6 strategies for creating a robust, multifaceted approach to improving diversity at your organization

D&I training
Create opportunities for coworkers of all backgrounds to gather and talk openly to bring about a more inclusive culture.

  • Diversity trainings are only the tip of the iceberg for improving diversity in the workplace.
  • Organizations need to move beyond implicit bias trainings by following up on their trainings.
  • Treat diversity as a real goal, measure it, and create dedicated spaces for underrepresented groups.
  • See more stories on Insider’s business page.

The racial reckoning of spring 2020 prompted much soul-searching at organizations, as companies, nonprofits, and schools realized they could no longer ignore failures of diversity and inclusion. Many quickly rolled out programming aimed at addressing these shortcomings – in particular, diversity trainings.

But training alone can’t address long-standing organizational failings, said Ivuoma N. Onyeador, an assistant professor of management and organizations at the Kellogg School. “It’s fine to have trainings,” she said, “but trainings are only the beginning of the efforts needed to improve diversity in an organization.”

Read more: Inside YouTube VP Malik Ducard’s push to fund Black creators and amplify their voices online

On their own, trainings can’t address systemic problems: pay inequity, leadership that is mostly white and male, failure to hire underrepresented groups. Additionally, some trainings just don’t work or even backfire. For example, research has shown that implicit bias training – a popular approach that seeks to help participants recognize and overcome unconscious prejudices – does not reliably reduce bias in the long term and may reduce participants’ sense of responsibility over their own behavior. Yet some organizations have implemented implicit-bias training and figured that’s enough.

In a new policy paper, Onyeador, along with coauthors Sa-kiera T. J. Hudson of Yale University and Neil A. Lewis Jr. of Cornell University, explores how organizations can move beyond implicit-bias training. The researchers reviewed the existing literature on diversity efforts in organizations and developed a set of evidence-based recommendations for creating a robust, multifaceted approach to achieving diversity goals.

Here, Onyeador highlights six key takeaways.

Prepare for bad reactions

Diversity efforts may be poorly received. The backlash can range from eye-rolling in a training session to a sense of grievance that underrepresented groups get “special treatment” to outright hostility.

Organizations should be realistic about these challenges and have plans to address them.

“We do this in other arenas – we would never launch a product without anticipating potential snags in the process,” Onyeador said.

Organizations can build support for diversity programs by proactively addressing employee concerns. Majority group workers may fear they’ll be passed over for promotions in the name of diversity or punished for “saying the wrong thing,” or they may simply believe that diversity isn’t important – worries that can be allayed before a new program is introduced by addressing them in ways that fit your specific organizations’ culture and context.

Facilitate intergroup contact – but also create dedicated spaces for underrepresented groups

When majority group members interact with underrepresented groups, their attitudes change. One recent study found that interracial interactions help white people perceive and combat inequality; another showed that, after hearing people of color discuss their cultural backgrounds, white people displayed more inclusive behavior toward nonwhite coworkers. By creating lots of opportunities for coworkers of all backgrounds to gather and talk openly, organizations can bring about a more inclusive culture.

But it’s essential to recognize that intergroup contact may also place a burden on underrepresented group members, who may feel exhausted, singled out, or responsible for teaching others. That’s why it’s just as important for organizations to create dedicated structures such as affinity groups that allow underrepresented groups to gather. In addition to providing camaraderie, these spaces can facilitate career networking and advancement.

“People of color, for instance, are having a very different experience in these organizations than white people, and it can be nice to have a space where you meet other people and solve problems, share resources, and find role models,” Onyeador said.

Messaging matters, but action matters more

It’s easy to sing the praises of, say, your company’s family-friendly policies in a job description. But it’s much harder to actually be accommodating when an employee needs several days off to care for a sick child.

In fact, research shows that organizations that include organizational-diversity messages in job descriptions aren’t necessarily better at recruiting a diverse pool of employees or less likely discriminate against them.

“We want to make sure that both of those pieces are in there,” Onyeador said. Including inclusive language “is important to do, because it signals to your potential pool of applicants that the organization could potentially be a supportive place for them. But then it’s really important to follow that up with action.”

Treat diversity as you would any other organizational goal

Action means creating accountability structures – which, according to one 2006 study, is the single most effective way to improve managerial diversity.

