All posts by David Shadovitz

An End to Harassment Arbitration?

Does the “Ending Forced Arbitration of Sexual Harassment Act of 2017have a better chance of becoming law than past attempts to restrict arbitration agreements? Especially given the timing, some believe the answer is an unequivocal yes.

Rep. Cheri Bustos (center) announces a bipartisan bill last week.

As you may have heard, Rep. Cheri Bustos (D-Ill.) and Sen. Kirsten Gillibrand (D-N.Y.) introduced bipartisan legislation last Wednesday aimed at voiding forced arbitration agreements and enabling “survivors of sexual harassment or discrimination to seek justice.” Senate co-sponsors include Lindsey Graham (R-S.C.), Lisa Murkowski (R-Ark.), Kamala Harris (D-Calif.). House co-sponsors include Walter Jones (R-N.C.), Elise Stefanik (R-N.Y.), and Pramila Jayapal (D-Wash.)

In announcing the bill, Bustos said …

“If we truly want to end sexual harassment in the workplace, we need to eliminate the institutionalized protections that have allowed this unacceptable behavior to continue for too long. Whether it’s on factory floors, in office buildings or retail businesses, 60 million Americans have signed away their right to seek real justice and most don’t realize it until they try to get help. Our legislation is very straightforward and simple—if you have been subjected to sexual harassment or discrimination in the workplace, we think you—not the employer—should have the right to choose to go to court. While there are a lot of good companies that take sexual harassment seriously and work to prevent it, this legislation will help root out bad actors by preventing them from sweeping this problem under the rug.”

“No worker should have to put up with such an unfair system,” said Gillibrand.

On hand for the announcement was former Fox News’ host Gretchen Carlson, who sued her former employer and its then CEO Roger Ailes over harassment. (Ailes passed away in May.)

Carlson, who received a $20 million settlement in the case, described forced arbitration as a harasser’s best friend. “It keeps harassment complaints and settlements secret. It allows harassers to stay in their jobs, even as victims are pushed out or fired. It silences other victims who may have stepped forward if they’d known. It’s time we as a nation—together—in bipartisan fashion give a voice back to victims.”

Lawrence Lorber, senior counsel with Seyfarth Shaw in Washington, predicts that the bill, as its currently worded, will likely meet some opposition. Its chances, he adds, would be greatly improved were the wording more targeted to sexual assault and harassment.

“I think the language of the bill goes further than what they intended,” Lorber says. ”What it does is not only preclude arbitration from being applied to sexual-harassment matters, but [from] all contracts of employment.”

Lorber points out that there already exists a model for addressing the legislation’s shortcomings. Ironically, he says, it’s The Franken Amendment, which was part of the Defense Appropriations Act and prevents defense contractors from requiring arbitration in instances arising out of sexual assault and harassment. (Sen. Al Franken, D-Minn., who sponsored the amendment, announced last week he would soon be giving up his Senate seat as a result of accusations of sexual misconduct.)

Thanks to The Franken Amendment, Lorber says, there’s already a law that exists for addressing this issue, though “for a much more limited universe.”

Lorber says he wouldn’t be surprised to see a bill addressing this issue become law as soon as early next year.

‘Listen Up, Hiring Manager’

If you’re a recruiter who feels as though you don’t have the respect of hiring managers, you’re probably not alone.

During a mega-session yesterday titled “Getting Hiring Managers to Focus on Great Recruiting” at Recruiting Trends and Talent Tech event, San Francisco State University Professor John Sullivan said that only one out of three hiring managers think recruiters have a positive impact on their businesses. But he also told those attending that recruiters have a number of options at their disposal for changing that dynamic.

Sullivan said that the best way to get the attention of hiring managers is to approach them with data that matters to them.

Recruiters, he said, shouldn’t waste their time trying to change what hiring managers care about, because they won’t change. Instead, he said, they should focus on what they do care about: money.

“Managers live in a world that’s data driven, but mostly it’s about money,” Sullivan said.

