How to Attract Employees: A Key Stage in the Employee Life Cycle

The employee life cycle (ELC) is a crucial framework for HR professionals to manage employees effectively from the moment they are attracted to an organization until their departure. Understanding this cycle helps organizations address their employees’ needs, optimize productivity, and ensure high engagement. The employee life cycle consists of five distinct stages: Attraction, Recruitment, Onboarding, Retention, and Offboarding. For the rest of 2024, HR Synergy will explore each of these stages through our monthly blog and training.

How to Attract Employees: Attracting the right employees is the foundational step in the employee life cycle. This stage is crucial as it sets the tone for your organization’s ability to bring in top talent. A strategic approach to attraction ensures that your company appeals to the best candidates who align with your values and goals. 

Be mindful of your brand’s communication. Your employer brand significantly influences potential candidates, so it’s crucial to be intentional about how your company is presented externally. Maintain consistency in your brand messaging across all platforms, including your website, social media, and job postings, to build a trustworthy image of your company. Additionally, adopt a candidate-centric approach by tailoring your communication to address the specific wants and needs of your target audience, demonstrating how your organization can fulfill their career aspirations and personal goals.

Build a robust employer brand and career page. These are often the initial touchpoints for potential candidates. Invest in creating a strong employer brand that highlights your company’s values, culture, and benefits. This brand should reflect what makes your company unique and a desirable place to work. Your career page should be engaging and informative. It should provide clear information about job openings, company culture, employee benefits, and career development opportunities.

Cultivate an appealing company culture. An attractive company culture not only attracts top talent but also retains them. Showcase Your Culture. Use your employer branding communication to highlight your company culture. Share stories, testimonials, and visuals that depict life at your company. Ensure that your company culture aligns with your stated values and mission. This alignment helps create a cohesive and authentic work environment.

Attract the Right Employee by formulating an Employee Persona. Identifying your ideal employee can significantly enhance your recruitment efforts. Develop a comprehensive persona of your perfect employee, considering factors such as skills, experience, values, and career goals. This persona will guide your recruitment strategies and help you attract candidates who are an excellent fit.

Your benefits package should appeal to a diverse workforce across multiple generations. Provide comprehensive benefits that cater to the needs of various age groups. For example, younger employees might appreciate student loan assistance, while older employees might prioritize retirement plans. Consider providing flexible benefits options that allow employees to select what best suits their individual needs.

Implement an Employee Referral Bonus Program. Such programs are effective in attracting high-quality candidates. Motivate your current employees to refer candidates by offering appealing referral bonuses. This approach not only helps you discover excellent talent but also boosts employee engagement and satisfaction. Regularly promote the referral program within your organization to ensure it remains top of mind for employees.

A well-defined company culture and clear values foster an environment where employees can thrive. Clearly define your company culture and values, and ensure they are communicated consistently across all organizational levels. Live Your Values by embodying them in everyday actions and decisions. When employees see leaders living the company values, it reinforces their importance and strengthens the cultural foundation.

Attracting employees is more than just filling positions; it’s about bringing in individuals who will thrive in your company’s environment and contribute to its success. By being mindful of your brand communication, developing a strong employer brand, creating an attractive company culture, formulating an employee persona, offering generational benefits, implementing a referral program, and defining and modeling your culture and values, you can effectively attract the right talent. This strategic approach not only enhances your recruitment efforts but also sets the stage for a successful employee life cycle, leading to higher engagement and retention.

Contact us for more information about MANAGER TRAININGS WE OFFER.

Stay tuned for The Life-Cycle of the Employee: Recruitment next month…

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Read more from our THE EMPLOYEE LIFE CYCLE:

Attract Employees 

Recruitment

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace

This month we conclude our Middle Manager Series exploring How HR Can Support Middle Managers in a Hybrid Workplace.

As organizations adapt to hybrid workplace models, the role of middle managers has become increasingly complex and challenging. Middle managers often find themselves balancing the demands of senior leadership while leading their teams through significant transitions. Recent research highlights that this challenge is intensifying; a survey by Slack Technologies’ Future Forum revealed that 43% of middle managers report burnout, the highest among all job levels. Despite their teams benefiting from workplace flexibility, middle managers feel less connected to their companies, experience poor work/life balance, and face high stress and anxiety levels, exacerbated by responsibilities like returning teams to physical workplaces amidst employee resistance. To help them succeed, HR Synergy can play a crucial role in providing the support and resources these managers need. Let’s explore how.

