Today’s post comes to us from The Workforce Institute advisory board member David Creelman, chief executive officer of Creelman Research.

There are several ways HR can help managers make good judgement calls on nuanced issues such as flex work, dress code, or how they distribute their bonus budgets. However, many of these approaches can easily backfire. Let’s consider three attractive (but risky) approaches:

1) Embrace bureaucracy. Many leaders, especially in staff roles like HR, want consistency. They say, let’s create clear, detailed policies that managers are required to follow.

2) Avoid bureaucracy. Many leaders want to avoid bureaucracy. They say let’s just let managers make a judgement call on the issue (e.g., how much flex work is allowed in their team).

3) Build rigorous processes. Some leaders recognize situations that require judgement are varied and subtle. They want those decisions made not by following a rule book but by following a process that engages a wide range of stakeholders with due time for deliberation to ensure a high-quality judgement.

All of these can easily go wrong. Avoiding bureaucracy can lead to a Wild West of inconsistent and, too often, poor decisions. Embracing bureaucracy can lead to stifling policy manuals that get ever-more complex without becoming more useful. Rigorous processes can be so slow and expensive that they satisfy no one, even though they do lead to good judgements in the end.

The trick for HR leaders is to recognize there is another approach that can navigate into an optimal space for supporting sound, consistent managerial judgement:

4) Flexible guardrails. Use a mix of policy, process, and training to enhance managerial judgement.

Let’s consider enforcing a dress code. What is appropriate will vary a lot from IT to sales, from Toledo to Tokyo, and from the day the media is on a tour to the typical casual Friday. We want managers to have a good deal of flexibility in applying their judgement on what is appropriate while reducing the risk of bad choices.

We can achieve this with some general policy guidelines that provide direction without undue detail, a little training just to be sure they understand the principles, and perhaps a process where they don’t make a decision — such as telling an employee their attire is inappropriate — without following a simple process such as talking it through with their own manager first.

When it comes to an area like deciding on bonuses, the policies, training, and processes are likely to be more rigorous and constraining, while still leaving a good deal of judgement with the manager.

Key Takeaway

When you lay out the logic this way, it seems so self-evident that it hardly needs to be said. However, how often have you seen companies embrace bureaucracy to the point it becomes stifling; then in response, avoid bureaucracy and end up in the Wild West; or in a well-meaning attempt to make things right, design impractical rigorous processes?

Leaders often adopt the wrong approaches because they require less thought than the flexible guardrail approach. Putting a label on these things helps remind us which approaches will get us into trouble down the road and point us toward a wider range of options that will support the need to make nuanced judgements.

Today’s post comes to us from Brandon Bielich, managing editor of The Workforce Institute.

Can you believe the holidays are here? Whether you’re recovering from your Thanksgiving gorge or hanging holiday decorations, we invite you to take a few moments to catch up on all the great insights from The Workforce Institute we offered this past month. As we quickly roll into December, here’s a look at anything you might have missed from us at The Workforce Institute in November.


More Thoughts on Managing Employees’ Time Off
In October, The Workforce Institute Weigh-In navigated the sometimes tricky topic of time off — and how to manage employees who take “too much” or “too little” of it. This month, advisory board member Dennis Miller offers an extended take on how to best manage employees’ time off.


Essential Onboarding Steps for New Employees — Even Seasonal
With seasonal hiring ramping up during the holiday season, we outline some of the many ways to successfully onboard your new employees — especially your seasonal, part-time, and temporary employees. Some organizations may view onboarding as a practice reserved for long-term employees and not short-term staff like seasonal employees or even interns. But that’s underestimating the long-term value of a great onboarding program for all employees.


The People Purpose Podcast: Another Workplace Survey? Ways to Get Useful Feedback
In this episode of the People Purpose Podcast, co-hosts Chas Fields and Julie Develin discuss ways to make sure your workplace surveys are effective and have an impact. If you’re tired of surveys at work, Chas and Julie offer some tips for garnering effective feedback from your employees. Plus, find out how to utilize gamification in the workplace.


