Americans Are Willing to Work Longer Hours to Continue Working from Home OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Americans Are Willing to Work Longer Hours to Continue Working from Home

While the Right Perks Can Drive Some Employees Back to the Office, Nearly 25% Won’t Go Back Under Any Circumstance

IRVINE, Calif.–(BUSINESS WIRE)–Now that Americans have had a taste of working from home, many are reluctant to go back to the office full-time, according to a new third-party survey from Prodoscore, the leader in employee visibility and productivity intelligence software. The company today announced the results of its research, which assesses employees’ attitudes and willingness to return to a pre-pandemic workstyle environment.

While many American business leaders are eager to hit the resume button and have their workplaces go “back to normal,” employees are more reluctant. A majority of Americans (75.6%) have returned or are expecting to return to the office full time, but nearly a third are unhappy about doing so. And, as evidenced by the Great Resignation, they are willing to put their job on the line to avoid the prospect: about a third of Americans (27.1%) reported they left their job or plan to rather than work full time in an office.

“The pandemic caused Americans to re-examine long held beliefs about the way we work,” said David Powell, President of Prodoscore. “We learned, for example, that we don’t have to be on site in a traditional office environment to keep the engine of commerce going. American employees have embraced the flexibility and work-life balance that working remotely delivers, and are looking to hold on to those benefits, even if they return to the office full time.”

Adapting to the Changing Workplace

The pre-pandemic, traditional workplace is no longer the dominant model in the American business environment. More Americans are working for a company that is implementing a hybrid work model (38.3%) than a traditional, full-time model (37.3%). Back in the office, employees are looking to bring elements of work from home with them. More than a third (39.2%) dress more casually in the office.

Employees Are Open to Change in Order to Work From Home

The survey shows that Americans are willing to make changes in exchange for working from home. Nearly 40% said they are comfortable with business leadership having visibility into their workday productivity; more than one-quarter (28.1%) will work longer workday hours; 16.% will take a pay cut; and 13.4% will forfeit company retirement contributions.

Working from Home Fosters a Work-Life Balance

Why the reluctance to go back to the office? Americans don’t want to give up the benefits of having work-life balance and the subsequent improvements in their physical and mental health – 43.6% said their physical health and 36.7% said their mental health have been impacted positively since working from home.

Perks Drive Willingness to Return to the Office

Under what circumstances would Americans return willingly to the office?

A majority of Americans would commit to working 100% in-office if it was a four-day work week, while more than a third would go back if they were given free lunches weekly or commute stipends. Nearly 30% said they would willingly return to the office if they had unlimited PTO. More Americans (19.6%) want a pet-friendly workplace than daycare available in the office or for free (16.3%).

But nearly a quarter of employees said there were no perks that would encourage them to work in the office full time – and there is absolutely nothing they miss about being in an office.

What Do Employees Miss About Office Life?

The lack of social interaction can’t be overlooked when discussing work from home scenarios. The one overriding element that employees miss the most when they’re not in the office full-time is their coworkers (48.2%). Spending time with co-workers is also their favorite part about being in an office. Nothing else comes close – not the snacks (5.4%) or free lunches (3.5%), not being away from the kids (6.2%), not having time to talk on the phone or listen to podcasts during the commute (2.8%).

“A distributed workforce, enabled by technology and productivity tools, is not the future – it is what is happening now,” said Powell. “As business leaders we need to get on board with this, to ensure that we are using the available tools to provide the flexibility our employees require and to facilitate – and then trust in – their ability to deliver at the highest performance levels, no matter where they are physically based. To attract and retain the best talent, this needs to be our charge.”


In September, Prodoscore and Propeller Insights polled more than 1,000 U.S. adults working full time across demographics about their attitudes and willingness to return to the office full time, following the pandemic lockdown.

About Prodoscore

Prodoscore™ is a company dedicated to empowering teams to be more effective and productive, validated with improved performance and enhanced contributions. By providing visibility into employee activities through a single, easy-to-understand productivity score, a “prodoscore” is calculated to improve workforce productivity and streamline the employee experience. Prodoscore works seamlessly with cloud tools like Google Workspace, Office365, CRM systems, and VoIP calling platforms, allowing it to be quickly implemented and maintained. Learn more at


Nadine M. Sarraf | CMO, Prodoscore | 213.262.2551 | [email protected]
Alessandra Nagy| VP, Bospar PR | 714.310.4439 | [email protected]

Human Resources Organizations Can Achieve Breakthrough Improvements by Embracing Digital Technology OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer

Human Resources Organizations Can Achieve Breakthrough Improvements by Embracing Digital Technology

The Hackett Group’s New Digital World Class Standards Raise the Bar on HR Performance

MIAMI & LONDON–(BUSINESS WIRE)–By fully embracing digital transformation, human resources organizations can achieve superior levels of efficiency, effectiveness, and stakeholder experience, including 33% lower cost, 72% fewer transactional processing errors, and more, according to new Digital World Class human resources research from The Hackett Group, Inc. (NASDAQ: HCKT).

“For decades The Hackett Group’s benchmarks have been the gold standard by which most global companies measure world-class performance in human resources and other business services. Now, with the growing impact of digital transformation, The Hackett Group is raising the bar further with its shift to a Digital World Class measurement standard. Our new research details how highly technology-enabled organizations are achieving new levels of peak performance,” said Global HR Practice Leader Harry Osle.

