

• Values matter!
• Ghosting is for Halloween.
• Respect is a two-way street.
• Make them feel special.

At OrgShakers, we understand and can help you find that balance between employer and employee needs. By training hiring managers to optimize the current process, we can help you solidify this so that it can be communicated to each new candidate to avoid any misleading feelings.

If you would like to discuss how we can help your company, please don’t hesitate to get in touch with me at lauren@orgshakers.com                        

Reducing turnover and improving employee retention is always a top priority for employers.

And yet, with the effects of the Great Resignation still lingering, as well as increasing concerns over the skill’s gap, coming up with innovative and effective retention strategies has never been more important.

Something we have also come to notice is the rise in non-linear career paths. One study has found that Gen Z are 53% more likely to pursue an unconventional career path as they are proving to be a lot less anxious about abandoning the traditional career ladder.

This normalization of non-linear careers has risen in popularity, and has been coined a ‘squiggly career’ by Helen Tupper and Sarah Ellis in their book of the same name. A squiggly career is one that embraces the idea of a career that is full of change, challenge, options, and opportunities, allowing people the space to develop in different directions without the anxiety of doing so. It rejects the notion that the career ladder is the only shape a career path should take.

Now, from an employer perspective, the idea of encouraging a squiggly career is a bit counter intuitive. But the ideology that rests at its core is an interesting and timely one, and could hold the key to helping leaders be more creative with their approach to retention strategies.

It is clear that some workers, particularly younger workers, are attracted to this idea of non-linear career paths. It gives them more space to try different things and to align their passions with their work. At the moment, the only way to take a ‘squiggle’ like this in your career journey is by changing employer altogether, but what if employers were actively creating this ‘squiggle room’ in the roles they offered?

One of the best ways of doing this is by creating the space for employees to job craft. This means being open to being flexible, creative, and innovative with an employee’s role, and allowing them to craft their own personality and passions into what they do in order to increase engagement and produce top-quality output. This ‘squiggle room’ allows the space for employees to explore different skills and approaches all while remaining in their role, which means they won’t feel the need to actually move on to a different career entirely as their needs for flexibility are already being fulfilled.

Squiggle room also works great even for those who prefer the linear career path. There are always things in life that get in the way of our journey up the corporate ladder, whether that be trying to achieve a work-life balance, or taking care of kids, or falling ill. The list goes on. But with this ethos of flexibility built into a company, all these hurdles are going to feel much more manageable because their employer has actively created the space for these inevitable squiggles to occur.

And the proof is in the pudding – 54% of workers said they would leave a job if they didn’t think they belonged at a company. But with ‘squiggle room’, there is space for everyone to be accepted and included for who they are, not just the skills they have to offer.

To discuss how we can help you create a squiggly culture in your workplace to improve retention rates, please get in touch with us.

Now, I’m sure we have all been guilty of talking to an ex before.

The two of you have history, you understand each other on a fundamental level, so sometimes, you find yourself considering whether that initial decision you made to leave was the wrong one.

Well, this social trend seems to be translating into the working world as well. A recent international survey found that nearly 20% of workers who quit their job during the pandemic have since returned to their former employers.

However, there is some hesitation from employers to re-hire past employees. Robert Walters conducted a survey which found that more than two fifths (44%) of managers were reluctant to hire a former employee, despite that same survey finding that 71% of professionals would be open to returning to their previous role.

From my experience, there is no right or wrong answer here. Companies shouldn’t have a strong stance in favor of or against re-hiring a previous staff member. Instead, this person should be measured against the same talent acquisition criteria as a potential new candidate.

An employer’s talent management process is going to be key when it comes to deciding whether to re-hire a boomerang employee. There are some things that they should take into consideration when making a decision to bring on board someone who has previously worked with them:

