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.

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“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

Small Business Hiring Trends Upward in October 2021 OutBuro lgbtq professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Small Business Hiring Trends Upward in October

The CBIZ Small Business Employment Index signaled continued positive momentum for the labor market

CLEVELAND–(BUSINESS WIRE)–The CBIZ Small Business Employment Index (“SBEI”) reported a seasonally adjusted increase of 1.07% in October, which is a significant jump from the mildly positive report in September. 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.

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“The increase in hiring reported in October is probably the result of a few contributing factors,” said Philip Noftsinger, Executive Vice President, CBIZ, Inc. “Continued decreases of COVID-19 cases are likely contributing to more people returning to work, all enhanced unemployment benefits have expired and businesses under 100 employees are unaffected by the federal vaccine mandates.”

The ADP and Moody’s employment report indicated growth in hiring among small-, medium- and large-sized companies. Its October reading showed an overall increase of 571,000 private-sector jobs for the month, only a slight increase over the September report. Small businesses accounted for 115,000 of those new jobs 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 (2.09%) region for the second consecutive month, likely driven by its delayed economic reopening following the delta variant’s impact on the region. The Central (0.61%) region showed little change while still seeing positive growth. The Southeast (1.49%) and the Northeast (1.35%) both reported hiring increases.

On an industry level, the most notable increases were seen in Accommodations and Food Services, Construction, Retail, and Transportation. Non-profit, Professional Services, and Wholesale Distribution saw decreases in hiring.

“The vaccine mandates will likely continue to be a variable in hiring trends,” added Noftsinger. “As we approach the busy holiday shopping and travel season, the hope is that the growth momentum continues.”

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

Additional takeaways from the October SBEI include:

October’s snapshot: 25% of companies in the index expanded employment, 53% made no change to their headcounts and 22% reduced staffing.

Industries at a glance: Hiring gains were seen in Accommodations and Food Services, Construction, Retail, and Transportation. Meanwhile, declines were reported in Non-profit, Professional Services, and Wholesale Distribution.

Geographical hiring: The Central (0.61%), Northeast (1.35%), Southeast (1.49%) and West (2.09%) regions all experienced hiring increases.

What’s next? Small businesses are continuing to grow as the economy rebounds to pre-pandemic levels. Vaccine mandates may play a continued role in labor trends.

The October CBIZ SBEI data follows the Q3 2021 release of the CBIZ Main Street Index, which surveyed nearly 2,000 businesses throughout the U.S. on their recovery from the COVID-19 pandemic.* The data reveals that tax policy, supply chain issues and inflation are all leading concerns for small business owners. Additionally, 52.8% of respondents reported staffing shortages as a top concern, which was even higher than the percentage reported in Q2. Please see the CBIZ Main Street Index webpage for an interactive infographic with additional data.

*Note: Not all of those surveyed in the CBIZ Main Street Index are clients of CBIZ.

Editor’s note:


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

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 www.cbiz.com.

Contacts

Media


Kara Lester

Gregory FCA for CBIZ

Kara@gregoryfca.com
610-228-2119

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.

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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

More than one in 10 Americans resigned during the pandemic due to increased stress at work OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer

More than one in 10 Americans resigned during the pandemic due to increased stress at work

LifeWorks Mental Health Index™ indicates a decline in mental health after several months of improvement

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CHICAGO–(BUSINESS WIRE)–LifeWorks, a leading provider of digital total wellbeing solutions, today released its monthly Mental Health Index™, revealing a negative mental-health score among Americans for the 18th consecutive month.

Key findings:

  • Overall mental-health score of -3.8 compared to the pre-pandemic benchmark, marking the first decline after four consecutive months of improvement.
  • In the latest survey, nearly one-third of Americans (30 percent) reported that they are either considering or are unsure about leaving their current job. These groups also reported a mental-health score more than 11-points worse than those who are not considering leaving their jobs.
  • The 17 percent of respondents who indicated that they are considering resigning from their job are reporting the lowest mental-health score (-16.1).
  • Sixteen percent of respondents have resigned due to changes in their physical health and this group has among the least favorable mental-health scores (-24.7).

