CU Management Feature | HR Answers: Can Technology Save Your Managers From Burnout?
Tools that foster engagement and consistent feedback can help boost productivity and employee retention.
More than half of American workers are actively burned out, according to a survey conducted by Indeed this spring. Between blurred work-life boundaries, global uncertainty, and social isolation in the pandemic, employees are at risk—resulting in poor performance and higher quit rates.
Your managers are feeling the pinch. Managers experience the same challenging conditions as their direct reports, with the added pressure of leading their teams through these challenges. They’re tasked with cultivating culture and engagement, while maintaining productivity and service levels, often at a distance.
Sound familiar? If so, you’ve got a problem on your hands.
Why Manager Burnout Matters
When burnout pushes managers into a state of crisis, it kicks off a vicious cycle for team engagement levels: Employees with burned-out managers are 73% more likely to say that they are themselves burned out.
In short, your workforce is challenged. So, what are the top challenges managers are facing today, and how can we as leaders and HR professionals help provide relief from burnout?
A simple solution? Turn to tech to help automate the process and give managers opportunities to connect with their teams. Here are three challenges tech can solve:
Challenge 1: Effectively Communicating Impact and Purpose
72% of employees say knowing their work matters enables them to deliver a high-quality customer experience.
In-office, employees are reminded of the credit union purpose and mission via daily face-to-face interactions with each other and members. In isolation, however, employees can feel they’re spinning their wheels—and overburdened managers may not know how to close the gap.
Solution: A clear goals process.
Look for a technology solution that documents, tracks and makes goals visible credit-union wide. This tool should clearly connect each employee’s personal goals to greater team and organization as a whole. It’s also important that goals can be adapted to meet the needs of our ever-changing business environments.
The benefits? No matter where they’re working, employees gain visibility into how their day-to-day work furthers the mission of your CU. And with real-time data and tools like an insights dashboard, managers can effortlessly keep track of who’s contributing, who’s on target and who needs support.
Challenge 2: Driving Team Morale
The top reason people leave jobs is limited recognition and praise. On the flip side, 81% of employees are motivated to work harder when their boss shows appreciation.
A hybrid or fully remote environment makes it hard for managers to share those smiles and pats on the back that keep member services workers going. In isolation, morale can plummet.
Solution: Social recognition and custom rewards.
Lift the load from managers by instituting a social recognition feed. This tool allows employees of all levels to send real-time recognition and high-fives that are visible organization-wide.
And it works. $14 billion First Tech Federal Credit Union, San Jose, California, saw significant results after implementing a social recognition feed: Employees who recognized others were 2 times less likely to quit than those receiving recognition. And those who received recognition were 2.5 times less likely to leave the CU than those who were never recognized.
Personalization matters, too. Customized rewards are 7 times more likely to motivateemployees than generic certificates or gift cards.
Challenge 3: Providing Feedback
Real-time feedback, both positive and constructive, helps employees understand how they’re performing and where they stand; 40% of workers feel disengaged when they receive little to no feedback.
Delivering feedback can be challenging no matter where it’s given. Before the pandemic, 42% of managers admitted they didn’t give enough feedback.
Solution: Check-ins, 1-on-1s and a feedback platform.
Pair a feedback tool with easy-to-schedule 1-on-1 conversations. Feedback tools make it easier for managers by allowing employees to request feedback and by providing managers with templates and guiding questions. Bonus: With this tool, manager prep for year-end performance reviews includes a years’ worth of performance discussions, so employees feel seen for everything they’ve contributed.
Technology can create a consistent experience and provide analytics to measure success. However, strong alignment with the credit union’s mission, vision, values and goals is key. Employees can sense when there’s a clear connection between what management says is important and what’s modeled. Providing technology and encouraging leaders and employees to come together increases the opportunity to celebrate the impact of everyone's work, strengthens connection, and reinforces a culture of belonging.
Beyond the laughs – Valuable leadership lessons from social media humor
What every leader can learn from TikTok star Corporate Natalie
We’ve all seen the memes, TikToks and other social media content poking fun at workplace norms, remote work struggles, and co-worker relationships.
