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4 Ways HR Can Enable Stronger Manager-Employee Relationships
4 Ways HR Can Enable Stronger Manager-Employee Relationships

Managers are the conduit through which employees receive important communications, understand company values, and experience belonging, growth, a sense of purpose, and so much more. Their influence is impactful — and the manager-employee relationship is perhaps the most important one in an organization. Many of us are probably familiar with one of the most profound Gallup finding that managers account for 70% of the variance in team engagement. What can HR leaders do to assist and positively influence  manager-employee relationships? Manager-employee relationships: Managers are struggling and want help from HR A report from UKG earlier this year found that 46% of managers said they were likely to quit because of job-related stress. Like everyone else, they are affected by accelerating change at work and economic uncertainty. But unlike individual contributors and even leaders, managers are caught in the middle — expected to deliver on the demands of the business and to guide, coach, and relate to their reports in very humanistic ways. Hybrid work environments, along with employees’ changing expectations of their employers, have altered the manager’s role. At the same time, organizational support of key drivers of managerial effectiveness is declining. A 2023 study from Red Thread Research showed that organizational clarity on what employees need to do to succeed in the future fell 10 percentage points to 38% from 2021 to 2022. Data-based insights about team engagement declined by 7 points to 33%. According to Red Thread, this lower level of support drives employees’ view that their managers are less effective, even though employees view their manager’s behaviors as mostly unchanged year over year. Betterworks’ State of Performance Enablement research shows that managers want more help from HR, but only a quarter always get the support they need. Just under half receive some support, and about a third receive support either rarely or not at all. The bottom line is that organizations — specifically, the people in charge — have the responsibility and ability to adopt practices that will strengthen manager effectiveness and, ultimately, the manager-employee relationship. The outcomes are well worth the effort. In fact, Red Thread’s research reveals that companies with effective managers realize a higher NPS and greater engagement. Employees trust managers the most Without transparency and accountability, there is no trust. And without trust, everything becomes a steep hill to climb for the employee, the manager, and the employer. Betterworks’ State of Performance Enablement report shows that while employees trust their team members the most (68%), managers are a close second at 63%. It makes sense to continue to build on this trust by strengthening the manager-employee connection. Great conversations are a cornerstone of healthy manager-employee relationships. And research shows satisfaction with performance and career development conversations correlated to higher engagement, productivity, and intent to stay. To distill all this research to its essence, if HR leaders can, with the support of leadership, provide the support, resources, and tools to foster healthy manager-employee relationships, their organizations stand to reap positive outcomes — in engagement, productivity, and retention — far above the effort they put in. The key is communication, and here are 4 ways you can help your managers improve communication with their teams. Have managers set a clear vision for the team to sustain manager-employee relationships Managing challenging behaviors – such as steamrolling or overanalyzing – takes planning and communication on your part. It’s important to play to your people’s strengths and direct their energy toward common goals. The tone of your workplace has a lot to do with setting expectations – and that’s your job. When beginning a project, gather the right team members together to talk about objectives and goals. How does the project support the company’s values and vision? How does each person’s role support the goals? Everyone should be on the same page, working toward the same outcome. How the team arrives at the final goal may look different to each person because of their individual work style or energizer. So, it’s up to you to focus or redirect their strengths, make sure they understand their roles, give feedback along the way, and give them the support or independence they need to do great things. Remind team managers to assume nothing. You know what they say about assuming things! So as hard as this may be, come into the conversation with a clear head and an open mind. Giving the conversation’s participants the benefit of the doubt will help prevent them from getting defensive, which of course, will make conversation even more difficult and work to strain manager-employee relationships. This is an opportunity to practice compassion. Ask questions about people’s experiences and listen to what they say. Important things will be said and the better you listen, the better the people having the conversation will listen to each other. We all want to be heard and recognized, and this approach will put you in the right mindset to more effectively listen to your colleagues, even when it’s things that are hard to hear. You'll start to see stronger manager-employee relationships blossom. Use GRIT to approach conversations No, not grit…but GRIT: Generosity, Respect, Integrity and Truth. According to Laurie Sudbrink of Unlimited Coaching Solutions, “No one likes to be confronted. Most appreciate being helped. When engaging in a conversation to help, our intent will come from a better place. We won’t feel like we’re confronting the person, and our disposition aligns more naturally. I find it helpful to have an opening statement that portrays my intent. And then commit to being fully present and helpful throughout the dialogue.” Make work more human through technology Role play, or at minimum, putting yourself in the other’s shoes is an effective way to prepare for and practice tough or potentially uncomfortable conversations. Write down what you want to say and be clear on the goal of the conversation — what do you want someone to leave with? as an “a-ha” or action item? Rehearsing what and how you want to say something will help you keep the conversation direct and on track — avoiding distraction and saying hurtful things that may cause further issues or conflict. Further, this is where technology can come in to help. The basis for many interpersonal conflicts at work is poor communication; and poor communication often results from misunderstanding or a lack of truly understanding your conversation counterpart. If you had personality insights for the person with whom you’re communicating, you’d be able to take a more custom approach to the conversation. Whether it be in video meetings, on the phone, via email, or chat, you could have the kind of information needed to better communicate and collaborate with one another right at your fingertips – taking all of the guesswork out of it. Here’s how it works. Every team member takes a scientifically validated, 12-minute personality assessment. The plug-in then delivers those insights through the tools you use everyday: think tools like Microsoft Teams, Outlook, Gmail, calendars, Zoom, Slack, Webex, and more. When drafting an email, chatting with a colleague, or joining a meeting, this plug-in automatically surfaces useful, customized tips for more effective communication with peers. Imagine being able to click on meeting participants and see real-time tips and recommendations for communicating, motivating, and influencing. Imagine seeing this same information in aggregate for your meeting group. Imagine knowing who best to tap for helping leading certain initiatives while identifying those better suited to support, and who might benefit from a heads up on particular messages — all of which take into account your team members’ behaviors, motivators, and work energizers in an easy-to-understand way. As a team leader, you’re able to lay a strong foundation for more inclusive and efficient communication and for team members, along with:Creating more balanced, diverse & agile teams Optimizing team members’ impact by tapping into the unique behaviors, motivators & work energizers of each person. Experiencing the increased productivity that comes from improved team effectiveness.As a team member, you’re able to:Gain deeper understanding of one another, allowing better connection and ability to work through conflict Create deeper, more meaningful connection that translates into more effective collaborations and higher quality relationships at work Feel more engaged in your daily workProvide your team managers with tools that allow them to better understand others’ behaviors, motivators, and work energizers, along with preferences and tendencies related to communication, learning, and influencing, you can better craft your delivery — taking their style into consideration before you engage – customizing communication in ways that increase your chances of a positive outcome. That’s going to be your key to more engaged employees, strong manager-employee relationships, and better team performance.

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5 Ways to Boost Employee Motivation
5 Ways to Boost Employee Motivation

