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Middle managers are arguably the backbone of any organisation. But the job can be a tough one. Here’s how HR can help. Middle managers are working in increasingly hybrid workforces , often geographically dispersed and requiring more flexibility than ever before. Amid a cost-of-living crisis, social and political challenges , and the long-tail mental health impacts of the pandemic, employees are coming to work seeking support for personal issues from their managers. Middle managers are also expected to do more with less, such as boosting productivity in organisations battling employee shortages and wellbeing issues. It’s a lot to contend with on top of making it through their own workloads. The unrelenting pressure of working in middle management led Paul Farina towards unhealthy over-working habits . He spent a decade in the cosmetics and retail sectors in Australia and the UK, managing teams and clients across various time zones. Working around the clock was common. He would barely get home from a long day in the office when his boss would call, asking for a debrief from the day. Rather than speak up and admit it was too much, Farina handled the pressure by working harder and longer, and turned to alcohol to cope with the stress. “When you’re in middle management, you’ve always got a boss needing monthly and quarterly budgets to be hit, projects to be met by deadline and things to be completed within budget, and all that pressure gets funnelled down to you,” he says. “I needed to take those directives and deliver on them while simultaneously plugging gaps and vacancies, all the while toeing the company line even when things were less than perfect in the field.” This dynamic meant he was constantly looking for ways to appease others, often taking work off his team and doing it himself. “There’s an emotional side to working in middle management as well, which comes from this feeling of being emotionally isolated and not being able to share that with anyone. “You feel like you’re being held hostage by your staff as well because you don’t want to lose them, which leads to isolation. If I didn’t have a couple of buddies in the trenches with me that I could trust, I would have been in a lot of trouble. We’ve all got to pay the mortgage, and, at the time, I wasn’t in a situation to just up and quit.” Eventually, Farina did quit, navigating his way into a role where he now counsels others in middle management. Looking back, he admits he didn’t have the education or strategic thinking to deal with the pressure. “I had nothing in my toolkit at the time. I should have been more assertive, and I should have held senior staff coming at me with constant demands to account. I should have learned to say ‘no’. “I don’t recall saying ‘no’ to anything or anyone, which means I was constantly appeasing staff and external stakeholders.” He believes the pressure on middle managers was amplified during the pandemic years. “Budgets are down and organisational hierarchies have become even flatter. Middle managers are carrying a lot of that load. “When you get under the hood, most organisations have a lot fewer people in them than you might assume.” Middle managers are feeling the strain on their mental health The complex work of middle management is all taking a toll on this cohort’s mental health . Not surprisingly, more than half of middle managers (53 per cent) are feeling stressed or burned out and 46 per cent are experiencing anxiety, according to the Indeed 2023 Workplace Wellbeing Report . Middle managers also feel neglected and lack essential leadership, communication and people management skills, found research by the Australian Institute of Management and Monash University. It indicated that middle managers are therefore significantly underperforming despite their key role in corporate ranks. But this doesn’t necessarily reflect a lack of capability. Many haven’t been adequately trained to deal with these added pressures, or don’t have the bandwidth to respond appropriately to the competing pressures put upon them. “We need to acknowledge that individual contributors promoted to middle management don’t come automatically equipped with the management skills needed to thrive in their role.” – Kade Brown, Workforce Solutions Director, RMIT Online Reducing friction points for managers Bolstering middle managers’ capabilities needs to be a key priority for organisations. Effective middle managers are able to reduce friction points at work, accelerate action and help an organisation work towards its goals. The challenge of balancing the fiscal needs of a business, managing cost and maximising profits means there is a huge under-investment in leadership capabilities, says Lorraine Farah FCPHR, Director of Leaning Forward. She wants to see organisations drag middle managers out of the weeds of work where they are often overworked and under-resourced. “Senior leaders underestimate the impact their [managers] have throughout their organisation,” she says. “The shadow they cast by the behaviours they demonstrate impacts not only engagement, but, importantly, all aspects of delivery of the business outcomes.” Coupled with this, managers and leaders often deprioritise development and training in their already over-committed roles and seem unwilling to find time to upskill, she says. As well as time constraints, she lists three main issues holding middle managers back from utilising their full potential: A lack of commitment from leaders to prioritise managers’ development as a core capability. Structurally, the span of control of middle managers often sees them stretched too thin. They have too many direct reports, combined with complex processes, leaving them burnt out just trying to get the job done. Managers aren’t usually rewarded for being a good manager. It may be acknowledged, yet it’s not always encouraged nor rewarded in a way that delivering on business results is. Managers will focus on what is measured and rewarded, and make choices on which work to prioritise when pressed for time. Farah wants to see commitment at an executive level to consistent, non-negotiable leadership development for middle managers. For example, providing access to leadership development topics right in the moments they need it most – such as how to conduct performance reviews, manage conflict , create space for innovation, seek and provide feedback , etc., in addition to established leadership programs. This just-in-time training approach helps keep learning highly relevant for middle managers, so they are able to bake it into their workflow rather than viewing their upskilling as separate to their work or as an addition to their to-do list. Research from McKinsey & Company shows that companies that invest in their human capital yield more consistent earnings through times of crisis. In fact, organisations with effective middle managers in the top quartile produced up to 21 times greater total shareholder returns than others in lower quartiles, according to 11 measured management practices used to define an organisation’s health. “The correlation between trust and the relationship between employees and their direct manager is strong and leads to better outcomes,” says Farah. How technological development will impact middle managers While the role of middle managers will continue to evolve with technological advances, it’s unlikely the layer will disappear entirely, says executive coach Smita Das Jain. However, the specific responsibilities of middle managers will evolve alongside the adoption of technology as routine tasks and administrative duties are automated . “Organisations [should] stop and take stock, and adopt technology to automate many of the tasks middle managers perform, such as training, employee performance, generating reports and making decisions,” says Jain. This frees up time for middle managers to focus on higher-level strategic planning and decision-making, she says. Rethinking traditional managerial roles As organisations shift and become more complex, middle managers may become more vital than ever, says Murat Tarakci, Professor of Innovation Strategy at the Rotterdam School of Management, Erasmus University. He cites findings that attribute 22 to 30 per cent gains in productivity and innovation to effective middle management. In a separate academic paper he recently published, he illustrates the challenges middle managers face by quoting one middle manager at phone company Nokia admitting: “We knew the iPhone was coming out about a year in advance. We had pretty good specifications for it. The CEO forwarded the email to his subordinates, writing ‘Please take action on this’. Yet, middle managers folded, and opted to sugar-coat the stalled process, causing Nokia to lose the competitive battle for smartphones.” “Middle managers are constantly coping with, adapting to, or even resisting contradictory demands and pressures,” says Tarakci in his paper. “As new technologies emerge, rivals flood one’s turf and customer preferences reposition… these shifts require rapid and effective organisational responses to adapt to an ever-changing environment,” says Tarakci. While changes in the business landscape often necessitate extra support for middle managers, the simple elements of work can also create friction points. For example, an excessive number of direct reports can overwhelm managers, hindering their ability to provide adequate coaching and guidance, says Kade Brown, Workforce Solutions Director at RMIT Online. “Conversely, too few direct reports may indicate inefficiencies or questionable promotions, leading to underutilisation of managerial talent,” he says. Empowering managers to focus on the right tasks is critical, he says. This involves identifying and streamlining low-value bureaucratic activities, leveraging automation and outsourcing where applicable. “By reducing administrative burdens, middle managers can allocate more time and energy towards fostering a supportive environment, nurturing talent and addressing the needs of their teams,” says Brown. “We need to acknowledge that individual contributors promoted to middle management don’t come automatically equipped with the management skills needed to thrive in their role. They require intentional and targeted upskilling in three key areas: business acumen, structured problem-solving and people leadership.” As such, middle manager upskilling initiatives shouldn’t focus just on theory, but on embedded practice and behaviour change. “It’s imperative to design or procure upskilling solutions that enable managers to integrate new skills seamlessly into their current world of work,” says Brown. This strategic realignment enables managers to focus on driving impact and promoting a culture of engagement and growth within the organisation. “The pace of change, disruption and transformation in the world of work isn’t going to decelerate any time soon,” says Brown. To alleviate the cognitive load on middle managers, the best thing we can do is to equip them with the tools and skills they need to cope with this new reality. This article was first published in the April/May 2024 edition of HRM Magazine. Source: https://www.hrmonline.com.au/culture-leadership/how-can-organisations-support-middle-managers/
