Turnover Contagion: Are Your Employees Vulnerable?

How are you engaging employees? With employee retention top-of-mind for organizations wanting to stay competitive in today's market, employers need to find ways to ensure employees are engaged and happy at work. Continue reading this blog post from SHRM to learn more.


Employee retention is top-of-mind for any organization looking to stay competitive in today’s market. Despite swaths of technological advances, in our knowledge-based, global economy an organization’s key assets are still its employees. Considering this, substantial amounts of research have been published about potential predictors and causes of employee turnover. Most of this research can be classified into two categories: individual-level explanations (e.g., job satisfaction, person-job fit, etc.) or external and organizational-level explanations (e.g., unemployment rates, job demand, etc.). However, only having these two types of explanations ignores team-level and the inherent social aspects of turnover. Specifically, do the behaviors and attitudes of coworker's influence employee’s intentions to quit their jobs?

Quitting is infectious.

People regularly “catch” the feelings of those they work with, particularly in group settings. We’ve all been around someone at work whose sour mood set the tone for the day; their negative emotions dampened the mood of everyone else around them. Employee mood isn’t all that is affected. Surprisingly, the emotions of others influence judgment and business decisions – and this all typically happens without anyone realizing.

In a study on the spread of emotions, groups were created to judge how to best allocate funds in hiring decisions. A confederate (actor) was planted in each group and instructed to display one of four emotions: cheerful enthusiasm, serene warmth, hostile irritability, or depressed sluggishness. Not only did the emotions of the confederates spread to each member of the group but each group’s resulting judgments and behaviors were affected. In groups with a pleasant confederate, members displayed more cooperation, less conflict, and allocated funds more equitably than in groups with unpleasant confederate emotions.

In a related study, researchers looked into the contagion of social contexts on job behaviors. As it turns out, evidence suggests an employee’s decisions to voluntarily leave an organization is influenced by the attitudes and behaviors of their coworkers. They found evidence suggesting job embeddedness (how well employees feel they fit in with their job and the community) and job search behaviors of coworkers predict individual voluntary turnover. An employee’s job embeddedness is the relative strength of their organizational network; weaker bonds or links are easier to break. That is, if a coworker is low on organizational connection (e.g., fewer and weaker relationships with other organizational members) or engages in noticeable job-seeking behaviors (e.g., talking about an application or interview, expressing a desire to leave, quitting, etc.) their colleagues are more likely to choose to exit the organization. As can be imagined, this relationship is amplified when a coworker has both low job embeddedness and visible job-searching behaviors.

People leave organizations all the time. There are several reasons why employees decide to leave organizations - whether it be for personal (relocation of family member), professional (more pay, promotion, career change), or organizational (job or organization redesign). In fact, healthy businesses want some amount of turnover. However, in the case of turnover contagion, your employees are leaving simply because their colleagues are leaving. When a group of employees leave an organization in rapid cycle, it may be due to the influence of their immediate peer group and this should be cause for concern as turnover contagion is likely occurring.

The interplay of social contexts within an organization along with individual and organizational-level predictors adds more to our understanding of the complexity of employee turnover decisions. This is just one piece of the pie – and an important one. Understandably, more research needs to be conducted until just how this phenomenon works is understood, however, based on the evidence, organizations and leaders shouldn’t wait to act.

For one, it’s a tight labor market and has been for some time now. Overall, many employees are looking and leaving. There has been a cultural shift among workers where they feel increasingly less loyalty than before and are even more likely to job hop. To add to this, unemployment is at an all-time low and job growth is climbing. Meaning there are more open jobs than there are workers to fill them. It’s an applicant’s market. These factors, coupled with the sheer cost of replacing skilled employees – speculated to be a whopping 1.5 to 2 times an employee’s salary – should give pause to leaders when they suspect employees have caught the turnover bug.

On the bright side, turnover contagion can be minimized, and companies stand to reap plenty of rewards through emotional contagion. Just like negative emotions create a spiral of negativity, so too can emotions with a more positive valence. For example, leaders can use the infectious qualities of emotions to spread feelings of happiness by expressing gratitude or complementing someone. In addition, increasing job embeddedness and strengthen the bonds your employees have by building more connection with their team, leaders, and other departments can go a long way to reducing turnover.