Older employees more likely to consider resigning due to feeling underappreciated:

  • Older employees are feeling underappreciated in the workplace at a disproportionate rate, with eight percent of respondents between the ages of 40-69 citing lack of appreciation as the reason for considering resignation, compared to three percent of those aged 20-39.
  • Among all respondents, those under 40 years old are more than twice as likely to consider resigning from their job than respondents over 50 years old.
  • Parents are more than four times more likely than non-parents to report resigning during the pandemic.

Comments from president and chief executive officer, Stephen Liptrap

“Employees have faced incredible challenges over the last year and a half, both inside and outside of the workplace. As many continue to experience the increased mental stress related to work, resignations are an inevitable consequence that is becoming a harsh reality for many organizations. Employers need to recognize an increasing condition of employment for Americans is to provide ongoing resources facilitating a culture that supports individual mental health needs. Employees are the backbone of any organization and prioritizing employee wellbeing is critical in order to retain talent.”

Nearly half of Americans have not been asked by their employer about working preferences, contributing to poorer mental health:

  • Nearly half (46 percent) of respondents report that their employer has not asked them about their working preferences for the post-pandemic workplace.
  • Over one-third (35 percent) of respondents report that their employer has asked them about their working preferences.
  • Managers are twice as likely as non-managers to report that their employer has asked about working preferences.

Comments from global leader and senior vice president, research and total wellbeing, Paula Allen

“Our research indicates a clear connection between feeling valued at work and favorable mental health across the United States. Part of feeling valued is being heard and showing appreciation. We were surprised to see that mid and later career individuals were the most likely to consider resigning as a result of feeling underappreciated. There is a lot of focus on younger employees now, which is important, but that should not mean older employees are taken for granted.”

The full American LifeWorks Mental Health Index™ report can be found here. This month, the report includes additional insights on changes in mental strain and stress, preferences for the post-pandemic workplace environment, impact of salary on job satisfaction and more.

About the Mental Health Index

The monthly survey by LifeWorks was conducted through an online survey from September 2 to September 10, 2021, with 5,000 respondents in the United States. All respondents reside in the United States and were employed within the last six months. The data has been statistically weighted to ensure the regional and gender composition of the sample reflect this population. The Mental Health Index™ is published monthly, beginning April 2020, and compares against benchmark data collected in 2017, 2018, 2019.

About LifeWorks

LifeWorks is a world leader in providing digital and in-person solutions that support the total wellbeing of individuals. We deliver a personalized continuum of care that helps our clients improve the lives of their people and by doing so, improve their business.

ID-CORP, ID-MH, ID-US

Contacts

Heather MacDonald

LifeWorks

media@lifeworks.com
1-855-622-3327

Angela Pinzon

Kaiser & Partners

angela.pinzon@kaiserpartners.com
1-647-295-0517

Mercer Survey - The Great Resignation or The Great Reckoning OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Mercer Survey: The Great Resignation or The Great Reckoning?

  • Employees have left their employers at record rates this year. Looking ahead, new survey findings indicate that this will continue for certain segments of the workforce and become more stable for others.
  • Pandemic caused frontline, low-wage, minority and lower-level employees to consider leaving their employers at rates significantly higher than historical norms, according to new Mercer survey.

NEW YORK–(BUSINESS WIRE)–The pandemic has highlighted a stark divide in how different demographics experience work, according to Mercer’s 2021 Inside Employees’ Minds study that surveyed over 2,000 US-based employees on what has been termed “The Great Resignation.” The findings showed that attraction and retention challenges are likely to continue in certain segments of the workforce, where there is a disconnect between what employees want and what employers are offering. While the “Great Resignation” implies a mass exodus of workers across demographics, a “Great Reckoning” signifies that only particular groups of workers – those who feel their employers are not meeting their needs – are considering leaving their job.

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Only 28% of respondents reported they were considering leaving their current employer, which is consistent with historical patterns – typically about 3 in 10 workers are considering leaving at any given point. However, certain groups are experiencing work much differently than others; frontline, low-wage, minority and lower-level employees are more likely to leave, at rates significantly higher than historical norms (see figure 1).