If your employees don’t seem motivated, it’s not necessarily a sign of a bigger problem, but it may signal that your company could be doing more to support its people. So, how can you instill that ‘let’s go’ attitude? Let’s take a closer look at the ins and outs of employee motivation. What is employee motivation? Employee motivation is the level of drive workers invest in their tasks and responsibilities. It’s a measure of how focused and ambitious they are when they’re on the clock. It sounds a lot like employee engagement, but employee motivation and engagement differ. Motivation is just one component of engagement, which is the level of enthusiasm and connection employees have with their organization. You can break employee engagement down into five factors:Pride Recommendation Present commitment Future commitment MotivationMotivation plays an important role in engagement, but the terms aren’t interchangeable.  To keep it simple, think of it like this:Motivation describes employee drive Engagement describes employee interest, commitment, and enthusiasmHow to motivate employees: 5 strategies to boost employee motivation Higher employee motivation is tied to better job satisfaction, performance, and even retention. So, understandably, leaders want to know: How do you motivate employees and reap those benefits? Here are five employee motivation strategies to fuel their sense of drive and ambition. 1. Build your baseline It’s easier to improve employee motivation if you know where you’re starting. Collecting employee feedback can help you understand how motivated they’re currently feeling in their roles, as well as what they need to feel even more motivated at work. You could do a separate survey focused specifically on employee motivation or look at the questions in your employee engagement survey that pertain specifically to their level of drive. Gathering employee feedback is also an opportunity to assess how they feel about other important aspects of your workplace – compensation, benefits, and leadership. All of those impact their level of motivation as well. 2. Connect employees to a bigger purpose Plenty of research shows that employees are increasingly looking for a sense of purpose at work. And when an impressive 70% of employees say their own sense of purpose is defined by what they do for a living, organizations need to be up to the task of helping employees find that sense of fulfillment and meaning. The good news is that this isn’t just a feel-good activity for employees – it benefits employers too, as studies show that meaningful work boosts both motivation and performance. One of the best ways to foster this sense of meaning and purpose is to show employees why their work matters. They may not have the same level of visibility as leaders, so managers will need to connect those dots for them:How does their individual work contribute to team or organization-wide goals? Why are those goals important to the organization? Why are those goals important for the broader industry or community?By tracing work upwards in this way, employees get a much better sense of where and how they fit in – which makes their work feel more valuable and, as a result, more motivating. 3. Build social support Social relatedness – the term for feeling connected to other people – is proven to increase motivation at work. But unfortunately, that feeling of belonging is harder to come by these days, particularly with many teams still working remotely or in a hybrid format. In fact, two-thirds of workers admit that they feel disconnected from their colleagues. Providing regular opportunities for team members to forge bonds with each other might sound like it would detract from motivation, but the opposite is true – it adds to it. Whether you do something small like dedicate the first 10 minutes of your weekly team meeting to personal small talk or something big like scheduling a team-wide offsite, strengthening these relationships can work wonders for motivation. Research shows that simply feeling like part of a team increases motivation for challenging tasks. In addition to these tactics, you can invest in tools that are designed to infuse inclusion and belonging into team’s daily workflows. These tools work to build a foundation of understanding between team members that ultimately make people feel seen, heard and valued. 4. Offer adequate praise and recognition When we receive praise or a compliment, our brains release dopamine. While it’s often thought of as a feel-good brain chemical, it’s actually closely tied to motivation. The gist is that your brain really likes dopamine, and it gives you a major nudge to pursue more of that reward. Even that quick brain science lesson should be enough to show you that a little bit of employee recognition can go a long way in increasing motivation – and engagement too. According to research from Gallup, employees who receive great recognition are 20 times as likely to be engaged as employees who receive poor recognition. Recognition doesn’t need to be complex. A simple shoutout in a meeting or a handwritten note to recognize a job well done can help people feel more seen and valued. Just be careful about keeping things even, because employees will notice if you play favorites. Only 26% of employees strongly agree that they receive similar recognition as other team members with similar performance levels. And while a hearty “Nice work!” from a direct supervisor carries a lot of weight, be sure to encourage frequent peer-to-peer recognition too. Research shows that this type of praise increases engagement, performance, and motivation. 5. Encourage advancement opportunities When employees see a clear path forward, they’re more likely to actually want to take those steps. That’s why career development positively influences employee performance and motivation – employees are driven to move toward future achievements and milestones. Career growth opportunities fuel both types of motivation: intrinsic and extrinsic. Intrinsic motivation refers to doing something because of the inherent satisfaction you get, while extrinsic means doing something in pursuit of external rewards. Both come into play with career advancement. Employees get a sense of accomplishment from learning new skills or tackling new challenges, as well as more tangible rewards like certifications, raises, or promotions. Leaders can capitalize on this by outlining a motivating future for employees, including clear career goals, and then supporting employee development with plenty of resources, progress tracking, and regular check-ins. After all, it’s hard for employees to muster the motivation to move toward a finish line if they don’t know what or where it is. Employee motivation doesn’t have to be a mystery The world of work is changing rapidly, and so is what helps employees feel their most focused and motivated. Ultimately, it’s up to leaders and organizations to figure out how to feed that fire.

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7 Ways to Improve Team Communication When Your Team Is Distributed
7 Ways to Improve Team Communication When Your Team Is Distributed

The Future of Work continues to evolve, and the number of people who work remotely at least once per week has grown by an astounding 400% since 2010. In Robert Half’s survey report of more than 2,800 senior managers, companies in cities most receptive to hybrid work -- including Boston, San Francisco, Philadelphia, Dallas, and Pittsburgh -- have figured out that many employees are productive no matter where they’re sitting. The next challenge? How to improve team communication when each team member sits somewhere else. These companies have recognized the value of being an early adopter of long-term hybrid work, in the form of a more engaged and loyal workforce, and in a candidate-driven job market, offering hybrid work can be a powerful way to recruit, retain, and grow great teams. Still, managers in these companies cite the complexities of supporting a distributed workforce long-term and indicate their top challenge as “communicating effectively with team members” quickly followed by helping staff avoid burnout.  So as teams begin to settle into what looks like permanently remote or long-term hybrid work models, it’s clear that effective communication and collaboration can no longer remain dependent on in-person interactions. As a remote-first organization since its inception, we asked our Humantelligence Culture Success Coaches for their short but most impactful tips for better supporting remote employees and for how to improve team communication, collaboration, and performance. Here’s what they said. Top Tips for Improving Team Communication Demonstrate empathy any time the team member expresses a problem or frustration. Use The Empathy Formula to acknowledge the team member’s feelings based on facts. Here’s the formula: “It sounds like you’re (feeling) because/about (fact). “Here’s a real-life example: “It sounds like you’re feeling overwhelmed (feeling) because of the reduced number of people on the team (fact).” Establish a new one-on-one meeting routine. Have a scheduled meeting at least twice per week over video conference. If these meetings are currently less frequent, use the same amount of overall time divided up over more meetings. Always have your camera on and ask that the employee does the same -- it’s a way to build connection. Talk to your team members every single day. If a meeting is not scheduled, call them on the phone and talk to them. Sometimes just a quick check-in call is all it takes for some days. One of the most important elements of being an effective manager is keeping lines of communication open with your team members, especially when it has nothing to do with assignments or project statuses. Important Note: Talking to the team member in a team meeting doesn’t count, nor does exchanging texts or leaving voicemails. Demonstrate your availability. End your meetings with your team members by encouraging the team member to contact you by phone or to request an unscheduled meeting. Answer the call if at all possible. Establish line of sight and continue to reinforce it. Ensure work assignments, expectations, and deadlines are perfectly clear. Break down current goals into smaller chunks that are measured on a more frequent basis. Find opportunities during your one-on-ones to talk about how the specific work they do contributes to a specific team or company objective. This is not as obvious to them as it might be to you. Do not hold hybrid meetings. Level the meeting playing field so all team members can contribute equally. This is best practice in general, and particularly important for the struggling team member. If some of the team members are in the same location and some are remote, have the onsite team members split up and join from their own computers. It equals the playing field. Leverage the Humantelligence toolkit Use Humantelligence at least once a week. You need to deepen your understanding of the team member’s motivators and behavioral preferences to best know how to help them. Once you have a deeper understanding of his/her psychometric-based Talent Profile, use the one-on-one comparison tool to go over your and the team member’s similarities and differences, which will help the team member feel seen. Uncover how team members’ unique strengths shown on their Talent Profile can be better put to work for the benefit of the team, and then tell them. Also go over the team member’s Remote Work Tips, which offers personalized tips for wellness, productivity, and effective collaboration.  In the increasingly complex world of the future of work, we have to use technology and work harder as team leaders to build person-to-person connection, so that our teams feel trusted and empowered to perform.

