Focusing on line management training to reduce workplace conflict.

The CIPD Good Work Index for 2024 shows the detrimental effect workplace conflict has on overall job quality, with employees involved in almost half of cases, choosing not to escalate the issue or discuss it.

The report, which surveyed over 5,000 UK workers, shows that 25% of UK employees, experienced workplace conflict in the past year with the most common types of conflict being humiliated or undermined 48%, being shouted at or having a heated argument 35%, verbal abuse or insult 34% and discriminatory behaviour 20%.  Only 54% of those who reported conflict said they were satisfied with their job with employees who experienced conflict being twice as likely to say they would leave their job in the following year.

The most common response from employees to conflict, was simply to “let it go” 47% followed by having a discussion with a manager and/or HR 29%, having informal discussions, either with someone outside work such as family or friends 21% or with the other person involved 17%. Very few, 1%, took the case to an employment tribunal.

These figures would all seem to suggest a lack of confidence in the ability of senior leaders to address these issues constructively and the CIPD is now calling for an increased focus on line management training as a way to maintain a productive and positive work environment.

To facilitate this, it’s essential managers can access training that provides them with the conflict management skills that empowers them to handle disputes independently and effectively. They also need to be able to pinpoint and deal with the underlying causes of conflict such as excessive workloads and exhaustion and develop an open and supportive work environment where they feel empowered to have difficult conversations.

Managers need the ability to inspire and motivate their teams and foster a positive culture that minimises conflict and focuses on team cohesion and shared goals that pre-empt and resolve conflict. Additionally, continuous professional development is required to help employees to feel valued and reduce career progression and job satisfaction conflict.

Line management and workplace conflict are critical aspects of organisational dynamics with effective line management being essential in preventing and resolving workplace conflicts and ensuring a productive and harmonious work environment. By addressing conflict through the strategies and policies they implement, communication practices, workplace culture and training initiatives, leaders can prevent conflicts or resolve them efficiently when they arise, even turning them into opportunities for growth and improvement.

How to support neurodivergent employees in the workplace

With research showing that around one in seven of the UK population is neurodivergent there is a very good chance that someone in your organisation will have ADHD, Autism, Asperger’s, Dyslexia, Dyspraxia or Dyscalculia. The characteristics of these conditions bring a variety of strengths to the workplace and allow neurodivergent employees to use their unique qualities to excel in specific areas and provide new perspectives to old challenges.

Whilst there are tasks and roles that neurodivergent people are well suited to, there are others that may not be right for them or environments that don't play to their strengths. Workplaces and work patterns are generally designed by neurotypical people so often will not provide ways of working that allows neurodiverse people to perform well.

Supporting neurodivergent employees in the workplace involves creating an environment where they can thrive. Here are some of the ways to achieve this:

1. Education and Awareness: Educate employees about neurodivergence to foster understanding and reduce stigma. Training sessions or workshops can help raise awareness about different neurodivergent conditions and how they may manifest in the workplace.

2. Flexible Work Arrangements: Offer flexibility in work hours, breaks, and workspaces to accommodate individual needs. Some neurodivergent employees may benefit from remote work options or adjustable schedules to manage sensory sensitivities or other challenges.

3. Clear Communication: Provide clear and concise instructions and be prepared to offer additional support or clarification when needed. Neurodivergent individuals may interpret information differently, so it's essential to communicate in a way that everyone can understand.

4. Accommodations and Support Services: Work with neurodivergent employees to identify accommodations that can help them perform to their best. This might include assistive technologies, quiet work areas, or access to support groups or counselling services.

5. Structured Feedback and Evaluation: Offer regular feedback and structured performance evaluations. Providing specific feedback and setting clear expectations can help neurodivergent employees understand their strengths and areas for improvement.

6. Sensory Considerations: Be mindful of sensory sensitivities and make adjustments to the work environment as needed. This could involve reducing noise levels, providing noise-cancelling headphones, or allowing for breaks in quiet spaces.

7. Promote Diversity and Inclusion: Foster a culture of acceptance and celebration of diversity in the workplace. Encourage neurodivergent employees to contribute their unique perspectives and talents to projects and decision-making processes.

8. Mentorship and Peer Support: Pair neurodivergent employees with mentors or peer support groups to provide guidance and encouragement. Having a support network can help individuals navigate challenges and build confidence in their abilities.

9. Continuous Learning and Development: Offer opportunities for professional development and skills training to help neurodivergent employees advance in their careers. Tailor training programs to accommodate different learning styles and preferences.

10. Regular Check-ins and Supportive Management: Schedule regular check-ins with neurodivergent employees to discuss their progress, address any concerns, and provide ongoing support. Managers should be approachable and empathetic, creating a safe space for open communication.

By implementing these strategies, employers can create a more inclusive and supportive workplace where neurodivergent employees feel valued, respected, and empowered to succeed.

Leveraging Social Media for Employee Engagement: A Modern Approach to Workplace Culture by Edrian Blasquino

Sometimes, you wish there was a way to make your coworkers feel like they are on the same team. Social media minimises gaps between people who meet but have no time in the day or chance to interact with each other beyond the mundane “Hi, hello” in the corridor.

In this article, you will learn how it is possible to help employees communicate more with one another by creating company pages on social networks such as Facebook, Twitter, and Instagram.

Why is Employee Engagement Important?

Aligning employee engagement with business goals is a big driver of organisational success. When colleagues develop feelings of togetherness, it results in positive business outcomes. Happiness produces work efficiency, and employees perform best when they are happy.

After an employee feels engaged, she or he tends to support a firm's success. They work harder to perform and innovate to do their best job, which can assist the business in expanding!

How Can Social Media Help?

Why social media, you might ask? It's simple. That is where the people are: in social networks. It is the place where they interact and transact. Social media can function as a means of communication to enhance team cohesiveness and members’ identification with the team.

