employee engagement – Page 7

April 24, 2020June 29, 2023

The benefits of an engaged federal workforce also benefit the nation

federal workforce; public employees; police officers

It should not be a surprise that the benefits of an engaged federal workforce reflect the same rewards as private-sector organizations that tout high engagement figures.

Successfully engaging employees offer outcomes including higher retention, increased innovation and productivity. Organizations with an engaged workforce also often see decreased absenteeism. It is also a strong predictor of both job satisfaction and organizational commitment.

Despite the clear advantages when an organization commits to promoting employee engagement, annual engagement figures typically hover around 33 percent. Even with record low unemployment in 2018, a Gallup survey revealed that just 34 percent of American workers claimed to be engaged employees.

Sense of Commitment Vs. Money

Yet studies show that federal employees often are driven more by a sense of commitment to public service than by financial incentives. Mika J. Cross, a federal workplace expert and vice president of employer engagement and strategic initiatives for job-search provider FlexJobs, said in a 2019 interview that there is a strong correlation between overall engagement and an employee’s propensity to stay in government.

Mika J. Cross, federal employees, employee engagement, benefits of an engaged federal workforce — Mika J. Cross, VP-employer engagement and strategic initiatives, FlexJobs.

“Those who indicated they intended to stay are generally more engaged than their colleagues who aren’t,” said Cross in an interview with the Federal Employment Law Training Group.

Cross elaborated in a recent email interview with Workforce that there are tangible differences between federal employees and the private-sector workers.

“There is more flexibility with access and use of so many of the workforce collaboration tools and benefits that can help to foster higher levels of engagement,” Cross said of most private sector employers. “There is more variety and creativity in benefits and rewards/recognition tactics to acknowledge good work.”

A 2015 study by the Office of Personnel and Management — the federal agency that manages the government’s civilian workforce — provides insight into the benefits of an engaged federal workforce.

Also read: Public Sector Workplaces Turning to the Cloud

Titled “Engaging the Federal Workforce: How to Do It and Prove It,” the 32-page report takes a deep look into variations in employee engagement.

Because federal employees often are motivated by a sense of altruism, a worker’s experience, as well as job security and better benefits, positively affects their engagement, the report notes. Yet the unpredictability of the federal government’s fiscal environment — affected by factors including an economic slump such as the current coronavirus pandemic — are beyond the federal employee’s and supervisor’s control. Budget uncertainty also has resulted in sequestration and furloughs.

“An organizational climate with these kinds of uncertainties has the potential to undermine employee engagement efforts,” the OPM report states. Therefore, when targeting the benefits of an engaged federal workforce, “it is essential to consider external factors in addition to those that may be influenced by leadership and the individual.”

Proactive Personnel Engagement

The study also takes into account individual differences that are likely to influence an employee’s tendencies toward engagement. Traits such as conscientiousness and proactive personality have been found to be related to engagement, the study notes. Individuals who exude initiative, perseverance and immersing themselves in their work demonstrate proactive personalities.

Cross reiterated in her 2019 interview the strong connection between overall engagement and an employee’s willingness to remain in government.

“Those who indicated they intended to stay are generally more engaged than their colleagues who aren’t,” said Cross, a U.S. Army veteran known as the “Public Service Passionista” who frequently provides expert testimony on Capitol Hill and speaks at numerous conferences.

Cross also told Workforce that engaging federal workers comes down to greater access and choice in workplace flexibility programs.

“Offer more variety of options in choosing flexible work schedule options, access to telework or remote work options and other supportive work/life resources,” she said. “Invest in the proper technology tools that increase efficiencies for accomplishing work, collaborating and communicating with customers, stakeholders and co-workers.”

Supervisors can make a big difference in driving and promoting the benefits of an engaged federal workforce, Cross said in 2019.

“Focus on organizational citizenship behaviors, meaning inspire, encourage, motivate and reward employees for their discretionary behavior and positive activities that help contribute to the overall welfare of the organization, and that go well beyond simple job duties and work requirements,” she said. “Overall, supervisors can directly impact employee dedication, sense of purpose and their attachment to their mission and the organization.”

Communication Remains Key

Frequent check-ins to understand their team’s personal and professional goals, listening and responding to how federal employees feel about their roles, and the work they do serving the American people should be part of regular conversations, she said.

Cross also offered tips that supervisors can implement to enhance the benefits of an engaged federal workforce.

Reinforce and explain the connection between an employee’s actions, workload, projects and activities to the organizational and business unit vision.
Redesign work to encourage more autonomy, creativity and innovation.
Enforce effective performance management practices that focus on early course correction, learning and growing and always striving to be supportive, not dismissive or overly critical.
Offer and encourage using all the supportive employee and workplace resources that are available, such as onsite wellness programs, flexible work schedules, telework programs, employee advocacy and community affinity groups, financial literacy, continuing education and other workplace activities that help make a federal agency a better place to work.
Encourage frequent and open communication with employees; model and reward appropriate co-worker relationships.

There also are some basic communication strategies to follow, Cross said. Reinforce good behavior and ask employees about incentives that would engage them in a meaningful way.

