JUNE 2020 • $ 8 . 9 5

Where Does HR Go From Here? As employers ready to resume operations in the wake of the coronavirus pandemic, HR leaders are tasked with figuring out the path forward. Page 8

INSIDE: Using Tech Mental Leadership HR’S RISING to Take on Health in in a a Crisis Focus Remote Era STARS OF 2020 Page 16 Page 18 Page 23 Page 26

HRE_June.indd 1 5/22/2020 2:21:19 PM HRE_June.indd 2 5/29/2020 10:48:43 AM Human Resource­ ® June 2020 Executıve

COVER STORY Columns

Creating a Smart, Safe Return-to-Work Strategy BY CAROL PATTON Inside HR Tech HR’s Post-Pandemic Challenges 12 After months of strategizing new remote infrastructures and PTO policies, many businesses are now shifting gears to focus on reopening operations, with the peak of the coronavirus Emerging Intelligence pandemic seemingly in the rearview mirror. Experts weigh in on what it takes to get back to It’s Time for New Approaches to Engagement 13 workplaces, while minimizing risks for both employees and companies. Page 8 HR in the Flow of Work Building Organizational Resilience 16 People Side of Digital The HR Book on Coronavirus 17 HR Tech HR Leadership Beyond Benefits Tech Tools in the Age of COVID-19 11 Leading Leaders in a New Remote Reality 23 It’s Time to Walk the Talk 20 BY TOM STARNER BY CAROL PATTON HR Leadership From employee safety to communications and The pandemic ushered in a rapid move to remote Collaboration and Compassion 24 remote work, technology is being tapped to work, and HR leaders have been on the frontlines address the many HR facets that have been of that shift, ensuring managers are equipped to Talent Management touched by the coronavirus pandemic. Here, learn lead this newly virtual workforce. That Vexing Value of Life 32 about four tools—some new and some that have picked up steam in the crisis—to explore how Rising to the Challenge 26 technology fits into the new future of work. BY JEN COLLETTA & CAROL PATTON Departments Health & Benefits HRE unveils the winners of the 2020 HR’s Coach’s Corner 4 Rising Stars competition—three promising HR HR Trends 5 A Turning Point for Mental Health 19 professionals whose impressive records can BY KATHRYN MAYER provide lessons for HR leaders at all levels. Insights from a CHRO 36 The coronavirus pandemic People 38 has put a spotlight on Talent Management By the Numbers 39 mental health like never before—finding that Thinking Outside the Talent Box 30 HUMAN RESOURCE EXECUTIVE® Magazine (ISSN 1040-0443 USPS 002-565) is many employers weren’t BY TOM STARNER published monthly except December with combined issues for January/February prepared. As a record and July/August by LRP Magazine Group, an LRP Media Group Company, Suite It’s a tale of two worlds: Some companies are 500, 747 Dresher Rd., Horsham, PA 19044, (215) 784-0910. Periodicals postage paid number of workers drastically reducing staff, while others are at Horsham, PA and additional mailing office. Single copy price: $8.95. Subscription look to their employers rates: In U.S., $94.95 for one year; $138.95 for two years; $180.95 for three years. desperate to hire amid new demand in the In Canada and Mexico, $106.95 for one year; $169.95 for two years; $222.95 for for help, experts say organizations need to step pandemic. Collaboration through employee-sharing three years (U.S. currency). In all other foreign countries, $138.95 for one year; up quickly and look at the existing flaws in their $222.95 for two years; $307.95 for three years (U.S. currency; prices include air mail programs has emerged as an innovative solution to delivery). For subscription information, call 1-800-386-4176 or FAX to (215) 784-0317. approaches to mental healthcare. bridge that gap. POSTMASTER: Send address changes to: HUMAN RESOURCE EXECUTIVE, PO Box 2132, Skokie, IL 60076.

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HRE Soundbites HR’s ‘New Corporate Currency’ Coronavirus Resource Spotlights Insights from a CHRO HR visionaries and others sound off i4cp looks at the intersection of New tools from Virgin Pulse, See how leaders like Lincoln Financial on the hottest industry topics in this purpose, culture and brand in HR’s Workpartners and Unum are among Group’s Lisa Buckingham are new feature. new normal. those profiled. bringing innovation to HR.

June 2020 3

HRE_June.indd 3 5/22/2020 2:21:22 PM Coach’s Corner A Crisis is a Terrible Thing to Waste Ben Brooks/Columnist

hat if COVID-19 is one of the most important things to overcoming obstacles, I keep thinking that the field of HR ever happen to HR? What if it is a massive catalyst for the has never been better positioned or had more leverage. So W transformation of how talent is managed, in ways that HR remember, a crisis is a terrible thing to waste. has long advocated for but never been able to advance? My This pandemic is acting as an accelerant to change, friends, this is our moment. innovation and disruption that were all long in the works The coronavirus crisis has elevated the HR function and its but slowed by the main restraining forces that protect the cohorts to unprecedented levels of visibility, importance and status quo. Don’t believe me? Zoom meetings, work from influence. Overnight, we’ve become the go-to group to figure home, increased flexibility, expanded sick leave, rethinking things out, handle the endless complexity that involves all our definition of “essential” work and concern for employee things people and to consider the psyche of the organization. wellness have been more conceptual than reality. In just weeks, Around the globe, my colleagues in HR are helping to execute we’ve made more progress than we have in the last decade. the largest work-from-home experiment ever. HR is handling What do you do, in your HR role, to not waste a crisis? infected employees and their loved ones, rapidly changing laws, Remember, unlike 10-20 years ago, you’re not fighting layoffs, compensation changes and a massively elevated concern for a seat at the table. You’re leading the goddamn meeting. for employee wellbeing. If our function were a stock, it would be You’re the field marshal. Your colleagues in other functions rated a “Buy” right now. My friends, this is our moment. are eagerly waiting to be directed, inspired, led. All the things When I first got involved with HR professionally circa that you’ve observed, learned and advocated for in the past 2009, I was floored to hear from many co-workers at Marsh are becoming painfully obvious to your co-workers as you read & McLennan Cos. that we were fighting for a “seat at the this. Seize the moment! table.” Really? Then they educated me on the long evolution of what we now What does this look like? Moving from “order taker” to a far more commanding think of as HR, or increasingly People & Culture at more progressive firms. presence in board, executive and management meetings. Advocating for ways Traditionally, HR had two jobs: control costs and reduce risk—both of which your employer can do the right thing, enhance competitiveness and future-proof it has done quite well. But what seemed to be missed is what I often call “the performance. This will require you to take more risk, be bold, overcome objections, upside of HR”: the future-focused, innovative, performance-driving, strategic, make strategic plans and deliver on promises in a way that HR never has. But I’m tech-driven side of HR that, while ripe with potential, has seen a snail’s pace of confident we can do it! progress since I’ve been paying attention to HR. Remember that people’s memories are uniquely sensitive at peak moments In so many ways, HR professionals haven’t been set up to succeed in this (getting married, having a child, promotion, big speaking gig) and tough ones (laid progressive aspect of HR. Other organizational leaders resist changes to the off, heartbreak, illness). How we show up as a function, and equally important, status quo, budgets are often meager and quick to be frozen or cut, and the how we show up as individuals, both internally and externally, right now will be function has a lackluster brand when it comes to being change agents. But remembered for a long time. the most inspiring, most believable, most amazing people I know in HR are Since the genesis of personnel or labor relations, there has never been a better those who cut through these headwinds and find a way to elevate the employee time to rapidly advance the important transformations in all aspects of work. experience for everyone. The future of work is now, and if you step up and lead, you’ll open up career So here we are in the middle of a global pandemic, and I think to myself, opportunities, build an incredible reputation and make a truly lasting impact in the “Is this the best thing that has ever happened to HR?” And to be clear, I lives of the humans we resource. Get to work. am not being flippant about the risks and impact of this terrible situation. I By the way, I’ll be back regularly, sharing more career advice and thoughts on write this from my apartment in Manhattan, the epicenter of the (current) how we can be better HR professionals. If you have suggestions for future columns, crisis where the number of deaths continues to climb. I have had a client please contact me on LinkedIn! hospitalized for the virus and dozens of friends ill at home. I disinfect my groceries when I bring them home and fret about the liquidity of the start- Ben Brooks is founder and CEO of software-based coaching platform Pilot. He will up I founded with my life’s savings. But as I study adversity and mindset for speak in October at the HR Technology Conference.

Human Resource Executıve® VOLUME 34, NUMBER 5

Kenneth F. Kahn GRAPHIC SERVICES Joe Kirschen All other written correspondence to: HUMAN RESOURCE EXECUTIVE® Magazine is President Regional Sales Manager Customer Service Department designed to provide accurate and authoritative Joseph Ciocca (215) 784-0910, ext. 6295 Human Resource Executive Magazine information in regard to the subject matter Timothy D. Burke Production Director [email protected] P. O. Box 2132 covered. It is published with the understanding Senior Vice President/Publisher, Skokie, IL 60076 that the publisher is not engaged in providing HR Products Rebekah Galy-Davis Sharon Staehle legal, accounting or other professional services. Media Production If legal advice or other expertise is required, the Director of Sales Enablement services of a competent professional person Rebecca McKenna Specialist/Team Lead (215) 784-0910, ext. 6390 Vice President Global Events and Publisher should be sought. The publishers have taken Jerry Criner [email protected] all reasonable steps to verify the accuracy and Media Production Specialist completeness of information contained in HUMAN Elizabeth Clarke Michele Garville Executive Editor RESOURCE EXECUTIVE®. The publisher may not, Dianna Zisman Digital Media Operations Specialist however, be held responsible for any inaccuracies David Shadovitz Media Production Coordinator (215) 784-0910, ext. 6386 or omission of information in any article appearing [email protected] in HUMAN RESOURCE EXECUTIVE®. Editor Emeritus Sue Casper Jen Colletta Art Consultant LRP CORPORATE EXECUTIVES Entire contents Copyright © 2020, HUMAN Managing Editor RESOURCE EXECUTIVE®. All rights reserved. CIRCULATION Kenneth F. Kahn Material in this publication may not be reproduced President Kathryn Mayer Dana Kubicko in any form without written permission. For subscription information, Authorization to photocopy items for internal or Benefits Editor and Chair of the Health & Director of Audience Development Todd Lutz please call (800) 386-4176, email personal use, or the internal or personal use Benefits Leadership Conference Chief Financial Officer ADVERTISING HEADQUARTERS [email protected], of specific clients, is granted by LRP Magazine Nick Otto or fax to (215) 784-0317. Timothy D. Burke Group, provided that the base fee of US$10.00 Senior Editor, Digital Tim Jordan per document, plus US$5.25 per page is paid Senior Vice President/Publisher, directly to Copyright Clearance Center, 222 Associate Publisher Send payments to: HR Products Jason Averbook, Josh Bersin, Steve Boese, Ste. 500, 747 Dresher Rd. LRP Media Group Rosewood Drive, Danvers, MA 01923, USA. For Peter Cappelli, William M. Kutik, those organizations that have been granted a Horsham, PA 19044 360 Hiatt Drive Emanuel Cotronakis photocopy license by CCC, a separate system of Eva Sage-Gavin, John Sumser (215) 784-0910, ext. 6550 Dept. 150F Executive Vice President and payment has been arranged. The fee code for Contributing Columnists [email protected] Palm Beach Gardens, FL 33418 General Counsel users of the Transactional Reporting Service is: 1040-0443/20/$10.00+$5.25.

4 Human Resource Executive®

HRE_June.indd 4 5/22/2020 2:21:24 PM Five critical steps for transforming HCM to future-proof your organization

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ven before the world’s health and economic in the marketplace were still on-premises landscapes were impacted by the recent solutions. Eglobal health event, employers appeared to “Much of the HCM domain remains legacy have hit a wall when it came to productivity. technology,” Mougalian says, adding that For instance, a 2017 article at existing HCM technology struggles to meet FocusEconomics.com entitled “Economic expectations and, based on surveys, a majority Experts Weigh In: Why is Productivity Growth of HR leaders are not satisfied with what they So Low?” reported that the technological have today. advances and management strategies that The reason? Not only is change today propelled productivity in the past were no a constant, the pace of change is rapidly longer working. accelerating. And, as the recent global health At the same time, a U.S. Bureau of Labor Statistics’ event has shown, change increasingly needs to Business Employment Dynamics report found that be done under uncertain and often challenging one-third of new businesses fail within their first two conditions; it’s hard to tell what’s coming next or years, and 50% fail within their first five. where it might be coming from. While the factors behind these productivity- “That’s why the workforce of today and in the connected data points are complex, the technology future needs to be ready,” Mougalian says. “The powering much of today’s human resource efforts organizations that will be successful long-term is among the are the ones key reasons why that can rapidly this troubling embrace this trend has inevitable gained steam, trend of quick according to and constant Linda Mougalian, change.” Sr. Division Vice Regarding President, Go-To- why existing Market Strategy HCM at ADP, who has technology spent nearly 20 has remained years in Product stagnant, Management most major focusing on HCM enterprise offerings. software purchases have a long shelf life and “The big challenge today is constant change. evolve over time to address specific needs. In fact, the only guarantee is change; it’s the new “There exist lifespans of 10, 15 and 20 years normal,” says Mougalian. “The ongoing global for some of these HCM systems that remain health event—with its massive shift to distributed installed,” Mougalian says. “These companies workforces—has proven why new, innovative need to take a ‘duct taping’ approach to keep all HR tech solutions are necessary to meet future the systems in their HCM ecosystem running.” business needs.” That scenario can’t be blamed entirely on HR. Mougalian points out that even as recent as a It’s well known that organizations tend to lean year or two ago, 53% of overall HCM purchases in the direction of revenue-generating systems,

A2 Human Resource Executive®

ADP Supplement-2.indd 2 5/22/2020 2:26:26 PM Five critical steps for transforming HCM to future-proof your organization Mougalian Also, the notes, because 2019 Deloitte it can be more Human Capital challenging Trends survey to quantify reported the return on that 31% of investment of respondents HCM solutions said they now than other operate mostly enterprise or almost applications wholly in teams. that drive more In the same demonstrable study, 53% of operational respondents efficiencies. said they saw a To meet the “change challenge,” Mougalian “significant improvement in performance” from the offers five critical areas where HR (and HCM transition to a team/network-based organization. technology) needs to step up and power today’s “The success of organizations that support businesses towards a successful future. cross-functional teams illustrates that HR “These five guiding principles are the result of professionals can help drive team leader decades of ADP research and client experience,” performance by truly understanding their she says. “We’ve found that these are the challenges,” Mougalian says. elements that differentiate successful businesses Today, she adds, when you discuss cross- and how great work gets done.” functional, global or distributed teams — and you can't see how those relationships are Understand How People Work happening — how can you know who your 1 to Improve Performance best team leaders and managers are? Or, To succeed, HR must overcome the how do you know what the attributes of inability of traditional HCM systems to enable your most effective teams are, or what your holistic digital transformation across people, actual vacancy and retention issues are? teams and functions to better achieve strategic HCM solutions based upon more traditional business objectives. That also includes reversing organization hierarchies cannot answer these stagnant productivity trends, despite ongoing questions. HR technology proliferation. Mougalian explains traditional HCM systems Personalize the Employee are typically designed for hierarchies and cost 2 Experience centers, rather than networks of dynamic More and more, traditional, one-size-fits- teams, and this can get in the way of employee all HCM systems can’t accommodate the diverse engagement, performance and the retention of needs of various people, teams and functions top talent. working within an organization. With dynamic teams, productivity is unblocked What is happening instead is that because people are able to work outside organizations deploy multiple, disconnected the constraints of a traditional hierarchical technologies from different vendors. By some organizational structure. They’re more engaged, estimates, there are 1,400 HR tech vendors less likely to leave and, therefore, more productive. in the market today, which makes finding the By breaking down silos, dynamic teams help create best combination of apps for your organization a culture of connection and collaboration. a nearly impossible challenge. With different

June 2020 A3

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ADP Supplement-2.indd 5 5/22/2020 2:26:29 PM ADP_HR_Exec2pgSpreadv8.indd 1 5/15/20 1:29 PM departments and leaders often working on their own chosen software and apps, it exacerbates the silo problem— not the most efficient or cost- effective way to work. Low employee adoption of HR technologies due to disconnected user experiences is a common challenge, Mougalian says. To combat that result, employers, with HR’s help, need to build more diverse and inclusive workplaces marked by exceptional employee experiences when using HR technology. well as access to resources and guidance, is If that does not happen, low employee usage critical. can lead to incomplete data, which in turn Compliance tracking and reporting becomes drives the inability to capture efficiencies and very tricky when you have data in multiple, make smarter decisions. Also, the desired need disconnected systems in different countries. Still, to manage the growing trend of freelancers/ many multinational organizations are working with contractors as part of the “regular” workforce a unique HR system for each country they operate remains out of reach. Finally, low employee in—on average, 50 or more of those systems. adoption and a lack of enthusiasm leads to the To meet the seemingly unmanageable inability to drive real-time, ongoing employee compliance challenge, an HCM platform must skill development. be designed to provide organizations with a In that 2019 Deloitte Global Human Capital single, global system of record that is mindful Trends survey, 84% of respondents rated of location-specific compliance requirements, employee experience important, and 28% Mougalian says. identified it as one of the three most urgent “An HCM platform should offer rapid issues facing their organization. In the same localization and compliance capability, survey, only 38% said they were satisfied or very which enables organizations to confidently satisfied with work-related tools and technology. expand into new countries and adjust quickly Clearly, there is an opportunity for improvement to evolving compliance requirements,” she here, Mougalian says. explains. Plus, if HR can offer an HCM system “It’s about prioritizing people: making work that can meet those expectations, it will not easier, more productive and more meaningful only be seen as protecting the company, but for them,” she says. “Creating personalized it also makes compliance simpler for everyone experiences is key to a people-centric approach and removes obstacles to growth — a clear to HCM.” efficiency boost. “Effective HCM today should manage Quickly React to Changing Global compliance requirements associated with 3 Compliance Requirements expanding into new markets, as well as the Keeping pace with new, ever-changing rapidly changing requirements where employers compliance regulations can be complex. Having already are doing business,” according to a reliable global compliance plan of action, as Mougalian, who adds that it is especially

A6 Human Resource Executive®

ADP Supplement-2.indd 6 5/22/2020 2:26:33 PM pertinent with the growing trend of remote, that it’s being distilled down and delivered as timely, mobile capabilities – people working when and actionable insights for the people doing the work.” where they choose. While people analytics are valued, few companies are realizing the benefits. For Support Better Decision-Making instance, Deloitte’s Human Capital Trends report Based on Trusted, Data-Driven in 2017 found that while 71% of companies see Intelligence people analytics as a high priority, only 4% of 4 companies have predictive analytics capabilities. Hype aside, when it comes to making With effective data analytics tools and smarter business decisions with AI-generated capacities built into their HCM application, HR insights pushed to HR and business executives leaders can help line of business leaders drive in the flow of work, there is much work yet to be team effectiveness; understand who on a team done. is at a risk for leaving; optimize workforce Poor data quality and lack of HCM system strategies using benchmarking data; and intelligence, in fact, is preventing employers quickly get to the right action with a system from making the best people decisions possible. that uses semantic search. Regardless of all the chatter about analytics, data “Most of all, by bringing an effective analytics all too often remains siloed across many disparate, solution into the fold, HR leaders will be seen as disconnected tools sitting outside the flow of enabling good decisions and as overcoming the work. In addition, the poor HR system utilization reporting problems business line managers are from employees (mentioned above) lowers data challenged with,” Mougalian says. quality and inhibits useful data intelligence creation. Create an Adaptable “This can make it tough for decision-makers to 5 HR Function get the insights they need when they need them The potential of every organization most,” Mougalian says. is limited by the capabilities of its technology. Also, Mougalian goes on to say, “In order to The increasingly uncertain world of work effectively leverage data analytics you have to be requires people-centric technology that lets confident the data is robust and up-to-date, and you adapt as quickly as your business needs do, according to Mougalian. HCM based on adaptable technology is a breakaway path from the one-size-fits- all solutions, which cannot meet today’s challenges. Bottom line: Traditional, monolithic HR systems struggle to support the type of adaptable HR function required to meet rapidly

June 2020 A7

ADP Supplement-2.indd 7 5/22/2020 2:26:35 PM changing business needs, making it tougher for “For HR leaders, moving to a next-generation companies to expand into new markets without HCM will be a clear signal that they are known incurring administrative and compliance burden. as an innovator within both the company and Merger and acquisition activity is a particular industry,” Mougalian says, “leading the effort challenge, creating a significant IT burden when to enable great teams and great work.” it means maintaining multiple systems that In the end, she says, it’s time for a change support distinct, localized business needs. if an organization is struggling to meet their Also, manual workarounds for older systems productivity goals while relying on traditional org create compliance risk and potential security charts to evaluate teams; using a generic solution issues, and more traditional systems are unable to for their unique organization; falling short when quickly add new capabilities without introducing it comes to keeping up with rapidly changing new security risk or siloed data pools. compliance challenges; keeping data in disparate More adaptable HCM systems can rapidly HR systems; and having trouble adapting quickly acquire new capabilities supported by best-in- or integrating new features. class levels of system availability, resiliency and “Innovative HR leaders of today need an HCM scalability from cloud-native architecture. solution that treats work as flexible, adaptable, In its 2018 Key Issues Study, The Hackett people-centric, team-based, meaningful and Group found that 33% of organizations engaging,” Mougalian concludes. “And that are looking to expand manager self-service solution must engender and support the ideal via mobile/social applications, while the flow of work, drive team performance and 2018 Deloitte Perspectives small business rapidly adapt as HR and business needs evolve.” technology trends report found that digitally advanced small businesses earned twice the revenue per employee and had four times revenue growth.