Introduction: What Is Executive Coaching? Executive coaching is a development process that involves a series of one-on-one interactions between a coach and a client , who is typically a manager or executive in an organization. The goal of executive coaching is to equip individuals with the knowledge and opportunities they need to develop themselves and improve their performance. Executive coaches work with clients to understand their current competencies , see how they’re perceived by others, and focus on identifying and clarifying current goals as well as the appropriate action steps. They provide a safe, structured, and trustworthy environment in which to offer support for the individual. Executive coaching is action-based , focusing on altering a client’s thinking and encouraging tangible work and behavior changes. It can be used at any stage of a leader or manager’s career to help maximize their potential . The process typically involves assessment, feedback and development, and planning and implementation stages . It can help improve a variety of areas, including time management, identifying priorities, driving strategy, maximizing critical thinking, and defining a powerful vision for the business . In Ontology of Value, we offer executive coaching and we believe that working with us will bring you hundredfold returns! Types of Executive Coaching. Executive coaching services come in various forms, each designed to address specific needs and situations. Here are some of the main types: Performance Coaching Services: This traditional form of coaching is often brought in by senior managers and HR to enhance the performance of individuals or teams. Executive Coaching Services: This type of coaching is specifically for top management, such as CEOs, CFOs, and Presidents . It focuses on updating their skillsets in specific areas that can have a long-term impact on the organization. Leadership Coaching Services: Leadership coaches work with individuals to improve their ability to lead and manage others effectively . Career Coaching Services: Career coaches help individuals identify their passions, strengths, and limitations , and then map out a strategy for a successful career change or advancement. First 100-Days Coaching Services: This type of coaching is designed to support leaders in their first 100 days in a new role , helping them to navigate the transition and establish effective leadership practices. Small Group Coaching Services: This form of coaching involves working with small groups to enhance team performance and dynamics. Large Group Coaching Services: Large group coaching is used to address issues and enhance performance at a larger scale within the organization . Strategic Coaching Services: Strategic coaches work with top executives in defining the long-term direction and putting together a long-term strategic plan . Therapeutic/Emotionally Curative Coaching Services: This type of coaching focuses on addressing emotional challenges that may be impacting an executive’s performance. Integrated Coaching Services: Integrated coaching embeds coaching sessions into a leadership development program , reaffirming and reinforcing lessons learned in leadership training. Team Coaching Services: Team coaching focuses on improving the performance and dynamics of a team within the organization. Virtual Coaching Services: Virtual coaching is conducted online , providing flexibility and accessibility for the coachee. Each type of executive coaching has its unique benefits and is used based on the specific needs and goals of the individual or team. How To Find an Excellent Executive Coach? Don’t look at the pricing but at the experience and testimonials. Finding an excellent executive coach involves several steps and considerations. Here are some key points to guide you through the process: Understand the Coach’s Niche and Area of Expertise: It’s important to ensure that the coach has expertise in your industry and understands the unique challenges you face . A coach who specializes in your field will be more equipped to provide relevant advice and strategies. Check the Coach’s Experience and Credentials: Look at the coach’s background , their coaching experience, and their success stories. Check their credentials and whether they have kept their knowledge up to date. Consider the Coach’s Approach and Style: Every coach has a unique style and approach to coaching . Some may be more directive, providing specific advice and strategies, while others may be more facilitative, helping you to find your own solutions. It’s important to find a coach whose style aligns with your needs and preferences. Look for Key Qualities: Good executive coaches possess certain qualities such as emotional intelligence, excellent communication skills, professionalism, and a personalized approach . They should be good listeners, able to provide constructive feedback, and committed to helping you achieve your goals. Ask for Recommendations: You can ask your trusted colleagues and peers for recommendations . They may have worked with a coach in the past and can provide valuable insights. Schedule a Chemistry Session: Before deciding on a coach, it’s a good idea to have a “chemistry session” or initial consultation . This will give you a chance to see if you feel comfortable with the coach and if their approach aligns with your needs. Check for Accreditation: Ensure the coach is accredited by a recognized body . This ensures they have met certain standards of competence and professionalism. Consider the Coach’s Commitment to Continuous Learning: The best coaches are those who are committed to their own continuous learning and development . They stay on top of the latest trends and best practices in their field. Evaluate the Coach’s Success Stories: L ook at the coach’s past success stories and testimonials . This can give you an idea of their effectiveness and the results they have helped others achieve. Ensure Confidentiality: Confidentiality is crucial in a coaching relationship . Make sure the coach has a clear confidentiality policy. Remember, the best coach for you is one who understands your unique needs, challenges, and goals , and who can provide the support and guidance you need to achieve them. Examples of Famous People Who Work With Executive Coaches. Several famous individuals across various fields have worked with executive coaches to enhance their skills, leadership abilities, and overall performance. Here are some examples: Eric Schmidt, Former Google CEO, was coached by Bill Campbell . Bill Gates, Founder of Microsoft, also received coaching from Bill Campbell . Oprah Winfrey, renowned media executive and talk show host, has employed the help of a coach . Richard Branson, Founder of Virgin Group, was coached by Mark C. Thompson . Bill Clinton, Former US President, was coached by Anthony Robbins . Brian C. Cornell, CEO of Target Corp., was coached by Marshall Goldsmith . Marc Benioff, Founder & CEO of Salesforce, has also worked with an executive coach . Steve Jobs, Co-founder and CEO of Apple, had a coach during his tenure . Sheryl Sandberg, COO of Facebook, has had business coaching . Jeff Bezos, Founder of Amazon, has also worked with a coach . Barack Obama, Former US President, worked with John Mattone, one of the top executive coaches in the world . These individuals recognized the value of executive coaching services in their personal and professional development, demonstrating that even those at the top of their fields can benefit from the guidance and insight provided by a skilled coach. Source: https://ontologyofvalue.com/unlocking-leadership-excellence-the-power-of-executive-coaching-2/
