company culture – Workforce

November 25, 2020November 26, 2020

How to support employees’ mental health under changing COVID-19 restrictions

mental health, resources, health care, etc.

One of the critical workforce issues during the pandemic is managing mental health as employees deal with the impact of remote work, reduced hours and restriction changes.

Videoconferencing fatigue, blurred lines between home and work life and fear of getting sick are challenges employees contend with as they navigate the pandemic. But as months passed, coping with changing restrictions added up to these issues.

In the U.S. alone, restrictions have changed over time in each state; some tightened while others eased up. Likewise, in the U.K., a national lockdown has been imposed again until Dec. 2 with restrictions likely to continue as the U.K. introduces a new tier system. More than the impact on operations, such changes also affect employees’ mental health. Employers need to ensure that staff can cope with being back at work when these lockdowns and restrictions are lifted.

Encourage employees to take time off

With working dynamics disrupted, employees need to have some space to recharge and cope.

Managers can stay on top of staff time off through a leave management solution. With this in place, approving leave requests and optimizing employee schedules based on who is available becomes easier and more efficient.

Adjust working patterns to reduce overworking and minimize contact

Rotate teams in groups to prevent overworking and minimize infection risks. The Workforce.com platform allows managers to create segmented teams to work on rotational schedules.

Also read: Staying resilient: 10 ways to use Workforce.com to manage the impact of COVID-19

Stay transparent and connected

It’s vital to make everyone feel that they’re part of a team. Transparency is vital to effective workforce management, especially during this time.

Keep your staff informed and ensure that communication lines are always open for them. Workforce.com’s chat feature allows for instant communication between teams or individuals. It can be used to share essential information, celebrate wins and milestones, and allow everyone to stay connected.

Another way to ensure transparency is by setting custom events via the Workforce.com platform. It’s ideal for communicating operational changes to the team, such as reduced business hours or scheduling changes. That information will be visible to the schedule and mobile app, making it easier for staff to stay in the loop.

Implement wellness action plans

A wellness action plan is a way to spot mental health issues and identify the type of support employees need from their managers and leaders. It acts as a framework for staff to recognize the steps they need to manage their mental health. At the same time, it opens up avenues for managers and employees to work through experiences, address issues and support the team’s overall wellbeing.

A wellness action plan should have approaches to promote mental health. It should also have ways to identify poor mental health, stress triggers, impact on performance, support needed from leaders, action steps for both employee and manager, and a regular schedule to review the plan.

Companies can also consider subscribing to wellness apps or services to better support their employees’ mental wellness. Services that offer virtual counseling services can help employees cope and process their feelings and experiences, especially during the pandemic.

Also read: How to recalibrate work dynamics and embrace digital transformation in a post-pandemic workplace

Establish a support system for leaders and managers

Managers and leaders are in a unique position of facing the pandemic and taking care of a team. They equally need a support system that will help them identify best practices for managing their teams. Forming groups or seeking out advice from mentors and other industry professionals is a good first step.

Constant communication and transparency helps bond a workforce, whether in the office or remotely. Keep your employees’ wellbeing in mind and keep in touch with Workforce.com’s Workforce Chat.

February 21, 2020June 29, 2023

Effective onboarding can be done on a budget

Design Interactive, Inc.’s Cheryl Strizelka.

Creating an effective onboarding process is vital when it comes to employee engagement and retention. While it may seem tedious and time consuming, there are many ways to implement a successful onboarding program without breaking the bank.

The onboarding process should be well-thought-out and not done on a whim. Keeping in mind the new employee and the nerves that come with starting a new job goes a long way.

Cheryl Strizelka, director of human resources at technology company Design Interactive, Inc., said that it is essential to consider the little things. New hires should be equipped with all the tools and information they need to easily transition into their new position. This includes everything from the smallest details like providing pens and notepads to the bigger priorities like making sure they have a dedicated person to guide them through their transition.

Giving a facility tour early on in the process and providing the new hire with several points of contact in case they have questions also helps make them feel more at home as quickly as possible. “These intangible considerations don’t cost a penny, yet make a huge difference,” Strizelka said.

Also read: How to create a formal onboarding program

One of the most vital parts of onboarding is introducing the new employee to their team. It’s also common for managers to take their new employees to lunch or for the company to host a breakfast on their first day to get to know the new hire better. “Those things cost money, but you wouldn’t believe how much it changes somebody’s first day and their first week because they’ve met everybody,” Strizelka said. “You want to get them integrated as quickly as possible, creating some familiarity so they feel like they’re a part of the company, even if it’s early.”

There are also crucial conversations to have with new employees that give them a sense of what their role’s purpose is in the company, as well as what workplace culture is like.

