Just 1.6% of job seekers relocated for a new job in the first quarter, a dip from 4.6% in the same period last year and the lowest percentage ever recorded, according to a study by Challenger, Gray & Christmas. The report cites the rise in remote working and high housing costs as reasons for people being increasingly unwilling to move for work.
Data analytics can be a potent tool for evaluating job candidates, although the upfront cost can be substantial, experts say. But the initial outlay can well be worth it in a changing employment climate, with analytics allowing employers to "gauge what people are looking for and adjust accordingly," says Jerry Wimer, senior vice president of global operations for staff management at staffing company SMX.
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In hundreds of cases, families with life insurance policies purchased through employers' benefits programs have had death benefits denied as a result of paperwork errors by their employers. Employers are sometimes responsible for carrying out administrative tasks such as calculating premiums and making sure that workers fill out required forms.
The "staggering" amount of apps and information flooding into their computers has made most knowledge workers willing to accept monitoring in exchange for concessions in other areas, a Gartner survey finds. Topping the wish list: Career development opportunities, learning more about their jobs and proactive help from the IT department.
People who are required to do something at work that conflicts with their personal values are said to be suffering from a "moral injury," writes speaker, author and coach LaRae Quy, a former FBI agent. Leaders can show they care and help devise serious solutions, and employees can take a host of steps to cope with such a disconnect, Quy notes.
Moral injury is when “we face situations that violate our core values,” writes LaRae Quy in today’s HR Leader story. It happens, she says, “when there is a disconnect between the ethical principles we live by and the reality of what is required of us or what we are experiencing.”
We’re seeing this conflict in many workplaces today. It happened a lot during the first 18-24 months of the pandemic when some organizations mandated that workers get vaccinated. Many educators were conflicted about this -- some for religious reasons, others for health concerns. A friend who works as a campus supervisor staunchly refused to get vaccinated. He didn’t trust it. “I ain’t doin’ it,” he told me. “I ain’t puttin’ that nastiness in me.”
These folks took a lot of criticism for standing their ground, but I respected their fight. (For the record, I am vaccinated, but never wanted it.) Taking the vaccine violated their personal value systems; the principles by which they live. This isn’t a small thing. Those principles are their life compass.
We need to respect that. We don’t have to like those values or agree with them, but we have to give people room to have them. And then we need to avoid making wild, exaggerated assumptions about their character or labeling them as "dangerous."
Because these assumptions and labels are the true poisons. They are what keep us from creating truly diverse workforces.
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