mahidhar – Talent500 Blog

6 practices that can help keep a hybrid workplace free of proximity bias

Posted on April 29, 2022April 29, 2022 by mahidhar

Though digital transformation had begun long before 2019, it was catalyzed by the limitations brought on by the pandemic. Business processes everywhere were overhauled and the standard for work wasn’t the same anymore. Remote work quickly became the new normal due to restrictions and restructuring became essential for teams to keep up. Now, as restrictions ease, a new challenge enters the fray – hybrid workplaces. While most companies and employees have adopted hybrid working with open arms, there are challenges to the model. Among these is proximity bias, a major concern that can impede optimal function.

Proximity bias is the unconscious bias that humans inherently display because of an ‘out-of-sight, out-of-mind’ attitude. In a hybrid workplace, it shows its ugly face when leaders or managers favor employees and ideas that are in close proximity to them. According to a Gartner survey, 64% of the managers believe that office workers are higher performers than remote workers. This belief is in direct contradiction to an OWL lab survey, which concluded that 75% of the remote workers either had the same or increased productivity.

Such notions and beliefs are inconducive to the modern hybrid work setting, as data has proven that proximity bias actually harms efficiency. It inhibits effective collaboration and causes employees to feel ignored and undervalued by their superiors. Naturally, this negatively impacts operations and often even leads to reduced employee retention and performance. As such, it is extremely important that organizations do not foster or allow proximity bias to exist in the workforce.

Strategies that work to eliminate proximity bias swiftly.

Change starts at the top

In order to reverse the effects of proximity bias, there needs to be a shift in how productivity is understood and perceived. Instead of a timesheet, managers now need to focus on the qualitative results delivered to employees to get an actual and true representation of their work.

This needs to begin at the top with board members, who then influence managers and supervisors. A top-down approach like this is essential to bringing out long-lasting change. Additionally, managers and executives should be encouraged to participate in hybrid work too. When employees see their managers and executives embracing the model, it reinforces the message that their remote work is valued and valid too. This also helps eliminate the stigma around working remotely and anxiety in global/remote workforces.

Maintain parity among office and remote workers

Disparity among employees is where proximity bias stems from in many workplaces. Leaders need to be cautious about the formation of tiered workforces, where office workers may be perceived as favorites. A tell-tale sign of this is when office workers get more recognition and growth opportunities than their counterparts who work remotely. According to a survey of over 1000 employees, 20% felt that they received less recognition after starting work remotely. Leveling the playing field for all employees fosters an environment where the employees can focus on their work instead of proving their dedication and worth.

Be objective in evaluations and promotions

Oftentimes, despite being productive at work, remote employees experience fewer growth opportunities. One of the reasons for this is the traditional outlook on productivity, where it is equated with facetime instead of the work produced. According to a study, despite having 13% more productivity, remote workers saw a reduction in chances of promotions. Moreover, according to data, the number of promotions during the pandemic when compared to pre-pandemic has almost reduced to half. Companies should see such trends as a roadblock and perform objective performance evaluations. Instituting frameworks that measure qualitative rather than quantitative is the first step in the right direction.

Develop an inclusive culture that ensures every voice is heard

Inclusivity sits at the heart of eliminating proximity bias from the workplace. Alienation occurs when not all voices are given an equal say in matters that concern them. This then becomes particularly problematic for new hires, who may feel rejected and unwelcomed.

Here, the key problems are:

Inadequate recognition received by peers
Low inculcation of company values among the workforce

According to a survey, peer recognition for new employees dropped to 34% and there was a 20% drop in company value recognition. This harms cohesion and managers should start enforcing communication protocols for every employee in their team. These should be unique and could even be a subset of the buddy system. This also reduces the chances of miscommunication and increases employee satisfaction.

Apart from office inclusion, social inclusion can be promoted through team-building exercises. These may happen on-site or virtually. Remote workers can participate in these along with their colleagues, which then fosters better relations among the employees.

Eliminate micromanaging, an ally of proximity bias

While micromanagement is not practical in any setting, it has even less merit in a fully remote environment. But it often reappears in hybrid workforces. This can be harmful to the organization because leaders that are in the habit of micromanaging have greater tendencies toward proximity bias. This is because their performance measurement may heavily rely on their observations. While this may happen naturally in the office, remote workers will find it distracting as managers institute excessive reporting and conduct frequent check-ins.

Ultimately, this causes a dip in productivity. Another issue with micromanaging is that these leaders may also equate productivity based on the amount of time spent logged on or in the office. This is the furthest thing from an accurate measure. To eliminate micromanagement, leaders must establish clear goals and expectations for their employees and managers. This deters micromanaging as work gets done without constant checks.

Use technology to boost collaboration and camaraderie in the workforce

In hybrid workforces, technology is the key driver of work but it isn’t limited to just work. The same technology can be used to curb proximity bias. To start, managers can begin by having meetings in a virtual setting, even for office workers. This standardizes practices, which is a vital step in preventing proximity bias. Do note that digital communication has its problem areas. For one, it can foster an informal relationship between the employees, which may adversely impact morale.