It abolishes different classes and gives the chance to talk to everyone, at least in a hypothetical way. Let's explore its effectiveness:

Building a Community

One notable benefit of social media is its ability to build community. Platforms like Facebook Workplace, Yammer, or even WhatsApp can help create an environment based on employees’ friendly interactions rather than their business functions.

They can pass information, congratulate, complain about something, or talk about a hobby. This creates a sense of community, which may result in better relations, high morale, and a bumper workplace environment.

Encouraging Open Communication

Social media platforms afford structures of openness/transparency. They offer an environment that enables employees to express themselves with ideas, opinions, and suggestions and freely give criticism. This openness can enhance inventions and creativity because employees are encouraged to present their ideas and opinions.

Recognising and Celebrating Achievements

Social media can promote people’s accomplishments, whether small or large. Recognition for a job well done for accomplishing a team goal will increase motivation with public appreciation. It will make employees understand that their work is significant and acknowledged.

Facilitating Learning and Development

Social networks can also be an effective means of education. LinkedIn or even internal blogs within a company can be used to disseminate information and training material. People can participate in discussions, make inquiries, and offer useful information, creating a culture of regular learning.

Encouraging Employee Advocacy

Social media can turn employees into brand ambassadors. Therefore, happy employees naturally post positive workplace experiences on their personal Facebook walls. This not only creates a very positive image of the company, but it's also a way of attracting talent interested in working with it.

Setting up Social Media for Your Company

Now that we've explored the benefits, let's talk about implementation. Here are a few tips for how organisations effectively leverage social media for employee engagement:

Choose the Right Social Networks

The first step is choosing which social networks will work best. Look at what most of your employees already use in their personal lives. Facebook, Twitter, and Instagram are popular options. Then, one staff member can set up official company pages or profiles.

Next, decide who will manage the pages. Give one or two employees the job of posting new updates each week. Ensure they get help from others by asking coworkers to share news or photos from their departments. Give people a way to send this content to your social media managers easily.

Promoting Your Company’s Social Media

Once set up, you need people to start using the pages! Ask all employees to "like" or "follow" your new profiles. Have managers explain during meetings how social media can help everyone feel more connected as a team. Offer small rewards like prizes in a drawing for employees who share or comment the most during the first month. Promoting it will get people interested in checking in often.

Using Social Media to Engage Employees

Now is the time to use your new company's social media for fun employee engagement! Introduce new hires by posting photos and short bios. Ask questions to start conversations, like "What project are you most proud of this quarter?"

Recognise coworkers publicly for milestones and achievements. Share company news and let people discuss non-work topics like favorite sports teams or TV shows. The more personal it gets, the closer employees will feel!

Measuring Success and Keeping Momentum

After a few months, look at how many employees follow your social media pages. Are people posting and commenting regularly? Survey coworkers to see if they feel more connected to their colleagues because of it. Track how engagement affects other important numbers like employee satisfaction and retention.

Keep content fresh with new ideas. Try contests, polls, live video Q&As with managers, and more to boost ongoing participation.

Conclusion

Social Media Platforms are not only a means of advertising or media for conveying information. They are used as an effective tool for engaging the employees. Social media can revolutionize the organizational culture through community building, open communication, reward recognition and learning, work-life balance, and advocating. Therefore, why not give it a try?

About the author

Edrian Blasquino is a dedicated college instructor and licensed professional teacher, committed to inspiring and empowering students through innovative techniques and real-world applications to make education relevant and impactful. With a focus on fostering critical thinking and creativity, he strives to create an engaging and inclusive learning environment, continuously adapting his teaching strategies to meet the needs of diverse learners.

The impact of learned helplessness in the workplace.

Learned Helplessness, the concept introduced by the American psychologist Martin Seligman in 1967, refers to a state of mind where someone believes that they have no control over their situation. It can develop after repeated experiences of adversity or failure and may lead to individuals feeling helpless and unable to change their circumstances.

The impact on behaviour can be significant. People become passive and resigned to their situation with a lack of motivation that affects organisational dynamics as well as the individual. In the workplace it’s therefore important that leaders are aware of the signs of learned helplessness and take action to deal with it. Things to look out for include:

Decreased Motivation: Employees become disengaged and lack motivation to perform tasks or take the initiative. They believe their efforts won't make a difference which can lead to reduced productivity.

Poor Performance: If individuals feel unable to change their circumstances, they may not make the effort necessary to achieve goals or meet expectations.

Reduced Problem-Solving Skills: Individuals may struggle with problem-solving and decision-making or avoid challenges or difficult tasks, leading to stagnation and an inability to adapt to changing environments.

Negative Work Environment: Learned helplessness can contribute to a negative work environment with low morale, cynicism, and a lack of collaboration, which impacts team dynamics and hinders organisational effectiveness.

Increased Turnover: Employees who feel helpless and unsupported are more likely to seek other opportunities. High turnover rates disrupt workflow, increase recruitment costs and diminish organisational stability.

Impact on Leadership: Leaders may exhibit learned helplessness if they feel overwhelmed by challenges or perceive a lack of support from higher management. This can affect the morale and performance of their team.

Innovation and Creativity: Learned helplessness can stifle innovation and creativity so employees are less inclined to propose new ideas or take risks if they believe their efforts will be futile.

Health and Well-being: The stress and frustration associated with learned helplessness can have negative implications for mental and physical health with increased absenteeism, presenteeism, and healthcare costs.

To deal with the negativity of learned helplessness, organisations need strategies that build a supportive and empowering work culture where employees can access the resources and tools they need to succeed. Establishing clear objectives and providing skill development and growth opportunities help reduce feelings of helplessness and overwhelm whilst mentorship programmes and the promotion of open communication channels that help people feel comfortable expressing themselves and asking for assistance can also help.

Are we really supporting neurodivergence in the workplace?

