HR practices are changing to focus on giving employees continuous feedback and digital learning opportunities, turning executives into coaches and teaching HR leaders to be business partners, according to a new report based on research by IBM and Josh Bersin. "Today's workforce expects transparency into pay ... race, gender, age and other pay inequities must be eliminated," the report says.
Most employers say employees are struggling with mental illness, substance abuse or addiction, with stigmas around these conditions preventing many from seeking the help they need, according to a survey by The Hartford. There is also a perception gap, with about 80% of employers saying they accept and encourage discussion of mental health concerns, while a smaller percentage of employees agree.
Uber will ask employees to report to the office half of the time, but they can decide when they want to come in and choose their preferred office location, says Nikki Krishnamurthy, chief people officer. "We'll also host periodic in-person meetings once our offices reopen so remote employees have the chance to meet and collaborate with their teammates face to face and benefit from in-person interaction and collaboration," Krishnamurthy says.
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Companies with an agile workplace culture perform better than their competitors and give employees a sense of security, write Gallup's Marco Nink and Jennifer Robison. Agile companies have a unified vision, focus on the customer and employee experience, seek diverse talent, create adaptable operating processes and have leaders who make timely decisions, they write.
Employers may be better off scheduling which days employees should report to the office in a hybrid work arrangement instead of allowing them to decide on their own, HR leaders and other executives say. "When you give too much choice to employees, you can inadvertently create a two-tiered system," says Tomas Chamorro-Premuzic, ManpowerGroup's chief talent scientist.
Looking to the future, the workers' compensation segment could continue to feel the effects of the pandemic in the form of changing safety expectations and lingering coronavirus-related policies, says Gary Pearce, chief risk architect with Aclaimant. "Some of those laws and regulations will remain in place for years to come, whether due to inertia, concern about a next pandemic, a beneficial 'spill-over' effect, or because such rules advance other political objectives," Pearce notes.
To help women of color attain senior leadership positions, give them opportunities to head team projects, create employee resource groups and train managers, writes Tiffany Pham, CEO of Mogul. "Find alignment with their goals and create a career plan for advancement," Pham writes.
Being aware of succession issues and helping new executives transition into their jobs is vital for business continuity, especially as companies build inclusive and diverse workforces, says Ernest Marshall Jr., chief HR officer at Eaton. "You need to build a leadership team around you who can amplify your skills, because they can bridge a gap that you might have, and you can amplify theirs," he says.
HR leaders can help manage cultural diversity at work by encouraging employees to look for common interests among their colleagues, while appreciating everyone's differences, writes Prakash Santhanam. "To succeed in a culturally diversified environment, it is essential to know not only one's own cultural rules, but also the cultural rules of others," Santhanam writes.