• Check previous performance reviews and exit interviews – establish the context around why this employee left in the first place; if it was for cultural reasons, have those things changed/evolved since they left? Or will these clashes simply happen all over again? If they didn’t work well with a certain team member, is that person still there? Or did they simply leave to pursue a new career path and have decided that they were more satisfied where they were before? Understanding why someone left in the first place will be a helpful indicator of whether it is worth reinvesting in them.
• Still doing a thorough interview process – this is an important step to remember to take. Re-hiring a previous employee shouldn’t mean that the process is sped up and they are treated specially, especially if a company is enticing someone to return by offering them promoted responsibilities and a higher wage. Harvard Business Review conducted their own study which found that boomerang employees were more likely to be managers than non-managers, and this was assumed because organizations often entice workers back by offering them a promotion. However, this can cause friction with employees who would consider themselves loyal as they didn’t depart but are still being overlooked for promotional opportunities. By conducting the interview process like you would for any candidate, this helps to establish that the decision was made fairly and that all options were considered.
• Avoid elevated expectations – an obvious pro for re-hiring someone is that they already have a familiarity with the company and are trained. While this is a cost-effective hire, leaders should still be sure not to make the assumption that this employee will be able to jump straight back in all guns blazing. Boomerang employees should still undergo an onboarding process to get back in the groove, and be trained with any potential cultural and strategic changes that have occurred since they last worked there.

In summary, employers should consider re-hiring someone in the same way they would consider hiring a new candidate. With everything there is going to be pros and cons, so assessing the former employee on an unbiased and informed scale will ensure that they make the best decision for their company.

To discuss your talent management strategies and onboarding processes, please get in touch with me at Brittany@orgshakers.com

If you’re wondering what ratatouille has to do with employee engagement, here’s an alarming statistic … in their State of the Global Workplace 2022 report, Gallup discovered that only 21% of employees were engaged at work.

Flipped on its head, this means that almost 8 out of 10 workers worldwide are actively disengaged.

So, time for employers to start being more innovative in their approaches to increase engagement levels.

Which is where we need the ratatouille.

Because unlocking engagement is rooted in an organization’s Meaning, Values, Goals, and Responsibilities.

Or, more memorably, by Making Very Gooey Ratatouille!

Meaning – As Simon Sinek famously said, “people don’t buy what you do, they buy why do you it”. While he was talking about consumers, this ideology is very applicable to employees, too. As a leader, knowing how to demonstrate the purpose of your work to your team highlights its importance. Motivating and inspiring passion in people about what they do is the best way of engaging them. This rings especially true when you look at the results of one poll which found that 90% of respondents said that work should bring a sense of meaning to their life. If leaders are actively supplying that meaning, and highlighting the value of what each individual employee does and why they are doing it, this will no doubt lead to a more engaged workforce.

Values – This is in reference to the way in which leaders train people to create and deliver output. Leading with purpose requires a methodology that reflects the values that the company holds, and so it is important to ensure that the way the products and services are created and delivered highlights their purpose and need.  

Goals – Employers need to be able to depict the bigger picture to their teams, and this means being clear and concise about how the company is going to achieve its goals. This requires leaders to be mapping out what needs to happen in order to get from point A to point B smoothly. By doing so, they will be instilling faith in their abilities and bring their ‘leading with meaning’ mindset to life as their staff will be able to see the end result.  

Responsibility – Lastly, members of a team need to know who is responsible for doing what. Each employee will play an integral role in the success of an organization, but in order to do so their responsibilities must be made clear. Leaders have to make a point of ensuring everyone knows what is expected of them, and then apply this ‘meaningful mindset’ to those responsibilities. This will result in each member of staff being fully engaged and prepared to do what is needed of them in order to fulfil their part in reaching the end goal.

By combining these four ingredients together, employers are sure to be making very gooey ratatouille that will see employee engagement skyrocket, as well as the production of high-quality output, and an increased likelihood of retention!

To discuss how you can start implementing this strategy into your leadership team, please get in touch with me at andy@orgshakers.com

There’s no sting quite like being stood up. After exchanging various messages, scheduling in a date, and rigorously readying yourself the day of, it can be disappointing to discover that the other person is not coming.

While this sounds a lot like the makings of a romantic date, this is in fact in reference to those potential job candidates who ultimately don’t show up to their arranged interview. According to USA Today, various businesses report anywhere between 20% to 50% of their candidates are no-shows for interviews. One business owner even found that only 10% of his total applicants actually replied when he tried to schedule an interview, and of those who he did set one up with, only 5-10% showed up.

This can be disheartening for employers and their recruiters. Having to go through the process of narrowing down potential candidates only for them to ‘ghost’ the interview (which is just a Gen Z way of saying not show up despite being present during the initial hiring process) can result in a lot of wasted time and effort on the employer’s side.