SOURCE: Ford, A. (13 August, 2019)"Turnover Contagion: Are Your Employees Vulnerable?"(Web Blog Post). Retrieved from https://blog.shrm.org/blog/turnover-contagion-are-your-employees-vulnerable


Cadillac Tax May Finally Be Running Out of Gas

The Cadillac tax - a 40 percent tax on the most generous employer-provided health insurance plans - may be about to change. The Cadillac tax was supposed to take effect in 2018 but has been delayed twice and recently, the House voted to repeal this tax entirely. Read this blog post to learn more about this potential change.


The politics of healthcare are changing. And one of the most controversial parts of the Affordable Care Act — the so-called Cadillac tax — may be about to change with it.

The Cadillac tax is a 40% tax on the most generous employer-provided health insurance plans — those that cost more than $11,200 for an individual policy or $30,150 for family coverage. It was supposed to take effect in 2018, but Congress has delayed it twice. And the House recently voted overwhelmingly — 419-6 — to repeal it entirely. A Senate companion bill has 61 co-sponsors — more than enough to ensure passage.

The tax was always an unpopular and controversial part of the 2010 health law because the expectation was that employers would cut benefits to avoid paying the tax. But ACA backers said it was necessary to help pay for the law’s nearly $1 trillion cost and help stem the use of what was seen as potentially unnecessary care. In the ensuing years, however, public opinion has shifted decisively, as premiums and out-of-pocket costs have soared. Now the biggest health issue is not how much the nation is spending on healthcare, but how much individuals are.

“Voters deeply care about healthcare still,” said Heather Meade, a spokeswoman for the Alliance to Fight the 40, a coalition of business, labor and patient advocacy groups urging repeal of the Cadillac tax. “But it is about their own personal cost and their ability to afford healthcare.”

Stan Dorn, a senior fellow at Families USA, recently wrote in the journal Health Affairs that the backers of the ACA thought the tax was necessary to sell the law to people concerned about its price tag and to cut back on overly generous benefits that could drive up health costs. But transitions in healthcare, such as the increasing use of high-deductible plans, make that argument less compelling, he said.

“Nowadays, few observers would argue that [employer-sponsored insurance] gives most workers and their families’ excessive coverage,” he wrote.

The possibility of the tax has been “casting a statutory shadow over 180 million Americans’ health plans, which we know, from HR administrators and employee reps in real life, has added pressure to shift coverage into higher-deductible plans, which falls on the backs of working Americans,” said Rep. Joe Courtney (D-Conn.).

Support or opposition to the Cadillac tax has never broken down cleanly along party lines. For example, economists from across the ideological spectrum supported its inclusion in the ACA, and many continue to endorse it.

“If people have insurance that pays for too much, they don’t have enough skin in the game. They may be too quick to seek professional medical care. They may too easily accede when physicians recommend superfluous tests and treatments,” wrote N. Gregory Mankiw, an economics adviser in the George W. Bush administration, and Lawrence Summers, an economic aide to President Barack Obama, in a 2015 column. “Such behavior can drive national health spending beyond what is necessary and desirable.”

At the same time, however, the tax has been bitterly opposed by organized labor, a key constituency for Democrats. “Many unions have been unable to bargain for higher wages, but they have been taking more generous health benefits instead for years,” said Robert Blendon, a professor at the Harvard T.H. Chan School of Public Health who studies health and public opinion.

Now, unions say, those benefits are disappearing, with premiums, deductibles and other cost sharing rising as employers scramble to stay under the threshold for the impending tax. “Employers are using the tax as justification to shift more costs to employees, raising costs for workers and their families,” said a letter to members of Congress from the Service Employees International Union.

Deductibles have been rising for a number of reasons, the possibility of the tax among them. According to a 2018 survey by the federal government’s National Center for Health Statistics, nearly half of Americans under age 65 (47%) had high-deductible health plans. Those are plans that have deductibles of at least $1,350 for individual coverage or $2,700 for family coverage.

It’s not yet clear if the Senate will take up the House-passed bill, or one like it.

The senators leading the charge in that chamber — Mike Rounds (R-S.D.) and Martin Heinrich (D-N.M.) — have already written to Senate Majority Leader Mitch McConnell to urge him to bring the bill to the floor following the House’s overwhelming vote.

“At a time when healthcare expenses continue to go up, and Congress remains divided on many issues, the repeal of the Cadillac tax is something that has true bipartisan support,” the letter said.