It is thought that around one in seven of the UK population are neurodivergent with conditions such as ADHD, Autism, Aspergers, Dyslexia, Dyspraxia or Dyscalculia. These conditions share some common features in the way people learn and process information and increasingly, it has been shown that these characteristics bring a variety of strengths to the workplace.

Research from Birkbeck College however has found that neurodivergent employees face significant barriers when disclosing their neurodivergence to their employer and further research from O2 revealed that 81% of neurodivergent employees felt their employer could provide them with more support. At the same time, employers said they experienced barriers in making adjustments for neurodivergent employees with 69% of those surveyed saying that a lack of disclosure is an issue. So, employees don’t feel safe enough to disclose, but without them stating their needs, employers don’t know how to support them.

The key is greater awareness from both sides. Aspects of good neurodivergent support and management are applicable to all employees - clear instructions, ensuring staff are not overloaded and providing a working environment that is free of distractions - but specific knowledge about neurodivergence should be shared. Only then will employers and employees be able to understand, be able to accommodate their co-workers and provide support if and where it’s needed. Strengths-based management that focuses on enabling people to do what they can and love to do (whilst avoiding the things they can’t) can align these abilities to what the organisation is trying to achieve and get the best from all employees.

There are great benefits for organisations having employees who think differently. Creativity, lateral thinking, a different perspective and the development of highly specialised skills enables companies to be more innovative, spot new solutions and make better decisions. Ultimately though, neurodivergence in the workplace is about helping everyone thrive and seeing everyone as talent - no matter how their brain works.

The challenges to being an authentic leader.

People are drawn to authenticity. In the workplace, it’s well established that authenticity can help to build stronger relationships, encourage transparency and create a positive organisational culture where individuals feel empowered to be themselves. With a clear emphasis on collaboration rather than individualism, it can also increase job satisfaction and lead to higher levels of engagement, motivation, and innovation.

Authenticity also plays a key role in building the trust needed to connect leaders with their teams. People want to be engaged and committed to what they're doing, to feel as if their work matters and to believe in their leaders. By being genuine, self-aware and transparent, an authentic leader displays who they are as a person and can share their sense of purpose so employees become happier, more comfortable, and more productive. Like any leadership approach though, it's not without its potential challenges. These can include:

1.     Subjectivity: Authenticity can be subjective and vary from person to person and culture to culture. What seems authentic to one person may not to another. This can create challenges in how authenticity is seen and practiced in a team or organisation.

2.     Overemphasis on Individuality: Authentic leadership often focuses heavily on the leader's individual traits, values, and experiences. This can foster trust and connection, but it may also downplay the importance of broader organisational goals and systemic issues that require collective efforts to address.

3.     Potential for Inauthenticity: Leaders may feel pressured to conform to a certain image of authenticity, which can lead to behaviours that are more about appearing authentic rather than actually being so. This can undermine trust and authenticity within the team.

4.     Lack of Adaptability: Leaders who stick rigidly to their authentic selves may struggle to adapt their leadership style to different situations or contexts. Effective leadership often requires flexibility and the ability to adjust one's approach based on the needs of the team or organisation.

5.     Vulnerability: Authentic leadership encourages leaders to be vulnerable and open about their weaknesses and failures. While this can foster trust and connection, it may also make leaders feel exposed or uncomfortable, especially in environments where vulnerability is not valued or accepted.

6.     Potential for Misinterpretation: Genuine authenticity can sometimes be misunderstood or misinterpreted, leading to unintended consequences or conflicts. For example, a leader's openness about their personal struggles may be perceived as a lack of competence or confidence.

Although being authentic as a leader can present challenges, the impact it can have on both individuals and organisations makes it well worth the effort. Addressing the challenges requires a nuanced understanding of authentic leadership and a commitment to ongoing self-reflection, learning, and adaptation. Leaders who strive to be authentic should also recognise the importance of balancing their individual authenticity with the needs and dynamics of the broader team or organisation

Dedicated or addicted?

Whilst dedication and hard work are generally seen as positive qualities in the workplace, they can become a problematic if taken to extreme and negatively affect different aspects of an individual's life and well-being.  Over the last few months actor Idris Elba and playwright James Graham have both talked about their problems with work addiction so what is the best way to approach workaholism?

Work addiction, or workaholism, is a behavioural addiction characterised by the prioritisation of work over all else and this excessive preoccupation leads to the neglect of other areas of life such as personal relationships, socialising, and leisure activities. It can also lead to problems with physical and mental health, as well as personal relationships.

Dealing with work addiction requires a multifaceted approach that addresses the underlying issues contributing to the addiction and promotes healthier behaviours and coping strategies. These include:

1.    Recognising the signs of work addiction and acknowledging that it exists.
2.    Seeking support from a therapist, counsellor, or psychologist who specialises in addiction or work-related issues.
3.    Setting clear boundaries between work and personal life and sticking to them.
4.    Prioritising self-care by incorporating activities that promote physical and mental well-being into your daily routine.
5.    Cultivating mindfulness through practices such as meditation, deep breathing exercises, and mindfulness-based stress reduction techniques.
6.    Delegating and collaborating so colleagues to share responsibilities and workload.
7.    Setting realistic goals that are achievable both professionally and personally.
8.    Creating a healthy work-life balance by allocating time for work, leisure, relaxation, and socialising.
9.    Practicing self-compassion and treating yourself with the same kindness and understanding you’d offer a friend.
10. Seeking support from friends, family members, or support groups for encouragement and accountability.

Work addiction is detrimental because it compromises physical and mental health, strains relationships, decreases productivity, diminishes quality of life, increases the risk of burnout, and hinders the ability to enjoy life beyond work. Dealing with it takes time, effort, and commitment but, by taking proactive steps to address the underlying issues and implement healthier habits, it is possible to regain control and find greater satisfaction and fulfilment both professionally and personally.

