If I told you that an employee hung this sign inside his workplace, you might think I was talking about 1950s Mississippi.
Iâm not. Itâs 2018 Sacramento, California.
That alone would be enough to earn this employer (Vivint Solar) a nomination as the worst employer of 2018, but itâs just the tip of the racist iceberg.
At least according to Teshawn Solomon, the plaintiff in a recently filed lawsuit.
Solomon alleges that in addition to the âWhite onlyâ sign, spray-painted and hung by his co-workers outside a cardboard fort they built, various supervisors and managers:
Called him the âN-wordâ so frequently it was âlike it was part of his everyday vocabulary.â
Told him to âreach his black hands outâ when being handed a box.
Offered him a banana while saying, âMonkeys like bananas.â
He also claims that management ignored his complaints, refused to discipline any of the offenders, and allowed the racist misconduct to continue. Ultimately, Solomon resigned.
We typically have a policy of not commenting on specific personnel matters or pending litigation. However, in this case, we wish to extend a sincere apology to Mr. Solomon for the deeply concerning and understandably upsetting situation he endured. Mr. Solomonâs experience was an isolated one and it has been addressed by our HR team to ensure something like this never happens again. Mr. Solomonâs experience simply does not reflect the values or culture of Vivint Solar and stands in direct contradiction to our core values as a company.
Its apology, however, does not excuse the stunning failure that allowed this to happen in the first place. According to Solomonâs attorney, âWhen employees âfreely use racial slurs on a daily basis, brazenly construct a racist monument in plain sight and are then shielded by management, it is only because the culture allowed it.â
Heâs 100 percent correct.
The Sacramento Bee has the full details of the lawsuit, including a photo of the offending sign.
Suffice it to say that if your workplace allows a âwhite onlyâ clubhouse, you might be the worst employer of 2018.
For 20 years, Iâve been a diversity trainer and consultant â as an internal employee, subcontractor for other firms and president of my own company.
Aside from providing excellent value to my clients, my goal has been to improve the reputation of my field by raising the bar on what organizations expect from diversity and inclusion work and D&I professionals. One way I do this is to educate potential clients about what they should look for in a consultant, and how to engage with them. Here are eight things I tell them to expect from a highly competent consultant that will get results that matter.
They will want to do some intake. Probably lots of intake. A highly competent D&I consultant wonât simply do a training session if thatâs what you ask for. Thatâs âold schoolâ and very likely a waste of your time and money (see When Diversity Training Is a Waste of Time and Employersâ Money). No ethical, highly competent health professional would write a patient a prescription for a medication they request without first conducting a thorough patient history, ordering lab tests and making a diagnosis. Itâs no different with D&I practitioners, and the good ones are experts just like your physician. The consultant will want to ask lots of thought-provoking questions, talk to key stakeholders, and perhaps review your existing data or documents. If thereâs no contract in place yet, itâs OK to ask them to sign a non-disclosure agreement before handing over your confidential information, but be prepared to share information openly. If you donât, you hinder the consultantâs ability to identify your root problem, assess fit with their style and expertise, and make appropriate recommendations. It also gets your partnership off to an untrusting, inequitable start.
They will help you define your goals and outcomes. Every organization begins with some sense of their problem and what they want. The competent D&I consultant will help you figure out what you need. They will work with you to define your concrete, mission-critical goals. Diversity is not an end, itâs a means to an end thatâs already top of mind for your organization and its leaders. An excellent consultant will help you figure out how to get results that already matter. Be prepared to answer questions like: What is your No. 1 pressing problem as an organization right now? Your major pain points? Whatâs keeping your senior leaders up at night? How do you want to go from good to great? What specifically do you want people to do, think or feel differently after this project? How will you know this project was successful? Having top leaders and key decision makers involved in the intake process ensures youâll get the most robust, accurate answers. An excellent D&I consultant will help you tie D&I work to those goals and pain points to yield a high return on your investment of time, talent and budget.