One-on-One Meetings: A Manager’s Guide
In the first of a two-part series, advisory board member Sharlyn Lauby, also known as the HR Bartender, discusses the value that 1:1 meetings can bring to working relationships and performance. The first part in this series focuses on the manager’s role in 1:1s. Next month, Sharlyn explores the topic of 1:1s from the employee’s perspective.


“No Suits, No Slides!” Returns with Three New Episodes
Everyone’s favorite video series has returned! The ever-popular “Leadership in the Labor Shortage” series — also known endearingly as “No Suits, No Slides!” — is back with three new episodes looking at what’s going on with the labor market from three different angles. Co-hosts John Frehse, senior managing director of labor strategy at Ankura and an advisory board member, and Dave Gilbertson, vice president at UKG, tackle the topics of corporate surveys, the differences between the labor market and the economy, and the healthcare industry — all in an entertaining, yet informative, way. If you’re new to this series, you can catch up today.


The People Purpose Podcast: #UKGAspire2022 Recap
In this bonus episode of the People Purpose Podcast, Chas and Julie report live from Las Vegas and the first-ever UKG Aspire customer conference. With over 3,500 people in attendance, listen to the hosts discuss the sights, the sounds, and the opportunity that presents itself when attending. If you missed being there in Vegas (or attending virtually) and are suffering from “FOMO” (fear of missing out), this episode is for you.

By the way, if you want more perspectives on the UKG Aspire conference experience, check out this article featuring reflections from eight leaders who attended Aspire.


We Need to Fix Work
Do you like your job? Well, nearly half of employees worldwide (46%) said they wouldn’t recommend their company or their job to the kids in their lives! That’s according to a new global study from The Workforce Institute, announced this month. The biggest conclusion we can draw from this report is, we need to fix work! The good news is, we can! Learn more in this article, as we break down some of the more fascinating findings from our latest research. We’ll have much more to say about this study in the coming weeks, so remember to subscribe to The Workforce Institute for the latest.


The People Purpose Podcast: Why We Should Be Thankful for HR
Two episodes of my favorite podcast in one week? Color us grateful! In this episode, Chas and Julie spend some time sharing what they’re grateful for, and especially why they’re thankful for HR professionals amid the ever-growing, ever-evolving role of HR. You’ll also gain insight into the hosts’ Thanksgiving plans, their thoughts on cooking and spending time with family, and much more!


Why We’re Thankful for HR: The Workforce Institute Weigh-In
Continuing with our theme of gratitude, our latest edition of The Workforce Institute Weigh-In focuses on reasons we’re all thankful for (the often-hidden) heroes of HR. Several members of our advisory board pick up right where Chas and Julie left off, including Julie herself, in sharing why they’re grateful for the HR practitioners in their lives. Many of our advisory board members are current or former HR professionals in their own right, so they offer firsthand perspectives here.


This month for The Workforce Institute Weigh-In, members of our advisory board share their gratitude for HR professionals, in honor of Thanksgiving in the United States.

The Workforce Institute Weigh-In for November 2022: Why are you thankful for HR?

“I am thankful for HR because, when positioned correctly, it is the guardian of tone and culture — irrespective of the short-term imperatives for an organisation. Thus, it can hold firm and steer the people agenda in support of the business strategy, at moments when P&L [profit and loss] holders might be tempted to deprioritize the employee experience in exchange for short-term results.” — Natalie Bickford, chief people officer, Sanofi

“I’m thankful for the great HR folks who don’t make headlines. HR is a lot like the CIA. When they do good work for our people and organizations, you never hear about it. But when they screw up — don’t handle a situation well or fail to stand up for employees — they cause harm that puts a negative spotlight on everyone. So, I’m thankful for the HR people doing the good work, focusing on developing and supporting their people, and making their organizations the best they can.” — Kate Bischoff, employment attorney, k8bisch, LLC

“I’m thankful because HR keeps an eye on the people issues that other leaders may overlook due to their focus on their own areas of expertise.” — David Creelman, CEO, Creelman Research