 

Support for middle managers is crucial. Granting middle managers more decision-making power can alleviate stress and enhance job satisfaction. Enhancing their authority and influence, providing necessary resources, and restructuring their role as leadership-focused can alleviate some stress. Additionally, improving the relationship between HR and middle managers is essential. HR must actively listen to middle managers, seeking and valuing their feedback to understand their unique challenges. Regular check-ins and open communication channels create a psychologically safe environment. HR should validate managers’ experiences and provide training on managing hybrid environments, ensuring middle managers feel supported and heard. 

 

Effective leadership development is another critical area. Leadership in a hybrid environment requires specific skills. Programs should offer relevant, timely, and actionable content, accessible regardless of work location. HR Synergy can provide targeted training programs that focus on managing remote teams, conflict resolution, and communication. 

 

Coaching, historically reserved for C-suite executives, can be extended to middle managers to help them adopt new mindsets and prepare for senior roles. Artificial Intelligence (AI) technology can facilitate matching managers with suitable coaches or mentors, enhancing the development process. 

 

Peer support is also vital. Middle managers often feel isolated, caught between senior leaders and their teams. Building tight peer groups and creating support networks can help them rely on each other for support and share solutions to common problems. Cohort-based leadership development programs and regular meetings focused on middle managers can foster these connections. Senior leaders participating in these groups can further strengthen relationships and ensure middle managers feel seen and valued, reducing the risk of resignations and disengagement. Leadership development, coaching, and peer support programs equip middle managers with the tools they need to lead confidently and effectively.

 

A sense of disconnect emerges when individuals feel unnoticed and undervalued, leading to resignations and ‘quiet quitting.’ HR Synergy can help you address this disconnect by fostering stronger relationships with middle managers and creating opportunities for them to bond with senior leaders and each other. Supporting middle managers in a hybrid workplace is essential for organizational success. By providing validation, training, empowerment, and fostering connections, HR Synergy can help middle managers navigate their complex roles with confidence and ease.

Contact us for more information about MANAGER TRAININGS WE OFFER.

Stay tuned for our NEW SERIES: The Life-Cycle of the Employee next month…

 

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

Developing Management

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace

Management is the vital link between organizational leaders and rank-and-file employees, ensuring goals are achieved efficiently. Managers can ascend through different paths, either internally or externally, and must possess essential knowledge, skills, and abilities (KSAs) to be able to achieve organizational goals and engage employees. Lacking these KSAs, managers will need basic or advanced training, depending on their place within an organization.

Management development is the systematic process of fostering effective managers, involving rigorous academic and practical training. Key competencies include recognizing individual differences, communication, and conflict resolution. It involves providing training, guidance, and support to individuals in managerial roles to enhance their knowledge, skills, and abilities (KSAs) necessary for successful leadership.

Effective managers translate leadership objectives into actionable plans, playing a crucial role in employee performance and organizational success. Management development is crucial for organizational success as well as the growth and effectiveness of managers. Well-trained managers can have a significant impact on employee performance and morale, help revitalize unmotivated employees, and serve as translators between different levels and groups within the organization. Additionally, in the face of emerging trends such as globalization and demographic shifts, skilled managers are essential for navigating complexities and driving innovation. However, many organizations overlook management development, leading to issues such as unprepared new managers and resistance to development efforts.

Typical issues in management development include the promotion of individuals into managerial roles without adequate training or support, leading to difficulties in transitioning from individual contributor to manager. Other challenges include inconsistency in enforcing company policies, resistance from managers to acknowledge weaknesses and participate in development programs, and organizational discrepancies between stated values and actual practices.

Challenges in management development include the lack of resources allocated to development efforts, resistance from managers to acknowledge and address their development needs, and the perception of development initiatives as punishment rather than support. Overcoming these challenges requires systematic and ongoing efforts to identify and address individual and organizational barriers to effective management development.

Creating a robust management development strategy involves assessing current skill levels, identifying future development needs, aligning development efforts with organizational goals, and providing ongoing support and guidance to managers. This process requires careful planning, evaluation, and adjustment to ensure that development initiatives are effective and sustainable.

Management development programs typically cover a wide range of topics, including leadership and supervision skills, communication, business acumen, industry-specific knowledge, and organizational culture and values. These programs may include formal training sessions, workshops, coaching, mentoring, and experiential learning opportunities tailored to the needs and interests of individual managers.