“You may be surprised to hear that an incentive for one employee may be a time off award, or ability to take a training course or attend a networking event during duty hours rather than a monetary bonus,” she said.

“Additional flexibility in their work schedule or permission to telework more frequently; or for others, taking on a new assignment or gaining permission to work on a project outside of their normal position description may be a wonderful way to incentivize a job-well-done and inspire more creativity and innovation.”

April 14, 2020June 29, 2023

Telecommuting as a reasonable accommodation during the coronavirus pandemic

Telecommuting has become the coronavirus norm.

The CDC recommends that employees who can work from home do so, and state stay-at-home orders are requiring telework whenever possible.

The larger questions, however, are whether COVID-19 will change our national outlook on the viability of telework, or when this crisis ends will businesses return to their pre-coronavirus telework hostility?

I hope it’s the former but I fear it’s the latter. And if it’s the latter, Tchankpa v. Ascena Retail Group, which the 6th Circuit Court decided in the midst of the growing coronavirus outbreak and just five days before the World Health Organization declared a viral pandemic, gives us some insight into the future issues.

Kassi Tchankpa, a database administrator for Ascena, seriously injured his shoulder while transporting laptops to work. The injury limited his ability to bathe himself, cook, wash dishes, open the refrigerator or drive normally. Yet, with a variety of accommodations from Ascena (such as arriving late or leaving early as needed to attend medical appointments and flexible scheduling), Tchankpa was able to work in the office for the first 10 months after his injury.

When he asked to work at his home three days per week as further accommodation (something he argued Ascena allowed other employees to do), the company balked. Tchankpa’s supervisor made clear that Tchankpa needed medical documentation to support his request for regular work from home.

Tchankpa’s doctor, however, never provided that documentation, and instead advised the company that Tchankpa could continue to work from the office as long as he took frequent breaks for his shoulder. Ascena thus denied the work-from-home accommodation request. As a result, Tchankpa quit and sued for disability discrimination.

The lack of documentation supporting Tchankpa’s telework accommodation request doomed his claim:

Employers are entitled to medical documentation confirming the employee’s disability and need for accommodation. And Ascena invoked that right in early 2013. Yet Ascena did not receive documents discussing Tchankpa’s medical restrictions until October 2013. Far from showing a necessary accommodation, Dr. Stacy’s report stated that Tchankpa could work eight hours per day, five days per week. Without medical documentation showing that Tchankpa’s disability required work from home, Ascena had no duty to grant Tchankpa’s request. After all, we presume on-site attendance is an essential job requirement.

Thus, an employee seeking telework as a reasonable accommodation must provide a requesting employer documentation as to the medical necessity of that accommodation. This is true of any reasonable accommodation. Unless the need for a reasonable accommodation is painfully obvious, an employer never has to take an employee’s word for it, and should always request medical documentation to support that need.

Which has nothing whatsoever to do with telework during this pandemic emergency. Everyone who can be teleworking should be teleworking, period, no questions asked.

The bigger question is what happens after we all return to our physical places of work. Currently, about half of employed adults are working from home. According to the Bureau of Labor Statistics, before coronavirus only 19.5 percent of the workforce performed some paid work at home. We should expect the numbers to meet somewhere in the middle after we are all allowed to safely return to work. Indeed, the Brookings Institute predicts that telecommuting will continue long after the pandemic ends.

While working from home hasn’t been perfect over the past month, it’s still been work. With email, remote access, cloud storage and Zoom, I’ve been able (more or less) to accomplish everything I’ve needed to. Still, I miss my co-workers and can’t envision doing this from-home thing on a permanent, full-time basis. But I can envision it a day or two a week.

So here are my questions on the heels of the Tchankpa court’s declaration that “on-site attendance is an essential job requirement.” Is it still? If employees are currently working productively from home, will an employer still be able to make a future claim that on-site attendance is essential to those employees’ jobs? Or will remote work finally take its rightful place alongside in-person work as accepted and acceptable?

While telecommuting has been the exception by a vast number, my hope is that the wall that has separated exception from rule will evaporate, as this pandemic has shown that we can productively work without being at work.

April 14, 2020June 29, 2023

How LAZ Parking discovered the secret sauce for employee engagement

LAZ Parking has a corporate history straight out of a Netflix mini-series. And it’s shaped the company’s culture and values ever since.

In the summer of 1981, Alan Lazowski was an aspiring college student trying to earn a little cash before his senior year at the University of Connecticut. Instead of looking for a job, he borrowed money from his grandfather and started a parking valet service for a local restaurant in Hartford, Connecticut. By summer’s end, he and two of his friends were managing five parking locations and had 30 employees.

Nearly 40 years later, Lazowski and his co-founders, Jeffrey Karp and Michael Harth, have grown that summer business into the second largest parking company in the country. LAZ Parking now has more than 13,000 employees and $1.4 billion in annual managed revenues, and operates more than a million parking spaces.

The founders attribute their success story in large part to their long standing goal: “Create opportunities for employees and value for clients.”