“My job affords me the opportunity to work with HR professionals from different industries far and wide, and what I’ve learned about the amazing people that make up this profession is nothing short of awe-inspiring at times, especially in the last few years. Thank you, HR, for being the glue that has held workplaces — and people — together through one of the toughest times in history.” — Julie Develin, co-host, The People Purpose Podcast

“With mass layoffs happening at so many companies just before the holiday season, this is a challenging season for HR. The analysis, decisions, communication, and follow-up that accompany ending someone’s employment are heavy burdens to carry. HR professionals do much of the lifting on this while grappling with their own survivors’ guilt and helping others navigate the workplace without their colleagues and friends who were let go. It isn’t joyful and it doesn’t feel good. So be kind and check on your HR friends, because many of us are struggling. I am thankful for kind and caring HR professionals who see the humanity in each of the employees and do their best to meet each person at the point of their individual need. I am thankful for HR professionals who challenge their own bias and push to make workplaces more inclusive and safer for those typically ignored and/or intentionally left out. I am thankful for HR professionals who keep fighting against the negative stereotypes and misconceptions of our profession. I will continue to see fully the difficult place that HR occupies and navigates in business. I will continue to advocate for HR to have a clear, loud voice in business. I will continue to do my best to represent well, as part of the spectrum of the HR profession. And I am thankful for the privilege to do this work.” — Sarah Morgan, CEO, BuzzARooney, LLC

“I’m thankful for HR because it is the intersection of many ways that businesses add value to their people. We’re employee safety, training, development, compensation, and so much more!” — Joey V. Price, co-host, While We Were Working podcast

“For me, the opportunity to write about HR and organize interviews with HR people is a gift. This team has given me helpful tips and ready-to-use examples about how to help develop people — not only in my country, but also in different cultures and environments. HR gave me the opportunity to create, to define my path on positive psychology, for example. HR for me is a synonym of grit, a way to implement objectives that I can meet with passion and perseverance for long-term and meaningful goals, related with career, talent, people, with a book, and with international collaboration.” — Ivonne Vargas, award-winning journalist and bestselling author, “¡Contrátame!” (Hire Me!)

To hear more reasons why we’re thankful for HR, listen to the latest episode of the People Purpose Podcast, brought to you by The Workforce Institute!

Today’s post comes to us from Chris Mullen, Ph.D., SHRM-SCP, SPHR, executive director of The Workforce Institute.

Do you like your job? So much that you would recommend it — or your employer, for that matter — to your own child or to a young person you care about?

If you said no, you’re not entirely alone. Nearly half of employees worldwide (46%) — including 29% of C-level leaders in the U.S. — said they wouldn’t recommend their company nor their profession to the kids or teens in their lives. That’s according to a new global study from The Workforce Institute, announced this week.

We partnered with our advisory board member, Dan Schawbel, and his firm Workplace Intelligence to survey 2,200 employees in 10 countries, as well as 600 C-suite leaders and 600 HR executives in the U.S., to see how people are currently feeling about work, and what they’re telling the next generation about work.

I’m here to say, it’s looking a bit rough out there.

Consider my opening question from another angle: You may not like your job, but do you dislike it so much that you wouldn’t even wish your job on your worst enemy? Well, our study discovered that nearly half of U.S. workers (45%) and 38% of employees globally say, yes, it’s that bad.

Clearly, we have a problem. We need to fix work!

Many People Feel Burned Out

Think back to early 2020. It’s been quite a journey for the workforce since then. If people were feeling burned out before, well they’re likely feeling completely fried now. A two-plus-year pandemic wrought with resignations, supply-chain complications, and a lethargic labor market, only to be followed by record-high inflation, mass layoffs, and growing concerns of a recession.

If you’re feeling a little nostalgic for 2019, again, you’re not alone. From our survey, we found many people are longing for simpler times, or perhaps missing the closeness, connection, and collaboration they used to have with colleagues and friends in the workplace: 61% of CEOs and 49% of employees say they “miss how we used to work before the pandemic.” Moreover, 64% of employees say they’d switch jobs right now if they could, while 45% are fed up and just “don’t want to work anymore,” period.