As a self-proclaimed “aspiring TikTok star,” @corporatenatalie rose to influencer stardom last year when she began creating short videos that highlighted the uncharted territory of working from home during a pandemic. Her Instagram and TikTok accounts have since grown to over a half million followers, and there’s no question why. Her content has been explosive with millennials and gen Z, but will likely resonate with anyone in the workforce. She highlights what so many of us struggle to put into words; the awkwardness of video conferencing, return to office anxiety, challenges connecting with co-workers from home, and more.
While influencers like @corporatenatalie can give us a good laugh, I believe we can take away more than a smile. Her content sheds a light on opportunities we have to better support our employees as we look ahead to a forever changed workplace. Here’s a few things we can all learn from @corporatenatalie:
Normalize stepping away for breaks
We’ve all read the studies and know the importance of taking breaks. Whether it’s a quick walk or lunch break, does your work model support breaks at home, as well as in the office? Encourage employees to intentionally reserve time on their calendar for breaks.
Check-In On Your Employees
Whether you’re still remote, in an office, or evolving to a hybrid environment, it will take a lot of time to solve the mental health challenges many employees are facing. Connection is more important than ever. Be sure to ask the question behind the question “how are you doing?”. Inquire about their personal interests and ask what you and your credit union can do to support their wellbeing. Asking once isn’t enough – be sure to incorporate this connection point into your regular cadence of 1:1 meetings.
Lead by example after hours and during time off
With PTO banks at an all-time high due to limited travel opportunities, encourage employees to use their PTO and help them truly unplug. A leader I work with recently turned off his phone during his vacation, and his team said they felt more empowered to do the same. Leaders really do set the tone here! This includes email after hours. Unless there’s an emergency, consider scheduling your email to be delivered the following business day.
All laughs aside, the pandemic has surfaced some opportunities to re-think how we work and enable our employees to be their best. With these pearls of wisdom and new perspective, let’s be more intentional than ever to connect and engage our employees.
Organizational design: Is your CU set up to support your strategy?
The world is evolving quicker than ever and financial services is not exempt from these market changes. Through these changing times, credit unions have helped members find new ways to connect by leveraging online channels and redesigning branch experiences. They have deployed employees remotely, and teams are working efficiently and productively. Now, leaders should focus on their organizational structure; how it’s been affected with the changing landscape, how it’s impacting the way work gets done, and how it’s preparing the organization for the future. A well-designed organizational structure will improve work efficiency and output, bring more value to members, and help employees through future changes in business direction as the financial industry continues to evolve.
Make a connection to strategy
Long before COVID-19, the credit union industry consistently delivered exceptional value for members. And now, it’s a more opportune time than ever to evaluate how an organizational structure can drive business strategy and an improved member experience. Understanding how the structure delivers on the mission and vision and the strategic plan should be the primary focus. It helps to start by evaluating the current structure and ask questions like: have projects and initiatives strayed from delivering value? Are their employees whose role have changed and should be deployed to new teams? Clearly defining how departments and divisions impact the mission, vision and values will be imperative as our businesses pivot, ultimately helping employees understand why changes are happening.
Create the ideal state, then add the people
It is a best practice to design organizational structure without individual people in mind for roles, evaluating how work and decision making should happen to be most productive. It’s hard not to take into consideration personal relationships and individual strengths of people. Along with the challenges of letting current employees dictate the structure, business events like leadership exits can cause changes in structure that never get reviewed. A good example is the temporary re-assignment of departments or projects during a vacancy, and when a new hire is onboard, the decision is not revisited. Important questions to ask: how will work get done most effectively, with little friction, with expedited decision making? Is the structure a result of personal relationships or aged decisions that need to be reviewed? When organizational design review is a frequent occurrence, it addresses gaps much quicker and improves people’s experience with these changes.