Careers in management development include roles such as training and development managers, training and development specialists, and industrial-organizational psychologists. Professionals in these roles are responsible for designing, implementing, and evaluating management development programs to enhance the skills and effectiveness of managers within organizations.

Contact us for more information about MANAGER TRAININGS WE OFFER.

 

Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

Developing Management

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace

Mastering Presence: Training for Workplace Engagement

Scene: A well-lit conference room with a projector screen and chairs arranged for a presentation 

In a dynamic corporate setting, our team at HR Synergy is committed to enhancing workplace effectiveness. With this goal in mind, we designed a comprehensive training program titled “Being Present in the Workplace.”

[Cut to a scene of the training materials being prepared, with slides and handouts neatly organized]

HR Synergy consultant: Our training program focuses on cultivating presence in the workplace, empowering managers to engage their teams with intention and purpose.

[The scene transitions to a conference room filled with attentive managers, ready to absorb the training]

HR Synergy consultant: Good morning, everyone. Thank you for joining us today. We’re here to explore the concept of being present in the workplace and understand its benefits for both managers and employees.

[The training delves into the importance of presence, emphasizing its role in reducing errors, improving efficiency, and minimizing stress and anxiety]

HR Synergy consultant: By mastering presence, managers not only enhance their own performance but also create a more supportive and productive environment for their teams. Employees feel valued when they know their managers are fully engaged and attentive.

[Interactive activities and discussions ensue, allowing participants to reflect on their current level of presence and identify areas for improvement]

Manager: I never realized how much being present could impact not just my own performance, but also the morale and productivity of my team. I’m eager to implement these strategies in my daily interactions.

[The training concludes with a sense of empowerment and enthusiasm among the participants]

As the training draws to a close, managers leave with newfound insights and practical strategies to implement in their roles. By embracing presence in the workplace, they not only enhance their leadership effectiveness but also foster a culture of engagement and empowerment among their teams.

[Fade out with a visual of managers discussing and strategizing together, inspired by the training they’ve received from HR Synergy]

Need trainings for your organization? Our trainings aim to empower managers to engage their teams with intention and purpose. Through interactive sessions, managers learn the importance of presence in reducing errors, improving efficiency, and minimizing stress. Participants leave the training feeling inspired and equipped with practical strategies to foster a culture of engagement and empowerment among their teams. Take the first step towards a more effective management team today with HR Synergy. Contact us to learn more about how we can support your organization’s success.

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Turning the Tide: Revamping Management Practices

Recently we assisted a CEO in order to determine the best approach with addressing performance issues within the management team. The lack of managing their employees and being accountable resulted in high turnover and significant loss of revenue to the organization. We agreed the first step would include training for the management team to help build their confidence to have difficult conversations with employees without fear of losing them.

Scene: The boardroom of a bustling corporate headquarters

[The CEO sits at the head of the table, flanked by the members of the management team. Tension hangs in the air as they prepare to tackle the pressing issue of declining performance and high turnover rates.]

CEO: [Addressing the team] Thank you all for being here today. It’s no secret that we’ve been facing significant challenges with employee turnover and performance. It’s time for us to confront these issues head-on and make some necessary changes.

Management Team: [Nods in agreement, acknowledging the severity of the situation]

CEO: After careful consideration and consultation, we’ve identified a critical factor contributing to these challenges: the lack of effective management practices within our teams. We need to equip ourselves with the skills and confidence to address performance issues proactively and constructively.

HR Synergy Consultant: That’s where I come in. I’ve been working closely with the CEO to devise a plan to address these challenges. Our first step will be to provide comprehensive training for the management team to enhance your ability to manage and lead effectively.

Management Team: [Expresses interest, albeit with some apprehension]

HR Synergy Consultant: This training will focus on several key areas, including communication skills, conflict resolution, performance management, and fostering a culture of accountability. We’ll provide you with the tools and strategies to have difficult conversations with your teams, address performance issues, and provide meaningful feedback without fear of alienating or losing valuable employees.

CEO: [Emphasizing the importance] It’s crucial that we create an environment where employees feel supported and valued, but also where accountability is upheld. This training will not only benefit our teams but also contribute to our overall success as an organization.

Management Team: [Nods in agreement, recognizing the necessity of the proposed training]

CEO: Let’s commit ourselves to this process wholeheartedly. By investing in our management practices, we can turn the tide on these challenges and propel our organization toward greater success.

[The meeting concludes with a sense of determination and purpose as the management team prepares to embark on their journey toward improved management practices and organizational success.]