Luis Henriques LAZ Parking — Luis Henriques, general manager, LAZ Parking

That mission isn’t just a sign on the wall. Leaders across the company genuinely care about everyone on the team, from part-time valets to senior executives. They treat hourly workers like they will be with the company forever, said Luis Henriques, general manager for LAZ in Hartford. “Creating opportunities for employees is our secret sauce.”

Henriques knows from experience. He started at LAZ in 1989 as a teen-ager parking cars on weekends. His vice president recognized his dedication, and when Henriques completed his associate’s degree the company offered him a night management position overseeing 100 employees. Today he is responsible for 20 managers and more than 850 employees.

“I grew up in this company,” he said. “It is my family.”

LAZ leaders know that valet and parking attendant jobs aren’t glamorous, and that most employees see these jobs as a temporary measure to earn some quick cash. But the company is doing everything it can to encourage them to stick around, said Andi Campbell, senior vice president of people and culture.

Campbell was hired in 2012 as director of talent with the primary goal to “fill the talent pipeline.” Soon after she moved into the people and culture role because LAZ leaders recognized that finding and keeping talent is all about the company culture.

Everyone Deserves a Second Chance

The emphasis on creating opportunities for employees is seen everywhere at LAZ, beginning with recruiting.

“We are laser-focused on using data and KPIs to be sure we are getting people where we need them, and getting them into development,” Campbell said. “To grow as fast as we are growing, we have to find really good people, which isn’t always easy.”

The company hosts national job fairs in 20 cities twice a year and actively recruits everyone from college students to recent parolees.

“We are very big on second chances here,” said Henriques. He noted that while many companies won’t give previously incarcerated people an opportunity, LAZ believes these candidates can be great assets to the company. “They paid the price for what they did, and our experiences with them have all been positive.”

Once hired, employees are immersed in company culture from day one, so people know right away that the job can be more than just a temporary gig.

The LAZ onboarding process includes a variety of events, including Get Connected, a lunch and learn where employees meet with local, regional and national managers to talk about the company and opportunities beyond the front line.

“Our CEO always says that leaders are the ambassadors of the company,” Henriques said. “You have to take time every day to listen to your people. That’s what makes us different.”

Andi Campbell, SVP People & Culture, LAZ Parking

The company is also quick to celebrate its employees. Managers hand out Rave Cards that acknowledge employees who do excellent work, and the company throws elaborate end of the year parties for front line workers.

“Recognition is a big part of motivation,” Henriques said. “It’s how we say thank you to our staff.”

It Starts With Management

Campbell also makes sure that managers have the training and guidance to promote the company’s values in every employee interaction. This is key to the company’s engagement strategy.

“If you want to improve employee well-being, or safety, or engagement, it all comes down to how managers manage their people,” Campbell said. “Front-line workers don’t know the VPs, but they do know and trust their managers, so the key to change is at that mid-level.”

Whenever the company wants to address a corporate issue or encourage a certain behavior, it starts with manager training. Campbell has launched a series of learning programs over the years that align with corporate strategy, including how to meet the needs of front-line workers, how to prevent safety issues, and how to identify and promote high performers. Along with core workshops or live training events, she also provides frequent communications with management tips, access to coaching clinics, and a catalog of online training that managers can access any time. “When you teach people how to lead teams on the ground, that’s how you move the needle.”

One of the most successful efforts has been around teaching managers to be effective coaches, mentors and advocates for their people. Managers like Henriques are taught to always be on the lookout for passionate employees who might be LAZ management material.

When they identify these high performers, they can nominate them to attend LAZ University, an 10-week business management program that prepares aspiring hourly workers for management roles. Attending the training is considered an honor, and it draws attention to the company’s commitment to growth — both for employees selected for training, and those who see them move up the ranks, Henriques said.

Local and regional managers are also encouraged to suggest employees for management roles where positions open up. Henriques has promoted five people in the last nine years. “Their co-workers see that and recognize the opportunities are there.”

Hugs Not Handshakes

All of these values have been part of LAZ from the beginning, and are constantly reinforced by Lazowski himself. “He really cares about people,” said Tina Cyr, accounts payable director. Lazowski takes the time to learn everyone’s name, and is always available for a chat or a hug. “We are big huggers around here,” Cyr said.

Tina Cyr LAZ Parking — Tina Cyr, accounts payable manager, LAZ Parking

Cyr was initially surprised by the warmth she felt after coming to LAZ from a much more corporate environment, but she quickly embraced it. “There is something really special about a genuine family culture,” she said. “It really feels like they put people before profits.”

While the company may have a touchy-feely approach to engagement, they also keep a close eye on results. Campbell tracks data on every program she initiates, and sets key performance indicators to measure success.

That helps her prove the impact of her programs, and to tie culture investments to bottom-line results. Most recently, efforts to improve safety and wellness have helped the company reduce its per employee per month healthcare claim costs, despite being in a rapid hiring phase.

“We see wellness as a huge opportunity for LAZ,” she said. It lowers costs, reduces absenteeism, and reinforces the company’s commitment to employee wellbeing.

The company has also seen engagement numbers steadily rise, and its turnover has dropped below 17 percent for salaried employees, and 70 percent for hourly workers.

“For the hospitality industry, those numbers are amazing,” Campbell said.