The most in-demand skills for the AI work environment

Often, the soft skills that help to build the connection between an employee, their job, their organisation, and their colleagues have been seen as less important than the more tangible, technical skills that connect employees to the physical function of their jobs. Now through, LinkedIn’s 2024 most in-demand skills data shows that soft skills make up four of the top five skills and that 92% of UK business leaders believe soft skills are more important than ever.

While AI technologies excel at data analysis and automation and can connect employees to the physical function of their jobs, they still rely on human involvement for their development, deployment, and application. Soft skills that complement the technical aspects of AI by fostering effective communication, collaboration, critical thinking, ethical considerations, creativity, and user-centric approach all then become essential in building the connection between employees and their job, organisation, and colleagues. 

The rapid development of AI means the skills needed for jobs are expected to change at least 65% by 2030 and soft skills will be needed to manage these changes Ensuring employees are equipped with the right skills for their role is therefore essential in developing greater understanding and positive working relationships that improve overall workplace culture, improve teamwork and job satisfaction, raise morale, and increase efficiency and performance.

The requirement for soft skills is likely to increase over the next five years with 69% of UK hiring managers believing the fast-paced changes in the work environment will increase the skills gap. To mitigate against this and to make the most of the opportunities presented by AI, organisations are prioritising the development of both AI and soft skills with 34% of UK HR professionals looking to increase AI literacy though online training and development and 29% implementing guidelines on how generative AI should be used within the organisation.

Generationally, 70% of UK hiring managers said Gen Z employees needed additional workplace support to develop soft skills such as communication and collaboration but that Gen Z professionals were keen to learn, with 47% saying they’re spending more time on learning and development to help them in their careers.

The most in-demand skills for 2024 are:

• Communication

• Customer Service

• Management

• Leadership

• Teamwork

• Project Management

• Analytical Skills

• Sales

• Problem Solving

• Research Skills

By combining uniquely human skills with the potential of AI, leaders can give their organisations an edge and contributes to improving overall business performance and organisational success.

Generational differences affecting productivity.

A new survey from the London School of Economics and global consulting firm Protiviti has found that friction between different generations is driving down productivity. The survey, of 1,450 employees in the finance, technology and professional services industries in the UK and USA, found that 25% of the employees surveyed self-reported low productivity, with 37% of Gen Z, 30% of Millennials, 22% of Gen X, and 14% of Baby Boomers reporting low productivity levels. Employees with managers more than twelve years their senior were nearly 1.5 times as likely to report low productivity.

Generational differences towards productivity can be seen in a variety of ways with differing attitudes towards work-life balance, career advancement and technological competence influencing individual productivity levels. Another issue that was flagged up by the survey is that there is a lack of collaboration between employees of different generations and, with some workplaces now having five different generations working together, the expectations and perspectives of each generation can make it difficult to build collaboration.

With differing work styles, strengths, and concerns, it is easy for misunderstandings, tensions, and conflict to appear. A management strategy that harnesses the distinctive skill set of each generation is therefore needed if the best results are to be achieved. This should include a commitment to a generationally diverse workforce which enables employees of every generation to have their opinions heard, advancement on merit rather than age and inclusive work practices that makes it easier for each generation to fit in.

By being aware of each employee’s framework of experience and their point of reference as well as generational work habits it’s possible to introduce management policies that foster an environment that generates business advantage. The LSE survey shows 87% of those surveyed reported higher productivity in organisations using multi-generationally inclusive work practices with Gen Z employees reporting low productivity dropping to 18% from 37% and from 30% to 13% for Millennials. And, in a tight recruitment market, there is the added benefit that employees working in multi-generationally inclusive workplaces are twice as likely to be satisfied with their jobs and are less likely to look for a new role.

With an ageing population and less young talent available to recruit it will become increasingly important for leaders to effectively manage multigenerational teams. This is particularly important with the OECD predicting that the UK, US, and the broader global economy will see a growth slowdown in 2024, putting pressure on organisations to increase productivity.

If managed correctly a multi-generational team will combine past learning with new perspectives, not only bringing greater efficiency and productivity but also the benefits that the insights and initiatives different age groups bring.  

Can AI help workforce mental health?

With burnout increasing in the UK, a new survey from Unmind, a workplace and wellbeing platform, shows that 42% of HR leaders are considering adopting artificial intelligence (AI) as a way of addressing workforce mental wellbeing.

The data, based on insights from 2,000 UK HR leaders, also shows that 89% of those surveyed are planning to implement AI to streamline people management in their organisations with 86% believing that AI will play a crucial role in the success of workplace mental health strategies by 2030.

So how can AI technologies be leveraged to support and enhance mental health in the workplace?

• AI mental health chatbots can provide immediate and confidential support to employees, offering resources, coping strategies, and suggestions when professional help may be necessary on a 24/7 basis.

• AI can analyse facial expressions, voice tones, and other biometric data to assess the emotional well-being of employees, allowing for early intervention if signs of stress, anxiety, or other mental health issues are found.

• AI algorithms can analyse data patterns to predict potential mental health challenges within the workforce, allowing proactive measures to be taken to address issues before they escalate.

• AI can assist in creating personalised well-being applications that cater to individual needs around mindfulness, exercise, stress management or other resources based on the employees’ preferences.

• AI-driven virtual reality experiences can be developed to help employees relax and manage stress by calming environments or guiding them through relaxation exercises.

• AI can analyse work-related data to identify patterns that may contribute to stress, burnout, or dissatisfaction. These insights can then inform decisions about workload distribution and help design more supportive work environments.

• AI can analyse employee feedback and surveys to gain insights into overall workplace satisfaction and identify areas that may impact mental health.

• AI can be used to develop interactive training modules on mental health awareness and stress management. These modules can be tailored to the specific needs and challenges of different industries or job roles.