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Creating Positive Connections from Asynchronous Communication Tools: Slack & Microsoft Teams
Creating Positive Connections from Asynchronous Communication Tools: Slack & Microsoft Teams

There’s just no denying it. Positive connections in the workplace are paramount. They breed collaboration, spark innovation, and foster employee satisfaction. So how do smart organizations create positive connections in a workplace where colleagues are working from different locations and even different time zones? The secret lies in asynchronous communication. In answer, companies are increasingly adopting asynchronous tools like Slack and Microsoft Teams. They provide a unique avenue for cultivating connections that transcend geographical boundaries and time zones. Asynchronous tools facilitate communication that doesn’t require an immediate response. In turn, this allows flexibility and convenience which, of course, is extremely important in our fast-paced work environments. While these tools are often associated with work-related interactions, their potential to foster positive interpersonal connections is immense. However, leveraging asynchronous communication tools to create positive connections can be challenging. How can we ensure meaningful interaction while dealing with delayed responses? How can we maintain camaraderie among team members who may never meet in person? This article aims to address these questions and more while offering actionable strategies for fostering positive connections using Slack and Microsoft Teams. Understanding Asynchronous Communication Asynchronous communication is a form of communication that doesn’t require all parties to interact concurrently. It’s like the digital equivalent of leaving a note on someone’s desk. This style of communication has become crucial in today’s most common work environments. Team members may be in a meeting or “heads down” working and the interruption of a phone call or a desk drop-by is not preferred.  Asynchronous communication tools offer numerous benefits, including increased productivity, flexibility, and inclusivity. Team members can:Manage their time efficiently Respond to messages when they prefer, when they are available, and when they're most productive Communicate with colleagues without worrying about disrupting others' schedulesHowever, asynchronous communication also poses some challenges. Ensuring everyone is on the same page when they’re not online simultaneously can be tough. It can also lead to feelings of isolation or disconnection among team members. Therefore, it's essential to be proactive in fostering positive connections using these tools. Asynchronous Communication Tools: Slack and Microsoft Teams Slack and Microsoft Teams are leading platforms in the realm of digital communication. Offering a range of features from direct messaging to file sharing, these tools facilitate seamless and efficient communication. But more than that, they provide opportunities to create and foster positive connections among team members. Slack operates with a focus on channels and direct messaging. This allows for streamlined conversations on a variety of topics. Microsoft Teams integrates with the broader Microsoft Suite. Which supports project collaboration in addition to communication. These features encourage:Work-related discussions Casual conversations Team bondingIt's important to note that both of these platforms offer features that allow for real-time communication as well. This flexibility caters to different communication styles and needs, making them powerful tools for creating positive workplace connections. Strategies for Creating Positive Connections through Asynchronous Tools Recognizing that these tools are playing an increasingly important role in digital-first workspaces, it is crucial for organizations to leverage them in a way that creates positive connections and more effective collaboration. The following suggestions can help your organization get the most out of asynchronous communication tools like Slack and Teams. Develop a Clear and Consistent Communication Protocol A well-defined communication protocol is the foundation for creating positive connections. Especially when it comes to asynchronous tools and remote workers. This protocol should cover all aspects of your team's communication, including:Which tools, channels, and threads to use for what purposes Expectations for response times What type of information should be shared in such a tool compared to email or a meeting Guidelines for respectful and productive communicationSimilarly, establishing 'quiet hours' during which direct messages are discouraged is a good best practice. This can help team members respect each other's time.  Clear communication guidelines help avoid confusion, create a sense of order and reliability, and demonstrate respect for each other's time and effort. This, in turn, fosters trust and positivity among team members. Encourage Regular Updates and Check-ins Yes, asynchronous communication allows team members to interact at their own convenience. However, it's essential to ensure that everyone stays in the loop. Send regular updates about ongoing projects, changes in policies, or team achievements. This practice can maintain a sense of unity and inclusivity. Additionally, periodic check-ins can help maintain connections. Whether individually or as a team. These check-ins don't have to be lengthy meetings either. They can simply be a daily or weekly message thread where challenges and current projects are shared. Not only does this practice keep everyone informed, but it also provides opportunities to offer assistance, advice, or encouragement. Balance Professional and Personal Asynchronous Communication The primary purpose of tools like Slack and Microsoft Teams is work-related communication. However, they can also be a platform for personal interaction. Casual conversation channels where team members can share personal news or interesting content can encourage camaraderie and make the virtual workspace feel more personal. These channels also provide an avenue for team members to express their personalities and engage on a more human level. This can strengthen relationships and create a more positive, enjoyable work environment. However, it's important to maintain a balance and ensure that these interactions remain respectful and inclusive. Promote and Facilitate Learning Learning is a powerful bonding tool. Encourage team members to share relevant articles, resources, or learning opportunities in dedicated channels. This not only promotes continuous professional development but also fosters a culture of sharing and collaboration. Furthermore, consider organizing regular learning sessions where team members can share their expertise or explore a new tool. These sessions can be a great way to facilitate knowledge sharing and build stronger connections between team members. Celebrate Wins and Acknowledge Efforts Acknowledging hard work and celebrating wins—no matter how big or small—can boost team morale and cultivate a positive feedback culture. It can be as simple as sending a congratulatory message to a team member who's done well or sharing team milestones in a common channel. These practices show team members that their efforts are seen and appreciated, fostering a sense of belonging and positivity. Embrace Bolt-on Technologies to Optimize Asynchronous Communication Whether in-office, hybrid, or remote, keeping your teams connected through technology is a must. Beyond using Slack, Teams, or other collaboration software, consider squeezing more from your investment in those tools by integrating a quick bolt-on that gives each team member the insights needed to establish stronger relationships with another. When drafting an email, chatting with a colleague, or joining a meeting, this add-on automatically surfaces useful, customized tips for more effective communication that ends up helping you improve your relationships at work. Consider the case of the one-on-one check-ins. We already know that one of the most powerful and simple steps a manager can take to help an employee feel more connected and productive is to check in with them regularly. Learning how to check-in effectively means inviting the conversations that really matter with the employee and providing the support and encouragement they need. Now, add in a layer of knowing how best to approach that employee based on their communication, collaboration, learning, and work styles, and your one-on-ones will be more productive than ever – and your employee will feel more seen and connected than ever.

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How to Lose an Employee
How to Lose an Employee