LAZ may have a unique culture and history, but Campbell believes that it can be replicated. The key is to make culture part of everyone’s responsibility, she said. Whether a company is trying to figure out how to improve retention, promote wellness, or drive bottom line results, when leaders factor employee needs into their business decisions, they make choices that allow a positive corporate culture to blossom.

“It sounds simple,” she said, “but that’s how we connect culture to everything we do.”

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April 12, 2020June 29, 2023

Coronavirus Update: The top 5 things I’m doing besides working

How are you filling your non-working time?

We used to fill our time running our kids all over the place for various lessons, rehearsals, and gigs. Now, however, we have a lot of down-time, with nothing to do. So how am I filling my time when I’m not working? (Which, btw, I’ve been doing a lot of over the past month.)

1. Walking … a lot. We are walking a ton of miles. As in 4 to 6 miles per day. The rings on my Apple Watch are very happy. Partly because we have two high-energy dogs (one being an 11-month-old puppy) that can’t go to daycare to tire themselves out. And partly because what else are we going to do? Let me make a few observations from my miles of walking. First, thank you to most for maintaining social distance. People (more or less) have been really good about keeping six feet of separation. Secondly, people have been really nice to each other. Lots of, “How are yous” from total strangers (from a socially acceptable distance). Third, it appears that many people do not think kids can carry or catch COVID-19. Because I’ve seen lots of kids playing together in close groups (basketball, football, walking, etc.). Parents, I know this sucks for your kids. It’s going to suck more if they transmit this virus to each other. Please, let’s try to maintain social distance for a few more weeks, and we can all start to get back to normal socializing again (although it’s going to take me a while to feel comfortable shaking someone’s hand or getting in an elevator).

2. Cooking and baking. Because we always seem to be running around a lot, we are always grabbing food out. We must eat out four times a week. Without nowhere to go, I’ve been cooking every night. I’ve also been baking (a combination of comfort and nesting, I think). The cooking is starting to get old. I really do love to cook, but I also love the option of not cooking. When this is all over, I think I’ll be exercising that option a bunch. Also, if anyone wants the world’s greatest gluten-free chocolate chip cookie recipe, hit me up.

3. Grazing all day. One of the downsides of working from home (aside from the a-hole puppy who barks, and goes crazy, and generally likes to annoy us and his big sister) is the easy availability of food and constant snacking. Thankfully, no. 1 above makes up for these added comfort calories.

4. Virtual cocktail hours. Since we can’t connect with people in person, we’ve been connecting remotely via Zoom. We have weekly check-ins with family (real and our Fake ID band family). We’ve also connected with friends as far as the West Coast and as near as across the street. It’s been a great (albeit different) way to keep in touch and re-connect. And, cocktail hour.

5. Slowing way down. One of the unintended benefits of sheltering at home is that we have been forced to sloooooow down. No longer running to and from place to place, we have the time to sit and play a family game or watch a family movie (***** for “Almost Famous,” even though I forgot that Kate Hudson shows her boob; ***1/2 for “Onward,” not one of Pixar’s best, but still enjoyable and sweet.) It’s not like we weren’t connected as a family pre-coronavirus, but this has forced us to reconnect in a good way. And no one is sick of anyone else … yet.

March 31, 2020June 29, 2023

Coronavirus Update: Employers, PLEASE don’t take your employees’ stimulus checks

One employer is an anomaly, two is a trend that must be stopped.

Last week, I nominated for the Worst Employer of 2020 an unnamed national restaurant chain that was reported to be stealing (the company called it “absorbing”) its employees’ CARES Act stimulus checks by reducing their scheduled hours in a pro-rata amount.

Now, another employer has been outed with similar plans.

According to KXAN, an unnamed national company advised its employees that it would be preemptively deducting funds from their paychecks based on the amount each employee anticipated receiving in their stimulus check.

The worker said his company emailed a form titled “Employee Acknowledgement of ‘Government Assistance’ Pay Reduction” to some staffers on Wednesday. “In response to the economic crisis that is affecting all of us due to the coronavirus pandemic…(company name redacted) are hereby enacting the Employee Emergency Compensation Fund,” the letter stated.

The agreement would put workers under a “temporary compensation reduction that is in line with the assistance that it receives from the federal government related to the COVID-19 pandemic.” By signing the agreement, the company’s employees would have their paychecks between April 6 and April 20 cut by 100% of any money received under the stimulus bill.

The company would also take half of the $500 stipend allotted for dependents under the bill.

The Lost Ogle identified the company as Oklahoma City-based ImageNet Consulting, and further reported that after public outcry it has delayed the plan. The company’s President/CEO Pat Russell sent the following email to his employees:

As a result of the few inquiries we have this week, I wanted to make the following points of clarification with regard to the Employee Emergency Compensation Program that was announced and specifically for those employees who have not already sacrificed with immediate pay reductions.

First, the plan will not go into effect until the earliest of April 6th and, there will be no pay reduction for the paycheck received on that date.

Second, it appears that Congress is very close to passing sweeping legislation to provide relief to companies like ours and to individuals. … If we can determine ways to minimize the amount of sacrifice that we have asked everyone to make, we will do so and amend the plan accordingly.

