Survey Finds 63 Percent of Employees Lack Confidence in Their Companys Return-to-Work Strategy Up 16 Percent From Spring 2021 OutBuro lgbtq employees networking online community

Survey Finds 63% of Employees Lack Confidence in Their Company’s Return-to-Work Strategy, Up 16% From Spring 2021

Humanyze’s second 2021 Future of Work Report reveals work’s evolution during the pandemic and workforce sentiments about the post-pandemic future of the workplace

BOSTON–(BUSINESS WIRE)–Humanyze, a leader in workplace analytics, today released the second installment of the 2021 Future of Work Report, a holistic analysis of the evolution of work throughout the pandemic and employee sentiments about the post-pandemic future of the workplace. Nearly 2,300 survey responses were collected from individual employees and people managers, and compared to responses from the spring 2021 report, to identify key changes over the last 6 months. The findings from both surveys were then measured against data from the Humanyze Platform to compare how employees and managers feel, with how they actually work.

Humanyze Logo

“Looking at subjective workforce sentiments and how work objectively gets done within organizations gives us a holistic view of the pandemic’s impacts and what this could mean for the future of work post-COVID,” said Taemie Kim, Co-founder and Chief Scientist, Humanyze. “Measuring our own analytics against these survey responses revealed that, although employees seem to be effectively adapting to remote work as the pandemic continues, many challenges and concerns remain.” At a time when employee attrition and operational resilience are top concerns for employers, the report’s latest findings further emphasize the importance of a data-driven, people-centric approach to workplace decision-making.

Biggest Challenges & What’s At Risk

When asked about their greatest work challenge during the pandemic, the top response for employees was work-life balance, followed by the lack of informal social interactions with colleagues, managers, and leadership. Managers, on the other hand, listed employee attrition and disengagement as their main hurdle, followed by decreased productivity. “A big driver of employee engagement and productivity is the ability to seamlessly interact with coworkers, which was obviously hindered after the abrupt shift to remote work in 2020,” said Ben Waber, Co-founder and President of Humanyze. “If employees feel disconnected from the organization, it ultimately seeps into disengagement with the work itself.”

After the start of the pandemic, Humanyze observed a 21% decrease in collaboration with “weak ties,” peripheral colleagues that you interact with less frequently but are essential for engagement, knowledge-sharing, and innovation. While this remains the case today, not all employee collaboration has suffered. Compared to pre-pandemic, Humanyze data shows meaningful increases in cross-level, cross-team collaboration, and communication between employees and their immediate colleagues and managers. “Interestingly, our data shows employees are changing how they work, and doing so in ways that can actually help address many of the challenges mentioned in the surveys,” said Waber. “Remote work undeniably comes with its challenges, but it’s also showing us that employees can adapt over time.”

Shaping the Post-Pandemic Future of Work

Although employees and managers seem to be adapting to remote work and collaborating more effectively since the start of the pandemic, one of the more concerning recent takeaways is an increased lack of employee confidence in their company’s future of work. Of those surveyed, 63% lack full confidence in their company’s post-pandemic workplace strategy being the right decision for employees, compared to 46% in April 2021.

Survey findings demonstrate a need for better communication and transparency from executive leadership, with over 50% of employees reporting they do not feel fully informed about their company’s post-COVID plans or how decisions get made. Around 20% of managers cited having absolutely no involvement or say, showing leaders have significant work ahead of them to achieve a more inclusive, transparent culture.

Although more than half of managers cited the use of employee surveys to understand employee preferences, 70% reported their company is not leveraging any other data or workplace technologies to inform strategies. This shows that, even in the digital age, objective data is still not a driving force for informing critical business and people decisions.

“Without effective communication or the necessary supporting data to inspire confidence in the company’s strategy, it makes perfect sense employees have these concerns and doubts,” added Waber. “As we see from our own data, employees have proven their resiliency in times of change, but leadership must establish trust in order to retain and support their people.”

What Managers and Employees Want

One key takeaway from the fall survey is that employees want continued flexibility, but still value the benefits of working with colleagues in-person. Although the majority of employees remain open to going back to the office in some capacity and listed in-person collaboration with colleagues and leaders as their top reason for doing so, 37% continue to agree they’d prefer to not go in at all.

When asked about their preferences in a hybrid work scenario, employees and managers both expressed a desire for thoughtfully-planned coordination. Forty percent of employees would want a fixed return-to-office schedule where they see the same people each time, while 45% of managers also ranked a fixed schedule as their top preference.

“Companies must realize, every team is different,” said Kim. “While a universally equal policy from the top down might sound best, and may be easiest, it impacts groups differently. Where it works for some, it fails for others. Therefore, manager input and employee surveys combined with leveraging available data and tools are critical to correctly identifying individual teams’ best working styles for post-pandemic planning.”

Behind the Survey & Data

In October 2021, Humanyze collected responses from nearly 1,000 managers and 1,265 employees through a third-party provider and compared these findings to results from the first 2021 Future of Work installment released in April. In spring 2021, only employees were surveyed, whereas the fall survey included both employees and people managers.

Survey findings were then measured against data from the Humanyze Platform, which leverages decades of MIT Research and billions of anonymous workplace interactions from large global companies to measure how, where, and with whom work gets done.

To learn about the report findings and hear from industry experts as they discuss the Future of Work, join Humanyze alongside thought leaders from Nike and Co3 for a webinar on Wednesday, Nov. 17th. To attend, register here.

To download the complete Fall 2021 Future of Work Report, visit humanyze.com/report-2021-fall-future-of-work/.