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ADP Supplement-2.indd 8 5/22/2020 2:26:37 PM The Latest Trends in Human HR Resources

Top Story Tr e n d s during economic downturns. During Will 401(k) the Great Recession in 2008, nearly Spotlighting Succession Planning a quarter of employers halted or Matches Fall decreased 401(k) contributions. hen coronavirus invaded this country, many organizations activated It’s no surprise that companies may their business-continuity plans. Everyone knew what needed to Victim to the once again make that choice, industry Wbe done, and senior leadership stepped up to the plate. But what insiders say, especially if they’re faced happens if the virus attacks someone in a non-senior position? Pandemic? with reducing staff as an alternative— Some organizations don’t have a backup plan for people in critical positions or worse, closing altogether. below the C-suite. This type of plan has not been a priority among many HR “Industries that have been hit hard by professionals or senior leaders—especially as they try to manage and engage a mployers feeling the economic coronavirus are looking for every means mostly remote workforce and figure out how to run a company without having strains from the coronavirus possible to stay afloat,” says John Lowell, control over future events—but it needs to be in order to prevent further Epandemic have a benefit an Atlanta-based partner with October disruptions in your organization, experts say. on the chopping block: 401(k) Three Consulting. “While matching Start the process by identifying critical roles and employees who keep your contributions. contributions have become customary in business solvent, says Colleen O’Neill, senior client partner at Korn Ferry, a global A range of industry forecasts find many U.S. companies, these companies management consulting firm that recently published Executive Succession Through that fewer than one in 10 employers are considering them a luxury that they the Lens of COVID-19. has indicated plans to suspend or cannot currently afford.” “Convene the right people together,” she says, pointing to heads of reduce contributions, though many Cutting back on matches, though, departments, business units or functions as examples. “[Ask], who’s critical? If you more are in wait-and-see mode. does have a big financial effect on had to name an understudy, who would that person be? What needs to happen for Overall, about 6% of companies employees—another whammy as that [individual] to be ready? [Some] are like a Swiss Army knife: They can sit in have reduced or eliminated employer many already are witnessing dropping different roles. Consider retirees who may be willing to step in temporarily.” contributions or matches to their balances in their accounts due to stock- Then stress test your plan, she says. Run through realistic business scenarios retirement plan, according to a survey market volatility. before making talent decisions. Can these backups step into these roles during a crisis? of 369 firms by consultancy Pearl Experts say it’s important for HR and O’Neill says it’s important to be “radically realistic about talent capability.” She Meyer this spring. But 16% said they other corporate leaders to encourage explains that emergency succession planning requires HR and senior leaders to look were considering doing so. Fidelity employees to keep contributing to their through a different lens. Do these employees have the learning agility, resilience Investments polled 1,000 employers employer-provided accounts, and that or perhaps experience to step into that role tomorrow? Although this presents a and found that about two-thirds are not they tout the benefits—tax advantages, development opportunity for some employees, realize that it also poses a talent risk planning to suspend or reduce the match, improved financial wellbeing and so for HR, she says, and that people who are temporarily moved to another job may not and less than 10% have or are planning to on—of doing so. succeed in that same position long-term. suspend or reduce their match. “They will want to tell them to still “Wartime leaders may not be great during the recovery effort,” says O’Neill, adding Robyn Credico, Willis Towers contribute if they can, even if they are that they may possess short-term, not long-term, strategic skills. “High potentials, who Watson’s defined contribution consulting no longer contributing themselves,” are blackbelts at what they do, may not have the capability to operate at this level.” leader, says she’s been fielding a lot of Credico says. That may be difficult calls from employer clients about the advice for employees to follow, though, At Least Two Understudies financial impact of suspending matches, if history is any indication. Roughly While many companies are in reactionary mode, HR must focus on areas essential but the majority haven’t made up their 20% of employees in 401(k) plans that to running the business. But don’t do this in a vacuum. Meet with appropriate minds about their plans just yet. suspended matching contributions in company leaders to develop a skills inventory of your workforce and then share it “Right now, a lot of employers haven’t 2008 stopped saving in their 401(k) with a core team of several leaders who can help you narrow the list down to what’s done that, but employers are preparing if plans entirely that year, according to the absolutely critical, says Andrea Walsh, lead, talent line of business for the Chicago they need to do it,” she says. Employee Benefit Research Institute. metro area and also a senior director of talent rewards at Willis Towers Watson, a A lot of the companies that have global risk management, insurance brokerage and advisory company. already made changes—or are For Many, a Temporary Change Make sure to identify the top three to five skills of strong performers, she says. considering doing so—are in industries What’s important to note, many For instance, consider an employee who has the skills to manage payroll. Instead taking a big hit from the outbreak, such experts say, is that employer of naming the individual as a successor to the payroll director, she says, that same as travel and retail, she says. Amtrak, contribution halts are often temporary employee may have critical skills needed elsewhere in the business. Marriot International and La-Z-Boy when motivated by a financial crisis. HR must also monitor the performance of successors, she says, and be willing to are among a first wave of companies When the economy began to make adjustments when needed. But perhaps the hardest part of all is trusting them that have suspended 401(k) matching rebound after the 2008 financial crisis, to do the job. contributions as a result of the pandemic. most retirement contributions were “You’ve got to create an environment of psychological safety where people “For many, it’s a last resort,” Credico reinstated. Fidelity says that following know they can come to you at any time with questions,” Walsh says, adding that says. “But the objective is to pay people the recession, nearly half of the plan two, even three, understudies should be named for each critical position. “You’ve and keep them on their jobs, so a lot of sponsors that reduced their match got to trust them to figure it out. You’ve also got to be OK with mistakes. Help the [the viewpoint] is, people would rather reinstated them within a year. individual and organization move on.” keep their job and wait on a 401(k) It’s likely the vast majority of By observing this process, she says, HR professionals can help employees match than get laid off.” employers will restore contributions expand their skill sets and, ultimately, build a better workforce for the future. Employer contributions run the as a competitive advantage after the “You’re creating opportunities for people to learn new things,” says Walsh. “What gamut. Fidelity says its most popular pandemic and its economic fallout pass better way to do this than in the middle of a crisis? While people may make mistakes, match on its 401(k) platform is 100% too, Credico says. they’ll come out on the other side with more confidence and ability to support the match for the first 3% contributed by “If you have to furlough or lay off organization moving forward.” the employee, and then 50% match for people, you want to be in a competitive She believes the pandemic has accelerated the need for HR professionals to consider the next 2% contributed. About 40% of position to rehire those people,” she says. how jobs need to change, which will better equip the company to handle future global or the 401(k) plans managed by Fidelity “And for the employees you have as part national disasters. use that formula, the firm notes. of your company, you want to help them “Organizations need to use this time to get smart because, next time, there will be Scaling back on 401(k) be prepared to retire, and retire with a fewer excuses to not be prepared,” Walsh says. contributions is often a strategy meaningful amount of money.” —Carol Patton embraced by HR and benefits leaders —Kathryn Mayer

June 2020 5

HRE_June.indd 5 5/22/2020 2:21:25 PM TrHR en ds

that it can also result in a strong, expectations early and model them and targeted answers to frequently Key Ingredients resilient work community during often. When a senior manager gets asked employee questions. For challenging times. During a crisis, on a call with their child next to many companies, that requires for Creating a the culture you create will define them, it empowers other working recalibration right now. Audit your your organization. The key is to parents to do the same. When a vice communications channels and Supportive Culture keep employees at the center of president participates in a virtual ensure that, in addition to arming your response during transformative happy hour, she demonstrates that managers with comprehensive During Crisis moments. colleagues should still have fun at updates, there’s also a go-to channel work. for consistent information. Be Real, Responsibly By arming managers with Transparency is a key— Keep the Employee at the information, it can keep employees BY TRACY KEOGH often the key—contributor to Center of Everything calm and collected. That, in and of employee happiness. As this At the onset of this crisis, my itself, will keep culture overall more Right now, pandemic heightens, bad news can’t team envisioned what we wanted an elevated. every be avoided, and employers shouldn’t employee to say once we came out company, big try to do so. Instead, they should on the other side. Ultimately, we Remember: This, Too, or small, is rely on the currency of trust, giving wanted to hear, “I appreciate how HP Is a Learning Moment shepherding people a sense of comfort while is supporting me and I know what Every company should ask their being honest. to do to deliver for our customers.” itself what can be learned from this workforce I, like many, was impressed To make that happen, we began a pandemic. Think about how you can through by Arne Sorenson’s video to his dialogue and monthly surveys to leverage the intense level of focus immense Marriott colleagues. He was able understand how people are feeling. and resiliency that people have right change. to deliver tough news in a way As a result, we’re enacting now to create a better culture for Business that alleviated anxiety. He showed programs such as Wellness everyone. operations are being reinvented. empathy and selflessness and Wednesdays and Family & Fun When there’s a crisis, there’s a Employees are anxious. And things delivered a clear message, hallmarks Fridays. We are providing anything structural shift. Things never go back are evolving so quickly that what is of a true leader. Culture depends on and everything employees need. to exactly how they were before. true in the morning might not be top-down leadership that inspires We are hosting Q&A sessions with Often, I find, there’s something better true by the afternoon. as it informs, and messages will medical directors to answer employees’ to come if you are thoughtful about With so much uncertainty, resonate more coming from one key pressing questions. We are engaging leveraging lessons learned. business leaders have a critical role person your workforce recognizes, teachers and education specialists For many companies—HP to play. A look at trust during the usually the CEO. to help guide parents who are now included—this has been an coronavirus pandemic in 10 markets— homeschooling. We are even working incredible moment of community, including Italy, South Korea, the U.K. Model Culture Early and Often with a major movie studio to stream and we’ll continue to rely on the and the U.S.—conducted by Edelman Creating a supportive culture for an animated movie exclusively to HP insights gained now as we move in early March found that people all employees, regardless of their staff and their families on a company- forward. How we act in the coming trust information about the virus they particular circumstances, is a vital step wide movie night. Companies have weeks and months is likely to define receive from their employer more for global corporations. This means to continue to be intentional about our organizations for years to come. than that received from government establishing what the “new normal” building culture, even when we are not I have no doubt we can create the officials. will look like in myriad contexts and coming together in offices. culture we need to succeed by That’s an incredible communicating these changes in putting people first. responsibility. But as the chief personable and relatable ways. Enable Managers for Teams’ Benefit human resources officer at HP Amid COVID-19-mandated Time is precious in a crisis. Tracy Keogh is chief human resources for nearly a decade, I’ve seen remote working, leaders must set Managers need accurate, timely officer at HP.

priorities. Experts say embracing Caregiving Coming programs and benefits such as paid caregiving leave can help make an into Focus impact for caregiving employees. Without support, those employees often experience absenteeism and n a survey of 117 mostly large presenteeism, reduced employee U.S. employers by the Northeast engagement and productivity, and Percentage IBusiness Group on Health, more higher healthcare costs—all of than three-quarters of respondents which take a toll on employers. of employers (79%) said caregiving will be an As the coronavirus pandemic 79%: increasingly important issue over shines a light on caregiving that say caregiving the next five years. responsibilities—as most schools The survey was conducted in late across the country closed starting 2019 and early 2020. Meanwhile, in March—the number of employers will be an increasingly while nearly half (45%) believe they that focus on support and add and are on par with similar organizations improve such benefits may grow important issue over in developing caregiving-friendly as organizations strategize back-to- benefits, almost a quarter (22%) see work plans. the next five years themselves as below or well below “The challenges for employee- average, a sign there is much room caregivers have increased for improvement. exponentially as a result of the With a growing number of risk for COVID-19 among older employees taking care of both and vulnerable people, social- their children and aging parents, distancing requirements and 24/7 employers are zeroing in on the childcare responsibilities,” says support for caregiving employees by resources, and some are providing issue and increasingly making Candice Sherman, CEO of NEBGH. providing more backup help, flexible relief funds to help with expenses.” caregiving benefits one of their top “Employers are trying to increase working hours and access to expert —Kathryn Mayer

6 Human Resource Executive®

HRE_June.indd 6 5/22/2020 2:21:26 PM 3. Use objectives to create Maintaining clarity. A strong connection between individual performance and the Performance, achievement of business goals can boost employees’ confidence in the Engagement in importance of their job, even in a challenging business environment. a Pandemic Similarly, having clear objectives and receiving regular updates on possible changes helps to ensure that employees BY BRIAN KROPP maintain focus, energy and a sense of purpose. Managers can reassert the As the connection between employees’ work COVID-19 and organizational success by providing pandemic a clear view of the current organizational affects goals and translating the organization’s organizations vision into their employees’ context. all over When employees are confident about the Pushing the employees—and, accordingly, workers the world, importance of their job to the success of are primarily motivated out of fear. employees are the organization, they feel less anxious Reset Button on Research from Harvard, Gillespie says, increasingly about their job security. found staggering business results with becoming 4. Strengthen organizational Engagement such approaches: more anxious, values to minimize the risk • 80% of individuals lost work frustrated and fatigued. If left of misconduct. An unpleasant time worrying about an incident unattended, these feelings will employee experience can negatively hen, in your lifetime, connected to psychological safety; impact employees’ productivity impact psychological safety by up to have you had the • 80% said their commitment to the and engagement, leading to poor 35%. What’s worse, during periods of “W opportunity to push the organization declined because of work quality and a disconnected uncertainty, employee misconduct rises reset button this totally: personally, the atmosphere; workforce, and ultimately hampering by as much as 33%, according to Gartner professionally and organizationally?” • nearly half decreased their work an organization’s ability to succeed in research. Aside from modeling the right Michael Gillespie asked participants effort and time spent at work; and these tough times. behaviors, encourage whistleblowers on a webinar this spring on employee • 25% took their frustrations out on a By and large, companies have to point out unethical practices, engagement. customer. focused contingency planning on the remind employees of the channels for While the founder and CEO of On the other hand, Blue Zone necessary operational responses to reporting misconduct and highlight the BlueEQ—a consulting, coaching and environments involve high levels ensure business continuity. These consequences of noncompliance. training organization—noted that of trust, openness, candor and plans often fail to tackle the ability of 5. Tailor moments of employee the coronavirus pandemic has been inclusion—and, in turn, peak workers to concentrate on their work. appreciation. The significant “catastrophic,” the potential it has engagement. HR can help managers ensure disruption caused by COVID-19 will presented for HR leaders is undeniable. “It’s a place where people freely employees get the appropriate support result in many employees leaning out. Particularly as employers begin innovate, can be creative and know to tackle the emotional roller coaster of Organizations can stem this tide by strategizing how to resume operations their contributions matter,” he says. this pandemic via six key strategies: redoubling their recognition efforts. as the peak of the pandemic appears to Given the fears workers will already 1. Feel for the wellbeing of Effective recognition not only motivates be behind us, HR has the opportunity be bringing with them back to the employees. Identifying signs of the recipient but can serve as a strong to be a strategic partner in tackling office, that type of atmosphere is a distress among employees, both directly signal to other employees of behaviors what could be a significant challenge: must for engagement in 2020, Gillespie through conversations and indirectly they should emulate. Recognition should employee engagement. notes. So, how do organizations move through observation, is a step in the not be limited to monetary rewards— Among the many dimensions closer to that Blue Zone? right direction for managers. Employees public acknowledgment, tokens of HR leaders will need to consider Psychological safety, he says, can be need an opportunity to raise issues and appreciation, development opportunities in the pursuit of engagement is broken down into four quadrants that know that their employers care and are and low-cost perks are also effective the physical environment: whether employers can actively promote: invested in their welfare. To promote recognition practices. Use the slowdown they will allow work-from-home Learner: A safe environment for daily interactions between managers and in business as an opportunity to provide arrangements on a permanent basis, individuals to discover, ask questions, employees, HR should advise managers incentives for employees who usually how to account for social distancing learn from their mistakes and look for on how best to handle sensitive issues don’t have the capacity to expand. in the workplace, and even testing new opportunities. emerging from the COVID-19 pandemic, 6. Drive engagement via and other health monitoring, Challenger: A “speak-up” culture, including alternative work models, innovation. While today’s unpredictable Gillespie says. But even more where employees can safely expose job security and prospects, impacts on environment will cause managers and important is psychological safety. problems. staffing and workplace conflict. employees to naturally become more Gillespie polled the audience on Collaboration: Colleagues interact 2. Encourage dialogue to build risk-averse, fostering creativity and his webinar to gauge their personal freely, there’s mutual access to understanding. Gartner analysis taking risks is critical for employee concerns about heading back to work: information and open dialogue. shows that employees’ understanding engagement and organizational They reported they are concerned Inclusion: People are valued, of decisions and their implications is performance. The disengaging impact of about dealing with fearful employees, treated fairly and trust that their ideas more critical for the success of a change restrictions on innovation and risk-taking a potential outbreak at the workplace, and experiences matter, regardless of initiative than employees “liking” the is particularly severe for high-potential children who are still at home, a their position within the organization. change. Progressive managers provide employees, who tend to have a greater renewed long commute, productivity, Attaining each of these is “not a for two-way conversation with their appetite for these types of opportunities. their own health. linear process,” Gillespie notes. For employees to ensure communication Emphasize the need and ability of “Leaders today have to be competent instance, bringing people together for strategies improve engagement rather employees to advance initiatives and and understand how to deal with all of a project promotes both collaboration than harm. Interacting with managers find process improvements even when this stress, anxiety, fear and doubt in the and learner safety. and peers provides employees with the organization has constraints on new workforce,” he says. “It’s a very dynamic process but the information and perspective they investments. Gillespie encourages clients to one that, if it’s embedded in your need, which allows them to express During this period of uncertainty, envision psychological safety on a scale— culture, becomes magical,” Gillespie and process negative emotions and HR should work with managers the “Red Zone” representing low levels of says. “It becomes the catalyst to get improve their feelings of control. HR to actively embrace the concerns safety and the “Blue Zone” the highest, things done, to collaborate, to help can work with managers to create and emotions of their employees to with varying states in between. organizations innovate. Psychological opportunities for two-way dialogues maintain as much productivity and In an unsafe environment, he says, safety will become the competitive with their employees, which should engagement as possible. managers may have hidden agendas, advantage for organizations in the focus on a practical view of the positive demonstrate inconsistent behaviors, future.” and negative effects of the current Brian Kropp is group vice president micromanage and lack trust in their —Jen Colletta COVID-19 outbreak. at Gartner.