“The results are impressive. But the bottom line is straightforward. Our research provides empirical evidence of the impact that digital transformation is having,” said Osle. “For years, companies have been making incremental improvements, optimizing processes, cutting costs and reducing transactional labor to reach world-class performance. But new technologies allow many companies to fast-forward to Digital World Class levels of operational excellence and business value. And they can get much of this benefit by overlaying digital technology on their existing systems, rather than embarking on large-scale infrastructure changes.”

A public version of the research, “Digital World Class Human Resources: Reaching New Heights in Peak Performance” is available free, with registration, at It contains more than 30 metrics detailing the performance of Digital World Class human resources organizations. But here is a summary of key research findings:

Improved Efficiency Digital World Class HR organizations now operate at 33% lower cost than typical HR organizations (i.e., peers) and 11.6% lower cost than traditional world-class HR organizations. For a $10 billion company, this represents HR cost savings of $17.7 million and $4.6 million, respectively. Over the past decade, the cost gap between world class and peers has widened as world-class HR organizations kept costs flat while peers increased cost by 1.5% annually. With the shift to Digital World Class, the gap has now widened even further. Digital World Class HR organizations also employ 40% fewer full-time equivalent (FTEs) than peers per billion dollars of revenue, and each HR full-time employee is also able to serve 66% more people.

Greater Effectiveness – The advantages seen by Digital World Class HR organizations extend far beyond lower costs. These elite HR organizations are also able to deliver improved quality, providing greater strategic business value and enhanced agility. They deliver greater business value, with 59% fewer involuntary terminations per 1,000 employees than typical companies. They also take 22% fewer days to fill management positions, and average 72% fewer transaction process errors.

Improved Stakeholder Experience – In the digital era, stakeholder experience is a more critical performance dimension than ever before. Digital World Class HR organizations provide a better experience to their internal stakeholders. They are 82% more likely to be able to act as strategic advisors to the business, 67% more likely to be viewed as a valued business partner, and 9% more likely to be viewed as agile in meeting business challenges.

Six Areas of Excellence – Technology enablement is at the heart of the Digital World Class performance advantage. However, to fully unlock the potential of technology, leading HR organizations also focus on five other key areas: data and analytics; cloud-based modern architecture; operating model evolution; end-to-end process design and ownership; and talent. The research provides details about Digital World Class performance in HR in each of these areas. For example, in data and analytics, the pandemic has led to new urgency in improving forecasting and analysis, and Digital World Class HR organizations have a significant head start, having made substantial inroads in automating knowledge processes, freeing up staff capacity to perform value-adding work, and building a strong data architecture to enable insight generation and self-service reporting and analysis. Compared to peers, Digital World Class HR organizations also provide more than twice as many automated self-service capabilities for data management, reporting and compliance. Digital World Class HR organizations are also at the forefront of architecture modernization and cloud migration. Finally, at Digital World Class HR organizations, HR leaders have addressed deficiencies in critical skills that plague typical HR organizations. They have rebalanced their workforce, reducing headcount in transactional roles and increasing it in areas like strategic workforce planning and analytics. They have developed the ability to drive insight, and skills essential to business partnering such as emotional intelligence, relationship management, innovation, and change orientation.

Action Plan for Digital World Class – The Hackett Group’s research offers an outline of how companies can do an assessment of their current performance, maturity, and capabilities, identify design future capabilities to advance the digital agenda, and create a journey map to progress towards Digital World Class performance levels.

Digital World Class human resources organizations are those that achieve top quartile performance in operational excellence and business value across an array of weighted metrics in The Hackett Group’s comprehensive human resources benchmark. The Digital World Class analysis is also designed to quantify the performance improvement opportunity achievable by maximizing technology enablement of human resources work and optimizing the human resources technology landscape. The Hackett Group’s Digital World Class human resources research is based on an analysis of results from recent benchmarks, performance studies, and advisory and transformation engagements at hundreds of global companies.

About The Hackett Group

The Hackett Group® (NASDAQ: HCKT) is an intellectual property-based strategic consultancy and leading enterprise benchmarking firm to global companies, offering digital transformation including implementation of leading enterprise cloud applications, workflow automation and analytics that enable Digital World Class™ performance.

Drawing from our unparalleled IP from nearly 20,000 benchmark studies with the world’s leading businesses – including 93% of the Dow Jones Industrials, 91% of the Fortune 100, 80% of the DAX 30 and 55% of the FTSE 100 – captured through our leading benchmarking platform, Quantum Leap®, and our Digital Transformation Platform (DTP), we accelerate best practices implementations.

More information on The Hackett Group is available at:, [email protected], or by calling (770) 225-3600.

The Hackett Group, quadrant logo, World Class Defined and Enabled, and Digital World Class are the registered marks of The Hackett Group.