If recruiters want to get through to hiring managers, Sullivan said, they need to be able to explain how what they do impacts each of these four areas: business goals, bonuses, getting promoted and time.

“Don’t bother coming in to talk to hiring managers about diversity or time to hire, because it just glazes them over,” he said. “But if you come in and tell them you can increase their sales by 20 percent, then they will listen to you, instantly.”

Sullivan noted that recruiters have a compelling story to tell. “If you do great recruiting, you can increase revenue by 3.5 times,” he said, adding that leadership development has roughly half that impact.

“Every other manager on the planet measures process effectiveness,” Sullivan said. “But only 33 percent of firms actually measure quality of hire?”

How can recruiters know they are doing a good job if they’re not measuring the right outcomes? he asked.

At the same time, Sullivan said, everyone else in the organization measures failure rates, but not recruiters. (New hires, he said, fail nearly half the time, with a 46 percent churn over an 18 month period.)

Not good, he said.

Sullivan advised those attending to show hiring managers what a weak hire costs their organization. “How much damage can one employee do?” he asked. “A lot. They can cost you 10 times their salary.”

Curing Healthcare’s Hiring Woes

Few sectors exemplify the scope of the challenges facing today’s recruiters better than healthcare.

As iCIMS Chief Economist Josh Wright pointed out during a breakout session titled “Approaching Intensified Competition for Talent in Changing Times” at this week’s Recruiting Trends and Talent Tech event, employers in healthcare continue to struggle in their quest to find and attract the talent that’s needed.

Healthcare, he said, continued to grow even during the most recent economic downturn. “The reason is pretty intuitive,” he explained. “People don’t stop getting sick just because the economy slows down.”

Wright noted that healthcare is becoming a much larger part of the economy and predicted that that trend most likely will continue. The Bureau of Labor Statistics, he said, projects average growth will be 6.5 percent between 2014 and 2024 for all [healthcare] occupations. Technical and support jobs, he added, are positioned to grow the fastest because of today’s aging population (16.4 percent and 23 percent, respectively).

He said that wages are rising, though only modestly. “Most economists are scratching their heads as to why, with unemployment is so low, wages aren’t moving up more aggressively,” he said.

These economic and labor realities, Wright said, are forcing healthcare institutions to revisit and rethink their hiring priorities and practices.

During the breakout session, Memorial Sloan Kettering Cancer Center Director of Talent Acquisition Kyla Nemitz shared her institution’s story, which includes a major expansion.

Nemitz said that each of new MSK site requires hiring 250 to 300 people. In 2019, she said, the organization plans to open a new center financed by the Koch Brothers that will require the hiring of up to 1,500 people.

Market data shows that patients are at risk if the patient-to-nurse ratio is 4:1 or less, she said. “We have to hire those nurses,” she explained. “They have to be there … .”

To address its staffing challenges, MSK’s talent-acquisition group realized in 2011 that it needed to develop a formal workforce plan. “We knew that we were going to open all these sites and needed a strategic roadmap,” she said.

Nemitz said TA worked closely with finance and strategy planning to make that happen.

MSK has also been able to successfully use market data to drive recruiting efforts, she said, noting that the company uses LinkedIn data to identify what’s happening the market.

In addition, the center has begun to use employee-survey data to help drive its TA strategy, reviewing the data to determine what motivated workers.

In the case of service workers, Nemitz said, respect was a key driver. Based on that insight, she said, MSK began to incorporate that insight into the messaging aimed at those workers, who include security guards and janitors.

Nemitz said that sometimes the best solution can be found internally.

“We were looking at our internal data, as well as the market data, and realized that lab technologists are an aging field,” she said. “The market data showed us that people were not going into these programs and we had a ton of openings.”

So what MSK did, Nemitz said, was spearhead a program of its own called the Lab Scholars Program. “We partnered with a school in the area, sending five to eight of our employees to an 18-month lab technology program,” she said. (The program is now in its third year.)