They will recommend a solution that meets your goals. Training is only a solution if lack of knowledge and skills are the problem. Most organizations that request training donât need it. What they usually need is help improving leadership, holding staff accountable, revising policies and procedures or gathering baseline data. Training may be one aspect of addressing systems flaws or leadership deficits, but rarely produces meaningful results on its own.
They will help you assess impact. Ask your consultant how they plan to demonstrate results and ROI. A highly competent consultant wonât be surprised by the question â theyâll be impressed. They should have a good understanding of quantitative and qualitative evaluation methods, including the four Kirkpatrick levels, and how to apply them. Make sure in your contracting that goals, deliverables and evaluation of results is included. At a bare minimum, I provide all my clients with a written report of results (including quantitative and qualitative metrics), my recommendations and concrete next steps. For long engagements, have regular mid-point evaluations to assess project effectiveness and adjust your plan if needed.
They have expertise outside of D&I. The best D&I practitioners have a background in organization development as well as D&I. Many have first-hand leadership or industry experience, while others are skilled at designing and delivering training. Some are certified or credentialed coaches, while others hold certificates in specialty models, assessment tools, or communication techniques. Ensure that your consultant possesses a robust yet relevant skillset that will add depth and value to your work together.
They run an effective business. Whether the D&I professional is an external or internal consultant, expect them to be reliable and professional. They should communicate clearly, be reasonably available, respond to messages, keep their word, honor deadlines, and avoid starting work without a clear and thorough written contract. They will set boundaries to ensure you stay within your contract, and donât get too much of their time and expertise for free. They will handle invoicing and financial transactions smoothly, use technology effectively, provide any tax or insurance documents you require, and address your concerns with a customer service-oriented attitude.
They leverage their expertise and push back gently. Donât engage a D&I consultant unless youâre willing to partner with an expert who will use that expertise. Their role is to set you up for success by providing sound advice and analysis, and to see what you canât. They will ask questions or push back if you make an inaccurate interpretation or ineffective decision. Expect them to listen well and answer all your questions, but to direct you if you need direction. Donât be shy to ask the consultant for research or best practices to back up what theyâre recommending, or to explain what informs their opinions.
They walk the talk. No one is perfect, but itâs reasonable to expect a highly competent, ethical D&I consultant to speak and act more skillfully and inclusively than most when interacting across differences. They should read and stay current in D&I developments, be in regular reflection about their own identities and impact on others, and do ongoing âpersonal workâ to disrupt their ineffective biases and improve their emotional intelligence. The way they engage with you, your staff, and the public (i.e. on social media and blogs) should align with their espoused values and the general goals of D&I.
A highly competent, ethical D&I consultant, who is also an excellent fit for your organizationâs culture and current needs, is a critical partner in your ongoing success. Donât treat this role as anything less, and keep your expectations high â youâll be glad you did!
My postings on Workforce.com represent my own personal views and do not necessarily reflect the opinion of Korn/Ferry International, Futurestep, or any other organization with which I may be affiliated.
Kyle Arnold, systems director, analytics/talent at Mercy Health in Cincinnati, pictured with his family.
When Carol Dweck unveiled her groundbreaking research on the growth mindset in the mid-2000s, the renowned Stanford University psychology professor did not have Kyle F. Arnold in mind.
Considering Arnold was a barely out of his teens and a student at Ohio University at the time, thatâs not a surprise.
But today Arnold, 34, is described as the âwalking exampleâ of Dweckâs growth mindset by colleague Stacey Marroso, systems director support services and employee experience at Cincinnatiâs Mercy Health.
Arnold is responsible for advancing Mercy in workforce analytics and a performance management system allowing Mercy to serve its patient population. Arnold also delivered to Mercyâs board an advanced people analytics toolkit to boost workforce planning.
He also is directing a new performance management system named GPS â Grow, Perform, Succeed.
That sure sounds like something Carol Dweck would agree pushes the boundaries of a growth mindset.
Eric Mackaluso joined HR software and services company ADP in late 2016, and according to nominator Jarrod Schwartz, he hit the ground running.
Eric Mackaluso is VP, Head of People Analytics for ADP in Roseland, New Jersey.
