Inclusion and Diversity

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While we are all used to the acronym D&I, it would more aptly be called I&D.  That which comes first garners a disproportionate share of the attention and that is exactly what has happened in this case.  Employers and the media alike are focusing on diversity, and primarily racial diversity at that.  Diversity, however, has many meanings.  It could indeed be ethnic or racial or gender, but it could also be cognitive diversity; a difference in the way someone thinks or interprets the world.  The fact is, that no matter how diligent you are in sourcing from a diverse candidate pool, tracking your internal metrics and publishing  your statistics to your Board, shareholders, investors and other stakeholders, none of it really matter if you haven’t spent the time to create an inclusive workplace. Your diverse population will leave because they don’t feel comfortable; they don’t feel like they belong.

An inclusive workplace is more than one with a Diversity Council, a few Affinity groups and holidays that include Martin Luther King Day and Juneteenth.  A truly inclusive workplace is one where everyone feels a sense of belonging.  They can bring their best and whole self to work everyday because they know they are not only accepted, but celebrated, for their differences. 

DIVERSITY: is being invited to the party

INCLUSION: is being asked to dance

BELONGING: is dancing like no one’s watching

Research tells us that over 40% of employees feel left out or isolated at work. U.S. businesses spend nearly 8 billion dollars each year on diversity and inclusion (D&I) trainings that miss the mark because they neglect our need to feel included.  If workers feel like they belong, companies reap substantial bottom-line benefits. High belonging was linked to a whopping 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. For a 10,000-person company, this would result in annual savings of more than $52M.

Employees with higher workplace belonging also showed a 167% increase in their employer promoter score (their willingness to recommend their company to others). They also received double the raises, and 18 times more promotions. 

There are a number of different ways that employers can increase an employee’s sense of belonging.

Lead the Charge: Ask “How would you change the situation if you could?”

Pay it Forward: Ask  “If you were to talk to someone who has just been excluded in  this same situation, what would you say or do for them to help?”

Gain Perspective: Ask- “Do you know of others in the organization who have faced  similar situations and found ways to cope?”

Be an Ally: Remind yourself of the importance of inclusive behaviors at all times. We can never fully know another’s sense of belonging within our team. Including others and treating them with fairness is always a good idea.

Promote Allies: Verbally compliment fair and inclusive behavior as a way to demonstrate that this is behavior you value.

Working together we can increase the sense of belonging for all employees in all companies!

Human Capital Management (HCM) Platforms

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sherrie-suski-hcmHuman Capital Management System (HCM) is a one-stop solution to manage HR needs, to streamline processes, to provide visibility into the global workforce, and to provide a user experience that’s accessible from anywhere. So we can keep your people engaged while helping them adapt and grow. It covers the whole employee lifecycle: onboarding, recruiting, learning, compensation, payroll, benefits, time off, analytics, planning, etc.

How can an HCM benefit your organization?

There are a number of variables and considerations when selecting a new Human Capital Management (HCM) Platform.

  • What is the size of the company?
  • What are the platforms other functions are using?
  • Does your company plan to grow?
  • Are you global or domestic?
  • Do you have field teams that require mobile capability?
  • Do you need customized reporting capability or is standard reporting sufficient?
  • Are you looking to integrate payroll?
  • Which modules will you need?
    • Learning Management System
    • Applicant Tracking System
    • Performance Management
    • Compensation
    • Does it offer machine learning capability?
    • Do you require a cloud based solution?

The majority of providers today have cloud based solutions.  A cloud based solution refers to on-demand services, computer networks, storage, applications or resources accessed via the internet and through another provider’s shared cloud computing infrastructure. One of the key benefits of cloud-based software is the flexibility it offers. Cloud doesn’t tie you or your business into a single location. You will be able to do business from all over the world. This kind of flexibility can also help with employee satisfaction and productivity.

Selecting the right HCM for your business now and in the future provides a one stop shop for you and your employees to be able to access all information in one place.  Designed correctly, HCM’s save a tremendous amount of time and manual manipulation.  Value propositions include:

  • A single platform to manage and develop a diverse workforce with transaction history and operational metrics in a single system providing real-time global visibility.
  • Organizational flexibility and agility to adapt to change (M&A activity and shifting business models).
  • Operational efficiencies, freeing up more time for employee services and strategic HR initiatives.
  • Consumer grade, modern mobile experience for managers and employees.

Choose wisely as HCM subscription and implementation fees are not inexpensive and the time devoted to bringing one up is significant.    

Living our Purpose

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sherrie-suski-wfhAs a purpose driven, value led company, Tricon understands how critical it is to embrace our humanity, and to be understanding and compassionate, especially during this pandemic. Our Purpose Statement and Guiding Principles take center stage at this time and we will do whatever we can to support the well-being of residents and employees. Our physical, social, emotional and financial benefit programs, that already existed, were well designed to help our employees through this crisis, and we further expanded our offerings to include additional services that are tailored to this specific situation. Everything we do is through the lens of care and support.