This anti-work mindset is shared globally, according to our study, though it’s more typical among full-time (47%) vs. part-time (36%) employees, and most prominent in India (53%) and the U.S. (51%), where workforce activity illustrates how this perspective is impacting frontline work nationwide.

Different Sentiments Among Women and Men in the U.S.

Digging a little deeper into the data from the survey, we uncovered varying sentiments among women and men working in the U.S. For example, overall, only about a quarter (27%) of women reported feeling “energized” in their role, compared with 40% of men surveyed. Rather, women are more likely than men to feel “committed” (39% vs. 35% of men) or “content” (25% vs. 18% of men) in their roles, or, to a lesser extent, say they are “coasting” or “checked out” (9% vs. 7% of men).

Furthermore, 21% of women said they rarely, if ever, take time off — while only 9% of men reported the same, meaning men are more likely to take time off, or at least feel comfortable doing so. This reluctance to take time off might stem from the fact that 66% of women surveyed in the U.S. also said they feel “easily replaceable” in their current work situation, possibly leading 61% of women to say they’d switch jobs right now if they could.

Where we see less variance is within the C-suite, as C-level male and female executives are evenly energized — however, 22% of C-level women say their overall mental health is “average,” “poor,” or “very poor,” compared with just 10% of men.

All Hope Isn’t Lost — So Long as People Can Find Meaning in Their Work

Globally, there is some hope on the horizon, as not everyone hates their job. In fact, 84% of employees surveyed said they would still work if they won the lottery, while 28% in that situation would even want to work the same number of hours at their same job! This indicates that people inherently want to work. Maybe there are a lot of people who don’t like the work they are doing today, or who are struggling to find satisfaction or a sense of purpose in their current role, but that doesn’t mean they hate working.

This data also signals that at least a quarter of organizations are doing things right, by helping their people find a sense of purpose and special meaning in their work.

And that’s key to fixing work — for everyone.


We Can Fix Work

Here at The Workforce Institute, we’re never just about pointing out what’s wrong. We always want to provide solutions, too. With that in mind, here are three actions organizations can take right now to start making a difference for their employees:

1) Connect employees to purpose. Leaders must effectively communicate how every employee is part of something greater — something powerful that has lasting significance. When employees have something to work toward, they’re likely to not only benefit themselves but also the organization.

2) Give employees the feeling of being heard. Whether through surveys, stay interviews, 1:1s with managers, or companywide town halls, listening to employees is a critical way of understanding their needs, wants, and concerns. Furthermore, listening gives managers valuable insights to act on and improve workplace culture.

3) Encourage people take time off, disconnect, and recharge. Our research shows 85% of global employees say they don’t use all their allotted time off each year, and 14% rarely or never take time off. As new challenges arise and existing ones worsen, empowering people to live less stressful lives is more important than ever. Addressing this imbalance today to cultivate employee wellbeing will prepare workplaces for future generations.

Some of our survey findings may seem a bit bleak. But, as I’ve pointed out above, it’s not all doom and gloom. There are many great workplaces and millions of people around the world, lotto winners or not, who still look forward to going to work each day, who feel like they can be themselves, and see how their contributions at work make a difference. Not only that, but according to research from Great Place To Work, 89% of people at the best workplaces around the world would “strongly endorse” their organizations to friends and family.

We need to take the great practices from those organizations, so we can fix work and build confidence in the jobs our children and grandchildren will have. Work can be fixed, if we all work together. Let’s start today!

There’s plenty more to discuss from this study. Check out the LinkedIn Live event I just hosted with advisory board members Dan Schawbel and Natalie Bickford. We chat about the key findings from the research report and what it means for employers — and their people, including future generations of employees — moving forward.

UKG’s first-annual customer conference, Aspire, has come to an end. With over 3,500 people in attendance, listen to Chas and Julie discuss the sights, the sounds, and the opportunity that presents itself when attending. If you missed being there in Las Vegas and have “FOMO,” this episode is for you.

Subscribe to the People Purpose Podcast on Apple Podcasts and Spotify or watch on YouTube.