“New employees should know almost immediately how their role directly impacts the company’s vision and mission,” Strizelka said. “It’s also important that they understand how they will interface with colleagues that aren’t in their immediate circle.”

One invaluable gift that Strizelka advises all organizations to take advantage of is employee feedback. Asking employees who have recently started their positions to look back at their onboarding experience and give input on what was good and what needed improvement can be helpful. “I see a lot of HR professionals who get offended by that. They take it personally,” Strizelka said. “But when it comes down to it, that’s a gift they’re giving you. They’re giving you your next hack for your next onboarding.”

Also read: Constant connection is key to engagement of a global workforce

An onboarding program is usually owned by both the operations and HR teams within an organization. Strizelka said. While it’s common for these teams to feel like they’re going head-to-head, it is important for both to continuously work hand-in-hand, since this process exceeds much longer than just an employee’s first day or week.

“Sometimes we find ourselves performing onboarding activities well into the first year of employment, and the [operations] team plays a huge role in this if executed successfully,” Strizelka said.

Churning people through the onboarding process just to check off all the boxes and get it over with quickly will only hurt the organization in the long run as high turnover rates are extremely costly, Strizelka said. It is essential to think about each person as an individual when going through this process and not just something to check off of a list.“The most expensive part of onboarding is doing it wrong,” she said.

An effective onboarding program will protect the company’s investment in new employees and help create engaged and motivated team members, ultimately boosting employee retention, she said.

“The onboarding experience for an employee sets the tone for an entire employment experience,” she said. “It may be cliche, but it’s true — you never get a second chance to make a first impression.”

December 5, 2019October 13, 2021

A Fun Culture Isn’t Enough to Retain and Engage Top Talent

In today’s job market, companies are under pressure to not only attract top talent but retain it as well. The allure of flexible hours, unlimited time off and craft beer on tap may speak to the promise of a fun culture, but don’t hold much weight when an employee considers greener pastures.

Employee benefits programs are a strong deciding factor when people consider staying with or leaving their company. A recent study found that 78 percent of employees would be more likely to stay at their current job because of the benefits they receive. With benefits holding a priority position on employees’ pro and con checklists, it’s imperative for employers to offer coverage that is not only valuable but competitive in the marketplace.

Absence and disability programs are two primary areas of employee benefits that are undervalued in the U.S. workforce. Based on a survey of HR decision makers by The Standard, 23 percent of companies embrace a holistic approach to accommodating disabilities. Further, less than 33 percent of companies have embraced the need for family and medical leave that is more comprehensive than current laws permit. Based on these findings, it’s no surprise that only 1 in 4 employees see their employer as a leader in managing absence and disability. This poses an opportunity for companies to prove they are in touch with employee needs and offer benefits that are both valuable and competitive.

In particular, companies should consider accommodations for employee mental health conditions if they want to retain talent and increase job satisfaction. The rate of millennials experiencing a mental health condition continues to rise and conversations about employee burnout, anxiety and depression are becoming more prevalent. According to Pew Research Center, millennials make up the largest sector of the U.S. workforce with Gen Z following close behind. The impact of mental health in the workplace will only continue to grow as baby boomers and Gen X retire and exit the workforce. Millennials are more open about mental health conditions than any previous generation and expect their employers to both support them and provide realistic accommodations.

Companies are struggling with this shift. The Standard’s research found that 71 percent are not confident in managing employee mental health conditions. Moreover, 63 percent of organizations do not feel prepared to accommodate absence or disability related to behavioral health conditions. It’s time for companies to rethink their approach to employee mental health if they want to be viewed as positive places to work.

Organizations that are committed to improving their approach to behavioral health can incorporate a variety of tactics. First, company leaders can offer explicit support to employees experiencing mental health or substance abuse issues. Public communications, such as email campaigns and company-wide meetings, should aim to address and reduce the stigma around behavioral health conditions in the workplace. A strong wellness campaign backed by manager training on issues such as depression, anxiety and addiction can further bolster a strong behavioral health strategy.

In addition to a company culture that supports and responds to mental health and substance abuse needs, employers can search for a behavioral health benefits program that attracts and retains valuable talent. Organizations should consider implementing a formal wellness program that factors in “mental health days,” flexible work schedules, subsidized employee subscriptions for mental health, parental leave and other key benefits. While accommodating these needs is not always easy territory to navigate, employers who provide workers with the tools they need to address mental health and substance abuse will enjoy the benefits of employees who are far better equipped to meaningfully contribute to the company mission.

Offering absence and disability programs that accommodate behavioral health conditions while destigmatizing workplace discussions around mental health are key to the development and execution of a successful program. Behavioral health assessments can create open discussions about mental health in the workplace, but findings show that only 10 percent of companies are offering them. These assessments can help employees understand if they are likely to suffer from a mental health condition.