One of the best ways to tackle proximity bias is to nip it in the bud. Be conscious about inclusion from the get-go and cultivate the associated culture. If employees feel that they are heard and valuable to the organization, it negates the need to prove their worth. This in turn allows them to commit to their work and minimize anxiety about favoritism in the workplace. Organizations can also periodically survey their employees to understand whether the workplace is free of proximity bias.

Though this may seem like a challenging task, it can be achieved with several efforts to make the workplace more inclusive, diverse, and equitable. Talent500 can help you get AI-powered insights to define modern recruitment strategies and seamlessly build your globally distributed team. Request a consultation and learn more about our talent management features and benefits that can help maximize efficiency and minimize attrition.

Global technology talent crunch: What it means, its implications, and how to solve for it

Posted on April 29, 2022July 8, 2022 by mahidhar

Shortage of skilled tech talent has been a pressing issue globally due to rampant digital transformation. In recent times when the pandemic played the role of disruptor, this gap only widened and reliance on digital increased. Satya Nadella, CEO of Microsoft, rightly stated, “All businesses are software businesses”. This is apparent now more than ever as entire industrial ecosystems have now gone digital. This shift was revolutionary, putting talent in the driver’s seat for the first time in a long time, and new movements took form.

For instance, the full force of the ‘great resignation’ phenomenon was felt by global industries as professionals across major countries were quitting jobs in record numbers. According to Microsoft’s Work Trends Index 2021, more than 40% of employees were considering changing jobs. And in a more recent Talent500 Talent Intelligence survey, 85% of employees are considering a job change in 2022. With travel restrictions, tightened immigration policies, reshuffled company budgets added to the mix, it is no wonder that several big players found it hard to maintain steady workforces. In fact, the attrition rate at India’s IT giants has spiked to 20-30% per annum.

The situation did improve over time as data published in CompTIA’s Workforce and Learning Trends report, 2021, stated that 40% of companies hired IT talent during the pandemic. Unfortunately, this did little to solve the talent crunch as nearly 54% of global companies faced some form of talent shortage. So, what does this talent crunch mean for the global IT ecosystem? Read on to find out.

The impact of the IT talent crunch

As industries continue to integrate with technology, reliance on qualified talent will only increase. There’s no dearth of evidence for the rising demand of technology talent but very few countries have the resources to deliver. India, for instance, was found to be the only country capable of matching the talent needs across various sectors, even having a surplus with a total pool of 250 million workers!

The struggle and delay to identify and hire skilled talent is massive as it results in stop-gap solutions that often fall short of the mark such as temporary staffing and inflated salaries, all in a bid to retain what little talent is available. In fact, surveys found that such tactics cost UK companies €7.6 billion every year, negatively impacting their bottom lines. This loss in revenue is alarming and much of it has to do with talent and skill shortages. That’s not all; lack of talent also impedes a company’s ability to cater to their clients, offer services or maintain desired output. The global talent crunch has led to competition among companies, cities, and countries.
According to Korn Ferry’s projection, some nations will be affected more than others in the coming years. Among the countries that are expected to struggle with technology talent shortage include the US, Russia, China, Brazil, Indonesia, and Japan. The crunch has devastating implications, some of which are restricted world trade, reduced overall quality, slower production cycles, and increased cost of labor.

The key causes of the IT talent shortage

Talent shortages are fueled by several factors. On one end was the rapid digitalization brought on due to the pandemic. Almost overnight, entire industries went digital, leaving many employees inadequately equipped for their new roles. Another contributing factor is the lack of education. Emerging technologies and advanced systems rely on educated talent for optimal execution and the supply is not nearly enough to meet the demand. While countries like Poland, Portugal, and Israel are working toward building these educated workforces, major players are plagued with socio-economic issues that stifle progress.

Aside from these, the increase in the number of workers at the end of their career is another notable factor. Baby boomers are now closer than ever to retiring and the millennial workforce is partly reluctant and partly ill-equipped to fill their shoes. While a part of the problem has to do with the steep learning curve of modern technologies, the more pressing issue here is the lack of managerial skills required to take on these roles. As such, companies are left with limited options, if any.

This compounds the issue as bigger corporations and even non-technological companies compete for the precious few capable of handling these roles – throwing big money at the problem. Employees then cement themselves in these positions with no future plans to move. As a result talent is unevenly distributed, and smaller companies have to think out of the box to stay afloat. This often includes relocation to places with a more stable technology talent base and lesser competition.

How tech giants and major players responded to the talent crunch

Tech giants have employed diverse strategies to attract and retain talent. Some include driving up wages or offering higher remuneration through generous signing bonuses and incentives but there are other tactics in play too. Upskilling, for instance, is a big priority for the modern employee and employers are happy to oblige. For instance, Amazon recently invested $700 million to re-skill or upskill their employees. Similarly, PwC planned to invest $3 billion towards upskilling workers in the field of AI and machine learning. Interestingly, 42% of companies plan to launch upskilling initiatives.