“In many organizations, frontline and lower-level employees have been underinvested in and not considered a priority. Wages have historically stagnated behind inflation as employers competed to hire these workers at the lowest possible cost. But the pandemic has shown that this same group of workers not only kept business afloat, but were critical in keeping our nation running,” said Melissa Swift, Mercer US Transformation Leader. “Employers now need to think differently about frontline and lower-level workers and deliver a compelling value proposition that addresses their needs.”

A component of this survey was to understand what employees’ top concerns are, both inside and outside of work. The findings show that, among all demographics, concerns over the Delta variant have pushed physical health to the top of the list. Second on the list is work-life balance and workload – employees say burnout is a key reason for them to consider leaving their employer, behind pay and benefits. Mental health is the third top concern amongst all demographics, but it is most pronounced amongst younger workers, women, low wage workers and Black and African American employees.

According to the survey, low wage workers – employees making less than $60k annually – are more worried about covering monthly expenses, physical and mental health, and financial wellness (retirement and debt). Higher wage workers are most worried about their health, work/life balance and personal fulfillment and purpose. In the survey, women were much more likely to be low wage workers than men (61% vs. 39%). These findings demonstrate the divide in the workforce and how employees on the lower-end of the wage spectrum have very different experiences at work and require different support to meet their individual needs.

The survey also found significant differences in the concerns of workers across ethnicity groups – for Black and African American workers in particular. Black workers rated personal safety above all other concerns, well ahead of other minority groups. Concerns over physical safety are in response to both systemic and emboldened racism stemming from events such as the capitol insurgency and racial violence, as well as psychological safety at work as Black workers are more likely to experience micro aggressions or retaliation at work.

Four key considerations to help employers navigate the hyper-competitive labor market

Prioritize hourly, front-line and low-wage workforces. Employers need to focus on how they can enhance the economic stability of their workforce and make frontline/hourly jobs more attractive – perks and other benefits won’t matter if these employees can’t address basic needs. Pay is one priority employers should consider, as well as other benefits that enhance the take home pay of this workforce, such as affordable healthcare and resources to enhance their financial wellness such as retirement savings programs and budgeting tools.

Burnout is a major issue and employees are struggling with mental health. Mercer’s 2021 Health on Demand research found while 59% of US employees say they feel some level of stress, one-quarter report being highly or extremely stressed. Offering a diverse set of wellbeing and mental health benefits will help manage a number of people risks, including employee exhaustion, rising health costs and employee turnover.

Make sure your company is a place where Black employees feel safe, accepted and able to be their authentic selves. Organizations must move beyond attracting diverse talent, to ensuring their systems and structures within the organization enable them to thrive. Examining your data to understand where the experience is falling short is a great place to start. Another powerful action employers can take is to train and equip managers to be strong allies to these employees. Managers who can confidently identify and stand up against workplace inequities and micro-aggressions are in the best position to increase levels of inclusion and safety.

Flexibility remains critical. With work/life balance ranking second as an employee top concern across all demographics, flexibility is a top priority and a necessity for most employees, and employers who fail to embrace this new reality are likely to face continued challenges when it comes to attracting and retaining talent.

“Given the challenges that employees have faced on the front lines of this pandemic over the summer, and through the social unrest that we saw last year – employees are saying, in many cases due to what they are paid in low wage jobs, it’s just not worth it. And they are looking for more from their employer,” added Swift.

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 81,000 colleagues and annual revenue of over $19 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

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.

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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.”

Methodology

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 prodoscore.com.

Contacts

Nadine M. Sarraf | CMO, Prodoscore | 213.262.2551 | nadine@prodoscore.com
Alessandra Nagy| VP, Bospar PR | 714.310.4439 | alessandra@bospar.com

Remote Launches Interactive, Global Ranking of Best Destinations For Remote Workers OutBuro lgbt professional entreprenuer networking online community gay lesbian transgender queer bisexual nonbinary

Remote Launches Interactive, Global Ranking of Best Destinations For Remote Workers

Remote analyzed every country in the world to determine the best places to work remotely; Toronto, Madrid, and Auckland top the list; others offer unique tax, cash, visa, and other compelling incentives.

SAN FRANCISCO–(BUSINESS WIRE)–Remote, a global HR startup that helps companies pay and manage international workers, today released a first-of-its-kind Best Destinations for Remote Work report that showcases the top 100 global destinations for remote workers, along with unique insights into location-specific incentives. The report is paired with an interactive tool and database with information on hundreds of cities across the world for users to create personalized rankings on where to work remotely based on their individual preferences.