Assigning institutional responsibility “can look a number of different ways, like having a chief diversity officer with some sort of oversight role, or diversity officers within units reporting up to a leader who has the power to hold units and managers accountable,” Onyeador said.

Organizations can also create incentives for participating in inclusion efforts, like bonuses or perks for serving on a diversity council.

“People are very motivated by extra money at the end of the year,” she said. “I suspect that if bonuses were tied to diversity metrics, we would see things shift. We would find the Black engineers. They’re there.”

You can’t improve what you don’t measure

Often, organizations are reluctant to collect and analyze data on diversity programming.

But that mentality wouldn’t fly with any other important organizational objective, so it shouldn’t be acceptable for diversity efforts. If a particular program or training didn’t work, “it’s imperative that we know that,” she said, so it can be improved.

There’s a similar hesitance about studying outcomes for the overarching goals of organizational change. All too frequently, companies will set out to improve diversity – but fail to measure the variables of interest.

Onyeador summarizes the attitude this way: “Did we increase the number of women in the C-suite? It’s not clear. Is the climate different? We have no idea. Are we retaining more people? Nobody knows.” Organizations have the data to answer such questions. Deciding to pay attention to it “will go a long way.”

None of this is easy, and that’s OK

Diverse organizations are not built overnight or by accident. But just because the work is challenging doesn’t mean it’s impossible.

In fact, “as organizations, as companies, as universities, we’re used to doing hard things by putting our heads down, figuring it out, being really careful, and thinking through everything,” Onyeador said.

There’s no reason, she said, that the same level of effort can’t be applied to diversity.

Read the original article on Business Insider

11 things you should do to make your workplace more LGBTQ+ inclusive

two men talking to friends
Showing that you care about LGBTQIA+ rights will make your coworkers feel heard and seen.

  • 46% of LGBTQ workers say they’re still closeted at work because of a multitude of fears and issues.
  • You can make their work environment more inclusive by not making assumptions and being considerate.
  • Treat the LGTBQ community the same as everyone by asking about their partner, but don’t be nosy.
  • See more stories on Insider’s business page.

The LGBTQ community loves and appreciates the support of our straight allies, whether you’re marching in a parade with us or voting for candidates who promise to protect marriage equality. But there’s one place where we still desperately need your help – and that’s at work.

According to a Human Rights Campaign Foundation report, 46% of LGBTQ workers say they’re still closeted at work. You can’t blame them. Many fear reprisals from unsupportive managers, hear homophobic jokes, or feel isolated and excluded, among other issues.

If you really want to be the best ally at work, there are subtle but deeply appreciated things you can do to show your LGBTQ coworkers that they can be their full selves around you – and more importantly, that they’re valued. Here are 11 things you can do tomorrow, or right now, per an informal polling of all my favorite LGBTQ friends.

Read more: LGBTQ+-friendly resort amenities and services are becoming mainstream as luxury destinations improve efforts to attract this group of travelers with trillions in purchasing power

1. First, don’t make assumptions

You can’t tell anything LGBTQ-related simply by looking at someone.

“I’ve had to come out at every job I’ve ever had because I look so ‘straight,'” said Nikki Levy, an entertainment executive at a studio and the creator of “Don’t Tell My Mother!” “I am engaged. I wear a ring. When you want to know things like how we met, ask, ‘How did you meet your partner?’ as opposed to, ‘How did you meet him?’ I can’t tell you the number of times I’ve been apologized to because of their assumptions about my non-existent husband.”

In general, don’t assume anything, said Liz Glazer, a lesbian comic. It’s a tip from “The Four Agreements” by Don Miguel Ruiz and it “goes for pronouns, partner status, whatever. Work environments would be friendlier, and frankly, people would be more humble and better to be around, if this was a thing people did more, or less, as the case may be,” Glazer said. As Ruiz wrote, have the courage to ask questions and communicate to avoid misunderstandings.

2. Let me come out when I’m ready

It’s still very difficult for some LGBTQ folks to come out at work, for a variety of reasons, from serious safety concerns to being peppered with annoying questions by the ill-informed.

“I told one guy at my office about my girlfriend, and he started acting weird,” said Ganee Berkman, a dental hygienist. “He asked if a guy had ever hurt me, and why a girl who looked like me would be gay. That set me back so far and made me super nervous to come out to people.”