That’s the culture of Tricon. When you get culture right everything else falls into place and there is no better time to let that shine than right now.

Some of our employee benefits include:

  • Continued all employees on full pay whether or not we have full time work for them.
  • Continued employees who could not work at all due to childcare responsibilities on full -pay for
    6 weeks while they made alternate arrangements
  • Waived all member cost share (copays, deductibles and coinsurance) for the testing AND
    treatment of COVID-19
  • Made available a free 24-Hour Helpline, through Cigna Behavioral, that is available to all
    employees so they can talk about any stress or anxiety they are feeling during this time
  • Implemented immediate paid medical leave for any employee diagnosed with COVID-19
  • Offered paid caregiver leave for employees caring for a family member diagnosed with COVID-
    19
  • Assured employees with monthly or quarterly incentive plans that Tricon would account for
    COVID-19 impacts to operations and continue to pay them the average of what they had
    received for the last 3 months
  • Provided access to free mental health professionals, via phone or text, through the Employee
    Assistance Program
  • Offered free, live financial planning webinars
  • Provided 100% coverage for virtual doctor visits and online health care services for employees
    with chronic conditions or who are immune compromised
  • Presented well-being modules and challenges geared to staying physically and mentally healthy
    at home
  • Introduced contests to add some fun into the day- like Jellybean counting.
  • Conducted wellness checks- that included personal phone calls to each employee
  • Distributed Pulse survey that allow Tricon to tell if there is an area of employee concern that has
    not been adequately addressed or a specific geographical region that needs extra care

Tricon has really gone above and beyond to show incredible support to our employees and their families during this turbulent time.

Forbes Excerpt: “Getting Ready to Join the Workforce …”

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I was recently featured in Forbes Human Resources Council’s “Getting Ready to Join the Workforce: 13 Tips for High School and College Seniors.” Below is an excerpt of the piece. Click here for the full article.

“7. Identify What Makes You Unique

Help employers understand why you stand out from the crowd by focusing on accomplishments or attributes that make you unique and of which you are exceptionally proud. Be willing to take risks and put yourself out there. If employers aren’t connecting with who you are, those are not employers with whom you want to align yourself. You have a right to find an employer who values you! – Sherrie Suski, Tricon American Homes”

Do you feel Proud?

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sherrie-suski-proudWe had an exercise recently with Simon Sinek’s organization to re-visit our Purpose Statement and Guiding Principles.  For us they are not just words on a wall, but the very essence of who we are and why we exist.  The exercise started off with sharing stories of what made each of us feel proud to work where we do.  As we shared the stories around the table, it became clear that each person was passionately engaged in what we were creating.  

Jon R. Katzenbach, suggested in his book “Why Pride Matters More Than Money” that pride grows out of “the relentless pursuit of worthwhile endeavors.” This “intrinsic pride” becomes “institution-building” when it “prompts the kind of effective, customer-focused behaviors” that distinguish an organization from its rivals. Commitment based on “self-serving or materialistic gains,” he adds, is “short-term, transient, and risky.” It doesn’t unleash “the kind of emotional commitment” that builds “long-term sustainability.”

Knowing that the values of the company you work for align with your own individual values is an important indicator in the number of proud moments you will experience there and likely an indicator of your level of potential engagement and commitment.  

It would be difficult to work for former Baltimore Mayor Catherine E. Pugh who was recently charged with wire fraud and tax evasion and feel proud  of the company you were keeping. She is accused of ripping off nonprofit organizations and taxpayers by accepting payments for tens of thousands of books she never intended to deliver. Pugh used the money, according to court papers, to fund her mayoral bid and to buy and renovate a house in Baltimore.  Very few of us would wish to work for an organization that exhibited these values, and, if we did find ourselves in this position, would probably feel compelled to put in as little time and energy as possible, while feverishly looking for another job.  

Figure out in advance what makes you feel proud and what stories you would want to recount about why you felt proud of the company you work for.  It likely has little to do with their financial results or their share price. It likely does have to do with how they treat people and the value they place on doing what’s right, not what’s easy.  

Some of the stories that surfaced for us revolved around caring for an employee in a very difficult personal situation, making a choice that we felt was right but certainly not financially prudent, volunteering, caring for our residents in ways that went above and beyond what anyone would expect.  

Each company will have its own unique brand and style, but the next time you are contemplating switching jobs, ask the recruiter what some of their most proud moments have been and ensure that they align with what would make you feel proud.