About Humanyze

Humanyze is a leading global provider of workplace analytics solutions, helping business leaders improve organizational effectiveness, a critical driver of financial performance. Enterprises use the Humanyze Platform’s data-driven benchmarks, indicators, and metrics within the categories of employee engagement, team productivity, and organizational adaptability, to inform and accelerate better management, HR, and workplace decisions. Founded in 2011 out of the MIT Media Lab, we offer an award-winning, patented AI platform with varying solutions that address today’s most pressing business challenges. These science-backed insights empower companies to confidently make decisions and continuously measure their impacts for ongoing improvements in the areas of Workplace Strategy and Organizational Health. Humanyze is committed to core values of data privacy for all employees and ensures 100% anonymity by design. We have a global presence spanning the US, Europe, and Asia and are on a mission to improve the Future of Work.

Contacts

Media Contact:
Giuliana Sannella

Matter Communications for Humanyze

humanyze@matternow.com

BAI Survey of Financial Services Employees Shows Over a Third Feel the Pandemic Has Had a Negative Impact on Their Mental Health OutBuro lgbtq employess professionals networking online community

BAI Survey of Financial Services Employees Shows Over a Third Feel the Pandemic Has Had a Negative Impact on Their Mental Health

CHICAGO–(BUSINESS WIRE)–Recent research by BAI, a nonprofit independent organization that delivers the financial services industry’s most actionable insights, reveals that while employees’ work/life balance has improved during the pandemic, their mental and physical health and work load have been negatively affected. HR leaders are taking note and looking at ways to preserve the positive impacts of the pandemic work environment, while helping employees work through the personal challenges they are facing.

BAI logo 2018

BAI surveyed more than 250 financial services employees to better understand how the pandemic had affected their personal and professional lives. While the results on work/life balance were positive, the research showed a negative 37% net impact on mental health, a negative 13% net impact on physical health and a negative 22% net impact on workload.

“Increased remote work arrangements with more flexibility in where and when employees work has predictably had a positive impact on work/life balance,” said Karl Dahlgren, managing director at BAI. “However, for the long-term health and engagement of their employees, it is important for financial services leaders to better understand and act on other negative impacts from the pandemic.”

BAI hosted a Fireside Chat Webinar, “The Impact of the Pandemic on Financial Services Leaders,” to walk through the study and discuss how leaders can help employees with things like mental health and workload challenges. Participants included Catherine Garret, Senior Vice President, HR Operations, Technology and Compliance at Comerica Bank, and Dannielle Brown, Head of Employee Experience at M&T Bank. Moderated by Holly Hughes, Chief Marketing Officer at BAI, the discussion included real examples of how the participants are working to help their employees during these transitional times, including extending mental health services, monitoring employee workloads through analytics, and creating manager resources to help employees transition back to the office. The webinar was published November 9 and can be accessed on demand.

About BAI

As a nonprofit, independent organization, BAI has delivered the financial services industry’s most actionable insights for more than 95 years, helping leaders make smart business decisions every day. We provide in-depth, proprietary research to more than 40 of the top US banks, support more than 2,100 financial services organizations with compliance and professional development training, provide trusted, relevant thought leadership through BAI Banking Strategies reports, podcasts and webinars, and offer specialized events and programs. For more information, visit www.bai.org.

Contacts

Kendall Carwile

William Mills Agency

678-781-7224

kendall@williammills.com

Nearly 2-in-5 Hospitality Workers Considering or Have Plans to Leave Their Job in the Next Two Months OutBuro lgbtq professional entreprenuer networking online community gay lesbian queer

Nearly 2-in-5 Hospitality Workers Considering or Have Plans to Leave Their Job in the Next Two Months

Medallia Zingle report finds a quarter of global hospitality employees say their employee experience has suffered since the return to travel.

SAN FRANCISCO–(BUSINESS WIRE)–New research released today by Medallia, Inc., the global leader in customer and employee experience, reveals that 38% of hospitality workers say they’re considering or already have plans to leave their jobs in the next two months. This and other insights are available in the full report, Global Staffing Report: Employee Experience Impacts Hospitality, released today by Medallia Zingle, the leading intelligent messaging provider used by some of the world’s biggest hospitality brands.

medallia colorlogo

For the report, Medallia surveyed more than 1,250 travel and hospitality workers from the United States, United Kingdom, France, Spain & Germany. Findings reveal major challenges affecting the hospitality industry today, including how the return to travel is impacting workers’ job satisfaction, their employee experience, and their relationships with guests.

With hospitality’s historic staffing shortage well-reported, the report’s uncovering that nearly two-fifths of global hospitality workers plan to leave their jobs by the end of the year — and that 59% of organizations are working with less staff now than they did prior to the pandemic — hints at a challenging holiday season ahead for brands across the world. In fact, the study found that while 67% of workers report that their organization is experiencing increased guest activity since the return to travel, nearly half (48%) say their employers’ handling of it has been “Just OK.”

This is worrying news at a crucial juncture in the industry’s reopening, but illustrates the opportunity that exists for brands to better equip their teams to handle the upcoming travel surge, and address the industry’s staffing crisis.

“All industries have been affected by the COVID-19 crisis, but the travel and hospitality sector has experienced a particularly significant impact on its operations,” said Ford Blakely, founder, senior vice president and general manager of Medallia Zingle. “And while it’s concerning that a significant amount of workers are considering or already have plans to leave their jobs before the end of the year, brands have a massive opportunity to adopt technology and communication strategies that allow their employees to do more with less and create a more empowered and engaged workforce that’s enthusiastic about providing their guests with a best-in-class experience.”

Additional highlights from the report include:

  • US’ Struggles Higher Than Global Average: 68% of U.S. hospitality workers say their organization is working with less staff now than they did prior to the pandemic.

    • Top 3 reasons globally: “health and safety concerns,” “lack of job security,” and because “workers obtained new jobs during the shutdown.”
  • Little Payoff for Employees: 61% of hospitality workers across the globe say their roles are harder and less rewarding since the onset of the pandemic.
  • Employee Experience Takes a Hit: A quarter (24%) of employees say that their employee experience has gotten worse and that they feel less engaged.