âEric has done more for ADP in a little over a year than we could have ever imagined,â Schwartz, ADPâs vice president of HR strategy and planning, said in his nomination letter.
âHe continually drives the adoption of data science, data visualization and storytelling as part of HRâs decision-making process.â
Mackaluso, 39, made a big impact at ADP in his first six months alone, which earned him a promotion to vice president, head of people analytics. Through monthly audits, he and his team cleansed the data of more than 57,000 associates that already existed in ADPâs system.
He also introduced the Tableau platform, through which his team created consistent dashboards for reporting across all business units and functions.
His analysis and presentation of key data metrics allows ADP business leaders to make informed decisions for the company.
âEric is by virtue a Workforce Game Changer, and we are privileged to have him,â Schwartz said.
Neil Otto is administrator of talent acquisition for Orange County Public Schools in Orlando, Florida.
âOne of the biggest difficulties is filling the pipeline â getting the mass amount of candidates that we need at the beginning of every year,â said Neil Otto, administrator of talent acquisition for Orlandoâs Orange County Public Schools.
For school districts across the country, finding qualified and effective educators is an annual challenge, and some schools face teacherless classrooms when classes begin. Thankfully, Otto, 37, has brought OCPS into the present using technology and his perspective from the business world.
âBringing in that corporate knowledge or the understanding of how things work outside of education is part of what makes what Iâm doing a game changer inside of that field,â Otto said.
His commitment to the district began early in his career when he served as an elementary school teacher. As a teacher, Otto realized that his district lacked a LinkedIn page through which the community could connect.
He put the page together himself and later explained the reason to David Azzarito, director of talent acquisition and HR compliance. Azzarito wrote in his Game Changers letter of recommendation, âNeil … wanted to make sure an employee of Orange County Public Schools was the first one to create a page to make sure it was done correctly and that only positive and truthful information was disseminated within.â
He continued to teach, and refined his business skills with an MBA, before a position in human resources opened up. Otto said heâd never considered HR prior to his new role, but now he wouldnât change a thing. He said, âIt has been a perfect fit with my extroverted self â being able to connect with so many people around not only the nation but the world.â
In his new position, Otto worked to increase OCPSâ presence on social media and improve their external branding. This felt like a natural continuation of his previous work and has since led to a decrease in vacancies. Azzarito said, âOur inquiries from interested candidates throughout the U.S. can be traced back to information they have seen through our social media pages.â
In addition to his work on the districtâs social media pages, Otto created a database of candidates to ensure the growth of the countyâs network of qualified teachers. Ottoâs work has allowed schools to reach and keep in touch with a new generation of teachers. His warm and welcoming personality ensures candidates feel appreciated as they go through the recruitment process.
Otto said, âI love being around people, itâs one of those things that gives me energy and fulfillment and purpose.â His passion has allowed the Orange County Public Schools to stand out from others in their field.
Thatâs a win for employees of the district, teachers and, most importantly, for students.
For 20 years, Iâve been a diversity trainer and consultant â as an internal employee, subcontractor for other firms, and president of my own company.
Aside from providing excellent value to my clients, my goal has been to improve the reputation of my field by raising the bar on what organizations expect from diversity and inclusion work and D&I professionals. One way I do this is to educate potential clients about what they should look for in a consultant and how to engage with them. Here are eight things I tell them to expect from a highly competent consultant that will get results that matter.
They will want to do some intake. Probably lots of intake. A highly competent D&I consultant wonât simply do a training session if thatâs what you ask for. Thatâs âold schoolâ and very likely a waste of your time and money (see When Diversity Training Is a Waste of Time and Employersâ Money). No ethical, highly competent health professional would write a patient a prescription for a medication they request without first conducting a thorough patient history, ordering lab tests and making a diagnosis. Itâs no different with D&I practitioners, and the good ones are experts just like your physician. The consultant will want to ask lots of thought-provoking questions, talk to key stakeholders, and perhaps review your existing data or documents. If thereâs no contract in place yet, itâs OK to ask them to sign a non-disclosure agreement before handing over your confidential information, but be prepared to share information openly. If you donât, you hinder the consultantâs ability to identify your root problem, assess fit with their style and expertise, and make appropriate recommendations. It also gets your partnership off to an untrusting, inequitable start.