By creating training programs and offering opportunities to improve, employers invest in their employees, who in turn become value drivers. Another viable option that now has its moment in the sun is the freelance ecosystem, also known as the gig economy is a labor market that consists of short-term contracts. In this context, companies look to hire self-employed individuals who can take on specific jobs in return for an agreed-upon payment. While this could lead to permanent, full time roles, usually these are intended for short term projects.

Hiring from anywhere has the potential to deliver value in a cost-effective model, and many companies have this option as a preferred route. In fact, hiring remote employees and adopting hybrid work models is now the norm. Around 85% of businesses agreed that implementing hybrid work models increases workplace productivity while 77% of companies declared that remote work reduces operational costs.

Global talent acquisition outsourcing: A long-term solution to bridge the talent gap?

Recruiting international staff is challenging and time-consuming. The top leaders including Fortune 500 companies outsource global recruitment and leverage globally distributed working models, EOR frameworks, and global talent management companies to meet these goals. Data suggests that 65% of successful companies employ outsourcing in their hiring model. This makes sense considering that the global IT outsourcing market is expected to reach $98 billion by 2024. Outsourcing frees up company resources, which can then focus on evolving core business practices.

Around 66% of companies with more than 50 or more employees outsource recruitment. And 78% of businesses have a positive view of their outsourcing partners. Companies like Alibaba, Skype, WhatsApp, Citigroup, Pricena, Slack, CuriosityStream, Klout, Github, Transferwise, and StudyTube found success through this model. Global talent managing companies like ours have successfully helped start-ups and Fortune 500s including Nike, Walmart, Rakuten, Uber, H&M, Twitter, Pepsico, and Target to manage and scale their global teams globally.

With the continuous demand for high-skill IT personnel, companies can’t afford to ignore global talent when hiring. To make hiring the best talent easier, partner with Talent500. Our pre-assessment tests, Intelligent AI fit, and multi-channel sourcing makes hiring 5x faster and 60% more efficient. Find and build the perfect team and scale effortlessly. Schedule a consultation today and build effective globally distributed teams that deliver.

3 key sources of remote work stress and what companies can do to combat them

Posted on April 12, 2022 by mahidhar

Remote working has certainly changed the way we work. There’s no going back. And there shouldn’t be. There is enough evidence that not only suggests that this is a way of work that increases an organization’s output, it’s what employees seem to want. And with the high rate of turnover that companies are experiencing, it might be in their best interest to keep employees happy and productive. According to this article, just prior to the pandemic, 3.5 million people were leaving their jobs monthly, which dropped to 1.9 million in April 2020. The number for December 2020 was 3.3 million, which shows there was a substantial return of voluntary turnover.

When it comes to remote working, there has been an upward trend in the number of organizations going remote. 62% of employed US adults work part or full time from the confines of their home. According to this study, 25% of all professional jobs in North America will be remote by the end of 2022, and remote opportunities will continue to increase through 2023. Given that 23% of those surveyed in a recent study would take a 10% pay cut to work from home permanently, the challenge for organizations now is how to make remote work efficient.

A new report found that 40% of employees who practice remote working are experiencing high levels of stress, compared to 25% among those always working at the office. Additionally, burnout is at an all time high with more than or 69% of employees experiencing burnout symptoms while working from home, and this influx is impacting both business productivity as well as the overall health of the workforce.

Key causes of stress and what companies can do to minimize it.

1. The pressure to be ‘always on’

With how deeply technology has permeated throughout lives, blurring the line between the professional and personal aspects of employees, it becomes very hard to cut off. In the traditional office setting, despite its disadvantages, it did make room for employees to take time out through the day, and put work aside, mentally too. Coffee and lunch breaks, water-cooler chats and the like made it possible for employees to mentally switch off for a few minutes, so that they could come back to the desk feeling a little refreshed.

On average, employees have reported working three more hours per day since working remotely due to Covid-19. That 15 additional hours per week! The physical differentiator previously was a separate home and office environment – but with home becoming the office for many, it’s hard to establish these boundaries.

Companies should invest time during the onboarding process or soon after to sensitize employees to the need for having clear work schedules. When managers are able to outline basic communication and collaboration processes, and how the day-to-day routine might look, it gives employees more clarity on how they can prepare for their work, and more importantly when and how they can switch off. Another key aspect for managers is to lead by example. Encourage employees to work at home, as they would in the office.

2. Feeling the lack of support

Remote working could get lonely. In a study conducted more than a decade before the pandemic (about remote work among journalists), they found that full-time telework increased loneliness over office work by 67%. Data from the 2020 State of Remote Work report issued by Buffer showed that loneliness is the biggest struggle remote workers say they face, tied with problems of collaboration and communication.