Roughly 20 lab technologists either have graduated from the program or will be graduating, she said. In order to participate, workers were required to sign a “commitment letter” that requires them to stay with MSK for three to five years.

Through that program, she said, MSK is finally “making a dent” in filling those positions.

 

NAHR Welcomes New Fellows

The National Academy of Human Resources inducted its 2017 class of Fellows at its annual dinner and installation ceremony Thursday night in New York.

NAHR Class of 2017 Fellows (from left to right) Donna Morris, Peter Fasolo, Christine Pambianchi and Tim Bartl.

One association executive and three senior HR leaders were welcomed into the academy by their peers in recognition of their level of achievement, including Timothy Bartl, executive vice president, general counsel and secretary of the HR Policy Association and CEO of the Center on Executive Compensation; Peter M. Fasolo, executive vice president and chief human resources officer at Johnson & Johnson; Donna Morris, executive vice president for customer and employee experience  at Adobe Systems Inc.;  and Christine Pambianchi, senior vice president of human resources for Corning Inc.

The NAHR’s first class of Fellows was inducted 25 years earlier. To acknowledge the milestone, six members of the founding committee who were present at the induction ceremony were asked to stand and be recognized.

To date, with the addition of its 2017 class, 172 individuals have been named Fellows of the NAHR.

Tim Bartl joined the HR Policy Association as its assistant general counsel and vice president of corporate affairs in 1997, when it was known as the Labor Policy Association. He’s been instrumental in expanding the association beyond employment policy into areas such as healthcare and executive comp. At the Center on Executive Compensation, he oversees operations, policy and federal advocacy activities and has played a key role in growing its “subscribers” over the past 10 years from 26 to 134.

Peter Fasolo joined Johnson & Johnson in 2004, after 13 years in management at Bristol-Myers Squibb. Under his leadership, J&J has transformed its approach to HR strategy and service delivery by establishing a global network of shared services. He also has played a key role in leveraging analytics capabilities to better align J&J’s talent and innovation strategies. During his tenure, the company has been able to place internal successors in 80 percent of all senior-management positions.

Donna Morris joined Adobe 15 years ago. She has played a key role in reshaping virtually every aspect of Adobe’s employee experience over that period and, in 2015, her responsibilities were expanded to include the customer experience. Morris is a champion of diversity, and is responsible for  developing cutting-edge benefits aimed at attracting and retaining talent. She’s a member of the board of directors at the Society for Human Resource Management.

Christine Pambianchi joined Corning in 2000 as a division HR manager and has led the company’s global HR function since 2008. Among her achievements are creating a Talent Management Center of Excellence, expanding Corning’s MBA recruiting process at core schools and enhancing the company’s leadership-development curriculum. Her efforts in the area of diversity has led to increases in the number of women, African-Americans and other minorities in leadership roles—39 percent, 17 percent and 83 percent respectively.

Next year’s annual dinner and installation ceremony is scheduled for Nov. 8.

Researching with Care

In today’s digitally connected world, HR leaders should tread carefully as they research and evaluate their technology options.

That was a recurring theme in a presentation delivered by Blackbox Consulting Principal Consultant Jonathan Grafft and Aptitude Research Partners Co-founder Madeline Laurano at a session titled “Research to Practice: How to Use Industry Resource to Make Better HR Technology Decisions” at the 2017 HR Tech Conference.

To be sure, the hunt for new technologies is fraught with danger.

“There are more and more vendors in the HR technology space,” said Laurano, adding that a report by the research firm CB Insights estimates that investments in HR technology have gone from $400 million in 2012 to $2 billion today. “That indicates a lot of new providers, a lot of new opportunities and a lot of confusion.”

Between the dozens of different analyst firms dedicated to covering human capital management and the hundreds of bloggers and vendors that do their own research, the process of selecting new technology can be extremely difficult.

Grafft said that the process needs to start with figuring out the problem you’re trying to solve.