While certainly longer than the 10 days from the movie, did you know that your employees will decide in just a short 45 days if your organization—your team—is right for them? And sadly, more than 20 percent usually decide it’s not. In this article, we're sharing how to to lose an employee in the hopes that you don't! Spoiler alert: Don’t worry, this isn't a how to lose an employee article...we also give you 3 ways to save an employee in 45 days if you keep reading. In most cases, the number one reason a team member leaves is because of the manager-employee relationship. In fact, a GoodHire survey found that 82 percent of workers would quit a job because of a bad manager or friction with their boss. When you factor in the loss of productivity your team experiences when they leave, the gut punch to morale, and the time you invested in finding your new hire—which is often double the amount of time they actually spent on the job…we’re talking upwards of a 90 to 120-day hiring process—it’s really expensive and painful to lose new employees, or any employee, to issues like this. So here's how to lose an employee fast. Here’s How to Lose an Employee Quickly Play hard to get… As a people leader, your job is hard. You’re both a strategic leader and have to balance the day-to-day tasks and goals for yourself and your team members. Most of your day is consumed with 1:1s, team meetings, project-specific meetings, and reporting up to executive management. Your time is stretched thin, so while you’re not eluding your new hires intentionally, it could come off that way to them.  The first 45 days of managing a team member is like the honeymoon phase. You’ll have to set aside time each day to check in with them, while scheduling formal meetings. Add in a series of exploratory conversations and key questions so you can gain insights into your new employee. Find out what they like (or don’t) about their new position, learn about their expectations, and solve budding problems quickly. Serve up cookie-cutter training & onboarding… Of course, the administrative, IT, and general company overview are entirely necessary components of any onboarding process. But, when you stop to consider that every new hire is a unique individual with different ways of learning, communicating, and retaining information, it only makes sense that training and onboarding is personalized to each individual. Does it take more time, effort, and planning? Sure, but it also ensures your new hire feels valued—like they belong and are worth investing in—which results in increased employee satisfaction and motivation and a higher likelihood of retention.  Undervalue diversity of thought… Many of us are creatures of habit and doing something ‘because we’ve always done it that way’ just feels comfortable. But being closed off to different ways of doing things, new ideas, or other ways of working is a surefire way to create conflict between yourself and team members. Plus, managing people in ways that are comfortable to you, in ways that expect people to adapt to your working and communication styles, usually doesn’t lead to innovation, breakthrough ideas, or creative problem solving. When you create a team dynamic that allows people to bring in diversity of thought, the unique experiences of their background—and they know you’ll be open to it without fear of penalty—you’ll create a strong foundation of belonging and begin to achieve team goals in ways you might not have considered before.   Why the Manager-Employee Relationship Matters So Much You are the conduit through which employees receive important communications, understand company values, and experience belonging, growth, a sense of purpose in their work, and so much more. Your influence is impactful and often underestimated — and, in fact, the manager-employee relationship is perhaps the most important one in an organization.  According to this Gallup finding, managers account for 70% of the variance in team engagement. When there’s a focus on improving the employee-manager relationship, the outcomes are shown to be well worth the effort. For example, RedThread’s research revealed that companies with effective managers realize a higher NPS score and greater engagement. Positive manager-employee relationships management can increase productivity, creativity, innovation, and collaboration, while reducing employee absenteeism and turnover. Similarly, a report from UKG earlier this year found that 46% of managers said they were likely to quit because of job-related stress. Unlike individual contributors, managers are caught in the middle — expected to deliver on the demands of the business and to guide, coach, and relate to their reports in very humanistic ways. Hybrid work environments, along with employees’ changing expectations of their employers, have shifted the manager’s role and level of support needed. In fact, Betterworks’ State of Performance Enablement research shows that only a quarter of managers get the support they need to manage distributed  teams. Under half receive some support, and about a third receive support either rarely or not at all.  The bottom line is that organizations — specifically, those leaders with the most authority — have the responsibility and ability to adopt practices that will strengthen manager effectiveness and, ultimately, the manager-employee relationship. Besides that, why run the risk of losing good employees to something so solvable? 3 Ways to Save an Employee in Less Than 45 Days When you don’t make the time, provide templated training, and undervalue diversity of thought, you’re sure to create friction—and it can show itself in a variety of ways. If you find yourself saying things like:‘We don’t have time to discuss this…’ ‘This is the situation and here’s what we’re going to do…’ ‘I’ve got so much on my plate…’ ‘That’ll never work…’You are probably building friction with your employees, damaging the manager-employee relationship, and don’t even know it—that is, until they quit. When employees pick up vibes that you don’t like them or their ideas, that they’re not being treated fairly or feeling valued, or the differences in communication styles are causing misunderstandings, they’ll start to think of an exit plan. And who can blame them? It’s simply self-preservation. So before all that happens, consider that these three things can help you build positive manager-employee relationships that will encourage better productivity and collaboration among teams. When there’s mutual respect between a manager and a worker, there’s more willingness on both ends to offer support and perform well. Understand what makes your employees tick It’s no great secret that everyone works in different ways and that diverse working styles or work energizers can often clash and lead to conflict. Nothing hurts productivity and growth like a manager and employee who don’t know how to work together. All employees have different styles of working that draw on their strengths and weaknesses. And these different styles or work energizers make up a team dynamic. For teams to work together effectively, they should be aware of each other’s ways of working, and leaders need to be able to manage different work styles to their advantage. As a team leader, you have to understand and manage a variety of work styles every day to be effective. So let’s start with a quick little assessment. This test might sound a bit like you are at the eye doctor, but we promise it will be painless. Simply pick option 1 or 2 for each of the following questions:When it comes to solving problems, do you tend to be more  (1) Deliberate or (2) Decisive? When it comes to relating to people, do you tend to be more  (1) Reflective or (2) Outgoing? When it comes to your work pace or level of urgency, do you tend to be more  (1) Steady or (2) Spontaneous? When it comes to processes and procedures, do you tend to be more (1) Cautious or (2) Freeform?Now count up your ONEs and TWOs. If you end up with 3 or 4 ONEs, your overall work style is oriented toward stability. If you end up with 3 or 4 TWOs, your overall work style is oriented toward change. If you end up with 2 ONEs and 2 TWOs, you bring a balance between stability and change orientation. On any given team and depending on size, you may want at least two different types of work styles present. At minimum, you’ll want to understand a person’s work style and then figure out how to use it best.  There’s a popular decision-making practice where employees assume different thinking hats. For example, one employee may be tasked with coming up with new ideas. They’re encouraged to bring unpredictable or possibly outlandish ideas to a meeting. Another employee is then tasked with being more discerning. They ask questions and assess the risks of different ideas. By assigning team members a specific hat, at different times, for different projects, it opens up space for more inclusive discussions where a variety of ideas and perspectives can have a seat at the table. It’s a great way to bust dreaded group-think that often stifles innovation. This approach shows that every work style is a strength when expressed in the right situations. Tailor training to your employee’s personality When it comes to training, the old “one-size-fits-all” tactic just doesn’t cut it anymore. Just as in other facets of their lives, they expect a personalized experience. With a more tech-savvy workforce than ever before, online learning platforms are a big hit. Some organizations are even rethinking training content altogether and how they can better cater to diverse learning appetites, ensuring greater effectiveness in the long run. Fortunately, training and creating an environment that values continuous learning doesn’t have to take a ton of time and is easy when you leverage AI.  For example, say you have a new Gen Z hire that needs to email the head of sales, John, every week with reported leads. The problem is, they hardly know John and have no idea how John likes to consume information. With an AI tool that uses your company's previously recorded psychometric data, your new hire can use pre-supplemented suggestions to ensure their emails are comprehensive and useful for John, despite never meeting or hardly interacting with John. This AI-fueled approach to “on-the-fly” training can extend beyond emails to all communications, ultimately helping your employees learn new skills and making their contributions to the business more impactful. When you support your new hires like this, you’re setting them up for success and building a strong relationship out of the gate. Foster a sense of belonging When a team can see and understand how each person brings unique work-style strengths to the team, their capacity for better collaboration increases. Use a psychometric-based assessment to measure your team’s unique culture and determine the shared strengths of the team, as well as each individual team member. Then use your team meetings to talk about how those differences have benefited the team. Ensure you actively bring in your more reflective team members, as they may not readily volunteer what they are thinking. Tap into people who are wired for a specific topic. For instance, ask your freeform team members to come prepared with some new ideas. Leading team meetings with intention makes the meeting outcome more productive, and it allows you to draw on different team members’ strengths.  Here’s an example of how you can better manage a real go-getter on your team. You’ll want to be very direct with this employee. Tell him where he stands, what needs to be done, then get out of his way and let him do it. He’s all about getting it done. This team member will appreciate knowing where he stands with you. Meeting each employee where they are when you interact with them in meetings will go a long way toward fostering the trust you need to execute on the vision you have set for the team. How to Lose an Employee: “It’s like a Manager's Cheat Sheet for Working with Others” But we know what you’re thinking…how can you possibly expect me to keep track of everyone’s learning styles, communication preferences, and work styles? The good news is that you don’t have to. With every interaction, with any employee—new hire or not—you can see the personality traits of your colleague to understand what motivates them and how to best communicate with them.  We told you earlier that we know how to find out these things about your coworkers. We asked employee Ray to take a 10-minute assessment, and we learned that Ray is inquisitive and likes to gather as much information as possible. Now, when you reach out to Ray, you won’t feel defensive or bombarded by all of Ray’s questions because you know he thinks like a “Scholar” and that’s what scholars do. What’s even better, you don’t have to track, monitor, or remember any of this. With every email and interaction, you can simply write your message and then have generative AI re-write in the way that best suits Ray’s personality. No more friction. Just productive conversations and meaningful connections. 

