Today’s workplace has evolved at unprecedented rates, putting the employee experience into the spotlight. Recognizing and embracing this shift is the only way companies can position themselves for long-term growth and success.
In a variety of articles, we explore the ins and outs of employee experience, sharing insightful data and suggesting tangible takeaways for business leaders.
As early as March 2020, workplace experts were pointing to the duty of leaders to display emotional intelligence. They emphasized that empathy, respect, and a calm attitude were critical in helping their workforce cope with the crisis at hand. By late 2021, a scientific study was published that reported on the impact of emotional intelligence on work performance and behaviors in the midst of COVID-generated stress. Ultimately, emotional intelligence plays a significant role in the success of every business.
A shocking one in five women in technology are considering leaving their jobs, according to research. Their reasons for quitting vary from a lack of advancement opportunity and training resources to a shortage of female role models and mentors—as well as the ever-present pay gap that persists across industries. While many women have ambitions in the technology field, they struggle with the burden of learning to thrive in a heavily male-dominated field. Though representation of women in technology is growing, it is still limited.
Companies are finally opening their doors for their employees after many delays over the last year. This has triggered a trend aptly named the “Great Return,” but are business leaders and employees on the same page?
Though a majority of workers clearly prefer remote work, or at least hybrid work, business needs play a significant role in the equation, and the C-suite must act accordingly. They must implement return to work strategies that make professionals comfortable and motivated or risk losing them to the Great Resignation. After more than two years of turbulence and uncertainty, the Great Return has the power to bring people back together—but only if employers and employees are on the same page.
People everywhere are reflecting on their lives, values, and overall purpose. Job seekers’ expectations have evolved, and their decisions to accept a job offer—and refer that employer to others—will depend on how well a company meets these expectations through the employee experience.
As McKinsey reports, companies must learn to put workers first and acknowledge their role in the employee journey. After all, every current employee is also a potential future customer, business partner, referral source, or boomerang employee. Acknowledging the deep impact of employee experience is paramount to making a lasting change that will benefit both your employees and your business as a whole.
When the market for candidates, especially in technology, is so competitive, hiring efforts often become an all-consuming task. This singular focus makes it easy to forget about the people who choose to stay, inevitably leading to further turnover. To prevent this cyclical dilemma, a renewed focus on maximizing retention is critical.
Building a strong foundation of retention is essential in creating an engaged, productive workforce where team members are committed to staying for the long term. Regardless of your industry vertical, company size, or employee make-up, this foundation is built on social capital, empathy, and positive communication.
In October of 2021, 4.2 million Americans quit their jobs. Accounting for almost 3% of the entire U.S. workforce, that record-breaking number came on the heels of other record months. Workers are quitting their jobs at the highest rates in history, and while the implications of this Great Resignation could be long-lasting, they will not be evenly felt. Organizations that make an effort to learn why their employees are leaving and how they can address the deeper issues and concerns of each working age generation will be more successful in the long run.
When it comes to building an engaging company culture that retains top talent, it takes more than a break room filled with healthy snacks and weekly happy hours. Meaningful employee engagement starts at the top, and it is on management to ensure the rest of the team is following suit. It might be surprising to learn that only 13% of leaders rank well for both measurable results-driven skills and the people-skills needed to inspire, motivate, and engage their teams.
Resource 1 is an advocate for our local community. We are proud to sponsor a variety of local organizations through our time and monetary support.
Learn more about our philanthropy