The dynamics of workplace communication are rapidly changing. The shift towards remote and hybrid work models has made clear and empathetic communication more crucial than ever. Digital platforms, while convenient, often strip away the nuances of personal interaction, leading to misunderstandings and conflicts in the workplace . Recognizing the need to address these challenges, emotional intelligence tools are being developed to bridge the gap between digital and emotional clarity. Table of Contents What is Emotional Intelligence? Types of Emotional Intelligence Tools 1. Assessment Tools for Emotional Intelligence 2. Real-time Feedback Tools for Emotional Intelligence Challenges and Future Directions for EI tools What is Emotional Intelligence? According to SHRM , (in the context of HR) “Emotional intelligence is about using an HR leaders’ emotional awareness to understand employee demands and concerns, make decisions, and develop interpersonal relationships. HR professionals need emotional intelligence to handle diverse employees in an organization daily.” It encompasses several key skills: Self-awareness: Recognizing one’s own emotions and how they affect thoughts and behavior. Self-regulation: Managing or redirecting one’s disruptive emotions and impulses and adapting to changing circumstances. Social awareness: Understanding the emotions, needs, and concerns of other people, picking up on emotional cues, and recognizing power dynamics in a group or organization. Relationship management: Developing and maintaining good relationships, communicating clearly, inspiring and influencing others, working well in a team, and managing conflict. Emotional intelligence is crucial for effective interaction and communication. It can help both leaders and employees navigate the social complexities of the workplace as well as lead and motivate others. Types of Emotional Intelligence Tools Emotional intelligence tools are methods, techniques, or technologies designed to enhance the understanding and application of emotional intelligence. These tools can be used for various purposes, such as assessment, improvement, and application of emotional intelligence in daily interactions. Here are a few categories of these tools: 1. Assessment Tools for Emotional Intelligence Assessment tools such as the Emotional Capital Report (ECR) and the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) are designed to evaluate an individual’s emotional intelligence (EQ) across various dimensions. These tools focus on assessment, distinguishing them from technologies aimed at real-time interaction or communication adjustment. How does it work? Questionnaire-Based Assessment: These tools utilize comprehensive questionnaires that explore different facets of EQ, such as self-awareness, empathy, and relationship management. Scoring and Analysis: Responses to these questionnaires are systematically analyzed to provide scores that reflect various aspects of emotional intelligence. This process involves sophisticated algorithms that interpret the answers to quantify emotional competencies. Feedback and Insights: The outcome of these assessments is a detailed feedback report that outlines an individual’s emotional profile, highlighting strengths and pinpointing areas that need enhancement. This feedback is instrumental for personal development, allowing individuals to focus on specific emotional skills that require attention. 2. Real-time Feedback Tools for Emotional Intelligence Technologies that provide immediate feedback on the emotional content of communications. For example, software that analyzes text for emotional tone and suggests modifications to improve clarity and reduce potential misunderstandings in digital communication. The necessity of such tools stems from the increasing reliance on digital communication in the workplace. As noted by Manos Saratsis , founder of a startup specializing in this technology, digital workplaces often face the challenge of ensuring that the intent behind messages is accurately conveyed and understood. Misinterpretations can lead to conflicts, which not only disrupt individual relationships but also the overall organizational atmosphere. These tools tackle several critical issues: Emotional Tone Analysis: They analyze the emotional undertones in communications, helping to prevent misunderstandings. Real-Time Feedback: They provide suggestions to modify tones or words before messages are sent, fostering a proactive approach to conflict resolution. Positive Work Environment: By ensuring communications are clear and empathetic, they support HR in building a cohesive work environment. Conflict Prevention: By identifying potential issues early, HR can intervene before problems escalate. How does it work? The functionality of emotional intelligence tools revolves around the analysis of textual communication, such as emails or instant messages. Using sophisticated algorithms, these tools assess the emotional content of messages and provide instant feedback to the sender. For example, if a message is deemed to have an unintentionally harsh tone, the tool can suggest modifications to soften the language before the message is sent. Manos stated that one practical application of these tools in HR operations involved a client who used the technology to detect harsh tones in team emails. This early intervention led to a reduction in conflicts and significantly improved the team’s communication dynamics. Challenges and Future Directions for EI tools According to Forbes , AI-powered tools like Receptiviti, Affectiva, and Humu can significantly enhance leaders’ emotional intelligence by providing insights into the emotional states of team members through analysis of communication patterns, facial expressions, and behavioral cues. However, it’s crucial for leaders to use these tools ethically, respecting privacy and ensuring transparency, and to remember that while these technologies can support the development of emotional intelligence and other soft skills, they should complement rather than replace human interaction and empathy in leadership practices. By using EI tools, organizations can equip their leaders and employees with the means to better understand and manage their emotions as well as those of others. This can lead to improved decision-making, conflict resolution, and overall workplace harmony. Looking ahead, the thoughtful integration of emotional intelligence tools will be crucial in developing leaders who can navigate the complexities of the modern digital workplace, fostering environments where every member can thrive. Source: https://www.springworks.in/blog/role-of-emotional-intelligence-tools/
According to research, the average American will spend one-third of their life at work. This equates to a grand total of 90,000 hours throughout their lifetime. Given this considerable time investment it only follows that their work environment should be a place where they feel comfortable and at home. Breaking up the stale monotony of uniform cubicles and standardized setups by introducing elements of personalization such as family photos or children’s paintings, can help to make the workplace a more inviting and enjoyable place for employees. This can lead to greater job satisfaction, higher levels of motivation, and ultimately, greater productivity. In this article, we will take a closer look at the value that personalization in the workplace can offer to employees and their organizations, by exploring its benefits in various aspects of the work realm. Increases Comfort and Productivity Several factors can affect productivity in the workplace . Being in an environment that is free from distractions and offers a conducive setting from which to work is essential. Another important element that influences productivity at work is comfort. The connection between productivity and comfort has been established with studies such as this one supporting the claim that office comfort can affect productivity. Comfort can be achieved in tangible ways such as the provision of ergonomic furniture tailored to meet the needs of certain employees or personal touches that make the working day a more enjoyable experience. This might include personal effects such as indoor plants to introduce an element of nature to a workstation and relieve stress or decorative features like artwork to inspire creativity and engender an overall feeling of comfort and well-being at work. Engenders a Sense of Belonging Many employers today understand the value of creating an office environment that feels welcoming and collaborative for staff members. This trend has been highlighted in a case study published by the Harvard Business Review , which reports many large employers including Google, Microsoft, IBM and Facebook are investing millions of dollars in redesigning their workspaces by replacing sterile cubicles and standard private offices with larger open-plan spaces. By encouraging their employees to personalize their workplaces with personal artifacts such as colorful drawings, pictures, and other decorative elements, many of the employers found it helped to foster a greater sense of belonging and place identity. Organizations can follow this lead by providing their employees with customized design features to personalize their workspace such as kiss cut stickers or customizable desk accessories. In doing so, employers can help to foster a greater sense of cohesion and belonging within their organizations which can improve team dynamics and interpersonal relationships. Enhances Well-Being The relationship one has with their work environment can have a significant bearing on their mental and emotional well-being. Several studies have been conducted in this area highlighting the effect that different office layouts can have on employee well-being and performance. One study published in the Journal of Environmental Psychology examined the relationship between architectural privacy and emotional exhaustion in the workplace. The results found that employees who perceived their work environments to be low on privacy experienced higher levels of emotional exhaustion, compared to employees working in more private settings such as those with opaque or enclosed walls and doors. Interestingly, the study revealed that personalization of their workspace acted as a moderator for employees, helping to mitigate the negative effects of low levels of experienced privacy on emotional exhaustion. It was noted that personal effects such as children’s artwork, photos, posters and comic strips can help to create a workspace that can contribute to an employee’s positive cognitive and affective states. This enables them to feel a greater sense of control and ownership over their workspace, helping to counter the adverse effects of a lack of privacy. Personalization can be particularly beneficial for helping employees in open-plan spaces to feel a greater sense of mental and emotional wellbeing at work. Encourages Self-Expression Most standardized office templates can leave much to the imagination. Allowing employees to curate a workstation that fosters self-expression and individuality can inspire them to be more creative and innovative at work. When employees are encouraged to express themselves and their personalities in this way, their employers can also foster a more inclusive work space that recognizes and celebrates each employee’s unique interests and background, helping to create a more supportive and collaborative work culture. Whether it’s adding vibrant artwork to their walls, placing personal mementos on their work stations or rearranging furniture to suit their workflow, personalization can encourage employees to feel more relaxed in their office environment, allowing them to be their true selves and contribute to their roles in a more authentic and valued way. With benefits ranging from increased productivity to a greater sense of belonging and emotional wellbeing, the value of personalization extends far beyond the satisfaction it offers to its employees, bringing a number of rewards to the organization as a whole. Source: https://gethppy.com/employeerecognition/the-value-of-personalization-within-the-workplace#google_vignette
