Military spouses overlooked in the workforce | Why everyone on your staff needs communication training | Cut the leadership bluster and start helping your team
One often overlooked sector in the workforce that faces unique challenges is military spouses, 92% of whom are women and typically move every two to four years. This article offers several tips for recruiting and retaining these employees, including being strategic with job postings, rethinking how you review resumes, and offering flexible schedules and remote work.
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Improve employee engagement and retention by teaching teams the fine art of communication, whether it's with bosses, peers, direct reports or those outside the organization, writes Indiana Lee, a freelance journalist specializing in business operations, leadership, communication and marketing. "To get the most out of any workplace communication training, it's important not only to be aware of cultural differences in the workplace but also to commit to creating an inclusive workshop experience where everyone feels safe to participate," Lee writes.
Measuring and controlling staff workload is necessary to address burnout and improve care quality, write Patrick Neumann and Sue Bookey-Bassett of Toronto Metropolitan University. Privatization efforts will not solve the problem. What's needed are tools that balance patient needs with unit conditions (layout, assigned bed locations and tasks related to between-shift transitions) and distribute the shift workload accordingly.
One way companies can help attract and retain staff is by offering employer-assisted housing programs, especially in light of rising home costs and mortgage rates. The benefits work similarly to a 401(k) program where employees dedicate a portion of their income, but the funds go toward future purchase of a home.
AI is already being used to boost productivity by taking over mundane tasks such as generating notes for doctors or researching case law for lawyers. "It's not so much 'AI is coming for our jobs,' but rather, roles are being reconfigured with an AI partner to help businesses and employees work better and more efficiently, while also improving employee job satisfaction," says Keith Ferrazzi, CEO of Ferrazzi Greenlight.
I was watching an old episode of Kevin Garnett’s Area 21 show, that included Gary Payton, Ben Wallace, Theo Ratliff and Teresa Weatherspoon. At one point, the panel discussed defensive strategies and who had been toughest to guard during their playing days. Weatherspoon immediately named Cynthia Cooper-Dyke.
“Cynthia Cooper. Without a doubt…It wasn’t just because she could score the ball. She made everybody else better,” Weatherspoon said, with a sweep of her hand.
That last statement has stayed with me since the first time I heard it. Excellent leaders -- and there’s no doubt Cooper was exactly that -- aim to make those around them better. We see this in today’s Leadership & Development story from Fast Company. ManpowerGroup’s Tomas Chamorro-Premuzic writes, “What most people want from their boss is someone who can make them better, who can help them add value to a team and organization, and help to advance a meaningful collective objective, as well as develop professionally and make progress in their career.”
Doing this takes more than an unselfish attitude, though I’m sure it begins there. But what else goes into making your individual team members better? Is it just encouraging folks when they do their job well? Is it inviting them into new opportunities? Is it frequent communication?
I don’t think pep talks do it. But what are the steps? I know many of you are doing this with your team members. Let me know! And if you enjoy this brief, tell others so they can benefit also.
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