June 2020 7

HRE_June.indd 7 5/22/2020 2:21:28 PM Cover Story Creating a Smart, Safe Return-to-Work Strategy Despite today’s unprecedented challenge, experts say HR leaders should look for the opportunities in this forced change.

BY CAROL PATTON

any HR professionals are struggling to develop tested positive for the disease? Do you have any symptoms? strategies that keep employees safe as they return to Have you traveled to any hot spots? So far, Walker says, one Mwork. There are many more questions than answers: employee and an independent contractor have tested positive. Should their temperature be taken before entering the building? The company’s leadership team also asked employees what Should they be required to wear masks or gloves? How can they expect when they return. social distancing be maintained? “They were concerned about personal protective equipment As the world slowly recovers from the COVID-19 pandemic, [PPE], hand sanitizers, physical distancing and how they can HR professionals are now facing what may be the biggest be sure they’re safe if they come in contact with someone challenge of their careers: managing and growing their business who’s been infected,” Walker says, adding that leaders are also in what seems to be an impossible, impractical and intolerable “keeping it human” by engaging returning staff in conversations working environment. However, some are discovering a break to help alleviate their anxieties or fears. in the storm clouds. Forced change often presents opportunities Regardless of how and when states and countries allow that can pave the way for companies to build a more intelligent people to physically return to their workplaces, Walker says, his way to work and, ultimately, revolutionize how employees work company’s leaders won’t budge until they feel ready. together and get things done. “Without encouraging any hysteria, be frank with people,” he Senior leaders at Yoh have been meeting at least twice a week says, explaining that Yoh leaders routinely explain to employees for several months, preparing the workplace for when employees how COVID-19 is negatively impacting the company, what’s physically return, says Kirt Walker, vice president of HR at the being done to reduce that impact, how they’re preparing for all staffing and recruitment-services organization that supports employees to return and what will be expected of them. “This approximately 15,000 global employees and independent is a process. There are going to be changes. Show empathy and contractors. While the company’s goals have remained the same, have some fun. It doesn’t all have to be serious.” he says, the process to achieve them has definitely changed. Yoh’s leaders have been considering many changes in their Work in Progress post-pandemic strategy: performing daily temperature checks UST Global developed return-to-work guidelines for its of employees; requiring employees to wear masks and gloves; leaders in 25 countries. The digital and technology company redesigning offices with taller partitions separating workspaces; supports 25,000 employees around the world—which includes physically returning employees to work in phases; offering 1,500 independent contractors—most of whom worked from hoteling, a process by which employees reserve office space on home during the peak of the pandemic. specific days instead of being assigned to a specific work area. There won’t be a “big bang Monday” where all employees Meanwhile, hand-sanitizer stations have been placed return on the same day, says Michael Adamson, vice president throughout the main office, which has been disinfected. of global HR operations at UST. The recommended guidelines Employees have also been responding to weekly questionnaires phase people back in to work after offices are deep-cleaned. about their potential exposure to COVID-19. Sample questions They also suggest using thermal scanners to take employees’ include: Have you been in physical contact with anyone who temperatures, or asking workers in small offices to take their

8 Human Resource Executive®

HRE_June.indd 8 5/22/2020 2:21:29 PM As the world slowly recovers from the COVID-19 pandemic, HR professionals are now facing what may be the biggest challenge of their careers: managing and growing their business in what seems to be an impossible, impractical and intolerable working environment.

June 2020 9

HRE_June.indd 9 5/22/2020 2:21:31 PM Cover Story Return-to-Work Strategy

own daily temperature; redesigning “It’s going to be really protocols, [including] a dedicated interior spaces so that people sit 6 feet quarantine area, adjusted seating so apart; installing hand sanitizers at entry interesting how this people are 6 feet part, have a clear points and in restrooms; and intensely one-way traffic pattern and hired cleaning all common areas, including changes the way we someone to stand at the front door to door handles and elevator buttons. screen [visitors] coming in and hand Company leaders also participate collaborate and work them masks and gloves. We’re thinking in webinars and town halls to share about keeping the door open so people daily challenges and suggestions on together.” don’t have to touch the handles.” how to adapt the guidelines in various ichael damson Three other essential offices have locations. —M A , stayed open with a volunteer, skeleton Adamson believes that employee UST Global crew. As of this writing, the company emotions and behaviors may need to plans to shelter in place until May 11. be closely monitored for a while. HR But before any more offices open, leaders should be asking, how are go, which can result in employee transparency, empathy, trust and Byrne says, the number of COVID-19 workers reacting and coping? discrimination or retaliation claims. credibility. These ideas can even be cases must drop off in that location, “We’re moving slowly,” Adamson “Usually, [employers] say [those extended to employers that have had and then, only 25% of the staff would says. “It’s going to be really interesting workers] have been dead weight for to let workers go: Some companies be brought back to the work site on a how this changes the way we the last five years but haven’t done are making job-sharing platforms volunteer basis. collaborate and work together.” anything about them and figure this accessible to workers whose job no “We’re going to take it slow, learn is a good time to get rid of them,” longer exists to help them find a from others,” Byrne says, adding three Avoid Cleaning House Sterman says. “My question is, why new position at either their current employees in Europe and one in the Among the key questions HR didn’t that person get fired four months employer or another organization. U.S. were infected with COVID-19. professionals have been asking ago, before COVID-19? If you can’t Karina Sterman, partner at Greenberg articulate the reasons about what’s Glusker law firm, is whether all different now … you’re setting yourself employees must return to work at the up for a wrongful-termination suit.” Workplace Safety same time. In a survey of 150 employers this spring about their plans to “The first wave of returning people Connect and Communicate bring employees back to workplaces, BlankRome found: is something HR can do on a staggered One of the most common mistakes basis,” she says. “Schedule rest and HR professionals can make right now meal breaks and focus on staggering is assuming that what worked or didn’t ■ provide masks [employees] so that you can maximize work before the pandemic will or physical distancing between them.” won’t in the future, adds John Bremen, ■ provide gloves 34% Sterman adds that EEOC guidance managing director of human capital 64% “expressly authorizes” employers benefits and global head of thought ■ require employees to check employees’ temperatures. leadership and innovation at Willis to provide PPE Another best practice is to work with an Towers Watson. ■ mandate 45% in-house or external “safety czar” who HR needs to abandon all prior social distancing can evaluate your facility from both an assumptions and place every idea OSHA and CDC perspective, she says. on the table, he says. But, above all, ■ stagger shifts If some employees don’t feel communicate workplace changes—the 38% comfortable returning to work, ask what and the why—before employees ■ reconfigure offices 31% why. Maybe they’ve been diagnosed return to the workplace so they don’t with PTS (post-traumatic stress) and feel ambushed. Tell them why the ■ provide can’t be surrounded by co-workers or salad bar in the cafeteria will be closed temperature 52% customers. What are they proposing as or that the workspace has been altered testing 5% an accommodation? If reasonable, she due to social distancing. says, implement it and communicate The same goes for communicating to the remaining workforce that you new employee policies or practices. incorporated an employee suggestion Tell them that wearing masks is now that makes the workplace safer. required or, if they’re feeling ill, they While the pandemic has flipped the “We’re not leading, we’re lagging a Even if their reason isn’t valid, still must stay or go home. Also, consider world of work upside down, Bremen week or two behind governments ask them for suggestions. If unrealistic, placing EAP counselors on-site to help says, it’s also giving HR professionals that ease restrictions so we can have she says, you will need to make a employees deal with negative emotions opportunities for growth and change some experience with how that’s going decision about whether you want them like fear and anxiety, as well as the involving how work is performed. without making employees vulnerable.” to remain out on unpaid leave or part “constant pivoting of activity,” he says. “There’s a lot of invention going on It’s important to shift employees’ ways if you need their position filled. Bremen says employees trust right now,” Bremen says. “I’m seeing focus toward the company’s future, However, be careful about using employers who demonstrate these companies and leaders coming together before and after they return to the COVID-19 as an excuse to let people “big five” principles: authenticity, really to support their employees. That workplace. CDK Global frequently part has truly been inspirational.” communicates business concerns and news to employees, including about Take it Slow business strategies and successes, no “It’s not like when At the end of April, CDK Global, matter how small, which gives workers a technology company that serves a renewed sense of hope and optimism. [everyone] gets back, the auto industry, opened one of its Looking ahead, she believes the essential offices in Petaluma, Calif., world of work won’t return to normal— there will be blue skies which processes license plates for the if at all—any time soon. state. Six of its 25 workers volunteered “It’s not like when [everyone] gets and the economy is back to return to the workplace. back, there will be blue skies and the on track. People will still “It’s sort of a pilot,” says Amy economy is back on track,” she says. Byrne, executive vice president and “People will still be struggling.” be struggling.” chief HR and communications officer at the company that supports 9,000 Send questions or comments about —Amy Byrne, CDK Global global workers. “We put in the state’s this story to [email protected].

10 Human Resource Executive®

HRE_June.indd 10 5/22/2020 2:21:32 PM HR Technology

The pandemic is driving the need for tools to meet new communications and safety concerns. BY TOM STARNER Tech Tools in the Age of COVID-19 ot long ago—in a world that seems far, far away— human resource leaders had their sights set on mission-critical issues: how to attract new, high- performing talent or boost that ever-pesky employee engagement with the perfect balance of benefits Nand compensation. While those key talent-management challenges remain, they have been subsumed by the COVID-19 pandemic and all it entails—from how to manage a hastily arranged shelter-in-place workforce to ensuring employees who need to work on-site are safe. Bottom line, HR is now primarily focused on figuring out how to remain effective, if not agile, in its reaction to coronavirus’ economic decimation. In all major global disruptions of the past, there has been an opportunity for technology to ease paint points affecting employees—and COVID-19 is no different. Following is an overview of a few tech-based solutions helping in key areas, mainly remote work, Trodella shared two Facebook Workplace by Facebook customer, In times of emergency, Trodella employee safety and expanded, resources that leverage best practices says that, with a workforce of more says, organization-wide collaboration effective communications. it has seen work internally, as well than 28,000 real estate agents and tools like Workplace make it as among customers, to help other 600 staff working 100% remotely, easy to live stream meetings or Workplace from Facebook companies. Workplace complements the firm’s announcements, support two-way Christine Trodella, head of The first, Workplace: Remote Working virtual campus and enables it to communication or even employ bots Americas at Workplace from Resource Hub, contains tools, tips further connect its work community to quickly gather feedback from Facebook, says many companies and and advice to keep people informed for instant communication, employees. philanthropic organizations have and connected so everybody can be collaboration and knowledge-sharing. “Workplace is positioned to support reached out to Facebook to understand “apart together.” Meanwhile, Facebook: “I encourage all agents to reach companies needing to adapt to remote what it’s doing to support and guide its Working Remotely—How We Make It out to me via Workplace,” Sanford work environments, especially if employees during these unprecedented Work offers resources that are currently says, noting that the company uses they’re doing it for the first time,” times. According to Trodella, the supporting Facebook employees chat rather than email to replicate Trodella says. “We have years of company has seen growing interest while they work remotely the instantaneous and off-the-cuff experience connecting frontline in topics related to how to practice worldwide to help others conversations that happen in an workers and now, more self-care and navigate new routines as on the same journey. office environment. than ever, we know it is employees shift to home or remote Glenn Sanford, “Agents freely share their best imperative for companies to work environments. founder of eXp Realty, practices in videos and posts, utilize the best technology “At Workplace from Facebook, a Seattle-based bringing the best of the best from to minimize friction and we help our customers and their around the world,” he adds. “We also close communication dispersed employees close the launched a Workplace Group, eXp gaps.” Christine Trodella, communication gaps that may Kidz Korner, for caregivers who are Head of Americas, Glenn Sanford, arise as they are forced to juggling work and engaging Workplace from Founder, adapt to a new remote work their kids who are home due Facebook eXp Realty environment,” she says. “We to school closings and stay-at- know it’s not always easy.” home orders.”

June 2020 11

HRE_June.indd 11 5/22/2020 2:21:34 PM HR Technology

Ceridian Dayforce Employee Safety Monitor Eric Schuster, vice president of INSIDE HR TECH By Steve Boese/Columnist Dayforce product management at Ceridian, the global HCM technology company, says the company’s newly released Employee Safety Monitor, offered at no charge, helps customer workforces stay as safe as possible HR’s Post-Pandemic Challenges during this unprecedented health crisis. Using Dayforce Employee Safety I’m not sure if it is too early long-term health effects for people who recover from the Monitor, employees can report their yet to be thinking of the post- illness), as well as the acute mental-health issues that COVID-19 status and allow their pandemic world, the so-called illness, grief, fear, uncertainty and social isolation can employer to effectively monitor their “new normal” or whatever contribute to or even cause. Finally, there are the many location, understand their movement and phrase gets coined to describe people who have suffered incredible financial losses and identify potential exposure to co-workers. the changed environment what is certain to be lingering damage due to job loss. In addition, up-to-date location-based and workplaces that we, collectively, are going to Going forward, wellbeing—heck, just basic “safety”— notifications can inform employees about concurrently inherit and create. is going to have to be the most urgent HR-leadership important safety information. I am pretty confident that whatever is coming next demand, at least until we can get to a place where more “Employers are met with the will look, feel and respond to our actions and decisions in people feel comfortable riding an elevator with another challenge of acting quickly and really different and hard to predict ways. My colleagues person. Everything about wellbeing you’ve accomplished confidently to maintain critical business and I at H3 HR Advisors have been carving out time each in the past has been stripped away, and HR leaders have operations, while ensuring the safety week to research, exchange ideas and begin the process to rebuild it all—while simultaneously taking care of and wellbeing of employees,” he says. of articulating how we see work, workplaces, HR and HR yourselves and your family. HR is starting with a default With this solution, employers can technology adapting in the post-pandemic world. We are position of “It’s not safe to be in the workplace.” Think also determine if their employees are also staking out some signposts that we think the clients about that, and I think you would agree that wellbeing is working from home or performing we support, and the people they support, can use to best the primary challenge right now. critical functions at their primary navigate this new normal, including key areas they—and Modern Leadership Needs to be Reevaluated Of work location—helping to manage the we’d argue all—organizations need to focus on. I’d like to the three important business and organization dynamics we exposure risk of their employees. share some of these early ideas here, and after you have are thinking about at H3 HR, certainly the most apparent Also, Schuster explains, the read through, I’d love your thoughts. and obvious one centers on leadership. We are all seeing the Dayforce platform allows businesses to Enhanced Customer Focus and Increased news and assessing how organizations’ leaders are reacting, better communicate with employees. Business Agility It’s pretty clear that every responding and communicating to their stakeholders about For example, real-time location-based organization of any size, located anywhere has been the current set of challenges. Most particularly, we are notifications can update employees impacted in some way by the coronavirus. Certainly, the looking long and hard at how organizations are treating their about important health and safety headlines make it clear that a significant majority of these (usually) self-identified “most important asset”—their people. information now, through the duration effects have been negative. We will hear and read what they say and do and, fairly or of the pandemic and beyond. From an HR and people-management perspective, all unfairly, we and the marketplace will indeed form opinions “Businesses can effectively organizations have their own set of unique challenges and make judgements. communicate the latest information and problems. But if I had to think of one essential or Everything we previously thought was important with their employees through fundamental element and concept that links them all about leadership is probably, mostly, still important. work email, personal email or text together, or rather links their ability to respond to rapid But in a post-pandemic world, the classic archetype of a messages,” Schuster says. “This changes and uncertainty, it is agility. successful leader will have to be re-imagined. Sure, it is keeps employees up to date on critical The ability, capability, culture and mindset that easy to say that our leaders need to be strong, resolute, news from their employers, helping allow you to quickly and effectively transition your clear and honest. Those are givens. How high or low to enhance communication, safety, organization’s direction, attention and people to changing on your current list of most important leader attributes transparency and engagement.” conditions is of primary concern in relatively stable would you place empathy? How about humility? Or Looking ahead, as the U.S. emerges conditions, and it becomes an essential element of perhaps even vulnerability? I would argue that these from the crisis, Schuster says, business survival in times like now. There are so many traits, and probably a few more, are more important in employers will need to be smarter than elements of agility that I am going to take the time to times of intense and acute stress and business challenges ever to keep up with the accelerating consider them more deeply, and break them down in that we used to think. But in the new normal, there will rate of change and increased future columns, but for now I am focusing on the first, be much more required from our workplace and societal complexities of work. He believes pre-condition of agility: understanding your customers, leaders. And that includes HR leaders. they must look to modern, intelligent (internal or external), and further, understanding how It’s still early in all this. These are what we see as the software that enables their employees their customers’ needs are changing. important things to focus on moving ahead. In future to access the tools and resources they Time to Take Employee Wellbeing More Seriously pieces, I plan to expand on each area, and dig into some need to perform their job effectively— While just about every organization has been investing in of the tools and technologies that will play a part in “from anywhere, at any time, on any wellbeing programs aimed at improving physical, mental supporting HR in these efforts. device.” and even financial health of their workforces, let’s be In almost any trying set of circumstances, the best “Longer-term, you can foresee honest: We didn’t have to treat these with utmost urgency opportunity for organizations and individuals to succeed HCM software providing actionable and care. After all, just a few months ago, times were really and thrive will be to identify the most important areas of tools to help businesses anticipate good, the economy and most organizations were humming focus, be as disciplined as you can to manage these areas changes within their workforce and along nicely and unemployment was at a 50-year low. Sure, and, finally, reserve some time, space and energy to keep react appropriately,” Schuster says. workers had wellbeing challenges and, yes, we invested in yourself and the people you care about healthy. It is cliché addressing them, but on the list of HR and organizational to say, “We will all get through this together,” but that AlertMedia priorities, ask yourself honestly, where did employee doesn’t mean it is not true. And cliché doesn’t mean you Alex Vaccaro, senior vice president wellbeing really rank? don’t mean it—I mean it, and I think you do as well. of marketing at AlertMedia, says Now, we have a perfect storm of factors that will Good luck to all, be safe, be well. HR leaders are increasingly being impact the wellbeing of every single person in your challenged to select and manage workforce, and every person you may hire in the near Steve Boese is a co-chair of HRE’s HR Technology emergency communication future. There are the actual physical impacts of the Conference & Exposition®. Send questions or comments to technologies. And more than any coronavirus (and we right now have no real idea about [email protected]. other recent emergency scenario,

12 Human Resource Executive®

HRE_June.indd 12 5/22/2020 2:21:34 PM software lets employers set up a In fact, Vaccaro says, since the specific “Event Page” where employees COVID-19 danger accelerated, can seek updated information, share hundreds of new customers sign photos, etc. Administrators can send a up for AlertMedia technology to message out to hundreds of people via be able to keep their people safe, multiple channels (email, text, phone, informed and connected. It now has Slack, etc.) in seconds. customers across 100 countries, and Vaccaro says businesses like they are communicating everything Kawasaki, DHL, Volkswagen, the from workplace closures to changing Salvation Army and numerous business operations. professional sports teams are using the “Most of all, when employees see AlertMedia critical communications their safety and wellbeing is prioritized platform to communicate during by the organization, employee morale, emergencies. retention and productivity increase,” “Numerous mass-notification she adds. companies were born after Sept. 11, Vaccaro explains that AlertMedia Ceridian Dayforce Employee Safety Monitor but our technology was built for a customers are using the technology mobile workforce,” she says. “HR in a variety of ways to support their the COVID-19 pandemic has brought “When a disaster strikes, phone often has a large role in the company’s employees. For instance, healthcare intense attention to how organizations trees and email aren’t sufficient to keep emergency communications strategy— companies have tapped it to fill shifts, communicate before, during and after people safe, informed and connected,” and the technology will be equally organizations are checking in on such emergencies. Vaccaro says, adding that AlertMedia valuable post-pandemic.” continued on page 16