    • Additionally, 27% say that the customer experience they are providing has also gotten worse since the onset of the pandemic.
  • Hiring Woes Persist: More than half (52%) of hospitality employees across the globe say that hiring talent has been an issue for their organization.

    • Top 3 reasons: “not enough qualified applicants,” “lack of resources to offer competitive pay or benefits,” and “lack of flexibility/remote options.”

Medallia Zingle’s full “Global Staffing Report: Employee Experience Impacts Hospitality” report can be downloaded here.

About Medallia

Medallia is the pioneer and market leader in customer, employee, citizen and patient experience. The company’s award-winning SaaS platform, Medallia Experience Cloud, is becoming the experience system of record that makes all other applications customer and employee aware. The platform captures billions of experience signals across interactions including all voice, video, digital, IoT, social media and corporate messaging tools. Medallia uses proprietary artificial intelligence and machine learning technology to automatically reveal predictive insights that drive powerful business actions and outcomes. Medallia customers reduce churn, turn detractors into promoters and buyers, create in-the-moment cross-sell and up-sell opportunities and drive revenue-impacting business decisions, providing clear and potent returns on investment. For more information visit www.medallia.com.

© 2021 Medallia, Inc. All rights reserved. Medallia®, the Medallia logo, and the names and marks associated with Medallia’s products are trademarks of Medallia. All other trademarks are the property of their respective owners.

Contacts

PR Contact:
Eric Stoessel

press@medallia.com

IR Contact:
Carolyn Bass

ir@medallia.com

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Inclusion 2021 – Chats with Cornell Verdeja-Woodson, Director of Diversity, Equity, and Inclusion at Headspace

Ahead of his speaking participation at the online DEI festival, INCLUSION 2021, we caught up with Cornell Verdeja-Woodson, Director of Diversity, Equity, and Inclusion at Headspace, and Founder & CEO of Brave Trainings on his thoughts on Diversity, Equity, Inclusion, and Belonging in the workplace.

Don’t miss your chance to catch Cornell speaking on an exclusive panel discussion at INCLUSION 2021, the leading virtual global business festival dedicated to equity, diversity & inclusion in the workplace.

Discussing Working towards a racially just workforce: One year on from global Black liberation uprisings 2020, Cornell will be joined by Leslie Gray, Head of Diversity & Inclusion and Chief of Staff, Office of the CEO at Mozilla and Asif Sadiq MBE, Senior Vice President, Head of Equity and Inclusion at WarnerMedia International. Together they will tackle:

  • How have the commitments made by companies to address racial inequalities across the world since June 2020 translated into action? Has adequate progress been made in the short term? 
  • What should companies be aiming for in regards to quotas, and what are the pitfalls when quotas are the only driver for race diversity
  • How can companies create a safe work environment for Black and people of colour – what actions can be implemented?
  • There is also an emotional tax associated with being Black in the workplace – what are companies doing to ensure the wellbeing of their BIPOC employees?
  • Who is getting it right and from where can we draw inspiration?

Want to be part of this year’s conversation? Then what are you waiting for? Sign up now and claim your free pass to attend the fastest-growing virtual event in the industry – INCLUSION 2021.

Experience a packed agenda featuring the biggest names in DE&I, interactive workshops and roundtables, plenty of social activities, and regular networking opportunities.

By attending, you will be able to:

  • Learn from in-depth D&I keynotes, case studies and panel discussions
  • Join interactive workshops and roundtables
  • Connect with essential D&I contacts at our online diversity exhibition
  • Grow your network during our INCLUSION social hour meetups
  • Discover how to support minorities, heal divides and increase staff unity

Hear from our incredible high profile line-up of 75+ expert speakers leading the charge for diversity, equity, and inclusion change in the workplace, including:

Visual Portfolio, Posts & Image Gallery for WordPress

Rashmi Verma – Head of Diversity and Inclusion – Hugo Boss

Rashmi Verma, Global Head of Diversity & Inclusion at HUGO BOSS
Rashmi Verma, Global Head of Diversity & Inclusion at HUGO BOSS

Joseph Nwosu – Co-Lead of the Black Experian Network ERG

Joseph Nwosu, Co Lead of the Black at Experian Network (ERG) at Experian
Joseph Nwosu, Co Lead of the Black at Experian Network (ERG) at Experian

Cecilia Weckstrom – Senior Global Diversity and Inclusion Director – Lego Group

Cecilia Weckstrom, Senior Global Director, Head of Diversity, Inclusion & People Innovation at LEGO Group
Cecilia Weckstrom, Senior Global Director, Head of Diversity, Inclusion & People Innovation at LEGO Group

Michael Vermeersch – Digital Inclusion Lead and Chair – UK Disability ERG – Microsoft

Michael Vermeersch, Digital Inclusion Lead & Chair, UK Disability ERG at Microsoft
Michael Vermeersch, Digital Inclusion Lead & Chair, UK Disability ERG at Microsoft

Michael Anaman – Head of Service Delivery and Head of Inclusion – Now TV

Michael Anaman, Head of Service Delivery and Head of Inclusion at NOW TV
Michael Anaman, Head of Service Delivery and Head of Inclusion at NOW TV

Putri Realita – Global Diversity and Inclusion Lead – Danone

Putri Realita, Global Diversity and Inclusion Lead at Danone
Putri Realita, Global Diversity and Inclusion Lead at Danone

Leslie Gray MBA – Head of Diversity and Inclusion and Chief of Staff – Office of the CEO – Mozilla

Leslie Gray MBA, Head of Diversity & Inclusion and Chief of Staff, Office of the CEO at Mozilla
Leslie Gray MBA, Head of Diversity & Inclusion and Chief of Staff, Office of the CEO at Mozilla

Abigail Wilmore – Chief People Officer – Stella McCartney

Abigail Wilmore , Chief People Officer at Stella McCartney
Abigail Wilmore , Chief People Officer at Stella McCartney

Become a show sponsor…

Join RW3, WorkJam, Personio and BiasProof in the movement for change. Becoming an official partner or exhibitor at INCLUSION 2021 will help raise your visibility, connect with your target audience, develop your talent pipeline and improve your profitability. Position your brand as a real leader in the global movement for D&I change in the workplace. Click here for more information.