Still, there is opposition. A letter to the Senate on July 29 from economists and other health experts argued that the tax “will help curtail the growth of private health insurance premiums by encouraging employers to limit the costs of plans to the tax-free amount.” The letter also pointed out that repealing the tax “would add directly to the federal budget deficit, an estimated $197 billion over the next decade, according to the Joint Committee on Taxation.”

Still, if McConnell does bring the bill up, there is little doubt it would pass, despite support for the tax from economists and budget watchdogs.

“When employers and employees agree in lockstep that they hate it, there are not enough economists out there to outvote them,” said former Senate GOP aide Rodney Whitlock, now a healthcare consultant.

Harvard professor Blendon agrees. “Voters are saying, ‘We want you to lower our health costs,’” he said. The Cadillac tax, at least for those affected by it, would do the opposite.

SOURCE: Rovner, J. ( 19 August, 2019) "Cadillac tax may finally be running out of gas" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/articles/obamacare-excise-tax-may-be-at-an-end


Older Workers Are a Valuable Talent Pool

Currently, Americans 55 and older make up less than a quarter of the nation's labor force, according to AARP. While many HR leaders have been focused on finding out how to meet the different expectations and needs of Millennials, they also need to be aware of the bigger demographic challenge ahead - the role of people over 55. Read this blog post to learn more.


Over the last decade, most HR leaders have been obsessed by the role of millennials at work and figuring out how to meet the different expectations and needs of these young workers.
Certainly, this has been important work. But, leaders need to be aware of a much bigger demographic challenge ahead: the role of people over the age of 55.

The U.S. Bureau of Labor Statistics projects that in the next 10 years, the fastest-growing segments of the workforce will be for employees over 65. According to AARP, Americans 55 and older make up slightly less than a quarter of the nation’s labor force, but they filled almost half (49 percent) of the 2.9 million jobs gained in 2018—the biggest share of any age group.

This trend will continue. We are living longer and having fewer children. The fertility rates in the U.S., U.K., Germany, Japan, and almost every other developed country are below replacement. As a result, populations—and our workforces—are going to get older.

Obviously, this has an impact on public policy, immigration, and healthcare investments. But the more interesting aspect for those of us in HR is the huge impact this will have on work.

Attitudes About Age

How do most employers feel about older people? They aren’t that thrilled to have them around. While older employees may be wiser and more reliable, they usually make more money than younger workers. Many employers believe older workers can’t keep up with today’s always-on digital workplace.

A few years ago, we asked employers whether age was a competitive advantage or competitive disadvantage in their company. Almost 60 percent of respondents said that age was a disadvantage. In other words, when a young employee competes with an older employee for a job, the young person wins.

This discriminatory perception was summed up perfectly by Mark Zuckerberg in 2007 when he said in an interview, “Younger people are just smarter.”

Forced Transitions

I’ve seen this in my own personal life. Many of my friends from college (we’re all in our early 60s) are starting to think about retiring, primarily because they’ve been forced out of their companies. Most of us will live well into our 80s, 90s, or longer, and as we age, work becomes one of the most gratifying things we do. But employers just don’t see it this way.

According to a recent analysis by the Urban Institute and ProPublica, more than half of workers over 50 lose longtime jobs before they are ready to retire. Of those, 9 out of 10 never recover their previous earning power. Why? Employers simply do not want them back.

Age Discrimination

Companies are now being sued for age discrimination. Recruiters have been caught saying things like “you’re too old for this job” or “we only hire people with less than seven years of experience.” Even Facebook has been forced to remove age as a criterion for job placements in its online advertisements.

The above are examples of explicit discrimination. However, in most companies, age discrimination is much more subtle. Older people have higher salaries, so they are just passed over for many positions.

New Ideas for Older Workers

But change is ahead. Not only does age discrimination fly in the face of most diversity and inclusion programs, but the reality is that employers really need older workers because of record unemployment rates and extreme talent shortages.

“Re-careering” programs—in which employers invite retirees back to work, give them training and new skills, and let them work part-time—are cropping up in companies such as Boeing, Bank of America, and Apple. I encourage all employers to invest this way.

Business leaders also need to keep in mind that baby boomers are the biggest buying population in the world and has as much disposable income as the rest of the population combined. These consumers want to do business with organizations that respect older individuals and don’t view age as a negative.

Think about your company’s attitudes about age. Older workers are often more stable, they understand how to work in teams, and they are likely to be more loyal over time. Generational diversity in workforces is also reflective of good corporate citizenship.

Now is the time for HR leaders to work to actively eliminate age discrimination in their workforces and view generational diversity as a valuable goal.