Given that employees were already in lockdown, many of them away from family and loved ones, the pandemic was an especially difficult time in terms of employees feeling connected and supported. It wasn’t so easy to just walk over to a coworkers desk and have a quick chat. People felt isolated.

Amp up communication in the workplace. This is the number one rule for remote working to be seamless and productive. Organizations need to not only communicate to employees about changes and plans that the organization itself has but to make this more personal. Managers need to break down the barriers of hierarchies, and put in the effort to build a rapport and meaningful relationship with each employee. Clearly outlining the channels of communication will also make it easier for an employee to take the initiative and engage in conversations. And it doesn’t always need to be about work. Bonding activities strengthen the connection between team members and go a long way in making employees feel supported and valued.

3. Personal distractions

Let’s not forget that at the end of the day, many employees practicing remote working are doing so from their homes. Many employees may have responsibilities like taking care of elderly parents, taking care of the children, many are single parents, many may be battling mental health issues. It’s close to impossible to having a mindset of “leave your personal baggage at the office door” anymore. It should never have been the case in the first place. Nevertheless, an employee may struggle to manage their home and work expectations, now that the line is blurred.

What organizations can do? Encourage employees to bring their whole selves to the workplace. Acknowledge that we are all humans with good days and bad, but that with a little guidance and support, we can work through issues together. Today, more companies are seeing the value in providing employees with mental health programs and initiatives. About 53% of 256 employers surveyed by the National Alliance of Healthcare Purchaser Coalitions reported providing special emotional and mental health programs for their workforce because of the pandemic. They are understanding that for an employee to function at their best, they need to be feeling their best.

For more information on how you can build and manage a truly global workforce, schedule a consultation with our team of experts right away.

How has the recruitment process changed post covid-19?

Posted on April 11, 2022April 11, 2022 by mahidhar

Without a doubt, the pandemic has disrupted every industry and every organization without exception. There have been fundamental changes in what employees want from their workplace, and the organization in general. According to a Talent500 Talent Intelligence survey, 85% of professionals are looking for new opportunities in 2022 which poses huge implications on how businesses will need to respond going forward. Furthermore, when it comes to interviews, less is more. Candidates worldwide find 2-3 rounds of interviews ideal and 10-20 days as a reasonable duration for landing a job.

So, what does an organization’s recruitment process look like now?

Companies must sell themselves in the interview process

Now, this is where it gets interesting. Not too long ago, recruiters used the interview process to give candidates the opportunity to make an appealing case as to why they should be hired. But that’s changed. Candidates now are looking for more than just a fat paycheck from the organization. According to the Talent500 survey, competitive compensation isn’t the only key decision – making factor when selecting a job. Employee Value Proposition attributes like growth opportunities in the company, work-life balance, and company culture are paramount in the global work setting.

Trust is becoming increasingly important to candidates during the recruitment process. Employers can use the recruiting process to earn a candidate’s trust by being authentic, vulnerable, and empathetic. They need to come across as being human. With candidates displaying more curiosity than before, taking the time to answer a candidate’s questions and concerns and spending longer to really get to know the candidate can help build trust. This becomes especially important if the candidate is going to work remotely. The reason all of this becomes relevant is because when a candidate joins fully convinced about the organization, its values and culture, it becomes a successful hire. This also leads to a lower employee turnover, which can be costly. But job interviews last between 45 minutes and an hour – so it’s got to be well planned.

Virtual interviews are now the norm

Although studies show that 86% of companies are conducting job interviews via videoconference, a majority of businesses still use telephone interviews, at least for some part of the recruitment process – especially during the initial filtration phase. But for the rounds that come after, most organizations have adopted video interviews in lieu of in-person meetings. Because these are quite different, it becomes important to provide context to interviewers and candidates about the need for a virtual interview as well as what is expected of the interview.

There are some companies who also choose to go with pre-recorded interviews. Here they employ services to record the interview questions that the candidate then proceeds to record their responses to and send them back. These generally work in the earlier rounds of the recruitment process as a way to determine which candidates get chosen.

Organizations are also finding increasing value in identifying and narrowing down on platforms for virtual interviews that work best for them. Some video-conferencing platforms make it possible for multiple people in remote locations to participate simultaneously. It is not uncommon for businesses to use a specific platform for all meetings. Still, best practices would require that companies have a few other platforms in the event of service outages.

Hiring managers need to redefine a ‘qualified/experienced candidate’

Post covid, many recruiters are having to recruit and hire for hard-to-fill and volume positions, and to do it relatively quickly. According to Hueman Recruitment Manager John Morrison, “A lot more candidates are beginning to job search as COVID-19 protocols decrease, and with the introduction of the vaccine, more people are starting to feel comfortable to go back to work.”