EMERGING INTELLIGENCE By John Sumser/Columnist It’s Time for New Approaches to Engagement

The headlines are We didn’t really want to know the truth. We never are much more likely to show the qualitative state appealing: Employee- had any intention of changing things. And we rarely, of the workforce. UltiPro Perception is the industry engagement scores are up if ever, asked people what they wanted to tell us. leader. across the board. It’s both Self-reporting bias is a well-understood thing. KeenCorp’s Heat Maps looks at what is actually true and not the whole Like eyewitness testimony, self-reported data is happening during work rather than what employees story. Your engagement interesting but never the whole picture. In the rush say on a survey. The tool runs in the background, questions from six months ago probably won’t to have something positive to say about our current analyzing changes in language across the full tell you much about what is really going on with situation, the pundits have overlooked the obvious: sweep of communications and detects where there employees in the middle of a pandemic. Everything has changed, and we don’t know when, is stress, discord and also where things are doing With U.S. unemployment surging towards if ever, work will look like it did before COVID-19. well. KeenCorp’s offering is not sentiment analysis. Depression-era highs, anyone who has a job is More so than ever, employees feel pressure to Rather, it looks at behavioral change expressed in grateful. They are also busily trying to protect their tell employers what they want to hear. language and is a compliment to sentiment analysis. piece of turf. They’re scared, uncomfortable and in I asked a few engagement company executives JiveSoftware includes sentiment analysis in its transition. whether or not they would be offering tools to complex suite of offerings. The company positions It’s unlikely that workers are feeling better counterbalance the skew in the data. “Now that the it as a part of its analytics package. about their work in this trying time. Work is harder. power balance has shifted back from employees to This is a time of both great change and Productivity is harder. Collaboration is harder. And the employer, are you helping your clients validate opportunity to look at our processes and figure even the immediate future is hard to see. This is not their results?” It’s apparently a little early for that. out what we should be doing differently. When our a recipe for improved employee attitudes. They all either dodged the question or just said workforce shifts from centralized to distributed Right now, engagement is really a measure “No.” work, we need better, different and deeper tools of the degree to which the workforce tells To really understand what’s going on in the and ideas. management what it wants to hear. workforce, you need multiple data streams. Understanding how the workforce is doing Engagement analysis depends on self-reporting Asking employees is a good start. But we need requires individualized connection and dialogue. as the data source. They are surveys after all. You different questions, to be willing to listen to what Taking a pulse can no longer mean just finding out ask, they answer. employees have to say and to be committed to if people have one. We need to find better ways to We’ve spent the past few years studying what doing something to address the issues we find. understand what is really happening, connect with correlates to employee satisfaction and then Interpreting and validating survey responses each other in meaningful ways, and build the trust developing surveys to get repeatable questions requires a level of depth that is best executed with needed to move forward in a time where listening, in order to track the same data over time. We intelligent tools. curiosity and having the right information are the asked employees what we wanted to know. We There are several offerings that can help you foundation to adapt and innovate. encouraged, reminded, then coerced them to gain a deeper, more balanced perspective. respond, whether they wanted to or not. We told Ultimate Software’s UltiPro Perception uses John Sumser is the principal analyst at them explicitly or implicitly that we wanted them language analysis to unearth the meaning behind HRExaminer. He researches the impact of data, to say they were happy and everything was great. survey responses. The tool encourages companies analytics, AI and associated ethical issues on the If we didn’t like the results, we changed survey to ask open-ended questions that generate a free workplace.Send questions or comments to hreletters@ vendors. text response. In the aggregate, these comments lrp.com.

June 2020 13

HRE_June.indd 13 5/22/2020 2:21:35 PM Agenda Now Available Opening Keynote October 13 - 16, 2020 Online Abby Wambach The Venetian® | Las Vegas Soccer Icon and Activist for Equality and Inclusion

Real-World Education From a World-Class Speaking Faculty FEATURING Chris Havrilla Jennifer Andrew Jason Phillips VP, Head of HR Technology VP Digital HR & Global SVP, Strategic Partnerships, and Solution Provider Strategy Talent Acquisition, The Academy, Bank of America Maximize the Benefits Technology Brings to HR and Research Practice, Cisco Systems Bersin | Deloitte Consulting The success of your people — your HR department — and your organization — relies not just on using technology, but using it Jason Averbook Ravin Jesuthasan Paul Rubenstein Chief People Officer, effectively.HR Tech is where you’ll become savvy about emerging industry trends and gain valuable insight into how technology can Noted HCM Thought Leader Global Expert on Visier play a more integral role in your overarching HR strategy. the Future of Work

Josh Bersin Jacob Kramer Sarah Sheffer Director, Strategic World-Renowned AVP of Talent Acquisition Workforce Planning, 13 Educational Tracks Industry Analyst and People Solutions, Regis Corporation Henry Ford Health System DIVERSITY, INCLUSION Brad Cook John Sumser AI IN HR ANALYTICS CORE HR ... AND BELONGING Richard Lopez VP Global Talent Acquisition, Director of Diversity & Inclusion, Founder, Principal Analyst, EMPLOYEE HR TECH LEARNING/ PROJECT Teradata Dell Technologies HRExaminer EXPERIENCE HR EXECUTIVE FOR SME RESKILLING SUCCESS Brian Crane Monica Willis RESEARCH TALENT TALENT WORKPLACE Jeanne Meister INSIGHTS ACQUISITION MANAGEMENT INNOVATION Senior Director Senior Director Global HR Digital Enablement, Founding Partner, HR Operations & Technology, Medtronic Future Workplace Solar Winds See all 100+ Sessions at www.HRTechConference.com Graham Hardiman Dr. Jason Pagan Colleen Wood SVP Global Talent Solutions, VP of Human Resource and Chief People Officer, Pfizer Workforce Planning and Level Access The size of 7 Analytics, Ascension World’s Largest HR Tech Marketplace football fields And 100+ MORE! 450+ HR Technology Providers Solution Provider Sessions HR Tech Talks Startup Pavilion PitchFest Competition Live Podcasts FRIENDS OF HRE SAVINGS Private Demo Rooms And more!

Save an extra $300.00 on top of Offers valid for All-Access Premium Passes through June 19, 2020. Sponsors DIAMOND $500.00 Super Savings with Promo Code HRE300 PLatinum GOLD when you secure your all-access Premium Pass now! www.HRTechConference.com © 2020 LRP Publications | CD2004-6

HRE_June.indd 14 5/22/2020 2:21:46 PM Agenda Now Available Opening Keynote October 13 - 16, 2020 Online Abby Wambach The Venetian® | Las Vegas Soccer Icon and Activist for Equality and Inclusion

Real-World Education From a World-Class Speaking Faculty FEATURING Chris Havrilla Jennifer Andrew Jason Phillips VP, Head of HR Technology VP Digital HR & Global SVP, Strategic Partnerships, and Solution Provider Strategy Talent Acquisition, The Academy, Bank of America Maximize the Benefits Technology Brings to HR and Research Practice, Cisco Systems Bersin | Deloitte Consulting The success of your people — your HR department — and your organization — relies not just on using technology, but using it Jason Averbook Ravin Jesuthasan Paul Rubenstein Chief People Officer, effectively.HR Tech is where you’ll become savvy about emerging industry trends and gain valuable insight into how technology can Noted HCM Thought Leader Global Expert on Visier play a more integral role in your overarching HR strategy. the Future of Work

Josh Bersin Jacob Kramer Sarah Sheffer Director, Strategic World-Renowned AVP of Talent Acquisition Workforce Planning, 13 Educational Tracks Industry Analyst and People Solutions, Regis Corporation Henry Ford Health System DIVERSITY, INCLUSION Brad Cook John Sumser AI IN HR ANALYTICS CORE HR ... AND BELONGING Richard Lopez VP Global Talent Acquisition, Director of Diversity & Inclusion, Founder, Principal Analyst, EMPLOYEE HR TECH LEARNING/ PROJECT Teradata Dell Technologies HRExaminer EXPERIENCE HR EXECUTIVE FOR SME RESKILLING SUCCESS Brian Crane Monica Willis RESEARCH TALENT TALENT WORKPLACE Jeanne Meister INSIGHTS ACQUISITION MANAGEMENT INNOVATION Senior Director Senior Director Global HR Digital Enablement, Founding Partner, HR Operations & Technology, Medtronic Future Workplace Solar Winds See all 100+ Sessions at www.HRTechConference.com Graham Hardiman Dr. Jason Pagan Colleen Wood SVP Global Talent Solutions, VP of Human Resource and Chief People Officer, Pfizer Workforce Planning and Level Access The size of 7 Analytics, Ascension World’s Largest HR Tech Marketplace football fields And 100+ MORE! 450+ HR Technology Providers Solution Provider Sessions HR Tech Talks Startup Pavilion PitchFest Competition Live Podcasts FRIENDS OF HRE SAVINGS Private Demo Rooms And more!

Save an extra $300.00 on top of Offers valid for All-Access Premium Passes through June 19, 2020. Sponsors DIAMOND $500.00 Super Savings with Promo Code HRE300 PLatinum GOLD when you secure your all-access Premium Pass now! www.HRTechConference.com © 2020 LRP Publications | CD2004-6

HRE_June.indd 15 5/22/2020 2:21:55 PM HR Technology

continued from page 13 employees working from home to assess their needs, manufacturing companies have surveyed employees By Josh Bersin/Columnist prior to their shift start time to assess HR IN THE FLOW OF WORK symptoms and automate a response based on survey answers. Virtually all companies are communicating around government updates such as changes to shelter-in- place orders,” she says. One AlertMedia customer, Marquette Management, a Napierville, Building Organizational Resilience Ill., real estate property management company, is an essential business with This pandemic has 3. Resilience requires leaders who care. most employees still working. Mindy demonstrated just how brittle Resilient organizations have leaders whom people Helms, the firm’s director of HR, is our society is. A tiny virus has want to follow. using AlertMedia to stay engaged with drastically upset our lives, our Our COVID-19 Pulse of HR found that financial the company’s workforce. economies and our societies. security, health and family welfare are issues on top “We have been using AlertMedia to In a time like this, resilience— of people’s minds. If senior leaders don’t empathize send weekly inspirational messages, video the ability to adapt and bounce back—will be one of the and relate to this, your company won’t recover well. messages from our partners, fun videos most important characteristics that will help us recover. If you want to build resilience, you have to build on and surveys to keep employees engaged,” But how do we design our organizations for a basis of trust. And this means leaders who listen, care Helms says. “We want our people to feel resilience? Here are four things to consider: and respond. Companies such as Unilever, Salesforce, supported and are using AlertMedia as Wegman’s, Novartis, Nextdoor and IBM understand an engagement tool to stay in touch with 1. Resilience demands distributed control with this and created business models around empathy and employees who are working from home.” centralized coordination, not centralized control transparency. Their CEOs “walk the talk.” Helms explains that not all of the with distributed execution. Empathy for your customers, communities, company’s employees have computers, In order to prepare for the unforeseen, the employees and their families goes a long way. Certainly, so they are using their mobile device to military branches have developed highly trained, it’s a more emotional way of thinking about business stay connected. distributed teams that are enabled and empowered leadership, but in a crisis, empathy must be a top priority. “AlertMedia is important for us by coordination and data. We need to consider such a One more thought: You can’t fake empathy in times because we can connect with our team model in HR. like this. Companies that sincerely care will respond members via any channel,” she says. Traditional HR was seen as a low-cost, high-value faster than those who don’t. Another customer, Metro Diner, one service function—one that responded to employee of 2,000 companies using AlertMedia needs and delivered services at scale. This is not 4. Resilience thrives in a community, not just to manage emergency communications the optimum model in a crisis. We need to distribute an organization. authority fast, make sure teams have the capabilities The most resilient, adaptive and high-performing needed and coordinate the response. companies are made up of people who know each Early this year, the senior executives of a global other, like each other and support each other. retailer heard from HR leaders in Italy and China that In the military, soldiers are trained to look out for they were letting employees go because customers fellow soldiers (“Nobody will be left behind.”). How were not patronizing the stores. The company many of us have a battle buddy at work? empowered local teams to shut down operations and Decades of management philosophy have quickly shared this firsthand information so others ignored this need. Remember the forced rankings could act. and the Peter Principle models? These approaches As the military has learned, we only win wars pitted people against each other and created when the people on the frontline are well-trained, internal competition. experienced, coordinated and supported with Now we need a sense of oneness. We need to know ammunition, backup and data. Think about this in the each other, speak up and discuss problems, and have context of your HR transformation. a family-like sense of belonging. Certainly, companies aren’t families (we do lay people off), but when there 2. Resilience demands high quality, real-time data. is a sense of collective culture, a company can adapt Facts, detail and real-time data matter. We can’t quickly. “When employees respond to a crisis if we don’t know where it is, how fast When I visit companies, I always observe how it’s spreading and can’t separate truth from speculation. people behave. Are people nice to each other? see their safety In recent months, we’ve seen what happens when Friendly? Respectful? Do they talk or wait for the boss facts are not forthcoming or are obfuscated. In a to talk first? and wellbeing company, you can’t afford to operate without complete Sure enough, in the highest-performing companies, is prioritized by transparency. In order for a “coordinated attack and I always sense a feeling of “we know each other” and response” to take place, accurate, real-time data is “we know how to work together.” Such social bonds the organization, critical. are vital. I recently talked with people analytics experts Ultimately, building resilience in our companies is employee morale, who had created real-time dashboards to inform coupled with liberating the innate resilience in each managers where employees are located, where the of us. When we give people adequate pay, healthcare, retention and virus is spreading and where travel is prohibited. On an safety and security, they can adapt and grow. employee level, managers knew who was working from productivity home, living alone and might be at risk so programs Josh Bersin is an analyst, author, educator and increase.” and decisions could be appropriately tailored. thought leader focusing on the global talent market and Such analytics are critical to resilience. If you the challenges and trends impacting business workforces — Alex Vaccaro, haven’t invested in this infrastructure yet, please do it around the world. Send questions or comments to now. [email protected]. AlertMedia

16 Human Resource Executive®

HRE_June.indd 16 5/22/2020 2:21:56 PM in the time of the COVID-19 pandemic, “People want to know how the is communicating with furloughed employees. The Florida-based company is responding, what resources restaurant franchise is sending daily messages to their team of nearly 5,000 are available to them while they’re who have been furloughed due to locally mandated closures. They have remote and how policies might change provided their people direction on how to file for unemployment, how to apply once the country opens up.” for grants, and how to take advantage — Josh Zywien, Paradox of the many benefits still available to them including free meals. “AlertMedia has allowed us to stay “People want to know how the “Giving employees a tool—like in touch with our people – people who “The thing employees crave most company is responding, what resources an AI assistant—where they can get mean a lot to us,” says Hugh Connerty, during situations like this is clear, are available to them while they’re quick answers to common questions co-chairman of Metro Diner. consistent communication,” he says. If remote and how policies might change is a simple step that can go a long “To create a great place to work, employees are furloughed or have to once the country opens up and we start way toward ensuring everyone feels you need to create a safe place to defer compensation, they want quick to go back to work in offices,” Zywien informed and engaged,” Zywien says. work,” Vaccaro says. “Employee safety answers about what this means for says, adding that, while HR, talent teams “And what could be more important has to be at the top of HR’s agenda in them. Also, if they were in-cycle for a and hiring managers can certainly during this current crisis?” order for any other HR initiative or promotion or a new job in the business, answer a lot of those questions on their program to achieve its full potential.” they want to know the impacts—and own, it’s not particularly efficient for Send questions or comments about the next steps. repetitive FAQs. this story to [email protected]. Paradox Even during a raging pandemic, there are employers in talent acquisition mode. Some of them are turning to Paradox, a Scottsdale, Ariz., conversational AI PEOPLE SIDE OF DIGITAL By Jason Averbook/Columnist platform vendor that recently launched Virtual Hiring Events to meet pandemic- specific recruiting needs. Built around Paradox’s artificial intelligence assistant Olivia, the new product enables employers to quickly and easily create a virtual event and The HR Book on Coronavirus engage with people directly in a simple, chat-based environment, according to Josh Zywien, chief marketing officer. HR is part of the history book the vehicle to help people get through something, “Development on Virtual Hiring and we’re part of writing the In the old world, a new hire had humans with Events accelerated after an increase next book, all at once. whom to interact face to face, eye to eye, to walk in client requests brought on by travel That’s a fascinating them through the culture and compliance aspects restrictions and social-distancing intersection, and one that of onboarding. In the new world of work, we need requirements,” Zywien says, noting should have all of us thinking to make sure that experience—a moment that really that brands such as CVS Health, about mindset. The concept of mindset may sound soft matters—comes to life in a digital format. This is McDonald’s, Unilever, Procter & or abstract, but in the world in which we are now living, where the concept of journey is so important. You can Gamble, Intel, Wendy’s and Aramark it’s the single most important component of driving not almost think of it like Process + Human = Journey. are Paradox customers. only digital success but business success overall. Taking it one step further, journey is the equivalent Zywien explains that Paradox As a business owner, one of the most fascinating of digital. clients are experiencing challenges things about the pandemic and its global impact is Onboarding also needs to become virtual, which they’ve never seen, which forced the that there is no book written about this situation. For means we need to think about how to flow routings in company to think about new ways to example, in finance, if we want to find out how to do the organization, how to train people on what it means add value. He explains that, while many accounting, we’d read a book. If we wanted to learn to work in the organization, how to emote values and companies have frozen hiring, many about HR policy, we’d look in a book. culture in a virtual way—and how to get things done. others are still actively hiring—and But when everything stops, when everything shuts All of this needs to be designed to be virtual. even the ones that aren’t still want to down, when work changes overnight as the world keep candidates engaged. changes overnight—there is no book written for that. Writing the New Book: Performance Another “We’re proudest of the flexibility of our So, when we think about mindset, combined with process that’s so important: How do I measure product to help clients adapt to challenges what I just said, the most important thing for us all to performance? Let’s really think about this for a second. they’ve never seen before,” Zywien says. remember is that we are writing the book. Right now, This is one of those HR processes of old that requires For example, one of the nation’s we are all writing the book together. massive unlearning. Up until now, we have been largest healthcare companies—a Let’s think about that book, taking just three of our measuring performance tied to the book that was used company facing a massive hiring spree— normal people processes and exploring how they’re when everyone was a union employee, everyone was worked with Paradox to build automated changing: onboarding, performance and governance. hourly, when we tied performance to compensation. candidate capture and screening We don’t do that anymore. mechanisms to help displaced hospitality Writing the New Book: Onboarding Onboarding In the now of work, we need to measure how workers find a new job quickly. must now be thought of as digital-first, and virtual. people are feeling, how they’re doing in their work and Another customer, a large Will people still go “to” an office in the next normal? understand exactly where they are, what we can do to professional-services firm, used the Possibly. Will workers still go “to” work, depending on help and how they’re feeling about their specific work. firm’s AI assistant to help current their white collar or blue collar? Possibly. When we flip our mindset in this way, a rating isn’t as employees affected by shutdown The one thing we know for sure is that, in our important. A rating is not reality. We need to shift from industries like hospitality find jobs respective organizations, people will continue to work. the world of rating to the world of reality, realizing that within other areas of the business that Therefore, we need to develop processes, capabilities our workforce is different than it’s ever been before. were hiring, such as healthcare. and journeys. More important than ever, journeys are continued on page 18

June 2020 17

HRE_June.indd 17 5/22/2020 2:21:57 PM HR Technology Changing Tech Dynamics in Asia and Beyond Ray Wang, HR Tech Festival Asia keynoter, provides insights on the global future of HR tech.