SOURCE: Bersin, J. ( 25 July 2019) "Older Workers Are a Valuable Talent Pool" (Web Blog Post). Retrieved from https://blog.hrps.org/blogpost/Older-Workers-Are-a-Valuable-Talent-Pool


Tracking Employee Life Cycle

The HR landscape is constantly changing. With each new generation that enters the workforce, expectations change. Read this blog post from SHRM to learn more about tracking the employee life cycle.


We who study Employee Engagement are consistently looking for trends in hiring and the direct effect on retention. The Human Resource landscape is slippery, no other profession is tasked with such a diverse cycle of management skills. The ability to find great talent, train, engage and promote are an unenviable set of tasks. Recruiters mirror salespeople, Total Rewards professionals have to have an acumen for numbers and the disparate technologies that represent the progression from hiring through promotion can make one's head spin.

So, we stare down the inevitable:

How do we create a synchronized strategy from recruitment to retirement.... ????

Let's start with the job market....

As a new generation of talent enter the workforce are expectations changing?

Are those escalated in age better equipped with irreplaceable experience?

Is a recession coming?

Do elite talents have any interest in job-hopping?

Those who are great at what they do are probably not interested in switching jobs and there are others who simply do not have the proper qualifications. So, staffing professionals are tasked with finding people who are qualified, able to engage and humble in their entry-level financial expectations.

Prospective employees have a few simple expectations:

  • A product/service they believe in
  • Leadership that is visionary yet receptive to change
  • A culture of transparency
  • A manager they enjoy serving

Sounds simple enough but the ability to pull together these traits under a common mission is difficult. Companies are often great at producing quality products but lacking in employee development. Again, our staffers are called upon to sell the good qualities of the company while side-stepping what isn't working.

Sustaining Engagement....

Getting them in the door is one thing. Delivering on promises is another.

Once employees are trained, they need to develop the confidence to acclimate to the culture. Our extended HR team has to sustain the attraction of the hiring process with technology that is accessible and intuitive. HR is then called upon to make sure there is a vessel for strong manager/employee communication while keeping leadership abreast of the action in the trenches.

Take inventory:

  • Does training scale to specific functional traits while enhancing soft skills?
  • Is your Human Capital Management technology integrated and engaging?
  • If employees and managers aren't on the same page, how will you know?
  • Does your CEO recognize general employee goals?

Train, Reward, Challenge and Eliminate Silos!

Seeing departures before they happen.....

If exit interviews are part of your engagement strategy, you are a step behind. The popular counter is to have HR integrate "stay interviews". If you need to administer a survey for employees to validate your existence, your workplace relationships might be fractured.

Managers should have an accountability plan for their employees that is more parts celebration of achievement than calling out deficiencies.

Recognize in public, discipline is private.

If in every day you leave people with a firm understanding of what is working and where they need development, there is no guesswork. People know when they haven't performed to their fullest potential, calling them out twice a year doesn't work.

Ask yourself: do our hiring enticements continue through our day-to-day engagement proposition?    

We all just want to represent something we believe in among people we respect and an ever-evolving challenge cycle complete with rewards at every step of progression.

Originally published on Dave's Weekly Thought blog.

SOURCE: Kovacovich, D. (6 August 2019) "Tracking Employee Life Cycle" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/tracking-employee-lifecycle


Employer-sponsored savings programs could be the future of financial wellness

An estimated 43 percent of hourly workers have less than $400 set aside in their savings for emergencies. For those workers, an accident or unexpected expense can be financially devastating. Read this blog post from Employee Benefits Advisor to learn more about employer-sponsored savings programs.


For 43% of hourly workers who report having less than $400 in savings set aside for emergencies, an accident or unexpected expense can be financially devastating.

But employer-sponsored savings programs could be a viable solution. Low- and middle-income employees who are more financially secure have been shown to be less stressed and more productive when they have an employer-sponsored savings program, which may lead to lower healthcare costs, better customer service and stronger attendance, a new survey from nonprofit organization Commonwealth finds.

The national survey of 1,309 employees earning less than $60,000 a year found that employers offering workers savings interventions at the time of raise, can positively impact their employees’ personal finances. Three-quarters of hourly employees surveyed believe that if their employer offered savings options at the time of a raise, they would be less stressed and more confident about their finances.