We can’t wait to see you in October. Tickets are limited, so make sure to grab yours now before they run out.

Thank you to all our sponsors:

Platinum Sponsor

Culture Wizard by RW3 - Global Inclusion Experts

Gold Sponsor

WorkJam

Silver Sponsors

Personio - The HR Operating System
BIASPROOF

Partners

Inclusion 2021 Partners - OutBuro LGBTQ Professionals lesbian gay bisexual transgender nonbinary queer onlin networking community job listings

Our Partner Charity

autistica

Inclusion 2021 Summit - OutBuro LGBTQ profession entrepreneur networking online community gay lesbian transgender queer bisexual nonbinary

Inclusion 2021 Summit – Equity, Diversity, and Inclusion in the Workplace

Don’t miss your chance to catch an exclusive panel discussion at INCLUSION 2021, the leading virtual global business festival dedicated to equity, diversity & inclusion in the workplace. OutBüro is a partner and will be hosting LGBTQ+ Inclusion break-out sessions and available in the main lobby for additional information and engagement.

Discussing Wellbeing in a Post-Pandemic World – Defining Expectations and Reprogramming Routines, Anna Mouchref, Leading Culture & Diversity, Siemens Digital Industries; Praveen Gopalan, Environmental Sustainability & Employee Engagement Programme Manager for BBC Studios and Dr. Shaun Davis, Global Director of Safety, Health, Wellbeing & Sustainability, Royal Mail will cover:

  • What impact has the pandemic had on employee wellbeing over the last year – can this be measured, and if so, how?
  • As many organisations move to a hybrid workforce model, what should be considered and implemented in terms of employee wellbeing?
  • What steps can and should leaders take to role-model behaviours, to promote a culture of wellbeing among their workforce?
  • Why is a more holistic relationship between work and life more beneficial and what has been the impact of the pandemic
  • How can you stay agile and review the approach to wellbeing in response to changing external factors?

Want to be part of this year’s conversation? Then what are you waiting for? Sign up now and claim your free pass to attend the fastest-growing virtual event in the industry – INCLUSION 2021.

Experience a packed agenda featuring the biggest names in DE&I, interactive workshops and roundtables, plenty of social activities and regular networking opportunities.

By attending, you will be able to:

  • Learn from in-depth D&I keynotes, case studies and panel discussions
  • Join interactive workshops and roundtables
  • Connect with essential D&I contacts at our online diversity exhibition
  • Grow your network during our INCLUSION social hour meetups
  • Discover how to support minorities, heal divides and increase staff unity

Hear from our incredible high profile line-up of 75+ expert speakers leading the charge for diversity, equity, and inclusion change in the workplace, including:

Visual Portfolio, Posts & Image Gallery for WordPress

Rashmi Verma – Head of Diversity and Inclusion – Hugo Boss

Rashmi Verma, Global Head of Diversity & Inclusion at HUGO BOSS
Rashmi Verma, Global Head of Diversity & Inclusion at HUGO BOSS

Joseph Nwosu – Co-Lead of the Black Experian Network ERG

Joseph Nwosu, Co Lead of the Black at Experian Network (ERG) at Experian
Joseph Nwosu, Co Lead of the Black at Experian Network (ERG) at Experian

Cecilia Weckstrom – Senior Global Diversity and Inclusion Director – Lego Group

Cecilia Weckstrom, Senior Global Director, Head of Diversity, Inclusion & People Innovation at LEGO Group
Cecilia Weckstrom, Senior Global Director, Head of Diversity, Inclusion & People Innovation at LEGO Group

Michael Vermeersch – Digital Inclusion Lead and Chair – UK Disability ERG – Microsoft

Michael Vermeersch, Digital Inclusion Lead & Chair, UK Disability ERG at Microsoft
Michael Vermeersch, Digital Inclusion Lead & Chair, UK Disability ERG at Microsoft

Michael Anaman – Head of Service Delivery and Head of Inclusion – Now TV

Michael Anaman, Head of Service Delivery and Head of Inclusion at NOW TV
Michael Anaman, Head of Service Delivery and Head of Inclusion at NOW TV

Putri Realita – Global Diversity and Inclusion Lead – Danone

Putri Realita, Global Diversity and Inclusion Lead at Danone
Putri Realita, Global Diversity and Inclusion Lead at Danone

Leslie Gray MBA – Head of Diversity and Inclusion and Chief of Staff – Office of the CEO – Mozilla

Leslie Gray MBA, Head of Diversity & Inclusion and Chief of Staff, Office of the CEO at Mozilla
Leslie Gray MBA, Head of Diversity & Inclusion and Chief of Staff, Office of the CEO at Mozilla

Abigail Wilmore – Chief People Officer – Stella McCartney

Abigail Wilmore , Chief People Officer at Stella McCartney
Abigail Wilmore , Chief People Officer at Stella McCartney

Become a show sponsor…

Join RW3, WorkJam, Personio and BiasProof in the movement for change. Becoming an official partner or exhibitor at INCLUSION 2021 will help raise your visibility, connect with your target audience, develop your talent pipeline and improve your profitability. Position your brand as a real leader in the global movement for D&I change in the workplace. Click here for more information.

We can’t wait to see you in October. Tickets are limited, so make sure to grab yours now before they run out.