Connect employees to the bigger picture
Employees are keen at identifying where there is inconsistency in reporting and titling due to an unmanaged organizational design, and often times we can’t deliver a thoughtful response as to why. Leaders need to be able to adapt on the fly, add new roles with needed skillsets to remain competitive, yet understanding and evaluating differences in organizational design is key. It is important to address reporting irregularities that create silos and frustrations for employees. They want to understand how new roles impact the overall success of the credit union, how they will have access to information (that is often cascaded down from the top) and desire access to leaders who can help elevate their challenges.
Ensure equity within roles
Expectations of employees with reporting relationships that skip levels can create performance inequities. For example, if a Director reports to an executive team member, yet a Director in a different division reports to a Vice President, might there be differences in expectations and deliverables? What if one Director is expected to create strategic plan, but that’s not in the Director job description? If this leader is expecting more from the Director, could there be pay inequities? Evaluating roles and responsibility by each title, and then reviewing reporting structure and its impact on role expectations is an essential activity.
Provide guardrails for leaders
Leaders are morphing their teams to meet the needs of members by reassigning functions or even moving employees to different departments as business direction changes. Without thinking of the larger organizational picture, these leaders may have already designed their future team structure and it can be difficult to undo or change course. Without guardrails and best practices documented with considerations like reporting layers, span of control for teams, or titling requirements, it can create inconsistencies across the business and create confusion for employees about variations.
Get started today
Find a trusted, outside partner who will stay true to going through the process, respectfully challenge decisions and continually encourage new ideas. This partner is important because they won’t know the reasons why the current structure is the way it is and can offer industry specific trends that align with your strategy. Invite key senior leaders to the table, set the stage that nothing is off limits, and start digging in. Here are a few questions as the project kicks off:
What are the most important focus areas needed to deliver more value and improve the member and employee experience? What would really drive the mission and vision forward?
If the organizational structure could be totally redesigned to align with the strategic plan, and there weren’t any employees hired yet, what would it look like?
What is the current state across all teams? Is a centralized/decentralized model working? Is there misalignment in reporting structures?
What process is needed to review the current structure? How will the redistribution of functions, reassignment of reporting relationships, and titling inequities be addressed? What is needed to create best practices for other leaders?
What if people in key roles make an exit for retirement or other job opportunities? Do you have a robust succession plan in place to fill any talent gaps?
Pivoting to address our changing world includes understanding how to leverage people to achieve strategic objectives. This focus will improve work efficiency and output and drive high levels of engagement for employees and leaders. A good organizational structure helps employees understand how work gets done, how decisions are made, and how they fit into the bigger picture.
Five ways to engage employees in meaningful conversations while living in a virtual world
If Zoom happy hours have grown stale, traditional Zoom meetings are past rotten. You and your team have likely felt the fatigue of endless video conferencing and phone calls. While encouraging employees to attend another meeting may be challenging, it’s also vital to have a dialogue about significant events in our world and how they impact each of us.
Between the ongoing pandemic and widespread fight for social and racial justice, many Americans are feeling more long-term stress. It’s never been more important for us to have thoughtful, productive conversations across our organizations.
Here are five ways to engage employees in meaningful conversations while living in a virtual world:
Make it human. Let’s face it – there’s a lot going on in the world. The pandemic and social unrest has affected each of us and our families. We must move beyond ‘hard topics,’ any fear of being ‘political,’ or we may miss out on an opportunity to empathize with employees and recognize what they are dealing with.
Bring in the experts. Enlist the help of those experienced in the field of social justice, mental health, and stress management to speak with employees on an individual or group basis. Whether it’s providing 1:1 virtual counseling sessions for employees through an Employee Assistance Program (EAP) provider, or hiring a skilled mental health expert to speak for your next town hall event, employees will be grateful for the opportunity to engage and learn something new.
Keep the conversation going. Use break out rooms to divide employees into small working teams and encourage free-form dialogue. It can be as easy as having employees discuss common stressors and ways they’ve found success. You can also provide online conversation platforms with prompts and moderators to keep the discussion topical and engaging.