Cautionary Statement Regarding “Forward Looking” Statements

This release contains “forward looking” statements within the meaning of Section 27A of the Securities Act of 1933 as amended and Section 21E of the Securities Exchange Act of 1934, as amended. Statements including without limitation, words such as “expects”, “anticipates”, “intends”, “plans”, “believes”, seeks”, “estimates” or other similar phrases or variations of such words or similar expressions indicating, present or future anticipated or expected occurrences or outcomes are intended to identify such forward looking statements. Forward looking statements are not statements of historical fact and involve known and unknown risks, uncertainties and other factors that may cause the Company’s actual results, performance or achievements to be materially different from the results, performance or achievements expressed or implied by the forward looking statements. Factors that may impact such forward looking statements include without limitation, the ability of Hackett to effectively market its digital transformation and other consulting services, competition from other consulting and technology companies who may have or develop in the future, similar offerings, the commercial viability of Hackett and its services as well as other risk detailed in Hackett’s reports filed with the United States Securities and Exchange Commission. Hackett does not undertake any duty to update this release or any forward looking statements contained herein.


Gary Baker, Global Communications Director – (917) 796-2391 or [email protected]

Pitney Bowes Named to Forbes List of World’s Best Employers 2021 OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Pitney Bowes Named to Forbes List of World’s Best Employers 2021

STAMFORD, Conn.–(BUSINESS WIRE)–Pitney Bowes (NYSE:PBI), a global shipping and mailing company that provides technology, logistics, and financial services, today announced it has been named to the Forbes list of World’s Best Employers 2021. This prestigious award is presented by Forbes and Statista Inc., the world-leading statistics portal and industry ranking provider. The list was announced on October 12, 2021 and can currently be viewed on the Forbes website.

Forbes and Statista selected the World’s Best Employers 2021 through an independent survey applied to a vast sample of approximately 150,000 employees from 58 countries working full or part time. 750 employers were named. The evaluation was based on direct and indirect recommendations from employees that were asked to rate their willingness to recommend their own employers to friends and family. Employee evaluations also included other employers in their respective industries that stood out either positively or negatively.

“Our people are the heart of our business. They serve our clients, create value for our shareholders, deliver solutions to our markets, and help build stronger communities,” said Marc Lautenbach, President and CEO. “I couldn’t be prouder of the people of Pitney Bowes. These recognitions are validation of how the world sees us – as a well-run, responsible company and a great one to work for. We have earned this recognition from the strength of our culture and the earnest efforts of our team.”

Earlier this year, Forbes also named Pitney Bowes to its annual list of America’s Best Employers for Women and Best Employers for Diversity. The Human Rights Campaign Foundation named Pitney Bowes a great place to work for LGBTQ equality and Newsweek put us on its list of Most Responsible Companies.

Recently Pitney Bowes was also named one of India’s Top 25 Best Workplaces 2021, India’s Best Places to Work for Women, and Best Workplace in Asia™ 2021 by Great Place to Work®.

For a full list of recognitions visit:

About Pitney Bowes

Pitney Bowes (NYSE:PBI) is a global shipping and mailing company that provides technology, logistics, and financial services to more than 90 percent of the Fortune 500. Small business, retail, enterprise, and government clients around the world rely on Pitney Bowes to remove the complexity of sending mail and parcels. For additional information visit Pitney Bowes at


Marifer Rodriguez

Pitney Bowes

W 203 351 7416

M 203 940 3718

[email protected]

agilon health Names Mat Varghese as New Chief People Officer OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

agilon health Names Mat Varghese as New Chief People Officer

Varghese will lead employee development, growth & talent acquisition strategy at company transforming health care for seniors

LONG BEACH, Calif.–(BUSINESS WIRE)–agilon health (NYSE: AGL), the company transforming health care for seniors by empowering primary-care physicians to focus on the entire health of their patients, has named Mat Varghese as its new chief people officer effective October 11, 2021.

Varghese will become a member of the executive leadership team, reporting to Steve Sell, CEO, and will lead the advancement and execution of agilon health’s employee development, growth, and talent acquisition strategy.

Varghese brings nearly 20 years of human resources leadership and experience in large public companies poised for growth including in the health technology sector.

“Mat has precisely the public company expertise and leadership experience we need to help agilon health meet its full potential, expand our partnerships with leading physician groups and improve the health of seniors across the U.S.,” said, Steve Sell, CEO, agilon health.

Varghese joins agilon health from R1 RCM, a leading provider of technology-driven solutions for health care providers where he served since 2017 as senior vice president of human resources. He also has held human resources leadership roles at Arthur J. Gallagher & Associates, General Electric, General Mills, and CompuSystems Inc. He earned a master’s degree in industrial and labor relations from Michigan State University and a master’s degree of social work from the University of Michigan.

“I am delighted to join the team at agilon health and advance the company’s growth, development and talent strategy during this pivotal time. As our country ages and the need for quality primary care services grows, agilon’s model will make a positive difference in supporting our partner physicians and the senior patients in their care,” Varghese said.

Varghese succeeds Chris Casler, who is leaving to pursue other opportunities. Casler’s work as chief human resources officer during the past two and half years helped position the company for success as it went public.

About agilon health

agilon health is transforming health care for seniors by empowering primary-care physicians to focus on the entire health of their patients. Through our partnerships and our platform, agilon is leading the nation in creating the system we need – one built on the value of care, not the volume of fees. We honor the independence of local physicians and serve as their partners so they can be the doctors they trained to be. agilon provides the capital, data, payor relationships, executive experience and contract support that allow physician groups to take on the risk of total care for their most vulnerable patients. The result: healthier communities, and doctors who can devote the right amount of time with the patients who need it most. With rapidly growing appeal, agilon is scaled to grow and is here to help our nation’s best independent physician groups have a sustained, thriving future. Together, we are reinventing primary care. For more information about agilon health, visit and connect with us on Twitter, Instagram, LinkedIn and YouTube.