That last paragraph is his email is really important. The CARES Act contains key payroll and other relief to small and mid-size businesses, known as the Paycheck Protection Program. It allocates $350 billion to businesses with less than 500 employees through low interest (and, in some cases, fully forgivable) loans to help pay payroll, rent and utilities.

There are ways to keep your business operational and solvent without “absorbing” your employees’ stimulus checks. They need that money to live. Moreover, in the very same Act that makes those stimulus checks available, the government also makes available for businesses Paycheck Protection Program loans. Use those loans to help your business stay afloat during these trying and difficult times. Don’t absorb the money that’s meant specifically for your employees. It’s just plain wrong.

For more information on how your business can obtain funds through the Paycheck Protection Program, contact me and I’ll put you in touch with an attorney on our Coronavirus Response Team.

March 19, 2020June 29, 2023

How to strengthen workforce communications during the COVID-19 crisis

Communication is at the heart of every sound workforce management practice.

From establishing clear expectations, setting a bigger purpose, building company culture down to fostering accountability, communication will always be at the core . Clearly messaged, trusted communication can either make or break operations and enhance employee engagement.

A study by The Economist Intelligence Unit shows how poor workplace communication is detrimental to an organization. Survey respondents say that communication barriers result in delay or failure to complete projects (44 percent), low morale (31 percent), missed performance goals (25 percent), and lost sales (18 percent). And it can be worse when a crisis such as the coronavirus pandemic hits.

Clear communication is crucial to stability

Effective communication becomes even more critical during times of crisis and uncertainty.

Workforces globally are facing a massive challenge to their business operations with the COVID-19 pandemic. It has prompted businesses to take drastic measures to ensure the safety of staff and customers alike. Depending on the nature of the business, some have ceased operations or function under a skeleton workforce and limited hours, while other organizations have implemented work from home arrangements.

Effective communication can still bind your team together.

Given the shifting workplace situation, effective workforce communications are more critical than ever. A crisis, whether a natural disaster, a corporate meltdown or the outbreak of a disease affects employee morale. Effective communication can still bind your team together even during times of uncertainty. Leaders need to do their part to address issues promptly and clearly.

It’s also important to note that social media and online platforms can turn employees into de facto spokespeople for your organization. Whatever they share on their platforms about working for your company will reflect how you communicate with them. Those communications — or lack of a clear, consistent message — can result in a better brand image or sprout into a new crisis.

So how can leaders effectively address their staff during a challenging time?

Act fast

When a crisis strikes, it’s essential to address employees as soon as possible.

Leaders might not have answers to some of their questions right away. In the case of rapidly developing situations, like the COVID-19 pandemic, this is understandable. But it’s crucial to let employees know that you are looking into the issue and finding solutions to their concerns. What matters is to give them the assurance that the organization is aware of the situation and that the welfare of staff is a priority.

Solidify the message

Consistent messaging is key. While different roles have different concerns, it’s essential to keep the overall message continuous and consistent.

Address all of their concerns and frequently asked questions. In the case of the COVID-19 pandemic, some of the questions will revolve around remote work, schedule changes, payment arrangements, leave management and other operational issues.

Diversify message delivery

How you relay the message is equally important as how it is crafted.

Empathy is important during a crisis, but what if face-to-face communication is no longer possible?

Video conferencing or a recorded video message are viable options, but how do you let staff know about it? Email is a common communication channel for organizations, but it’s best to diversify delivery channels when the situation is urgent. In a 2019 survey by text-messaging platform SlickText of over 1,000 employees across the United States, 43 percent of respondents say that timely notifications and emergency alerts are best sent through SMS and not email. Chat platforms also are useful in this case as they can quickly disseminate information and concisely. Employees are likely to open chat platforms frequently, too.

Keep the feedback loop open

Effective communication to staff goes beyond issuing announcements or bulletins. It’s about keeping communication lines open and soliciting feedback.

During a crisis, it’s imperative to open channels for discussions and to raise questions. Chat applications are suitable not just for discussing in groups but in one-on-one correspondence as well. It’s more immediate than email too and helps pass information more quickly.

See how it works: Workforce.com’s employee app includes chat features.

A platform to stay connected

A good communication process is vital for any organization. It’s important to equip a workforce with different ways to stay connected.

Thanks to technology, employers and staff can still stay connected. But a more effective approach is to keep all necessary communication in one place. A workforce management system provides crucial features to stay on top of operations and team communications.

For Workforce.com users there are features on our platform available to keep communication lines open during this difficult time. Chat with your staff, schedule according to operational changes, manage leave, clock in and out remotely, and communicate changes through custom events, among other things.

COVID-19 is rapidly changing how businesses operate. We recognize that organizations need an extra helping hand right now. So we’re offering our platform for free to new sign-ups over the coming months. Sign up today and our Workforce Success team will gladly provide a personal, online walkthrough of our platform to help you get started.

February 21, 2020June 29, 2023

An employee engagement formula that cuts stress in a turnover-plagued industry

Turnover on the front lines is always a hiring challenge. But in the world of drug development, it can directly affect how quickly and safely drugs get to market.