Finding skilled tech talent has been extremely hard mostly due to the uncertainty of the economy. This means that recruiters need to leverage a plethora of sourcing tactics to attract quality candidates. However, the shifting nature of the candidate pool has led to hiring managers and recruiters feeling the pressure to redefine what a “qualified/experienced candidate” is. The truth is that as much as hiring managers would prefer to hire the perfect candidate – ideal amount of experience, years in a similar field, and the right cultural fit – the post pandemic era makes sure that this isn’t always possible. The talent market is very volatile. So instead of continuing to search for the ‘perfect candidate’ for extended periods of time, the hiring manager should reevaluate if the candidate has other skills that make them employable.

So maybe instead of looking to check all of the boxes in terms of what looks good on paper, managers can look for candidates with strong communication skills, technological prowess, and a driven, flexible approach to their work. What happens when this approach is taken is that hiring managers fuel the organization with a larger, more diverse candidate pool.

The role of social media in job applications and promotion

Organizations using social social media channels to recruit top talent was one of the top recruitment trends of 2019. In fact, 92% of companies use social media for recruitment, according to a report by Adweek.

According to a survey by CareerBuilder, 73% of candidates are passive job seekers. This means that it is now upto companies to scour for top talent and convince them to join the organization, rather than the other way around. When organizations add social media to their hiring strategy, it enables them to attract active and passive candidates, target specific and ideal talent pool, boost employer brand and company culture, and save on recruiting costs.

It’s not that social media, or companies being active on social media didn’t exist just a few years ago. The pandemic caused a major shift in how and where recruiters needed to look for talent and how organizations would use social media job applications and promotions. This generation is dependent on marketing and social media channels. With an estimated 81% of Americans existing almost entirely online and 90% of job seekers looking for jobs on their mobile devices, sharing information pertaining to job openings on social media platforms guarantees that a wider audience will see it. Today, job openings can be shared, companies can be followed, and applications can be easily accessed, all from the ease of a Facebook or LinkedIn page.

If you are looking for quick and seamless hiring and managing of global workforce, Talent500 can help. Schedule a consultation today.

Why workplace flexibility and autonomy are vital for success – and how companies can encourage it

Posted on April 11, 2022 by mahidhar

Workplace flexibility and autonomy are key factors concerning the future of work. A study from ManpowerGroup Solutions revealed that nearly 40% of job candidates worldwide said schedule workplace flexibility is one of their top three factors in career decisions. A recent study highlights that 59% of employees reported that flexibility is more important to them than salary or other benefits. Yet 61% of employees prefer management to allow team members to come into the office or work from home when they need to. Companies can go longer dangle the carrot of flexibility because it is now considered an essential practice; organizations need to embrace flexibility in order to attract and retain skilled talent.

However, workplace flexibility is no longer restricted to scheduling or working from home on certain days. This study shows us that flexibility in today’s work world comprises a broad spectrum of work arrangements, including:

Flexible arrival and departure times
Full-time work from home or location independence
Choice and control in work shifts
Part-time work from home
Compressed shifts or workweek
Opportunity for sabbaticals or career breaks (e.g., extended time off)
Unlimited paid time off
Caregiving leave

In the recent months, employee burnout rates have risen 9% despite employees being given flexible benefits. When we look at the landscape today, for organizations wanting to remain competitive, they need to go beyond providing flexibility in the workplace. They need to enable and empower employee autonomy – a key enabler of flexibility. Autonomy is a key driver of human motivation, performance, and fulfillment. It is the extent to which an employee has the freedom to make certain decisions, their own decisions, regarding the content and planning of their work. Autonomy in the context of hybrid working also directly correlates with the amount of flexibility an employee is given at their place of work, and in their specific role. As employees begin to navigate their work in their way, they are more likely to experience a sense of ownership and an increased level of engagement.

Statistics show that a massive 68% of the UK workforce feel disengaged in the workplace. What companies are now realizing is that autonomy is essential for employee engagement. Recent research findings reveal that 79% of autonomous employees are engaged, and therefore, are more accountable, have a stronger sense of ownership, and perform better at their job. There is also a significant difference between organizations with more than 500 employees in comparison to startups of up to 100 employees: only 34% of employees in larger organizations feel autonomous at work, compared with 79% in startups.

What has become very clear to leaders over the last few years is that individuals are that – individuals – they think, function, and work differently. Giving employees the autonomy and responsibility of knowing how best to work is a welcome approach today. Another benefit to organizations who practise autonomy in the workplace is that when employees have autonomy, they develop self-reliance and resilience – two of the many important leadership skills. Being able to think independently and make decisions in the best interest of the role and company’s objectives is synonymous with problem-solving. A workplace based on autonomy is a conducive environment for building leadership skills.

3 Best strategies to support employee flexibility and autonomy.

Provide employees with the right tools and technology

Depending on the nature of their work, organizations must consider what tools and technology their employees need to experience a smooth transition to remote working. Employees with autonomy will also be able to choose and will have access to devices that enable them to work in multiple locations.

