Report: US workers reassessing work-life balance | One underlying cause of the Great Resignation | Professor: Return-to-office dates aren't sustainable
Almost 3 in 4 US workers feel able to affect change in their work-life balance and 84% have reevaluated the way work affects their life, according to a Randstad USA report. In addition, more than 50% are job hunting due to not feeling "fairly rewarded for their work" and 60% say they are inspired by others to seek new roles.
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There's one underlying reason for the Great Resignation that's not making headlines, which is companies have "confused the effort required to solve a business problem with the actual solution," writes John Trahar, founder of Greatest Common Factory. Trahar offers three ways companies can counteract "the knee-jerk reaction of throwing bodies at a problem."
Elevate L&D Into Your Strategic Processes Worried about retention? L&D teams, executive leaders, and HR teams are developing upskilling/reskilling programs that are in line with company goals + employee development needs in order to retain valuable talent. Our latest guide has tips on how to spin up a successful L&D program of your own.
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Individual and organizational talent analytics are essential tools to shape training programs that not only optimize company performance but nurture career development and boost retention, writes Dan Harrison, CEO and founder of Harrison Assessments. Harrison outlines three key components of talent analytics initiatives that drive results.
Research shows that more than three-quarters of workers living with a disability felt their employers' attention to their needs has improved since the COVID-19 pandemic began. A similar percentage indicated that their colleagues are understanding of their needs as well.
Leaders can grow their hearts three sizes -- just like the fictional Grinch -- by caring about their teams and allowing empathy to soften them, writes Dan Rockwell. "The heart of leadership is turning your focus toward the welfare of others," Rockwell writes.
I’m determined to be a better manager in 2022. I want to keep a sharper eye on revenue goals. I want to be more proficient at using our internal systems. I want to be more competent at handling managerial tasks.
And I want to do a better job of serving the people on my team. I like to think that I do a fairly good job at my role but when I take stock of myself, I definitely see room for growth. I want to be more patient (a struggle for me when I’m under stress). I want to listen more than I talk. I want to find more ways to give praise.
Today’s HR Leader story talks about being a big-hearted leader. Don’t dismiss this one as a fluff piece. It’s so not. Leadership coach and consultant Dan Rockwell details the urgency and the benefits of leading with a big heart. He’s right. I’ve seen it. Leaders who are genuinely empathetic are able to boost engagement and generate loyalty among their teams. And they do it while still staying laser-focused on goals and revenue priorities.
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