Then, he said, the next step needs to involve collecting the information that’s going to help you solve your problem. “It might be research reports,” he explained. “It might be [talking to] colleagues in the space. It might be coming to HR Tech and talking to vendors.”

Laurano pointed to research her firm conducted last year that found word of mouth and reference calls with customers were the two sources employers trusted the most. “When I look at ratings or reviews, whether it’s to buy shoes or clothes, I look at what other people are saying,” she said, adding that the same is often true for those evaluating HR technology.

Both Grafft and Laurano advised employers to take a lot of the information out there with a grain of salt.

“Is your source a trusted analyst firm … or a vendor that’s trying to push a particular message?” Laurano asked. “You need to figure out where the information is coming from.”

Often, Laurano said, the information might be coming from someone with a relationship with one the firms.

HR leaders should look at multiple sources of information as they weigh their options, Laurano said. “Don’t just depend on one source.”

Laurano placed analyst firms in three buckets: Those that receive all of their revenue from vendors for writing a report; those that have a membership model and work with corporations to conduct research; and hybrids of the two.

In evaluating analysts, she said, it’s important to ask about their expertise, their knowledge of the space they’re covering and their business model.

At the end of the day, Laurano and Grafft said, you need to narrow the field of vendors down to a manageable number and be comfortable with the decision you ultimately make.

Salesforce’s Efforts to Engage

Most employers are looking for better ways to engage employees—and Salesforce is no exception.

Speaking a mega-session on Tuesday afternoon (“Building and Maintaining an Engaging Company Culture”) during the opening day of the HR Technology Conference and Exposition®, Salesforce’s Senior Vice President of Employee Success and Operations David Kingsley described employee engagement as the secret sauce for achieving the tech company’s principal goal of “improving the state of the world.” (You thought I was going to say something like generating greater profits or satisfied shareholders, right?)

Kingsley recounted the story of Salesforce Chairman and CEO Marc Benioff, who learned about the concept of ohana—the idea that family, in the broadest sense of the word, are bound together—during a sabbatical he took in Hawaii. Benioff, he explained, has since made ohana part of Salesforce’s DNA.

As you might expect, Salesforce—which now employs about 28,000 employees globally—has made a concerted effort to leverage technology to better engage its employees.

While the world outside has become more app-centric, Kingsley said, employers are continuing to use the same playbook in the workplace. “Employees are asking, ‘Why can’t work be more like my personal life,’ ” he said.

Everything comes down to whether or not “we can create a better employee experience,” Kingsley said. He cited the way Salesforce previously onboarded new hires as a prime example of a process that was in disrepair.

“When you started working at Salesforce,” Kingsley said, “you received a printout with 17 IT tickets you had to submit on the first day that gave you access to all of the systems you would use. We’d say, ‘Here’s your laptop [and] here’s your Wi-Fi, now go online and stay there for an hour-and-a-half to fill out these tickets … .

“We were making the employees do the work on behalf of the organization,” he said.

In response, Kingsley and his team looked at the data to identify ways to streamline that experience and change it from being organization-centric to being employee-centric.

Later in his talk, Kingsley shared a related story of an employee who joined Salesforce three years ago. “He came in for orientation and his laptop wasn’t ready, his phone wasn’t provisioned and, worst of all, his boss didn’t know he was starting that day,” he recalls.

By the end of the day, he said, the employee sent an email from his personal account informing the recruiter who hired him he was resigning.

That email, Kingsley said, was sent around the globe with the subject line: “ ‘New World Record,’ ” referring to the fact that Salesforce had lost a new hire after just one day.

“That was our Apollo 13 moment,” he said.

Today, he said, Salesforce is using the cloud, social, mobile and the Internet of Things to create an experience in the workplace that mirrors the one employees are having outside of work.

SHRM in the Big Easy

The heat and humidity of New Orleans in mid-June didn’t keep folks away from the Society for Human Resource Management’s 2017 annual conference, which, according to the association, drew a crowd of more than 15,000 attendees.