Document learning, and actually learn from them

One of the best ways for employees to learn and get better is through ‘failures’. Allowing employees to make mistakes, and instead focusing on a growth mindset, encouraging employees to document learnings and grow from them, will not only lead to fewer such experiences but will lead to more engaged and innovative employees.

Hire right and hire autonomous people

Not all employees like being autonomous. Identifying and hiring talent who thrive with autonomy, who can find ways to succeed at their job, and get the tasks done will prove very beneficial for the organization. Many companies even encourage employees to allocate work time to personal projects in the aim of fostering innovation, creativity, a sense of ownership, and getting into the mindset of autonomous working.

When organizations focus on investing in giving employees the tools they need to do their job well regardless of location, they can create a culture of autonomy and flexibility that benefits the organization, their teams, and individual employees as well. For more on building and managing global teams, schedule a consultation with our team of experts from Talent500.

Why companies must prioritize wellness in the workplace

Posted on April 11, 2022 by mahidhar

Harvard found that for every dollar spent on employee wellness, medical costs fall $3.27 and absenteeism drops $2.73, a 6-to-1 return on investment. Companies that commit to employee wellness have a decided advantage over their competitors. Just as any team will find their performance boosted when the members enjoy strong personal relationships with one another, happier and healthier employees are more productive and engaged.

The pandemic has been hard. According to a McKinsey report, 62% of employees globally consider mental-health issues to be a major challenge during the COVID-19 crisis. In light of this, 96% of companies globally provided additional mental-health resources to employees, but only one in six employees reported feeling supported. It’s not just about offering a few initiatives without truly making employee wellness a priority – ensuring that they are comfortable, healthy, and happy. SHRM defines workplace wellness as ‘any program intended to improve and promote health and fitness’. Programs and initiatives around employee wellness have been in place for a while but its nature has evolved over time, and especially during and post pandemic. Primarily because now the boundaries between work and home are becoming increasingly difficult to define; lines are blurred and it could quickly lead to employees feeling isolated, disconnected, and burnt out.

The most basic form of wellness is working in an organization where the leadership genuinely cares about employees. When leaders communicate their own intentions of prioritizing wellbeing openly, and follow it up with actionable behaviors, they can set the tone for a culture that empowers employees to focus and invest in themselves so that they can be more productive.

The truth is that no good work comes about by a single employee, making it imperative for them to feel connected, engaged, and valued to be productive. However, a holistic set of wellbeing programs, when done correctly, provide employees with the right incentives, support, tools, privacy, and strategies to embrace and practise healthy behaviors and to foster high-trust environments.

Offering employees wellness programs has a huge number of benefits, we’ve narrowed down on the top five:

Reduction in absenteeism: Employees who take care of their health miss fewer days of work. American workers miss more than 100 million workdays each year just from lower back pain, according to the Wellness Council of America. One of the key benefits of raising awareness on and advocating for healthy behaviors is improved employee attendance. Another aspect to consider is this – employees who say they often or always experience burnout at work are 63% more likely to take sick days. Employee wellbeing is directly related with absenteeism and its associated cost.

Attracting great talent: 78% of employers offer wellness programs to attract and retain talent. Given that we are living (read: working) through the Great Attrition, top of mind for most companies is attracting the best talent in the market. It is a very competitive space with potential candidates having a plethora of options to choose from. Companies that provide employee wellbeing incentives become a determining factor in attracting great talent who will work toward the business success of the company.

Improving decision making and productivity: More than 90% of business leaders say that promoting wellness can affect employee productivity and performance, according to survey results from the nonprofit Health Enhancement Research Organization (HERO). One of the leading causes of poor productivity is poor health; employees who are healthy feel more energized and engaged at the workplace, whereas employees who are unhealthy feel more tired and less motivated to work. Employees who are not in a good mind-space may not be able to handle the work pressures and may experience more frequent bouts of exhaustion. When wellbeing is optimized, an employee is more eager and focused at work, naturally leading to an increase in productivity.

Improving employee morale: Organizations need to constantly measure and address employee morale in the workplace. Getting insight on how employees are feeling through regular one-on-one check-ins and employee satisfaction surveys become important. What companies are now understanding is that creating a positive work culture goes beyond merchandise and a few fun events. Building a bond and resonating with employees through learning and development opportunities, social events, rewards and recognitions, can go a long way in boosting collective morale.

Reduction in turnover: The more positive and connected experiences an employee has in the workplace, the more invested in your company they are. According to this study, team members who feel involved are 87% less likely to leave an organization. Developing wellness programs and initiatives take away the burden of finding, recruiting, and retaining new talent to replace those who are unable to function efficiently.

We are at an interesting phase in this workplace disruption, and companies need to get smart and serious about how they approach employee wellbeing. Making use of data and technology to develop innovative and sustainable programs have multiple benefits, some of which have been addressed previously in this article.

While companies have always taken physical health seriously, since the pandemic, they are also understanding the need to decrease mental health stigma and increase/provide access to relevant services. The bottom line is that caring about employees and wanting them to be happier and healthier doesn’t make sense just for that employee, but also for the company’s overall performance.