“There's a lot of talk about financial stress, but when you're really living paycheck-to-paycheck, that stress is about being able to pay your bills on time,” says Commonwealth’s executive director Timothy Flacke. “It's about cash flow, and that's a particularly acute form of anxiety.”

The report analyzes the potential effects of savings programs including split direct-deposit paychecks, low-interest loans and savings accounts — and compares how those programs alleviate employees’ financial stress. Workers surveyed believe if their employer-provided savings tools they would be happier and more productive. Moreover, the survey found individuals with more in savings were less likely to have financial worries than those with little savings.

One of the companies partnered with Commonwealth to link raises with savings is Minnesota-based education company New Horizon Academy. In the beginning of the year, the company piloted a new savings program that gives its employees the option to have the raise diverted through the payroll system to a savings account each pay period, instead of having it go into their normal checking account.

“Through this, our employees are beginning to build up some financial reserves in case of an emergency, or life circumstances that requires them to dip into a savings account,” says Chad Dunkley, CEO of New Horizon Academy. Although it’s too early to state results from the pilot program, the company hopes it will have a positive long-term impact on the financial health of its employees, Dunkley says.

“This is just one of those additional ways [to] stabilize our employees, so they can come into the classroom without the financial stress that certain situations cause when you're not prepared for an emergency, whether it's new tires on your car or health issues,” he says.

SOURCE: Nedlund, E. (19 August 2019) "Employer-sponsored savings programs could be the future of financial wellness" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/reduce-stress-increase-productivity-with-financial-wellness


Specific Plans for Your Employees

Most plans are created to fit every employee but not specifically each employee's specific needs. However, employers now are looking at adding more customized packages for their employees. In turn, this is helping with new hires. Keep reading this blog to learn about additional benefits.

Research shows that benefits drive the attraction and retention of employees even more than compensation. When implemented in the correct way, these perks can help draw diverse groups of workers. So if this is the case, why are so many packages not tailored to diversified workforces?

The short answer is because it’s easier to administer a one-size-fits-all plan. The burden of building customized plans means that packages are updated only once a year. As a result, modern workers needs go unmet, because life circumstances and coverage requirements can change at any given moment.

These packages need to go beyond baseline benefits such as medical, dental and vision. Employers should realize that adding more customized benefits could help the needle in the talent war.

For example, two new employees at opposite ends of the spectrum may require different kinds of benefits to meet their needs, but few packages are set up to accommodate these differences. While millennial workers may view offerings like pet insurance or tuition reimbursement as must-haves, these may not be relevant for everyone.

Blanketing all employees with the same benefits package risks failing to engage those prospects who have something amazing to bring to your business. An employee who has a baby mid-year, for example, might have to wait to get her life insurance adjusted or open a college fund because it’s not on the schedule.

But in some sectors, things are starting to change. Larger enterprise employers are now more likely to offer at least five kinds of benefits, including life insurance, pet insurance and disability coverage plus legal shield, identity protection, loan repayment, financial literacy and paid sabbaticals with more added all the time. We’re also seeing an uptick in new offerings such as workplace education and vacation planning or payment.

Now the same approach needs to be adopted in the mid-market. Employers need to make a concerted effort to understand their workforce. To learn and drive benefits package curation to consider a survey or evaluation exercise. HR leaders should also institute more frequent touchpoints, for example, every quarter, to assess the utilization rates of a benefits package.

Looking ahead, the workplace of the future will become even more diverse. As more workers continue to choose to work remotely, companies will need to accept hiring talent outside of the U.S. Which also means hiring managers will have to address perks and benefits that may fall outside of a company’s home state, or even satisfy alternative healthcare or benefits packages in countries with different requirements altogether.

Every employee’s situation is different and the industry needs to be ready to offer benefits and workplace perks that match key talent’s most important needs.

SOURCE: Lyubovitzky, Rachel. (2 August 2019). "It's time to put an end to one-size-fits-all employee benefits plans" (Web Blog Post). Retrieved from: https://www.employeebenefitadviser.com/opinion/the-case-for-personalized-employee-benefits-plans


Disability Insurance

Disability insurance. Do you have it? New studies are showing that it could be more beneficial for employers to offer auto-enrollment plans similar to auto-enrolling into a 401k plan. Keep reading the blog post below to learn more. Read more


Paid Leave

Benefits can be one of the sure ways of attracting a new hire and paid leave is one of the most coveted benefits. However, this benefit can be a tricky one to navigate. Some employers are getting themselves into trouble in the process, facing accusations of gender discrimination or improper use of leave.