Remote work is here to stay. Consider this expert advice as you develop your organization’s strategy. By Ali Greene April 21, 2023 | 4 min read As a remote worker since 2014, I learned how to work remotely before most of the rest of the world did. Through trial and error and a lot of time, I improved my ability to set asynchronous expectations, form lasting bonds with colleagues I saw in person only once a year, and make internal decisions about distributed team structures and meeting formats. I’ve experienced firsthand the benefits and challenges of operating remotely, such as hiring top talent from a global talent pool, leveraging the creative tensions that come with diverse perspectives, and boosting employee retention (which was likely due to the joy of designing work around your life rather than vice versa). Being aware of remote work’s promises and pitfalls will help you, as a business IT leader, create new strategies and processes to optimize your team’s own remote experience. Let’s dive into the pros and cons of remote work that tech leaders should never ignore: Benefits of remote work 1. Access to a global IT talent pool When your workforce isn’t tied to a local office, you can hire anyone, anywhere. Hiring globally increases the chances you’ll find the best person for the role while simultaneously adding to the diversity within your team. With the right inclusion practices, a diverse, fully distributed team will create an environment of learning and shared perspectives, fuel innovation across the board, and expand your organization’s time-zone coverage and knowledge in different markets. 2. Highly engaged and motivated employees When you embrace the flexibility that comes with a remote culture, you put the onus of work on the individual. This autonomy and trust allow employees to prioritize the things in life they value, which, in turn, motivates them to put their best foot forward at work. [ Also read Remote work: 5 tips to maximize productivity . ] Employee priorities might include picking up kids from school, caring for aging parents, spending time outside on a particularly sunny day, or managing chronic pain, which are all real examples I’ve heard from remote employees. Additionally, this level of increased flexibility means your employees can choose when and where they work best, improving the quality of their output and the value they add to your company. 3. A culture of transparency When your team is solely connected through their laptops, it’s imperative that the work is easy to find through digital means. Having clear tools—or a “digital house”—will help people navigate your IT strategy easily. Building strong documentation practices —a must-have in any remote environment—enables knowledge sharing and creates a culture of transparency by default. This will save your employees time when accessing needed information and support successful decision-making within the company at large. Disadvantages of remote work 1. Complicated pay strategies One downside of a global team is the issue of global pay, which has become a hot-button issue in IT. As a tech leader, you need to analyze the tax and compliance requirements in the areas you do business and determine if you’ll adopt a local or global pay structure for your employees and contractors. For example, if you’re headquartered in the United States, will you offer U.S.-based pay? Communicate the reason behind your decision and explain the role it plays in your business strategy. [ Also read 5 tips for pay transparency in IT ] 2. Persistent remote work myths There’s plenty of negativity about the perceived consequences of remote work: isolation, lack of productivity, too many hours worked, and more. I’ve heard it all. The reality is that these things are possible in both remote settings and brick-and-mortar offices. It’s up to managers to create work environments that allow employees to thrive. Blaming remote work is a lazy excuse that doesn’t address the root causes of the issues teams are facing. Instead, dispel these myths and help your employees learn the skills they need to be successful in their roles while cultivating a culture of trust and autonomy. More on remote and hybrid work Remote work exhaustion: 13 tips to reduce fatigue What is a hybrid work model? Hybrid work model: 5 advantages Workbook: Transformation takes practice Ebook: The automated enterprise 3. Extreme intentionality To be successful in remote settings, your mantra should be “Intentionality is everything.” Be deliberate in decision-making, creating processes, and communicating work decisions to your team. Those all-important deliverables and timelines? Intentionally confirm them with your team; gone are the days of quick check-ins by the coffee machine. Those spontaneous brainstorming sessions? Intentionally lay out where they should happen digitally. Those ambiguous emails you’re used to sending? Be intentional about how you communicate in writing so that it comes across the way you intend. This can be a hard shift to make, but practice makes perfect. With the right resources, you can build your remote work muscles. Source: https://enterprisersproject.com/article/2023/4/remote-work-pros-cons
Gratuity is a key part of employee benefits. It shows an organization’s commitment to its workers. It serves as a form of financial security for employees after their tenure with the company. Adding gratuity ensures compliance with labor laws. It also fosters goodwill and loyalty among employees. In this article, we will discuss the steps organizations can take. These steps will help them to effectively add gratuity to their workplace. Understand Gratuity Laws Before adding gratuity, you must learn the labor laws and regulations related to it in your area. These laws may vary from country to country or even within different states or regions. Consult legal experts or labor authorities to ensure compliance with the relevant regulations. Define Gratuity Policy Develop a clear gratuity policy. It should outline who is eligible, how to calculate it, the vesting period, and other key details. Clearly communicate this policy to all employees to avoid any misunderstandings in the future. The policy should be fair, transparent, and aligned with the organization’s values and financial capabilities. Determine Eligibility Criteria Determine the eligibility criteria for gratuity, such as minimum tenure of service, employment status (permanent, temporary, or contractual), and conditions for forfeiture (e.g., termination for misconduct). Ensure that the criteria are applied consistently and fairly across all employees. Calculate Gratuity Amount Establish a method for calculating the gratuity amount based on the employee’s length of service and last drawn salary. Most organizations use a formula prescribed by labor laws or industry standards to calculate gratuity. The formula typically considers the number of years of service and the employee’s basic salary or wages. Set Up Gratuity Fund Create a separate gratuity fund or reserve fund to set aside funds for future gratuity payments. This fund can be managed internally by the organization or deposited with an approved insurance provider or financial institution. Regularly contribute to this fund to ensure its adequacy and sustainability. Communicate with Employees Clearly communicate the gratuity policy, eligibility criteria, calculation method, and other relevant details to all employees. Provide them with written documentation of the policy and address any questions or concerns they may have. Transparency and open communication are key to fostering trust and confidence among employees. Automate Gratuity Calculation Consider using automated payroll software or HR management systems to streamline the gratuity calculation process. These tools can accurately calculate gratuity amounts based on predefined parameters, reducing the risk of errors and ensuring compliance with the policy. Implementing gratuity at your organization requires careful planning, compliance with labor laws, and effective communication with employees. Creating a Gratuity Policy for Your Organization Establishing a gratuity policy not only ensures compliance with labor laws but also enhances employee satisfaction and loyalty. Here’s a comprehensive guide to help you create a gratuity policy at your organization: Research Legal Requirements Begin by researching the legal requirements regarding gratuity in your jurisdiction. Understand the applicable labor laws, regulations, and guidelines set forth by government authorities. Consult legal experts or labor advisors to ensure compliance with statutory obligations. Define Eligibility Criteria Determine the eligibility criteria for gratuity entitlement. Typically, eligibility is based on the employee’s tenure of service, with a minimum