Thank you to all our sponsors:

Platinum Sponsor

Culture Wizard by RW3 - Global Inclusion Experts

Gold Sponsor

WorkJam

Silver Sponsors

Personio - The HR Operating System
BIASPROOF

Partners

Inclusion 2021 Partners - OutBuro LGBTQ Professionals lesbian gay bisexual transgender nonbinary queer onlin networking community job listings

Our Partner Charity

autistica

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

Employer Support Has a Direct Impact on the Health and Resilience of Employees, According to a Mercer Survey

  • The pandemic has had a material impact on the mental, financial and physical health of employees.

    • Over half of US employees report feeling some level of stress in the last year, nearly one fourth say they experienced mental health issues such as depression or anxiety, a fifth are financially worse off, and nearly a fifth feel less physically healthy or fit.
  • However, 53% of employees feel their employer has provided good support during the pandemic – and, compared to those who have received little support, they are less likely to have experienced the pandemic’s impact as mostly or entirely negative.
  • 45% of employees who feel they have received good support from their employers during the pandemic say they are less likely to leave their company as a result.

NEW YORK–(BUSINESS WIRE)–As the pandemic continues to unfold, the ability of employers to have a positive impact on employee health and resiliency cannot be understated and is one of the most important findings of the latest Mercer “Health on Demand” survey released today. Since the onset of COVID-19, when employers stepped up to provide essential support, it made a difference. Employees who say they received good support from their employers are much less likely to view their personal experience of the pandemic as mostly or entirely negative compared to those who received little or no support – 25% vs. 49%. And almost half (45%) of those receiving good support say they are less likely to leave their job as a result.

2021 logo

Survey results confirm that the pandemic has had a material impact on the mental, physical and financial health of employees. Over half of US employees feel some level of stress in the last year; nearly a fourth of US employees say they experienced mental health issues such as depression or anxiety; a fifth are financially worse off; and nearly a fifth feel less physically healthy or fit. Low-wage earners were more likely to experience each of these negative impacts – and less likely to feel supported by their employers during the pandemic. These findings reinforce that employers have room for improvement when it comes to understanding the diverse needs of their employees and providing resources to support the well-being of the entire workforce.

“There is nothing more important to the health of a business than the health of its people and the communities in which that business operates. COVID-19 challenged our global healthcare system, but the ability of employers to have a positive impact on employee health and resiliency is one of the most important findings from our 2021 Health on Demand survey,” said Martine Ferland, President and CEO, Mercer. “The research is clear – employers that place health and humanity at the center of business transformation will build a more energized and adaptable workforce that is better able to persevere through periods of crisis.”

The 2021 report lays out several key findings and implications for supporting employee health and well-being:

Provide varied and valued benefits: Well-being is at the core of an employee’s relationship with their employer. The amount of support, type of support, and ability to personalize that support matters. The ability to customize a package of benefits to meet individual needs is highly or extremely valued by 55% of employees. Variety matters as well: the more benefits and resources that are offered, the more likely it is that each employee finds something of value. Of employees offered 10 or more health and well-being benefits or resources by their employer, 52% say that their benefits are a reason to stay with their company, compared to only 32% of those offered 1-5 benefits or resources. In addition, employees receiving 10 or more benefits are more confident that they can afford the healthcare they need – and more likely to agree that their employer cares about their health and well-being.

Enable digital access to healthcare: COVID-19 necessitated that healthcare be delivered in different and innovative ways. One-fifth of employees used telemedicine for the first time during the pandemic, and another 23% increased their usage. Of those trying telemedicine for the first time, the great majority – 72% – intend to keep using it. The survey also registered a sharp increase in employee interest in other digital health solutions, ranging from apps that help find healthcare providers to virtual reality tools for self-care. Compared to the 2019 Health on Demand survey, a greater percentage of employees in the 2021 survey found digital solutions to be highly or extremely valuable. The ability to access care virtually has gained momentum and become a valued option for employees. Survey results reinforce that employers need to plan for a future in which most healthcare journeys include virtual visits and digital healthcare supports.

Reduce stress and anxiety: Notably, US employees are more stressed than those in many other countries. While 59% of US employees say they feel some level of stress, one-quarter report being highly or extremely stressed. That’s the highest percentage of the 13 countries included in the survey. In the UK, for example, only 16% of employees feel highly or extremely stressed. With 48% of US employees rating employer support for mental health as highly or extremely valuable, employers that provide robust mental health and counselling benefits will foster greater loyalty and create a stronger bond with their employees. However, 40% of employees say it is difficult to find and access quality mental health care. It’s even harder for some employees: among low wage earners, that number rises to 47%. Employees identifying as LGBTQ+ place the highest value on employer support for mental health – 61% say it is highly or extremely valuable, but nearly as many (58%) say quality mental health care is difficult to find and access.

Clearly, employees have unmet needs when it comes to mental health care. Half (49%) of all US employees say that programs that reduce the cost of mental health treatment are highly or extremely valuable. Employers looking to provide affordable mental health care support should note that many employees would highly value virtual counselling via video chat with a therapist (42%), virtual counselling via text with a therapist (38%), and even virtual mental health advice via AI-powered text chats, with no human involved (31%).

Tackle healthcare inequities: Healthcare inequality persists, with higher-earners better able to access medical coverage, income protection and mental health counselling than low-earners. Participants with household income (HHI) at or below the US median are significantly less likely to feel confident they can afford the healthcare their family needs (60%) than those with HHI above the median (83%).

Unfortunately, the people who need support the most are the least likely to receive it. Those with HHI above the median reported having better access to benefits through their employers: the survey revealed a gap of 21 percentage points in access to employer-sponsored medical coverage between those with HHI at or below the median and those with HHI above the median and a 19-point gap in access to life insurance. Employers should consider a strategy that targets benefits to the groups that need them most. In a time of labor shortages, a strategy for achieving greater equity may also give employers a competitive advantage.