72% of those surveyed observed an increase in mental health-related employee absences so the idea that AI can offer a personalised 24/7 support service for employees is undeniably attractive. However, AI must be used safely and responsibly if HR leaders and managers are to create work environments where every employee can flourish.

AI has great potential to support workforce mental health but it's essential to implement these technologies ethically, ensuring user privacy, consent, and addressing potential biases. It should complement human support rather than replace it, and employees should be informed about how AI is used in the context of mental health within the workplace.

Enhancing Employee Onboarding Processes with Digital Marketing Automation Tools by Bash Sarmiento

Businesses increasingly rely on marketing automation tools to streamline communication with customers, from personalised email campaigns to targeted social media ads. However, what many overlook is that these same automation tools can also revolutionise how you communicate with new hires during the onboarding process.

Employee onboarding is a crucial step in ensuring the success and retention of your workforce. Yet, many organisations still struggle with outdated onboarding processes. As different businesses and service providers, such as financial institutions, fund administrators, and tech companies, can benefit from enhancing their employee onboarding processes, it's important to explore innovative solutions.

In this article, we’ll talk about how you can leverage different digital marketing automation tools you might already have to improve your onboarding process.

Employee Onboarding Tasks to Automate

When it comes to employee onboarding, there are several repetitive tasks that can be automated to save time and effort for both HR professionals and new hires. Here are some common onboarding tasks that can benefit from automation:

●      Documentation and paperwork. Automating the creation and distribution of onboarding documents such as offer letters, contracts, and employee handbooks can streamline the administrative process.

●      Training and onboarding materials. Digital marketing automation tools can deliver personalised training modules and onboarding materials to new hires based on their role, department, or skill level.

●      Communication. Automated email sequences can be set up to welcome new hires, provide them with important information about their first day, and introduce them to key team members.

●      Feedback and surveys. Implementing automated feedback surveys at various stages of the onboarding process allows HR teams to gather valuable insights and continuously improve the onboarding experience.

●      Task reminders and checklists. Automation can be used to send reminders and checklists to new hires, ensuring that they complete necessary tasks and milestones during their onboarding journey.

Digital Marketing Automation Tools You Can Use for Onboarding

You may not realise that you already have digital marketing automation tools that can be repurposed to improve your employee onboarding processes. Here are some commonly used tools:

●      Email Marketing Platforms. If your company uses an email marketing platform such as Mailchimp, Constant Contact, or HubSpot, you already have a powerful tool for automating communication with new hires.

●      Customer Relationship Management (CRM) Systems. CRM systems like Salesforce, Zoho CRM, or Microsoft Dynamics are commonly used to manage customer relationships, but they can also be valuable tools for managing employee onboarding.

●      Social Media Management Tools. Social media management tools such as Hootsuite, Buffer, or Sprout Social can also be leveraged to share company culture content with new hires or facilitate communication within onboarding groups.

●      Chatbots. You can use chatbots to provide instant answers to common questions from new hires, guide them through the onboarding process, and gather feedback along the way.

Advantages of Automating Employee Onboarding

Automating employee onboarding offers many benefits for both employers and new hires:

Efficiency

Automation eliminates the need for manual tasks, speeding up the onboarding process significantly. This means new hires can integrate into the team and start contributing faster, benefiting both them and the company.

Consistency

With automated processes, every new hire receives the same level of attention and information. This consistency ensures that no one falls through the cracks and that everyone starts their journey with the company on the right foot.

Personalisation

Digital marketing automation tools allow for personalised onboarding experiences tailored to the unique needs and preferences of each new hire. By catering to individual interests and learning styles, businesses can increase engagement and satisfaction among new employees.

Insights for Improvement

Tracking and analysing onboarding metrics provide valuable insights into the effectiveness of the process. By understanding what works and what doesn't, businesses can make informed decisions to enhance their onboarding strategies continually.

Scalability and Seamlessness

Automated onboarding processes are flexible and easily scalable to accommodate a growing workforce. Whether the company is expanding rapidly or just starting out, automated systems ensure a seamless onboarding experience for new hires, regardless of company size or expansion plans.

How to Enhance Employee Onboarding Using Digital Marketing Automation Tools

Now that we've explored the benefits of automating employee onboarding, let's discuss how you can leverage digital marketing automation tools to enhance your onboarding processes:

1.     Segmentation and Targeting

Begin by segmenting new hires based on factors like department, job role, or location using automation tools. Once segmented, deliver targeted onboarding content and resources to each group.

2.     Personalised Communication

Craft personalised email sequences that warmly welcome new hires, acquaint them with the company culture, and provide relevant information specific to their role and responsibilities. Set up automated emails to be sent at key intervals throughout the onboarding process.

3.     Automated Training Modules

Develop interactive training modules and onboarding materials that can be delivered automatically to new hires. Utilize learning management systems (LMS) to create engaging and interactive onboarding courses, complete with quizzes and assessments to gauge understanding.

4.     Feedback Loops

Implement automated feedback surveys at crucial interaction points during the onboarding process. Set up automated surveys to be sent after specific onboarding milestones, such as after the first week or after completing training modules, to gather timely feedback.

5.     Integration with HR Systems

Ensure seamless integration between your automation tools and existing HR systems to streamline data flow and ensure accuracy in employee records. Work with your IT or HR department to set up integrations between your automation tools and HR systems, ensuring that all relevant data is synced automatically.

Final Thoughts

As different businesses and service providers continue to seek ways to enhance their employee onboarding processes, digital marketing automation tools offer a compelling solution. By automating repetitive tasks, personalising communication, and leveraging data-driven insights, businesses can create a more efficient and engaging onboarding experience for their new hires.

Bash Sarmiento, a writer and educator based in Manila, specialises in crafting concise pieces across the realms of education, lifestyle, and health. His works reflect his academic background and wealth of experience in teaching, textbook evaluation, business management, and travel.