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How to Use Employee Listening to Guide Your Return To Office Strategy
How to Use Employee Listening to Guide Your Return To Office Strategy

When the COVID-19 pandemic forced a mass adoption of remote work, little attention was paid to the long-term implications of a new model for work, and what a return to office strategy might look like. Many celebrated the rise in remote work for the increased flexibility it promised. Increased remote work offered a bigger talent pool, more work-life balance — particularly for caregivers — and the end of onerous commutes. And early numbers showed that remote work increased productivity. As the immediate threat of COVID-19 recedes, will more companies start to question the wisdom of long-term remote work and institute return to office? Making the case for return-to-office Power Home Remodeling, No. 13 on the 2023 Fortune 100 Best Companies to Work For® List, is currently on a hybrid work schedule with a majority of its corporate employees in the office three days a week. The company, headquartered in Chester, Pennsylvania, has been slowly adding days of in-person work to its schedule, one day at a time, ever since the immediate risks of COVID-19 subsided — a transition that has been necessary for their employees' well-being. Power Home Remodeling hopes to one day make the transition back to full-time in office when the time is right for their people. “I think that people are happier and healthier and thrive when they are in-person and when they are sharing the same space with one another,” says Asher Raphael, co-CEO of the full-service exterior home remodeler. A big part of the philosophy for Power Home Remodeling is in response to the impact of remote work on younger employees. Researchers told The New York Times that remote work enhanced productivity for senior employees, but reduced feedback and oversight for more junior employees. Young employees are not getting the mentorship and training in remote roles that can be found from in-person work. When asking its 3,700 employees to return to the office, Raphael focuses on the responsibilities that co-workers have for one another. “We spoke to employees about what their role in our community is, and that what the data clearly showed from virtual work: people that were the most hurt were newer people,” Raphael says. “For those people, their overall happiness wasn’t as high … their retention wasn't as good, and it’s because they weren’t receiving the type of mentorship, they weren’t creating the types of relationships, they weren’t being led the same way.” Power Home Remodeling has strong values around service and working for something that is bigger than oneself, which the company has invoked when asking employees to return to the office. Even if it was more convenient to work remotely, employees were open to a message about the importance of coming into the office to support their colleagues. “The overwhelming majority of people felt either an initial want to come back, or they felt a level of responsibility for the other people around them,” Raphael says. Listening and responding Even though the company is adamant about its desire to bring employees back to the office, leaders are making a concerted effort to listen to employees. Raphael boils it down to one essential question: “What were the things that employees didn't enjoy about being in-person every single day that are in our control and are not mission-critical?” Power took time to investigate company norms that no longer served its needs, even down to the dress code. “Our dress code was corporate attire — I wore a suit and a tie to work literally every single day for 18 years,” Raphael says. “That was something that people really didn’t want to go back to, and that’s an example of something that you can change to make people more comfortable.” Power also saw an opportunity to support working parents by helping to subsidize $416 a month of childcare costs. “It doesn’t go far enough,” Raphael says, “but it was a really big help in supporting people that had no childcare costs while working remotely … so that they don't feel like they’re having to make a decision between putting their kid in daycare or making a living.” Letting the lease expire Creative Alignments, a small recruiting firm based in Boulder, Colorado, was no stranger to remote work before the pandemic. A portion of the company’s total headcount had already been remote prior to the pandemic, and flexible schedules were the norm, said Shenna Fitzgerald, marketing director for Creative Alignments. “During the pandemic, obviously we pivoted to working remotely and staying safe,” she said. “And we really found that it worked well, and there were a lot of benefits to it as well.” Work-life balance is one of the strongest reasons for the change, Fitzgerald continued, with an all-remote setup enabling employees to better manage their schedules, focus on work and take care of their personal lives without needing to commute. “I think people really do cherish that flexibility,” she said. The company also has benefited from a recruitment standpoint, as remote work has allowed it to expand its reach beyond the Boulder area. That, in turn, has allowed Creative Alignments to attract a more diverse talent pool, Fitzgerald said. She noted that, given the company’s experience with recruiting candidates for other firms, its staff were aware of the importance that candidates place on flexibility in the current market. For the duration of 2020, the company kept its office space open to those who wished to attend while instructing employees to communicate with each other so as to ensure sufficient space for social distancing. Few took advantage of the opportunity. “Our lease was up in January and we decided not to renew,” Fitzgerald said, “because remote work was working well, and that’s what people wanted.” But Creative Alignments still recognizes that in-person gatherings have a place; the company meets every other week at a local club for an all-hands meeting, followed by lunch and additional team meetings. And in the future, Fitzgerald said the company has not entirely ruled out opening a physical space that employees can use if they so choose but there are no plan for a return to office policy. Going slow for return-to-office The most important thing when deciding on your workforce arrangement is going slow. Leaders should continue to listen and work with employees as companies attempt to add more in-person workdays to the weekly schedule, or decide if a full return to office is what employees want. As a workforce, we had to upend people’s routines when we were forced to go remote. We now have the freedom to not do that and give people time to build up a new routine and to embrace change, however that looks for them. Whether you end up introducing hybrid or permanently remote work environments, be sure the technology and resources you provide employees is designed to foster human connection, effective communication, productive collaboration,  and meeting effectiveness -- that could spell the difference between a satisfied and engaged team or one heading for the door.

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Improving Employee Retention: A Must-Do List
Improving Employee Retention: A Must-Do List