Resources: 
Our New Website!
The Workforce Institute
Improve Your 1:1s
Talent Health Check
Manager Quiz
UKG

Today’s post comes to us from The Workforce Institute’s executive director, Chris Mullen, Ph.D., SHRM-SCP, SPHR, and it previews new episodes of the “No Suits, No Slides!” video series featuring The Workforce Institute advisory board member John Frehse.

Everyone’s favorite video series has returned! The ever-popular “Leadership in the Labor Shortage” series — also known endearingly as “No Suits, No Slides!” — is back with three new episodes looking at what’s going on with the labor market from three different angles.

If you’re new to the show, this series began amid the pandemic about two years ago and features casual (but still informative) conversations about the current state of the economy, especially when it comes to labor (or lack thereof). It’s co-hosted by The Workforce Institute advisory board member John Frehse, senior managing director of labor strategy at Ankura, and Dave Gilbertson, vice president at UKG.

As the name implies, you won’t find any formal presentations or prepared statements in these videos. But don’t let John and Dave’s light-hearted banter and good-natured jabs fool you. They’ve both spent their careers studying the economy and what it means for employers, informed by their decades of experience and the latest workplace activity data and economic reports from the U.S. Bureau of Labor Statistics.

The first new episode, which is actually Episode 12 in the overall series, builds upon John’s prior article about the importance of corporate surveys and how leaders must continue to focus on fostering great workplaces for all people. Culture requires commitment, and how you treat your employees every day has a direct impact on your people and your business — especially in a tight labor market.

In the second new episode, John and Dave chat about the differences between the economy and the labor market. While the economy certainly impacts the labor market, and vice versa, they are not the same. In Episode 13, the co-hosts breakdown the relationship and discuss how, sometimes, bad news for the labor market can actually be good news for the economy.

The third new episode (Episode 14) of No Suits, No Slides! zeroes in on the healthcare industry — how it’s already been impacted by the labor shortage, and what may be in store for healthcare in the coming months, especially with respect to the current labor market and talks of a looming “jobful recession.”

I hope you enjoy watching these new episodes as much as I did. And, remember, if you’re new to the No Suits, No Slides! series, looking for your next great bingeable show, or just want to catch up (or re-watch) past episodes, you can check out the entire series here.

Today’s post comes to us from The Workforce Institute advisory board member Sharlyn Lauby, also known as the HR Bartender. This article is the first in a two-part series about 1:1 meetings, and the value they bring to working relationships and performance. The first part focuses on the manager’s role.

Regular communication between managers and employees is essential for building trust and good working relationships. One of the activities that facilitates regular discussion is called the 1:1 meeting. Basically, it’s a meeting for managers and employees to talk about what’s happened, and what’s coming up.

The 1:1 meeting isn’t a performance review, but it does discuss performance. The meeting can provide employees with specific, timely feedback that reinforces positive performance behaviors and works toward correcting not-so-positive ones.

A great thing about a 1:1 meeting is that it can be casual and reduce the nervousness sometimes associated with the formal performance review process. One-on-one meetings can provide consistent feedback to employees about their performance, so the formal performance review isn’t a surprise. But make no mistake, casual conversation doesn’t mean it shouldn’t be taken seriously.

For 1:1 meetings to achieve their goal, managers need to work on getting good at them. One way to do that is by having an agenda for the meeting. So, let’s outline five topics that should be covered during a 1:1 meeting.

1) Briefly review items since last meeting. Think of this as a debrief and ask the employee to come prepared to provide an update since the last conversation. They can share the things that have gone well. If necessary, talk about things that could have been done differently. It can be very helpful to have the employee share this information vs. having the manager tell the employee what they’ve done and haven’t done.

2) Discuss new items. Let the employee know the projects that the organization is working on and how a project might impact the employee. As a continuation of topic #1 (above), review outstanding goals and discuss whether they need to be modified or outright cancelled. If a goal is cancelled, talk about whether a new goal should be set in its place. Also use this time to ask the employee if they have anything going on that the manager needs to know. This could be personal (in terms of scheduling, etc.) or professional (a workshop, training, etc.).