Investor Contact:

Matthew Gillmor

VP, Investor Relations

[email protected]

Media Contact

Claire Mulhearn

VP, Corporate Communications

[email protected]

Small Business Hiring Trends Show Positive Signs for Labor Market OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Small Business Hiring Trends Show Positive Signs for Labor Market

The CBIZ Small Business Employment Index reported nominal hiring growth in September as the U.S. continues to confront Delta-variant concerns

CLEVELAND–(BUSINESS WIRE)–The CBIZ Small Business Employment Index (“SBEI”) reported a seasonally adjusted increase of 0.21% in September, reversing reported declines in August and demonstrating a positive indicator for the labor market. The CBIZ SBEI tracks payroll and hiring trends for over 3,700 companies that have 300 or fewer employees, providing broad insight into small business trends.

“The September reading, while reporting relatively unremarkable growth, is a good sign for small business hiring during a month that we typically see a hiring down-turn,” said Philip Noftsinger, Executive Vice President, CBIZ, Inc. “These findings also debunk some of the earlier theories that proposed the enhanced unemployment benefits were the leading factor causing labor shortages.”

The ADP and Moody’s employment report indicated growth in hiring among small-, medium- and large-sized companies. Its September reading showed an overall increase of 568,000 private-sector jobs for the month, a significant increase over the August report, with small businesses accounting for 63,000 of them on a seasonally adjusted, month-over-month basis. The ADP and Moody’s report counts small businesses as companies with 49 or fewer employees, while the CBIZ SBEI uses data from companies with 300 employees or fewer.

The CBIZ SBEI reported robust hiring in the West (2.34%) region driven by a full economic reopening. The Central (0.01%) region showed relatively flat growth while it still battles the Delta variant. The Southeast (0.32%) also reported growth in September. The Northeast (-0.51%) was the only region to report a hiring decline.

On an industry level, the most notable increases were seen in Educational Services, Accommodations and Food Services, Transportation and Non-profit. Arts and Entertainment, Retail, and Healthcare saw decreases in hiring.

“Looking ahead, vaccine mandates might contribute to some hiring declines in regions and industries that are beginning to enforce vaccinations in companies of 100 plus employees,” added Noftsinger. “The September data is reassuring moving into the holidays when we hope to see seasonal growth.”

To view an infographic with data from the employment index, visit the CBIZ website.

Additional takeaways from the September SBEI include:

September’s snapshot: 22% of companies in the index expanded employment, 52% made no change to their headcounts and 26% reduced staffing.

Industries at a glance: Positive hiring gains were seen in Educational Services, Accommodations and Food Services, Non-profit and Transportation. Meanwhile, declines were reported in Arts and Entertainment, Retail, and Healthcare.

Geographical hiring: Regions experienced hiring increases include Central (0.01%), Southeast (0.32%), and West (2.34%) regions. The Northeast (-0.51%) was the only region to experience a hiring decline.

What’s next? Now that enhanced unemployment benefits have been rolled back and more of the population is vaccinated, this might be a boost for hiring trends as more people return to the labor market.

Editor’s note:

(1) The SBEI illustration is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Based on our work at

Follow CBIZ on Twitter at @CBZ or on Facebook.

About CBIZ

CBIZ, Inc. is a leading provider of financial, insurance and advisory services to businesses throughout the United States. Financial services include accounting, tax, government health care consulting, transaction advisory, risk advisory, and valuation services. Insurance services include employee benefits consulting, retirement plan consulting, property and casualty insurance, payroll, and human capital consulting. With more than 100 Company offices in 31 states, CBIZ is one of the largest accounting and insurance brokerage providers in the U.S. For more information, visit


Kara Lester

Gregory FCA for CBIZ

[email protected]

Employees value flexibility over salary increases OutBuro - the lgbtq professional entrepreneur online networking community gay lesbian bisexual transgender queer job listings market place gigs

Grant Thornton survey: Employees value flexibility over salary increases — one-third looking for new jobs

  • 40% will look for another job if forced to return to the office full time
  • 56% are looking forward to returning to the office
  • 51% would give up a salary increase for more flexibility in when and where they work
  • 40% do not feel like their voice is heard at work
  • 34% believe their manager is the most stressful part of the day

CHICAGO–(BUSINESS WIRE)–Grant Thornton LLP, a leading professional services firm, has released a survey that helps explain why millions of people have left their jobs in recent months. The firm’s State of Work in America survey engaged more than 1,500 full-time employees of U.S. companies. Through questions about hybrid work, healthcare, culture and benefits, Grant Thornton has shone a light on what employees value — and what companies can do to retain talent.

According to the survey, the trend that experts have dubbed “The Great Resignation” may not end anytime soon: 33% of survey respondents say they are actively looking for a new job.

“There is most definitely a war for talent occurring, with an intensity unseen in recent years,” says Tim Glowa, a principal and leader of Grant Thornton’s employee listening and human capital services offerings. “Our survey finds that workers want flexibility. But ‘flexibility’ does not mean working from home 100% of the time, and physically returning to work does not mean being in the office five days a week.”

Instead, Glowa explains employees want workplaces that are understanding of responsibilities like childcare and eldercare.