Here are four potential pitfalls of paid leave, and how employers can avoid them.

1. Be careful what you call “maternity leave.”

Employers have long been granting leave for new moms in the form of disability coverage. In fact, the top cause of short term disability is pregnancy. Disability insurance usually grants new moms six to eight weeks of paid leave to recover from childbirth.

Because this coverage applies to the medical condition or recovering from childbirth, it shouldn’t be lumped in with bonding leave.

Guidance from the Equal Employment Opportunity Commission says leave granted for new moms for bonding must also be extended to new dads, so separating disability leave from bonding leave is crucial to avoiding gender discrimination.

2. Don’t make gender assumptions.

The amount of bonding time for new parents after birth, adoption or fostering must be granted equally for men and women. Companies that don’t provide the same amount of paid leave for men and women may find themselves in a discrimination lawsuit.

It’s not just the time away from work that matters, but also the return-to-work support provided. If new moms are granted temporary or modified work schedules to ease the transition back to work, new dads must also have access to this.

Some companies may choose to differentiate the amount of leave and return-to-work support for primary or secondary caregivers. That’s compliant as long as assumptions aren’t made on which gender is the primary or secondary caregiver.

The best way to avoid potential gender discrimination pitfalls is to keep all parental bonding and related return-to-work policies gender-neutral.

3. Avoid assuming the length of disability.

Be careful about assuming the length of time a new mom is disabled, or recovering medically, after birth. Typical coverage policies allow six to eight weeks of recovery for a normal pregnancy, so assuming a new mom may be out for 10 weeks might be overestimating the medical recovery time, and under-representing the bonding time, which must be gender-neutral.

4. Keep up with federal, state and local laws.

Mandated leave laws are ever-evolving, so employers should consistently cross-check their policies with state and local laws. For instance, do local paid leave laws to treat adoption the same as birth? Are multistate employers compliant? What if an employee lives in one state but works in another: Which state’s leave policies take precedence?

Partnering with a paid leave service provider can mitigate the risk of improperly administering leave. Paid leave experts can help answer questions, review guidelines and provide information regarding job-protecting medical or family leave.

They can also help flag potential pitfalls, ensuring leave requests from all areas of your company are managed uniformly and in accordance with state and federal laws, including the EEOC.

SOURCE: Bennett, Angel. (29 July 2019) “4 pitfalls of paid leave and how clients can avoid them” (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/list/pitfalls-of-paid-family-leave-and-how-to-avoid-them


Performance Management in HR

Does the HR department cross paths with other departments? What exactly is HR? How can your company improve this department? Keep reading this blog to find out some helpful tips to improve this department.

The impact those demands have had on recruiting, retention, learning, development, talent strategy, not to mention employee productivity and performance has left many HR professionals wondering… what exactly is HR’s value proposition and function?

HR traditionally manages those routine yet essential processes - recruiting, hiring, onboarding paperwork, legal compliance, harassment training, and workforce planning to name just a few.

This isn’t the rule, of course. HR leaders in many companies have done an excellent job at up-leveling their teams beyond the human capital management administrative processes to a people and culture-first approach that puts the “human” back into human resources.

Still, there is a prevailing problem I see many companies face: the old human capital management processes of the past aren’t flexible enough to adapt to the dramatic shifts in the way we need to effectively manage the workforce, deploy learning initiatives, develop talent, and deploy an overall human capital management strategy.

While there are several of these old processes that sit on my top five “time to adapt” list… one that currently stands out is performance management.

Performance management has evolved

Traditionally, performance management is a point-in-time event that happens annually or bi-annually alongside merit increases.

Over the years, however, multiple studies, statistics, and endless internal pulse surveys have revealed a new trend: a continuous performance management and feedback loop coupled with ongoing learning and professional development programs is crucial to engage and retain today’s modern workforce while giving HR teams a talent pool to meet the ever-changing needs of the business.

Learning & development teams are the linchpin

Having served in many different roles across a variety of companies - restaurant, hospitality, manufacturing, and a few more in between - I’ve witnessed the numerous ways HR and Learning & Talent Development teams engage with each other while serving their prospective divisions, departments, and employees.

What I know for sure is that the learning and development function can act as the linchpin to adapt the old performance management process to the new, continuous performance management cycles. L&D has a holistic view of the needs, gaps, and effective programs based on divisions, jobs, roles, etc...