For more insights on building and managing a global workforce, schedule a consultation with experts from Talent500 today.

5 strategies to achieve gender balance in organizations

Posted on April 11, 2022April 11, 2022 by mahidhar

A 1% gender bias effect at a Fortune 500 company that hires 8,000 people a year can lead to productivity losses of about $2.8 million a year, found a recent study from Oregon State University.

Globally, organizations are striving to achieve gender balance because it is, without a doubt, an essential factor for the holistic growth of any organization. A diverse and inclusive workplace provides the foundation for creativity and unique perspectives, which will improve performance, processes, and productivity. However, the Global Gender Gap Report for 2020 predicts that it will still take another 100 years to achieve gender equality. And it is important to note here that this statistic doesn’t account for transgender rights and representation, which are imperative to creating safe and inclusive work environments.

One of the things about gender parity is that it is very much present in organizations, but mostly in entry or close to entry roles. As you move to the top, the percentage of women employees decreases. A McKinsey/Lean Women in the Workplace study, which reflects average demographic realities at 317 North American companies shows that an organization’s entry-level workforce is quite equal – with half women and half men. However, this proportion of women drops slightly at every level, as you get closer to the top. Only about 38% of managers are women, 33% of directors, 28% of senior vice presidents, and 21% of C-suite executives. Looking more closely at the data, it is clear that the main reasons for the drop-off of women is driven by gender disparities in promotion rates, not gender differences in hiring or retention.

To improve gender balance in the organization, we first need to be fully aware of what equality looks like; equal rights, opportunities, responsibilities, and access in the organization. The pandemic had a near-immediate effect on women’s employment with one in four women considering leaving the workforce versus one in five men. This makes it even more critical for organizations to focus on cultural and organizational changes to reduce this gender inequality.

Achieving gender balance at all levels in the organization is critical, and it can look something like this.

1. Creating an inclusive hiring process

It starts here. From job descriptions, sourcing candidate pipelines, and conducting interviews – the process needs to include fairness, diversity, and inclusivity. Making sure that the hiring process is free of internal bias is also important. In many situations, and despite the awareness and initiatives around diversity hiring, some recruiters might display inherent, subconscious biases when evaluating candidates. The simplest way to avoid this would be to include more people in the hiring process, at every level of seniority. Keeping gender specific details out of the equation will level the field – age, marital status, etc.

2. Offering flexible and supportive employee benefits

77% of employees consider flexible work arrangements a major consideration when evaluating future job opportunities; 36% consider leaving their current employee because a flexible arrangement is not an option. The McKinsey study found that employee burnout is one of the largest stressors currently impacting women in the workplace. Studies show that since the pandemic, women are disproportionately affected by burnout, stress, and exhaustion compared to their male counterparts. Gender equality in the workplace also widens considerably after women have children. Offering comprehensive benefits (flexible working, childcare support, elderly care) can help reduce stress and enable a better quality of work-life balance, overall improving the gender equation in organizations.

3. Creating fair compensation and promotion procedures

Here’s the key – offer employees equal pay for equal work, regardless of their gender. It’s not just the most obvious way to create a gender balanced workplace, it is also a good way to attract and retain talent. Organizations should also put in the effort and focus on promoting qualified women within the company, by creating promotion procedures that are inclusive and gender neutral. Everybody benefits from transparent evaluation and promotion procedures, not just women and minorities.

4. Building an inclusive culture and improving gender equality awareness

To have gender equality embedded in the organizational culture, it needs to start at the top. Leaders, through their words and actions, implicit and explicit – need to consistently reiterate their commitment at promoting gender equality and exemplify that when hiring executives. Managers should aim to provide equal responsibilities to all those on the team, regardless of gender. Another aspect to this section is training initiatives. Incorporating regular gender inclusion training programs is imperative in enabling an environment where employees respect, and support, one another. Training sessions like this will also help employees become aware of and overcome subconscious biases, if any.

5. Strict policies against workplace harassment

At any workplace, on an average one out of four women have been either physically or mentally harassed. The importance of having a strict policy against workplace harassment cannot be ignored or sidelined. Because workplace harassment can take on many forms, having a clear policy means that organizations can employ the necessary steps to create a safe workplace.

Conduct annual training sessions to apprise employees on racial harassment, workplace bullying, and other forms of harassment. All forms of workplace harassment are illegal and can have major implications on an employee’s productivity, comfort, and safety at work. It’s important to clearly lay out the policies against workplace harassment in order to avoid hostile work environments, irrespective of how small or large your organization is.

To sum up, organizations do not employ enough women in high-ranking positions; the lack of gender diversity at the top of an organization often perpetuates a culture where women are not encouraged or mentored to reach leadership roles. When companies do hire more women, they must be committed to retaining them. If companies want to truly create change, they must make a concerted effort to create a workplace where both men and women can reach their full potential and succeed as leaders within their organization.

