Evolved Employer

A Better Workplace


Employee Engagement

Highest Level of Job-Leavers in Years: What Does It Mean for Employee Engagement?


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By Melissa J. Anderson

According to a numbers by Gallup, less than a third of Americans (29%) are engaged in their work. That leaves almost three quarters who are not engaged (52%) or actively disengaged (19%). Engaged employees are “enthusiastic about their work and contributing to their organizations in a positive manner.” According to Gallup, these numbers have been relatively steady throughout the year.

Interestingly, Gallup’s writers Nikki Blacksmith and Jim Harter mentioned that engaged employees were more than twice as likely as actively disengaged employees to report that their company was hiring. Blacksmith and Harter believe that engaged employees tend to lead to more innovation and job creation, and noted, “Increasing the percentage of engaged workers in the U.S. could spur a significant amount of job growth, as detailed in Gallup’s latest book, The Coming Jobs War.”

In fact, recent research out of the US Bureau of Labor and Statistics reveals that the number of individuals who are leaving their jobs without being fired is increasing – in October, nearly 1.1 million simply quit their jobs, and ERE pointed out, that’s the highest amount in a decade, and even sharply higher than voluntary quits in September.

Generations

Gen Y Seeks Job Training In Lieu of Cash


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By Melissa J. Anderson

If you knew your company couldn’t give you a raise, what would you want instead? That was the question People 1st Training Company asked over 2000 adults in the UK in September.

According to People 1st, the most popular response was an extra day off (31%), but the second most popular answer was further training and career development (24%).

But the same was not the case for younger workers. Despite the frequent discussion of Gen Y’s desire for more work/life balance and more time for their personal interests, younger workers’ most popular response to what they would like instead of a pay raise was career training and development. According to the survey, respondents aged between 18 to 24 and 25 to 34 picked training opportunities as their top answer (33% and 35% respectively).

Rather than a day to relax, workers 34 and under would rather hone their skills to get to the next level. How can companies take advantage of this to better motivate members of this age group, who, according to a recent study by Mercer, is more likely to say they are seriously considering changing companies in the near future?

Diversity

Why Inclusive Sponsorship is Needed to Make Diversity Work


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By Melissa J. Anderson

Diversity is a necessity, wrote Laura Liswood recently in the Huffington Post. Liswood, Co-founder, The Council of Women World Leaders, said that in today’s complex, global, changing world, diversity of thought is sorely needed in order to come up with creative, competitive solutions to problems.

But, she said, leveraging the benefits of diversity means we must treat diversity as more than a numbers game. She explained:

“By the benefits, I mean the advantage of capturing the differing ways people think about issues and experiences and creation of a truly level playing field. Without an even playing field, a real meritocracy that neither subtly advantages some nor disadvantages others, it is my opinion that organizations will never obtain the benefits they seek from their diversity initiatives.”

One of the key steps to fostering diversity of thought is ensuring that everyone feels their voices can and should be heard – that they feel entitled to be bold. Inclusive leadership should ask themselves who speaks up most in their organization, and why this might be. As Liswood explains, “This is not rocket science, but it does require a far greater consciousness about who gets heard and how to ensure that all are included. How we unconsciously react to diversity is the key step that often gets skipped.”

Employee Engagement

Employee Loyalty Drops Worldwide


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By Melissa J. Anderson

According to the latest research from Mercer on global employee engagement levels, employees are fed up. The study showed that employee loyalty has hit all time lows around the world, and it doesn’t look good for employers seeking to tap into innovation and effectiveness that could pull them through the global economic downturn.

Mindy Fox, Senior Partner and US Region Leader at Mercer, said, “Widespread apathy and high turnover can be detrimental to an organization’s business performance, especially in the difficult economic environment we’re experiencing as companies are looking to drive productivity and efficiencies.”

The study, based on the survey responses of nearly 30,000 employees in 17 geographic markets, revealed that the percentage of workers who are “seriously considering” leaving their companies has increased in every geographic market studied.

For example, despite the continuing tough jobs market in the US, the percentage of individuals who want to quit their jobs has increased from 23% in 2005 to 32% in 2010. In the UK, the situation is even worse. Thirty-six percent of employees said they are seriously looking to leave their companies.

Diversity, Gender

Women Seeking More Flexible Work


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By Melissa J. Anderson

According to a new survey from Microsoft Office 365 and 85 Broads, women are interested in a more flexible work arrangement. According to the survey of members of the women’s networking group 85 Broads, a full 90% of respondents would prefer a regular remote working schedule, and 81% of women said they’d be more satisfied with their jobs as a result of remote working. Given the opportunity, they would work from home 3.1 days per week.

That’s more than half the week away from the office. The main reasons women desired a more flexible work arrangement included work/life issues, better productivity, and a shorter commute. In fact, it is notable that so many individuals felt being at work prevented them from getting work done. What is it about the workplace that is so draining?