“Every good leader knows that when employees feel they are treated well they are more likely to stay, be engaged, and flourish,” said Kate Brown, Mercer’s Center for Health Innovation Leader, “With significant shifts in attitudes towards mental health, sustainability and digital healthcare over the last year, employers must evolve their health strategy to reflect a modern workforce that prioritizes flexibility, choice, a caring culture, and digital access to support their health and well-being.”

About the survey

The 2021 Mercer Health on Demand survey asked 14,000 employees across 13 countries across the globe about what they want when it comes to their health and well-being. Country and regional results were weighted to the true sample, with 2,000 in the US. The resulting report captures the voice of the employee to inform debate about employee health and wellbeing preferences, digital delivery of benefits, inclusive and environmentally-friendly solutions that meet ESG agendas and mental health solutions.

About Mercer

Mercer believes in building brighter futures by redefining the world of work, reshaping retirement and investment outcomes, and unlocking real health and well-being. Mercer’s approximately 25,000 employees are based in 43 countries and the firm operates in 130 countries. Mercer is a business of Marsh McLennan (NYSE: MMC), the world’s leading professional services firm in the areas of risk, strategy and people, with 78,000 colleagues and annual revenue of over $18 billion. Through its market-leading businesses including Marsh, Guy Carpenter and Oliver Wyman, Marsh McLennan helps clients navigate an increasingly dynamic and complex environment. For more information, visit mercer.com. Follow Mercer on LinkedIn and Twitter.

Contacts

Micaela McPadden
201-694-9719

Micaela.mcpadden@mercer.com

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PPG Named to Forbes’ 2021 “Best Employers for Women” List

PITTSBURGH–(BUSINESS WIRE)–PPG (NYSE:PPG) today announced that it has been named one of the “Best Employers for Women 2021” by Forbes magazine. PPG was the top paints, coatings, and chemicals manufacturer included on the list, and ranked No. 137 overall.

PPG Logo

As part of its efforts to strengthen diversity, equity and inclusion across the company, PPG is focusing on increasing female representation to align with population demographics in the communities in which it operates. To help achieve this objective, PPG introduced changes to its recruiting process in 2020 – using artificial intelligence to reduce unconscious biases in job descriptions, analyzing labor market data to determine a representative demographic mix of candidates, and launching Employee Resource Networks (ERNs) to support and attract underrepresented candidates. PPG also increased the investment in its global Women’s Leadership Network, which now includes more than 11% of PPG’s workforce, and trained more than 1,800 managers over the past few years on unconscious biases. In 2020, 41% of PPG’s intern class and approximately 33% of professional hires globally were women.

“PPG believes in sustaining a workforce that is representative of the customers and communities we serve, and that includes a focus on our female population,” said Marvin Mendoza, PPG global head, diversity, equity and inclusion. “Countless studies have proven that gender diverse teams enhance business performance, but aside from being a smart organizational initiative, focusing on diversity, equity and inclusion is the right thing to do. At PPG, we know there is exciting work ahead, as we continue to cultivate a truly inclusive and equitable workplace. We are elated to celebrate the progress in our company’s journey.”

Forbes ranked the top 300 employers based on an independent survey from Statista of around 50,000 U.S. employees, including more than 30,000 women, at companies with a minimum of 1,000 employees. Survey participants evaluated companies on a number of criteria, including diversity among top executives and board members, working conditions, wages, parental leave policies, family support, flexibility, representation and pay equity.

Click here to view the full list. For more on PPG’s diversity, equity and inclusion efforts, visit the DE&I section of the company’s sustainability report.

PPG: WE PROTECT AND BEAUTIFY THE WORLD™

At PPG (NYSE:PPG), we work every day to develop and deliver the paints, coatings and materials that our customers have trusted for more than 135 years. Through dedication and creativity, we solve our customers’ biggest challenges, collaborating closely to find the right path forward. With headquarters in Pittsburgh, we operate and innovate in more than 75 countries and reported net sales of $13.8 billion in 2020. We serve customers in construction, consumer products, industrial and transportation markets and aftermarkets. To learn more, visit www.ppg.com.

We protect and beautify the world is a trademark and the PPG Logo is a registered trademark of PPG Industries Ohio, Inc.

CATEGORY Corporate

Contacts

PPG Media Contact:
Greta Edgar

Corporate Communications

724-316-7552

edgar@ppg.com

Mark Silvey

Corporate Communications

+1-412-434-3046

silvey@ppg.com
www.ppg.com

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Employers Fear Effects of the “Great Resignation” as Millions of Workers Move On

But by giving staff the modern skills they need through career development, employers can boost staff retention

Questionmark PrimaryLogo

NEW YORK–(BUSINESS WIRE)–#Questionmark–Employers can beat the “great resignation”, whereby millions of workers plan to quit, by better understanding their people’s career development needs. Greater awareness of staff skills will lead to more relevant training and development and improve employee retention says Questionmark, the online assessment provider.

After eighteen months of staying put through economic uncertainty, huge numbers of employees are looking to leave for new jobs. In the United States alone, four million people quit their job in April.1

Some 41% of workers are considering quitting their job this year, according to a Microsoft survey of 30,000 global workers. Many (46%) of those are planning a career change.2 A separate study showed that 38% were keen to leave in the next six months.3

John Kleeman, Founder of Questionmark, said: “Too much staff turnover is bad for business. Lost productivity and knowledge alongside new hiring, training and onboarding fees add up to around a third of annual salary.4 And there is an impact to culture that it’s impossible to calculate.

“Too often, lack of career development is one of the main reasons people leave their job. If employers show that they can provide their people with meaningful development opportunities, and the modern skills they need, it will help them resist the ‘great resignation’.”