For more insights on building your global team, schedule a consultation today. Talent500 enables the world’s fastest-growing businesses to hire, build, and manage their global workforce with the best talent

4 key leadership trends for companies in 2022

Posted on April 5, 2022April 5, 2022 by mahidhar

The current workplace landscape is still very uncertain, but one thing is clear – we are never going back to what was considered normal. The pandemic caused companies to fundamentally change many aspects of how they work. While some leaders are choosing to embrace the change and are inspired to find ways to succeed, others find themselves in slightly more difficult territory. They are feeling the pressure to change how they think; their perceptions and expectations in the workplace.

The truth is the office will never be what it once was. In many ways, it’s a change that brings with it many benefits, and looking at the broader picture becomes critical here. The pandemic has forced companies to pause and rethink how they’ve been working, how businesses run, how employees are treated, and what is its impact on the planet. A leader who wants to do well in this new era of work will have no choice but to embrace a new work world with a renewed culture that places employees at the heart of the organization.

Here are the four key leadership trends in 2022.

1. Leading with a growth mindset

Growth mindset or learning agility is so essential because it helps leaders make quick decisions in times of crisis or change. This concept – Growth Mindset – that has been overused for years now becomes very relevant to this new way of work. According to US psychology professor Carol Dweck who first described this behavior in the 1970s, “People with a fixed mindset are more likely to stick to activities that utilize skills they’ve already mastered, rather than risk embarrassment by failing at something new”.

Growth mindset is, without a doubt, a key trait of leadership in 2022. Those who work at companies with a growth mindset are 65% more likely to say their company promotes risk-taking. They’re also 49% more likely to say their organization fosters innovation. Today’s leaders have little choice but to embrace a growth mindset; they need to be driven at the opportunity to learn new things. Leaders need to be willing to let go of their beliefs and strategies, and should be keen to identify newer and better ways of collaborating, inventing, communicating, and working. This is a leader who embraces failure and understands the value in learning from it and this is important because they can build a team with a similar outlook – who are able to have healthy disagreements, accept feedback from each other, and are driven to challenge their capabilities. And most importantly, be more excited to experiment, which in today’s dynamic workspace, is a huge benefit.

2. Supporting employee mental health

Each year, one in five adults in the U.S. will experience mental illness. Yet only one in three who need help will get it. What this leads to are employees who are frequently absent or are less productive while at work. – a phenomenon known as presenteeism. Presenteeism is when employees are at work but are struggling with physical or mental health issues. The World Health Organization (WHO) estimates that depression and anxiety cost the global economy $1 trillion per year in lost productivity. But WHO also found that for every $1 spent on treating common mental health concerns, there is a return of $4 in improved health and productivity. According to recent research, 42% of global employees have experienced a decline in mental health since the pandemic began. This is why prioritizing mental health is so important for an organization’s bottom line.

During change, employees may experience fear, stress, and anxiety. The pandemic and what has come after has been an emotionally overwhelming time for many. Employees respond differently to coming back to work and being a leader who can recognize and support all responses is critical. A supportive manager can have a direct, positive impact on the mental health and wellbeing of the faculty and staff they lead.

3. Introducing measurable DEI initiatives

In the past few years, there has been an increased spotlight on companies’ representation and diversity, equity, and inclusion (DEI) initiatives. The data shows us that only 53% of employees believe their employer is meeting its diversity, equity, and inclusion goals and close to 97% of employers report they have introduced new inclusion measures in the past year especially. However, 24% of employees believe their employer has not introduced any new measures. With 52% of employees considering moving jobs, putting in place DEI initiatives that are tangible and measurable and result in long-term change have become more important than ever.

Studies show us that the pandemic has magnified how diverse employees feel in the workplace, and not in a positive light. Merely establishing DEI initiatives doesn’t do much for creating a more diverse, equal, and inclusive team. Companies need to view DEI as more than just meeting hiring metrics. While metrics are important and can provide valuable insights on where attention is needed, in order to make real change, diversity and inclusivity need to translate into tangible and measurable results.

4. Embracing an empathetic leadership style

The lack of empathy in business costs an average brand up to $300 million of lost revenue annually. According to DDI, empathy levels are low in business leaders, as only 40% of them have proficient empathy skills. The study included 15,000 business leaders in high-performing leadership settings.

Empathy in leaders is critical as we collectively try to navigate this new era of work. With almost nine in 10 employees (86%) reporting that they can juggle work-life obligations under empathic leaders, leaders need to take their humanity to work. They need to give up stereotypes of leadership styles, and be creative in how they manage employees. Being genuine, making the effort to connect, communicating openly, and engaging more deeply with all those in the workplace will propel the team to better performance and productivity.

Empathy in leadership sets the foundation for employees and business outcomes in a positive manner. Navigating this dynamic terrain and ensuring teams are functioning at their best can be a challenge. Schedule a consultation with our team of experts at Talent500 if you’d like to know more about building and managing global teams.