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Remote’s “Best Destinations for Remote Work” is an in-depth statistical analysis and evaluation of every country in the world and all 50 U.S. states across seven relevant categories: internet infrastructure, attractiveness, safety, quality of life, openness, cost of living, and special incentives for remote workers. To inform overall scores and rankings, Remote incorporated user-defined weights for each of the seven categories.

When attributing equal weights to all seven components, the top 10 destinations for remote work are:

  1. Toronto, Canada
  2. Madrid, Spain
  3. Auckland, New Zealand
  4. Madeira, Portugal
  5. Helsinki, Finland
  6. Svalbard, Norway
  7. Berlin, Germany
  8. Valparaiso, Chile
  9. Dublin, Ireland
  10. Sydney, Australia

Some key findings from the report include:

● None of the top 10 cities were located in the U.S., with heavy representation across Europe and Oceania.

● Auckland, New Zealand; Honolulu, Hawaii; Sydney, Australia; and Reykjavik, Iceland are among the top destinations with the best quality of life for remote workers.

● The most open-minded places are Stockholm, Sweden; Toronto, Canada; and Amsterdam/Netherlands.

● Aruba offers the best incentives for digital nomads through its “One Happy Workation” program.

● Emilia Romagna, Italy has the largest cash incentive, paying young families (under 40 years old) $34,000 to relocate.

● Topeka, Kansas, provides up to $5,000 in funds to rent in one’s first year and up to $10,000 in funds for a home purchase as a relocation incentive.

● Colorado grants employers cash awards for each remote worker employed in an eligible rural county outside the county where the project is based.

● Remote workers in Cabo Verde are exempt from income tax.

● Ecuador offers a professional visa that offers the lowest monthly income requirement of any country at $400.

● St. Louis, Missouri, has the best housing incentive where individuals can purchase city-owned property for only $1.

“For a long time, workers were restricted to living near major urban hubs if they wanted to access the best job opportunities. The freedom to work from anywhere opens the door for employees to choose their home – or travel – without compromising their work,” said Remote’s CEO and co-founder Job van der Voort. “With so many possibilities, our interactive ranking tool aims to find the perfect destination for everyone based on what they value most. We’re excited to share this truly global database and interactive tool to empower remote workers and global employers.”

About Remote

Remote empowers companies of all sizes to pay and manage full-time and contract workers around the world. We take care of international payroll, benefits, taxes, stock options, and compliance in dozens of countries. Our people are on the ground on every continent, building culturally aware employment packages that help you build trust with your global team. Our ironclad intellectual property protections and industry-leading security guarantee give you peace of mind across the globe. Best of all, Remote never charges percentages or fees: one low flat rate helps you control your budget so you can focus on growing your business.

Contacts

Remote@tytopr.com
Lauren Armour

07826557326

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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.

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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 www.grantthornton.com/library/articles/tax/2021/assessing-the-state-of-american-workers. To view a webcast that examines the State of Work in America survey in more detail, visit: www.grantthornton.com/events/tax/2021/10-07-the-state-of-work-in-america.

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 grantthornton.com for further details.

Contacts

Adam Bond

T +1 312 602 8332

E adam.bond@us.gt.com
S twitter.com/grantthorntonus
linkd.in/grantthorntonus

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Career Development Is Essential to Improving the “Employee Experience”

Internal certification programs make career development meaningful and measurable

Questionmark PrimaryLogo

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.

www.questionmark.com

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.inc.com/rebecca-deczynski/employee-training-upskilling-retention-survey.html

Contacts

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

UK: Peter Sigrist: peter.sigrist@fourteenforty.uk +44 7720 056 981

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

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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).

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Commentary:

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.”

UKG cmyk

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.

Timeliness:

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 ukg.com.

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 ukg.com/trademarks. All other trademarks, if any, are property of their respective owners. All specifications are subject to change.

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Contacts

UKG Contact:
Jessica DeVore

+1 978 244 6381

jessica.devore@ukg.com

For Sales Information:
UKG

+1 800 432 1729

ukg.com