In her Monday morning remarks, the SHRM Board Chair Coretha Rushing noted that it was the largest SHRM ever.

If you’re an HR leader, I suppose you can read this to mean that employers are continuing to invest in their HR teams.

Held under the theme “All In,” reflecting the need for HR professionals to be fully engaged in what they do, the conference represents the final one under the stewardship of SHRM President and CEO Hank Jackson. In January, Jackson, 65, announced he would be retiring at the end of the year as head of the 290,000-member association. Earlier this month, SHRM announced his replacement: one-time SHRM chair Johnny Taylor, who is currently chairman and president of the Thurgood Marshall College Fund.

SHRM continued its tradition of releasing its annual Employee Benefits survey at the conference.

According to the latest study, one-third of the 3,227 HR professionals who responded said their organizations increased their overall benefits in the past 12 month, suggesting that benefits continued to be an important tool for recruiting and retaining talent. Health and wellness were the two areas most likely to experience increases, cited by 22 percent and 24 percent of those responding, respectively.

Roughly one-third of organizations (34 percent) indicated they offered healthcare coverage to part-time employees, compared to 27 percent in 2014. Meanwhile, about three of every five organizations (59 percent) said they have a general wellness program for employees.

Just 6 percent of the organizations decreased their overall benefits, with healthcare and wellness topping the list of areas being cut.

Workplace flexibility also experienced a modest uptick, with telecommuting and flextime both experiencing increases from a year earlier. Roughly three out of five organizations (62 percent) allowed some type of telecommuting, and 57 percent offered flextime, allowing employees to choose their work hours within limits established by the employer.

Ellen Galinsky, a senior research advisor to SHRM who also serves as president of the Families and Work Institute and is chief science officer for the Bezos Family Foundation, noted that the flexibility findings are consistent with other research she’s done.

“Why are companies helping employees with flexibility?” Galinsky asked during a press conference that gave a first look at SHRM’s Effective Workplace Index, which uses seven components to measure workplace effectiveness. “We found it’s retention, retention, retention.”

In a national study of employers, she said, 39 percent identified retention as the major reason for adding these initiatives. Recruiting was naturally a key factor as well.

Of course, as Laszlo Bock suggested in his Monday morning keynote at the conference, giving employees the freedom to choose what they’re working on also goes a long way to keep them engaged in what they’re doing—and inevitably will lead to greater retention.

Bock, the former senior vice president of human resources at Google who recently announced the launch of a jobs startup called Huma, told those in the audience that “you want to give people a little more freedom than they’re comfortable with.”

The end result, he said, will be increased “productivity and happiness.” (Bock will be keynoting our HR Tech Conference this October, focusing on the role HR can play in building organizations that innovate.)

Bock shared three principles during his remarks.

First, Bock said, companies need to give work meaning. “The most important thing you can do is create an environment that … instills meaning in the work people are doing,” he explained. “If you can connect your work to something more meaningful, [people] will be more productive.”

Second is trust, he said. “Trust comes down to a fundamental question: Do you think people are good or evil? If you believe people are fundamentally good, you’re going to treat them that way. But most organizations [structure themselves in such a way that they] actually don’t assume that they’re good.”

Instead, Bock said, companies need to be more open and transparent with their employees. “One of the things Eric Schmidt at Google always used to do [at every quarterly meeting] was share his entire presentation,” he said. “I don’t know if they’ve been doing it in the last six months, but it never leaked while I was there, and it let people know they were trusted.”

A third principle Bock shared is to “always, always, always, always hire people better than you.”

Know what you’re interviewing for, he said. “I don’t mean the job description. I mean, What are the attributes a job needs.”

He advised HR professionals to not let hiring managers make the hiring decision. Why? “If you’re a hiring manager, you are susceptible to not just the bias inside your own brain, but pressure from outside people.”

Instead, Bock said, establish a hiring committee, one that doesn’t including anyone who’s going to work with the person. The committee’s whole job is to ensure quality, he explained. Was the assessment fair and unbiased? Was it valid?