When resilience becomes toxic

In today’s fast-moving and competitive workplace, the idea of resilience, of bouncing back and remaining positive in the face of adversity or stress, is seen as an important attribute. But, with the world of work constantly changing and ongoing disruption and uncertainty, being consistently upbeat can take a real toll on mental health and emotional well-being. At this point resilience can become toxic.

The idea of toxic resilience centres on the expectation that employees should be able to deal with stress, pressure, and adversity by hiding their human vulnerabilities. Despite adverse situations such as ineffective organisational culture, inept management, or ongoing under resourcing, high workloads, and lack of work life boundaries, they keep going and stay productive!

This type of culture puts pressure on employees to keep quiet when they’re overwhelmed or struggling. They don’t feel able to ask for help or raise their concerns because if they do, they are made to feel that they are letting their colleagues down, are incompetent or weak, or simply aren’t resilient enough. A culture of fear then develops, and employees start to put their own needs behind that of the organisation, going beyond their limits and adopting unhealthy coping mechanisms that can have severe and long-lasting effects, and lead to burnout, mental health issues and decreased morale.

It's therefore important that leaders are able to recognise if a culture of toxic resilience is emerging and can instead start to build an environment where healthy resilience can develop. This means creating a culture where authenticity and open communication is valued, mental health resources provided, and managers enabled with the training to support their team and to understand the importance of their own mental health and wellbeing.

Resilience shouldn’t be needed to get through every day, it should be drawn on in the short term, when challenges arise, or problems have to be overcome. If leaders want to create workplaces that foster growth, fulfilment, and well-being, they need to lose the culture of toxic resilience.

Quiet cutting. A new trend?

Increasing uncertainty in the workplace has led to some organisations to look at different ways of reducing costs. One of the ideas that has increased in recognition is ‘Quiet Cutting’, a way to restructure an organisation by reassigning staff so they remain employed but are moved to new roles that can be less prestigious, have lower pay, and more demanding.
 
Currently, some employers are looking at this as a strategy that can play a significant role in the workplace dynamic because it offers a way of stopping talent loss by leveraging existing staff to meet immediate requirements and maintain stability. Other organisations though can see it as a passive but hostile way to lose workers.

It’s a situation that can be difficult for employees to deal with. Whilst they might feel some initial relief that they are still in a job and may even be retrained, it could also be seen as a demotion and a way of making them quit so their employer can avoid paying redundancy. However, its seen though, it can have a significant effect on an employee’s wellbeing. Employees start to question their abilities, their value, the way the organisation works and its culture. Feelings of confusion, fear, anger, self-doubt, diminished confidence, and anxiety come to the fore, which can also impact on other employees. Even those who aren’t at risk of reassignment see a situation that’s out of their control and may start to look at alternative employment options.

Despite the potential cost benefits, quiet cutting can have a detrimental effect on organisational culture, employee wellbeing, and productivity as employees become disengaged, uncertain about their future and unhappy in a role they didn’t ask for or want. However, the situation can be managed in a more positive way. If the purpose of the changes and future plans are effectively communicated, a reorganisation can increase understanding, reduce uncertainty, and solidify employee commitment. Involving employees in the process and providing support services can also contribute to building a better outcome for both the organisation and employees.

Making conflict positive.

Workplaces are a prime breeding ground for conflict. It’s almost inevitable that when people with different goals, opinions, and attitudes work together, insecurities, personality clashes, misunderstandings, breakdowns in communication and competitive instincts all emerge. But, whatever the reason for it, differing viewpoints show that an organisation has diversity, innovation and risk at its core and a culture where people are actively interested.

Most people see conflict as a negative. It’s something that’s hostile, frustrating, and uncomfortable, with a “win or lose” outcome. It’s feared and something to avoid when in fact it’s a normal and natural part of life.  In the workplace, its often subjective - something that might offend or frustrate one person, doesn’t worry another - because workplaces are made up of people who in all probability would never otherwise meet. It’s unlikely they will always agree and share the same goals but, it is possible to use those tensions in a positive way, to work with differences rather than against them.

Effectively managed, conflict can be a learning experience which can stimulate creativity and produce different perspectives and ideas that lead to innovative problem-solving.  Conflict resolution can lead to improved interpersonal and communication skills, a more positive and supportive environment where trust and team dynamics are strengthened and opportunities for personal growth and self-reflection. Unresolved though, conflict can quickly escalate and lead to the disintegration of relationships and teamwork, the removal of goodwill and the loss of areas of common ground. There is also the detrimental financial effect with increased costs in employee turnover, time wastage, increased absenteeism and health or stress-related claims.

Conflict needs to be managed in a way that harnesses the passion people feel about their work. Organisations often aim for the elimination of conflict which means that managers are less skilled at dealing with its emotional aspects so focus on avoiding it. If managers are empowered to see conflict as a core part of a vibrant culture and given the skills, training, and support to recognise, address and manage it, they will be able to gain the benefits from it. Whether it’s through a conflict resolution strategy, such as open communication, active listening, and mediation, an investigation or process, people need to work through the issues, clear the air, and then see how they can go forwards together.

Workplace conflict can be distressing, disruptive, time consuming and expensive but, organisations need the positive outcomes conflict can bring - it’s just a case of learning how to manage and harness its potential.

Reducing performance anxiety.

We’ve all been there. The increased heart rate, racing thoughts, feelings of dread or even panic attacks we get before our workplace skills, knowledge and performance are put to the test. The apprehension, nervousness, and fear that can arise in response to the demands and expectations of our working lives is referred to as performance anxiety and it’s a phenomenon that many people experience in their professional lives. It occurs when people feel pressure to meet high expectations, perform perfectly, or fear negative consequences for mistakes or workplace performance. In this situation anxiety can develop which manifests in various ways and can have a significant impact on an individual's overall well-being and job performance.