3) Ask one stay interview question. Regardless of what’s happening with turnover in the organization, it’s always good to find out what employees like about working for the company. Managers can ask, “Is the job turning out to be what you expected?” or “What’s one thing your last organization did that you liked but we don’t do?”. This information gained from the stay interview can be passed along to HR and possibly used in recruitment marketing.

4) Find out how you (as the manager) can support the employee. So far, we’ve been talking about employee performance. This is your manager mini evaluation. You want your employees to be successful, so ask them for feedback about how you can help them achieve their goals. And don’t put the employee on the spot. Let them know in advance that this will be a regular part of the conversation.

5) Establish items for the next meeting. Before wrapping up the 1:1 meeting, do a quick recap and set some expectations for the next conversation. It would also be helpful to find a way to document this — preferably online. This is a great use of technology. The manager and employee have something they can refer to in between meetings to stay focused. Finally, thank the employee for their work and support.

One-on-one meetings are effective when they combine casual and conversational with consistency. Because that consistency holds both the manager and the employee accountable.

Speaking of employee accountability, the manager isn’t the only one who needs to work on coming to the 1:1 meeting prepared. In part two of this series on 1:1 meetings, we’ll discuss the employee’s guide to being prepared for the 1:1 conversation. Check back here next month at The Workforce Institute for part two!

More surveys? Again? In this episode of the People Purpose Podcast, Chas and Julie discuss ways to make sure your surveys are effective and have an impact. Plus, find out how popular gamification is and how to utilize it in the workplace.

Subscribe to the People Purpose Podcast on Apple Podcasts and Spotify or watch on YouTube.

Resources: 
Our New Website!
Workforce Institute
Improve your 1:1s
Talent Health Check
Manager Quiz

Today’s post comes to us from Chris Mullen, Ph.D., SHRM-SCP, SPHR, executive director of The Workforce Institute.

With seasonal hiring ramping up as we approach the holiday season, let’s talk about the many ways to successfully onboard your new employees — especially your seasonal, part-time, and temporary employees.

Some organizations may view onboarding as a practice reserved for long-term employees and not short-term staff like seasonal employees or even interns. However, it’s critical to not fall into a common trap of thinking, “What’s the point in providing an impactful onboarding program for temporary employees? They’ll be leaving soon anyway!”

But that’s underestimating the long-term value of a great onboarding program — yes, even for seasonal hires. After all, you might want to welcome them back next year as boomerangs, they might become brand ambassadors for your company, or they might help recruit or refer other great seasonal and full-time talent to your company.

They say you only get one chance to make a quality first impression. In the world of work, onboarding is that chance. Onboarding sets the tone for the overall employee experience, and also introduces new hires to your company culture. Not only can successful onboarding drive an employee’s productivity and performance, it can also fuel a greater sense of belonging at the organization.

On the other side, a negative onboarding experience can result in a number of negative business impacts — such as trying to fill unexpected talent gaps if an employee quits the company outright (seasonal employees can decide to leave early, too).

And, in this era of mass resignations, it doesn’t take much motivation nor much time for employees to reach that decision. In our “Resign, Resigned, or Re-sign?” study on workers who quit during the pandemic, we found that 41% of workers went from not thinking about quitting to actually quitting in under 30 days! Two of the reasons people cited for quitting were “no sense of belonging” and “poor company culture.”

Here at The Workforce Institute, we don’t just talk about the challenges facing HR — we also provide solutions. I’m pleased to share our guide, “Essential Onboarding Steps for Every New Employee,” where you’ll find tips and strategies on fostering a better workplace experience for new hires. You’ll learn how to best serve your people from day one, and even before they start at the company, including practical action items for the employee’s first four weeks on the job.

A positive onboarding experience is crucial to giving your new hires the tools they’ll use to build foundations for their roles, setting them up for success while helping your business. Check out our onboarding guide and start improving your workplace today!