They will help you define your goals and outcomes. Every organization begins with some sense of their problem and what they want. The competent D&I consultant will help you figure out what you need. They will work with you to define your concrete, mission-critical goals. Diversity is not an end, itâs a means to an end thatâs already top of mind for your organization and its leaders. An excellent consultant will help you figure out how to get results that already matter. Be prepared to answer questions like: What is your No. 1 pressing problem as an organization right now? Your major pain points? Whatâs keeping your senior leaders up at night? How do you want to go from good to great? What specifically do you want people to do, think or feel differently after this project? How will you know this project was successful? Having top leaders and key decision makers involved in the intake process ensures youâll get the most robust, accurate answers. An excellent D&I consultant will help you tie D&I work to those goals and pain points to yield a high return on your investment of time, talent and budget.
They will recommend a solution that meets your goals. Training is only a solution if lack of knowledge and skills are the problem. Most organizations who request training donât need it. What they usually need is help improving leadership, holding staff accountable, revising policies and procedures or gathering baseline data. Training may be one aspect of addressing systems flaws or leadership deficits, but rarely produces meaningful results on its own.
They will help you assess impact. Ask your consultant how they plan to demonstrate results and ROI. A highly competent consultant wonât be surprised by the question â theyâll be impressed. They should have a good understanding of quantitative and qualitative evaluation methods, including the four Kirkpatrick levels, and how to apply them. Make sure in your contracting that goals, deliverables and evaluation of results is included. At a bare minimum, I provide all my clients with a written report of results (including quantitative and qualitative metrics), my recommendations and concrete next steps. For long engagements, have regular mid-point evaluations to assess project effectiveness and adjust your plan if needed.
They have expertise outside of D&I. The best D&I practitioners have a background in organization development as well as D&I. Many have first-hand leadership or industry experience, while others are skilled at designing and delivering training. Some are certified or credentialed coaches, while others hold certificates in specialty models, assessment tools, or communication techniques. Ensure that your consultant possesses a robust yet relevant skillset that will add depth and value to your work together.
They run an effective business. Whether the D&I professional is an external or internal consultant, expect them to be reliable and professional. They should communicate clearly, be reasonably available, respond to messages, keep their word, honor deadlines, and avoid starting work without a clear and thorough written contract. They will set boundaries to ensure you stay within your contract, and donât get too much of their time and expertise for free. They will handle invoicing and financial transactions smoothly, use technology effectively, provide any tax or insurance documents you require, and address your concerns with a customer service-oriented attitude.
They leverage their expertise and push back gently. Donât engage a D&I consultant unless youâre willing to partner with an expert who will use that expertise. Their role is to set you up for success by providing sound advice and analysis, and to see what you canât. They will ask questions or push back if you make an inaccurate interpretation or ineffective decision. Expect them to listen well and answer all your questions, but to direct you if you need direction. Donât be shy to ask the consultant for research or best practices to back up what theyâre recommending, or to explain what informs their opinions.
They walk the talk. No one is perfect, but itâs reasonable to expect a highly competent, ethical D&I consultant to speak and act more skillfully and inclusively than most when interacting across differences. They should read and stay current in D&I developments, be in regular reflection about their own identities and impact on others, and do ongoing âpersonal workâ to disrupt their ineffective biases and improve their emotional intelligence. The way they engage with you, your staff, and the public (i.e. on social media and blogs) should align with their espoused values and the general goals of D&I.
A highly competent, ethical D&I consultant, who is also an excellent fit for your organizationâs culture and current needs, is a critical partner in your ongoing success. Donât treat this role as anything less, and keep your expectations high. Youâll be glad you did!
The postings on this website represent my own personal views and do not necessarily reflect the opinion of Korn/Ferry International, Futurestep, or any other organization with which I may be affiliated.