The U.S. workforce is undergoing a generational shift, and employers are trying to retain employees in a job market where many new opportunities abound. Companies that come out on top will do so by expanding and improving their employee benefits programs. At the end of the day, people stick with companies that value and support them through life’s ups and downs.

July 2, 2019February 11, 2022

3 Ways HR Can Address Alcohol Addiction

More than 21 million people in the United States struggle with addiction. I used to be one of them.

After suffering several sports-related injuries, I developed an opiate addiction. And though I’m now in recovery, I remember clearly how difficult that battle was.

My story may sound out of the ordinary to some, but those 21 million struggling Americans say otherwise. And there’s a good chance that someone — or several people — at your company has battled addiction as well. As an HR leader, acknowledging that fact and taking it into account in your interactions with employees can be monumentally important to the health and well-being of your staff.

But that’s not always an easy task. Today’s American workplace is saturated with opportunities to grab a drink with co-workers, celebrate closing a huge deal over a few beers or have one cocktail too many at the annual holiday party. I believe that work and drinking should remain separate and that time spent in the office should be dedicated to productivity, but I’m aware that’s not the norm in every company culture.

For any HR leader hoping to navigate the rough terrain of alcohol in the workplace while remaining sensitive to the struggles and needs of your team, let these three principles be your guide.

Invest in Teaching Your Leadership About Addiction

Help educate the entire leadership team, not just your HR team. With 1 in 13 American adults dealing with alcohol addiction, executives and managers must grasp how prevalent this issue in the workplace.

HR can help leaders at your organization recognize the signs and symptoms of addiction so they’re prepared to help an employee who may need it. These signs can include:

Regular, unexplained absences or tardiness.
Sluggishness in the mornings.
Inconsistent job performance.
Appearing overly tired or sleep-deprived.

Leaders should know that addiction doesn’t discriminate. From lawyers to athletes to doctors and everyone in between, this disease affects every socioeconomic status. Never assume that people in your office couldn’t possibly be impacted.

Lastly, make it a priority to offer your company leaders a new perspective on addiction and destroy the typical stigma that surrounds it. Addiction is a disease, not just a bad habit or poor choice. You wouldn’t discriminate against an employee who requires time and medical treatment to recover. Dealing with someone fighting addiction shouldn’t be any different.

Give Your Employees Options

With this knowledge in mind, your company may choose to rethink how it incorporates alcohol into work-related events. Avoid pairing happy hours with huge company announcements, for example. Give all employees an easy way to opt out of events where alcohol will be present.

And of course, not every company gathering has to center itself around drinking. Instead, try to plan an equal amount of social and team building activities in which alcohol plays absolutely no part. Plan a team-building activity (axe throwing, anyone?) or take a group coffee date in the middle of the day. HR has the opportunity to get creative.

Practice a True Open-Door Policy

The most important option HR leaders can provide for their teams is the option to ask for help. Find a way to let all your team members know that your company has an open-door policy for anyone who may be struggling and that the leadership is willing to work with them in a confidential and supportive manner.

Many employees assume that termination will be the first course of action if they open up about their issues with addiction. Make it clear that their health and well-being come first and guide them toward help. This may come in the form of an employee assistance program or perhaps by connecting them with a local support group.

I’m more than lucky that my second chance at my life and career led me to American Addiction Centers, where sensitivities around drinking are always respected and where someone in recovery can remain focused on growth and success. But this is not yet the case across the country.

It’s far past time to acknowledge that addiction is real, it’s common, and there’s a good chance it’s affecting someone on your team. Let’s start to do better at offering a workplace in which everyone can thrive.

November 21, 2016June 29, 2023

AbbVie: Optimas 2016 General Excellence Winner

Three years ago, global biopharmaceutical company AbbVie separated from parent company Abbott Laboratories, and its more than 125 years of history. With that, AbbVie faced a major challenge: After spinning off from the pharmaceutical giant, how could it both honor its heritage and create a culture totally unique to them? And how could it accomplish this transformation for 28,000 employees in over 170 countries?

“There’s no guidebook or playbook for creating a culture, but we knew we needed to think strategically around what those behaviors would be and what it would look like if we had our desired culture,” said Tim Richmond, AbbVie’s senior vice president of human resources.

The first challenge was to define what the culture meant to newly independent AbbVie.

“We’re not a diverse health care company like Abbott still is today. As a new biopharmaceutical company, we wanted to bring forth the best elements of our past and create those things that are important to our future,” said Richmond.