Don’t let lack of management result in high employee turnover. Take the first step towards a more effective management team today with HR Synergy. Contact us to learn more about how we can support your organization’s success.

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Addressing Management Performance Challenges

Scene: A bustling corporate office, with executives and HR Synergy professionals engaged in a discussion

Are you struggling with high turnover rates and revenue loss due to performance issues within your management team? We at HR Synergy understand the challenges you’re facing, and we’re here to help.

[HR Synergy Team enters the scene, ready to offer solutions]

HR Synergy consultant: At HR Synergy, we’ve collaborated closely with clients just like you to address these pressing issues head-on. Our tailored approach involves working hand-in-hand with your team to determine the best strategies for tackling performance issues and fostering a culture of accountability.

The Problem:

• High turnover rates
• Significant loss of revenue
• Lack of follow-through and accountability within the management team

HR Synergy consultant: Our Solution: Through extensive consultation and collaboration with your organization, we’ve developed a comprehensive training program designed to empower your management team to address performance issues effectively. We focus on building confidence and equipping your managers with the skills they need to have difficult conversations with employees, without the fear of losing them.

Key Features of Our Training Program:

• Customized Approach: We understand that every organization is unique. That’s why we customize our training program to address the specific challenges faced by your management team.
• Practical Strategies: Our training sessions are filled with practical tips and techniques that your managers can immediately implement in their day-to-day interactions with employees.
• Role-Playing Exercises: We believe in learning by doing. Through role-playing exercises, we provide a safe space for your managers to practice having difficult conversations and receive constructive feedback.
• Ongoing Support: Our commitment to your success doesn’t end with the training session. We provide ongoing support and guidance to ensure that your management team members continue to grow and excel in their roles.

The Results: By investing in our training program, you can expect to see:

• Improved employee morale and engagement
• Reduced turnover rates
• Increased productivity and profitability for your organization

[Cut to a scene of motivated managers ready to take action]

Don’t let performance issues hold your organization back any longer. Take the first step towards a more effective management team today with HR Synergy. Contact us to learn more about how we can support your organization’s success.

Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.

Employee morale, productivity, and customer service thrive in environments where teamwork and mutual respect are practiced. However, disruptive behaviors among employees can undermine these factors, leading to negative consequences for your organization and potential legal liabilities. While employers must respect employees’ rights to concerted activity under the National Labor Relations Act (NLRA), they must address behaviors that undermine collegiality and professionalism. Together, let’s address common difficult and disruptive behaviors, highlight risk to your organization if left unaddressed, and provide suggestions for managing the performance of individuals exhibiting these behaviors constructively.

Common disruptive behaviors include gossiping, incivility, bullying, and insubordination. These behaviors can lead to decreased productivity, increased turnover, and legal expenses. HR Synergy professionals can play a vital role in training you how to address these behaviors by providing guidance, training, and conflict resolution assistance to managers.

Disruptive behaviors in the workplace have wide-ranging impacts, including decreased productivity, performance, and employee commitment, as well as damage to company reputation. These behaviors can lead to increased turnover costs, sick leave usage, disability claims, and legal expenses. Toxic behaviors can spread, affecting your entire organization’s culture and morale. A 2017 survey by the Workplace Bullying Institute revealed alarming statistics, including high rates of bullying and awareness of abusive conduct in the workplace. Many bullies are in positions of authority, and targets often suffer adverse health effects, leading to a significant percentage leaving their jobs. Addressing workplace bullying requires a top-down approach, as offenders often hold higher job statuses than targets. Additionally, employers must be vigilant about employee use of social media, as it can perpetuate bullying and damage the company’s reputation if negative postings go viral. Swift action is necessary when such incidents come to light.

 

HR Synergy professionals are vital in training managers how to deal with difficult employees. We can act as business partners, offering guidance and training. HR Synergy’s trainings help managers recognize and address issues, especially interpersonal ones that they may avoid. By identifying problems and strategizing solutions, HR Synergy’s trainings aid in conflict resolution early on, contributing to a broader organizational strategy aimed at preventing workplace violence.

 

Managers and colleagues often hesitate to address disruptive behaviors out of fear of retribution or because they feel unprepared for difficult conversations. Some managers may avoid taking action due to concerns about losing a valuable staff member or because they rationalize their inaction with various excuses. However, ignoring the problem only allows it to worsen, as the disruptive individual may perceive tolerance as acceptance. Managers may inadvertently enable problem behavior by working around the issue or playing favorites. Addressing disruptive behaviors early is essential to preventing escalation and maintaining a positive workplace culture. It’s crucial for managers to investigate complaints and take prompt, appropriate action to prevent further recurrence. Failure to address disruptive behavior not only condones unprofessional conduct but also exposes your organization to potential legal liabilities.