threshold set by law. Decide if gratuity will apply to all employees. Or, limit it to certain kinds, like permanent, full-time employees. Calculate Gratuity Formula Establish a clear formula for calculating gratuity payouts. The formula often considers factors such as the employee’s length of service and last drawn salary. You can adopt a formula prescribed by labor laws or customize it based on industry standards and organizational preferences. Set Vesting Period Determine the vesting period, which is the minimum duration of service required for an employee to become eligible for gratuity. Commonly, this period ranges from one to five years, depending on legal requirements and organizational policies. Communicate Policy Details Create a full gratuity policy document. It should outline the eligibility rules, how to calculate payments, the vesting period, and the payment terms. Ensure clarity and transparency in communicating the policy to employees through employee handbooks, intranet portals, or formal communication channels. Establish Gratuity Fund Create a dedicated gratuity fund to set aside funds for future gratuity payments. Decide whether the organization will manage the fund internally or invest it with an authorized financial institution or insurance provider. Regularly contribute to the fund to ensure its adequacy and sustainability. Implement Administrative Procedures Define administrative procedures for managing gratuity-related processes, including record-keeping, documentation, and disbursement of gratuity payments. Establish protocols for calculating gratuity amounts, updating employee records, and handling employee queries or disputes. Review and Update Policy Regularly review and update the gratuity policy to align with changes in labor laws, organizational requirements, and market trends. Conduct periodic audits of the gratuity fund to assess its financial health and adequacy. Solicit feedback from employees to identify areas for improvement. Seek Legal Review Before finalizing the gratuity policy, seek legal review to ensure compliance with relevant regulations and mitigate legal risks. Address any legal concerns or ambiguities identified during the review process to safeguard the organization’s interests. Roll Out and Train Employees Roll out the gratuity policy to all employees. Also, train HR personnel, managers, and employees on policy details. This includes eligibility, calculation, and grievance procedures. By following these steps and customizing the gratuity policy to suit your organization’s needs, you can create a robust framework for managing gratuity benefits effectively and fostering a culture of employee well-being and retention. BONUS: Check out our Gratuity Policy Template Here Source: https://www.springworks.in/blog/gratuity-policy/
Among so many professionals, a new tide of leaders is reshaping the workplace. They come up with a fresh outlook and a completely new approach to work. Gen Z, or Generation Z, is a socially concise, educated, and diverse generation. By 2025, Gen Z will constitute 27% of the global workplace. It will happen because of their great technology knowledge, unique values, and exceptional dedication to offering the best solution. But what is wrong with Gen Z? Why are companies not hiring them? Are there any ways to motivate these workers? Let’s understand the answer to these questions. What is the biggest challenge faced by this generation of workers? Gen Z workers, or digital natives, are workers born between the mid-1990s and early 2000s. The Internet and technology are important aspects of their lives. They are adaptable, versatile, and progressive-minded. But what is the biggest problem Gen Z faces? What makes Gen Z difficult to work with is their high demands and distinct characteristics. Even though they value social responsibility, their mindset differs from the older generation’s. One of the main Gen Z problems is that they seek more opportunities and prioritize financial security. Gen Z workers are unhappy with the stagnant salaries and unrewarding job functions. They want to progress with technology and value learning new skills. Some workers even complain of not having stable mental health at their workplace. 28% of this generation’s workers reported struggling with mental health problems. What are the problems with Gen Z workers? Gen Z employees are different from the older generation in several ways. For example, 25% of them are more likely to work in multiple jobs. But why do companies not want to hire Gen Z workers? Let’s hear that out! Communication preferences One of the main problems with Gen Z in the workplace is their communication preferences. They prefer instant video conferencing and messaging over traditional phone calls or emails. These workers also value prompt responses and real-time communication and avoid outdated communication channels. Expectation of work-life balance Unlike previous generations, Gen Z workers want to balance their work and personal lives. They do not want to mix these two and seek flexibility in their working schedule. So, they prefer remote work nowadays . It offers them flexible working hours, reducing their stress level and help them avoid office politics. Traditional work culture One of the main generation Z challenges is that they do not want to work in a traditional work culture. They have different perspectives and prefer a more collaborative environment. The workers pay more attention to equal contributions and active participation. They prefer companies that value experimentation and innovation. Thirst for swift results The thirst for an immediate outcome has become one of the main problems with Gen Z in the workplace. They prefer quick results and become frustrated with delayed assignments. They want a streamlined workflow within the organization . It helps them meet their expectations of productivity and efficiency. Mentorship gaps Even after their technological proficiency, they crave mentorship from experienced professionals. They want the right guide who can help in their professional growth. The workers prefer experts who can offer relevant career advice. However, companies’ mentorship gaps create a problem for them when continuing their work. What motivates Gen Z in the workplace? Now that you know what is the biggest problem Gen Z faces in their workplace. It is time to know what motivates them to work for an organization. Proper work-life balance Gen Zs value flexible work arrangements, so they love to work with benefits like convenient schedules and remote work options. 77% of Gen Z workers reported preferring work-life balance when considering job opportunities, which can improve their mental health, satisfaction, and productivity. Promoting diversity and inclusion Gen Zs value diversity and inclusion in the workplace. They seek environments where they can feel valued and respected. The workers prefer companies that promote innovation, creativity, and different ideas. Instant feedback and recognition The Gen Z workers want recognition and regular feedback for their contributions. So, they give more value to the employers who give on-time feedback. They want their companies to acknowledge their achievements and celebrate milestones. It motivates the workers at their workplace. Collaborative engagement The Gen Zs thrive in collaborative work environments . They want to team up with people in their organization and share ideas. They value working towards common goals and collective problem-solving. This further can create a more supportive work culture and foster innovation. Usage of technology Gen Z prefers companies with technology-driven environments. So, companies must have the advanced tools and technologies to motivate these workers to work. This fuels their efficiency and productivity . With this, they can stay competitive as well. Final thoughts Gen Z workers are the future of the workforce, but recruiting them is difficult. They have different behaviors, challenges, and expectations, making it tough for companies to retain these talents. However, companies can overcome these difficulties if they know what motivates these workers. You can integrate a hiring software, Jobsoid, to speed up your hiring process and recruit the best Gen Z workers for your company. Source: https://www.jobsoid.com/5-quick-reasons-that-make-gen-z-difficult-to-work-with/
Recruitment is constantly changing. The job market has been inundated with various trends and buzzwords that reflect the newest workplace trends and the shifting of employees’ mindsets. In this article, we’ll discuss the five most common recruitment buzzwords, their meaning, how they started, and their impact on recruitment. Quiet Hiring What does it mean? According to Gartner , quiet hiring is a recruitment practice where organizations employ additional skill sets without actually hiring new workers. It addresses business needs by assigning employees new responsibilities. It is conducted unofficially and discreetly, involving only a few applicants or employees. The company may also recruit temporary employees to do specific work. When did it start? The quiet hiring trend appeared in early 2023 to address the massive layoffs by US companies to cut costs in anticipation of a recession. Many companies reduce expenses using their existing workforce or contractors to perform essential functions. One of the most notable companies that used this recruitment technique was Google . Its quiet hiring strategy taps its workforce to search and interview external candidates. For each role, 5 to 6 Google employees create a hiring committee to screen and evaluate applicants based on five key criteria. 