Wanting the best, keeping the worst

Posted in Aktuellt, Allmänt, Board work / Styrelsearbete, Leadership / Ledarskap on December 20th, 2021 by admin

28, 2021The Great Attrition is happening. A record number of employees have or plan to quit. In the U.S., voluntary attrition increased by almost 800,000 in the past year, while involuntary attrition decreased by almost 400,000 during the same period according to the Bureau of Labor Statistics. Recently, a McKinsey survey found that nearly a quarter of employers believe they are holding on to more low-performing talent now compared to a year ago. What does this mean for a company’s talent strategy?

Employers must be thoughtful and creative to retain the right talent, develop skills to fill critical gaps, and attract new people. Consider taking these four actions to shore up a long-term talent strategy:

  1. Address burnout. After a tumultuous 20 months, employees are struggling with grief, loss, and burnout. Well-being challenges and deficits have increased, and the very nature of the pandemic has strained some social support and coping mechanisms at work (e.g., social distancing).Compassionate leaders most inclined to provide social and emotional support at work, notably women, have played “triple duty”—driving performance on the job, supporting colleagues’ socioemotional and relational needs, and filling caretaking roles at home. As burnout takes its toll and people leave, work often shifts to those who remain, driving even more burnout. Women have been particularly impacted: 42 percent report they are often or almost always burned out, compared to 35 percent of men.Employers should create multiple avenues that address these challenges head-on to retain their people. For example, a global sportwear company closed its headquarters for a week to give everyone a break. They didn’t just make headlines—they sent an important, people-first message to current and prospective employees.
  2. Double down on health. Institutions that can sustain high performance over time tend to exhibit a vibrancy and durability that we call organizational health. The healthiest organizations go beyond fixing problems to achieve a peak level of functioning more akin to thriving and flourishing. Similarly, organizations can go beyond alleviating burnout to create an employee experience that helps every individual succeed. This can turn a liability into an asset—from talent attrition to talent attraction.It is time for employers to be bold by, for instance, rewarding and promoting leaders who drive visible performance results and also build capabilities, enhance organizational health, create psychological safety, and help reenergize the organization.
  3. Build skills. The easiest talent to source is the talent you already have; the answer to sourcing the right skill sets lies in redeployment, reskilling, and upskilling.A beauty company moved quickly at the outset of the pandemic to retrain frontline, brick-and-mortar employees in social media advertising and remote customer support, redeploying them as influencers and beauty advisors. The strategy contributed to 120 percent year-over-year sales growth.Investing in employee development helps to build capabilities that drive financial returns, but it also shows employees that their development and advancement matter and they are essential to the company’s future.
  4. Reimagine the talent pool. Identify needed knowledge, skills, abilities, and experiences. Hiring for skills and thinking beyond traditional profiles or academic degrees could open up new pools of high-performing talent that may simply be older, younger, or less formally educated.Invest in fellowships and paid internships to develop the right skills. Also, work on bringing back “boomerang employees” and employ retired workers to mentor, apprentice, and advise the organization. Many financial institutions are creating paid internship programs for college freshmen and sophomores to strengthen their talent pipeline and advance their DE&I goals by creating more equitable access.

Why it matters

Employees you would like to retain are leaving, and if this continues, talent gaps will only worsen. These strategies can help retain the best people, improve morale, leverage untapped talent pools, and acquire necessary skills. Our Great Attrition research has shown that creating a sense of belonging and feeling valued holds the key to strengthening ties with employees, so they want to grow with the company—not without it.

 

 

Source: McKinsey.com, December 2021
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Allt fler chefer har ansvar för hållbarhetsfrågor – allt färre med ett tydligt uppdrag

Posted in Aktuellt, Allmänt on December 15th, 2021 by admin

Närmare sju av tio svenska chefer har ansvar för hållbarhetsfrågorna. Men endast 10 procent anser att deras uppdrag inom hållbarhet är mycket tydligt.

Närmare sju av tio (68 procent) av tillfrågade svenska chefer säger att hållbarhetsfrågor faller under deras ansvar. Det är en ökning från bara dryga fyra av tio (41 procent) år 2014. Samtidigt anser endast en av tio att deras uppdrag är mycket tydligt, vilket är en minskning jämfört med 2014 då motsvarande siffra låg på 15 procent. Så många som 30 procent upplever uppdraget som ganska eller mycket otydligt. Mer än fyra av tio (44 procent) anser dock att det är tydligt vilka resultat de förväntas nå vad gäller hållbarhetsfrågor. Det visar Sveriges chefsorganisation Ledarnas hållbarhetsbarometer, en undersökning genomförd bland 1 331 svenska chefer.

–En förklaring skulle kunna vara att antalet organisationer med en hållbarhetsstrategi har ökat kraftigt de senaste åren och att många strategier är så nya att de inte hunnit definierats tydligt med nåbara och transparenta mål. Styrelser och ledningsgrupper behöver ta ett större ansvar för att sätta konkreta mål som cheferna kan ta med sig till medarbetarna, säger Andreas Miller, förbundsordförande i Ledarna, i en skriftlig kommentar.

Men risken för greenwashing är överhängande. De viktigaste anledningarna till att den organisation man tillhör bör arbeta med hållbarhetsfrågor är nämligen ”att attrahera och behålla personal” (76 procent) samt ”att stärka varumärket”.

– De flesta organisationer har insett att om de ska kunna rekrytera nya, och framför allt unga medarbetare, är ett aktivt hållbarhetsarbete viktigt. Därför är det också viktigt att de säkerställer att de gör jobbet och inte hamnar i någon form av greenwashing, säger Andreas Miller.

 

 

Källa: Realtid.se, 15 december 2021
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Create a durable, giving culture

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on December 6th, 2021 by admin

Take a lesson from the NBA: a recent study shows that team players add 60 percent more value than selfish ball hogs (or, in organizational psychologist Adam Grant’s terms, takers).

At work, generous colleagues, or givers, not only have an outsize impact on their own teams’ effectiveness but also help their organizations perform better on virtually every metric, from profits and costs to satisfaction and retention of both employees and customers. But does generosity at work come at a cost? Grant’s research shows that givers represent an organization’s best and worst performers—a sign that those who are overly generous, those who consistently go the extra mile, may be experiencing burnout. But the answer isn’t to give in to a culture of takers. Rather, leaders should do the opposite, weeding out takers and creating an equilibrium between givers and “matchers”—those who tend to subscribe to quid pro quo thinking. How can leaders find the right balance? First, lead by example, playing the role of “chief help seeker” so others feel comfortable asking for the help they need. Next, encourage givers to set boundaries and find small ways to make an impact, including five-minute favors or more efficient ways to share knowledge and resources. Want to find out where you fall on the giver–taker spectrum?

Source: McKinsey.com, December 6 , 2021
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