Over time, he said, companies that hire better than their competitors will emerge as winners.

SHRM Names Taylor to Post

As many of you know, Society for Human Resource Management CEO Hank Jackson announced his retirement in January, after 12 years at the helm of the world’s largest HR association.

Johnny Taylor

The expectation by some was that the Alexandria, Va.-based group, with 285,000 members globally, would officially announce his replacement around the time of its annual conference later this month. Well, the suspense ended yesterday with the appointment of Johnny C. Taylor Jr., a familiar face in SHRM circles, as the new SHRM president and CEO, effective this November.

Taylor is currently president and CEO of the Thurgood Marshall College Fund, a national organization representing nearly 300,000 students attending 47 publicly supported, historically black colleges and universities. He’s been in that role since 2010.

Before TMCF, Taylor worked for IAC/InterActiveCorp, first as senior vice president of HR for IAC/InterActiveCorp and later as president and CEO of one of IAC’s operating subsidiaries. Prior to that, he was a litigation partner and president of the HR consulting business for the McGuireWoods law firm; executive vice president, general counsel and corporate secretary for Compass Group USA; and general counsel and senior vice president of HR for Viacom’s Paramount Pictures Live Entertainment Group.

Taylor served as SHRM’s board chair in 2005 and 2006. (Gerry Crispin, principal and co-founder of CareerXroads, recalled that when Hurricane Katrina hit New Orleans, Taylor, who was board chair at the time, was “instrumental in honoring many of the HR leaders who reached out to help those who had to leave the area for other communities.”)

Johnny was Chair of the Board of SHRM when Katrina hit N’Awlins and instrumental in honoring many of the HR leaders who reached out to help those who had to leave the area for other communities.

In making the announcement, SHRM Board Chair Coretha M. Rushing called Taylor a “visionary leader and accomplished HR strategist who is committed to the continued advancement of the profession … .”

SHRM board member Patrick Wright, meanwhile, said Taylor will be a great successor to Jackson.

“Johnny has such a breadth of experience: HR, legal, operational, strategic, for profit, not for profit, etc.,” said Wright,  a professor in the Darla Moore School of Business at the University of South Carolina.  “He brings to SHRM a vision for the organization and an even larger vision for the profession. I look forward to working with him.”

It’s been a busy year in terms of leadership changes at HR professional associations. SHRM’s announcement follows the appointment in April of Scott Cawood as president and CEO of Scottsdale, Ariz.-based WorldatWork.

Tackling Turnover at Taco Bell

As you might expect, labor is a huge deal for fast-food restaurants such as Taco Bell Corp.

Making sure stores are appropriately staffed with engaged workers is a top priority for the Irvine, Calif.-based firm, which has 830-company-owned outlets and 30,000 employees (nearly half of whom are 22 years old or younger).

As Taco Bell Vice President of People and Experience Bjorn Erland explained yesterday during a session titled “Taco Bell Enhances Its People Strategy with a New Analytics Recipe” at this week’s WorldatWork Total Rewards Conference and Exposition, controlling turnover is a major challenge for the firm.

During the Great Recession, Erland said, Taco Bell’s turnover rate decreased dramatically; but beginning in 2012, it began to rise again while engagement scores began to fall.

Leadership was hearing that pay was a major reason people were leaving. But in order to come up with the right game plan, HR knew it needed more data. So it brought in global consultancy Mercer to better understand the key drivers behind the high turnover and identify ways  to address it.

When it looked at why workers stuck around, Taco Bell, a unit of Yum! Brands, found that a flexible work environment and strong culture were major drivers. As to why people were leaving, factors such as a high level of stress, lack of training and better opportunities elsewhere emerged as a big contributors.

In an effort to better understand the part pay practices were playing, Mercer studied more than 500 company owned U.S. restaurants and 20,000 employees over a 13-month period.