A fast employee churn rate can lead to higher training costs, low employee morale, and operational inefficiencies. Eventually, it can reduce your profits and negatively impact your bottom line. That’s why it’s important for businesses to learn how to prepare for it and, better yet, work to improve employee retention. While there may be signs that the Great Resignation is easing slightly, the ongoing exodus of workers is a challenge leaders will have to contend with for the foreseeable future. A Workhuman® iQ survey of more than 3,500 workers in the U.S., U.K., Ireland, and Canada offers some revealing insights into the root causes of why employees are leaving their jobs – and a road map on how companies of all sizes can retain more of their talented humans. Employee Turnover By the Numbers Overall, nearly 38% of those surveyed by Workhuman are planning to look for a new job in the next 12 months. This projected voluntary turnover has the potential to cost businesses billions.  In fact, according to Gallup, the cost of replacing an individual employee can range from one half to two times the employee’s annual salary -- and that's a conservative estimate. So, a 100-person organization that provides an average salary of $50,000 could have turnover and replacement costs of approximately $660,000 to $2.6 million per year. In addition, nearly 19 million people either change occupations or exit the labor force each year, creating an average turnover rate of 20%. Top Reasons for Plummeting Employee Retention Employee Burnout & Dissatisfaction with Opportunities Salary isn’t the only reason workers are leaving their jobs. It should be no surprise many workers are reevaluating their jobs considering the stress and isolation they’ve endured these past few years.  A March 2022 survey by the Pew Research Center found that while low pay was the primary reason people left their jobs last year, it was closely followed by respondents saying they lacked opportunities for advancement in their role. And 35% of people said that feeling disrespected at work was a major reason they left. One study from the University of Chicago found that employees worked more hours during the pandemic, but their productivity dropped. For many people, working for the past two years may feel like running on a treadmill that never turns off.  Research by Mental Health America and FlexJobs shows that 76% of respondents agreed that workplace stress affects their mental health and have experienced burnout. Burnout is an extreme form of workplace stress whereby the stress you are experiencing makes way for mental and emotional exhaustion. The World Health Organization (WHO) characterizes burnout by three main dimensions:Feelings of energy depletion or exhaustion Increased mental distance from one’s job, feelings of negativism or cynicism related to one’s job Reduced professional efficacyFlexibility & The Remote vs. Return Debate The pandemic forced a dramatic shift in the employer-employee relationship. It’s also helped workers realize what really matters when it comes to their careers. In Workhuman’s survey, nearly one-third (30%) of those workers planning to look for a new job cited, “I want more flexibility” as their primary reason for doing so. That number jumped to 39% for Black workers. So that’s when work gets done. Let’s talk about where works gets done. Reverting to a fully in-person workplace: Just 3% of white-collar workers want to return to the office full-time (according to survey results published by Fortune), and more than half of respondents in multiple surveys have shown workers will consider leaving their company if forced into full-time in-person workplaces, and many speculate this is a foundational, long-term shift in worker expectations. Switching to a fully remote workplace: Globally, about 16% of companies are fully remote, and those who have embraced a fully remote workforce are both setting expectations among workers about what the workplace experience should and shouldn’t entail (flexibility, autonomy; savings of cost and time associated with the elimination of the daily commute; lifestyle flexibility to keep their job if they want to relocate to a different city, state or even country). Supporting a hybrid workforce: This is the model most workers say they want — not to be fully remote full-time, but a position that gives them the flexibility to work remotely when and how they need. The statistics are compelling — in a global survey conducted by Slack, 78% of respondents said they wanted workplace location flexibility, and 95% said they wanted schedule flexibility. Finally, a study highlighted by Harvard Business Review found that 59% of workers find flexibility more important than salary. It suggests that workers seek autonomy to decide when and where they work rather than a set hybrid schedule of in-person and remote work days. If employers aren’t willing to extend flexible scheduling to their workers, people are ready to take their skills elsewhere. Poor Manager-Employee Connection The shift in where work gets done, with increased flexibility, is good for employees. But for organizations and people leaders, it makes the need for clear, consistent communication even more important. Leaders can no longer rely on word-of-mouth or quick lunchroom conversations for important information about company initiatives to circulate throughout the organization.  Data from the Workhuman’s survey report shows that frequent check-ins are critical in the manager-employee relationship. Employees were asked to rate their manager on a scale of 1-10 based on how well their manager keeps them motivated and engaged. When managers check in at least weekly, their rating is nearly 2x higher than managers who never check in. Likewise, workers who received feedback within the last month – as opposed to never – are much more likely to feel a sense of connection to their company as a whole. For strategies on how to lead with empathy and establish meaningful connection with team members, check out this article.  Psychological Safety to Boost Employee Retention Today, there’s a more nuanced lens on diversity, equity, inclusion, and belonging – and it’s called psychological safety – that companies should address to stay competitive in this job market.  Workers resoundingly express dissatisfaction with a workplace culture where their voices aren’t heard, blame-placing is rampant, or any one of many toxic elements in an organization’s culture may exist.  What they are really talking about is a lack of psychological safety. First coined by Amy Edmondson in a 1999 journal exploring its relationship to team learning and performance, psychological safety is the ability to speak one’s mind without fear of punishment or embarrassment.  At the heart of a psychologically safe environment is a sense of belonging with or being accepted by others.  Feeling accepted reduces anxiety associated with interpersonal risk, allowing learning to occur. Learning improves the quality and frequency of contributions, and ultimately leads workers to identify and own productivity and efficiency improvements. Looking again at the issue of working remotely, surveys also show that worker apprehension and anxiety about their working location and conditions are improved dramatically when their organizational leaders and managers are clear and transparent about the decision-making process, especially when employees are given a voice in the process.  Being inclusive creates a sense of belonging and makes employees less likely to go find it elsewhere. The Best Ways to Increase Employee Retention While we may be a ways away from a Great Retention, research from Robert Half suggests that many workers remain confident about their prospects in the current hiring market, which means employers must still be vigilant about the risk of top performers walking out the door. Robert Half’s Job Optimism Survey of more than 2,400 professionals, which tracks worker sentiment on current and future career prospects, finds that 41% of respondents planned to look for a new role in the second half of 2022. So, now is the time to confirm that your business is doing the right things to help drive employee job satisfaction and, ultimately, the retention of highly valued talent. Here are the top areas to focus on. ✔Mentorship programs & learning development opportunities ✔Professional advancement or internal mobility in the company ✔Wellbeing offerings and recognition  ✔Embracing flexibility in how and where work gets done ✔Continuous feedback on performance  ✔Open communication  ✔Emphasis on collaborative teamwork At the end of the day, decreasing employee turnover and increasing employee retention doesn’t just help your company; it helps your people. An employee who feels connection to others is an employee who is most likely to engage. And an employee who can fully engage is an employee who feels compelled to stay. 