In light of this, I wanted to look at what employers can be doing to mitigate the risk of potential no-shows:

• Get a sense of the candidate – on the first point of contact with the candidate, the best thing for a leader/recruiter to do is try to gauge the level of seriousness from the potential hire. This could simply be asking what they are looking for right now, as from this it can usually be understood whether they are passively looking or more actively looking for a role.
• Ask their preferred method of communication – with a multi-generational workforce at play, different people will prefer to be contacted in different ways. Whereas older candidates may lean more towards phone and email correspondence, younger workers typically incline towards communicating through text. Establishing their preferred method will heighten the chances of consistent responses.
• Share what the company’s timeline is – sometimes a deterrent for candidates is the amount of time a hiring process actually takes. If employers are being upfront and open from the offset and able to give a sense of how long this process will take shape to be, this is more likely to set realistic expectations for the candidate. But ideally, scheduling next steps as promptly as possible can help to avoid those lulls in between these processes and reduce the risk of a potential hire losing interest.
• Make time to babysit – it may sound strange, but recruitment should be making time to do some handholding in the lead up to the interview. This would take the form of consistent check-ins (asking them if they feel ready, if they’re still interested, this sort of thing) through their preferred method of communication. This will help reinforce that as an employer you are keen to interview them, and reduce the likelihood of ghosting.

There is no guaranteed way of avoiding those potential no-shows. An employer can take all these precautions and it can still occur, but at least this way they will be doing everything in their power to mitigate that outcome. The key thing to remember is that hiring is a two-way street; the type of respect an organization shows a candidate will be the type they are more likely to receive in return, so being transparent, honest, and communicative is the best way forward.

To discuss these strategies in more detail and how we can help optimize your hiring process, please get in touch with me at stephanie.rodriguez@orgshakers.com

The Chief Financial Officer (CFO) plays a pivotal role for their organization – they are typically seen as the second most important person in a company, and oftentimes find themselves having to juggle enterprise transformational dynamics, lead functional business partner teams, as well as pursue their own personal goals.

The problem that many companies end up facing, however, is that when they hire or internally promote a leader to CFO, there is an expectation that this person will already know how to do everything that is required of them. However, in reality, while their technical knowledge is no doubt there, having the skills to actually be a strategic transformational executive do not just appear overnight.

My consulting research has found that the average tenure of a CFO is only 4.4 years, which is alarmingly low. And a reason for this is because over 60% of CFOs are first-timers, with nearly two-thirds of those being internally promoted. What this suggests is that a lot of those entering into a strategic CFO role are doing so for the first time, and with limited day-to-day thought partnering. In order to ensure their success and foster the organization’s strategic objectives, companies need to be investing in them from the offset and continuously.

Organizations need to create formal support strategies that are aimed at professionally developing their CFOs. By having structured support for those first-timers, the overwhelm and eventual plight of becoming a strategic CFO will be mitigated significantly. This will make the executive better at their job in a faster manner, and increase the likelihood of retention in the future.

The fact is, gaining an in-depth understanding of the company’s priorities, its investors, external stakeholders, fellow senior leaders, and their team – as well as proactively building relationships with all these parties – can be a lot for someone who hasn’t before navigated the complexities of the CFO experience. Employers need to let go of this predisposition that being promoted to an executive automatically means someone knows how to be a successful strategic CFO– there is a gap between the two, and the way of bridging this gap is specialized advisory support.

And this doesn’t just mean generalized support on leadership skills, but rather specified advisory being provided by someone who understands the intricacies of a CFO role. Someone who has a grasp of the dynamics and challenges that will be faced on a day-to-day basis.

Finding the perfect CFO for your company is an important decision, so when you do find that person, be sure to take the time to invest in them to ensure the success of them and of your business. This will lead to a stronger leadership team with a confident and successful CFO who will go on to do great things – companies just need to be creating that foundation for them to build on.

If you would like to discuss the CFO Success advisory support services we can offer for your CFO, please get in contact with me at ken.merritt@orgshakers.com

There are over 16 million Veterans in the US, as well as almost 2 million in the UK, and while many of them are of working age, the transition from special forces to the world of work can be a gaping and daunting one.

For those who are coming out of service, finding, applying, securing and doing a ‘regular’ nine-to-five job can be an arduous process – but with the right support, this group of people have an abundance of technical skills and power skills to offer to the corporate world that are productive, innovative, and profitable.

There is existing stigma around the recruitment of ex-military personnel – one survey found that almost a third (31%) of recruiters said they felt reluctant to employ someone who had previously served as they were more likely to struggle with mental health problems. However, if Veterans are properly supported in this transition, then the skills and experience they have to offer can be utilized and optimized by employers.