“Everyone has a unique set of responsibilities outside of the office,” Glowa adds. “As companies return to the office, it will be more crucial than ever to give people the time they need to take care of what’s important at home.”

Return to work

Among those polled for Grant Thornton’s State of Work in America survey, 56% are looking forward to physically returning to the office. However, it appears the requirement to be in the office full-time is a driving factor that is motivating record resignation. According to the survey, 79% of survey respondents say they want flexibility in when and where they work, while 40% say they will look for another job if forced to return to the office full time.

“The challenge that companies face is creating an engaging experience for all employees, whether they are working in an office or remotely,” says Jennifer Morelli, a principal and leader of Grant Thornton’s Business Change Enablement practice. “Organizations need to make sure they are providing meaningful opportunities and reasons to come into the office. For example, in-person working sessions, an important meeting or a team-building event.”

Ultimately, the State of Work in America survey revealed that flexibility is perhaps one of the most desired attributes in the modern workplace. More than half (51%) of the employees interviewed by Grant Thornton say they would give up a 10%-20% salary increase for more flexibility.

“People value employers that respect their time, their family responsibilities and their work-life balance,” says Glowa. “Employers that put that respect into action are well-positioned to win the ongoing war for talent.”

Retaining talent during “The Great Resignation”

While employers have been pondering their return-to-work strategies, the benefits landscape has changed. Grant Thornton’s State of Work in America survey shows that many employees are satisfied with their benefits, but a large contingent have significant concerns over healthcare. Approximately 30% of survey respondents feel like the amount they pay for healthcare is not transparent, and they are not confident that they have chosen the best medical plan.

Grant Thornton leaders say that addressing those concerns will require both detailed communication and ongoing benefits evaluation. Through a process called ‘employee preference optimization,’ companies can find ways to enhance the benefits people use and value — and save money at the same time. Frequent check-ins and active listening are also vital, as is a concise yet effective internal communications plan that relays key benefits information.

“To better attract and retain employees — especially in a tight labor market — requires thinking like a marketing professional,” Glowa adds. “You need to understand employee pain points, then brainstorm potential solutions and benefits to address them. If you can fix that pain point, you’ve made a big difference in the eyes of employees — ideally, in a way that is difficult for competitors to replicate.”

Those concerns about healthcare also seem to have a direct impact on workplace stress. As this survey reveals, medical issues are one of the most common sources of stress, surpassed only by personal debt. Ability to retire, work-life balance and mental health round out the list of top five sources of stress. However, some of the most common pain points are directly related to workplace culture.

Almost half (45%) of survey respondents say they do not believe their employer understands their needs as an employee, and 40% say they do not feel like their voices are heard at work. Further, 34% indicate interacting with their manager is the most stressful part of the day. This could be due to management style or the sheer fact some managers don’t have the proper training.

Grant Thornton leaders emphasize that there is no one-size-fits-all solution to these issues. Yet, as Glowa puts it, “thinking like a marketing professional” can lead to better value propositions for employees — and ultimately help retention. Companies may need to focus on training stronger managers, optimizing their benefits and total reward packages, or enhancing workplace culture.

But no matter what steps companies take, the State of Work in America survey indicates that the employee experience — and understanding what keeps your people up at night — must take precedence.

“There is a bright spotlight on leadership and how leaders are treating employees,” Glowa concludes. “Leaders need to walk the talk, because employees are watching closely.”

To see additional findings from Grant Thornton’s State of Work in America survey, visit To view a webcast that examines the State of Work in America survey in more detail, visit:

About Grant Thornton LLP

Founded in Chicago in 1924, Grant Thornton LLP (Grant Thornton) is the U.S. member firm of Grant Thornton International Ltd, one of the world’s leading organizations of independent audit, tax and advisory firms. Grant Thornton, which has revenues of $1.97 billion and operates more than 50 offices, works with a broad range of dynamic publicly and privately held companies, government agencies, financial institutions, and civic and religious organizations.

“Grant Thornton” refers to Grant Thornton LLP, the U.S. member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. Services are delivered by the member firms. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. Please see for further details.


Adam Bond

T +1 312 602 8332

E [email protected]

Career Development Is Essential to Improving the Employee Experience OutBuro - the lgbtq professional entrepreneur online networking community gay lesbian bisexual transgender queer job listings

Career Development Is Essential to Improving the “Employee Experience”

Internal certification programs make career development meaningful and measurable

NEW YORK–(BUSINESS WIRE)–#Questionmark–As high numbers of workers look set to change jobs as part of the “great resignation”, employers are upping the ante on staff retention by seeking ways to improve the “employee experience”.

Questionmark, the online assessment provider, is urging managers to put career development at the heart of that employee experience in 2022 — or risk losing staff.

In a bid to retain the best talent, employers have been focusing on making changes to the workplace environment and improving relationships between team members and managers. Yet a new survey of American workers reveals that career development remains the most important retention factor. Nearly two thirds (64 percent) say they would leave their job in 2022, citing a lack of growth, training, and development opportunities.1

Neil McGough, General Manager of Questionmark, said: “A company’s culture plays a pivotal role in employee retention. There is a view that the only way employers can stave off the threat of the ‘great resignation’ is to look with fresh eyes at the ‘employee experience’. Yet workers remain consistent that their number one demand is career development. It is essential that employers re-invest in their teams and find a way to increase a sense of career development across their organizations.”