Let’s be clear. This law, if enacted, would not require drug testing as a condition for all applicants for unemployment benefits. Only those:
for whom there exists reasonable cause to suspect the unlawful use of a controlled substance; and
whose most recent employer fired because of the unlawful use of a controlled substance.
In other words, an employee fired for using illegal drugs would have to pass a drug test to qualify for unemployment benefits.
While this law scores high marks on the common-sense meter, is it really necessary?
If an employer fires someone for the illegal use of a controlled substance, one would hope (and assume) the employer has a failed drug test to support the termination. In that case, I’d be very interested to see the statistics on the number of allowed unemployment claims for individuals fired after failing a drug test.
If this law sought to drug test every applicant for unemployment benefits, I’d be opposed to it as overreaching and an invasion of privacy. As it stands, however, I’m neutral. The law makes sense, but I don’t think it serves any interest that isn’t otherwise being met.
What do you think? Should employees be drug tested as a prerequisite to receiving unemployment benefits? What if it’s limited to employees fired for using illegal drugs? Share your thoughts in the comments below.
The Society for Human Resource Management has never struck me as a powerhouse on Capitol Hill.
Oh yes, SHRM members have testified before Congress in the past. One exchange has stuck with me. It was a testy discussion in 2009 between then-SHRM COO China Gorman and former Rep. Lynn Woolsey. The California Democrat twice referred to SHRM as âshoorumâ during testimony on the Healthy Families Act, which would have required companies to offer paid sick days. When Gorman corrected Woolsey, the congresswoman declared, âthat doesnât say anything to meâ after Gorman gave her the proper pronunciation.
That moment wasnât exactly a ringing endorsement of SHRMâs clout as a legislative influencer. Iâm sure theyâve had successes but largely theyâve been in the background of conversation, not out front.
Thatâs changing, and it was in full evidence at the just-concluded 2018 SHRM conference in Chicago. New SHRM CEO Johnny C. Taylor Jr. clearly defined the 300,000-member organizationâs goals: workplace harassment; second-chance legislation for those incarcerated for crimes; pay and gender equity; and immigration reform. He explicitly noted SHRM will push for workplace immigration issues, not humanitarian reforms. âWe need to figure out what our lane is,â Taylor said on immigration during his Monday afternoon press conference. âSeparation of families is not our space. Itâs about the workforce â smart, sensible immigration.â
As Taylor and SHRMâs staff ponder what lane to take, he made it clear that they will not shy away from the encounter.
âWeâve spoken out on different positions,â Taylor said. âBefore we were less vocal and steered away from controversial topics. That position is changing now. We will speak out on some of that.â
SHRM CEO Johnny C. Taylor Jr.
Taylor later added: âIâm not afraid of taking positions. Be a force for social good. We stepped into the DACA conversation. You can sit on the outside or step in and engage.â
Well, a funny thing happened Wednesday as the conference wound down. An email dropped into my inbox with the subject line, âSociety for Human Resource Management Under Fire for their Flawed Paid Family Leave Legislation.â
The sub-head read: “Over 50 HR leaders call SHRMâs policy ‘out of step’ with top U.S. employers on paid family leave.” So, just as Taylor wants to step out into a much brighter advocacy spotlight, his organization is criticized as out of step for its support of Workflex in the 21st Century Act.
The group critical of SHRM, known as Paid Leave for the United States, or PL+US, wants SHRM to drop its support of the Workflex Act and instead get behind Sen. Kirsten Gillibrandâs FAMILY Act.
Said Alice Vichaita, head of global benefits at Pinterest, in the June 20 press release: âIâm proud to join my HR colleagues in calling on SHRM to re-evaluate its support of the Workflex in the 21st Century Act. This policy isnât good for working families or a working business. Itâs time we put working families first.â
Added Annie Sartor, PL+USâ workplace program director, âTheir advocacy highlights just how out of touch they are with their membership and industry trends.â
My Workforce colleague Andie Burjek wrote about the Workflex Act during the conference, and itâs unfortunate that PL+US waited until the waning moments of the final day to publicly address their opposition. We would have gladly spoken to their representatives during SHRM18.