So, what can HR professionals be doing to offer support?

Firstly, helping with decision making. A noticeable leap from military to corporate is the fluidity and choice that one suddenly has. Veterans are used to having very rigid job descriptions and are offered set roles which remain consistent. Because of these set roles and guidelines, Veterans often struggle to connect and translate their service experience to other jobs on the civilian side (outside of contracting or law enforcement, for example). And upon leaving the forces, suddenly they are faced with having to actively seek out work, and this requires knowing where to look, how to look, and what to be looking for. In enabling Veterans to understand their skills from their past careers and translate them into a marketable corporate structure, we can help prepare them for their next mission. So in this sense, we would coach Veterans on how to approach this challenge, how to look at their experience in a different light, and aid in finding the right career for them.

This then brings us onto CVs. CVs can sometimes be a tricky thing for ex-military to grapple, as a military CV is vastly different from a corporate one, yet are the first thing an employer will base their opinion on. Veterans will be conditioned to having to write out in great detail all of their experience in the forces, and so resumes end up being pages and pages long. But in the working world, a CV has to be concise, distilled and to-the-point to even be considered. So, having support crafting a CV can be so beneficial, especially for those who have served for most of their lives and may not have a traditional education. Helping to identify and translate their leadership skills, their strengths, and polishing success stories from their time in the service in a “proper” civilian CV will concisely highlight what they can be offering to an employer.

Lastly, helping Veterans understand and follow ‘business etiquette’. For those of us who have worked everyday jobs, it is common knowledge that there are norms and values of most workplaces that most of us just come to know as we progress in our careers. But for those who have just emerged from the military, their norms are going to be wildly different. For example, in the forces there is less room for error, but more error is likely to occur, and so it is much more normalized and less reprimanded. Whereas in the world of work, repercussions for mistakes are instantaneous, and if they are recurring then you are more likely to lose your job.

But this is a great example of a mindset that employers can learn from, as making conscious room for error also creates space for learning and innovation. Those ex-military will already be wired into this mindset, they just need to be coached to have their skills translated to be applicable to a business setting. Each Veteran’s transition journey varies and can be both exciting and a little scary at first from not knowing what to expect. We hope by coaching through those unknowns, Veterans will be able to confidently enter the civilian working world in their next chapter.

It is no secret that the military are skilled organizers and project managers, and these are all transferrable into the workplace (not to mention greatly sought after by most employers). With the right support, those leaving the forces can make a fantastic impact on the world of work, and prove to be some of our best innovators and most productive workers. That’s why OrgShakers are very proud to soon be partnering with a specialized charity to help support and coach Veterans into the world of work. If you would like to discuss the details of this further, please get in contact with us.

Sitting in the middle of cost-of-living crisis, enduring its seemingly never-ending impact, business leaders know as well as anybody the reality and real-time impact it is having on both financial and human capital. 

Whilst it’s a natural reflex reaction to protect the business bottom line by curtailing “non-essential” spending, there is a very good case to resist the propensity to reach for the laptop and delete the budget line for this year’s learning and development (L&D) provision. 

Keeping a tight grip on today’s escalating operational costs, as well as one eye on investing in future growth, is always a balancing act in any business. So it’s no surprise to read in the recent 2023 Q1 Labour Market Outlook report that the number of employees that received off-the-job-training has fallen to a two-decade low at 6.9% in late 2022. 

But in a labour market that’s tighter than ever, organisations still need to seek opportunities to build, invest, and capitalise on their talent. Yet research by IMC found that 92% of job candidates use L&D opportunities as a deciding factor when considering job offers, and 52 percent of employees had left a role due to lack of personal or professional development opportunities. This strongly indicates that talent development is an essential ingredient to attracting and retaining staff. 

No matter the size of your organisation, Learning and Development is key, so this begs the question: what should employers be focusing their L&D efforts on?

For one thing, keeping pace with technological change. This is an ever-present challenge for any and every organisation, currently emphasised by AI and its exponential shift into everyday life and the promise of the ‘future of work’.  

Whilst for many businesses AI may seem a little like “jam tomorrow”, with technology continuing to accelerate and AI’s potential expanding, akin to the emergence of smart phones in 2005, the limitations of today will give way to ground-breaking advancements. Focusing on and enabling your organisations talents and applying their strengths to keep pace and capitalise on the tech advancements is a major factor in business development. 