Workplace performance anxiety can hinder an employee's ability to perform at their best. The fear of making mistakes or being judged can lead to cautious, risk-averse behaviour and make it difficult for them to communicate their concerns or ask for feedback. Their creativity can become stifled, and collaboration reduced as they become reluctant to share new ideas or take risks. It can also negatively impact their mental and physical health, leading to burnout and decreased job satisfaction.

A psychologically safe work environment where employees feel they can share their thoughts or concerns without negative consequences and feel comfortable being themselves, leads to employees being more engaged and motivated. They are more able to openly discuss their challenges, seek help and learn from their mistakes, and are confident seeking feedback and discussing areas for improvement. Because they are happy to share ideas and work collaboratively, a more innovative and productive work environment develops. With employees feeling better supported, there is a reduction in stress and a sense of belonging and wellbeing is promoted.

Whilst a certain level of stress in the workplace is normal and can even be motivating, when anxiety becomes overwhelming and chronic, it can have detrimental effects on both mental and physical health. Building a psychologically safe workplace and addressing performance anxiety can make a significant difference in improving overall job satisfaction and productivity and provide a work environment where employees can thrive and contribute their best.

The increase in unpaid overtime

New research from Ciphr has shown that some UK employees are clocking up three hours of unpaid overtime per week with 11% of those surveyed putting in an additional five hours a week.

The survey, of 1,000 employees, showed that there are more employees who work unpaid overtime (49%) than those who do receive payment (23%). Employees most likely to work the unpaid extra hours include senior managers, 25-34-year-olds remote workers and those working in legal services and education.

Employees can work unpaid overtime for a variety of reasons. It might be an industry or work culture norm, a dedication to their work, a desire for achievement or to achieve their personal goals, in understaffed or resource-constrained environments, they might work unpaid overtime to cover gaps, ensure essential tasks are completed or because of pressure from managers and colleagues. Alternatively, there may be a fear of falling behind through heavy workloads and tight deadlines or of being seen as less dedicated particularly if job security is low.

Employees might also work unpaid overtime to ensure that a project is completed successfully on time or because they don’t have a clear understanding of their job responsibilities or how long tasks should take whilst some employees resort to working unpaid overtime to catch up on tasks they couldn't complete during regular working hours, something that can be particularly noticeable if people are hybrid or home working.

Although employees might need to put in extra hours to meet business needs, (and be happy to do so), It's important that both employees and employers understand the negative consequences of unpaid overtime. The aim should be to create a workplace culture that values the work-life balance, fair compensation, and sustainable workloads. Employers should communicate clear expectations, manage workloads effectively, and discourage a culture of overwork whilst employees should prioritise their well-being and consider the long-term impact of consistently working unpaid overtime.

Mindfulness for organisations

Keywords

Resilience – Mindfulness – Performance – Leadership – Workplace Culture - Stress

In this episode of Resilience Unravelled Andrew MacNeill, a leadership consultant who helps individuals and teams thrive under pressure, discusses how mindfulness can be used as a tool to improve both well-being and performance in high-pressure environments.  Andrew spent 20 years in senior leadership and throughout his career led large teams in high pressure environments. He is also an accredited mindfulness teacher and brought these two worlds together in his book Organisational Mindfulness - a How-to Guide in 2019.

By integrating his leadership experience and insights from being a mindfulness teacher Andrew has developed a method to help leaders and their teams embed and implement techniques which improve performance, build psychological safety and support their own and their collective wellbeing. 

In this podcast Andrew shares his personal experience of discovering mindfulness while in a high-pressure leadership role and how it helped him cope with stress. He also explains that mindfulness is about non-judgmental present moment awareness and choosing where we place our attention intentionally.  

Main topics

• The implementation of mindfulness in organisations, particularly in meetings.

• The importance of noticing one's own biases and reactions, choosing to respond rather than react, and being present for effective decision-making.

• The need for cultural change towards mindful practices but acknowledging that it should be done thoughtfully as some people may not want to participate.

Timestamps

1: Introduction - Russell welcomes the guest, Andrew, and introduces the podcast. 00:00-00:23
2: Andrew's Work - Andrew explains that he is a leadership consultant who helps individuals and teams thrive under pressure. 00:56-02:03
3: Mindfulness - Andrew discusses how he discovered mindfulness and how it can be applied in a work context. He provides a practical example of how to practice mindfulness, and explains that it is a life-long practice. 02:05-08:28
4: Organsational Mindfulness - Andrew speaks about his book, "Organisational Mindfulness," which explains how mindfulness can be applied in a work setting. He discusses how mindfulness can help organisations support their people and deliver objectives. Andrew also explains how to implement cultural change and build skills to navigate high-stress environments.  08:51-15:24
5: Mindful Meetings - Andrew provides an example of how a program board meeting can be a practice in shared mindfulness. He explains how mindfulness can help people choose to respond rather than react in difficult meetings. 15:35-19:41
6: Conclusion - Russell and Andrew wrap up the podcast and provide information on where to find Andrew's book and services.  19:41-25:05

Action items

• Find out more about Andrew's book Organisational Mindfulness. http://www.organisationalmindfulness.co.uk/

• Find out more about Andrew at https://lxleaders.com/

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Changing employee expectations.

Driven by evolving work environments, technological advancements, and shifting societal values, employee expectations have undergone significant change in recent years.

Now, a new study by Oracle that surveyed 1,000 employees and HR leaders in the UK has found that despite current economic uncertainty, worker expectations for pay, flexibility, and training are continuing to increase. At a time when many of those surveyed were worried about job stability, burnout, a lack of career growth, having to reduce their standard of living or take on a second job, 57% of them still had higher expectations than they did three years ago. Pay raises to meet inflation, flexible work options and more learning and development opportunities were seen as essential, with 89% of them saying they would walk away from a job that doesn’t meet their expectations, even during a recession whilst 55% were more worried about having the right job than the right salary.