Career development works best when it is meaningful and measurable. By issuing internal certificates and digital badges, underpinned by robust assessment or skills development, employers can help team members mark and recognize their progress.

About Questionmark

Questionmark unlocks performance through reliable and secure online assessments.

Questionmark provides a secure enterprise-grade assessment platform and professional services to leading organizations around the world, delivered with care and unequalled expertise. Its full-service online assessment tool and professional services help customers to improve their performance and meet their compliance requirements. Questionmark enables organizations to unlock their potential by delivering assessments which are valid, reliable, fair and defensible.

Questionmark offers secure powerful integration with other LMS, LRS and proctoring services making it easy to bring everything together in one place. Questionmark’s cloud-based assessment management platform offers rapid deployment, scalability for high-volume test delivery, 24/7 support, and the peace-of-mind of secure, audited U.S., Australian and European-based data centers.



US: Kristin Bernor, external relations: [email protected] +1 203.349.6438

UK: Peter Sigrist: [email protected] +44 7720 056 981

Australia and New Zealand: Chelsea Dowd: [email protected] +61 2 8073 0527

OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary 2

UKG Workforce Activity Report: September Shift Work Shrinks, Further Delaying Recovery

LOWELL, Mass. & WESTON, Fla.–(BUSINESS WIRE)–#Economics–UKG (Ultimate Kronos Group):

National Overview:

The number of shifts1 worked by U.S. employees declined for the second consecutive month, decreasing by 0.1% in September, according to the UKG Workforce Activity Report. While another month of shift contraction further delays the employment recovery for millions of people, September marks a significant improvement from August’s 2.4% monthly decline, indicating a stabilization in workplace activity, per the high-frequency data from UKG (Ultimate Kronos Group).


Dave Gilbertson, vice president, UKG
By most predictions, September was supposed to bring a return of strong economic and workplace activity, as schools reopened fully and unemployment benefits expired. This simply wasn’t the case. Concerns about personal health, as the Delta variant spread, likely prevented many people from rejoining the workforce. As cases decline, we are feeling optimistic about future growth overall, but are closely watching the impact of supply chain disruptions in manufacturing and lackluster activity in the retail sector. With the ongoing labor shortage still in full force, retailers will need to offer more than just higher pay to entice people to staff stores as the holiday shopping season rapidly approaches.”

Industry Analysis:

On the eve of the holiday shopping season, retailers are anticipating the most challenging holiday hiring season (see separate annual UKG retail survey) in memory. September shift work trends illustrate retail’s present struggles:

  • Retail, hospitality, and food service: -3.7%
  • Healthcare: -0.1%
  • Manufacturing: 0.8%
  • Services and distribution: 1.1%

Region Snapshot:

For the second consecutive month, the Southeast region saw the most significant shift volume contraction:

  • Southeast2: -0.8%
  • Midwest 3: -0.7%
  • Northeast 4: -0.5%
  • West 5: 1.3%

Business Size:

Ongoing labor shortages and supply chain disruptions continue to impact businesses:

  • Fewer than 100 employees: 0.3%
  • 101-500: -0.6%
  • 501-1,000: 2.6%
  • 1,001-2,500: -2.2%
  • 2,501-5,000: 0.0%
  • More than 5,000: -10.6%

Recovery Scale:

The UKG Workforce Recovery Scale — which compares shift activity with pre-pandemic levels — sits at 85.2 in September, effectively flat compared with August.


The UKG Workforce Activity Report is a high-frequency index used to anticipate U.S. job creation earlier than traditional economic indicators. With a sample of 3.3 million employees across 35,000 organizations of all sizes and industries, the report analyzes mid-month shift work trends to gauge current and future employment changes.

About UKG

At UKG (Ultimate Kronos Group), our purpose is people. Built from a merger that created one of the largest cloud companies in the world, UKG believes organizations succeed when they focus on their people. As a leading global provider of HCM, payroll, HR service delivery, and workforce management solutions, UKG delivers award-winning Pro, Dimensions, and Ready solutions to help tens of thousands of organizations across geographies and in every industry drive better business outcomes, improve HR effectiveness, streamline the payroll process, and help make work a better, more connected experience for everyone. UKG has 13,000 employees around the globe and is known for an inclusive workplace culture. The company has earned numerous awards for culture, products, and services, including consecutive years on Fortune’s 100 Best Companies to Work For list. To learn more, visit

Footnote 1: “Shifts worked” is a total derived from aggregated employee time and attendance data and reflects the number of times that employees, especially those who are paid hourly or must be physically present at a workplace to perform their jobs, “clock in” and “clock out” via a time clock, mobile app, computer, or other device at the beginning and end of each shift.

Footnote 2: Southeast is defined as Alabama, Arkansas, Georgia, Florida, Kentucky, Louisiana, Mississippi, North Carolina, South Carolina, and Tennessee.

Footnote 3: Midwest is defined as Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, Oklahoma, South Dakota, Texas, and Wisconsin.

Footnote 4: Northeast is defined as Connecticut, Delaware, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont, Virginia, and West Virginia.

Footnote 5: West is defined as Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming.

Copyright 2021 UKG Inc. All rights reserved. For a full list of UKG trademarks, please visit All other trademarks, if any, are property of their respective owners. All specifications are subject to change.