By shifting the focus of learning away from rigid competencies to a “business context focus”, employers are ensuring that the skills being developed within an organisation are in-step with business and environmental developments.

When considering the delivery of learning and development solutions, agility and flexibility are key enablers needed for any organisation to maximise its learning opportunities. Embracing a blend of “learning channels” whilst taking advantage of the wide availability of (internet-based) learning resources means learning can become more self-directed and more easily meet needs across the whole organisation. 

Whilst there is a natural predilection to focus on academia as a development solution, one of the most effective development tools sits within an organisation itself. Experience-based learning provides ideal career development opportunities through gaining experiences needed to excel in a specific role or function. 

By default, the outcomes needed to prove competence are already defined within a role or a project, it just requires a constructive approach and managerial support to capitalise on learning by exposure. 

In a similar vein, another proven form of L&D is the provision of opportunities for in-person mentoring and shadowing. Today, learning by proxy is often overlooked in favour of visual and auditory learning. However, with the rise of hybrid and remote working models, employees are spending less physical time with each other and the natural learning “osmosis” apparent in a physical work environment has waned.  

Restructuring the hybrid working environment can enable organisations to easily capitalise on the depth of experience held within it. One such way of doing so is by promoting a ‘learning in the flow of work (LITFOW)’ mindset. 

This learning habit comes from the idea that employees can find solutions and answers to things by using the resources they have e.g., asking colleagues or using search engines (and now AI technology).  

In an age of having information at our fingertips and working outside of the office, employees are given the space and opportunity to LITFOW. The key to doing this is actively coaching a LITFOW mindset, guiding and highlighting the correct resources available to employees. 

For development needs that require a more structured academic basis to enable progression, another often overlooked opportunity for enabling career progression is, dare I say it, an apprenticeship! 

Now before you scroll on, consider that today’s apprenticeships cover pretty much every business sector and education levels up to level 6 (degree level). Accordingly, they are available for any age 16+ (whether you’re 16 or 62, you can still start an apprenticeship), and in case you’re still not convinced, of the 195,600 apprenticeships started in 2023, 41% (82,130) of those who started were over the age of 25. 

Aside from the vastly improved quality, one of the main reasons for many small to medium sized organisations to start apprenticeships is that you should only have to pay (up to) 5% of the total training cost, with the rest funded by government grants. This makes apprenticeships a great value form of development for the staff you need to upskill.  

Even in these cash-strapped times, investing in L&D is an incredibly effective way of protecting and growing your organisation and its talent. Not only does it build learning mindsets into the fabric of your workplace culture, it also enables you to attract, develop and retain the talent you need. 

To discuss L&D strategies in more detail, please get in touch with me at gavin.jones@orgshakers.com 

I’m sure that it would be no surprise to hear that many of us do not grow up to be working in the career we had dreamed of as a child. In fact, only one in ten Americans say they are working their ‘dream job’.

And so, naturally, employees may indulge in a ‘what if…’ moment. What if I’d stuck with that hobby? What if I’d studied that degree? What if I chose that path instead of this one? The list goes on. Employers may not think that this happens often, but a recent study actually found that only 6% of participants reported never or almost never thinking about other paths they could have taken – that leaves a whopping 94% of employees wondering about those ‘what ifs’.

That same study also discovered that 21% of workers reported thinking about these questions often or almost always. Those who were somewhat ‘stuck in the past’ were more likely to be distracted or daydream, took more breaks and days off, were less engaged, and were more likely to search for other jobs.

It is easy to fall victim to this spiral of thoughts, as nowadays most of us are constantly being confronted with choices. A recent survey found that there had been a significant rise in the ‘apply anyway’ trend, with three quarters (73%) of recruiters citing a lack of qualified applicants for roles as the biggest challenge in the hiring process. This highlights that employees have such ease and accessibility to new job choices – LinkedIn’s Easy Apply option is a great example of this – that it’s no wonder they find themselves wondering about paths untaken.