Don’t make it mandatory. Controversial? Maybe, but making discussions regarding mental health and social unrest a requirement can quickly dissolve a safe place to discuss. Encourage employees to attend conversations without forcing them to do so. Provide any speeches or messages from experts as linked recordings later on; that way, employees can watch when they are comfortable or watch again for more information.
Check in with employees. These conversations should not be one-and-done. Beyond making wellbeing check-ins a regular occurrence, be sure to remind employees of any mental health benefits available through your Employee Assistance Program. You can also help employees address feelings of worry, stress, anxiety, loneliness and more by sharing free online resources like HowRightNow.org and WE.org: Well-being In The Workplace.
How are you creating and engaging employees in meaningful conversations at your credit union? Share tips below!
EVENT: BD Now – Elevate!
Elevate from SEG Vendor to SEG Partner
Join Chary and Molly on February 22 for a session of Julie Ferguson’s business development training program.
BD NOW welcomes back human resource experts, Chary and Molly to help us move from SEG vendor to SEG partner. Building a value driven partnership with human resource contacts at SEGs requires research, connection, and creative thinking. We will work together to build a sample one-year plan for SEG touchpoints that are value-driven and work toward a true partnership.
WEBINAR RECAP – Ignite Employee Engagement: A New Framework for Bringing Out the Best in Your People
Chary recently presented — Ignite Employee Engagement - A New Framework for Bringing Out the Best in Your People — a webinar hosted by Workhuman and Worldatwork. Get the recap and attendee Q&A below!
“People are more than just your employees,” observed Chary Krout, co-owner and partner at Cultivate, in her opening remarks during “Ignite Employee Engagement” – a webinar hosted by Workhuman® and WorldatWork. “Understanding their full lives is key. How often are we connecting employees to our mission’s vision and values? How are we helping them understand that they are doing meaningful work?”
Co-presenter Derek Irvine, SVP of strategy and consulting at Workhuman, echoed those same sentiments as he noted “It’s from true human connection that everything flows. If we get human connection right, then we can get employee engagement right. If we get human connection right, we get trust right. And if we get those two things right – trust and engagement – it becomes a doorway that opens to all the other good things that organizations want.”
“People are more than just your employees”
Key takeaways
That set the stage for a lively and engaging exploration of what Derek described as “a new framework for igniting or reigniting employee engagement” based on the three foundational words: Thank, Talk, Celebrate. Here are some of the compelling themes they discussed during the program:
Employee engagement cannot be commanded – People become engaged because the organization inspires their commitment. Therefore, the need to build a positive, inclusive, more human workplace – one where people feel a sense of belonging – has never been more important.
“Thank” is a rich, deep expression of appreciation – True recognition goes beyond a simple “thank you.” It’s seeing the skills and connections a person brings. As Derek noted, “It says ‘I saw you, and I appreciate you for what you did.’” It makes people “understand how they fit in and that they matter,” added Chary.
“The data shows that frequent recognition moments continue to boost people’s productivity, their output, their engagement.”
Givers matter – We often talk about recognition from the perspective of the receiver. But someone who has given recognition in the past two months is more likely to love their job, recommend your company, identify as highly engaged, and have a positive work experience.
Giving recognition drives business results – As Chary observed: “Giving recognition and thanks is the right thing to do; building connections is the right thing to do. But it’s also driving business results. The data shows that frequent recognition moments continue to boost people’s productivity, their output, their engagement.”
“Talk” is the key to growing and encouraging each other toward common goals – Frequent check-ins are key. As Chary noted, “If culture is owned by all, then we should be recognizing that in every interaction that we’re having – even in one-on-one conversations.”
“If culture is owned by all, then we should be recognizing that in every interaction that we’re having – even in one-on-one conversations.”
“Celebrate” is about sharing our humanity and common purpose – To build a culture of togetherness, we need to celebrate milestones, life events, and the community. “These are golden moments to create connection between each other that reinforce trust, and reinforce a sense of engagement with each other,” noted Derek.
The data says it all – Capturing human moments reveals turnover risks, uncovers hidden talent, and delivers insights into diversity awareness. The data can also reveal how work gets done, who are high performers, communities of people that work together, and the impact recognition has had across different business units.