For example, from Abbott, AbbVie maintained the ability to deliver on business priorities and achieve goals it set for itself. Meanwhile, it created whole new frameworks called the Talent Philosophy and the Ways We Work to define and expand the new culture.

wf_1116_optimas_abbvie3_300px — “There’s no guidebook or playbook for creating a culture, but we needed to think strategically around what it would look like if we had our desired culture.” — Tim Richmond, AbbVie SVP of HR

The Talent Philosophy is AbbVie’s transparent way to describe its philosophy for talent management within the company, said Richmond. It encompasses the areas of transparency, performance, accountability, behaviors and differentiation, and employees are encouraged to care about not only what they do but also how they do it.

The ultimate goal of the company culture is to instill in employees and leaders a passion and commitment to impact patients’ lives through medicine — particularly in the areas of oncology, immunology, virology and neurology, which are the therapeutic areas AbbVie focuses on.

Along with the Talent Philosophy, the top leaders developed the Ways We Work based on behavior expectations for all AbbVie employees. They’re a “clear, concise articulation of the working culture,” said Richmond, and they fall under five categories:

All for One AbbVie.
Decide Smart and Sure.
Agile and Accountable.
Clear and Courageous.
Make Possibilities Real.

The five articulations are incorporated in AbbVie’s talent management and rewards processes, from recruitment and beyond. The company assesses candidates on these factors when bringing in new talent to the company. Once they’ve been hired, AbbVie considers the same factors when conducting performance reviews and rewarding employee behavior. In this way, AbbVie ingrains its change management initiative in other Optimas categories like recruiting, training and benefits (rewards and recognition).

In order to create a “One AbbVie” — a whole, global company unified under the same culture and the same expectations — in three years, the company focused on instilling the Ways We Work across all levels, from new employees to the most senior leadership.

One way they accomplished this was through the AbbVie Way Journey Map, an exploratory way for employees to learn about the company’s heritage and culture, said Richmond. The map is a physical, interactive exercise, laid out in front of participants like a board game. They move pieces around a board and work as a team.

“It’s a really great way to create dialogue about culture the AbbVie way and what’s unique to us,” said Richmond.

Out of the 28,000 employees, more than 10,000 have participated in the map exercise, he added.

AbbVie also offers the Ways We Work workshop, which covers a broad range of skills that fall under particular ways we work. These skills include relationship building, managing conflict, effective decision-making, and driving efficiency and agility. Over 5,000 employees have attended since 2014, said Richmond.

Finally, AbbVie uses Ways We Work ambassadors in over 50 countries. These people take the work and ideas of the Culture Sharing Committee, AbbVie’s governance committee for culture, and bring it to life in a particular site or laboratory. Their role is to activate employees around the world and get them excited about the AbbVie culture and the ways they contribute to it.

wf_1116_optimas_abbvie2_300px — In order to create a global company unified under the same culture and expectations, the AbbVie team instills the values of their programs to new hires and senior leadership alike.

AbbVie’s strategy to spread culture and cultural expectations quickly and effectively through Ways We Work programs has really engaged people, said Richmond.

“The nice thing is, everything I’ve described is embedded in our leadership development programs, all of our rewards and recognition programs. It’s how we assess performance and talent and potential,” he said. “It’s the totality of all those things, hardwired into everything we do, that help us get to where we are today.”

In the three years it’s had to redefine culture and educate employees, AbbVie has seen impressive results. It boasts an employee engagement level of 81 percent, a 9 percent increase from 2013, according to the annual employee survey. It’s also seen a 14 percent increase in culture score, up to 74 percent in 2016 from 60 percent in 2013. Also, AbbVie saw improved retention throughout the company, retaining 96 percent of its top talent in 2015.

AbbVie has also gotten positive feedback from rehires, certain people who left the company before 2013 and came back after the culture change initiative, Richmond added.

“They’ve told us how amazing and different our culture is,” he said. “It’s one thing to be a spinoff, it’s another to be a totally different company aligned and focused on having that impact.”

Culture, as one of AbbVie’s top four business strategies, has effectively bled through other areas of the business, and it’s something that AbbVie leadership encourages constantly.

“I’m passionate about this, partly because of my role and responsibility as head of HR,” said Richmond. “But I also do it out of respect and admiration for this company’s commitment to something that can ultimately drive strong business performance and have a remarkable impact on patients’ lives.”

wf_1116_optimas_abbvie1_302x170 — AbbVie is the 2016 Optimas Award winner in the category of General Excellence.

For its workplace initiative, which demonstrates excellence in the Optimas categories of managing change, vision, business impact, recruiting, training and benefits, AbbVie is the 2016 Optimas Award General Excellence winner.

Read about the rest of our 2016 Optimas Winners.