This also is different than past groups critical of SHRM. The one, of course, that most readily comes to mind is the SHRM Members for Transparency, which called for reform within the organization versus addressing external HR policy stances.
PL+US is making a play to sway HR policy discussions from outside the 70-year-old organization. I find that to be a very healthy and productive conversation.
Because if Johnny Taylor is a man of his word â and the jury is still out on that one for me after his obfuscation about an alleged meeting with HR Certification Institute leaders that never took place â and truly wants to elevate the HR profession then he will be the type of leader willing to listen to factions within the organizationâs membership.
âThe HR profession involves risk,â he said. âYou have to know and accept certain obligations. Thatâs where we have to get.â
I think that goes for SHRM as well. The association has often been isolated and insulated against outside influences and opinions. Thatâs certainly within their right.
And for what itâs worth, I recognize that SHRM largely advocates for employer-friendly legislation, and the bill pushed by PL+US feels much more employee-centric. Still, this is a golden opportunity at the outset of Taylorâs run as SHRM CEO to be the inclusive leader willing to hear out his HR constituency.
Yes, it involves risk. But thatâs part of Taylorâs ethical obligation as he pushes to âtool up the professionâ and speak out on issues that past administrations may have seen as too controversial.
Earlier this spring when I met with new CEO Johnny C. Taylor Jr. at SHRMâs offices near Washington, D.C., I asked him what his inaugural speech to conference attendees would look like.
âItâs like coming to a church revival on Sunday,â he said. And sure enough, on the opening day of the Society for Human Resource Managementâs 70th annual conference and expo, Taylor did not overhype the atmosphere. Taylorâs 30-minute talk with 15,000-plus SHRM attendees in the cavernous McCormick Place hall (Taylor is pegging overall attendance at 20,000 this year â by far a record) had a bit of revival meeting sermon laced with plenty of motivation.
Taylor also recollected when he took his SHRM certification test. âYou know how they tell you to skip the question when you donât know the answer? I realized on number six that I had passed on the first five.â
SHRM CEO Johnny C. Taylor Jr.’s opening speech at Day One of the #SHRM18 conference.
Ultimately Taylor passed his SHRM test.
But there was a bigger test to pass on Day One of the conference. Like a new pastor addressing his congregation for the first time, he had to prove himself to SHRMâs assembled members.
Judging by at least five rounds of applause and audience members within my earshot enthusiastically agreeing with him, Taylor set himself apart from past SHRM leaders with his inaugural speech.
There was the expected mantras like âset audacious goals for ourselvesâ and his admittedly grammatically incorrect âonly us can save us.â
He also selected the tale of Benaiah from the Bibleâs Book of 2 Samuel, who chased a lion into a pit, then jumped in with the beast. And he asked his assembled HR masses, âWhatâs your lion?â
It was a decidedly interesting turn from past SHRM leadersâ opening day speeches. As I recall they never lasted more than 15 minutes, and they were largely warming up the crowd for the opening keynoter. While it was not immediate past CEO Hank Jackson style, itâs safe to say no preceding CEO ever stirred the crowd the way Taylor did on Sunday.
Thereâs an old adage in show biz that you never want the opening act to steal the show from the headliner.
Jeb Bushâs talk was enlightening and engaging, but itâs Taylorâs speech thatâs still likely ringing in SHRM attendees ears. I was expecting a typical âfireside chatâ speech from Bush, where Taylor or someone else conducts an interview. To Bushâs credit he gave a solid, thoughtful 45-minute talk on talent management, education and immigration and how it ties into talent acquisition.
âImmigration is a catalyst for sustained growth,â Bush noted. âStop using it as a political wedge on both sides.â
And though it was only Day One, immigration seemed to be a topic on the minds of many during this yearâs conference.
Rick Bell is Workforceâs editorial director. Comment below or email editors@Workforce.com.
Historically, the role of human resources in managing emergency mass notification systems has been somewhat restrained, with HR professionals often deferring to IT and security decision makers, or those responsible for facilities management and business continuity.