2 of these criteria are internal references and employee testimonials, which makes it difficult for candidates without internal connections to get a job in Google. Examples of quiet hiring Employees are given a new set of responsibilities without promotion or salary increase Company provides customized learning development programs in preparation for extra tasks or project Company asks you to perform activities outside your job description Company makes promises to hire new full-time employees to take the additional workload but instead does not do any recruitment, and recruits temporary workers Impact on recruitment Reduced costs - employers can save on recruitment expenses by tapping only on their existing employees to bring in new candidates. Moreover, they can only hire temporary workers instead of full-time employees Address skills gap - companies may hire contract workers to resolve the missing competency in the workforce Limited candidate pool - the company can only reach a certain number of applicants due to employee referrals, which may hurt the company’s diversity and inclusion or create a failure to comply with anti-discrimination laws The Great Resignation What does it mean? The Great Resignation is described as the massive resignation phenomenon that is happening across the globe, despite strong labor demand and low unemployment conditions post-pandemic. When did it start? Texas A&M University professor Anthony Klotz coined the term on May 2021, when millions of people quit their jobs. Covid-19 prompted the Great Resignation, where many employees left their companies. However, this phenomenon is not just because of the pandemic but a continuation of the developing trend of people leaving their jobs for the past 10 years. The main causes cited were wage stagnation amid the growing costs of living, lack of career development opportunities, inadequate benefits, inflexible work policies, and chronic job dissatisfaction. Examples of the great resignation USA - in the Job Openings and Labor Turnover Survey , approximately 50.5 million people left their companies in 2022, an increase from 47.8 million in 2021. Australia - According to PWC’s 2021 report What Workers Want: How to Win the War on Talent, around 61% of Australians who have left their companies in the past year are looking to resign from their current employers in the next 12 months. In the UK - an estimated 442,000 resignations occurred in the second quarter of 2022, while 365,000 people left their jobs in the third quarter of last year. Germany - according to IFO Institute survey , a third of German companies are struggling due to the lack of skilled workers as they saw their top employees leave. Impact on recruitment As candidates’ preferences and priorities evolve, recruiters face difficulties attracting and retaining high-quality applicants to meet business needs. Events like this should prompt HR and employers to review recruitment strategies to keep up with these labor market changes. To address the Great Resignation, employers must improve their salaries and benefits packages. Rising costs and the demand for remote work should prod organizations to offer salaries that reflect the job market. Another point to address would be the introduction of remote/hybrid work policies that allow employees to have a work-life balance. Learning and development opportunities must also be available to support employees’ career growth goals, so they don’t resign and search for another employer. Get the MidWeekRead I agree to subscribe to email communications with relevant content, products, and services from Recruitee. I can unsubscribe from these communications at any time. More information can be found in Recruitee’s Privacy Policy .* Quiet quitting What does it mean? Quiet quitting means performing only the job's minimum requirements. Employees put only the necessary work and effort into completing tasks. Rather than resign, they would rather stick to what’s in the job description and set strict boundaries to avoid working long hours. It is a pushback from previous generations' usual ‘work hard’ ethic. Quiet quitting is linked to employee burnout and disengagement. According to a Deloitte study, Gen Z employees prioritize work-life balance. So by quitting quietly, these employees can go home and leave work behind to pursue non-work-related activities. When did it start? Quiet hitting was introduced by career coach and employment influencer Brian Creely . He used the phrase when speaking about an Insider article about how employees are ‘coasting’ at work. It became viral on Tiktok, in particular with Gen Z workers. The term became popular during the Great Resignation, sparked by the labor rights movement in the USA. Many employees started contemplating their work, pay, and how they were treated inside the workplace. Low pay, feeling disrespected, and lack of career advancement were the main causes for Americans to quit their jobs in 2021, as per a Pew Research Center survey. Examples of quiet quitting Coming to work late or leaving early Having too many breaks or extended breaks Taking too many absences more than once Not attending meetings or not speaking during meetings unless addressed directly Drop in productivity levels Rejecting tasks not covered outside job description Reduced contribution to team projects Not responding to emails after working hours and weekends Not volunteering to additional work, responsibilities or leadership roles Avoiding social events at work or missing team building activities Lack of enthusiasm or passion at work Impact on recruitment You need to fine-tune your recruitment process to attract high-quality candidates that can become committed and highly-engaged employees to reduce the likelihood of quiet quitters in your organization: 1. Write accurate job descriptions Make sure that the duties and responsibilities in your job description reflect the daily realities of the role. A mismatch between the job description and what’s happening daily can cause employees disillusionment and dissatisfaction. Ultimately, it can lead to quiet quitting behavior. 2. Hire for culture fit More than skills, hiring people who are considered a good culture-fit for your company is also important. New employees who fit into your culture are more likely to be productive, enthusiastic, and excel in their roles. They find purpose in their positions and won’t limit themselves to perform within their job description. They seek more responsibilities because they want to grow their careers in the organization. 3. Improve company culture Quiet quitting won’t show in the organization during the early stages of the employee’s tenure. It shows as the employee works and experiences the workplace culture. To understand how your employees feel about your culture, check out employer review sites like Glassdoor. Review the comments so you can take action to improve your recruitment and employee engagement strategies accordingly. Data-driven Recruitment What does it mean? Data-driven recruiting refers to the use of data and analytics to improve the overall recruiting process. When did it start? Data-driven recruiting has been evolving over time with the increasing availability of technology and data. It can be traced back to the late 1990s and early 2000s when companies began using ATS and online job boards to collect and analyze recruitment data. During this time, companies started recognizing the value of gathering and analyzing data on applicant sourcing, candidate qualifications, and recruitment metrics to make more informed hiring decisions. The use of data in recruiting further expanded with the rise of social media platforms and professional networking sites. In recent years, technological advancements and the increasing availability of big data and machine learning have accelerated the adoption of data-driven recruiting . Modern recruitment platforms and ATS now integrate analytics features, enabling recruiters to measure the effectiveness of their sourcing strategies, optimize candidate screening processes, and make data-backed decisions throughout the hiring pipeline. Overall, data-driven recruiting has evolved over time and continues to develop as organizations recognize its potential to enhance efficiency, reduce bias, and improve the quality of hires. Examples of data-driven recruiting Resume screening - use software that analyzes resumes and assigns scores based on experience, skills, and education Skills assessment – Scores from tests and examinations that measure the applicants’ skills, competencies, and personality traits Job interviews – scores candidate’s responses to job interview questions related to work experience, interpersonal skills, and cultural fit Impact on recruitment Using a data-driven approach to recruitment will help you improve your overall recruitment strategy like To speed up the hiring process, you focus on speed-related KPIs like time to fill , and time to productivity of candidates To cut down on recruitment costs, you analyze cost-related metrics like cost per hire or job advertising performance To ensure employee retention, concentrate on quality-related metrics like quality of hire, new hire turnover, and new hire retention rate Diversity Recruiting What does it mean? Diversity recruiting refers to attracting, sourcing, and hiring individuals from diverse backgrounds, including but not limited to race, ethnicity, gender, age, sexual orientation, disability, and cultural or socioeconomic backgrounds. It aims to ensure that the workforce reflects the diversity present in society and promotes equal opportunity and inclusion within organizations. When did it start? Diversity recruiting emerged as a response to historical and ongoing inequalities and underrepresentation in the workforce. No specific date or moment marks the beginning of diversity recruiting. It can be traced back to the civil and social justice movements that fought for equal rights and opportunities for marginalized groups. However, diversity recruiting as a deliberate strategy to actively seek out and attract candidates from diverse backgrounds gained prominence in the 1980s and 1990s. Since then, diversity recruiting has expanded, covering gender, age, sexual orientation, disability, and socioeconomic background. It has become an integral part of talent acquisition strategies for many organizations, driven by both ethical considerations and the recognition that diverse teams lead to better innovation, problem-solving, and organizational performance. Examples of diversity recruiting Writing inclusive job descriptions - crafting job descriptions and ads that use inclusive language and emphasize the organization's commitment to diversity and inclusion. Building diverse interview panels: building interview panels consists of individuals from diverse backgrounds who can assess candidates fairly and from a variety of perspectives. Participate in career fairs and networking events dedicated to diverse talent - meet and interview a large pool of applicants from various backgrounds Impact on recruitment Reach more candidates -diversity recruiting expands the pool of potential applicants, which increases the chances of finding qualified candidates with a more diverse range of expertise and experiences Stronger employer brand and reputation - candidates from diverse backgrounds and underrepresented groups are more likely to be attracted to companies that promote DEI. Compliance with legal and ethical requirements - organizations will comply with legal requirements related to equal employment opportunity and anti-discrimination laws. Why should recruiters pay attention to these buzzwords? Recruitment buzzwords often reflect larger trends and changes in the job market, which can provide valuable insights for recruiters and employers. Here's how they can help understand what to focus on to attract top candidates and foster engaged employees: Buzzwords indicate the emerging practices and expectations in the job markets so recruiters can align their recruitment strategies to remain competitive and appealing to top candidates Buzzwords mirror the changing preferences of job seekers so recruiters can adapt their policies, benefits, and work arrangements to better suit candidates' needs Buzzwords can influence the employer's brand perception so by incorporating these terms into their employer branding efforts, they can effectively communicate their employer value proposition to potential candidates. Conclusion Whether it's a one-time event or something more long-term and permanent, HR professionals should keep up with the latest information about careers and recruiting. While recruitment buzzwords should be taken into the proper context and with an understanding of their real meaning, incorporating them into your recruitment efforts can be a valuable strategy for staying relevant, attracting top talent, and demonstrating industry knowledge. Source: https://recruitee.com/articles/recruitment-buzzwords
As automation and AI increasingly take hold in the corporate world, many companies are increasing their investments in skill-building of all kinds: upskilling, reskilling, and even “outskilling” – where employers train employees who are being laid off to help them get their next job. Some of these investments help workers adopt new tools to speed up parts of their jobs. Others aim to fill open jobs within the company, addressing the paradox wherein automation and AI cause jobs to disappear from one part of the company but also cause a shortage of skilled labor elsewhere. The coronavirus pandemic has driven companies to increase these investments, as the underlying forces of automation, AI, and digitalization have accelerated. And yet, the way companies measure the impact of these investments remains fuzzy. In a global survey of learning and development (L&D) professionals, LinkedIn found that the majority of measures used to assess the impact of training programs are soft metrics, like completion rates, satisfaction scores, and employee feedback. Comparatively few respondents used harder metrics, such as increases in employee retention, productivity, or revenue. CEOs and CFOs should demand better measures, particularly as the amount of money at stake continues to increase. A recent report from the World Economic Forum and PwC found an effective investment in closing the skills gap could boost GDP by $6.5 trillion by 2030. Here are four measures that, taken together, can inform a comprehensive scorecard to measure the return on investment of skill-building programs. Read the full article on Harvard Business Review . Learn more about our enterprise programs . Source: https://emeritus.org/blog/make-sure-your-companys-reskilling-efforts-pay-off/
When you’ve decided to promote someone, you assume the hard part’s over. All you’ve got to do now is tell everyone. Simple, right? Announcing a promotion is about more than just sharing news — it can be a great way to get employees excited and boost their morale. But to do that successfully, you’ll have to inform people promptly and keep your tone professional while kindling your team’s interest. Ensure your announcement ticks all those boxes by reading this promotion announcement guide. It breaks down how to deliver the news, what information to share, and key best practices. We’ve also included examples to give you a head start. What is a promotion announcement? A promotion announcement is a statement about an employee’s new role and responsibilities. Typically, managers make promotion announcements after the employee has accepted the position, but before its start date. Promotion announcements can be made in person or with written statements, like emails or posts in messaging platforms like Slack or Microsoft Teams . The delivery method often depends on company size and whether it has a significant amount of remote workers. What is the purpose of a promotion announcement? Promotion announcements have two main purposes — to recognize the promoted employee’s success and to keep the rest of the organization informed. But there are additional benefits: Done right, promotion announcements show people what to aim for and boost their motivation. Businesses can also use promotion announcements to raise employee engagement and reinforce the company culture. Studies show that, on average, staff who receive recognition for their achievements are four times more engaged than those who don’t. 🤩 Want to get your employees excited about promotions? Leapsome’s promotion management tool increases trust, retention, and your promotion-ready talent base. 👉 Learn more How to announce a promotion A great promotion announcement is an ideal way to conclude a successful employee promotion . To determine the best way to share your news, consider the context and tailor your announcement accordingly. Here’s a list of some of the most common ways to announce a promotion and the situations they work well for: During a meeting — A promotion announcement can be a short agenda point during a routine meeting, whether online or in person. But this option is best-suited to smaller companies with regular meetings involving all employees. On your company’s messaging platform — If you’re an organization with a significant amount of remote or hybrid workers, your whole team might not be able to meet regularly due to time zones. In that case, a Slack or Microsoft Teams message in your core team channel might be the best option. In an email — To deliver promotion news to a bigger group of people, large companies often opt for email announcements. Emails also allow you to include clients or external partners who need to know about the staffing update. Via your company newsletter — Since most newsletters follow a fixed publishing schedule, they work best to complement an earlier announcement. By announcing the promotion on several channels, you can get the news to everyone promptly and in a way that works for them. On your company website or social media pages — Online posts are an effective way of sharing promotion news with people outside your company, like potential customers and job seekers who admire your people-first attitude. Sometimes employees also announce their promotions on sites like LinkedIn, so you can engage with or share their posts to show your support. The ideal channel for a promotion announcement depends on the size of your company and whether your employees work remotely What to include in a promotion announcement When spreading the word about a new promotion, respect people’s time by keeping your message brief. But don’t leave out the following details: Congratulations Promotion news should come across as congratulatory, not just another update. Communicate how happy management is to welcome the employee to their new role. You want your people to see that you recognize their colleagues’ achievements and appreciate their hard work. This acknowledgment doesn’t have to be long and should be included toward the beginning of your announcement. For instance, say, “We’re delighted to announce that…” or “Please join us in congratulating…”. Employee introduction Depending on the size of your company, some staff members may be unfamiliar with the employee you’ve promoted. So, include their full name, previous job title, and how long they’ve worked with the company. Employee achievements & career story When you introduce the employee getting promoted, dedicate a sentence or two to their success at your organization. You can also acknowledge their education and previous work experience if it’s relevant. This information provides context for the employee’s promotion if there were other internal candidates for the role. New position & responsibilities Let team members know what the promoted employee will do in their new position and how the personnel change will affect the organization. Specify the employee’s new role and responsibilities. You’ll also want to mention who will take over their previous position and whether the promoted employee will move to a new department or company branch. Start date Be clear about the promoted employee’s start date and give your team a firm timeline for internal changes. If anyone has questions, this gives them a chance to reach out to management beforehand. Invite your team to congratulate the employee Encouraging peer