“We looked at workforce factors such as starting pay, pay levels and bonus payments,” said Rick Guzzo, a partner in the Washington office of Mercer. “Then we looked at how long [people] were working at Taco Bell, their average age … and external factors such as store size and where the store was located.”

Well, the big “Aha!” for Taco Bell was learning that earnings were far more important to workers than their rate of pay. Were they working enough hours, including overtime, to bring home a bigger paycheck? (Erland noted that Taco Bell’s pay was competitive with others in the industry.)

In light of these finding, Erland said, the company began to increase its use of “slack hours” to increase the amount of employee take home pay. “Turnover improved when employees were able to bring home more earnings,” he said.

Indeed, the study found that employees who worked 100 hours or more a month were 71 percent more likely to stay than those working fewer hours. “This was eye opening. It’s not a guarantee, but it’s almost like a guarantee,” Erland said.

The research also found a strong correlation between poor store performance and regional general manager turnover.

“You can’t stabilize team-member turnover unless you stabilize the turnover above the restaurant [level: area coaches and RGMs],” Erland said.

Erland noted that 600 out of its 900 company owned store managers had new supervisors in 2015. “That’s just not normal,” he explained. “So we put in place a process in which the COO and I approve any area coach moves” and added “a bonus plan for area coaches that was tied to RGM stability.”

The other thing area coaches often did, he said, was take an RGM who was a superstar in an A store and put them in an F store to turn it around. “What you end up getting are two Cs,” he said. “So we told them don’t move them around; keep them at the A store and we’ll figure out the F store… . As a result, they didn’t move RGMs around much at all last year.”

Next year, Taco Bell is also looking to test the idea of applying variable pay to filling its late-night shifts. “It’s hard to get someone to come in at midnight and work until 4 in morning,” Erland said. “So we have to differentiate the pay [for those workers].”

Hours before Erland shared his story, Taco Bell issued a press release that announced the second stage of a partnership with Roadtrip Nation. The partnership highlights various career paths within the organization, in order to make it easier for current and future employees to match their job needs and goals with the firm’s career opportunities.

Stories of current employees and alumni are featured on the Roadtrip Nation platform, so both current and prospective employees can gain a better understand of what needs to be done in order to achieve their career goals, whether it’s managing a Taco Bell restaurant, working in the marketing department at headquarters or taking skills to another industry all together.

“The platform aims to foster networks and communities and empower team members by hearing about their lessons learned and career paths of others,” according to the press release.

One alumni interviewed and featured is Fred Mossler, former senior vice president of merchandising at Zappos and an entrepreneur. Mossler’s first job was cleaning dishes at Taco Bell, where he worked his way up to a supervisor.

Giving Workers a Reason to Stay

If you’re looking for more proof that recognition matters, check out this Friday morning the results of OfficeTeam’s latest survey.

Exactly two-thirds (66 percent) of the 750 workers surveyed said they’d likely leave their job if they didn’t feel appreciated, up from 51 percent who responded that way in 2012. That’s certainly a pretty substantial jump over a five-year stretch. In contrast, just over half (54 percent) of 600 senior managers questioned believe it’s common for staff to quit due to lack of recognition.

Asked to share the best form of appreciation from a boss or colleague that they received, those questioned offered up some wide-ranging answers, including: a handwritten thank-you card from the chief operating officer; a new car; being named employee of the year; an all-expenses-paid trip to Jamaica; and a donation to a nonprofit in my name.

In a press release on the findings, OfficeTeam District President Brandi Britton noted  …

“All professionals like to be acknowledged for their contributions, and not just once or twice a year. While monetary rewards are always crowd-pleasers, companies don’t need to spend a lot to show appreciation to their workers. Regular praise and even tokens of gratitude can go a long way.”

Employees were also asked to share the strangest form of recognition they personally received at work—and their responses included a few dozzies, including a loaf of bread, a custom statuette of the recipient, edible flowers, an expired gift certificate, a $0.03 raise and socks.

Just a few things to consider—and not consider—as you plan for Administrative Professionals Week, which runs from April 23 to 29.