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Mastering Collaboration: Your Guide for Working Effectively with Gen Z
Mastering Collaboration: Your Guide for Working Effectively with Gen Z

In today's workforce, collaboration -- specifically collaborating with Gen Z -- is key to achieving success. And as organizations become more diverse, it is essential to understand and effectively work with team members from different generations. In particular, Generation Z (Gen Z), which refers to individuals born between 1997 and 2012, has unique characteristics and work styles that require HR professionals and team leaders to adapt their strategies. From embracing AI tools to providing training tailored to Gen Z, this article will help you navigate the challenges of working with Gen Z team members and foster intergenerational dynamics for a more collaborative and productive workplace. Understanding the Gen Z mindset Understanding the Gen Z mindset in the workplace is crucial when it comes to collaborating with Gen Z. As digital natives, Gen Z individuals have grown up surrounded by technology, which has had a profound impact on their thoughts and behaviors. This generation values instant gratification, diversity, and individuality. They are known for their entrepreneurial spirit and desire for meaningful work. Understanding these characteristics will enable HR professionals and team leaders to tailor their approach and create a collaborative environment that resonates with Gen Z team members. One way to understand the Gen Z mindset is by recognizing their desire for continuous learning and growth. This generation thrives on new challenges and opportunities to acquire new skills. By providing ongoing training and development programs, organizations can harness the full potential of Gen Z team members. Moreover, acknowledging their preference for a diverse workplace will foster an inclusive and collaborative environment. In the next section, we will delve deeper into strategies for effectively communicating with Gen Z team members and how to leverage their digital skills to drive collaboration. Stay tuned for an in-depth exploration of the Gen Z mindset and practical tips for working collaboratively with this generation. How to create a collaborative work environment Creating a collaborative work environment is essential for effectively working with Gen Z team members. This generation thrives in environments that promote teamwork, communication, and collaboration. Here are some strategies to foster collaboration: 1. Encourage open communication: Gen Z team members appreciate transparency and value open communication. Create an environment where they feel comfortable sharing their ideas, opinions, and concerns. Regularly schedule team meetings, brainstorming sessions, and one-on-one check-ins to facilitate open dialogue. 2. Embrace flexible work arrangements: Gen Z individuals value work-life balance and appreciate flexibility. Consider implementing flexible work arrangements, such as remote work options or flexible working hours. This will help them feel empowered and motivated to contribute their best work. 3. Utilize technology tools: Gen Z team members are tech-savvy and comfortable with various digital tools. Leverage technology platforms and collaborative software to streamline communication, project management, and document sharing. This will enhance productivity and efficiency. 4. Foster a supportive culture: Create a culture of support and empowerment, in which team members feel valued and encouraged to contribute their unique perspectives. Recognize and reward their achievements, and provide constructive feedback to help them grow professionally. By leading with these strategies, you can create a collaborative work environment that engages and motivates Gen Z team members, leading to increased productivity and better outcomes for your organization. Leveraging technology for collaborating with Gen Z Leveraging technology is paramount for effective collaboration with Gen Z team members. This generation is highly skilled in utilizing digital tools and expects to have access to the latest technology in the workplace. By incorporating technology into your collaboration efforts, you can enhance communication, streamline project management, and foster a sense of connectedness among team members. For example, it is wise to invest in a psychometric-based tool that helps teams better understand each other so they can collaborate and connect more meaningfully in meetings, on Slack, or via email. Utilizing technology doesn’t only bridge the generation gap but also makes the younger generation feel valued and needed in the workplace.  Investing in collaboration platforms and applications will also enable real-time communication and document sharing, eliminating the need for back-and-forth emails and increasing efficiency. Gen Zers are accustomed to instant messaging and video conferencing, so consider implementing tools like Slack or Microsoft Teams for seamless communication.  Fortunately, it’s also easy to leverage AI tools to kick your training and internal communication up a notch. Say you have a new Gen Z hire that needs to email the head of sales, John, every week with reported leads. The problem is, they hardly know John, and have no idea how John likes to consume information. With an AI tool that utilizes your company's previously recorded psychometric data, the new hire can use pre-supplemented suggestions to ensure their emails are comprehensive and useful for John, despite having never interacted with him before. This AI-fueled approach to “on-the-fly” training can extend beyond emails to all communications, ultimately helping Gen Z employees learn new skills and making their contributions to the business more impactful. Additionally, project management tools such as Trello or Asana can help keep everyone on track, assign tasks, and monitor progress. By utilizing technology in these ways, you can create a collaborative work environment that aligns with the preferences and expectations of Gen Z, ultimately leading to improved teamwork and successful outcomes. Communication strategies with Gen Z team members Effective communication is essential for successful collaboration with Gen Z team members. This generation has grown up with instant messaging and social media, and they prefer quick and concise communication methods. Here are some strategies to enhance collaboration through communication: First, establish clear expectations regarding communication channels. Discuss with your Gen Z team members which platforms they prefer for specific types of communication, such as formal emails for official updates and instant messaging for quick questions or updates. Second, encourage open and transparent communication. Gen Z team members value authenticity and appreciate when their opinions and ideas are heard. Create a safe and inclusive space where they can freely express themselves. Lastly, don’t underestimate the power of visuals and multimedia in your communication. This is, after all, the video generation! Gen Z team members respond well to visual content, so consider incorporating infographics, videos, and images to convey information in a more engaging way. By implementing these communication strategies, you can foster a collaborative environment where Gen Z team members feel valued and can contribute their best work. Nurturing a culture of inclusivity and diversity Nurturing a culture of inclusivity and diversity is crucial when working effectively with Gen Z team members. This generation values equality and appreciates a diverse and inclusive work environment. Here are some ways to promote inclusivity and diversity within your team: First, educate yourself and your team on the importance of inclusivity and diversity. Understand the different backgrounds, perspectives, and experiences that each team member brings to the table. Encourage open dialogue and discussions about diversity-related topics. Second, establish inclusive policies and practices. Consider implementing initiatives such as unconscious bias training, diverse recruitment strategies, and equal representation in decision-making processes. Celebrate and recognize the contributions of every team member. Encourage a culture of appreciation and respect for diversity by giving credit where it is due and acknowledging the unique skills and perspectives that Gen Z team members bring. By creating an inclusive and diverse work environment, you can foster collaboration with and innovation among Gen Z team members, leading to better overall team performance. Recognizing and appreciating Gen Z contributions Gen Z team members are incredibly talented and innovative individuals who bring fresh perspectives and ideas to the table. Recognizing and appreciating their contributions is essential for fostering collaboration and maintaining a positive work environment. Here are some ways to ensure that Gen Z team members feel valued and appreciated: Firstly, provide regular feedback and recognition. Gen Z employees thrive on feedback and appreciation for their work. Take the time to acknowledge their achievements and skills, whether it's through a simple thank you note or a public commendation in team meetings. By doing so, you are not only boosting their morale but also motivating them to continue delivering exceptional results. Next, provide opportunities for growth and development. Gen Z employees are keen on continuous learning and professional development. Offer them opportunities to attend workshops, conferences, or training programs. This investment in their growth will show that you value their career advancement and are committed to their long-term success. Lastly, involve Gen Z team members in decision-making processes. Their fresh perspectives can offer valuable insights and innovative solutions. Encourage them to participate in brainstorming sessions or include them in projects that require creative thinking and problem-solving. By doing so, you are empowering them to contribute to the team's success and instilling a sense of ownership in their work. Acknowledging Gen Z team members for their contributions is crucial for creating a collaborative and productive work environment. By offering feedback, providing growth opportunities, and involving them in decision-making, you are not only fostering their professional development but also maximizing their potential to drive innovation within the team. Overcoming challenges working with Gen Z While Gen Z team members bring immense talent and a fresh perspective to the table, it's important to acknowledge that there may be some challenges in working with them – just like any generation that’s entered the workforce. Understanding and addressing these challenges can significantly enhance collaboration and teamwork. One common challenge is the need for constant feedback and validation. In fact, new studies show that at least a couple of times a week, more than half of Gen Z, 54%, want praise from bosses for their efforts at work, according to data by Australian research firm McCrindle. Almost three in five Gen Zers seek constructive feedback about how they can improve in their role at least a couple of times per week. Gen Z is also accustomed to receiving instant gratification and may expect constant praise for their work. As a leader, it's crucial to set clear expectations and provide constructive feedback regularly while balancing praise to maintain motivation. Another challenge lies in effectively managing their technological reliance. Gen Z employees are highly tech-savvy and prefer digital communication channels. It's important to establish clear boundaries and guidelines for communication to ensure effective collaboration while also providing opportunities for face-to-face interactions to foster stronger relationships within the team. Additionally, Gen Z employees value work-life balance and prioritize flexibility. To ensure their productivity and satisfaction, consider offering flexible work hours or remote work options whenever possible. By addressing these areas, leaders can create a collaborative environment that maximizes the potential of Gen Z team members while maintaining productivity and teamwork. The benefits of effectively collaborating with Gen Z In the end, collaborating effectively with Gen Z team members can bring numerous benefits to an organization. Harnessing their unique skills and perspectives can lead to innovative solutions and fresh ideas. Gen Z employees are often tech-savvy and can offer valuable insights into utilizing digital tools and platforms to streamline processes and enhance productivity. By encouraging collaboration, leaders can tap into the creativity and resourcefulness of Gen Z team members, leading to increased efficiency and problem-solving capabilities. Furthermore, effective collaboration with Gen Z team members fosters a positive and inclusive work culture. By embracing their need for constant feedback and validation, leaders can build a supportive environment where individuals feel heard and valued. This, in turn, boosts morale, motivation, and engagement among Gen Z employees, resulting in higher job satisfaction and decreased turnover rates. Embracing collaborating with Gen Z for organizational success Collaboration is an essential component for organizational success in today's fast-paced and evolving business landscape. This is especially true when it comes to working effectively with Gen Z team members. In this article, we have explored the numerous benefits that come from collaborating with Gen Zers in the workplace, along with different tactics that can empower you to build successful partnerships with this talented generation. From their tech-savviness and ability to offer valuable insights into digital tools and platforms, to their creativity and resourcefulness, Gen Z team members bring a fresh perspective that can enhance productivity and problem-solving capabilities. By embracing their need for constant feedback and validation, leaders can create a positive and inclusive work culture that fosters high morale, motivation, and engagement. We have also discussed the challenges that may arise when collaborating with Gen Z employees. However, armed with the actionable strategies and techniques, you will be well-equipped to overcome these challenges and unlock the full potential of collaboration with Gen Z team members. If you’re looking for ways to tailor your onboarding, training, and collaboration strategies for Gen Z, we can help.

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Unlocking the Power of Generative AI to Transform HR
Unlocking the Power of Generative AI to Transform HR