Today’s post comes to us from The Workforce Institute advisory board member Dennis Miller, AVP of human resources and benefits administration at The Claremont Colleges, and it is a follow-up response to The Workforce Institute Weigh-In for October 2022 on employees taking time off.

During last month’s Workforce Institute Weigh-In, my fellow advisory board members offered their perspectives on two questions: “How do you manage workers who take ‘too much’ time off? What about workers who don’t take ‘enough’ time off?”

In response to these questions, many thoughts arise.

Although I have not worked in a company that has a policy for unlimited paid time off (PTO) — which could alter my perspectives based on new information from that scenario — I have worked in companies that have low, average, and high vacation-earnings limits.

What I have observed is that no employee benefits program can address the needs of all employees, all of the time, while remaining viable, fiscally or strategically, from a company standpoint.

The bulk of employees for most companies in which I have worked have been and remain mainly professional or semi-professional level employees. The type of worker drives my thoughts regarding how the above questions are answered.

There does seem to be consistency among the population of employees who “max out” their paid vacation accrual limits where they rarely use their paid vacation, and those employees who are at the other extreme when using paid vacation time are viewed as taking too much time off, which is loosely described as the “earn it and burn it” approach.

With employee burnout and its related negative impacts on employees (and, ultimately, the company) at all-time highs during an extended period of time, my first action is to encourage managers to talk with their employees who carry high vacation balances and encourage them take some time off, even if it is just an extra day or two at the end or beginning of a week.

While longer breaks are important for most employees, it is also true that some workers truly want and need longer breaks, and some do not — regardless of the availability of paid time off. We need to remain mindful that most organizations are or are working toward a highly diverse workforce, and that people are different with different needs, desires, and capabilities, and considering those differences will aid managers in the administration of time-off benefits.

Additionally, during periods of time when we expect (or know) the workload will slow down a bit, I coach managers to encourage (not require) all of their employees to take time off — to be with family or to just rejuvenate their minds and bodies in preparation for the next busy cycle.

In roles where a critical position exists and there is only one employee in that role, an employee filling that type of role will often feel like they simply cannot take time off since the work must continue. However, as any manager should know, this exact scenario really does have one or more solutions, and it is up to the manager to develop a workable solution to this problem — and the employee should not be expected to solve this problem.

For those employees who apply the “earn it and burn it” approach, managers should consider shifting their focus from the volume of PTO used and instead focus on the work quality and quantity of a given employee. Let the data about quality and quantity inform the discussions, and try not to get too hung up on the absences. In those cases, where an employee continues to meet their performance standards (both quality and quantity of work), and when the employee provides appropriate advance requests and/or notice of their planned time off, managers should support an employee request for taking PTO, even when they are using the earn-it and burn-it approach.

Conversely, if the quality or quantity of work is suffering because of just too many or unplanned absences, the focus for the manager should be on how the employee is not meeting the minimum performance standards, such as the low quantity or low quality of work, and not specifically the absences.

Finally, it must be acknowledged that some positions simply cannot be away from work for any length of time — the healthcare industry can offer voluminous examples of this fact. This scenario is one reason some companies offer a vacation-buyback policy, which allows employees to cash in some of their unused vacation time so they do not “lose it” when there is an accrual limit.

An amusement park located in Southern California allows employees to sell back a small amount of their unused vacation balances each year, although the employees are limited to applying those funds to pay for their medical insurance premiums. And, while this might not be a perfect policy, it has received positive feedback over the years from its employees and does not require employees to attempt to fix a problem that is mainly driven by the type of company in which they work.

Today’s post comes to us from Chris Mullen, Ph.D., SHRM-SCP, SPHRexecutive director of The Workforce Institute. 

It’s fall! I hope you’re enjoying some better weather while checking out all that the amazing team here at The Workforce Institute has to offer! Can you believe, this past month, we celebrated 15 years?! I want to give a heartfelt thank you and congratulations to everyone who has helped make The Workforce Institute at UKG the success it’s become — including you, our loyal readers. Here’s a recap of all we covered in October, including a great retrospective on our 15-year journey. Enjoy!