But HR is increasingly taking ownership of mass notification systems because, ultimately, these systems overlap with two aspects of any HR leaderâs core mission: communicating with employees and ensuring the safety of the workforce.
Whether managing an emergency mass notification system directly or playing more of a supportive role, HR leaders can help their organization maximize the benefits that mass notification systems can deliver in four key ways.
Ensuring timely and accurate employee notifications. The ability to communicate with employees during an emergency â and to ensure these employees receive the alerts in a timely fashion â hinges upon the mass notification system having up to date employee records. This can be an even greater challenge at large organizations where turnover is a constant and it is common for employees to shift physical office locations and job functions. Seamless integration with HR databases ensures that data will sync automatically so things like employee turnover, office location changes, and company acquisitions donât result in outdated people records. The emergency notification system should be able to automatically sync a CSV file, your active directory, or whatever human resources or payroll system you use for up-to-date employee data like phone number, email and address at a minimum. In terms of the HR leaderâs role, contact data, of course, isnât just about quantityâquality matters too. In other words, the more contact information you can have on hand for each individual, the better. Donât limit your contact data to simply work email or work phone. For example, for each contact you may wish to collect:
Personal mobile phone number.
Home phone number.
Home address.
Level of authority.
A list of skills that could be relied on in a crisis.
HR leaders should not stop with data in their own databases, as other data could be helpful in a crisis. Most organizations find it necessary to aggregate data from multiple sources to ensure they have comprehensive contact information for employees, contractors and anyone else theyâd need to keep in contact with in the event of a catastrophe.
Improving employee engagement. A growing body of evidence tells us that engagement is everything in the contemporary workplace. Engaged employees work harder, perform better, and stick around longer. And one of the best ways to boost employee engagement is simple: Communicate with them. Not all employees are created equal when it comes to how they communicate. Informed by everything from generational to geographical disparities, these differences can lead to significant challenges for organizations aiming to reach each of their team members in the most effective and efficient way. After all, while email may be the preferred channel of communication for one recipient, it may fall short with another. The same goes for calls, texts, social media, and group messaging apps. Add in disparities across everything from time zones to native languages, and the obstacles grow. HR leaders who prioritize employee engagement can help to make sure that the mass notification system effectively reaches each employee on the right communication channel(s) at the right time.
Maximizing APIs. Emergency notification technology is more adaptable than many organizations realize. Most systems can easily integrate with your existing technology through APIs that allow for two applications built by different parties to come together seamlessly. This means the ability to integrate notification solutions directly with your current HR system and eliminate the hassle of constantly gathering and modifying information. HR holds a tremendous amount of data in the asset class â your people. The HR team is involved in the processes of recruiting, hiring and onboarding actions during employment, such as performance reviews, transfers of employees to different roles and responsibilities, and end of employment actions involved in terminations. Walking through process-based lifecycles is a method to acquire information of all data collected, what software or human method is used to collect the data and where the data is stored. This information might be spread across multiple existing business systems, and APIs can help make it easily accessible by an emergency mass notification system for mass notification purposes.
Strengthening your cyber security posture. HR, for its part, must be part of a sustained program to keep employees educated on ransomware entry so they can become a first line of defense against dangerous malware, ransomware and other cyberthreats rather than putting their employers at great financial risk. One in six cyber-attacks is the result of unaware employees. These employees might be inundated with email, or they may not be trained to handle technology safely. Fortunately, both human resources issues can be dealt with in-house, which can increase the cybersecurity of your company by up to 60 percent. Emergency mass notification systems can be used to proactively communicate Without proper training and guidance, they could easily make a decision that could cost you thousands â or even millions â of dollars with a single cyber mistake.
Mass notification systems can be valuable to alert employees when a ransomware attack â or any cyber attack â occurs to minimize the damage. But without an effort to communicate often with employees and stakeholders on how to identify new threats proactively, your organization will remain at risk. HR can play a vital role in making employees feel as though they are part of the solution, not part of the problem.
Editor’s note: This article has been updated to reflect statistics that were removed from the story. Ann Pickren is president, enterprise solutions, for OnSolve. Comment below or email editors@workforce.com.
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