Generations

Gen Y Women: Challenges for Attraction and Retention


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By Melissa J. Anderson

What do Gen Y Women want in the workplace? According to a recent Young Careerist study by the Business and Professional Women’s Foundation, that answer is difficult to pin down.

The reason, the study [PDF] showed, is because the “Gen Y women” group is made up of a diverse cross-section of individuals, who do not have a unified set of values and ambitions. While study participants did have a few commonalities – such as a desire for flexibility and concern about gender discrimination – the BPW Foundation suggested that employers work hard to avoid pigeon-holing Gen Y women into particular career tracks based on preconceived notions.

Dr. Sheila Barry‐Oliver, Chair of the BPW Research and Education Committee, explained, “Far too often Gen Y women are treated as a homogenous group with monolithic perspectives. BPW Foundation’s research questions such views, highlighting how Gen Y women’s workplace expectations and experiences differ by occupation, employer type, compensation type and presence of children.”

She added, “Exploring key areas of social difference is vital to understanding Gen Y women’s workplace challenges and opportunities.”

Diversity, Gender

Gender Intelligence: How to Make it Work in Your Company


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By Melissa J. Anderson

On Friday, The Impact Center hosted the first ever Gender Intelligence Summit in Washington, DC, which focused on what Gender Intelligence is and how it can help advance the diversity conversation at today’s top companies.

Yesterday, we discussed how Gender Intelligence can help further the diversity and inclusion conversation – by focusing on and valuing differences between the genders, rather than the similarities.

By implementing diversity programming that incorporates the value of these differences, companies can change the structure and culture of their workforce. As Marie Wilson, Founder of The White House Project commented at the Summit, “Gender is not just a matter of how people get along or how companies make money. It’s a matter of how decisions get made.” How can companies better take advantage of Gender Intelligence differences?

Diversity, Gender

Gender Intelligence: The Next Step in Inclusion


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By Melissa J. Anderson

How can companies better galvanize support for building inclusive cultures? According to proponents of Gender Intelligence, one way is to focus on the differences between men and women, rather than the similarities.

John Hart, Founder and CEO of the Impact Center, explained, “For me, as a man coming into this, the unique nature of gender intelligence speaks to the next challenge… to make sure men are included in the conversation. For me it came down to the data.”

He explained that research on Gender Intelligence showed him the importance of including multiple diverse points of view in the workplace. “We believe the true sustainability of the conversation going forward will be in collaboration with one another.”

Hart was speaking at the first ever Gender Intelligence Summit, held in Washington, DC, on Friday. The conference featured preeminent scientists on the neurobiological differences between male and female brains, as well expert diversity practitioners on how companies can take advantage of these differences to build more inclusive and productive workplaces.

As Barbara Annis, Founder and CEO of Barbara Annis & Associates and Chair of the Women’s Leadership Board at Harvard’s Kennedy School of Government, said, “The business case is compelling. You can’t deny it anymore.”

Diversity

Making a CFO-Proof Case for Diversity


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By Melissa J. Anderson

Recently Diversity Best Practices President Andrés T. Tapia discussed the importance of developing a “CFO Mindset” when it comes to diversity. He explained that because of the harsh financial climate, diversity budgets are feeling the squeeze. Therefore, diversity leaders must be sure they have developed programs that can stand up to financial scrutiny.

A successful diversity and inclusion leader must have a firm understanding of the diversity ROI – as well as a thick skin. He wrote:

“We, as diversity practitioners, need to get very well grounded in what is going on in the CFO’s world view so that we can not only present our budgets or investment plans in a way that speaks to the CFO mind, but also best counter the push back, the skepticism that will come from the CFO and other business leaders in a process where only a third of all investment requests are approved.”

Plus, he continued, some diversity practitioners may feel so justified in the righteousness of their cause that they may not be successfully presenting their case for funding in a way that is appropriate for the people who hold the purse strings. He writes, “But just and right are not enough in business. Our work also has to be economically valuable in ways that the business can understand and support.”

But how can this be accomplished?

Corporate Social Responsibility

Female Leaders Increase Corporate Philanthropy


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By Melissa J. Anderson

According to a recent study by Catalyst and Harvard Business School, companies with more female leaders may be considerably more socially responsible than those with without many women at the top.

The study’s authors, Rachel Soares, Senior Associate, Research, Catalyst; Christopher Marquis, Ph.D., Associate Professor, Harvard Business School; and Matthew Lee, Doctoral Candidate, Harvard Business School, say the study showed a connection between gender-inclusive leadership and corporate social responsibility.

Anabel Pérez, Senior Vice President, Development at Catalyst, commented, “Companies are realizing that advancing more women to senior leadership roles has many benefits, including increased financial performance and sustainability.”

She continued, “As this study shows, inclusive leadership has a positive influence on the quantity and quality of an organization’s CSR initiatives. When business leadership includes women, society wins.”

The study shows that Fortune 500 companies with more three or more women directors or 25% or more women corporate officers made considerably larger charitable donations than those with zero women directors or 0% women corporate officers, respectively.