 

Dealing with difficult employees and disruptive behaviors requires proactive strategies. Strategies for managing difficult employees include training, providing honest feedback, documenting behaviors, and following disciplinary policies. Providing training in people management and conflict resolution equips managers to address issues effectively. Facilitating teamwork activities and civility training can promote a respectful workplace culture. Listening to employees’ concerns and providing honest feedback are essential for addressing disruptive behaviors. Managers should document incidents and follow disciplinary policies consistently. Clear communication of expectations and consequences ensures accountability. Ultimately, employees are responsible for adjusting their behavior to align with organizational expectations.

 

Clear communication of expectations and regular follow-up are crucial for sustaining behavioral improvements. Corporate codes of conduct and labor agreements typically mandate treating each other with dignity and professionalism while prohibiting harassment and discrimination. However, it’s crucial to ensure these policies don’t infringe on employees’ Section 7 rights under the National Labor Relations Act, which protect their ability to engage in concerted activity regarding employment terms and conditions. Legal review of conduct policies is advisable due to evolving interpretations. Clear communication of expectations helps employees distinguish between acceptable and unacceptable behavior, fostering a respectful work environment.

 

The cost of workplace bullying and disruptive behaviors can be assessed through various metrics including turnover rates, employee engagement levels, commitment to the organization, job satisfaction, productivity levels, work quality, and estimated lost work hours. These indicators provide insights into the financial and cultural impact of such behaviors on the organization.

 

While workplace bullying is unacceptable, federal law does not explicitly prohibit it unless it is tied to discrimination. Some states have introduced anti-bullying legislation to address this issue. Overall, creating a respectful workplace culture requires proactive management and adherence to legal standards.

 

Effectively managing difficult employees and disruptive behaviors is essential for maintaining a positive and productive workplace environment. By identifying problem behaviors early, fostering a culture of respect, providing training and support to managers, and following proactive communication and disciplinary procedures, HR Synergy professionals can help you mitigate the impact of disruptive behaviors and promote a healthy work environment for all employees.

Contact us for more information about MANAGER TRAININGS WE OFFER.

 

Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

Developing Management

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace

In 2023, we began a new monthly series delving into the MIDDLE MANAGER. Previously, we discussed the challenges faced by middle managers, some key managers’ desires and potential solutions, how to explain HR to managers, 1st-time managers often are ill-prepared for their new role, and Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles. We will continue to reflect on the evolving nature of work in today’s dynamic business environment and how we can support our middle managers.

This month let’s look into Tips for New Managers Who Are Now Supervising Their Former Peers.

Taking on a management role, especially one that involves supervising former co-workers, requires navigating the shift from peer relationships to manager-employee dynamics. It can be a challenging shift. 

It is important to set boundaries in order to differentiate your managerial role from your previous peer relationship. It is critical from the beginning of the new role you emphasize that your previous personal relationship will not and cannot influence work decisions. Understand that the transition may be challenging for both you and your former peers. You may continue to socialize after work, however, keep the conversation away from work-related topics and focus on personal interests. Conflicts may arise, and it’s important to address them promptly and professionally. Use conflict resolution skills to find amicable solutions, and don’t let personal history affect your ability to handle disputes objectively. This will help maintain a professional environment and minimize confusion.

It is imperative that you are not seen as playing favorites. Treat everyone on the team fairly and consistently. Avoid favoritism and ensure that decisions are based on merit. Not only will this outlook prevent discrimination claims, it will also prevent tension among employees. You should provide consistent feedback and suggestions for improvement to ensure fair employee development. Clearly articulate expectations, provide constructive feedback, and actively listen to your team members. While maintaining professionalism, continue to build positive relationships with your team. This will help build trust among team members and prevent resentment.

Effective communication is crucial. In order to ease tension, acknowledge any awkwardness upfront. It is important to encourage open communication and seek feedback from your team. This will help you understand their perspectives, address concerns, and foster a collaborative work environment. It also helps you understand their strengths, weaknesses, and career goals in order to help you lead them effectively. Be sincere about the challenges and set ground rules transparently without coming across as heavy-handed.