This article was originally published on and how it is helping HR teams get the future of HR HRE’s sister site hrmasia.com. It has most out of their staff, and themselves. technology and been updated and lightly edited Originally scheduled for May 12-13, the what is getting event will now take place Sept. 29-30 at him excited at R “Ray” Wang (pronounced the Suntec Singapore Convention and the moment. WAH-NG) is well-known across the Exhibition Centre. Right now, he is most closely watching technology and start-up hub of Silicon the application of machine learning and pay them appropriately, or we were Valley. With a 30-year career across The Key Question on Tech artificial intelligence around the world. supposed to calculate benefits a certain software, consulting and business Wang says much of the application “It’s really transforming how work’s way,” Wang lists as common scenarios research, his analysis of workforce trends of workforce technology comes down to going to be done and how insights are that a well-considered examination and technology advances is sought one question: “Can a work process be being delivered to democratize decision- of data can help an organization get after from business leaders across augmented with technology, or should making across the organization,” he ahead of. “Also, if you’ve got CSR that broad spectrum, and he has some it be automated because humans are tells HRM Magazine Asia. initiatives that you’re trying to go after, unique, data-backed ideas on workforce actually not very good at it?” he asks. “All In particular, he’s looking forward algorithms can help you know where management in the digital age. those kinds of things come into play.” to AI’s potential to create digital you stand in terms of your organization That’s covered in great part across Wang considers his five years feedback loops—networks that allow and compliance.” his A Software Industry Insider blog, with Forrester Research to be vital organizations to think about what’s which is a must-read in Silicon Valley to his realization that a wide range of next, he says. Singapore-Bound and beyond. From the sprawling stakeholders participate in every HR- “This could be used to improve Wang says he is looking forward campuses of giants like Facebook, technology decision. anything from figuring out which to sharing some Asia-specific insights Google and Amazon, to the start-up “While I was there, I started to employees should be given more during the Singapore event. businesses still based in the garages of understand how clients view the world, training, more opportunities to “I’ll be talking about the changing hopeful founders (and their parents), how vendors view the world and, most be promoted or which employees dynamic that’s happening in Asia Wang’s observations, advice and insight importantly, how partners view the actually need more motivation or more right now,” he says. “People like to are part of the unseen infrastructure world,” he says. “Looking at it like a incentive so they’re more aligned with talk about the war for talent, but I like keeping the U.S. technology industry three-legged stool is really how we try a particular organization and what’s to look at it a little bit differently. All constantly evolving and growing. to help everybody. actually happening,” he says. across Asia, the skill sets for the future Wang is also a prominent and “You typically have these “Artificial intelligence is playing a are being built. dynamic keynote speaker, delivering technology scenarios where the huge role in terms of creating these “Every company and every addresses at the biggest tech customer is trying to solve a problem, opportunities for organizations, but we university’s playing its role and, along conferences around the world, as well partners are there to help him out or must also apply design principles for the way, employees are learning from as in more intimate executive settings a technology vendor is trying to help,” digital ethics for the sake of humanity.” each other.” such as the annual World Economic he adds. “And somewhere in between Most recently, Wang says, these Forum at Davos in Switzerland. all that, you get to the answer.” applications have been used to great Still on his 2020 calendar despite effect in regulatory and compliance HR Tech Festival Asia will be held the coronavirus disruptions is the HR On the Horizon efforts for complex organizations with Sept. 29-30 in Singapore.Visit Tech Festival Asia, where Wang will With such a rich history of large numbers of employees and projects. hrtechfestivalasia.com for more be delivering a keynote address on experience and continuing analysis, “Oops! It turns out we hired information. the state of the technology industry Wang frequently gets asked about the people under the age of 18 and didn’t

continued from page 17 Writing the New Book: Governance and we will still need specialists. already struggling with as an HR opportunity we’ve ever had before. I want to talk about the concept of But more important than these function. In this coronavirus era, we Let’s not squander it as a community, getting organizations aligned, a new specialized siloes is consistency: in get a reset, a chance to start fresh. And as an industry and as a family. approach to governance. In today’s workforce experience, journeys and once again, the book isn’t written. This world, more than ever, mindset needs communication, as well as how HR is our opportunity to write the book. Jason Averbook is a leading analyst, to be created. Whether it be from delivers service, gets things done Every single person in the HR thought leader and consultant in the the top or with the top, it needs to be and answers questions. It all needs function should be working together area of HR, the future of work and created in a way that aligns the HR or to be consistent, coherent and, most today to write their book. Write the the impact technology can have on people leadership team, where It is importantly, coordinated. book that works for you and for your that future. He is the co-founder and coordinated and where it is focused. We have an opportunity to organization, the one that’s going to CEO of Leapgen, a global consultancy The days are over where we can write a new book when it comes drive the success of your business. helping organizations shape their future run HR and the people function in a to onboarding, performance and It’s scary when there’s no book. But, at workplace. Send questions or comments siloed manner. We still have specialists governance—three things we were the same time, we have the most amazing to [email protected].

18 Human Resource Executive®

HRE_June.indd 18 5/22/2020 2:21:58 PM Benefıts

The coronavirus pandemic finds more employees struggling—and employers playing catch-up in the rush to help. BY KATHRYN MAYER A Turning Point for Mental Health he coronavirus pandemic has put a spotlight on mental health like never before, with a slew of startling statistics revealing the effects of the crisis: The majority of employees say they are dealing with some type of mental health issue as a result of the pandemic. Many are scared about their physical Thealth, their childcare responsibilities, new realities of social distancing and remote work. Financial stressors are sky-high, with employees worried about losing their jobs, having less money or seeing their 401(k) balances drop. The vast majority of employees say it’s the most stressful time of their career—even more stressful than major events like Sept. 11 and the 2008 Great Recession. “It’s difficult for the most resilient of us right now. And for those who Anne Richter, a health management organization, were often bogged down and how they affect employees, are vulnerable in any number of ways, consultant at Willis Towers Watson. with other administrative tasks and experts say companies need to step up it’s that much more challenging,” Some employers were focused on a competing priorities, while meaningful and take a hard look at gaps or flaws says LuAnn Heinen, vice president of full spectrum of wellbeing, including change to address the issue was slow to in their coverage. But as employers wellbeing and workforce strategy at emotional, financial and mental, she catch on. turn to new programs and start to the Business Group on Health. “Those says, but many fell short when it came And while mental health has been shift their culture as a result of the who have been struggling with mental to helping employees with such issues gaining employer attention in the last new environment, will things change health conditions are significantly as anxiety, depression and stress. couple of years, with more noticing permanently? disadvantaged with COVID. There are Those shortcomings ran the gamut: its dramatic impacts on employees new stressors, family stressors, work— a lack of resources offered; lackluster and many broadening their views of Flaws in the System all of that and everyone adjusting to a communication workplace wellbeing as a result, the Mental health coverage has been new reality. It’s very difficult.” about existing changes were not widespread before a rising employee benefit for the last But as a record number of employees offerings; and a the pandemic hit. couple of years, industry experts say, look to their employers for help, the near-unanimous “We already had high rates of often landing on lists of top areas of situation is revealing a startling fact: view that the depression and anxiety, as well as stigma focus for employers. Still, despite a Many employers did not have the subject was and access problems that prevented rallying cry from many experts—and benefits, programs or culture in place too taboo for many from getting care,” Heinen says. employees who increasingly asked to adequately address mental health the workplace, “And now all that’s compounded. It’s a employers for help—a lot of companies concerns even before coronavirus. insiders say. HR really dramatic situation.” were slow to make it a priority. “In many ways, it’s shining a departments, With the coronavirus pandemic While almost all employers believe light on flaws that existed before often viewed as putting the spotlight on a growing improving mental health in the we knew about COVID-19,” says LuAnn Heinen the heart of the number of mental health conditions workplace is good for their business, 17%

June 2020 19

HRE_June.indd 19 5/22/2020 2:21:59 PM Benefıts

acknowledge not offering any resources Specifically, only 13% of companies Apps from third parties that focus “Then I have other employers who say, at all, according to a survey of 1,379 U.S. provide on-site stress-management on and promote different areas of ‘That’s not really our thing. We have a business decision-makers, including HR programs, and just 11% provide mental health, from meditation to sleep workforce that will likely be here maybe and benefits leaders, from Transamerica mindfulness or meditation benefits, to emotional resiliency, have helped fill for two years, tops, and then they’ll Center for Health Studies. Results were according to the latest available data the gaps in recent years, though some move on. We have high turnover; we’re released in December. from the Society for Human Resource employers were hesitant to invest in not going to invest in our employees.’ ” At a striking rate, employees, Management. While employee-assistance those resources. That’s especially prevalent in too, feel coverage is missing: 65% programs have largely been the mental “I have clients I work with that industries like retail, she says, where of workers say they don’t feel their health benefit of choice for employers, have a vast array of resources—apps, many companies experience 40%-45% employer offers benefits or programs only 79% of companies offer them. And, vendors, programs, communication employee turnover year-over-year. that help support or improve their for the most part, utilization is low: channels—all aimed at building Communication about mental mental wellbeing, according to MetLife Usually less than 10% of employees use emotional resilience that you would fall health benefits or offerings has lagged research just released in April. EAPs, according to SHRM. back on in times like this,” Richter says. as well, resulting in workers who have no idea what kind of help their employer provides. For instance, 55% of employees said their employer did not have, or they were unsure if their BEYOND BENEFITS By Kathryn Mayer/Columnist employer had, a specific program, initiative or policy in place to address mental health, according to Unum research from last year. EAPs, for instance, aren’t a benefit mentioned during annual enrollment because employees don’t need to reelect them as they would health insurance, It’s Time to Walk the Talk Richter notes. So, without significant reminders from employers, most The last several years have other mental-health issues. Or about how childcare employees don’t remember such been a big boon for employee responsibilities and social distancing are putting more programs or even know they exist. benefits. The market was hot, pressure on us. We all know it because we’re all living One of the biggest shortcomings new and unique offerings were through it. And this doesn’t even touch upon employees’ in employers’ mental health efforts plentiful, and tech was making physical health woes—those of us who catch the virus was being unprepared, unequipped or it easier than ever to embrace perks and deliver them and need medical care and coverage or time off and simply reluctant to address the issue. to workers. We saw a rise in enviable benefits that went employer understanding. To sum it all up: Support is Just 25% of managers in the U.S. have beyond health and retirement coverage: from generous needed, maybe more than we’ve ever seen, and some been trained in referring employees to caregiving and family-friendly policies to student-loan employers are answering the call. mental health repayment and free tuition. Unemployment was low, A handful of companies are offering extra paid time resources, and competition for jobs was fierce and most employers I off for those who are sick or self-quarantined, waiving more than half spoke to about strategy said improvements and additions telemedicine copays, and expanding childcare support of people are were often the result of competing in a candidate-driven and caregiving leave to help family members who are unsure how market. sick with the virus. Others are offering employees one- they would help What a difference a pandemic makes. time financial assistance payments to help. a colleague who As the coronavirus outbreak radically changes every Many more have ramped up communication, eager came to them aspect of our world and our economy, it also affects to tell employees about the offerings they already have with a mental employee benefit strategies. With new financial strains available, from telemedicine to financial wellness to health issue, as a result of the pandemic and the need to compete childcare benefits. It’s a smart and needed move. according to for talent out the window for now, just how much will Employers everywhere talk about putting employees Kathie Patterson Unum. employee benefits be shaken up? first, prioritizing their health, wellness and happiness. “[One] crack Some employers are dropping or decreasing coverage But what do HR and corporate leaders—and individual in the system we’ve struggled with as a way to cut costs—frustrating to employees, yet managers—do during a crisis? That’s when HR and previously is this notion that, when it understandable from a business perspective. Initial benefits leaders need to put their money where their comes to issues like mental health, the research from consultant Pearl Meyer, for instance, mouth is. onus is on employees to navigate and found that 6% of companies so far have reduced or Ally Financial’s CHRO Kathie Patterson made the figure it out themselves,” says Reetu eliminated employer contributions or matches to their case to me recently when I interviewed her about Sandhu, a manager at the Limeade retirement plan, and 16% are considering doing so. Other her coronavirus strategy. Part of her strategy has Institute, which conducts research experts predict more companies will follow suit not only been relying on benefits to help workers: rolling about wellbeing. “This comes from with 401(k) matches, but voluntary benefits and even out new benefits—among them a $1,200 financial- these old-school perceptions like, ‘That employer-sponsored health coverage. assistance payment for workers—improving others and sounds like a personal problem,’ or, “Industries that have been hit hard by coronavirus communicating existing benefits that can help. ‘Leave your personal issues at the door.’” are looking for every means possible to stay afloat,” Our employees are struggling,” she told me. “As a Kathie Patterson, CHRO at Detroit- says John Lowell, an Atlanta-based partner with October company, we say we like to demonstrate a high degree of based bank Ally Financial, agrees. Three Consulting. “While matching contributions have care. This is the moment you’ve got to walk the talk.” “We have not created an become customary in many U.S. companies, these It’s easy to make a business case for robust benefits, environment where we talk about companies are considering them a luxury that they rewards and compensation in a strong economy and a this openly,” she says, adding that cannot currently afford.” hot job market when employers are competing for the employee mental health has long been But even employers that find themselves in cost- best talent. It’s much harder to do so during an economic “one of the most undiscussable items” cutting mode know that they are in a unique position and health crisis, but it’s far more important to support for employers. “When you look at the to help employees during trying times. Many are employees in times like these. Are you answering the call? statistics of employees who have some turning to employee benefits as one of their coronavirus type of challenge, whether anxiety strategies—as a way to help workers through what the Kathryn Mayer is HRE’s benefits editor and chair of the or depression, it was just something vast majority of Americans say is the most stressful time Health & Benefits Leadership Conference. She has covered people don’t discuss.” of their career. benefits for the better part of a decade. She holds bachelor’s Meanwhile, many employees don’t I don’t need to go into all of the startling statistics and master’s degrees from the University of Denver. She can feel comfortable speaking openly about about sky-high rates of anxiety, financial stress or be reached at [email protected]. their mental health struggles. Even

20 Human Resource Executive®

HRE_June.indd 20 5/22/2020 2:22:00 PM if they do feel comfortable disclosing Professional-services firm PwC coffee giant now provides all U.S. an issue, 47% who do so have introduced wellbeing coaching sessions employees—and their eligible family experienced a negative consequence, where employees can reach out to a members—access to 20 sessions a Limeade research finds. That finding professional coach to discuss anything year with a mental health therapist or Starbucks is also encouraging demonstrates a “major flaw” in that may be causing them stress. coach through provider Lyra Health, at employees to use resources it already employer mental health attention—lack Starbucks rolled out therapy no cost to the user. Sessions can be in offers, such as Headspace, a meditation of trust, Sandhu says. benefits for its workers in April; the person or via video chat. and mindfulness app that was rolled “Historically, it hasn’t just been a taboo subject within the workplace, but it has been a taboo topic in our society in general. So, leaders or employers may have not known how to address mental health,” she says. “It’s been all too often pushed under the rug. Now, however, we are starting to evolve and Attract, engage and retain recognize the importance of talking about and sharing these types of human experiences and supporting the with a voluntary benefi t whole employee.” Employers Rush to Help The pandemic has created a sense of that’s a breed apart urgency for employers to add resources and catch up quickly, as experts point HR professionals report a 32% boost in employee out just how widespread mental health issues are and as employers begin to attraction, engagement and retention from see the effects stress and anxiety have o ering pet health insurance as a voluntary benefi t.* on their workforce. Richter says the amount of calls she’s been fielding from employers asking about adding or enhancing mental health resources has been “overwhelming.” “They are obviously very concerned about the distress that their employees are sharing with them, and they have a desire to help minimize that distress, so they’re looking at programmatic alternatives, whether it’s EAPs or communication, or how to push information to them,” she says. Many companies have quickly pivoted to adding resources. Some 53% of 256 employers surveyed by the National Alliance of Healthcare Purchaser Coalitions reported providing special emotional and mental health programs for their workforce because of the pandemic. Virtual care, apps and EAPs are all on offer. “Employer-provided mental health resources have always been important, but many organizations are now realizing the direct benefits these resources can have on their employees,” Limeade’s Sandhu says. Target, for instance, added online resources to help employees improve their wellbeing. While workers at the retailer already had access to five counseling Adding Nationwide® pet insurance to your company’s benefi ts sessions in their package is an easy, no-cost way to stand out in a competitive EAP, employees job market. See the paw-sitive employee impact for yourself. now are getting a year of access to resources Start o ering Nationwide pet insurance today. from provider Big Health: petinsurance.com/hrexec • 877-263-5995 Daylight, its *Source: 2018 Nationwide/Human Animal Bond Research Institute (HABRI) study Reetu Sandu website and app Underwritten by Veterinary Pet Insurance Company (CA), Columbus, OH, an A.M. Best A+ rated company (2018); National Casualty Company (all other states), Columbus, OH, an A.M. Best A+ that aim to help rated company (2018). Agency of Record: DVM Insurance Agency. Nationwide, the Nationwide N and Eagle, and Nationwide is on your side are service marks of Nationwide Mutual Insurance users navigate stress and worry; and Company. ©2020 Nationwide. 20GRP7411_HREXEC Sleepio, its app that provides tools to improve sleep.

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out as a benefit in January. Now, more evidence-based mental health support Compelled to support employees who than 68,000 employees are using it. “It has never been bigger.” are struggling in a new way during the really cleanses and settles the mind, Overall, employers are, in a way, pandemic—on top of the employees [especially as] we’ve been dealing going back to basics, Limeade’s who already had mental health issues— with COVID,” Starbucks regional vice Sandhu says. they’re encouraging openness and employees. That was always a little part president Camille Hymes said in early “In our current circumstances, asking managers to lead with empathy. of our benefits strategy to begin with, May during an Instagram Live video. where we are forced into a “Now, businesses are checking in but nowadays, it’s even more critical,” “People have worries and fears—and position where we go back to the and asking colleagues how they are she says. it’s all normal, and we recognize that. fundamentals—like taking care of doing, as well as lending a helping A lot of her strategy has been training And we want to make sure they have each other and treating each other hand to offer care and support during managers, encouraging empathy and an outlet for it.” like human beings—we realize that this time,” Sandhu says. “This has been support, and giving employees tips on Other employers that didn’t have the stuff that maybe used to be viewed a valuable lesson.” how to cope. “We’re working on helping EAPs before are quickly looking into as extra or nice-to-haves, like mental Willis Towers Watson’s Richter people understand they are going adding them, Richter says. health, is absolutely necessary and adds that employers are learning through a grief cycle; [they’re] going Meanwhile, Headspace says it’s foundational,” she says. “Simply put, that regular support—check-ins, through a loss,” Patterson says. “[So seen a 400%-plus increase in requests mental health and our fundamental asking how employees are doing, and we’re saying], ‘Here are some things from companies seeking support for human needs are no longer aspects of showing empathy and support from we know about grief to help [you] build their employees’ mental health since work that can be deprioritized.” direct supervisors or team leaders, [your] awareness around it,’ and we’re mid-March. Big Health cites that for instance—is “just as powerful as a doing education and workshops for same triple-digit increase in employer Changing Workplace Culture program or EAP or an app.” leaders to think about how they can be interest in the same timeframe. Both A majority of employers that add “Those things, the one-on-one more supportive.” firms are offering their products free or make changes to resources in connection, are just as important,” she Although the pandemic is casting to employers for a limited time to help response to COVID-19 will likely do so says. “Before you get down to business a light on what needs to be done now, during the pandemic. long-term, many experts predict. That and discuss things, you ask how in a tumultuous environment, many “Even at the best of times, access especially might occur if employers they’re doing. It used to be a formality. hope the changes are here to stay even to effective mental healthcare is a get positive feedback from employees It’s a very important thing and we when things reopen and life gets more challenge,” says Peter Hames, Big who stay healthy, more productive and cannot discount it.” or less back to normal. Mental health Health co- tend to have better morale as a result. Ally Financial’s Patterson says issues and stress were already on founder and Beefing up communication about while the company had mental health the rise among employees before the CEO. “With available benefits offerings also stands resources on offer, the pandemic pandemic, and they certainly won’t just stay-at-home to be a permanent move. has caused her—and other company disappear post-pandemic, experts say. orders and But perhaps the biggest change leaders—not only to talk about “This has forced us to make telehealth that may become permanent is simply employees’ problems and stresses changes and to make it OK to talk providers making it OK to address the issue, more, but to think about how to help about struggles like these,” Richter overwhelmed, industry experts say. Many employers in a new way. Part of it is about being says. “I hope it doesn’t change for just right now the that had unspoken policies to not talk more open, she says. this tiny bit of time.” gap between about or address employee struggles— “Moving to a broader understanding the need for with the exception of pointing them to around wellness got us thinking about Send questions or comments about Peter Hames and provision of an EAP—are now changing their tune. how we provide mental support for this story to [email protected].