What employees expect from employers is obviously changing and with recruitment and retention problems in many industries, organisations that don’t address these changed employee expectations may find it difficult to build a positive work environment, retain talent, foster productivity, and create a strong organisational culture that benefits both the employees and the organisation as a whole.

To address these changing expectations, employers should consider implementing the following strategies:

• Flexible work arrangements, with remote and flexible options

• Opportunities for continuous learning and career development.

• The development of a strong company culture with a clear mission and purpose.

• The embracing of diversity and inclusion initiatives and the creation of a sense of belonging for all employees.

• Prioritising employee well-being and the creation of a supportive work environment.

• Investment in technology and tools that improve productivity and collaboration.

• Enhancing transparency and communication channels within the organisation.

By understanding and addressing these evolving expectations, employers can attract and retain top talent and create a positive work environment that promotes employee engagement and satisfaction. Failure to meet employee expectations can have negative consequences for both the employees and the organiation with detrimental effects on job satisfaction, employee retention, morale, teamwork, customer satisfaction, and the organisation's overall reputation. It is therefore essential for organisations to prioritise understanding and meet employee expectations to foster a positive work environment and achieve long-term success.

Recognising a toxic work culture

With senior executives at ITV defending their work culture against allegations of bullying, trauma and discrimination, allegations of bullying against Dominic Raab and of misconduct at the CBI, workplace toxicity has never been so high-profile.  And recent research shows that these problems are a lot more common than you might think. In the US, around 30 million or one in nine workers consider their workplace toxic according to research from MIT Sloan School of Management, with the three main factors creating toxic cultures being bad leadership, toxic social norms, and poorly designed job roles.

These unhealthy and negative workplace environments can have detrimental effects on employees' well-being, job satisfaction, and productivity and are characterised by various negative behaviours, practices, and attitudes that hinder collaboration, growth, and a sense of belonging. So, if you’re looking to move jobs, what are the signs that an organisation is ‘toxic’?

1.     High employee turnover: A consistently high turnover rate may be an indication of a toxic work culture. People tend to leave in search of a healthier environment.

2.     Lack of trust and transparency: In a toxic work culture, there is often a lack of trust and transparency between management and employees. Important information is withheld, decisions are made without consultation, and communication is inconsistent or one-sided.

3.     Negative and gossip-filled environment: A toxic work culture often fosters negativity and gossip. If you frequently hear employees complaining, engaging in office politics, or spreading rumours, it suggests an unhealthy atmosphere.

4.     Micromanagement and lack of autonomy: If employees are excessively micromanaged and not given the autonomy to make decisions and contribute their ideas, it can indicate a lack of trust and a toxic work culture. Micromanagement can lead to feelings of frustration, disempowerment, and decreased job satisfaction.

5.     Lack of work-life balance: When work-life balance is disregarded, and employees are expected to work long hours consistently or are discouraged from taking time off, it can contribute to burnout and negatively impact well-being.

6.     Bullying or harassment: Any form of bullying, harassment, or discrimination within the workplace is a clear indication of a toxic work culture. This can include verbal abuse, insults, belittlement, or any behaviour that creates a hostile work environment.

7.     Lack of recognition and appreciation: In a toxic work culture, employees' efforts and achievements are often overlooked or undervalued which can lead to demotivation and decreased morale.

8.     Fear-based management: When fear and intimidation tactics are used to manage employees, it indicates a toxic work culture. Fear-based management can include threats of job loss, public humiliation, or unfair treatment.

9.     Resistance to feedback and change: Toxic work cultures often resist feedback and change. If suggestions for improvement are dismissed or met with hostility, and the organisation remains stagnant in its processes and practices, it suggests an unhealthy work culture.

10.  Physical and mental health issues: A toxic work culture can contribute to physical and mental health problems among employees. Increased stress levels, anxiety, depression, and physical ailments like headaches or sleep disorders may be prevalent.

Toxic workplaces are psychologically, emotionally, and physically draining so it’s best to avoid them completely. They can be difficult to spot though as the recruitment process puts leaders and teams on their best behaviour but research about the company prior to the interview and looking for the warning signs during the interview process could provide a heads-up.  Asking specific questions about work culture, expectations, employee turnover and workload and if possible, talking to current employees to get their perspective should also help avoid getting pulled in.

Combating proximity bias

One way or another, most people have been affected by hybrid or remote working. It’s something that has fundamentally changed the way people work and although there have been many benefits, it has also introduced some new challenges.

The pandemic initially led to remote working patterns that created a level playing field in terms of communication or having a presence in the office. Now, with many organisations moving to permanent hybrid or home working schedules, it’s become increasingly important for these workers ‘left at home’ to feel they are represented in the workplace and don’t suffer from proximity bias.

This refers to the cognitive bias that occurs when individuals favour or give more weight to information, ideas, or people that are physically or geographically closer to them. It’s a tendency to rely on or prioritise information that is readily or easily accessible, often overlooking or undervaluing more distant or less accessible alternatives. In the workplace, managers are seen to give preferential treatment to workers they are more familiar with because they are physically ‘in the office’. Because they are visible, they are then seen as more productive or as having more dedication to their role.

This bias can limit exposure to different ideas, perspectives, and experiences, potentially leading to a narrower view or a limited understanding of an issue. This can be problematical for employees in that they can get left out of decision-making processes and project assignments, become disengaged and demotivated, which ultimately hinders their success, career, and wellbeing. From an organisational perspective these attitudes can alienate remote workers, divide teams, and damage the overall company culture.

Anyone can fall victim to proximity bias and either intentionally or unintentionally promote it, so it’s something leaders need to be aware of to ensure it doesn’t stop the promotion of inclusivity and diversity and allows the perspectives, knowledge, and insight of physically distant people to be heard.

Overcoming biases is an ongoing process that requires conscious effort and continuous self-reflection, and as remote work is here to stay, managers need to understand proximity bias and build strategies to reduce it.