Clinical research associates, or CRAs, are the pharmaceutical industry’s front line workers. These associates are in charge of making sure trials run smoothly, which includes constant travel and high-stakes tasks. “It’s a very stressful job,” says Domantas Gurevicius, director of clinical monitoring for Advanced Clinical, a contract research organization, also known as a CRO, based in Deerfield, Illinois, which runs trials for pharmaceutical companies.

Before a trial starts, the clinical research associates have to be sure site staff have all the equipment and training they need. Then once it begins, they are responsible for gathering and uploading all trial data, ensuring protocols are followed, monitoring patient safety, and making sure patients and staff have everything they need for the trial to be a success.

Each clinical research associate manages 10 to 15 trial sites, which means they are constantly on the road and are often the only representative from the contract research organization that trial staff will engage with. That means that when staffers have questions or complaints or require additional support, they turn to the clinical research associate for help.

The constant pressure, isolation and travel leads to a lot of burnout. Despite relatively high salaries, industry turnover rates among the associates is more than 25 percent, creating a constant risk for their employers and pharmaceutical companies. When these workers quit — or get recruited away by competitors — it can cause trial delays, and force other clinical research associates to pick up the slack, which creates a ripple effect of frustration and attrition.

It’s impossible to eliminate these risks, but Advanced Clinical has employed a number of tools and engagement strategies to keep its turnover rates at less than half of industry averages.

Part of the Team From Day One

Engagement starts with a multi-day onboarding process. The focus is less on paperwork and more on introducing the new associates to staff, sharing company success stories and helping them build a network in the organization. “It lets them see where they fit in the company, and why people love to work here,” Gurevicius said.

Once on the job, managers use a number of tools to make the associates feel connected and heard, including regular one-on-one calls to check up on trial progress and make sure they have what they need.

“You can talk about whatever is on your mind, whether it’s about the study, regulations or something going on at a specific site,” said Wes Boynton, a senior clinical research associate who has been with Advanced Clinical for six years. “They make it feel like a safe environment to talk about anything.”

This open communication doesn’t just make associates feel good. It helps the company constantly improve, Gurevicius said. The associates often have the most relevant information because they spend so much time at the sites, he said.

For example, in a recent call, an associate pointed out that the company’s database for tracking site staff had to be accessed by someone internally, even though the associates have the most up-to-date knowledge about the site. Gurevicius agreed and provided all of the associates with their own access to more efficiently manage that content. “We leverage their experiences so we can improve,” he said.

NPS for Engagement

Managers also use a number of practical tools to keep clinical research associates engaged, including an online expense reporting platform so they don’t have to scan every receipt, and a messaging app for frequent check-ins that asks associates to rate their day on a 1 to 10 scale. “It’s like a net promoter score for engagement,” said Steve Matas, senior vice president of strategic solutions for Advanced Clinical. The ratings give Matas an instant pulse on employee engagement, and allows him to identify issues before associates start looking for another job. “Anything under a 7 prompts an immediate call,” he says.

To minimize the burden of travel, clinical research associates are assigned sites based on their home location, and the company tries to limit on-site days to eight per month. Occasionally that number will go over due to site set-up or because a site has some issues, but in those cases, managers check in to make sure they aren’t overwhelmed. “We find out if they need extra help, and we try to push that number down for the next month,” Gurevicius said.

It is a low number of site-days for the industry, but it pays off because people stay, Matas said. When associates are overworked they quit, which puts more pressure on other clinical research associates and negatively impacts site productivity while their replacements ramp up.

“They make sure we aren’t stressed out,” Boynton said. The associates also have a weekly group call to discuss their trials and share best practices, and a dedicated administrator for all the trial sites who they can tap if they are having difficulties. “It helps to know you have someone you can rely on at the home office.”

All of these methods are paying off. Advanced Clinical’s turnover for clinical research associates is 10 percent, part of which is due to promotions. “They see opportunities for growth here, and that keeps them around,” said Gurevicius, who began his own career as an associate at the company. “We don’t ever want to hold someone back from taking the next step.”

Whether a company is hiring clinical research associates or parking attendants, or any other front line position, the key to engagement is investing in your people and showing them you care, he added. “When you build relationships and give your people a voice they won’t want to leave.”

February 14, 2020June 29, 2023

Constant connection is key to the engagement of a global workforce

While managing and maintaining engagement among a global workforce may seem like a daunting challenge, it’s not impossible.

Operating globally can present additional challenges and concerns when it comes to engaging employees. These hurdles can go well beyond time zone differences — the divide in cultures, communication styles, values and gaining a better understanding of the global marketplace are to be considered as well.

The goal is to make sure that employees feel connected to each other, the culture and the company’s values regardless of their location.

“If you are working with a team spread around the world, especially in different time zones, it is important to remember the human being in all of it.” said Joe Flanagan, fitness app developer at GetSongBPM, an open source database of beats per minute. “If your employees feel valued and connected, they will remain motivated and loyal.”

Onboarding is a great place to start. Tammy Perkins, chief people officer of PMI Worldwide, a global manufacturer of food and beverage container solutions, said that managing a global team requires understanding and adopting professional practices of other cultures.