Even if a coworker is out to you, that doesn’t mean they are out to everyone. They may choose not to tell certain folks at work because it makes their lives easier. Once they are out to you, feel free to ask them (privately) if everyone else knows. If not, be extra aware of how you speak to and about them at work, so you don’t out them, even by accident.

3. Go ahead, ask about my partner

Once someone is out, have the same conversations and ask the same questions you’d ask a straight or cisgender person about their personal life. The worst thing you can do is ignore it, like it’s the giant elephant in the room.

“I’ve encountered coworkers who know I’m gay, but never ever bring up my personal life,” Berkman said. “I don’t like that. If they’re quiet about it, it makes me feel like I need to hide it.”

Another thing she’s encountered is people lowering their voices when talking to her about gay stuff, as if it’s taboo. “Don’t whisper,” she said. “It makes it seem like even talking about gay stuff is bad. Use normal volume.”

4. But don’t be too nosy

It’s great to have conversations with your fellow LGBTQ coworkers about their lives outside of the office, as long as it’s appropriate for the workplace. “Don’t ask how I [knew] I was gay,” said Chloe Curran, a writer. “It’s weird.”

LGBTQ folks often get bombarded with questions that are overly personal or intimate, like when did we tell our parents, how do we have sex, or which body parts do we still have or not have. Levy, who is getting married in August, has been asked too many times if she and her future wife “are both wearing dresses” to their wedding.

The worst is when coworkers try to play matchmaker. We know you’re excited you know at least two gay people, but that doesn’t mean we will be even slightly attracted or have anything in common. “Oh, hey are you single? What’s your type? I know someone…” Ever Mainard, an actor/comic who has also worked as a production assistant, hears it all the time. “I know it’s well-meaning, but it’s mostly off-putting and insulting.”

5. Sure, tell me about your other gay friends

We might not want to be set up, but we don’t mind knowing you have other gay friends or family members. If you come out as an ally, as soon as humanly possible, we love that. We feel understood, safe, seen. A for effort!

Berkman, for example, didn’t know her favorite office manager had a gay daughter for a year and a half. “She always showed me so much love and understanding, and I finally found out why. I would’ve loved for her to tell me way sooner,” she said.

“I actually think it’s adorable when people find out that I’m gay, then start telling me about their one gay friend or their one encounter with anything gay,” Berkman said. “It seems cheesy, but I actually appreciate that they’re trying to show support even though they might not have a lot of experience with gay people. Things like that make me feel 10,000 times more comfortable than people who stop talking to me after I come out to them. The ones who get awkwardly super excited and enthusiastic after finding out are the ones who make me the happiest.”

6. Don’t only talk about my sexuality or gender

Of course, there’s a limit to how much we want to talk about all of this. Being LGBTQ is obviously a huge part of our lives, but it’s not the only thing.

“I have had the privilege of working in a few settings where my sexual orientation felt about as relevant as my hair color – that is, irrelevant,” said Aaron Chapman, a medical director in Alameda County in northern California. “Being gay neither moved me ahead nor held me back. I was neither a victim of discrimination nor a token of progressivism. That was a privilege.”

What we as a community have been fighting so hard for is to have the same rights and be treated as anyone else, adds Eugene Huffman, an artist and paralegal. “Treat them as you would any other person – that they are a person, and LGBTQ is just one facet of who they are, not the entire picture,” Huffman said. “We have enough things that already make us feel different, we don’t need to add to it.”

7. Educate yourself

“Don’t ask me to be your educator,” said Tre Temperilli, who works on Democratic political campaigns and identifies as gender ambivalent. “We all have to lift. So roll up your sleeves and Google some things. Participate in your own evolution.”

Stay on top of what is going on with the LGBTQ community in the news. Can we be fired for being gay? Can homophobes still refuse to make wedding cakes for us? Which bathrooms are we allowed to go in? Can we serve in the military or not? It’s exhausting being the teacher/expert on all things gay. If you want to be an ally, do a little homework on your own.

Also, “don’t assume that just because someone is gay that they know everything about the LGBTQ community,” said Aaron Rasmussen, a writer. “It’s large [and] diverse and everyone has their own individual experience and story to tell.”