Follow UKG on Facebook, Instagram, LinkedIn, Twitter, and YouTube.


UKG Contact:
Jessica DeVore

+1 978 244 6381

[email protected]

For Sales Information:

+1 800 432 1729

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It Can Take Eight Months Before New Starters Become Productive at Work

Employers must ensure their onboarding programs are more effective

NEW YORK–(BUSINESS WIRE)–#Questionmark–Employers are taking too long to get new joiners up to speed. While firms are desperate for new modern skills to deal with the challenges of a shifting business landscape, research shows that it can take between three to eight months for employees to become fully productive.1

The new Questionmark report “Getting the Best on Board” explores the importance of a structured onboarding process to setting staff up for success. Team members that receive effective onboarding are 18 times more likely to feel committed to their organization.2 Staff who have a negative onboarding experience are twice as likely to leave.3

Despite the importance of onboarding, the report notes five common challenges that make it difficult to achieve:

  1. Diverse starting points – it is hard for a manager to get a clear read on a person’s previous experience and gaps in their knowledge.
  2. Difficult to measure success – it might take several months for a manager to realize that a new joiner did not learn what they should have during the onboarding process.
  3. Information overload – five to ten departments are often involved in a company’s onboarding process.4 Without structured and prioritized content, a new starter will likely be overwhelmed.
  4. Time restraints – for a manager, taking time out for training and inducting a team member may not feel like a priority. But failing to make it one soon proves a false economy.
  5. Remote onboarding – some 37% of respondents said they had experienced a significant problem with the remote onboarding process.5

John Kleeman, Founder of Questionmark, said: “Assessing the skills of workers before, during and after the onboarding process can give leaders the information they need to check it is working and unlock performance. Assessments show an individual’s starting point, enabling information and training to be tailored and prioritized. Tests during the process indicate whether the information and procedures are being understood. Tests later down the line show whether the information has stuck.”

Managers can use online assessments to check that new workers have understood crucial policies and procedures such as security and health and safety. With information from assessments, employers can make better decisions about a team member’s job readiness.

Read the full report: “Getting the Best on Board: using staff assessments to get new workers on board and up to speed as quickly as possible, with the modern skills to thrive”.


Notes to editors

About Questionmark

Questionmark unlocks performance through reliable and secure online assessments.

Questionmark provides a secure enterprise-grade assessment platform and professional services to leading organizations around the world, delivered with care and unequalled expertise. Its full-service online assessment tool and professional services help customers to improve their performance and meet their compliance requirements. Questionmark enables organizations to unlock their potential by delivering assessments which are valid, reliable, fair and defensible.

Questionmark offers secure powerful integration with other LMS, LRS and proctoring services making it easy to bring everything together in one place. Questionmark’s cloud-based assessment management platform offers rapid deployment, scalability for high-volume test delivery, 24/7 support, and the peace-of-mind of secure, audited U.S., Australian and European-based data centers.

1 A range of sources indicate a long period of time that it takes to get new starters working at their most productive. Here are two examples:






US: Kristin Bernor, external relations: [email protected] +1 203.349.6438

UK: Peter Sigrist: [email protected] +44 7720 056 981

Australia and New Zealand: Chelsea Dowd: [email protected] +61 2 8073 0527

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New Study From Mind Share Partners In Partnership With Qualtrics And ServiceNow: Employee Mental Health Challenges Now Impact The Majority Of U.S. Workers—Persisting Longer And Pushing More Employees To Leave Their Jobs

Follow-On Study Offers A Rare Pre- And Post-Pandemic Comparison On The State Of Workplace Mental Health And Spotlights The Heightened Stakes For Employers

SAN FRANCISCO–(BUSINESS WIRE)–Mind Share Partners, a national nonprofit that is changing the culture of workplace mental health, launched “Mind Share Partners’ 2021 Mental Health at Work Report in partnership with Qualtrics and ServiceNow”—a study that explores mental health, stigma, and work culture in U.S. workplaces. This year’s study is sponsored by ServiceNow and Morrison & Foerster and is a follow-on to the 2019 Mental Health at Work Report.

Read more about the findings in our Harvard Business Review article.

The study reveals that mental health challenges are impacting a majority of U.S. workers at all levels of seniority for significant periods of time. 76% of full-time U.S. workers reported experiencing at least one symptom of a mental health condition in the past year (a 29% increase from 2019), with 80% of study respondents reporting their symptoms cumulatively lasting a month or more, and 36% reporting symptoms lasting five months to an entire year. Executive and C-level employees were more likely to report experiencing at least one mental health symptom, compared to managers and individual contributors.

With a growing dialogue around “The Great Resignation,” there are clear correlations to employers losing talent due to unsupported mental health challenges. The study found that 50% of respondents had left a previous role at a company due, at least in part, to mental health reasons, compared to 34% in 2019. This number grows to 81% for Gen Z and 68% for Millennial respondents.

“Prior to the pandemic, U.S. employers had just begun to acknowledge the prevalence and impact of mental health challenges at work, the need to address stigma, as well as the emerging link to diversity, equity, and inclusion (DEI),” said Kelly Greenwood, Founder & CEO of Mind Share Partners.