Also, you should clearly demonstrate your commitment and seriousness to your role as manager. Using humor might ease difficult conversations, unfortunately, humor can also undermine your leadership role. Be gentle but firm to maintain the seriousness of counseling or disciplinary actions, earning employees’ respect.

Lastly, don’t hesitate to ask for help from other experienced managers who have faced similar situations. Recognize that management is an ongoing learning process. Stay open to feedback, learn from your experiences, and continuously seek opportunities for personal and professional growth. Mentors also can provide valuable insights and guidance.

By managing former peers consistently, fairly, and respectfully while separating personal and professional relationships, a new manager can navigate this transition effectively. Remember, the key is to balance authority with approachability and to foster a positive work environment where everyone feels valued and supported.

HR Synergy can help you develop programs and support for New Managers Who Are Now Supervising Their Former Peers, so that your new managers are ready!

Contact us for more information about MANAGER TRAININGS WE OFFER.

 

Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

Developing Management

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace

In 2023, we began a new monthly series delving into the MIDDLE MANAGER. Previously, we discussed the challenges faced by middle managers, some key managers’ desires and potential solutions, how to explain HR to managers, and 1st-time managers often are ill-prepared for their new role. We will continue to reflect on the evolving nature of work in today’s dynamic business environment and how we can support our middle managers.

This month let’s look into how Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles.

Research shows that managers often play a key role in helping employees feel supported at work. Employees are facing increased responsibility as caregivers and need support from their managers. 73% of employees have caregiving responsibilities according to a recent Harvard Business School study, The Caring Company. According to a recent AARP report, 53% of employees ages 40-49 and 36% of all workers ages 40 and older are caregivers for an adult. The caregiving trend is attributed to longer life expectancies, delayed parenthood, and limited caregiving options due to the pandemic. Caregiver employees’ jobs are impacted by having to work remotely, change or reduce work hours, use paid caregiving leave, or ultimately quit their job to provide care within the last five years. People managers can play a crucial role in supporting employees who are caregivers by implementing various strategies to help balance work and caregiving responsibilities.

Employees are facing an ever-growing responsibility as caregivers and need support from their managers. 73% of employees have caregiving responsibilities according to a recent Harvard Business School study, The Caring Company. According to a recent AARP report, 53% of employees ages 40-49 and 36% of all workers ages 40 and older are caregivers for an adult. The caregiving trend is attributed to longer life expectancies, delayed parenthood, and limited caregiving options due to the pandemic. Caregiver employees’ jobs are impacted by having to work remotely, change or reduce work hours, use paid caregiving leave, or ultimately quit their job to provide care within the last five years. People managers can play a crucial role in supporting employees who are caregivers by implementing various strategies to help balance work and caregiving responsibilities. 

Employers are beginning to acknowledge the importance of supporting caregivers, and some companies are tracking caregiver status to better understand and address the needs of their workforce. Some organizations are implementing policies, such as a one-year sabbatical for caregiving, to help employees balance work and caregiving responsibilities without quitting their jobs.

The financial impact of caregiving on both employees and businesses is significant, with a MetLife study estimating a loss of $3 trillion in wages, pension contributions, and Social Security benefits for caregivers. U.S. businesses lose $35 billion annually due to the failure to attract, support, and retain workers with caregiving responsibilities according to the Harvard Business School study. Company leaders are beginning to recognize that assisting caregiver employees is imperative for attracting and retaining quality employees.

It was found that employment dropped nearly 8% for workers who became caregivers versus demographically similar non-caregivers in a 2022 study of 13,000 people by associate professor of healthcare policy at Harvard Medical School Nicole Maestas, an economist at the Social Security Administration, and economist at Wayne State University Yulya Truskinovsky.

Managers can support caregivers through five ways. They can conduct frequent one-on-one conversations, offer flexibility in job roles, and be empathetic to individual needs. Establishing caregiver networks and employee resource groups within companies can provide additional support and help organizations understand the specific needs of caregivers.

It is important that managers not make assumptions about caregivers when assigning roles or promotions and managers should be more curious and empathetic when discussing the needs of employees with caregiving responsibilities. Additionally, managers should help employees understand and access available benefits such as subsidized elder care, child care, employee assistance programs, and affinity groups for caregivers.

By implementing these supportive measures, people managers can contribute to a more inclusive and compassionate workplace, allowing employees who are caregivers to fulfill their responsibilities effectively without compromising their well-being or career progression.

HR Synergy can help you develop programs and support for your caregiving employees, so that your employees are retained!

 

Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

Developing Management

Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace