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Gone are the days of working for one company for 40 years. These days, employees change jobs—and careers—all the time. And yet, many of us remain in the same jobs, even though we know we would love a career change.  The number one myth about career changes is that they’re simply too difficult. We think it will take too much time and effort, or that starting from the bottom in a new field isn’t worth the cost. In reality, changing careers will require some legwork, but it’s not at all impossible. You just need the right toolkit, and enough preparation to guide you through the process.  For one thing, relationships still matter, which means employees at all levels need to continue networking and cultivating work relationships. Employees also need to change their mindset, especially if they’re transitioning into leadership positions. And we all have a personal and professional brand to draw on—the key is to build it early and continue refining it. 

In business, uncertainty is the lack of certainty or sureness of an event. In accounting, uncertainty is the inability to foretell consequences due to a lack of knowledge on which to make predictions. And when people can’t make predictions about their workplaces, they get nervous, unproductive, and disengaged.  That uncertainty and disengagement comes with a high price tag—The Gallup Organization estimates that there are 22 million actively disengaged employees costing the economy $350 billion each year in lost productivity due to absences, illness, and other problems related to unhappiness at work.  In order to shift to a happier, healthier workplace, leadership and HR professionals need to shift how they manage uncertainty. Instead of shying away from uncertainty, managers need to embrace it and take charge of gray areas to drive understanding, open communication, and engagement. 

Workplace diversity is more than just a slogan. In the year 2021, businesses have come to understand that diversity is simply a good business decision. Diverse teams are more creative, more likely to re-examine facts, less prone to groupthink, and more likely to make good decisions. But in order to build those teams, you need strong leadership.  Strong leadership comes from a few key areas: having the right mindset, building trust, cultivating engagement, and encouraging employees to support diversity and inclusion. Leaders have to interrogate their own approach so that they can work towards the diverse teams they need—and for leaders who do so early and often, the results speak for themselves. 

The employee relationship to the workplace is changing. In the Baby Boomer generation, work was about collecting a paycheck and doing your time in exchange for retirement benefits. In the Millennial generation, work is part of your identity, and a big part of the Millennial identity is altruism and social responsibility. So when Millennials go to work, they want companies that align with their values.  There’s just one problem: less than half of Millennials think businesses behave ethically.  In order to attract the best talent, businesses need to change this perception. That means leading with values, demonstrating ethics, and showing that values translate into action. In the process, businesses can create a more positive work environment, strengthen their competitiveness, and set themselves up for future success. 

The COVID-19 pandemic radically altered the landscape of work. And as businesses shift into the post-pandemic world, they have to deal with new realities in talent management. Like the shift from the biggest work-from-home experiment in human history to...the new normal.  HR professionals will need to adapt to new technology to reflect a new talent acquisition environment and a new talent management environment. Hiring will have to reflect flexible labor, offering the right incentives for in-person work. In the office, HR professionals will have to learn how to manage both remote employees and person employees.

Since 2005, there’s been a 173% increase in remote work, 11% faster than the rest of the workforce and 47 times faster than the work-from-home population. Then COVID hit, and almost every employee got a taste of the work from home life. These days, 80% of employees want to work from home at least some of the time, and 3 in 4 employees consider remote work the new normal.  There’s just one problem: translating your work culture into your work-from-home culture.  In fact, culture is the hardest thing to transition to remote work, even though many managers believe that going remote is as sending a worker home with a laptop and a to-do list. You have to invest in your remote culture just as much as your in-person culture, which means giving employees signs that they matter, no matter how far apart you are. 

Whether it’s procrastination, overthinking, impulsivity, negativity, laziness, or just giving up, many of us find ourselves on the cusp of something big—only to shoot ourselves in the foot. Unfortunately, this is an all-too-common phenomenon. We notice an opportunity for success. We build anxiety around success. And then we make our fears come true.  Learning how to recognize and rewire these behaviors is about more than just getting over the hump. It’s about changing your relationship to success, getting over your anxiety, and giving yourself permission to shine at work. Learning how to get out of your own way can radically alter your relationship to work in all the right ways. 

In The New, New Thing, Michael Lewis refers to the term “business model” as a term of art, essentially describing a business’s plan for how to make money. Yet your business model (and your inherent assumptions about your company) shape how nimble you are—and how good you are at making money.    In other words, what you think about your business shapes your business in the future. So if your assumptions are wrong, you have space to make your business stronger. Once you improve your assumptions, you can change the way you do business for the better. The key is understanding and interrogating your mistakes. 

Technology is at the heart of almost everything we touch daily. Mobile phones, cars, as well as computers are a staple in most people's lives. Technology is driven by innovation and innovation is pushed forward by human curiosity and the need to want more. But what happens when people are no longer encouraged to be curious, ask questions, and want more? In essence, life as we know it will become stagnant. Stagnation will affect society in all ways, from economics to people interactions with the potential to set back progress and needed advancements in areas such as healthcare and education, but there are initiatives in place to combat inertia towards advancements.    STEM, a program designed to advance technical thinking in the sciences, technology, engineering, and mathematics at the school level, was created to ensure technical progress stagnation doesn't happen. It enables learners to advance their thinking to more significant innovation and critical thinking while building on future skills. Exposing school-age children to the benefits of STEM introduces them to the benefits of technology and the future career opportunities awaiting them. 

In a tight labor market with rapid job turnover, employees no longer take a job based on salary alone. These days, benefits are just as important as income—and a critical part of the recruitment package.  In fact, 82% of women with kids and 76% of men with kids would prefer better benefits over a salary increase, and 80% of employees overall would opt for better benefits over a better salary. And while 92% of Millennials say money is a major factor in a job, 90% of Millennials say they would prefer benefits over a salary increase.  In other words? Employees are planning for the future, and they know that benefits can help them secure it. Recruiters planning future talent acquisition need to think the same way. 

In past years, the hybrid workplace was a dream for workers who wanted the chance to work from home and go to the office. Telework was not available for most Americans, and the 7% of Americans who worked from home tended to be knowledge workers or the highest-paid—executives, IT managers, and financial analysts. Then the coronavirus pandemic hit.  Now, 80% to 90% of workers want to remain remote. And on a deeper level, working parents want to keep the benefits of working from home—65% of respondents who preferred a remote model were female, and 84% of working parents with children under 18 find that the benefits of hybrid work outweigh the cons.  The key for employers and HR managers is to deliver the benefits employees want in hybrid work while leveraging employee happiness into productive hybrid models. 

HR has shifted out of the back room and into the heart of the company. Employers are recognizing as never before that HR professionals have the power to shape the organizational fabric.  In the era of COVID-19, as employees demand more support from their workplaces, HR is more important than ever before. Yet there are also more opportunities for HR professionals than ever before. Experts now say that viewing the employee experience through a customer lens can help HR drive a better experience. The key is understanding how to fit that experience to your unique sector. 

If ever there is a widespread topic, it's the topic of effective leadership. It has many approaches and different facets, but ultimately comes down to one question: Do you know if what you are doing as a leader is effective? If not, you are failing and may not even realize this.    The best leaders have wavering styles and connect with people differently and situationally, but two of the most common traits are showing humility and empathy. And great leaders also possess an uncanny communication style, one developed using a combination of empathy and self-awareness. They are also great storytellers who can engage and relate when working with anyone from executive leadership and board members to direct reports.    Also, given the highly charged societal issues facing our world today, showing concern for workplace issues along with those happening around us shows an awareness. It brings conversations, normally tabu in the workplace, to the forefront of meaningful conversations. These discussions create more room for transparency and engagement.

We all dream of finding a job that thrills and satisfies us. Unfortunately, many employees still struggle to find a deeper connection to their work and find themselves trudging along through the daily grind. It’s not that anything is wrong, it’s that nothing is quite right either, and so you’re coasting along, disengaged from your work.  That's a big deal, considering that companies with happy employees outperform the competition by 20% and happy employees are 12% more productive. And happiness matters to employees—36% of employees report they would give up a $5,000 pay increase to feel happier at work. Which means it’s time for employers and HR departments to invest in an engaged and happy workforce.

The 2020 - 2021 pandemic took its toll on businesses in part of the world. Employment and how companies manage through this with their greatest asset, their employees, have also been challenging. People are re-examining their options along with their employers with re-organization of the workplace, more job opportunities with work being mostly remote for many, and people opting to retire with or without the offer of a golden parachute. The upheaval of these actions has brought us, once again, to face the talent cliff.    The talent cliff places hiring companies in a position to suffer losses of key people who filled critical roles aligned with the organization's overall business strategy. Finding and filling these roles quickly is essential but not always possible, especially when it's a job candidate's market. This void creates bumps in the smooth running of the company and can have long-lasting financial implications on the business.

Employee burnout is real. According to a recent Gallup poll, 76% of employees experience some form of burnout at various times in their careers. In a survey conducted by job board Monster, it was reported that 69% of people working from home during the pandemic are experiencing a form of burnout. The stress, anxiety and fear caused by Coronavirus-19 coupled with noise levels, life-balancing acts of managing childcare and meal prep, along with makeshift home offices, fatigue from video conferencing, and feelings of isolation are putting many people into a state of high alert and high alarm. But employee burnout is not a by-product of the pandemic; its presence has been evident for decades.    In 2016, the General Social Survey revealed that 50% of their respondents claimed to be burnt out or near exhaustion from the demands of their job. This percentage showed an increase of 32% from just twenty years previous. Disrupted sleep patterns, increased consumption of alcohol and caffeine beverages, decreased time spent exercising, fear of losing one's job, and moodiness have been identified as signs of burnout. 

The world of work is changing. So is the world of hiring. And in 2021, that change is happening faster than ever, with a new push for digital hiring technology alongside an increasing demand to keep hiring personal.    That presents a dilemma for businesses.    On one hand, businesses need to be efficient in hiring. On the other hand, it’s difficult to making hiring personal—and streamlined—when there are so many potential candidates. Lack of efficiency leaves your business in the dust, but a lack of personal touch may drive away candidates. And either way, business competitiveness rests on striking a balance in this gray area. Today’s podcast offers tools to help businesses like yours find the happy medium. 

The coronavirus continues to impact almost every individual aspect of our lives, but some of the most profound changes can be seen in our health. In 2017, 3 in 4 Americans reported at least one symptom of stress. Americans are now suffering even higher stress levels than they reported at the start of the pandemic. And when people are stressed, they’re not focusing on their work—they're focused on pulling through.    That has a profound impact on the workplace—not just in productivity, but also in climate. And in a time when employees increasingly turn to their employers for health support, wellness is no longer just an employee perk. It’s a critical competitive benefit and a crucial investment in long-term success. Workplaces that go above and beyond to support employee wellness will be the ones that rise to the top in 2021 and beyond. 

Today I’m welcoming Tim Visconti, CEO and Tim David, COO, of PeopleLift to talk about recruiting and how the landscape and the approach has changed. What are the new tools, the new rules, and the new objectives? How can we optimize and humanize candidate experience during an often largely remote and digital hiring process? We’re going to talk about the best new practices that can put organizations in front as far as recruiting. 

The coronavirus pandemic has changed every individual aspect of our lives, and the most obvious site of long-term change is the workplace. Employees are returning to work, but they’re now concerned about their own safety. Talent is drawn based on a different set of competitive advantages, and the competitive edge that separates successful businesses and stragglers will rely on a completely new pattern of work.    HR departments lie at the heart of the transformation, driving not just policy change but the culture changes necessary to adapt to the new talent landscape. HR professionals will lead the charge to acquire new talent based on the new metrics of competitiveness, and their success in adapting to new talent demands translates directly into the success of their organization.