Questionmark explores five strategies for using staff assessments to boost retention in a new white paper: “Five Ways Assessments Can Help Retain Employees”.

By measuring an employee’s current skills through a staff assessment, employers can create a meaningful career development plan. With a good understanding of a team member’s strengths and weaknesses, leaders can deliver relevant training. This helps staff recognize that their current employer is serious about their development, and that they don’t need to look elsewhere for the next career step.

Employers can also create certification programs that help mark that career development. Assessing employee progress and awarding certificates creates immediate goals to work toward. It enables an employee to tangibly track their progress.

Questionmark has also released a white paper: “Five Ways Assessments Can Help Retain Employees”.

www.questionmark.com

Ends

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 https://www.bbc.com/worklife/article/20210629-the-great-resignation-how-employers-drove-workers-to-quit
2 https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work
3 https://hr.personio.de/hubfs/EN_Downloads/202104_HRStudy_UKI.pdf
4 https://www.ere.net/getting-ahead-of-the-looming-employee-exodus/

Contacts

For more information:

US: Kristin Bernor, external relations: Kristin.bernor@questionmark.com +1 203.349.6438

UK: Gareth Streeter: gareth.streeter@fourteenforty.uk +44 7734 251 496

Australia and New Zealand: Chelsea Dowd: chelsea.dowd@questionmark.com +61 2 8073 0527

Understanding the LGBTQ Workplace Experience OutBuro lgbt professionals community gay lesbian transgender queer bisexual online community

Understanding the LGBTQ+ Workplace Experience

With the current mass job migration in where recent studies have found that around 70% of employees are considering a job change employers need to focus on work culture, benefits, and equality in its full spectrum to retain and attract top talent. Check out our page for employers with numerous employee statistics based on studies to gain a clear perspective. Focusing on diversity, equity, and inclusion is a key metric that most job candidates are seeking. Fabrice Houdart, the co-author of the United Nations’ Business Strategies for LGBTQ+ Inclusion stated in a recent interview with OutBüro that. “LGBTQ+ inclusion is like the canary in the coal mine. If an organization is not doing that well, they likely aren’t doing well diversity and inclusion at all.”

IBM has been a global leader in the space of LGBTQ+ workplace inclusion for a long time. Its earliest LGBTQ+ champion was Stan Kimer, now the VP of Training at the US National Diversity Council. OutBüro had the honor to interview him and he now is part of the OutBüro Advisory Board. Gain an understanding of the transgender experience through hearing from Celia Daniels who is also. on the Advisory Board.

Interviews to further your diversity, equity, and inclusion understanding:

United Nations GLOBE President Gurchaten “Nanoo” Sandhu – LGBTQ+ Leader

Actions employers can take to create inclusive workplaces

Employees are to be more willing than ever before to change employers to find an environment where they can bring their full selves to work, so it is essential for organizations to be proactive to retain and attract top talent.

Around the world we are much more aware of the impact of intersectionality discrimination becomes more pronounced where race, gender identity, gender expression, and sexual orientation intersect.

Discrimination and harassment remain all too real for LGBTQ+ employees and job seekers.

Nearly half (45%) of lesbian, gay, and bisexual Americans surveyed by the IBM Institute for Business Value say their employer discriminates against people who are LGBTQ+. More than 66% of the study respondents say they don’t feel equipped to overcome professional challenges. Underrepresentation of LGBTQ+ in workplace leadership roles continues – only 7% of senior executives surveyed identify as lesbian, gay, or bisexual.

Retaining and attracting top talent is a company’s greatest competitive advantage. COVID has made employee question their current employers. As mentions employees today seem to be more willing than ever before to change employers to find an environment where they can bring their full selves to work and feel aligned with the company’s values and purpose. This makes it even more critical for employers to be proactive and diligent in creating an inclusive work culture and safe workplace environment for employees to thrive.

IBM’s new study, created in collaboration with Out & Equal, calls out a few of the most important actions HR leaders should consider creating more inclusive workplaces and cultures for the LGBTQ+ community and beyond.

Set clear expectations and show employees how they can create an inclusive environment

Organizations need to be very clear about what they expect from employees and leaders in creating a working environment where everyone can be themselves. Key to this is providing education and training for all employees, but especially managers, on LGBTQ+ inclusivity, empathetic leadership, and identifying and addressing unconscious bias.

HR leaders should also share formal guidance on how all employees can use inclusive language, such as gender-neutral greetings (e.g. hi everyone vs hi ladies and gentlemen) and sharing pronouns. An online poll of nearly 600 people conducted supporting the IBM study found that 9% do not feel that the gender they express at work matches their true gender identity, which shows that we still have a long way to go to ensure transgender and non-binary employees feel able to bring their whole selves to work.

Another poll from this study showed 82% of respondents feel more comfortable at work when other employees display their pronouns in email signatures and/or on messaging platforms. At IBM, for example, we have a feature that enables IBMers to display their pronouns on their profiles in our global intranet employee directory and also encourage IBMers to share their pronouns on their email signature and Slack. These changes in language are vital to ensure everyone feels seen, heard and included.

Institute non-discrimination policies and practices

In addition to formal non-discrimination policies, corporate offerings like gender-neutral restrooms, gender affirmation treatment benefits or family leave policies that are LGBT+-friendly are critical. On this front, engaging in ongoing dialogue with LGBT+ employees is crucial to understanding what is working and what is not and what the community needs around the globe. That can include everything from regular virtual meetings to quick pulse surveys. Employee Resource Groups are great communities to tap into to get this feedback.

Use brand eminence as a tool for positive change

Minority groups need to know that their organization supports their human rights, and this goes far beyond the internal policies, training, and benefits. This means that it is critical for organizations to have a deep understanding of the legislative issues facing their employees and to be working towards positive change. I’m proud that at IBM, we have continually supported and pushed for the passage of the Equality Act in the United States, for example.

