Data: Highest rate of female leaders leaving employers | Second-chance hiring among Hilton's recruiting plans | Too much work? How leaders can help staff
The latest Women in the Workplace report from McKinsey and LeanIn.Org reveals female leaders are departing companies at its highest-ever rate, with the widest gap between senior-level female and male employees quitting their roles. The report dubs the findings as "The Great Breakup" and warns that women are leaving employers to find roles with companies that place greater importance on flexibility, career advancement, employee well-being as well as diversity, equity and inclusion.
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Hilton is expanding its hiring practices to include the recruiting of refugees, sex-trafficking survivors and formerly incarcerated people to help address the worker shortage challenge. "We're looking at broader talent pools and asking how we teach people outside hospitality and upskill them," said Hilton Chief Human Resources Officer Laura Fuentes.
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Leaders can improve retention and engagement by making all employees feel like VIPs, writes Howard Prager, president of Advanced Learning Group. Prager explains steps leaders can take to "create more caring, considerate, and memorable managers" and to foster a more supportive culture.
Managers shouldn't attempt to be mental health therapists, but they have an outsized effect on employee happiness and productivity, and they should do more than ask, "Are you OK?" writes Rebel Talent founder Denise Brodey. Ask about employees' worries, whether they need a flexible schedule and if they're able to find the health care they need, Brodey writes.
Women, students from underrepresented racial and ethnic groups, international students and especially students from lower socioeconomic backgrounds report feeling excluded as first-year Ph.D. students at top US universities, where recent research found most professors are socioeconomically privileged. Universities could bridge the gap by providing programs for students from lower socioeconomic backgrounds, similar to programs for students from underrepresented racial and ethnic groups, says Hyun Joon Park, an assistant professor of psychology at Connecticut College.
More than money, employees value meaning and connection at work, Rawi Abdelal and Thomas DeLong of Harvard Business School say in a working report. Leaders can address workers' "intrinsic motivational needs" by avoiding layoffs, asking the right questions and creating an "owner's manual" for each employee, the professors say.