Standardizing the onboarding process worldwide can ensure that everyone starts out with a strong foundation, which can result in developing and retaining happier, more productive employees.

“The onboarding process is one of the most important leadership functions. It is fundamental to success when it comes to developing strong, diverse teams,” Perkins said via email. “The additional complexity of managing remote, international teams makes it even more important that we get onboarding right.”

Michael Tindall, founder and CEO of virtual staffing company Opus Global Operations, said that transparency and feedback are also key factors for managing successful global teams.

“Only knowing your piece of the puzzle can limit what is achievable if the team has a transparent vision of where things are going. The same thing is on the flip side, when times are rough, everyone digs and supports the organization from top to bottom,” Tindall said via email. “A major challenge for the company is everyone’s challenge. When your team feels that they are responsible for the whole picture and not just ‘their’ part, people will get creative to make things work.”

Tindall also pointed out how essential it is in becoming accustomed to the varying employment laws worldwide. “Employment laws vary widely from country to country and these create cultures within themselves in the way you have to do business,” Tindall said. “You have to learn about and be aware of these or you will be in for a shock when someone quits or you have a major issue on your hands from something that you weren’t aware of that applies to that locality.”

In addition, cultural awareness and diversity training should be regulated throughout the entire organization to educate employees about what to expect regarding cultural differences and how to work successfully with colleagues from around the world. Katy Roby, marketing manager at e-learning company Valamis, said that investing in an employee’s personal learning and development is a huge contributing factor to employee loyalty.

Roby also pointed out that one of the biggest challenges in a global workforce is creating a truly global work culture despite multiple cultures.

“Empathic evaluation for each individual work culture in different cultural ecosystems is very important in supporting employees and addressing challenges,” she said.

One of the most common concerns when it comes to maintaining engagement among a global workforce is communication. Annmarie Neal, chief human resources officer at HR technology company Ultimate Software, said that leaders should consider developing a team communication and operating agreement for remote and global teams. These should make clear when status reports are needed, what communication venues are preferred, what should be communicated and to whom and how information should be presented. Neal said that these plans can help instill a greater sense of accountability among team members while reinforcing deadlines.

“Even without in-person meetings, when business leaders are able to see their remote teams connecting and collaborating on a work challenge, or simply chatting about something fun in their personal lives to close out a productive video call, it’s easier for them to recognize how virtual employees may be spread far and wide but remain engaged and able to make a real impact within the company,” Neal said. “Managers need to ensure they are creating room for that collaboration, with more group projects or virtual hangouts that mimic traditional office setups.”

Managers must also be able to recognize the signs of disengagement in order to successfully measure and address employee engagement, according to Neal. “Spotting disengaged employees isn’t always easy, especially when remote workers are in the mix. When remote workers join teams, they don’t have a physical presence, but they still send signals through the ways they make themselves ‘seen’ at work,” Neal said via email. “Whether it’s how they respond, make deadlines or join meetings, employees’ virtual body language can be just as informative as the analog version.”

Neal also recommends engagement surveys, in-person meetings, off-site meetings and informal catch-ups whenever possible to help take a “regular temperature check” across the organization and to help build rapport with virtual employees from the start.

February 9, 2020June 29, 2023

Sail the C’s to engage a freelance workforce: Caring and communication

Employee engagement can be a big enough challenge on its own, let alone when an organization is trying to increase engagement and retention rates among workers they have never even met in person.

The emergence of the freelance nation challenges organizations to refine their leadership style. Leaders in the workplace must be prepared to collaborate instead of control.

“You don’t really need to reinvent the wheel when it comes to managing your freelance employees,” said Dania Shaheen, vice president of people at Kazoo, a human resources platform.

According to Shaheen, the basic best practices that organizations use with their full-time, in-house employees are fundamentally the same approaches that organizations should take with their freelancers when it comes to increasing engagement.

This includes regular check-ins, meetings and video calls whenever possible to get that important face-to-face time. This gives both the organization and the freelancer an opportunity to share expectations, questions and feedback, and helps to build a stronger relationship.

“As an organization, you have to make sure that employees are engaged and that they feel valued, whether that’s freelancers or remote employees,” Shaheen said.

Contingent workers: Why companies must make them feel valued and engaged

Time and again, communication proves to be the biggest struggle when it comes to employee engagement among remote, global and freelance workforces. Carlos Castelán, managing director of The Navio Group, a business management consulting firm, said that one of the hardest parts of staying motivated as a freelancer is fully grasping how their contributions fit into the overall mission of the company. This obstacle, on top of minimal communication from managers, can result in feelings of isolation.

“In many ways, poor communication signals to someone that they’re not valued enough to be included,” Castelán said in an email statement. “Poor communication can lead to role ambiguity as well as heightened stress or anxiety because of a lack of feedback, which ultimately leads to [a fear of missing out], stress, burnout, talent drain or other symptoms of low employee engagement.”