HRE_June.indd 22 5/22/2020 2:22:02 PM Leadershıp

adding that the taskforce created FAQs for leaders with answers based on the company’s values. Since then, she says, Atkin has made weekly videos for all staff focusing on the status of the company and healthcare industry and how employees can take care of themselves. HR hosts an online weekly call with leaders to deliver coronavirus facts and address leaders’ questions. Executives also join 30-minute video calls three times a week and complete new leadership training modules on building trust, setting goals and monitoring employee performance in a remote environment. “Leaders needed to change their expectations for employees around how work got done,” Streitmatter says, adding that for some, the definition of success changed from the amount of time employees spent at work to the quality of their output. “Our biggest issue is how to help employees balance their need to take care of their family concurrently with the need to take care of our customers.” How Do You Want to Be Remembered? Some HR professionals serve as the conscience of the leadership team, says Beth Bovis, partner, senior leader, leadership change and organization practice at Kearny, a global management consulting firm. She says many HR professionals are coaching leaders in this new Leading Leaders in a dimension: How do you want customers, employees and the communities you serve to judge your behavior in this leadership moment? Most are sharing best practices with leaders like structure their office hours, schedule open time for staff conversations, check in with direct reports and avoid checking emails or New Remote Reality multi-tasking during conference calls. Bovis tells the story of a CEO HR is lending its ack in January, Greenway them of how the Tampa, Fla.-based who visited one of his open facilities. Health (Greenway) company has survived hurricanes Employees stood six feet apart from expertise to help assembled a taskforce of by enabling employees to work from each other in the parking lot while the leaders make the cross functional company home and encouraged them that the CEO used a megaphone to conduct a leaders to address the company’s recently tested technology town-hall meeting and thank them for shift to managing potential dangers of the would support its total workforce in a coming to work. coronavirus (COVID-19) remote capacity for an extended period She says one of the CHRO’s key remote workers. for its 1,500 employees and of time. challenges is convincing leaders to organization. At the time, Many HR professionals, some of escape the “tyranny of the urgent,” one-third of its workforce whom have never worked remotely for a concept introduced in Charles BY CAROL PATTON Bworked remotely. more than several days, are helping Hummel’s book of the same name that “[HR] started getting them company executives and managers lead addresses how critical matters can comfortable with all the what-if their entire workforce from home during crowd out what’s really important. scenarios, what COVID-19 means this pandemic. By relying on their own “You’ve got workers with kids at to them and how they would lead,” coaching, training and communication home who may need to work outside explains Michele Streitmatter, chief skills, HR leaders are motivating and the normal 9 to 5, which creates transformation officer at Greenway, a teaching their bosses and peers how to stress,” Bovis says. “Leaders need to health information technology vendor. quickly adapt to a new world of constant create flexibility for folks. That’s what “You can’t expect leaders who never change, anxiety and innovation. CHROs are struggling with—what even worked themselves remotely or To undertake that effort, one of the kind of interventions will help manage led remotely to lead remotely.” first conversations taskforce members this so the level of anxiety and wellness The company’s CEO, Richard Atkin, at Greenway focused on was the in the organizations is managed.” VP of Marketing Marissa Carlson and company’s values. Streitmatter led the effort by speaking “[We] pulled out our values like A Sense of Normalcy with the organization’s top 30 leaders employee safety and created a set of With nearly 4,000 global personally and in a group setting. They guiding principles that we could use employees working remotely, HR built up their confidence by reminding for this situation,” says Streitmatter, at SEI is helping leaders focus on

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employee psychological safety, says the concept of “situational humility,” leadership’s management style, build employee trust in a remote Colleen Stratton, head of workforce she says, explaining that leaders are understanding how their employees work setting, says Stratton. HR even development at the global financial learning to feel comfortable about are best managed and then modifying arranged to have a special office chair services and technology firm. not knowing the answer to every their style to get the best out of their moved to a leader’s home office to “We put together a microsite with employee question. “We‘re also staff. As an example, Stratton points to enhance his comfort level working resources for leaders and employees trying to put dates to things, even high achievers. Their boss can make remotely. [about] benefits information and if those dates move. It’s creating a them feel good by asking them what But above all, the company focuses referral programs,” she says, adding sense of a timeline that people can they accomplish each day. on communication. CEO Alfred West, that HR is asking leaders to chat with attach to.” HR also trained leaders on how Jr. updates the entire workforce about staff about their physical safety and The same team is also reminding to virtually spot signs of employee the pandemic and company’s status emotional wellbeing. leaders to apply a three-year-old stress and use various technologies three times a week via email. HR’s four-member learning and program that plays to worker to mitigate that risk; SEI will soon Senior executives also use video development team also introduced strengths. It focuses on the launch online classes on how to conference several times each week

HR LEADERSHIP By Eva Sage-Gavin/Columnist

Pambianchi, executive vice president and chief human resources officer of Verizon, put it: “While the Collaboration and Compassion current pandemic has been the impetus for People + Work Connect, we expect this type of collaboration to Biz Stone, co-founder of that the crisis meant they could use each other’s wise become the norm going forward.” Twitter, coined one of my counsel more than ever. This effort came down to seven women favorite thoughts: “When you During the meeting, executives spoke from building on each other’s ideas, changing the way hand good people possibility, the heart about what they and their people were businesses collaborate on talent around the world. they do great things.” In my experiencing. As some lamented potential layoffs, People + Work Connect is addressing workforce decades in the work world, others were in industries struggling to fill their needs from the frontline to the executive level. By I might even say they do “amazing things.” In my newfound demands for workers during COVID-19. the end of April, we had well over 100,000 jobs in CHRO roles in consumer and technology companies, It didn’t take long for the group to do the math on play. A diverse group of companies—from Baxter I’ve coached teams who have astounded me with their supply and demand—and realize companies could and Frito-Lay to Nordstrom and Marriott—are dedication, drive and results. band together to help their people and to ease some onboarded. As I speak to CHROs and CEOs about the human rather urgent business needs. Within 48 hours, we Lisa M. Buckingham, executive vice president toll of COVID-19’s economic impacts, I see that built a steering committee. We held briefings and and chief people, place and brand officer for Lincoln many of them feel their people’s pain. I believe that sought input from 1,000-plus senior human resource Financial Group, put it well: “A small group of compassion makes them better leaders. And I saw that and business leaders, and public sector officials. CHROs came together because we share a passion compassion, along with swift action, with the launch of Then, in just two weeks, we stood up a free, B2B for making sure that we—and the companies we the People + Work Connect platform, just a little over a platform that is helping put people back to work. represent—are remembered for addressing this month ago. More than 700 companies expressed interest in North tough moment with compassion and a sense of America alone. responsibility that transcends the business we do Designing a New Standard for Cross-Industry Here is how a couple of senior HR leaders from every day.” Collaboration global companies describe the impact: I want to recognize the group that took the People + Work Connect is an Accenture-designed kernel of an idea and is changing the HR and employer-to-employer platform, co-created with Donna Morris, chief people officer, Walmart: business world so very rapidly: Accenture CEO CHROs from Lincoln Financial Group, ServiceNow “Walmart is committed to helping put Americans to Julie Sweet; Accenture Chief Leadership and and Verizon. It connects organizations that need work, while also helping better serve our customers Human Resources Officer Ellyn Shook; Accenture more workers with companies that are having to lay during this unprecedented time. We’ve set a goal to Senior Managing Director Gloria Samuels; Lincoln off or furlough workers. Created to help keep people hire 150,000 new associates by the end of May and, Financial Group Chief People Officer Lisa M. employed during the pandemic, the platform is meant right now, we’re adding 5,000 people every day. We’re Buckingham; ServiceNow Chief Talent Officer Pat to lessen the economic stress so many workers thrilled to be a part of People + Work Connect to help Wadors; Verizon Chief Human Resources Officer and companies are experiencing. From consumer us continue finding great talent to add to our team.” Christy Pambianchi; and myself. I’m proud to work goods to manufacturing roles to engineers, People + with these women and our amazing teams, and I’m Work Connect is designed as a business-to-business Jeanne Mason, senior vice president, Human proud of what we’ve made happen for the work connection to help get people to work fast and to Resources, Baxter: world in a very short time. exchange knowledge with HR professionals globally. “Our essential medical products are being used People + Work Connect is just one example of What is most inspiring is how the efforts of a few by healthcare professionals on the frontlines of this where I believe our field is headed—to a future that human resource, technology and business leaders pandemic. Intense demand for our products is creating is wiser, more collaborative, more compassionate. can create good for so many. Pat Wadors, chief talent additional employment opportunities—800 in the U.S. And that mix, in my experience, has always led to officer at ServiceNow, put it well when she shared: alone. We look forward to collaborating with People amazing results, for people and for the business. “I’m so grateful that curiosity has sparked new ideas in + Work Connect to help us find talented, passionate Be well. We have an uncharted journey before the midst of crisis. Working together, we are stronger individuals to join our Baxter team.” us, but we’re all in this together. And some of the and more creative than when we’re alone.” As seasoned leaders, I know you are feeling the heft most amazing solutions have come from times of As the solution took shape and continues to evolve, of responsibility on the shoulders of these executives— uncertainty. it has been a reminder of what a powerful force for and possibly on your own shoulders. How wonderful good we can be. We are in the business of people. And that we are cooperating for the greater good. None of Eva Sage-Gavin is a former CHRO with more people have never needed our leadership more. us is in this alone. than three decades of experience in Fortune 500 corporations. She currently serves as the senior From Idea to Reality in Just 14 Days Short-Term Spring, Long-Term Impact managing director for Accenture’s global talent and Accenture hosts a forum for global CHROs that I find it encouraging that, during this difficult time, organization consulting practice and as a technology meets regularly, in person and virtually. We convened the learnings from this model could help us work board director. Send questions or comments to virtually during COVID-19, when members let us know differently—and smarter—in the future. As Christy [email protected].

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HRE_June.indd 24 5/22/2020 2:22:03 PM and conduct employees to contact me for anything spread, she says, HR worked with IT discuss the company’s health status. routine check- and they do. Fear is the overriding to test its tech tools and fixed some The CEO, Mahfuz Ahmed, recently ins with staff. challenge today, and fear means different glitches. She also offered online training conducted an “inspirational” town hall, “One of our things to different people.” to a handful of the company’s leaders reassuring employees that they would leaders says for Fortunately, the company launched who were struggling with the platform’s not be laid off. Innovative ideas and every email you Workplace in February and trained video chat function. practices have since been “bubbling send, make two its employees on how to use the Through virtual, weekly town-hall up,” Smith says. phone calls,” connectivity platform developed by meetings, Smith says, the company’s “I’ve encouraged leaders to serve Stratton says. Facebook. In March, as the coronavirus leaders raise concerns, share ideas and more as a coach,” she says. “What “The goal of our Michele Streitmatter communication is to make sure we’re listening [to employees].” Still, employees can overdose on communication, adds Heather Deyrieux, president of the HR Florida State Council, an HR professional association. She suggests that leaders keep a daily list of nonurgent matters that can be emailed daily so they’re not constantly bombarding workers. “Many [employees] feel tired because their mind is going 1,000 miles per hour and it’s hard to concentrate on work,” Deyrieux says. “Once we get back to normal, if you didn’t treat your employees right, this will be their opportunity to change positions. This truly is a time for leaders to step up to show not only that the company cares for [employees] but ‘Here’s how I care for you.’ ” Engage employees in water-cooler conversations and ask questions: How did you sleep last night? How are your kids adjusting? How are you staying active? Ask your team to jump on a video call and sing “Happy Birthday” to a co-worker. That shows you’ve been paying attention to employees’ lives before the shift to remote work, Deyrieux says, and are taking a personal interest now to ensure they’re their best selves. Just as important, she says, HR leaders need to stay connected with other HR professionals. Whether you make a phone call or attend a virtual happy Colleen Stratton hour, talk about employee issues, changes or best practices in this fluid environment. Maintain a steady flow of fresh ideas to take care of yourself and your organization. Triaging Fears, Boosting Creativity At DISYS, Laura Smith, vice president of global HR, says among the biggest challenge for company leaders is calming employee fears. The global staffing, IT consulting and managed services firm supports approximately 4,000 employees. Before this pandemic, less than 10% worked remotely. Now, 98% do. “I view my role and my team’s role as serving as triage combat medics for the company,” Smith says. “I’m always telling

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I’ve observed and hear from them remotely but now 100% work from is that they love the regular [visual] home. touchpoints. When we’re in our offices, “I lead every conversation with, we don’t have regular town halls. If ‘How are you doing?’ ” she says. “I ask I have any say [after the pandemic if they need anything and what they are subsides], I’d like to see them struggling with the most. Just asking continue.” can be a huge relief. Don’t assume they Meanwhile, never assume those in know the answers, that they know what senior roles are confident in leading they’re doing.” Rising employees through this pandemic, Cassady says the HR team was adds Kimberly Cassady, talent aware of its leadership’s skills and gaps officer at Cornerstone OnDemand, and projected what support would a cloud-based be needed. HR developed virtual learning, talent training programs and held open mic management meetings that attracted 215 out of 300 to the and talent managers on managing remote staff experience and demonstrating empathy during software this global crisis. provider that Surprisingly, Cassady says her supports biggest challenge involved herself. 2,000 global “I never worked remotely before for employees. an extended period of time at home,” In the past, she says. “I found myself basically Beth Bovis 40% worked glued to my chair and not finding the separation between work and home Challenge or when to stop working. I was also recognizing that burnout with my team and was surprised I needed to give Forced Strategies myself permission to take a break and In March, more than 300 HR step away.” professionals and employees across She shared her experiences with multiple industries participated in a the HR staff and leadership team. HR The 2020 HR’s Rising Stars are tapping global survey conducted by Harvard created a work-from-home tip sheet, into their experiences of creating in- Business Publishing Corporate containing best practices that leaders Learning about leadership tactics could share with their employees, novative HR strategies to help their being employed during the COVID-19 such as set specific work hours, pandemic. reduce the length of meetings and organizations meet the unprecedented Here are their responses: dedicate a workspace that’s physically disruption of a global pandemic. separate from other areas in your stated that leaders home. 34%need most help with Cassady’s own work volume has trong, forward-thinking leadership is emerging leading though uncertainty increased. Every week, she hosts as a true differentiator as companies around the an open mic world strategize for how to bounce back from forum for U.S. S reported that virtual- one of the worst global health crises in modern times. managers 26%work preparedness Now, more than ever, businesses need creative and ranked second in terms of to address questions and compassionate minds at the helm who are willing to lead importance followed by crisis with both out-of-the-box thinking and empathy—both of planning and response (21%) another to accommodate which are in ample supply among the next generation those overseas. of leaders named to Human Resource Executive®’s 2020 said their She also writes HR’s Rising Stars list. organizations have 75% a weekly, two- implemented daily update calls This year’s pool of candidates contained an page employee with key leaders to understand impressive collection of emerging HR professionals, Laura Smith newsletter the pandemic’s impact on their across all industries, but we ultimately narrowed business covering the list of talented contenders to three winners: key topics, such as employee Johan Maestri, manager of benefits at Noven policies, coronavirus updates, the have created Pharmaceuticals; Leslie Mikus, director of HR at organization’s status and recent new employee 75% company changes.Perhaps most MERGE; and Linh Nguyen, senior HR business communication channels related creative of all is that any leader partner at SEI Investments. From creating programs to COVID-19, such as town halls, or employee can host an optional from the ground-up to tackling long-standing business video messaging and a dedicated development hour on topics ranging pain points, the Rising Stars all rose to the unique HR website from cooking with an instant pot challenges impacting their companies and achieved to family craft ideas. HR is even lasting results for their employees. We commend the felt their organization considering coordinating a virtual has balanced three winners on the many successes they’ve seen 70% “Bring Your Kids to Work Day.” priorities very well or extremely already in their careers and look forward to what they, “We’re getting more accustomed to well and all of this year’s candidates, will contribute to the this,” says Cassady. “We’re not going HR industry in the years to come. to rest on the fact that we have proven Judges for the competition were Gregory Hessel, were very or we can do this for nearly a month now. 73%extremely confident We don’t know what we don’t know at senior client partner with the HR practice and managing in their leadership’s ability to keep this point.” director of global client development at Korn Ferry’s them safe Dallas offices; Ben Brooks, founder and CEO of PILOT, Send questions or comments about Inc., winner of the 2019 HR Tech Pitchfest; and Jen this story to [email protected]. Colletta, managing editor of HRE.

26 Human Resource Executive®

HRE_June.indd 26 5/22/2020 2:22:06 PM Rısıng Stars Merging Policies and Priorities Leslie Mikus has helped ad agency MERGE build HR programs and structures from the ground up.

