Category Archives: employee communication

Job Satisfaction Hits New High

According to the Conference Board’s latest job satisfaction survey, the rate of job satisfaction among U.S. workers is at the highest level it’s been since 2005, with nearly half (49.6 percent) of workers reporting that they’re satisfied with their jobs. The Conference Board notes that job-satisfaction rates have increased steadily since 2010.

Of course, this also means that half of U.S. workers are not satisfied with their jobs. The latest number is also a far cry from the highs hit in 1987 and 1995, when the Conference Board’s survey found that 60 percent of American workers were satisfied with their jobs.

The strengthening economy is a big factor in the higher job-satisfaction rates in the latest report, says the Conference Board’s Michelle Kan, who co-authored the report. “The rapidly declining unemployment rate, combined with increased hiring, job openings and quits, signals a seller’s market, where the employer demand for workers is greater than the available supply.”

In other words, employees today have more options than they’ve had in some time, and they know it — and HR needs to pay attention to their needs. Indeed, while the Conference Board report finds that workers are most satisfied with their colleagues (59 percent), interest in their work (59 percent) and their supervisors (57 percent), they’re much less satisfied with their organizations’ pay and promotion policies. In fact, the five job components with the lowest satisfaction are promotion policies (24 percent), bonus plans (24 percent), the performance review process (29 percent), educational/job training programs (30 percent) and recognition/acknowledgement (31.5 percent).

Gad Levanon, the Conference Board’s chief economist for North America, tells the Wall Street Journal that the high satisfaction rates of 1987 and 1995 are unlikely to be repeated soon.

“It was a whole different world in terms of employee-employer relationships,” he said. “There was much more loyalty. People looked to their employer for more than a job, in many cases.”

Nevertheless, said Levanon, a satisfaction rate of 55 percent may be achievable.

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The Political Season and the Workplace

There's no reason political discussions at work can't be civil and respectful.

There’s no reason political discussions at work can’t be civil and respectful.

Next week, the Republicans will hold their nominating convention in Cleveland — today, the party released a list of speakers at the event, who will include former Broncos quarterback Tim Tebow and Dana White, president of the Ultimate Fighting Championship. It’s an unconventional list of speakers for a political convention, but that’s fitting because it’s been a thoroughly unconventional political season and will no doubt only get stranger still as Election Day approaches.

The anger and controversy the season has generated is resonating at many workplaces, of course, and today CareerBuilder released a survey of thousands of workers and managers that finds three in 10 employers and nearly one out of five employees have argued with a co-worker over a particular candidate this election season. Donald Trump has been the subject of most workplace arguments (13 percent), followed by Hillary Clinton at 8 percent.

Thirty percent of managers and 17 percent of employees have argued with a co-worker over a political candidate, the survey finds, and younger workers (ages 18 to 24) are the most likely to engage in heated political debate at work, at 24 percent.

In his campaign, Trump has stressed that political correctness is “killing our country,” and many employees share his concern: 50 percent of employees and 59 percent of managers say the American workplace has become “too politically correct,” with more workers saying it has hindered their business (34 percent) vs. the 22 percent who say it makes their business stronger. One third of employees (33 percent) say they’re afraid to voice certain opinions because they feel they may not be considered politically correct.

Of course, “political correctness” is a notoriously fuzzy term, and what some may consider overly PC behavior others would describe simply as common courtesy. In fact, PC behavior can actually boost productivity on male/female work teams, a 2014 study by Cornell ILR finds.

A few companies have fired employees for their political activity, prompting a conservative organization to call on large U.S. companies to publicly commit to respecting their employees’ rights to express their political opinions. That said, HR obviously needs to remind IT employees (who are the most likely to engage in political debates, at 47 percent, according to the CareerBuilder survey), manufacturing workers (37 percent), professional/business services employees (30 percent) and everyone else that –questions of free speech aside — if you can’t discuss a topic calmly and respectfully, it’s probably best to just leave it alone.

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The Cybersecurity and Culture Connection

The cyber risk realm is one that’s generally inhabited by those in the IT department.

New research from Willis Towers Watson, however, looks at the role human resources can play in helping the organization wrestle with cybersecurity-related issues, and what HR can do to help in the event of an actual cyber breach.