And now, on to your questions
Following the presentation, the panelists answered questions submitted by the audience during the event. While they couldn’t answer them all, here is a representative sampling:
Q: What are your recommendations for keeping a pulse on how employees are feeling, especially for those transitioning back to work?
Chary: I think it’s making sure your managers are connecting. You can do that a couple different ways. A poll survey can be key. You can also just ask the questions of how they’re feeling, how can you support them. And then, engage employees and find solutions. I think we are often surprised that even in problem solving, we don’t always engage our people as much as we should to help find the outcome that’s going to be good for the overall organization.
Derek: I fully agree with that and it’s something I probably should have mentioned on the outset. At the beginning of COVID-19, we launched a completely free survey tool called Moodtracker™, because we agree with that point – that we need to be listening to our employees. So we offer a tool anybody can download and use right now. And it’s going be completely free, forever.
Q: What are your recommendations for giving constructive feedback – while keeping employees engaged in a remote environment?
Chary: It’s about building trust first. When you do that, constructive feedback comes with the appropriate intention behind it. I don’t know how many times in my career I’ve had a conversation with a leader who has ‘saved up’ feedback that they feel their employee needs – and is then uncomfortable having the dialogue. I think if you’re having regular check-ins, you’re building trust. You’re listening as much as you’re talking, which is really hard for most leaders.
They think they’re supposed to lead the one-on-one conversation, when actually they should be facilitating it. Then, giving constructive feedback just becomes part of those dialogues. When I think about the times I’ve had an annual review and I haven’t gotten any feedback, I feel disappointed.
“High achievers want to hear ways they can do better. But we have to build trust so that those messages can be heard and acted upon.”
Derek: I would just reiterate that with the word, “thanks.” It doesn’t have to be complicated. Managers are struggling with, ‘What’s the framework? What are the questions?’ Thanking somebody genuinely can be the golden key that leads to a positive conversation – one that builds trust and allows the relationship to grow.
Q: It is all about wanting to be vulnerable, and I don’t see a lot of the leaders who want to take that path of vulnerability. What would you say to that?
Derek: I think there’s a fundamental shift in terms of management styles. We’re now in an era where we need to be able to bring our whole selves to work, because our human emotions, our empathy – they’re what drive creativity. They’re what drive innovation. They’re what drive relationships between your company and your customers.
So we need to be able to bring our whole selves to work. It’s imperative in this era that we live in. Companies that fail to do that will themselves fail.
I absolutely accept and understand managers who have grown up and are comfortable in the old management style. But they need to make the shift. I think it’s about opening up. It’s about authenticity. Nobody has all of the solutions. But the shift is required and that’s where these three really powerful words come in. It doesn’t have to be any more difficult or scientific than just thanking people more. Try to have more authentic chats, talks, and celebrations. There’s a ton of these moments happening all the time. If you focus on those three things, it can be the secret key that opens up the door.
Q: The activities you shared are all easy to do and have been shown to be effective. Why do you think so few companies do them? Why aren’t they seen as priorities?
Derek: That’s been my mission for the last 20 years – making sure we capture these stories of companies that are doing this successfully. Because there are a surprising amount of companies that are succeeding and in the book, “Making Work Human,” we’ve case studied them.
We’re talking about LinkedIn, Procter & Gamble, UnitedHealthcare, Intuit, Symantec – both large international companies and smaller companies. Companies in the healthcare sector – Baystate Health – that are succeeding and doing these things.
And in the book, you’ll find data that proves these initiatives really do work. I think what we have successfully done is taken something that seems ’soft’ and created hard business evidence that shows it works. And we should all be doing it much more, for exactly that reason.
Q: In 2021, what would you start, stop, and continue in the context of making work more human?
Derek: I’ll give you some very quick ones. If you think about thanking, I would stop the annual award ceremony that just thanks the top 5% of your people, and I would start a continuous program that is recognizing 80%, 90% of your people throughout the year. I would stop the annual performance review and start more of a continuous performance development conversation. Those would be two top-of-mind things.