With the right learning management or talent development platform, they can see the connection between goals, skills, competencies, and behaviors and how those can be effectively deployed continuously alongside the performance management cycles. Their function sees the employee experience during the time it matters most.

It’s time to integrate learning and performance management

“In an age where continuous learning is essential to drive new skills and behaviors, fewer than half of companies effectively link learning to performance.” This observation from The Brandon Hall Group hit home for me because it’s true - but it doesn’t have to be.

What then keeps HR teams from transitioning from one process to another? It’s a great question I challenge learning & development and HR teams with all the time.

What I’ve found is that (1) L&D leaders see the gap, (2) HR teams are constrained with competing priorities and an increased need for their function to address their existing functions (payroll, benefits, rewards, etc…) with the more strategic, higher-priority areas.

Starting your journey to shift toward a more agile, collaborative, and continuous performance management process requires these two teams to come together and recognize this transition as an important priority for both teams’ success.

By implementing a continuous cycle of performance and goals management within your organization, HR and L&D teams can:

  • Measure the impact of competency and skills within your organization
  • Support learning effectiveness and impact measurement
  • Provides line of sight into skill, knowledge and competency gaps for employee and employer
  • Unlock the maximum potential by aligning resources and focused training
  • Establishes a direct link between employee performance review feedback and learning content to help close gaps
  • Proactively plan for the future with a comprehensive view of your organization that lets you find the candidates who are most qualified for the job

There are many ways to adapt your performance management process to meet your organizations changing needs and your employees’ demands. The important thing to walk away with is that it’s an opportunity to bridge the divide between the HR and learning functions to deliver a more personalized, continuous, and effective performance management review cycle.

SOURCE: Brown, Matthew. (31 July 2019). "Why HR should connect performance management and learning" (Web Blog Post). Retrieved from https://www.hrdive.com/spons/why-hr-should-connect-performance-management-and-learning/559636/

 


Bad Hire Calculator

 

What may seem like minor costs when making a bad hire after the recruitment process can potentially be extremely harmful to a company. Lost productivity costs and hiring costs are two expenses that occur when making a bad hire. There is now a tool that can tell you just how much your company is spending on these bad hires.

  • Many organizations don't know the true cost of making a wrong hiring decision, according to Thrivemap. Thrivemap developed a calculator that takes an organization's current headcount, annual headcount growth percentage and staff turnover rate and estimates that cost. The final cost estimate accounts for lost productivity costs, as well as hiring costs like advertising and agency fees, Thrivemap said in a press release emailed to HR Dive.
  • As an example, the company calculated the bad hire costs for a company in the hospitality industry with 500 employees, an annual 5% increase in headcount and a 15% turnover rate. The costs added up to £406,038, or more than $500,000.
  • Lost productivity is a cost that businesses experience often but shouldn't ignore, according to Thirvemap. The company said that research it conducted earlier this year found that workers who felt they fit their role and their employer's culture gave their productivity a 7.2 rating out of 10, compared to the 5.3 rating that those who felt they were a bad fit on both counts gave their productivity.

A 2018 Salary.com report said that turnover is at an all-time high, which puts more pressure on talent pros and hiring managers to avoid hiring mistakes. With turnover and the cost of attrition top of mind for employers, it might be prudent for talent pros to also consider the productivity costs that result from bad hires, too. One example from Thrivemap indicated that the difference in productivity between a good-fit employee and a bad hire can be as high as 36%.

Thrivemap points out that when HR can account for and calculate costs associated with its functions, in this case hiring, it comes closer to its proverbial seat at the table. HR must be able to understand financials, establish its own key performance indicators and show the top brass that it can hit those benchmarks for success, experts have told HR Dive. To stand a better chance of avoiding bad hires altogether, experts have said that talent pros can:

  • Have a robust interview process with multiple people, diving deep into experience that is critical to the role;
  • Use assessments related to the job;
  • Thoroughly go through the reference process;
  • Articulate the company culture.

In addition, any tools that can predict what bad hires are currently costing could help HR departments and talent professional make a case for adopting better sourcing and screening tools within their organizations. Investing in tools that can better identify hires with the right skills and who are the right culture fit might keep bad hire costs from becoming a chronic drain.

 

SOURCE- Bolden-Barrett, Valerie. (25 July 2019). “Bad hire calculator aims to estimate the cost of failed recruits” (Web Blog Post). Retrieved from https://www.hrdive.com/news/bad-hire-calculator-aims-to-estimate-the-cost-of-failed-recruits