Jamie Ceglarz, founder and managing director of recruiting firm Guild Talent, stressed the importance of starting with hiring the right people. Addressing their expectations, drive and needs through the onboarding process allows for a great foundation in building that relationship with a freelancer right from the start. Organizations need to ensure that they care about what helps their employees succeed while also being clear and transparent about the company’s expectations and goals.

“With remote employees in particular, it’s important to set people up for success and allow them to work in an environment that best suits them in an effort to get the most out of them,” Ceglarz said in an email statement.

Because freelance workers don’t physically show up to work every day and take part in the team culture within the workplace, it can be easy for some to forget that they even exist. Liz Brown, founder of Sleeping Lucid, an online resource for sleep problem awareness, finds that treating freelancers with respect and genuinely caring about their contributions and well-being within the company is a best practice when it comes to keeping them motivated and maintaining a healthy relationship.

“Businesses should treat freelancers with kindness and not see them as disposable objects that one can simply throw away,” Brown said via email. “Complimenting their achievements and treating them with respect improves their work environment, which in turn keeps them motivated.”

The freelance workforce is not one to neglect. Joe Flanagan, fitness app developer at GetSongbpm, an open source database of beats per minute, said that freelancers provide companies with an array of benefits. Organizations should want them to feel satisfied and engaged to help motivate them to continue producing their best work.

If they are treated as though they are full-time employees, both parties will reap the rewards. In an email statement, Flanagan said, “The benefits of being able to look for someone with the right skill set and who fits work culture on an international level are invaluable.”

February 7, 2020June 29, 2023

From boomers to Gen Z: How to engage a multigenerational workforce

Five generations are now represented in today’s workforce as millennials and Generation Z continue to make their mark.

Millennials will soon be the largest living generation in the U.S. labor force, while the number of people 65 years and older is expected to nearly double. At the same time, digital technologies are changing how these generations collaborate and work together, as well as how organizations engage, manage and retain employees.

Because of this, employee expectations across the board have evolved and no longer does a “one-size-fits-all” approach work when it comes to employee engagement. In fact, failure to meet these expectations can result in decreased productivity and high turnover in an increasingly competitive economy.

In a world of #okboomer memes and “Me Generation” stereotypes, organizations should explore ways to better unify employees and harness the power of a diverse workplace. Here are three ways that HR and communicators can accommodate employees across generations and gain a competitive advantage in the market.

Speak Their Language

First and foremost, HR and communications leaders must identify who their audiences are and what content will resonate the most, as the context and tone of a message can impact how employees receive and choose to engage with it. Even when providing the same information to all generations, communicators should explore ways to share that message to younger versus older employees.

For example, a more detailed email about new company policy might translate better with baby boomers, while it could be ignored by millennials and Gen Z who tend to prefer more informal, casual language. In contrast, a conversational tone may not translate for older demographics who might see it as blurring professional and personal boundaries.

In a multigenerational workplace, HR and communicators should find ways to personalize and distribute content based on employee types and preferences quickly and easily. This plays a major role in making workers feel more valued, drives feelings of inclusion and has a direct impact on productivity and satisfaction.

Once the content is in place, it’s important to consider the distribution strategy and the cadence or frequency in which content is shared. In the past decade alone, the workforce has become infinitely more connected with digital reminders, near-instantaneous updates, collaborative calendars and more. From intranet platforms to multidevice and direct messaging applications, each generation will find different methods better suited for them and employers need to adapt to this digital shift.

As digital natives, millennials and Gen Z are likely more comfortable and familiar with mobile and chat platforms, and may prefer receiving information and updates via mobile app. Conversely, Gen Xers and baby boomers may want to receive information via email or hard copy and hear feedback face-to-face.

Finding a balanced cadence of communications that appeases all employees can be tricky, but is foundational to building and maintaining a unified company culture. In this sense, it’s important to remember that every employee interacts with technology differently. When thinking about how best to disseminate the “nice-to-know” versus the “need-to-know,” evaluate consumption preferences and habits across all employees and tailor communication methods based on this assessment.

Keep Employees Motivated

A third factor to keep in mind when engaging a diverse workforce is that employees want different things from their employers and from their career paths, regardless of demographic. Internal communications directly impact employee motivations and their level of productivity, and leaders will need to invest in ways to empower everyone in their organization.

Research has shown that millennials and Gen Z value work-life balance more so than their older colleagues, and may not want to receive communications from work outside office hours. Gen Xers and boomers also don’t require constant feedback, while younger demographics are motivated by words of encouragement from superiors on a regular basis. Some employees might appreciate reminders to complete surveys or program registrations, while others might find anything more than a weekly reminder overwhelming.

And, while many see technology as a key divider among generations, that’s far from the case. Employee engagement tools and technologies can help managers, supervisors and the C-suite share their mission and messages with all employees in a personalized way. Providing channels to ask questions, share advice or collaborate on work can also energize employees and foster relationships between generations. With the right tools in place, HR and communications teams can measure and analyze the impact of their engagement strategies to adjust over time.

Employees of all ages seek workplace satisfaction and it’s up to HR and business leaders to provide the tools, resources and strategies that empower them to define their own experience. As workforce demographics evolve, organizations must create a space for a variety of work styles to flourish and ultimately position their employees – and the business – for success.