“Annual (review) events are done.”
Chary: Absolutely. Annual events are done. I mean, we can’t even do goal setting at beginning of the year and have it be relevant by the end of first quarter. So I totally concur with that. What I would continue doing is find the times that you can connect your people, connect your managers to their people, connect your people to people. And I would put those front and center more times than not.
How to grow employee resilience
There’s no doubt that the unprecedented change and struggle this year has challenged us all to build and maintain resilience. Resiliency, commonly defined as the ability to quickly recover from challenges, has been critical throughout this year, and will be moving forward.
Cigna’s Resilience Index, published in September, shows that only 37 percent of full-time workers have high resilience. Moreover, one-third of full-time workers say they almost never have workplace discussions about the impact of COVID-19 on them, their families and their mental health. If companies and employees aren’t talking about these impacts and our changing world, how can they learn about the resources available to support and grow resiliency?
Most of us are coping with so much. Between COVID-19, remote learning, economic uncertainty, increased divisiveness and social unrest, we’re all feeling mentally stretched. What does this all mean for us and the credit union industry? When there are low resiliency levels amongst our employees, not only does it have a direct impact on business outcomes, it can be correlated to lower job satisfaction, engagement, and retention.
Focus on the “whole self”
A more holistic approach to employee wellbeing isn’t a new idea, but one not often put into practice. We must stop thinking about benefits as a recruiting tool or event like new employee orientation or open enrollment. The most impactful wellbeing programs are built on a continual drip of targeted communications and resources throughout the year, that put the benefit(s) in front of the employee when they need it most. Here’s a few areas you can start:
Employee Assistance Program (EAP): Many employees don’t know what an EAP is, or feel comfortable asking for contact information when they need help. Creating a one-page resource with benefit contact information, means employees can take it on the go and access it when they need it most.
Physical Movement: Data shows that regular exercise is an important component to building resiliency, so let’s start moving more. Kick off an exercise challenge and get leaders to participate in some way to encourage employee involvement.
Gratitude: Essential employees should be seen and appreciated for their time and commitment to our members. Many of them are commuting, leaving their homes, and managing the same daily schedules as always, just with a lot more stress. Consider finding ways to focus on making things easier for them and allowing them to care for themselves during working hours. Maybe pick up their grocery delivery fee so they have one less stop on the way home. They deserve it!
Keep connections strong
It used to be easy to keep employees connected and well informed within the four walls of our buildings. Now, we must take a more thoughtful approach.
Communicate frequently: Share updates about the state of the credit union and celebrate the wins. Be sure to be transparent and proactively address any uncertainty with the economy or financial standing of the credit union.
Utilize technology: Connect your workforce and encourage them to use the channel that will help them get the most accomplished. One note: be mindful of the exhaustion that comes from back-to-back video calls – it’s real, and many employees become fatigued.
Connect employees and managers: Schedule frequent one-on-one meetings. A continuous feedback process with questions like, “How are things going?” or “What roadblocks can I remove for you?” provides opportunities for employees to share about themselves both personally and professionally. It’s critical that we embrace and welcome difficult conversations that may come to us from employees — we might be that one and only trusted person they’re willing to share with about work/life challenges right now.
Increase diversity and inclusion efforts
It should come as no surprise that a workplace culture that encourages community and feelings of camaraderie, inclusion and belonging benefits workers’ resilience.
Connect employees in micro communities: Help build trusted relationships and provide ways to learn and support one another. As leaders, we’ve been talking about ways to make things better for working parents, so explore creating a group where parents would leverage their collective resources, learn from each other, and be there for each other.
Friendships at work: We’re all familiar with the employee engagement question, “Do you have a best friend at work?” Cigna’s survey showed that more than four in ten full-time workers (44%) with a best friend at work are considered to have high resilience compared to just 23% of those who don’t have a best friend at work.