In an era marked by digital transformation and remote work, Human Resources (HR) professionals face an evolving landscape. The challenges of recruiting top talent, maintaining effective communication, and optimizing productivity have never been more critical for the employee experience. Fortunately, generative Artificial Intelligence (AI) is emerging as a transformative force in HR, offering innovative solutions to address these issues. In this article, we'll explore the power of generative AI to transform HR by reshaping practices, improving recruitment processes, enhancing communication, and boosting productivity in distributed workforces. Revolutionizing Recruitment with Generative AI Recruitment has always been a cornerstone of HR, but the process can be time-consuming and fraught with biases. Generative AI, through its natural language processing and machine learning capabilities, is revolutionizing how organizations identify and attract top talent. Here are some key ways in which generative AI is reshaping recruitment: 1. Automated Candidate Screening Generative AI-powered tools can analyze thousands of resumes and job applications within seconds, ensuring that every candidate is evaluated fairly. These systems can identify relevant qualifications, skills, and experience, streamlining the initial screening process. According to a survey conducted by HR Dive, 72% of HR professionals reported that AI has improved their ability to find the right candidates more efficiently. 2. Eliminating Bias in Hiring One of the most significant challenges in HR is reducing unconscious bias during hiring. Generative AI algorithms are designed to make decisions based solely on data, reducing the risk of discrimination based on gender, race, or other factors. It promotes diversity and inclusivity in the workplace. 3. Personalized Candidate Experiences Generative AI can personalize candidate interactions, making potential employees feel valued from the beginning. Chatbots and AI-driven email responses can answer candidate queries promptly, enhancing the overall candidate experience. You can even make these responses sound more human than the traditional chatbot. Juan Betancourt, CEO of Humantelligence and well-known executive search recruiter notes, "Generative AI is a game changer for HR. The power of generative AI to transform HR will show itself in saved time and also an improvement in the quality of candidates screened. It will make the recruitment process is more efficient and inclusive than ever before." Generative AI to Transform HR in the Delivery of Communication Across Distributed Teams Effective communication is the glue that holds remote teams together. Generative AI is playing a pivotal role in bridging communication gaps and fostering collaboration. Here's how: 1. Virtual Assistants for HR Queries Generative AI-powered virtual assistants can handle routine HR inquiries from employees, such as leave requests, policy clarifications, and benefits queries. This not only frees up HR professionals from administrative tasks but also ensures quick and consistent responses. According to a study by Deloitte, companies that use virtual HR assistants have seen a 50% reduction in HR query resolution time. 2. Multilingual Support In a global workforce, language barriers might hinder effective communication and create inefficiencies. Generative AI can provide real-time translation services, allowing team members from different regions to collaborate seamlessly. 3. AI-Powered Chat and Collaboration Tools AI-driven chat and collaboration tools can analyze conversations and suggest relevant documents, resources, or experts, facilitating information exchange among team members. This enhances productivity and ensures that the right information is always at hand. This also works for email communication and communication in virtual meetings among colleagues. For example, HR can provide employees with an AI plug in to their email provider so that emails can be rewritten and optimized for how the recipient likes to receive information. One simply writes an email and then pushes a button. The email gets rewritten instantly using AI and then tells you why that person prefers this type of communication. "It's important for the employee experience to create a more supportive and engaging environment for people to develop and thrive. AI-driven insights that help people work together better have the power to reduce turnover and boost team productivity, while keeping team cultures/dynamics positioned for the future. It’s an investment that keeps paying dividends across the employee lifecycle,” said Betancourt.  In fact, a McKinsey report found that organizations that effectively leverage AI for internal communications and collaboration are 2.5 times more likely to be top performers. Boosting Productivity Through AI-Powered Insights Improving productivity is a constant goal for HR professionals. Generative AI is providing new insights and tools to help organizations streamline processes and maximize efficiency. 1. Predictive Analytics for Workforce Management Generative AI can analyze historical data and predict future workforce needs. This enables HR to plan for staffing levels, skill gaps, and training requirements, ensuring that the organization remains agile in responding to changing demands. IBM's Watson is a prime example of an AI system that offers predictive analytics for HR. 2. Automating Routine HR Tasks Administrative tasks, such as payroll processing and benefits enrollment, can be automated using generative AI. This not only reduces the risk of errors but also frees HR professionals to focus on strategic initiatives. 3. Employee Feedback and Sentiment Analysis Generative AI can analyze employee feedback, surveys, and sentiment data to gauge employee satisfaction and identify potential issues. This proactive approach enables HR to address concerns before they escalate. HR can now focus on strategic initiatives while the AI takes care of routine tasks.  Employees also appreciate the quick and accurate responses they receive. Challenges and Ethical Considerations Using Generative AI to Transform HR While generative AI offers numerous benefits, it's essential to acknowledge and address potential challenges and ethical concerns. These include data privacy, algorithmic bias, and the need for ongoing human oversight. HR professionals must ensure that AI is used responsibly and in line with legal and ethical standards. As technology continues to advance, HR departments that embrace generative AI will be better equipped to meet the demands of the modern workforce and drive their organizations toward success in an increasingly digital and remote world. For now, this is just the tip of the iceberg when it comes to the power of generative AI to transform HR. If leveraged right, it can enable organizations to recruit top talent, enhance communication, and boost productivity among distributed workforces. By automating tasks, reducing bias, and providing valuable insights, AI is transforming HR practices and helping companies thrive in a digital and remote world. However, it's crucial to address ethical considerations and ensure responsible AI use to maximize its benefits. As technology continues to evolve, HR professionals who embrace generative AI will be at the forefront of shaping the future of work. If you're interested in learning how Humantelligence's AI-powered psychometric tool can improve the employee experience, let's talk!

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What Smarter Collaboration Means in Microsoft Teams
What Smarter Collaboration Means in Microsoft Teams

In today’s global work environment, organizations and their employees must effectively communicate across different locations, time zones, and languages to drive their businesses forward. Microsoft Teams puts everything organizations need—chats, meetings, calling, and Office 365 apps—to make faster, more informed decisions in a single, intelligent hub. With Teams, every type of worker—from the frontline worker to the C-suite—is empowered to contribute their voice and take shared accountability for business outcomes. To quantify the benefits of Teams for organizations and employees, Forrester Consulting conducted a Total Economic Impact™ study of Microsoft Teams, commissioned by Microsoft. Forrester interviewed and surveyed over 260 customers using Teams in a wide range of industries, spanning financial services to education. All customers cited the following business objectives for implementing Teams:Increase employee productivity Improve collaboration across the organization Enable innovationKey Benefits: Implementing Microsoft Teams The study uncovered 11 benefits for companies to consider as they evaluate Teams as a primary communication and collaboration tool. The top four benefits are:Teams reduces the total number of meetings and their duration. Online meetings conducted over Teams are reliable and of very high audio-video quality. As a result, employees spend less time addressing setup and call quality issues, and more time interacting. The total time savings equal $6.9 million. Information workers save four hours per week from improved collaboration and information sharing. With Teams features like coauthoring, integrated file storage, and internal directory, information workers can effectively and efficiently collaborate in real-time. The potential savings equal more than $14.3 million. Information workers save more than one hour per week by not having to switch between applications. Access to third-party and line-of-business apps inside Teams from any device benefits all workers, especially remote workers. This creates better employee cohesion and a common corporate culture across locations. The total savings are nearly $4.8 million. Having resources available online in Teams reduces downtime by 14.6 percent. When resources are available in one cloud-based location, downtime is reduced and complexity is lowered, making security and compliance easier.Maximizing Value from Microsoft Teams In just the last few months, Microsft released Collaborative Notes. The new Teams’ meetings feature enables meeting attendees to work together taking notes, forming agendas, and creating action items. Meeting notes are not new to Teams, but this updated version automatically synchronizes edits to the notes across all attendee devices, offering a more efficient and seamless collaborative experience. Attendees are not restricted to a single app. Collaborative Notes will be instantly updated whether they are shared in Teams, Outlook, Loop, Word for web, or Whiteboard. How Smarter Collaborative Notes Work Attendees can add recurring agendas to all meetings while scheduling in Teams. To join a Teams meeting and collaborate on meeting notes, click the  click the “Meeting notes” pane, you can create agendas in real-time or review the agenda already provided. If you are assigned a task during a meeting, you will also be sent an email notification and the task will be automatically synchronized with your Planner and To Do. But real-time in-meeting communication means we don’t take into account the different personalities and work styles of our colleagues when we communicate. As a result, communication can often be misinterpreted, unclear, and not as meaningful and effective as it could be – which stunts productivity and connection. It also prevents the uninterrupted time that is necessary for team members to bring their full range of talents to their work, which is what makes them feel satisfied at the end of their work days.  Consider implementing a collaboration and coaching add-on to support more productive meetings and to maximize the value you get out of Collaborative Notes. A Smarter Way to Collaborate in Microsoft Teams This can begin as easily as putting personality insights at the fingertips of every employee, where they communicate most often --  think video meetings and chat. With this simple plug-in in Teams, you can give your staff the kind of information needed to better communicate and collaborate with one another, taking all of the guesswork out of it and allowing them to spend time on the work that matters. The plug-in automatically surfaces useful, customized tips for more effective communication with peers during meetings. Imagine being able to click on meeting participants and see real-time tips and recommendations for communicating, motivating, and influencing. Imagine seeing this same information in aggregate for your meeting group. Imagine knowing who best to tap on for pre- or post-meeting action items, for helping leading certain initiatives while identifying those better suited to document or support, and who might benefit from a heads up on particular messages — all of which take into account your team members’ behaviors, motivators, and work energizers in an easy-to-understand way.  As a team leader, you’re able to lay a strong foundation for more inclusive communication and belonging for team members, along with:Creating more balanced, diverse & agile teams Ensuring employees onboard or transition teams smoothly Optimizing team members’ impact by tapping into the unique behaviors, motivators & work energizers of each person. Experiencing the increased productivity that comes from improved team effectiveness. Squeezing every ounce of value out of your use of Microsoft TeamsAs a team member, you’re able to:Gain deeper understanding of one another, allowing better connection and ability to work through conflict Create deeper, more meaningful connection that translates into more effective collaborations and higher quality relationships at work Feel more engaged in your daily workIt’s important to give your employees the opportunity to thrive and do the job they were hired to do -- instead of requiring them to spend their valuable time figuring out how to work better with one another. The truth is, most people won’t take their time to figure out how to collaborate better, and as a result, connection wanes, relationships are reduced to transactions, and performance suffers. Don’t let team members go down this road when there are easier tech-enabled ways to do it. Doing so drives trust in your processes and leadership ability, and keeps employees engaged and performing at their highest levels.

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