“The stakes have been raised. Companies must move from viewing mental health as an individual’s responsibility to a collective priority. The future of workplace mental health demands culture change. Everyone within an organization plays a unique role in creating a mentally healthy workplace, with leadership paving the way. We can’t afford to go back to ‘business as usual’. Now is the time to be intentional and imagine what work could be—with more vulnerability, compassion, and sustainable ways of working,” Greenwood said.

Other Key Findings Include:

Workplace factors have a clear impact on mental health.

  • 84% of study respondents reported at least one workplace factor that negatively impacted their mental health in the past year—the most common being emotionally draining work (37%).
  • Employers’ return to office plans are negatively impacting mental health. The most common ways were the policies themselves around in-person vs. remote work after the pandemic (41%) and lack of work-life balance or flexibility based on the policy (37%).
  • The study found that employees who have felt supported by their employers with the pandemic, racial injustices, return to office planning, and/or mental health overall have better mental health and engagement outcomes.

Employees are talking about mental health more, but their comfort levels and experience of these conversations are still mixed.

  • Two-thirds (65%) of study respondents reported having talked about their mental health to someone at work in the past year—a 63% increase from 40% in 2019.
  • 41% of study respondents felt comfortable talking to their colleagues about their own mental health—a 46% increase from 2019 (28%); 40% felt comfortable talking to managers—a 38% increase from 2019 (29%); and 37% to HR—a 48% increase from 2019 (25%).
  • Only 49% of respondents described their experience of talking about mental health at work as positive or that they received a positive or supportive response—comparable to rates in 2019 (48%).

Diversity, equity, and inclusion (DEI) programs continue to play a strong role in workplace mental health, but significant investment and commitment are needed to alleviate disproportionate challenges exacerbated by the events of 2020, including, but not limited to, systemic racism and trauma experienced by Black employees and school closures due to Covid-19 impacting parents and caregivers.

  • Younger workers (i.e., Gen Z and Millennial respondents), caregivers, and respondents from historically underrepresented communities (including LGBTQ+, transgender, Black, and Latinx respondents) tended to be more likely to experience mental health symptoms, more likely to say that work or the workplace environment negatively impacted their mental health, and more likely to have left a previous role due, at least in part, to mental health reasons.
  • Asian Americans and Pacific Islanders were among those who felt the least supported amidst the pandemic and racial hate crimes / injustices, alongside Native American respondents for the pandemic, and mixed-race respondents for the racial hate crimes / injustices.

Employers are investing more into mental health and employees are increasingly drawn to day-to-day support versus temporary, Band-Aid solutions.

  • Resources provided by employers to employees grew since the pandemic, including extra paid time off (55% growth), mental health days (41% growth), and mental health training (33% growth).
  • There was significant growth in the use of accommodations by employees.
  • The “resource” most desired by respondents (31%) was a more open culture around mental health.

Employers are deepening their investment in supporting mental health at work through company culture, but still haven’t achieved true culture change.

  • 32% more respondents believe that mental health was actually prioritized at their company (54% in 2021; 41% in 2019).
  • 27% more respondents believe their company leaders were advocates for mental health at work (47% in 2021; 37% in 2019). 21% more respondents believe that their manager was equipped to support them if they had a mental health condition or symptom (47% in 2021; 39% in 2019).

The study indicates an overarching theme that the future of workplace mental health is through employer investment in culture change—including sustainable ways of working. Employers must shift their view of mental health from being an “individual’s issue” to a company priority. Mind Share Partners’ Ecosystem of a Mentally Healthy Workplace Framework highlights how everyone within an organization has a role in influencing and changing the broader culture around work and mental health.

“The past year has highlighted the impact mental health has had on so many of our colleagues and employees,” said Qualtrics Chief People Officer Julia Anas. “Whether employees need someone to talk to, flexibility to take care of themselves, their families and friends, or recognition for their success, it’s imperative that company leaders listen, understand, and lead with empathy in helping employees find solutions. Each individual is unique, so there is not a one-size-fits-all approach, but it starts with listening, followed by taking action.”

“We are not the same workers we once were,” said Nick Tzitzon, Chief Strategy and Corporate Affairs Officer at ServiceNow. “As leaders, we need the grace and imagination to open the conversation about mental health, starting and supporting frank, sometimes difficult, conversations in the workplace.”

This study is based on collected responses from 1,500 individuals via an online survey from May 21, 2021 to June 18, 2021 through Qualtrics. To download the full findings please visit:

About Mind Share Partners

Mind Share Partners is a national nonprofit that is changing the culture of workplace mental health so that both employees and organizations can thrive. It does this by building public awareness, hosting communities to support employee resource groups (or affinity groups) and professionals, and providing workplace mental health training and strategic advising to leading companies. Learn more at

About Qualtrics

Qualtrics, the world’s #1 Experience Management (XM) provider and creator of the XM category, is changing the way organizations manage and improve the four core experiences of business—customer, employee, product, and brand. Over 13,500 organizations around the world are using Qualtrics to listen, understand, and take action on experience data (X-data™)—the beliefs, emotions, and intentions that tell you why things are happening, and what to do about it. To learn more, please visit

About ServiceNow

ServiceNow (NYSE: NOW) is making the world of work, work better for people. Our cloud‑based platform and solutions deliver digital workflows that create great experiences and unlock productivity for employees and the enterprise. For more information, visit:


Nina Tomaro

Marketing and Communications Lead

Mind Share Partners

[email protected]

Erica Evans

Qualtrics Public Relations

[email protected]