Invest in filling the LGBT+ leadership pipeline

I strongly believe in the power of role models, as well as sponsorship and mentorship programs to address the LGBTQ+ leadership gap. They are critical tools to help raise up the ideas and concerns of out members of the LGBTQ+ community, and help them overcome challenges they may be facing. From personal experience, I know how helpful it can be to have a senior leader in your corner, and I have also learned a lot from my own mentees. Additionally, by having conversations with my straight, cisgender colleagues about the LGBTQ+ community, I am teaching them new things and giving them an insight into a community they are not a part of. My hope is that those conversations have a ripple effect, and the information is shared with their friends, family members, and colleagues.

Have a clear LGBTQ

+ Employer Branding and Talent Acquisition Strategy

Learn more about how OutBüro can be a tool to showcase your organization through LGBTGQ+ targeted employer branding and talent acquisition at https://outburo.com.

Cultivating a truly diverse and inclusive workplace where all people can thrive is a high bar, but it’s worth the effort.

Pitney Bowes Named One of Forbes’ Best Employers for Women 2021

Company receives award for fourth consecutive year

STAMFORD, Conn.–(BUSINESS WIRE)–Pitney Bowes Inc. (NYSE:PBI), a global technology company that provides commerce solutions in the areas of ecommerce, shipping, mailing and financial services, has been recognized as part of Forbes’ annual list of America’s Best Employers for Women 2021. This prestigious award is presented by Forbes and Statista Inc., the world-leading statistics portal and industry ranking provider.

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PBI New Logo

The Best Employers for Women 2021 were chosen based on an independent survey of 50,000 employees currently employed at companies with at least 1,000 workers in their U.S. operations and focused around issues relevant to women in the workplace. The participants assessed their companies according to the following criteria: Discrimination, Family Support, Flexibility, Parental Leave, Pay Equity, and Representation & Career. Additionally, participants were asked to evaluate other employers in their respective industries that stand out either positively or negatively with regards to gender issues, from which only the recommendations of women were considered.

“Pitney Bowes is a place that not only talks about diversity and inclusion, but actually demonstrates it as well. I feel it in every conversation. Everybody is being valued. People pause and listen or ask that clarifying question,” said Ana Chadwick, Executive Vice President and Chief Financial Officer, Pitney Bowes. “It’s both the diversity and the inclusiveness that I have felt that makes me incredibly proud to have joined—be a part of—Pitney Bowes.”

“Pitney Bowes is thrilled to be recognized by Forbes as a Best Employer for Women for the fourth consecutive year,” said Sheryl Battles, Vice President Global Diversity, Inclusion and Engagement at Pitney Bowes. “Through generations of leadership and continuing changes in our business, we’ve sought to deliver our best to our stakeholders by creating a diverse and inclusive culture. We are proud of our long history of strategic action and advocacy for diversity and inclusion, but also know there is more work to do and are energized to continue moving forward.”

Pitney Bowes established its first Women’s Resource Group in the late 1980s to support the growth of women throughout the company. The Pitney Bowes Women’s Inclusion Network (PBWIN) was established in 2016 to create a community of advocates and allies of all genders who want to grow their awareness and understanding, enhance collaboration and support the professional advancement of women. It is based on the belief that when women win, the company wins and is designed to create opportunities for conversation, learning, and best practice exchange for women’s growth and development.

In 2020, in response to the challenges of the pandemic, PBWIN created a separate network for caregivers of all genders, the Pitney Bowes Caregiver Assurance Network (PBCAN). PBCAN provides a voice and forum to leverage practical information, education and support about the joys and challenges of caring for others while navigating the professional world.

Pitney Bowes’ history of diversity and inclusion started in the 1940s, and that legacy of leadership continues through today with active support from the Board of Directors, CEO and leadership team and employees. The company’s vision is to use diversity and inclusion as a competitive differentiator to attract and engage the best talent, generate enhanced value for clients, work together better and deliver relevant innovation in the markets it operates. The company’s belief in the value of leveraging differences to produce superior results can be seen in the fact that Women have led a variety of Pitney Bowes businesses and operations since the 1990s. Today, women comprise 50% of the company’s Board of Directors, 43% of the global workforce, 30% of the Senior Management Team and 32% of management.

Pitney Bowes’ inclusion in the Forbes Magazine List of America’s Best Employers for Women is the latest in its numerous accolades recognizing the company’s diverse workforce and inclusive culture including:

  • 2021 Human Rights Campaign’s Corporate Equality Index
  • 2021 Best Workplace in Asia™ by the Great Place to Work® Institute
  • 2020, 2021 Forbes Best Employer for Diversity
  • 2018, 2019, 2020, 2021 Forbes Best Companies for Women
  • 2018, 2019, 2020 Bloomberg Gender Equality Index (GEI)
  • 2018 Forbes Best Large Employers
  • 2018, 2021 India’s Best Companies to Work For
  • Catalyst CEO Champions for Change

To learn more about Pitney Bowes’ commitment to diversity and inclusion visit our newsroom.

About Pitney Bowes

Pitney Bowes (NYSE:PBI) is a global technology company providing commerce solutions that power billions of transactions. Clients around the world, including 90 percent of the Fortune 500, rely on the accuracy and precision delivered by Pitney Bowes solutions, analytics, and APIs in the areas of ecommerce fulfillment, shipping and returns; cross-border ecommerce; office mailing and shipping; presort services; and financing. For nearly 100 years Pitney Bowes has been innovating and delivering technologies that remove the complexity of getting commerce transactions precisely right. For additional information visit Pitney Bowes at www.pitneybowes.com.

Contacts

Marifer Rodriguez

Pitney Bowes

marifer.rodriguez@pb.com
(203) 351 7416