Mid-Year Crisis

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We have all heard of the proverbial mid-life crisis where people in their 40’s or 50’s start to take stock of their lives, celebrating or lamenting what they have or have not accomplished.  Many of us go through the same feelings, albeit on a smaller scale, when the mid-year hits. It signals that it is time to take stock of what we and our teams have accomplished to date and determine how to prioritize our goals over the course of the rest of the year to ensure that we finish where we want to be, having accomplished everything we set out to do in January.  

Take stock

For those without an automated goal planning platform or for those of you have a platform that you don’t check into and update very often, now is the time.  Review what you committed to in January, update what has been accomplished and decide now what shouldn’t still be on the list. Business priorities change constantly and initiatives that seemed critical in January may not be so any longer.  Or, conversely, there may be projects that need to be added.

Prioritize

Align with key stakeholders in the organization to ensure that you understand not just HR priorities, but organizational priorities.  Where can you make the most meaningful contributions?  Whose buy in do you need? Ensure that you communicate these priorities to your team so they clearly understand which projects have the most visibility and are in a critical path.  

Assess resources and expertise

If there are significant changes to the plans that were carefully laid out in January, you will need to re-assess both the resources you have at your disposal and the expertise that exists within your team. In most cases there will be options.  You will be able to make a case for leveraging external resources if required to get the job done.  If it a training and expertise concern, now is a good time to explore additional training opportunities for your team members to ensure they are better prepared in the future.  

Develop Training Plans

To ensure that everyone on your team is prepared to tackle their new assignments for the remainder of the year, you may need to add “Training Plans” to your own goals. Assigning responsibilities to employees who are not adequately trained is a lose lose proposition.  No one wants to appear incompetent. Remember that training and development is a process that takes place over time. The plan itself is not the end, but rather the means to achieving a skill set or competency.

July 1st, just like January 1st, is a time to take stock of what has been done and what is still to come.  Re-assessing our priorities now assures that we finish out the year proud of what we and our teams have accomplished on behalf of our organizations!

A Workforce of One

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I can find no single person to credit for designing the term “The Workforce of One” but it is a concept that has intrigued me since I heard it 5+ years ago.  It reminded me very much of the concepts that Todd Rose espouses in his book “The End of Average”.  When you design a system, a training program, a performance management program for the “average” employee, you design it for no one, because, in fact, there is no average employee.  It talks about embracing individuality and using it to our advantage in a world where everyone strives to be the same. The applications for this approach in Human Resources are enormous.  Human behavior is fluid, not fixed, which means we must accommodate individuality into our programs. That uniqueness can mean different employees or it can mean the difference in one employee over time.

Companies and marketers have long understood the need to treat their customers as individuals, thus the practice of dropping cookies, so that the car you looked for yesterday shows up in ads on other websites you visit today.  Your buying experiences are personalized for you. However, organizations have been primarily engaged in a one size fits all approach when developing their training programs. People now expect—even demand— customization in the workplace because they’ve experienced it in their everyday lives as consumers.

The benefits of customizing for employees are many including:

  • Increases in workforce performance and productivity
  • Enhanced employee engagement
  • Increase in the skill set value of the existing employee base
  • Attraction of the most talented employees
  • Access to a more diverse candidate pool
  • Use resources more effectively through targeted investments of HR dollars
  • Adapt more quickly to changes in the environment

HR professionals will need to develop the kinds of skills that marketers use currently to excel at customization, and they’ll have to become just as adept at using technology to support the customization. Finally, they will need to find new ways to unite employees behind the organization even as employees have more diverse, personalized experiences in the workplace. HR may have a dedicated analytics group, just as marketing does, as well as people and resources focused on coaching employees in how to make the most of their customized work experiences. HR staff dedicated to represent the needs of each employee segment may also emerge, a guide so to speak chosen for that particular type of employees.

Workplace Certifications

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We recently embarked on a fact-finding mission around workplace certifications.  I felt strongly that we had done an amazing job internally creating a world class work environment for our employees who are spread out over 10 states and 19 different locations, but few outside of the company were aware of that.  In today’s competitive global job market, being a well-known organization or having a famous consumer brand name is not enough to attract and retain top talent. Organizations need to build an agile and connected workplace, create amazing employee experiences, nurture feedback and dialogue, actively focus on innovation, and embed their businesses into the future.

Types of certifications

Great Place to Work

This is a certification connected to Fortune. The survey is actually conducted by their research partner, Great Place TO work.  The survey is made up of about 60 questions and an additional lengthy questionnaire needs to be completed by Human Resources.  They tell you 4 hours, but we easily spent 5-10X that. Should be fortune- ate (😊) enough to be certified, this opens up the door for you to participate throughout the year in a number of other certifications including:  Top 100 Companies, Best workplaces for Diversity, Best Workplaces for Parents, Small & Medium companies, People’s Companies that Care Best workplaces for Millennials, just to name a few.