8. Make an effort with my pronouns

Those of us in the LGBTQ community who are transgender and gender fluid deal with a lot of confusion, bias, and misunderstanding on a daily basis. At work, it can be especially stressful.

“Being nonbinary is slightly more difficult for people to wrap their heads around because they go, ‘Wait, you’re not a man or a woman?'” said Samee Junio, who identifies as nonbinary. It’s much less “accepted” than being just “gay” or “lesbian.”

If you find it hard to adjust to a person’s pronouns, the best thing to do is to keep trying. “The excuse I hear most frequently from some is, ‘I’m old, this is all new to me,'” said Temperilli, who goes by he/him and they. “That’s fine, but after the third time I’m like, DUDE!”

Don’t be scared to ask if you’re not sure what pronouns someone uses. Temperilli believes most trans folks don’t mind answering, “but for all that is holy, don’t keep misgendering someone because you find it ‘too hard.’ It can be hurtful and as we know, respect is a two-way street,” they said. “What seems hard for you is likely a trillion times harder for the person you’re not seeing when you misgender trans folks.”

You can take it one step further by helping communicate your coworker’s pronouns to others. Junio goes by they/them and works with new people constantly on different shows as the head of the tech department at Dynasty Typewriter at the Hayworth, a performance venue in Los Angeles. It often feels like a burden having to repeatedly explain the pronoun situation – so they don’t.

“My bosses know and they prep everyone before they meet me,” they said. “There should be more of that in the workplace. I’m fortunate to have an incredible employer and the other employees correct people for me, too.”

9. Stick up for me

“If you hear a coworker misgender a trans person or call them the wrong name outside that person’s presence, call them out, if you know the trans person is out to them and it is safe to do so,” said Charlie Arrowood, who identifies as trans or nonbinary and is the director of Name & Gender Recognition at Transcend Legal.

If you hear someone tell a homophobic joke, again, don’t let it slide. Call them out, plus report it to HR. That’s how things change.

10. Show you care about the LGBTQ community

There are so many small but significant ways to do this. For example, you could encourage your office to sponsor a float in your local pride parade, or if that’s already in the works, you can show up to march.

“At San Francisco Pride many of the workplace marching groups are like 50% straight supporters,” Chapman said. “It is cool to see straight coworkers come out to celebrate.”

Maybe less fun but even more impactful would be to look at your employee insurance policy and, if there is an exclusion for transgender care, “use your cisgender capital and privilege to ask your employer to remove it,” Arrowood said.

11. Don’t be afraid to make mistakes

“It is critical that employees consciously cultivate an LGBTQ-inclusive workplace,” said Kelly Dermody, employment practice group chairperson at the law firm Lieff, Cabraser, Heimann, & Bernstein. You might make some good faith mistakes along the way – that’s OK! “Ask, clarify, apologize, if necessary,” Dermody said, “but keep making the effort to be a place [where] LGBTQ employees and their friends, families, and allies want to work.”

Read the original article on Business Insider

4 pre-pandemic habits to leave behind when going back to the office

Office workers stock
Leaders should consider leaving behind office “norms” that no longer fit into the post-pandemic structure.

  • Work and the workplace office structure has evolved as a result of the pandemic.
  • Leaders should consider making changes post-pandemic to be more supportive of employees.
  • Long meetings, long commutes, and pressure to work when sick should be left behind.
  • See more stories on Insider’s business page.

As the pace of vaccinations accelerates and states loosen mask-wearing and social-distancing restrictions, employers are spending a lot of time determining how to safely bring people back into the office. But health and safety measures aren’t the only aspects of workplaces that need to evolve. Leaders should use this opportunity to part ways with office norms that no longer serve their employees – and maybe never did.

While it’s natural to want to return to “the way things were,” instead of harping on nostalgia and what will be missed, you need to think about the long-term changes you can make in how your office works rather than temporary changes driven by the pandemic.

Here are four things I believe will make the office better if we leave them in the pre-pandemic era:

1. Hosting long and laborious meetings

According to the National Bureau of Economic Research, the number of meetings per person has risen by 12% since the pandemic, yet the average length of a meeting has declined by 20%. That means that despite people’s calendars getting booked more often, there’s a bigger appetite for bite-size meetings over the longer 60- or 90-minute sessions.