Accenture’s David Shaw Joins The Workforce Institute
We kicked off October with some exciting news: officially welcoming Accenture’s Dave Shaw to our advisory board! Dave is senior managing director and global HR transformation and delivery lead at Accenture, which delivers a broad set of talent and organization/human potential consulting and operations services. He brings diverse expertise and perspectives to our advisory board, with actionable insights on the future of work and workplace transformation that you, our readers and subscribers, are sure to benefit from immediately. Welcome, Dave!


How to Be Better at Managing
As a manager, there are many skills to learn and to refine over time. While training is the usual answer for companies, it’s not the only answer. Even longtime managers will always have room to improve. Would you like to be better at managing? Maybe you’re new to a management role yourself, or you’ve been managing people for more years than you can count. Either way, I invite you to check out my new on-demand webinar: “Better at Managing: Three Reasons, Four Ways, and One Practical Action Plan.”


The People Purpose Podcast: Looking at Leadership: Vital Criteria for Leaders in the Workplace
We continued the topic of effective management with another great episode of the People Purpose Podcast. In this episode, our beloved hosts Chas Fields and Julie Develin discuss leadership criteria and what it takes to be a good leader. Plus, we’ve all heard the adage that people don’t leave companies, they leave managers — find out just how often people quit their jobs directly due to the managers they have.


The Workforce Institute Celebrates 15 Years!
As I mentioned at the top, believe it or not, October 2022 marks 15 years of The Workforce Institute! To celebrate, we took a special look back at our history, exploring some of our early articles and most popular research and how we’ve evolved and grown over the years. Whether you’re new to The Workforce Institute or have been with us on our journey since 2007, we hope you enjoy this retrospective.


Join The Workforce Institute at the UKG HR and Payroll eSymposium
Another insightful eSymposium is around the corner. The fall UKG HR and Payroll eSymposium features a full day of virtual sessions and keynote presentations focused on four purposeful tracks and all surrounding one great theme, Choose Purpose: Empower Your People and Business. We’ll be there in full force, offering two new sessions on quiet quitting and better managing. Enjoy all the benefits of an in-person conference without any of the stress of travel and time away from home. Attendees are also eligible to receive certification credits. Register today for the fall eSymposium, happening December 7.


Tackling the Trials and Tribulations of Time Off: The Workforce Institute Weigh-In
This past month, the Workforce Institute Weigh-In discussed the topic of time off. More specifically, we asked our advisory board to weigh-in on what companies should do about employees who seemingly take “too much” time off and, conversely, those who don’t seem to take “enough” time off. This isn’t the last you’ll see of this topic. Next month, advisory board member Dennis Miller will have a full article exploring time off and how managers can navigate the paradigms of paid time off (PTO).


Highlights from the 2022 UKG Holiday Retail Report
Planning to shop this holiday season? Retailers, too, are ramping up plans to meet expected demand. But finding the necessary talent to staff stores throughout the holidays remains a challenge for the industry — according to the third-annual holiday retail report from UKG. There’s plenty to unpack from this critical report, and way more than I can cover here. Join me for a special LinkedIn Live event, in partnership with RetailWire, on Tuesday, November 1, at 1:00 p.m. ET.


The People Purpose Podcast: Early Bird or Night Owl?
When do you like to work? How do you like to work? Where do you like to work? In this episode of the People Purpose Podcast, Chas and Julie discuss the pros and cons of being an early bird or night owl, and how to collaborate with teammates who may not have a similar style. Plus, they discuss the top advantages of gig jobs.


When do you like to work? How do you like to work? Where do you like to work? In this episode of the People Purpose Podcast, Chas and Julie discuss the pros and cons of being an early bird or night owl, and how to collaborate with teammates who may not have a similar style. Plus, they discuss the top advantages of gig jobs.

Apple Podcasts: https://apple.co/3LU3RuX

Spotify: https://spoti.fi/3dUWbMC

Youtube: https://bit.ly/3D009fr

Resources: 

Our New Website!
Workforce Institute 
Improve your 1:1s
Talent Health Check
Manager Quiz

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