recognition reinforces a culture of continuous feedback and praise within your organization. So, make the end of your promotion announcement a call for congratulations. If you’re announcing the promotion in an email, team members won’t be able to congratulate their colleague in person or comment on a post. In that case, suggest how they can send their well-wishes — this reduces awkwardness in situations where people want to reach out but aren’t sure how. And if you already have an established employee rewards and recognition program , it’ll guide your team in giving recognition and celebrating successes like these. For example, platforms like Leapsome have a virtual praise wall where colleagues can leave each other praise about professional achievements like promotions. Tips for a great promotion announcement There’s more to an excellent promotion announcement than the words you share. Here are some best practices to make sure your announcement goes smoothly: 1. Set your team’s expectations Your organization’s promotion decisions shouldn’t come as a surprise. Employees should feel informed about their career progress and opportunities due to regular performance reviews and the compensation review process . If team members expect unrealistic promotions, you need to review your internal processes or communications. Determine objective promotion criteria and state them clearly in your promotion policy . Employees can refer to these documents if they’re unsure why someone else got a promotion or want to research professional development opportunities for themselves. Taking these steps means you can reduce resentment around employee promotions and ensure they’re celebratory, motivating occasions. 2. Inform close team members ahead of time The employee you’re promoting has established a rapport with department colleagues. They may even be friends. Even if close team members tend to support their coworker’s promotion, don’t blindside them with the news. They may need time to process the internal changes and get their questions answered. Employees may have mixed emotions if their promoted colleague leaves the department or becomes their new manager. Consider sharing promotion news with close team members in a private setting. That way, they can process the sadness of losing a colleague or the stress about their team dynamic changing without the added pressure of other staff members being present. Informing close team members about their colleague’s promotion before sending out an announcement email will make the process go more smoothly 3. Mix up your announcements with personal details Avoid making the same promotion announcement over and over again. Otherwise, your congratulations may sound generic and insincere, damping employee morale. The best promotion announcements are brief, so focus on adding specific details about the employee to show your appreciation for their contributions to the company. You could reference one of their best success stories and its impact on your organization. 4. Make the announcements a consistent length & format Minor differences between promotion announcements are inevitable, but you should keep them as consistent as possible. Don’t send a 50-word email for one announcement and write five paragraphs for another. Employees will pick up on the discrepancies and feel overlooked if they get less fanfare for their achievement than a colleague. You can include announcements in your promotion policy and use templates like those provided below to align your announcements. 5. Encourage employees to reach out with questions Promotion announcements provoke different reactions in people. Some employees might feel stressed about the changes and question how new dynamics could affect their work. It’s best to prompt people to approach you with their concerns rather than letting them fester. Other employees may feel motivated by their colleague’s success and want to know how they can get the same results. This is a great chance to arrange a one-on-one meeting with them and revisit their career development path . And some internal candidates may still question why they didn’t get the promotion. Support disappointed employees by gently reinforcing why they didn’t get the role, suggesting further steps to get promoted in the future, and offering mental health resources. 6. Ensure the promoted employee’s details are correct Before you release your promotion announcement, ask the promoted employee to check it. This gives them a chance to correct mistakes like dates, name, or pronouns — information that’s essential to get right. 7. Time your announcements carefully After you’ve promoted an employee, don’t wait too long to announce it, or the news will spread around the company before you get the chance. Making your announcement promptly will ensure everyone has the correct version of events rather than relying on word of mouth. But choose when you share promotion news wisely. If you’re a larger company, promotions may be biweekly or even weekly events. In that case, you can announce them on Monday mornings to energize your people. In a smaller organization, promotions may be more infrequent and eventful. You’d be better off announcing the promotion on a Friday afternoon to allow your team to reflect on and discuss the news after work. Bonus: You’ll end the week on a celebratory note. Promotion announcement examples If you’re new to writing promotion announcement emails and posts, you might not know how to begin. Here are some examples to show you what they can look like: Promotion announcement email Subject line: Upcoming promotion Dear [company name] team, We’re pleased to announce the well-deserved promotion of Jamie Smith to the role of regional manager. Jamie has been working with us in the sales department at the Easton branch for the past eight years. We’ve cheered for Jamie and her team as they smashed their sales targets and achieved high customer satisfaction ratings. We were especially impressed when Jamie introduced new customer solutions last year, which helped us renew a contract with a large client. Starting on February 10, Jamie will transfer to the Weston branch to oversee all sales departments. Jude Finch will take over her role at Easton. Everything’s set up for a smooth transition, but please contact me if you have any questions. We’re sure you’re just as excited for Jamie as we are. So, please join us in congratulating Jamie and wishing her continued success on the [company name] Slack channel. Best regards, Mel Jones Promotion announcement post 🤩 Exciting promotion news! 🤩 We’re thrilled to announce that @Evan Garcia is moving to the Weston branch as our new customer service manager! Congratulations Evan! Evan started working for the customer retention department in 2019. They’ve impressed us with their high retention rates and customer success stories ever since. Evan will take over the customer service manager role from @Bobby Blake, who’s retiring next month. I’m sure the transition will be smooth, but please DM me if you have any questions. Let’s give Evan a big congratulation on their promotion! 🎉 Promotion announcement tip: Let managers know when you post an announcement on social media or your company messaging app. They can start the thread of congratulations with their comments or messages, and the rest of the team will follow their lead. Create strong promotion processes with Leapsome The key to successful promotion announcements is a strong promotion process. Without a fair, consistent, and transparent system, employees may doubt or question your decisions. Then, your promotion announcements will generate more anxiety than excitement among your team — no matter how carefully you plan them. Leapsome’s promotion management platform lets you streamline your company’s promotion processes. You can create reusable templates and automate your workflow to ensure consistent promotion decisions. That way, you can provide context and details about internal promotions and make their announcements an occasion for recognition and celebration. 🧐 Wondering how to develop a promotion process that builds trust? Leapsome streamlines your workflow to help managers make objective, data-led promotion decisions. 👉 Book a demo FAQs about promotion announcements How do you announce an internal promotion? You can announce an internal promotion in person or online. For small organizations, you can share the news during a regular team meeting. In a larger organization, it’s probably not realistic to meet with all your employees simultaneously, so you can announce promotions via email, a professional messaging app like Slack , or your company website. Should promotions be announced? Promotion announcements celebrate your people’s achievements and keep the entire team informed. When management shares news about decisions like promotions and explains the processes and reasons behind them, it encourages transparency across the organization. How do you announce a promotion in an email? You can announce a promotion in an email by including the following information: A congratulatory message An introduction to the employee who’s getting promoted Their achievements and career story Their new position and the responsibilities it entails The start date of the new position A call for other employees to join you in congratulating the promoted employee When should a promotion announcement be sent? You should send promotion announcements promptly, but exactly when depends on your organization type. If you have a small organization and promotions aren’t a regular occurrence, schedule the announcement toward the end of the day or the working week, so employees can discuss and process the news after work. In large organizations, promotions may be more commonplace, and you can schedule the announcement toward the start of the week to energize your employees with positive, motivational news. Source: https://www.leapsome.com/blog/promotion-announcement
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