BY JEN COLLETTA

eslie Mikus describes herself somewhat “On the learning side, we’re able jokingly as a “policy nerd.” The descriptor to create growth paths for employees was put to the test when Mikus, the director and elevate talent, giving them the tools of HR at ad agency MERGE, was tasked with they need to be successful,” she says. Leslie Mikus analyzing the benefits policies and employee “And on the organizational development side, to me, that’s Director of HR handbooks for five distinctive agencies that compliance and making sure our policies are up to date and MERGE were unifying under MERGE. set up so that folks can hold each other accountable in how Boston, Mass The five companies were located in three they’re all showing up to work every day.” Greatest HR Challenge: Change management, including different cities and all had unique policies In keeping with those focuses, Mikus headed up transitioning MERGE’s performance-management process and procedures, which Mikus had to explore the effort to introduce a performance-management from an annual cycle feedback loop and working to Lfor commonalities and differences—and design a platform, which MERGE previously lacked. She condense five company handbooks into one, both of new employee handbook with a redesigned set of identified the vendor, helped build the tool and trained which involved securing leadership buy-in and designing standards. That process curved toward offering the employees, some of whom were resistant, on using it. strategic steps to successfully roll out change. more innovative benefits: unlimited paid time off, fully “At the end of the day, people are typically pretty Greatest HR Accomplishment: The launch of paid parental leave and even grandparent leave. change-averse. I heard things like, ‘Why can’t I keep using MERGE’s unified company handbook, which brought “There was a lot of collaboration between senior paper forms?’—everything was in Word before this—and ‘I together five separate companies under one brand. leadership and our team to find the middle ground and just don’t have time for this.’ Not only were we moving onto Because the culture promotes flexibility, policies were make sure we had a common set of policies,” she says. a platform, but we were also going from annual reviews to updated to reflect that culture, such as paid parental “Some of these things carried a significant cost, but it more ongoing feedback and quarterly check-ins.” leave, grandparent leave and unlimited paid time off. was the right decision for the employees and for the Mikus was instrumental in garnering senior future of MERGE.” leadership buy-in to help encourage managers and The organization recently went through another employees to embrace the transition. to create a program that brings positive change to acquisition that allowed it to double in size, so Mikus “We also took feedback and listened to manager MERGE, those are my best days.” undertook a similar exercise to unify the policies. questions along the way so that helped people to know Like most, her days look a little different now, with The HR team was able to get the new handbook out we were hearing them and helped us explain to them her dining room table now serving as her office. remotely as the coronavirus pandemic picked up steam why this was important and give them the training and When the coronavirus pandemic spread to the U.S. in March—a feat that evinces their ability to keep up tools they needed to make this work,” she says. earlier this year, the HR team shifted gears immediately with the fast-paced nature of the advertising world. That work paid off, as the organization is now to around-the-clock COVID-19 strategizing. Mikus That environment attracted Mikus to MERGE. seeing the benefits of ongoing feedback and adoption stayed close to CDC recommendations and local news, “Things move so fast in the advertising industry is soaring—compliance with the annual appraisal, for conducted research to inform recommendations about and the people are so smart and dynamic,” she says. instance, jumped from just 10% to 90%. issues like moving to fully remote work and helped “I feel like because of that, I’ve been able to be more Mikus also built the agency’s training program from the manage communications to staff. Over the past few creative in my problem-solving.” ground-up. Without a specific learning and development months, the internal marketing team has taken on more While Mikus says she has “found a home” in the HR structure in place, individual teams were left to find of the daily communications responsibilities, freeing side of the advertising world, she initially considered webinars or workshops when they identified a need. Mikus up to conceive of some innovative ways to foster some other careers. She studied psychology at Boston “Nothing had existed before, so I think senior engagement and inclusion despite the distance. University and also had an interest in law, ultimately leadership and department heads saw HR as a conduit “We started a program where we send care packages recognizing she had a passion for the business side for this,” Mikus says. She pressed leaders for a budget to employees as a way to say, ‘Thank you for being part of psych more so than the clinical side. As a junior, for training and undertook research into common pain of MERGE during this crazy and uncertain time,’ ” she she studied abroad in Sydney and interned for a points, ultimately identifying the need for standardized says. The agency aims for employees to receive the recruitment firm. training for new managers, as well as sessions to packages on Fridays to kick off their weekend and many “That was my first venture into the HR world,” improve presentation skills and thinking on your feet. now videotape and share their unboxing. “It’s a nice she says. “I loved interviewing candidates, helping to For the latter two, she brought in a public speaking treat for us to see when the packages arrive.” provide guidance on resumes and just being able to coach and then an improve troupe. Looking forward, the pandemic may continue help employees.” “It was an opportunity to get a little creative,” she says. to shed light on the strategic value that HR has to Mikus pursued that interest with another The strategy also aligned the workforce with business success, Mikus says. internship at an investment firm that allowed her to strategic needs: The training helped the agency win “I love that I’m seeing the shift where HR is getting explore a range of HR functions: onboarding, benefits more pitches—due to better presentations—and a seat at the table; we’re trusted advisers and partners, administration, performance management. “And that’s managers gained valuable team-building insight. as opposed to a hurdle that needs to be defeated or a when I realized I had found my passion,” she says. Mikus says the initiative embodies why she finds last resort,” she says. “With that in mind, I see myself Now, Mikus’ work at MERGE allows her to touch all her work so rewarding. continuing to grow at MERGE within the MERGE aspects of HR, but she says she is most energized by “It’s about helping people,” she says. “If I’m able to talent team and overseeing the development of new the learning and organizational development areas. coach a manager through a tough situation or work and exciting programs for our employees.”

June 2020 27

HRE_June.indd 27 5/22/2020 2:22:07 PM Rısıng Stars Thinking Like a Business Leader Linh Nguyen brings a strategic mindset to her HR work at SEI Investments.

BY JEN COLLETTA Linh Nguyen Senior HR business partner SEI Investments Oaks, Pa. ry not to become a man of success, but rather She applied the same forward-thinking strategy try to become a man of value.”—Albert to support SEI’s U.K. office, which was seeing high Greatest HR Challenge: Developing and Einstein turnover and other business disruptions. Nguyen fostering relationships across the company. While Einstein may not seem like the most originally conducted a six-week audit of the HR Greatest HR Accomplishment: Nguyen obvious role model for today’s HR leaders, program in the London office and ultimately moved became a key player in executing many large these words of wisdom—though tweaked to overseas for two years. While there, she worked company projects, including the Workday be gender-neutral—have become central to to mend relationships between the U.K. and U.S. implementation, the development of a gender Linh Nguyen’s HR career. They go hand in offices, improve culture, and identify and remedy pay-gap report for the U.K. operations and hand with two other nuggets of advice she gaps, such as in training. She started London client workforce analysis. received early in her career: HR is a part of Learning Week, featuring a range of learning and Tthe business, so always think like a business leader; development classes, as well as prizes to incentivize and lead ethically, including by being transparent about participation. crisis has provided an opportunity for HR, Nguyen who you are. “Employees felt they were heard, and that’s the says, to show employees how they come first. “As long as you’re yourself and you have that most important thing when working with a new group: “We’re not only trying to provide support for people passion, everything else will follow through,” Nguyen trying to understand their needs and figure out how in this working environment, but this is also a time to says. to meet those needs without being too disruptive,” show our empathy and our compassion,” she says. “We She’s already seeing those mantras come to life Nguyen says. have to understand that people are all going through early in her career. Nguyen graduated from Temple While in London, she also led the company’s U.K. different things in their personal lives. If we can try University in 2013 with a bachelor’s degree in business effort to become compliant with the GDPR regulation to support them and make them feel comfortable and administration and launched right into her career with requiring transparency around the gender pay gap. safe, then that’s our focus.” the financial-services co. SEI Investments. The year Nguyen was the point person for the research and data Nguyen faced her own pandemic-related challenge: before, she had completed a workforce development analysis, which ultimately resulted in a broad equity Her wedding, which she had been planning for two internship at the Oaks, Pa.-based company, where she analysis on sex-based workforce differences and, years, was slated for March 28. The event itself was got a broad introduction to the company. Nguyen says, importantly fueled conversation on the canceled, but her loved ones decided to not let the day “My day wasn’t confined to working on HR-related issue among leaders pass unnoticed. projects,” she says. “The program allowed me to really That goes hand in hand with Nguyen’s passion “A bunch of friends and family said, ‘Let’s do a understand what other business lines were working on for advancing equality in the workplace. She has Zoom and see how you’re doing’ and it ended up being so I could make that correlation of how HR fits into the participated in the PA Conference for Women, and last us exchanging our vows with the rings and our friends rest of the business.” year completed Temple’s Women’s Leadership Series surprised us with a video of well wishes and singing so She was hired as an HR business partner and and spoke at the SEI Women’s Network Summit. we did our first dance in my living room,” she says. “It in 2018 added “senior” to her title. Among the That passion was rooted early on, says Nguyen, ended up turning out to be really special considering accomplishments that helped her earn that promotion who is the youngest of seven daughters. the circumstances. We just have to stay positive was her work to enhance the SEI Associates Program, “My parents came over from Vietnam and did such through all of this.” a year-long leadership program for college grads, a wonderful job raising all seven of us,” she says. Nguyen is looking forward to helping SEI assess which was struggling to get buy-in from business units. “Having been surrounded by such strong women, I how the pandemic will shape what the future of work “The real challenge there,” she says, “was trying was a bit naïve about some of the gender biases in the looks like at the company—and she’s confident that to understand the root cause of where there may not workplace. I was always told, ‘Find your independence, the workforce will continue to rely on her and the HR have been buy-in or why people weren’t fully on board. use your voice, do the right thing and don’t settle for team for support and guidance. I’ve realized throughout my career that if you focus anything less because you can do that.’ Because I was “This may sound odd, but I actually like it when more on the root cause of a specific problem than on brought up with that mindset, it became ingrained in people come up to me and say, ‘Hey, don’t take this the just coming up with new solutions, that will get you so me to talk about it in my professional life as well.” wrong way but you’ve been really helpful and I didn’t much further.” The blending of Nguyen’s personal values and know I could come to HR.’ HR gets a bad rep because Nguyen launched a technology rotation in the her work has never been more clear as the last few some people don’t see we’re strategic partners to the program and worked to build trust among the business months, as the SEI workforce quickly transitioned business and truly care about our employees,” she says. units to support the growth of the program, which is to a remote setting amid the coronavirus pandemic, “When people tell me I’ve changed their perception on now thriving. which she says it did with relatively few hiccups. The that, I know I’ve moved the needle a little bit.”

28 Human Resource Executive®

HRE_June.indd 28 5/22/2020 2:22:08 PM Rısıng Stars Keeping Learning at the Forefront Continuous learning—both for herself and the talent at Noven Pharmaceuticals—has defined Johan Maestri’s success.

BY CAROL PATTON

very day, Johan Maestri boosts her value to their account balances are growing. her employer and its 300-member workforce These are the metrics I use to see if by constantly upgrading her knowledge and programs and initiatives are paying off.” skills in a wide variety of HR functions. However, she did spot some As benefits manager at Noven warning signs early on. Maestri Pharmaceuticals, which offer products in the explains that different people areas of women’s health and mental health, throughout the organization were Johan Maestri she is a self-taught expert on 401(k) plans managing the 401(k) plan manually. That led to and building employee participation in them. administrative mistakes that put its plan at risk of Manager, benefits Recently, she also was involved in designing losing its tax-qualification status with the IRS. So, she Noven Pharmaceuticals, Inc. Elong-term incentive plans and compensation initiatives, voluntarily took ownership of the retirement plan and Miami, Fla. such as total reward programs, and previously helped reached out to external ERISSA counsel for advice on Greatest HR Challenge: To contend with the company sail through back-to-back audits from the how to correct the mistakes. declining revenues, managers were asked to hone IRS and DOL—no violations, no fines, no penalties. The one-year process included submitting a in on a company leadership principle—accomplish Maestri was hired by Noven in 2007 as a corporate voluntary correction plan to the IRS. Despite the IRS’ more with less. HR began exploring ways to save receptionist and administrative assistant. Since “thumbs up,” she says, the plan was still audited by money on employee benefits without minimizing then, she has received four promotions and is now the DOL, which took roughly six months, and then or jeopardizing the current benefits offerings or responsible for all aspects of the benefits function, the IRS—another three months. Both audits came out increasing their cost to workers. which includes plan strategy, design, cost containment clean, she says. Greatest HR Accomplishment: HR interviewed and compliance for health, welfare, retirement plans Still, the company’s plant workers didn’t trust different 401(k) vendors through an RFP and wellness programs. the concept of a 401(k), preferring to put their process. A new vendor was selected that Among her accomplishments was mastering the money in savings accounts or bonds rather than offered additional employee benefits and saved complex and confusing world of 401(k) plans. deal with volatile swings of the stock market. After the organization $60,000 during the first year. “I had to teach myself about 401(k) plans,” Maestri offering individual sessions with its 401(k) vendors, Participation in the company’s 401(k) plan has says, adding that she also wrote the RFPs for selecting contributions among this segment of its workforce since jumped from 78% to 90%. a new 401(k) vendor and auditor. “I had to do a lot have risen by approximately 10%. of research and basically educate myself on how to “A lot of education was geared toward this write an RFP. Then, I set up demos and interviews manufacturing group,” she says, adding that the plan is with our benefits committee, which helps manage the squeaky clean and complaint. “It worked. And I’m with in-house communications and external vendors administration of our plan and its investments. It was ready for another audit.” to incorporate those laws into the company and then all brand new to me.” Over the past five years, Maestri says, she gained communicate any benefit changes to the workforce. In 2017, Hurricane Irma destroyed parts of valuable knowledge about HR, both inside and outside Likewise, her HR knowledge has been expanded in Southern Florida. Maestri realized that many of Noven. Under her guidance, the company also other areas. She helped design and launch a long-term employees were struggling and using the company’s conducted an in-house audit on employee dependents. incentive plan and develop performance-management short-term loans as a bank account. That was a big eye Ten dependents voluntarily dropped out of Noven’s initiatives involving calibration, annual performance opener, she says, adding that the situation prompted medical plan, producing a company savings of reviews and total rewards. her to focus more of her attention on financial $100,000. “I do see myself managing total rewards—soon,” wellness. But now she faces a crisis that not many HR Maestri says. She led the change to the company’s logo— professionals had experienced until recently: a global Until then, her deep dives into other HR functions typically, an apple with a green stem—by converting pandemic. will continue. the stem into a dollar sign, invited more financial Maestri says she’s “digesting” how the company’s “I’m very much about continuous learning and vendors to its health fairs, brought its 401(k) record benefits will be impacted by new federal legislation, am always willing to learn something new and work keeper on-site several days each year to meet with including the Families First Coronavirus Response in a different area I haven’t worked in before,” says employees and offered lunch and learns, presentations Act, which requires certain employers to provide Maestri, adding that it’s important for HR to connect and webinars for workers on 401(k) plans and how to paid sick leave or expanded family and medical leave competitive and comprehensive health plans with save, budget and invest. related to COVID-19, and the CARES Act , which financial education and a robust EAP. “That’s my goal “Our 401(k) health report gives stats on how people provides economic assistance for American workers and what I work on every day. That’s when you’ll have are doing,” Maestri says. “All the metrics show that and small businesses. Meanwhile, she also serves engaged and happy [employees] focusing on their job people are saving more, taking out less loans and that on the company’s pandemic team and is working and not stressing out about their life.”

June 2020 29

HRE_June.indd 29 5/22/2020 2:22:08 PM Talent Management

or even provide pay for furloughed workers. “We’re helping clients think through the main considerations to make this happen fast, factors like what are the benefits for each party involved? How will pay and benefits work during this period?” she says. Also, “Do employees earn pay aligned to their current role or in line with the new work assignment? How do they manage the return?” The key to getting it right, she explains, is helping participating employers stay connected with employees who leave for new assignments as part of a sharing agreement, and making the process easy to execute. “I spoke with a CHRO and they told me one of their biggest challenges was staying connected with staff taking up this program—not easy to do when off- site and not digitally connected,” she says. “To date, our work has been in response to individual clients who can see ways to mitigate risks, including the need for people to be occupied. We believe this can help employees, business and the community—both now and in the future.” Mercer, Bravery says, “listened and learned” from companies engaging in this practice and developed a complete package that offers communications, change management and even support in practical areas, such as how to manage time sheets, pay people and, if needed, vetting and automated feedback. “There is a lot going on for our Thinking Outside the clients and we are trying to be as agile as possible in meeting their needs,” says Bravery, noting that Employee sharing Mercer got its initiative off the ground within two weeks. “Speed moves to another matters if we are to impact peoples’ level during the jobs and livelihoods, and developing partnerships everywhere helps with pandemic. this acceleration. After all, companies Talent Box that might compete in the past are now partnering.” BY TOM STARNER ith skyrocketing group of employers from multiple In fact, she notes that Mercer unemployment industries bringing together companies is partnering with Accenture and growth in the wake laying off or furloughing people with counseling clients about checking of the COVID-19 those companies in urgent need of into the People + Work Connect site, pandemic, employers workers. Best of all, it’s free. CHROs primarily to consider which companies today face serious from Accenture (which built the might be a viable partner in their decisions on how to platform), Lincoln Financial Group, location. keep people paid and/ ServiceNow and Verizon created and Ravin Jesuthasan, managing or employed. On the launched the idea, which has hundreds director at Willis Towers Watson, is flip side, depending of employers moving ahead in its another supporter of this developing Won the market sector, some employers pipeline. trend. need new workers in the fold to meet London-based Kate Bravery, a “One of the most heartening pandemic-driven demand for products partner and advisory solutions and examples of innovation during and services. insight leader at Mercer, notes that the crisis has been the B2B talent One innovative solution, an the firm has developed what it’s exchanges being implemented employee-sharing strategy, is taking off calling its Temporary Talent Sharing between companies seeing a to meet that challenge. Simply defined, program, driven primarily by client significant decline in demand with one employer “shares” workers who needs on both sides of the loaning/ those seeing a significant increase in would otherwise lose their jobs with receiving equation that are reaching demand,” he says. another employer that desperately out to Mercer for help. Clients are needs workers to meet business asking to contribute staff as part of Breaking Down Boundaries demand. their corporate social responsibility According to Jesuthasan, Willis For instance, one recent effort, outreach, while others are seeking Towers Watson has been helping People + Work Connect, involves a to offset their employee expense line organizations think through how

30 Human Resource Executive®

HRE_June.indd 30 5/22/2020 2:22:09 PM they operationalize these exchanges moving talent within the organization work in its factories on a temporary important objectives are the continued to significantly reduce the frictional with the same objective: Keep people basis. health and safety of our employees and reputational costs associated with working by putting them where they “Our company’s purpose is to and our ongoing ability to serve our letting people go, while supporting are needed. make food the world loves. But the consumers around the world. We see workers in developing new skills. For example, to meet the unique circumstances of today call it as imperative that we help ensure For example, he explains that in increasing demand for groceries on General Mills to make food the a steady and reliable food supply for Germany, McDonald’s and grocery during the coronavirus outbreak, world needs,” said Jeff Harmening, people and pets.” chain Aldi entered into a similar General Mills has recently been chairman and CEO of General Mills, In a similar scenario, Paradox, talent-exchange agreement. In the allowing healthy office employees to in a company statement. “Our most which offers an artificial intelligence- U.S., supermarket giant Kroger is temporarily borrowing furloughed employees for 30 days from Sysco Corp., a wholesale food distributor to restaurants that has been hit hard by the coronavirus. Jesuthasan says some of the specific issues Willis Towers Watson is helping organizations address include: How do we handle Ravin Jesuthasan the benefit implications of such exchanges, particularly if they involve unionized work groups? How do we accurately match the skills of talent to the work being demanded so we don’t have a lag in productivity when the borrowed talent is in place? How do we protect against poaching of talent or addressing mismatches in the timeframes for each organization? “Taking a view of work that extends beyond the organizational boundary will be critical to increasing the overall resilience of the economy to shocks like COVID-19 in the future,” Jesuthasan says. “During these unprecedented times, we are pleased to partner with Kroger, as both of our companies work to respond in an agile manner to meet the rapidly evolving needs of our associates and our communities,” said Kevin Hourican, president and chief executive officer of Sysco, in a company statement. While Sysco has not issued any recent updates on the program, Kevin Hourican Shannon Mutschler, senior director of external communications, says that Sysco has expanded the effort by working with C&S Wholesale Grocers and several other retailers under similar agreements. “The program has been successful, and we are pleased to be able to offer these work opportunities to support our associates,” Mutschler says. Internal Mobility Apart from loaning employees to other companies, some employers are