The London-based consultancy recently analyzed employee survey results from 12 organizations, examining engagement attitudes and opinions from more than 450,000 workers corresponding to a period in which significant data breaches were identified within the firms.

Employees’ responses were benchmarked against global high-performance companies and global IT staff from Willis Towers Watson’s database of employee opinion survey data. Overall, employee opinions within the organizations experiencing data breaches didn’t stack up favorably, with scores ranking the lowest in three aspects of company culture—training, company image and customer focus.

For example, fewer workers at firms that have recently encountered a data breach feel they have received adequate training for the work they do and have access to training to improve their skills and learn new ones to advance in their roles, while smaller numbers of employees at these companies feel their employers treat corporate social responsibility and customer focus as top priorities.

The lower scores emerging from organizations affected by a data breach were “expected,” according to Willis Towers Watson, but HR leaders “can use a number of tools at [their] disposal to help create a culture conducive to effective cyber risk management,” says Patrick Kulesa, global research director.

For example, he recommends stressing in training programs “the importance of customer information and the role that every employee plays in safeguarding details about customers—especially when training new hires generally and all hires in IT,” and suggests considering making such training programs an annual requirement for all employees, “to keep skills fresh.”

Kulesa also urges HR leaders to advocate providing or sponsoring continuing education programs on new developments in technology that impact the business.

With respect to consumer focus, “provide employees an opportunity to raise concerns about poor customer service, through employee surveys or other appropriate avenues,” he says, adding that leaders and managers should be evaluated on “how well they reinforce the value of customer service and reflect the image of the company through their actions.”

Ideally, such actions will help mitigate the organization’s risk of experiencing a cyber breach. But HR can also be integral in the recovery effort should one occur, says Kulesa.

“Help the businesses impacted to get out in front of the event through clear communications to employees, or through assisting leaders in crafting and delivering such messages,” he says.

In addition, “describe the steps already in place to encourage an effective culture—competencies for leaders, training for staff, avenues to raise concerns,” says Kalesa, adding that HR must also “be clear about steps being taken to improve risk management and the role each employee can play in that process.”

And, most importantly, “focus on continuing improvement,” he says, “not assigning blame.”

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HR’s Role in Aiding Ailing Employees

We all know this standard bit of wisdom: When you’re told you have a major disease — like cancer — one of the first things you should do is get a second opinion from another doctor. However, employees at some organizations may have an easier time getting that second opinion than their counterparts at other companies, according to a recent survey from the Northeast Business Group on Health.

86507521The NEBGH conducted a benchmarking survey on employers and cancer care with self-insured companies representing 1.2 million covered employees, along with interviews with cancer experts and benefits professionals and two workshops held last year. The resulting report, Employers and Cancer Care Quality: A Closer Look, finds that nearly half the employers do not offer third-party second opinion services — a finding the NEBGH says is important not only because data shows that second opinions can often reveal an initial misdiagnosis or point to a different treatment path, but because health plan-directed second opinions are sometimes mistrusted by employees.

Less than half the survey respondents say they have a network of high-performing oncology providers in place, and results also show there are “variations and gaps” in the non-clinical support services they offer, such as treatment navigation, emotional counseling and financial-planning services.

“Another major gap highlighted in our work is the lack of accessible, organized and systematic communication efforts directed to employees [diagnosed with cancer],” says Dr. Jeremy Nobel, executive director of NEBGH’s Solutions Center, which oversaw the report.

Most employees diagnosed with cancer choose to continue working during treatment, partly because doing so “helps them cope,” according to a survey conducted last year by Harris Interactive on behalf of the group Cancer and Careers. More employees are choosing to share their cancer diagnosis with their supervisors, according to Brenna Haviland Shebel, director of the National Business Group on Health’s Institute on Healthcare Costs and Solutions. It’s incumbent upon HR, these experts say, to ensure that employees who are waging battle against cancer are equipped with the knowledge and support necessary to get what they need while fighting to regain their health.

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When Peers Speak, Employees Listen

Who has the most sway over the financial decisions your employees make?

The answer seems to be “everyone but their employers,” according to a recent International Foundation of Employee Benefit Plans poll.

At a recent meeting for its board and committee members, the Brookfield, Wis.-based non-profit organization asked 150 benefit industry leaders to name the single-biggest influencer on their workers’ financial decisions. In response, 74 percent of those on hand said their employees’ money moves are most affected by the input of family members, friends, co-workers and peers.

While financial education has become a larger part of many companies’ broader employee wellness initiatives, IFEBP finds more employers expanding their efforts in an attempt to also reach those who have the ear of their workers when it comes to financial matters.

The foundation’s Financial Education for Today’s Workforce: 2016 Survey Results report, for example, saw two-thirds of employers offering financial education to their employees. The same report found 40 percent of employers saying they provide financial education to spouses and partners of employees, while 41 percent offer financial education opportunities outside of normal business hours and 20 percent make financial education available on the weekends, so spouses and partners can attend.

Meanwhile, another IFEBP report suggests that a majority of organizations are turning to employees’ peer groups to spread the word, with 63 percent of employers saying they are relying on word-of-mouth communication via workplace “champions” to increase employees’ awareness of benefits such as financial education.

Such employee advocates can play an invaluable role in the effort to increase financial education throughout the organization, said Julie Stich, research director at IFEBP, in a recent statement.

“In our focus groups, surveys and case study work, we’ve seen the importance of workplace champions,” said Stich. “Champions are passionate about the benefit in question—in this case, financial education.”

These “champions” often embrace the education they receive from their employer and pursue more information on their own, she added, noting that 75 percent of employers who indicated in the aforementioned report that their organizations use a “champion approach” report success with this strategy.

“They’ll adopt the benefit in their own life and eagerly talk with their co-workers about it as well,” said Stich. “Their enthusiasm, knowledge and ‘peer’ status grabs their co-workers’ attention and trust.”

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Safe and Secure, or Not So Sure?

The good news coming out of a recent CareerBuilder survey is that the overwhelming majority of employees (93 percent) feel their office is a safe, secure place to work.

A few other findings from the Chicago-headquartered employment website and HR software provider’s poll of 3,031 full-time, United States-based workers are less encouraging.

Some of these same employees, it seems, are less confident that their employers are adequately equipped to address specific threats in the workplace.

For example, 17 percent of those surveyed by CareerBuilder said they do not feel their workplaces are well-protected in case of a fire, flood or other disaster, and 26 percent don’t think their companies have an emergency plan in place should such events occur. Nineteen percent indicated their workplaces are poorly safeguarded from weather-related threats, and 26 percent don’t believe their organization has an emergency plan for responding to extremely severe weather.

In addition, 31 percent of respondents said they don’t feel their workplaces are well-protected from a physical threat posed by another person, and 41 percent said their company has made no provisions for handling such an attack.

This past February, I spoke with Michelle Colosimo, director of Black Swan Solutions, a Waukesha, Wis.-based provider of crisis management technology and services, about what employers can do to prepare workers for threats to their physical safety while on the job. More specifically, we talked about the importance of putting plans in place for an active shooter event in the workplace.

I sought Colosimo’s insight for an hreonline.com piece focusing on some of the tools and resources available to help employers equip employees to react should such an unthinkable scenario ever unfold in their office. (Incidentally, an expanded, more in-depth feature on this topic is set to run in our May print issue.)

HR leaders are faced with “a huge undertaking” in the event an active shooter descends on the workplace, said Colosimo at the time.

“Accounting for everyone is a big challenge. So, [HR] has to coordinate all of these things beforehand—What do you need to prepare for? And, what will you need to do when and if this does happen?”

Earlier this week, I reached out to Michelle for her take on the results of this CareerBuilder survey. She reiterated the need to have processes in place to potentially prevent an active shooter incident, and to provide employees with ways to anonymously report concerning behaviors or comments from another individual.

“If a report is made, the organization needs to have a threat assessment team in place to review each threat, and determine appropriate action needed to address the potential concern,” she says.

But, even the best, most comprehensive plan may not thwart an attacker, unfortunately.

“So, it’s critical that the organization train employees ahead of time on steps they need to take, as an individual, to protect themselves if an incident were to [take place],” she says.

Conducting realistic drills and active-shooter simulations and providing workers with practical tools and steps to follow also helps create “better muscle memory” in employees, she says, “so they take proper action when a crisis occurs.”

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Survey: Employees Only ‘Moderately’ Engaged

The good news, according to the Society for Human Resource Management’s latest Employee Job Satisfaction and Engagement Survey, is that employee satisfaction is at its highest level in 10 years, with 88 percent of respondents saying they’re satisfied with their jobs. The bad news? The number of employees who say they plan to look outside their current company for a new job is also up, at 45 percent. SHRM announced the survey results at its Talent Management Conference in Orlando earlier this week.

The keyword for holding on to employees is spelled R-E-S-P-E-C-T: 67 percent of the 600 employees surveyed ranked “respectful treatment of all employees at all levels” as “very important” to job satisfaction, followed by overall compensation/pay and benefits, job security and “opportunities to use skills and abilities,” which tied for fifth place with “trust between employees and senior management.”

As for employee engagement, actual engagement levels are little-changed from last year’s survey, said Evren Esen, SHRM’s director of survey programs, coming in at 3.8 out of 5 with 5 being the highest, showing that employees are “moderately engaged.” Satisfaction and engagement aren’t always aligned, with engagement typically tied to employees’ connection and commitment to their work and organization, she said.

One of the top factors affecting employee engagement are the engagement level of their coworkers, said Esen. “If employees don’t see those around them as being engaged, this will impact the overall level of engagement in the organization,” she said.

Being engaged means feeling that you’re an important part of the organization’s mission, she said.

“The opportunity to use their skills and competencies is of continuing importance to employees – it gives them a sense of engagement and pride,” said Esen. HR should develop a “skills matrix” for employees to get a better sense of “what they do well, not just what they do” in their everyday jobs, she said. This will make it easier to determine if there are other ways employees could be contributing and – by extension – feel a tighter connection with the organization.

“Nobody is going to feel sustained doing the same job over and over,” she said.

Dissatisfaction with their compensation and benefits was a top reason why employees plan to look for new jobs, the survey finds. Sixty three percent of employees chose overall compensation as “very important” to them, yet only 23 percent described themselves as “very satisfied” with their own compensation. Similarly, 60 percent chose overall benefits as very important, but only 27 percent said they were very satisfied with their benefits.

“Companies have only reinstated some of the cuts to benefits they made during the Great Recession,” said Esen. “Organizations really need to focus on what benefits their employees really want, and offer the ones that appeal to all demographics of their employee base.”

HR must also keep in mind the needs of a multigenerational workforce, she said.

“Millennials want their ideas to be valued and not dismissed just because they’re younger and less-experienced,” said Esen. “Boomers want to be valued for their experience, but often feel they’re not sufficiently valued for it. It’s important to keep both groups satisfied.”

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NLRB Rules Against Chipotle

In yet another case of a corporate social media policy found to have violated employees’ rights to engage in protected concerted activity, an administrative law judge of the National Labor Relations Board has ordered Chipotle Services LLC to rehire former employee James Kennedy, pay him back wages and post signs in its workplaces notifying employees that its former social media policies violated labor law.

Kennedy, who worked at a Chipotle restaurant in the Philadelphia suburb of Havertown, Pa., found himself under management’s spotlight after he replied to a customer who tweeted “Free chipotle is the best thanks” with “nothing is free, only cheap #labor. Crew members only make $8.50hr how much is that steak bowl really?”

After viewing the tweet, Chipotle national social media strategist Shannon Kyllo alerted regional manager Thomas Clark, who oversaw the location where Kennedy worked. Clark subsequently asked Kennedy to review Chipotle’s social media policy and delete the tweet, which he did.

Kennedy was later fired for what his supervisor, Jennifer Cruz, said was insubordination during a meeting at which he was asked to stop collecting signatures on a petition that addressed allegedly poor working conditions at Chipotle, including a lack of adequate meal and break times. Cruz later testified at the board proceedings that she feared for her safety during the meeting because Kennedy (an Army veteran who’d served three tours of combat duty) raised his voice and she feared he would become violent due to his diagnosed post-traumatic stress disorder.