This can all have an effect on engagement levels, and so it is important for employers to know what they can be doing to challenge these feelings of ‘what if’ and help employees turn them into creative and innovative output:

• Recognition – recognizing employee contributions goes a long way when trying to boost engagement. Quantum Workplace conducted research which discovered that when employees believe management will recognize their efforts, they are 2.7 times more likely to be highly engaged. Reminding employees of their value to the company, and making it clear how what they do for the business directly lends to the prosperity of it, is a great way of reaffirming that the job they do matters, and the choices that lead them there were for a reason.
• Role Flexibility – employers creating the opportunity for ‘job crafting’ where they can is a great way of lessening feelings of ‘what if’. This allows workers to be more innovative with their role and bring some of their personal passions into their job in order to help promote feelings of fulfilment. Managers should try to learn about these talents and passions and look to find creative ways to help employees embrace these parts of themselves at work. This can be a fantastic way of helping an employee feel that their identity aligns with their work and re-spark that fire of engagement.
• Internal Locus of Control – in psychology, having a high internal locus of control means that someone perceives themselves as having a lot of control over their behavior, and see’s things that happen to them as being a result of their own actions rather than outside of their control. Coaching staff to have this locus leads them to being more likely to respond productively to feelings of doubt associated with ‘what if’ thinking.

It‘s natural to wonder from time to time about what could have been. And while harmless reflection is always a nice thing, those who find themselves getting stuck in the past may need a helping hand getting unstuck. If you would like to discuss how we can help improve your employee engagement levels by optimizing the wonderment of ‘what if’, please get in touch with us.

A trial of the 4-day working week commenced last year in the UK, and 90% of participating businesses have opted to stick with it.

This has naturally created interest around the prospect of a 4-day working week and what this might look like, with one statistic standing out: a recent poll led by Hays discovered that almost two-thirds of workers would prefer to shift from a 5-day week to an office-based 4-day week – and a third of employers would be more likely to make the switch if all four days were spent in the workplace.

So, could this be the ‘Great Resolution’ that employers have been searching for?

It is no secret that since emerging from the pandemic, many employers have been resistant to embedding hybrid and remote working models into their business practices. But after many attempts to rope employees back into the office, the dust seems to finally be settling, with hybrid work looking like it’s here to stay. And yet now, with the possibility of a 4-day week being adopted, is this going to be used as an opportunity for employers to strike a deal with their workers?

Well, some evidence suggests it still may not be enough. For one thing, over a third of workers have said they would resign if they were told to return to the office full-time. And the reason for this can be found in IWG’s ground-breaking study, which discovered that hybrid workers are the healthiest workers – they are exercising more, sleeping better, and eating more healthily than ever. It’s not surprising, therefore, that employees are reluctant to return to in-office full time.

But it seems, at the root of this tussle, that there is a bigger issue. Employers are seemingly suffering from what has been dubbed ‘productivity paranoia’, in which they are convinced that their employees are not being as productive working from home as they would be onsite.

A study by Microsoft confirmed this, with 87% of hybrid employees claiming they were more productive, whereas only 12% of leaders said they had full confidence that their teams were actually being productive.

However, by consistently demonstrating this lack of trust in their people, leaders risk having a negative impact on productivity and engagement. According to a study in Harvard Business Review, people at high-trust companies report 74% less stress, 106% more energy at work, 50% higher productivity, 76% more engagement and 40% less burnout.

Trust is the foundation of any relationship – especially those formed in the workplace. It is clear that most employees have the means of being just as productive from home as they do in the office, so their willingness to have a 4-day work week solely in-office may be driven by a desire to rekindle a trusting relationship with their boss than a concern for their ability to do the job.

The bottom line, however, is that as the prospect of a 4-day working week – remote, hybrid, or in the office – inches closer to reality, it is important for employers to consider how they can optimize this to attract, retain and motivate the talent their organization needs.

If you would like support with managing hybrid working policies, as well as solidifying trust into your organization’s culture, please get in touch with us here.

If you haven’t come across the term ‘quiet promotion’, it references the practice of employees assuming the responsibilities of a former colleague without formal recognition or compensation.

Sadly, this is not as uncommon as people might think. One recent study found that 67% of workers had taken on the responsibilities of a more senior colleague after that colleague left the company, while 78% had taken on additional workload without any additional compensation.

Quiet promotions can pose unintended consequences for the employee assuming these additional responsibilities, the leadership team, and the organization as a whole:

The Employee:

• It is likely the employee will not have the bandwidth to assume greater responsibilities, and if the employee receives little-to-no communication around this need, it is unlikely that they will be able to remain productive in an environment of increased responsibility.
• There could be training concerns over the employee – have they received the proper training to execute the new work/responsibilities?
• Giving someone new responsibilities without effective coaching will lead to engagement concerns. Even if an employee understands how to facilitate the additional responsibilities, without overall vision and the opportunity to demonstrate new skills that could lead to future potential with the organization, the employee’s commitment to and trust in the organization are likely to falter.
• All of this can lead to the employee potentially looking for other positions, which will result in a turnover cost that would be greater than the additional compensation saved through a quiet promotion. Turnover can cost up to 75% of a salary, and for more executive roles this number can rise to over 200% – which ultimately leads to a larger economic loss.