HRE_June.indd 31 5/22/2020 2:22:11 PM Talent Management

based recruiting platform, has helped clients shift talent TALENT MANAGEMENT By Peter Cappelli/Columnist internally to different business units that are hiring to avoid furloughs and Kate Bravery mass layoffs. That Vexing Value of Life While they were not at liberty to name the client directly, a “good portion” of the There are so many What we don’t do is acknowledge that we are making industries that specific client serves challenging issues raised by that tradeoff. Perhaps especially as Americans, we have are currently closed down (shuttered The Only Story That Matters been unaware, uncomfortable and possibly unwilling schools and sporting arenas), forcing Now (coronavirus) that it is to think of the tradeoff between money and the risk it to act fast to repurpose its workforce hard to keep them straight. of illness and death perhaps because, with private for the other service areas/business The most fundamental one is how much we are willing healthcare, that tradeoff is rarely discussed explicitly. units where hiring is ramping up to pay, or more accurately lose, by shutting down the Sometimes we can pretend that there is no such tradeoff: (healthcare, corrections, custodial), economy in order to save lives. This sounds like a policy When a little child is at risk and the story is in the news, according to Josh Zywien, Paradox’s question, but it is also a practical management problem we move heaven and earth to save them, and we all feel chief marketing officer. because employers are gearing up for the challenge of good about that. Zywien says the client used Paradox bringing employees back to work when we know that Yet, we are incredibly inconsistent in what we spend to create an outbound campaign doing so and ending social isolation will increase the risk to save lives. A few dollars given to the right agencies in through the latter’s AI Assistant to that more people will get sick and die. developing countries can save a child’s life, for example, reach out to displaced workers and see Many observers have noted—and the rest of us yet those organizations struggle to get funds. This what other areas they’d be interested should as well—how remarkable it is that not only in the inconsistency is the essence of the comparisons with flu in. The automated, conversational U.S. but around the world, citizens have been willing to that no doubt we all hear. How much more dangerous AI experience was seamless for isolate themselves, losing their income as well as their COVID-19 is than seasonal flu is something that doctors employees, but it also saved the social contacts and interactions, in order to slow down can debate, but there is no denying the fact that the price company’s recruiting and HR team the COVID-19 infection. More than 26 million Americans we have been willing to pay to reduce the death rate hours of manual work. have already lost their jobs, and it could be a long time from the former is vastly, extravagantly more than we “In one case, the client was able to before they come back. Yet eight out of 10 Americans have spent to reduce deaths from flu. identify and engage employees who support the shutdown, a Kaiser Foundation poll out today This lack of awareness and inconsistency will are looking for full-time work with an finds. What makes this even more amazing is that the soon matter a lot when we ask people to come back opportunity at a hospital in the Dallas lives we are saving are unlikely to be our own, as the risk to work. It will be the same problem we have getting area,” he says. “The effort allows the of death is concentrated among a small set of individuals, parents to let their kids go back to school or religious client to quickly fill open positions and and the fact that the virus isn’t going away after social- organizations to get people to attend services. It is get their furloughed employees back to isolation restrictions start to lift means that we are akin to what labor unions used to face in persuading work faster.” actually spreading out the damage and buying time for their members to undertake the costly process of “We like to think this is an medical advances that may not come for a long time. going on strike and then persuading them to stop and experience we won’t go through Short of events in the two World Wars, I don’t think come back to work, often for settlements that were again, but companies are beginning there has been anything like the global mobilization and little different than before. The idea that, after all this to proactively build these types of individual sacrifice of the coronavirus shutdowns, and buy-in and social pressure to self-isolate, employees relationships for now, but also for the it has been achieved with very little coercion. We have will happily return to their offices and workplaces is longer term,” says Mercer’s Bravery. truly—and voluntarily—bought into this mission. quite probably a mistake. “It’s a smart way to go. Temporary One problem with all this buy-in is that there is As I mentioned in last month’s column, there is talent sharing, for progressive nothing we can do with it except actively do nothing and evidence that employees trust what their employer is employers, is becoming part of their stay home. Ninety-thousand volunteer medical workers telling them about the coronavirus and the shutdown arsenal of how to respond to changing showed up in New York City to help with the virus more than what the government is saying. But a economic realities that won’t bounce efforts, for example (only about 900 could be used). Gallup Poll showed that only about 52% of respondents back to as it was before.” One effect, though, is the spillover in public debate. reported that their employer had articulated a Bravery adds that, companies Those who point out that this shutdown is hugely clear vision and plan about how to respond to the already doing talent sharing largely costly and question whether it is worth it have largely coronavirus situation. report it enhances their employee- been mocked for asking the question with the popular So, what do we do? Making employees feel as value proposition, so they are not rebuttal that we should not put a value on life. Any though they are still doing social isolation probably concerned about losing the right talent. actions that increase the risk of infection knowingly are helps—staying 6 feet apart, no big meetings (yay!), lots They also believe that this can build met with scorn. This matters for employers because of sanitation and so forth. But the leaders also have to their workforce’s adaptability. That bringing people back to work will increase the risk of do some explaining: The risk we are taking in being at said, they note that, if the employee infection—modestly, perhaps even trivially—compared work is very modest especially compared to the risks we feels they have a better opportunity to sitting on our couches by ourselves at home. take in everyday life already, that any social interaction with the receiving company, they are Of course, we do put a value on life, sometimes requires confronting those risks and getting society also OK with them taking up a new explicitly so. The U.S. government, for example, uses going again is just as noble a mission as was shutting it challenge. “What’s key is managing the figure of $11.5 million per life to decide whether down. We should ask for volunteers to be the first ones the messaging and change process to regulations that might reduce deaths are worth the back so that the new normal is already in place when the ensure this builds future value,” she cost. It is impossible to avoid doing so as we constantly more skittish workers return. We should also marvel at notes. confront choices where there is a tradeoff between the incredible and also costly exercise we have just been “Companies are saying, if we get money and the probability of illness and death: Should through. this right, it can benefit us all in so we drive slower, buyer safer cars, get better smoke many productive ways—ways we’ve alarms? And the other side: Should we pay more to Peter Cappelli is the George W. Taylor Professor of only just started to discover,” she eat organic food, get more exercise? Health insurance Management and director of the Center for Human concludes. companies essentially do so as well in deciding whether Resources at The Wharton School of the University the cost of particular treatments are going to be worth of Pennsylvania in Philadelphia. Send questions or Send questions or comments about the benefit. comments to [email protected]. this story to [email protected].

32 Human Resource Executive®

HRE_June.indd 32 5/22/2020 2:22:12 PM SPECIAL ADVERTISING SECTION WHITE PAPERS WORDS OF AUTHORITY Getting the Basics Right: Build a Solid HR Foundation for Resiliency, Agility and Growth

eople are the heart of any continuous engagement, learning business. Successful leaders and growth. Punderstand that, which is why The traditional culture of figuring out an employee-focused performance management had a strategy has become table stakes heavy focus on annual performance for them. Companies must also reviews and past accomplishments. juggle competing forces: the ability But today’s most successful to pivot and adapt the workforce to companies look forward, examining changing business needs, and meet how to best personalize professional expectations from external market development to improve retention, pressures and internal stakeholders. reduce turnover and accelerate Data-driven processes that offer organizational performance. Not only insights can help, as those insights do you need to help develop your are necessary to plan for immediate talent, but you must also align their and future workforce needs, recruit growth plans with your company’s and reskill employees, and develop strategic goals and objectives. Here employee-led experiences. But are a couple of ways to get started: many organizations are flummoxed about where to begin. How do • Define your recognition they go about designing the critical strategy. Ensure this is foundation? developed along with your In short, start with the basics. company goals. Step one is to map the stages of • Design personalized learning your employee lifecycle and your paths and programs that data strategy before implementing deepen and expand an them into your HR system. And employee’s expertise. don’t do this exercise in a silo: Consult with • Reduce your time to fill and improve time your finance, operations and executive teams to productivity by eliminating gaps in your Reward to Retain as well. Your workforce strategy and technology recruiting process while staying aligned with fundamentals are your foundation, and it should hiring regulations. Embrace a more dynamic, personalized be resilient enough to handle the biggest business approach to help employees feel truly valued, shifts your business might face, such as M&A, Hire to Pay motivated and fulfilled. major market fluctuations and global expansion. It’s a new world that requires new ways of thinking You might be thinking, “easier said than done.” Streamline HR and payroll to boost efficiency about rewards and retention—evolving from a So, to ensure your business gets the basics right, and enable agility across your organization. static, salary-centric philosophy to a more dynamic, we’ve put together comprehensive strategy and Having a single source for data you can trust personalized approach. Build a comprehensive reward- execution guides with practical tips on how to start empowers your organization to create a seamless to-retain program that goes far beyond traditional building your HR foundation. We’ve organized hire-to-pay process. This gives cross-functional compensation and benefits packages, encompassing these guides around the four employee lifecycle teams the ability to execute more accurate payroll a richer array of potential rewards that include flexible stages we’ve identified. with the flexibility to keep pace with workforce work environments, personal growth opportunities, and data changes. First steps for this stage of the career development and work-life balance. Plan to Hire employee lifecycle include the following: • Define total-rewards packages and plans as Align your workforce plan with your business • Identify compliance and regulatory standards part of a flexible rewards program. Gather objectives for more effective planning, recruiting and employment law updates needed employee feedback and assess individual and onboarding. alongside your payroll counterparts. engagement to these benefits. Set up a strategic but simple plan-to-hire process • Determine financial insights necessary to • Collaborate with your total-rewards team with the insights to match individuals with skills assess labor costs, including paid time off, to discover which rewards are widely used needed. This will inform your recruiting team’s hiring overtime trends and incentive-pay analysis. and valued by employees, and tailor your plans. Here are a couple of ways to get started: investments accordingly. Develop to Perform • Analyze employee trends, such as demographic To find out more, visit Getting the Basics Rights insights and turnover data, to inform strategic Go beyond performance management at workday.com/en-us/pages/getting-the-basics- workforce-planning decisions. by fostering a culture of recognition and right-hcm.html.

June 2020 33

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HRE_June.indd 35 5/22/2020 2:22:14 PM ADP_HR_ExecTabloid-2pagesv2.indd 1 5/15/20 9:13 AM ADP_HR_ExecTabloid-2pagesv2.indd 2 5/15/20 9:13 AM Insights from a CHRO Kate Threewits on Communication and Change Management BY JEN COLLETTA

ate Threewits, principal and senior vice president of You’ve worked both in the non-profit and for-profit human resources at business communications firm G&S worlds: Is there a mindset shift between the two, in K Communications, says her interest in HR was sparked more terms of HR strategy? than 20 years ago by the field’s potential to address the dynamic There are certainly nuances between non-profit and for-profit intersection of the human experience and business strategy—a organizations. However, I don’t see a huge shift in HR strategy value that has remained constant despite HR’s radical changes in between the two. The overall goal of any effective HR strategy is to the last two decades. inspire people to do the best work of their life. In order to do that, Threewits has witnessed those changes from a variety of people have to feel a connection to the organization’s mission and vantage points. She led HR at All Kinds of Minds, which advocates an understanding of the role they play in achieving that mission. In for education that recognizes learning differences, and spent the non-profit world, the mission may be more obvious. For six years as the director and later senior director of HR at the instance, the American Heart Association builds healthier lives in American Heart Association. In 2014, she joined G&S as the the fight against heart disease. But, regardless of the organization, senior director of HR and saw a series of promotions in the last six it’s still about helping employees make an aspirational connection years. Her responsibilities have included recruiting and retention, and recognizing their contribution to our world. benefits administration, culture, training and more, with accolades that include helping the agency earn the 2018 Corporate/B2B What have been one or two of the biggest changes Agency of the Year award from the Holmes Report. the HR industry as a whole has undergone since you We checked in with Threewits to see how her organization is started working in this field? handling today’s challenges while continuing to look forward. Without a doubt, it has been the evolution of HR from tactical policy enforcer to strategic business partner. When I first started my career in HR, there was still a great How different has your day-to-day been because of the pandemic (both deal of skepticism about the value that HR brought to an organization, and we had to personally and professionally)? fight for a seat at the table. Today, the C-suite considers HR a valued, strategic advisor It’s changed significantly on both fronts. My workday looks much different critical to the achievement of overall business strategy. in my role at G&S, and I now have the added responsibility of homeschooling a second grader. I try to stress the importance of work/life integration to our What was your first (or worst) job? employees as often as I can, and, in this new environment to which we find My first job out of college was in a customer service call center for a large ourselves having to adapt, it is as important as ever. I realized early on that, to telecommunications company. I quickly realized it was not the career I wanted to be effective, I would need to do some of the very things I was recommending to pursue but, looking back, the customer service experience I gained while there was others, like developing a routine, designating a specific work space and creating a skill set on which I continue to rely. work blocks in order to maximize productivity. It hasn’t been easy. In fact, at times, it has been chaotic. It is important that we are honest with ourselves and others How do you unwind outside of work? about how we are feeling and accept the fact that it’s not going to be perfect, and My favorite way to unwind is to spend time with my family. I also enjoy Pilates; it that’s OK. is the 45-minute activity of my day that truly belongs to me. How has your approach to communicating with employees shifted since the pandemic started? As we continue to see ebbs and flows in the pandemic, we communicate with Zeroing in on Mental Health employees early and often. We understand that some employees need to shift in order to care for their families and, to help facilitate those adjustments, we offer As employers shift their coronavirus strategizing to creating return-to-work a flexible work environment. Supporting flexibility in working arrangements and plans, aspects like office redesign to allow for social distancing and benefits communicating a shared empathy for the challenges we’re all facing goes a long way enhancements to help workers through the challenging times may be commonly in building trust and respect. Also, we remind employees of their benefits, including discussed. According to new research, organizations should also pay close attention telehealth options available, so they do not have to postpone necessary check-ups. to mental health. In a survey by Willis Towers Watson of more than 200 employers across multiple industries that collectively employ nearly 2.5 million people, 64% Once the crisis subsides, what will be a few of your top priorities at G&S? reported they anticipate their employees will be more stressed and anxious than One of our priorities is making sure our employees feel healthy and safe as we return usual in the next few months. Related, 60% believe they will be challenged to help to a “normal” working environment. We want to make sure everyone eases back into employees tap into resiliency in the coming months. their routines and knows that we will be here to offer them assistance where needed. What it Means for HR Leaders Is there any advice you were given early on in your career that’s helped While increased stress and anxiety during and following a global pandemic would shape your approach to HR? (Or conversely, is there any advice you found be a no-brainer, it’s one that still requires employer action, says Casey Hauch, senior to not pan out in your experience?) director of communication and change management at Willis Towers Watson. One step My mentor, Ella Wilson, had a sign in her office that read, “Change or Die.” I have all employers should take to alleviate the burden on both managers and employees is never forgotten that, and I have taken that with me throughout my career. Adaptability increased training and development opportunities, Hauch says. and change management are essential in today’s fast-paced, always-connected “It’s really important that managers are supporting continued flexibility and environment. The title of Marshall Goldsmith’s book, What Got You Here, Won’t Get are doing so consistently upon return to work,” she says, “demonstrating an You There, rings more true today than ever before. You have to continue to learn and understanding of employee needs, and managing teams and work accordingly.” continue to evolve to remain an effective HR leader in today’s workforce. Communication has emerged as one of the driving forces of employee resiliency during the pandemic. Hauch adds that “over”-communication is not a bad thing, as What prompted the creation of the Think Differently Together initiative at workers are hungry for information—even if it’s a simple “we don’t know” message. G&S? And what have been some of the lasting impacts from it? Employers can also tackle rising stress levels by doubling down on connecting employees Our CEO, Luke Lambert, reached out to me after sitting through several industry to the company purpose. meetings focused on the lack of diversity among communications agencies. He was “This pandemic has really highlighted the need for having a greater purpose frustrated by the lack of progress being made and wanted to take action. From there, than just profits, and perhaps caused some organizations to question whether theirs we created our D&I program, Think Differently Together. We found that a diverse is clear enough—to customers, community, employees and other stakeholders,” and inclusive workforce encourages out-of-the-box thinking, which is necessary to Hauch says. “To articulate and connect employees with purpose and reason for foster creativity, drive innovation and guide business strategies. A variety of voices being in this new world will be critical.” leads to new ideas, services and products, resulting in business growth for our —Jen Colletta clients. It is a competitive advantage for us and an important part of our culture.

36 Human Resource Executive®

HRE_June.indd 36 5/22/2020 2:22:15 PM OS Free elearning ad-HR Exec-Final.indd 1 4/13/20 4:05 PM OSHRE_June.indd Free elearning 37 ad-HR Exec-Final.indd 1 5/22/20204/13/20 2:22:16 4:05 PM PM HR Below is a listing of products, services and solutions for human resource executives and Marketplace their organizations. To receive more information, please contact them directly.

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People Compiled by Jen Colletta

Ali Intres was hired as senior vice Kaiser Permanente named where she served as vice president of programs. She spent 13 years with president of HR and talent management Christian Meisner as senior vice HR. Intel Corp., including as the HR at Forbes, focused on recruitment, president and CHRO of its Kaiser She has also held HR leadership director of global strategic employee training and development, benefits Foundation Health Plan, Inc., and the roles at Phononic, IntraHealth relations. administration, culture and more. Kaiser Foundation Hospitals. International, Tekelec, Parata Systems, She earned degrees from the She most recently was senior Meisner previously was corporate RTI International, Cigna Healthcare National College of Ireland and the vice president of talent and business vice president of talent and integration and SC Johnson. University College Dublin. operations for the East Coast at at United Technologies Corp. and was Alvarado earned a bachelor’s degree Digitas and previously held several HR also CHRO at Otis Elevator Co. in psychology from the University of Allison Pinkham recently joined leadership roles at Time, Inc. He earned a bachelor’s degree Costa Rica. THE HEINEKEN CO. as chief people Intres earned a bachelor’s degree in political science from Villanova officer. in psychology from Wagner College University and a master’s degree in Maurice Barrett joined the Most recently, Pinkham was and a master’s degree in organizational labor and industrial relations from Newark Museum of Art as its head of vice president of HR at Boehringer- psychology from Columbia University. Michigan State University. HR. Ingelheim, where Barrett comes to she held numerous Shelly Holt was recently named Valeria Escobari has been hired the museum from HR leadership chief people officer at PayScale, Inc. as the first chief people officer for hunger-relief agency positions in the Holt comes to the company from financial-consulting company Danforth City Harvest, where last eight years. Expedia Group, where she was vice Advisors, LLC. he most recently Previously, she president of learning and development. She spent 10 was CHRO and was in leadership Previously, she held leadership roles in years at Boston previously served as roles at Mastercard, the area of learning and development Consulting Group, senior director of HR. He has also held University of Virginia, Booz Allen at SAP and Concur. most recently as HR leadership roles at Community Hamilton and Accenture. consulting team Brands, EFT Inc. and RADVISION. Pinkham holds a bachelor’s degree Accruent has hired Aaron Hamilton talent manager. He earned a bachelor’s degree in in communication and public relations as vice president of HR. She has also led international business management from Virginia Tech. Previously, Hamilton served as head enterprise strategy at Iron Mountain from Berkeley College and a master’s of global talent at Tektronix and held HR and consulted at Skype. degree in HR management and Lumber Liquidators hired Matthew leadership roles at Escobari has a bachelor’s degree development from New York University. Argano as its next CHRO. Honeywell, Fortive, in history and literature from Harvard Argano comes to the company from General Electric and University and a master’s of business FLIR Systems, a producer of Altar’d State Inc., where he was senior Home Depot. administration from London Business thermal-imaging products, has hired vice president and chief people officer. He has a master’s School. Paula Cooney as its senior vice Previously, he held top HR positions at degree in industrial president and CHRO. the Fresh Market, Maidenform and the labor relations from Precision BioSciences Inc. has hired Cooney most recently was vice Children’s Place. Cornell University Dora Alvarado as its senior vice president of HR and communications Argano earned a doctoral degree and a bachelor’s in business management president of HR. She comes to the at H.B. Fuller, where she previously in philosophy from Tennessee Temple from Arizona State University. organization from Premier Research, was director of global HR strategic University.

38 Human Resource Executive®

HRE_June.indd 38 5/22/2020 2:22:17 PM By The Numbers Figures from the workplace and beyond COMPILED BY HRE STAFF

22 million 13

The number of Americans who filed for In mid-March, 32% percent of employees unemployment in the first four weeks after surveyed said coronavirus had harmed their large portions of the U.S. economy began mental health, a number that jumped 13 shutting down because of coronavirus. percentage points to 45% two weeks later. Source: Daily Beast Source: Kaiser Family Foundation

22%

Percentage of employers that say 60% their caregiving benefits are below or Percentage of employees who are confident well below average. they can do their job efficiently while working Source: Northeast Business Group remotely. on Health Source: Glassdoor

41% 3.5

Percentage of Fully remote employees are 3.5 times more likely Americans who than others to work across five or more teams. say not having Source: Gartner enough emergency savings is their top financial concern right now. Source: National Endowment for Financial Education. 175,000

The number of jobs Amazon 69% added in March and April to meet increased Percentage of employees who say the current demand. pandemic is the most stressful time of their Source: Reuters careers. Source: Ginger

June 2020 39

HRE_June.indd 39 5/22/2020 2:22:18 PM ai158859092611_Workday_HCM__FullPage_tabloid advert_June_040520_withbleed.pdf 1 04/05/2020 12:15:28

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