Aon Best Employers

The program salutes the achievements made by organizations that create sustainable competitive advantage through their people. Aon Best Employers program looks into the health of your organization from the inside, using the most objective measure possible – your employees’ opinion. Backed by more than 18 years’ worth of data on employee experience, Aon Best Employers program measures and recognizes extraordinary employers. It differentiates on people factors which are the key to success: high employee engagement, profound agility, engaging leadership and maniacal talent focus. Aon looks at 4 key areas:  Engagement, Agility, Engaging Leadership, and Talent Focus. They offer both a ready to use on-line survey, as well as a tailored engagement survey that you can customize.

Glassdoor Best Places to Work

Although considered a necessary evil by many to whom I have spoken, there is no arguing that prospective employees turn to Glassdoor to see what others are saying on the inside.  Glassdoor automatically selects those employers that obtain the highest average number of stars given in the reviews by their own employees.  I am proud to say we are at a 4.6, but 1/10th lower than we needed to be to win a Best Small & Medium Places to Work for 2018.  

Next time we will talk about the reasons why, both internally and externally it makes sense to participate in Work Place certifications.

Candidate Success Models

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Predicting a candidate’s success on the job used to be primarily focused on whether they had experience doing the job you were interviewing for and whether you could accurately discern if they had been successful. Little thought was given to behavioral or cognitive attributes or specific job competencies that differentiated one position from the next.  Fortunately, those days are far behind us.

In today’s world we have a vast array of tools to better predict candidate success including assessments, behaviorally based interview techniques, established company core competencies.  While these tools are valuable in terms of prediction capabilities, we also need a model to evaluate whether our predictions are accurate or not and allow us to tweak the models going forward.

Behavioral assessments

There are many behavioral assessment tools on the market today.  Some have been around for decades like the DiSC. Others are newer onto the scene like the Predictive Index.  Some are a quick 10-minute assessment which give a solid overview of the candidate’s personality match to the position and others, like the Hogan are in in-depth 3 hours assessment that enables employers to assess personality in the workplace. Additionally, these assessments measure personality characteristics, characteristics under stress, risk of career derailment, core values, and cognitive style

Cognitive assessments

Cognitive assessments are not necessarily appropriate for every job. While they are not IQ tests, many measure the candidate’s ability to quickly learn information and to adapt to changing circumstances.  The general pre-employment aptitude test that measures problem-solving abilities, learning skills, and critical thinking. The thought being that the quicker a person can get up to speed in a job, the more quickly they can start contributing to the organization.  

Behaviorally based interviews

Structured or behaviorally based interviewing has long been thought to be a better predictor of success on the job than either yes/no types of questions or those that do not require a candidate to tell you what they did or would have done in a specific situation. Behavioral interview questions focus on how you handled various work situations in the past. Your response will reveal your skills, abilities, and personality. The logic behind this interview tactic is that your behavior in the past reflects and predicts how you will behave in the future

Core competencies by position

Not all positions require the same set of competencies to be successful. That is why it is important that interview guides be developed for each position that specifically state and ask you to comment on and rate a candidate’s suitability for the position relative to each core competency.  

Once the candidate has been selected for the position, additional work needs to be set in motion to assess whether they are truly successful on the job.  Success can be measured by your Performance Management systems, your talent or succession planning platform, which measures potential, or a combination of both.  Once data has been collected over time, you will be able to better predict an individual candidates’ likelihood of success in a particular position.

People Analytics

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sherrie-suski-analyticsPeople Analytics is about using a data-driven approach to inform your people practices, programs and processes. Analytical techniques, ranging from reporting and metrics to predictive analytics to experimental research can help you uncover new insights, solve people problems and direct your HR actions. People analytics can help you to understand how knowledge of social and data sciences can help you make more informed, objective people decisions. The mindset shift that needs to occur is moving from a reporting of lag measures, like employee turnover, to a reporting on lead measures, like employee engagement or satisfaction and eventually to forecasting to being able to predict turnover down to the individual level. 

In a recent Deloitte survey on the topic, they found a mature analytics approach is not possible without data accuracy, security and consistency.  Things that many organizations struggle with. Therefore, your first step has to be to define which data you want to use, ensure that the data is as clean as possible and decide how you will capture that data.   The top drivers of people analytics maturity were:

  • Mature organizations are 2x more likely to have a data council responsible for data governance.
  • Mature organizations are 3x more likely to have strong partnerships with business units and corporate functions.
  • Mature organizations are 3x more likely to have an organizational culture of data-driven decision-making.

The problem is not just “having the data” but “knowing how to use it” and understanding how to explain it, visualize it, and put it into action in front of a business leader. HR leaders and their teams are expected to be knowledgeable enough in the use of statistics to be able to understand the data, determine the trends and make well thought out recommendations to improve the business.

Here is a great example of a trend that HR can be on the forefront of and lead the business!