Administrative Law Judge Susan A. Flynn found in her ruling that the corporate social media policy Kennedy had been asked to review was outdated at the time, as Chipotle had revised its policy to better comply with the National Labor Relations Act, which forbids employers from interfering with employees’ rights to engage in protected concerted activity. However, Chipotle could still be found liable for violations under the old policy, as that policy was the one referred to by Clark, the regional manager.

“I find that Clark’s implicit direction not to post tweets concerning wages or working conditions constitutes a violation of [the NLRA],” said Judge Flynn, reports Law360.

The judge also concluded that Cruz violated Kennedy’s rights when she fired him. Cruz’s fear that Kennedy would lash out “was neither justified nor true, and was fabricated after the fact,” Flynn said. Kennedy was fired because he had refused to stop collecting signatures for his petition, she said.

Kennedy has since found new employment working in a unionized position for American Airlines at Philadelphia International Airport and told the Philadelphia Inquirer he’s not interested in going back to work at Chipotle, although, he added, he’ll miss the free meals.

“If you want to tweet something about your personal experience at your job, do it,” he told the Inquirer, cautioning against libel and slander. “Tweet at your bosses and your bosses’ bosses.”

 

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A Word of Caution This Election Year

In case you didn’t notice, the 2016 presidential election season officially kicks off next Tuesday, when Iowa caucus-goers cast their votes for their favorite Democrat or Republican.

ThinkstockPhotos-476244660At this point, it’s anyone’s guess who will eventually win their party’s nominations. But this much is for sure: Contentious debate about the upcoming election around the workplace watercooler (and a host of issues associated with it) is only going to intensify in the coming months.

If the back-and-forth on social media today is any indication, HR leaders will want to brace for the worse. (In today’s environment, that means civil political discussions among employees escalating into heated discussions about issues involving race and religion.) But as Cozen O’Connor attorney Michael C. Schmidt recently reminded me, employers need to be careful not to overreact when things seem to be getting out of hand.

Just as employers have the right to ensure that the workplace is safe and productive, Schmidt said, employees similarly have certain rights that need to be appropriately balanced.

Schmidt, vice chair of Cozen O’Connor’s Labor and Employment Department, points out that “many states have some form of a ‘legal activities law,’ which prohibits employers from taking adverse action against an employee because he or she engages in certain types of political-related activities off premises and outside of working time.”

At the same time, he said, employers need to be “mindful of not imposing the company’s particular political views (and, especially, those of the company’s principals) on employees, and suggesting any link—positive or negative—between an employee’s expressed political views and compensation.”

Schmidt added that HR professionals need to “communicate to all employees that company policies prohibiting discrimination, harassment and violence in the workplace also extend to political discussion in the workplace.”

The bottom line: Employers would be well advised to tread carefully as they navigate what’s increasingly looking like one of the more volatile election seasons in recent memories.

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Change Brings Unclear Expectations

When it comes to change in the workplace, employees aren’t as worried about workload as one might think, according to a new  poll from ComPsych Corp.

It finds 31 percent of more than 2,000 surveyed employees are most troubled by unclear expectations from supervisors, while 20 percent are most worried about people issues around change.

“Change has become a constant for many workplaces, whether in the U.S. or globally,” said Dr. Richard A. Chaifetz, Founder, Chairman and CEO of ComPsych. ”Employees are telling us that much of the disequilibrium around change is coming from managers. These challenges have resulted in our training topics of ‘resiliency’ and ‘coping with change’ being by far the most popular,” he added.

When you experience change at work, what is most stressful for you?

31 percent said “unclear expectations from supervisors”

20 percent said “confusion / conflict between coworkers / departments”

18 percent said “belief that workload will increase or become more difficult”

15 percent said “uncertainty about future / questions about stability of company”

13 percent said “new processes / operating rules / skills needed”

3 percent said “other”

It’s interesting to note that employees cite their managers as the primary source of disequilibrium, which makes me think there is an opportunity for HR here to better train managers to be clear with their expectations of their workers.

As for the 20 percent who are most concerned about the
“people issues around change,” it seems that communication efforts could be well-utilized to allay such workers’ concerns about their roles in a changing workplace landscape.

And, while wonky words such as disequilibrium and resiliency may not have been in the workplace lexicon for very long, as the pace of business continues to accelerate, it seems certain that we will be seeing much more of them in the future. I suggest you start building up your resiliency to them now.

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