Our people need us to take action now, more than ever, to strengthen resiliency and ultimately help them live better lives. With only 40 percent of employees surveyed stating they’re highly resilient, that leaves a startling 60 percent of the population at risk of not being able to quickly recover from challenges and cope with adversity. Fortunately, there are ways to help employees (and ourselves) cultivate and maintain a sense of resilience, ultimately creating a more human workplace during these unprecedented times.
EVENT: Ignite Employee Engagement
New Framework for Bringing Out the Best in Your People
Chary and Derek Irvine, senior vice president of strategy and consulting at Workhuman, will discuss a simple conceptual framework that can serve as a guiding light for your HR strategy in 2021 and beyond. Your organization needs a better way, right now. This framework will help you create more genuine moments of human connection and develop a high-trust culture that fuels engagement.
You will learn:
How empowering everyone to give recognition with a tangible reward promotes a sense of belonging and cohesion – and creates a well-rounded, crowdsourced picture of employee performance
Why traditional performance management is being replaced by a continuous stream of check-ins, team feedback, and agile goal setting
Ways to reinforce community in the new world of work by celebrating important milestones, such as an anniversary, marriage, birth of a child, or graduation
Hosted by:
EVENT: Creating Meaningful Connection and Engagement in Today’s Work Climate
Join Molly while she takes part in an interactive session focused on creating meaningful connection and driving engagement in today’s work climate!
Details
Date | August 17, 2020
Time | 12:00 pm - 1:15 pmCDT
Cost | Free
Website | https://workhuman.zoom.us/meeting/register/tJAsde6grjwsG9Cfshb7XbC9pQVCAigA08EB
EVENT: 2020 Marketing & Business Development Virtual Workshop
Reframing your Business Development Strategies
Overview
Join Chary later this year for a virtual session where she’ll be discussing best ways to build HR relationships among SEGs.
Details
Date | September 10, 2020
Time | 9:00 AM - 12:00 PM CST
Learn more information about registration and the virtual event below!
Sponsored and hosted by:
EVENT: Harnessing Connections to Drive Engagement
Overview
Recruiting, Retaining and Engaging your people
Do you struggle to hire, retain, and engage your workforce? Come learn how you can implement strategies that will leverage deeper connections to enhance greater engagement. We will share real examples and give you “DIY” strategies that are easy to implement and cost effective. We will highlight other local companies & HR leaders who are trailblazing the way with measurable results.
Join Molly and Raine Lunke from R2R Strategic Recruiting for a SWSHRM virtual event that will share on actionable strategies, resources, and tools to attract, retain and engage the talent & workforce you need to grow your company and cultivate your culture.
R2R Strategic Recruiting
Raine Lunke
Details
July 14, 2020
12:00 PM - 1:00 PM
Core Topics
Differentiating your candidate engagement from your competition
Engaging employees in your workplace culture
Connecting employees to the community
Leveraging technology to connect
SWSHRM
Host
Fast Company Feature: How measuring gratitude can help entire companies work better
Last week, Chary was featured in Fast Company’s how measuring gratitude can help companies work better.
Check it out here: https://www.fastcompany.com/90436587/how-measuring-gratitude-can-help-entire-companies-work-better
Returning to Workhuman Live in 2020!
We have exciting news to share!! We’re thrilled to be returning speakers at Workhuman Live in San Antonio, May 11-14, 2020. If you’re not familiar with WorkhumanLive, you can get up to speed here: https://workhumanlive.com/workhuman-highlights/
This will be our fourth time attending, and each year the conference gets better and better!
During our session, we’ll be diving deeper into creating a culture of belonging. Here’s a preview of what you can learn at our session:
The statement on many engagement surveys, “I feel like I belong at my company,” is believed to be the most closely tied to employee engagement and ultimately greater business success. So how do we create a sense of belonging in our workplaces? In this session, we will provide practical tips to create a more meaningful and connected experience that drives employee engagement and retention.
Together, we’ll explore and share best practices around:
– Utilizing current engagement survey tools to understand your employees’ sense of belonging
– Actions your people leaders can take to tell your story and model inclusion
– Human application that bring consistency and focus to living a culture where employees belong
– Ways to engage your employees in demonstrating your culture of belonging