The Leadership Team:

• Choosing to quietly promote can fracture the relationships that management have with their employees. There is a surreptitious element to a quiet promotion, and this can cause employees to question the trust they have in their leaders, leading to a range of miscommunication issues later down the line.
• If leaders are choosing to quietly promote, they are likely missing the opportunity to analyze the role of the employee who departed the company. There is unrecognized opportunity to study the role of that person and assess whether there were any obsolete or inefficient processes in their responsibilities. This can be used as a starting point to decide whether the organization needs someone to replace this role or whether the actual usefulness of it can be fulfilled and absorbed by others. This then needs to be communicated with the prospective employee(s) taking on these new responsibilities, with considerations for future compensation and advancement, tied to successful performance of the new skills and responsibilities.  

The Organization:

• Mismanaging a separating employee’s transition can have ripple effects on the productivity of a department, as outlined above. Additionally, these effects are not likely sequestered at the department-level; there are impacts and potential output concerns for the organization as a whole.
• Pay philosophy and performance motivation become weakened if employees are quietly being given more work to do without formal measurements of success, which is linked to the organization’s total rewards. Even if the employee is taking on a larger workload for a short amount of time while the company seeks a replacement, then ensure that gratitude is expressed to this employee through recognition programs, a one-off bonus, or additional benefits.

When it comes down to it, quiet promotions are unlikely to create cost savings for an organization. While initially it may seem like a smart move to save some money, especially in economically trying times, ultimately the costs associated with the loss of productivity, engagement, and potential increased turnover do not compare to the cost of effectively leading an organization through transition and providing rewarding career opportunities for committed and loyal employees.

If you would like to discuss strategies for supporting your business with its turnover rate, or how to manage an employee separation in a cost-effective manner, please do get in touch with me at victoria.sprenger@orgshakers.com

We are all aware that each generation has been attributed macro characteristics – the Greatest Generation are ‘responsible and hard-working’, Baby Boomers are ‘selfish’, Gen X are ‘cynical’, Millennials are ‘entitled and lazy’, and Gen Z are ‘civic-minded snowflakes’.

When these stereotypical beliefs spill over into the world of work, however, they can lead to biases in the hiring process, problems with the culture of a company, and can be considered offensive. After all, if employers (or, frankly, anyone) were to ascribe similar characteristics to gender, race, sexuality and/or class, this would be completely unacceptable. Rather, employers need to focus on seizing the opportunities for innovation that generational cohesion can bring – a Generational Dividend.

Firstly, if a company finds that it doesn’t have a diversified workforce from a generational perspective, it should consider ways in which it could attract different types of people so to create the opportunity for innovation and diversified perspectives. One way of doing this is by tailoring benefit packages towards the needs of different generations in order to make your job look more attractive to a specific group.

This then leads onto how to optimize a generationally-diverse workforce – and this is where SurePeople come in. Specializing in people science, they offer their WorkforceX software, which uses AI-powered technology to leverage data to provide leaders and their teams with actionable workforce insights in order to drive continuous alignment, development, and high-performance.

Their interface gathers psychometric data on every employee in an organization and uses this to create an individualised ‘Prism Portrait’ which groups staff into four main categories: ‘powerful’, ‘versatile’, ‘adaptable’, and ‘precise’. It then breaks this down into detail surrounding personality type and how an individual works best, as well as allowing leaders to compare two profiles to provide them with the most efficient ways of working with specific individuals.

This is a fantastic tool when putting together a team entirely based on their individual strengths – it ensures that staff are diverse and offers a guide of how to optimize the productivity of the team so to gain the strongest and most innovative output.

We work closely with SurePeople and can help bring their results to life – helping to integrate their people data into the fabric of a company so that they have the best possible combination of people working together to gain the best results. Using a psychometric program such as this strips away any preconceived notions surrounding generational stereotypes – or any stereotypes – and instead allows employers to focus on the individual’s needs and abilities.

Optimizing your people and their differences will allow you to unlock all of their potential. If you would like to discuss working with us and SurePeople in how we can help you do this, please get in touch with us here.