While COVID restrictions may force us to rethink meeting rooms, I’d challenge us to rethink the meeting itself. Let’s make better use of our time and energy by sending a pre-meeting memo and using our time together to align on actions and decisions. Or, rather than spending 30 minutes walking through updates, consider a Loom video and allow folks to react and respond asynchronously.

2. Scheduling after-work events

Before the pandemic, there was the notion that bonding and networking only happen in person. And those opportunities often happened after 5 p.m. Whether you’re a caregiver, have hobbies outside of work, are an introvert, or just want brighter lines between work and fun, we need to be more intentional about creating meaningful connections with our colleagues while still allowing folks to keep their work-life balance.

Instead of defaulting back to in-person, after-work events, I’ll be looking to add breaks within the workday where teams can connect and socialize that don’t start super early or end late so that everyone can attend whether they are in the office or working remotely.

3. Coming into the office when you’re sick

We’ve all felt the existential dread of walking into a conference room with someone who is coughing and sneezing. The only way we can return to working from an office is to learn from the past year and err on the side of caution when it comes to health.

My hope is that after a year of normalizing the concept that work isn’t just a place, employees will be more comfortable with staying home when feeling under the weather. It simply isn’t worth putting other employees and teammates at risk. For managers and leaders, the end of the pandemic shouldn’t mean the end of encouraging people to avoid the office if they aren’t feeling well.

No one should be expected to show up and tough it out, and no one should be rewarded for doing so.

4. Sitting through painful commute times

The average American worker spent 225 hours, or well over nine full calendar days, commuting before the pandemic. Seventy-five percent of Americans typically travel by car to get to work, which also has a negative impact on carbon emissions. There are definitely advantages to a commute, including separation between work and home and time to think or read, but for many people, commuting for hours at a time is something they would like to avoid doing every single day.

Providing options for employees to work when and where they work best will continue to be the best strategy for hiring and retaining top talent, and create less congestion on the road in the process.

While some have been counting down the days until they return to the office, there are a lot of people who are nervous about what that will look like and what’s expected of them. As business leaders, the return to the office is an opportunity to rebuild what worked and rethink what didn’t. Regardless of what you choose to keep or leave behind, your strategy should be rooted in empathy, clear communication, and a mission to create a better workplace than the one we left.

Read the original article on Business Insider

The average American utters 80 to 90 curse words every day. Here’s why it’s good for you.

Following is a transcript of the video.

Narrator: Americans are cursing more today than ever before. In fact, the average American utters 80 to 90 curse words every day. That’s about five curse words every waking hour. And it might not be in vain. Turns out, swearing may help make you live a happier, healthier life in the long-run.

When you stub your toe and holler your favorite dirty, four-letter word, You’re actually doing yourself a favor. Swearing has been known to raise your heart rate, which can help reduce the pain. For example, one study found that people who held their hand in icy water while cursing lasted 50% longer than the people who used neutral words – like “wooden” and “flat.”

And if you’re still not convinced that you should curse more, consider this: Swearing could be the key to improving your workouts. Researchers asked people to curse while riding a stationary bike and holding a device that measured handgrip strength. Wouldn’t you know it, participants pedaled faster and gripped stronger while spewing their favorite expletives. And swearing won’t just help you get more fit, it can also reduce stress and anxiety.

For instance, one study found that swearing helped drivers better cope with their frustration on the road whenever a pedestrian illegally crossed the street. And in fact, this type of emotional relief is so common, it has a name: Lalochezia. Scientists think that this relief is one reason why we’ve evolved to curse in the first place.Because it’s a way for us to express strong emotions – like anger and frustration – without having to throw a punch or act out.

And this method – of choosing words over violence – has other benefits, too. Studies show that people who curse are perceived as more genuine and sincere. And researchers have found that people who can list the most swear words also come across as more honest when they’re measured on a lie scale.

But there’s still one place where cursing is almost always out of the question: Work. But you might have a good excuse to swear there too. Researchers studied a team of workers at a soap factory in New Zealand, and looked at the use of a particular swear word, we’ll call it “the f-word.”

Turns out that using “the f-word” helped the workers express politeness, alleviate tension, and bond with each other. So, we’re not saying you should curse out your boss, but a little swearing here and there can’t hurt, and sh-t, it may even help.

EDITOR’S NOTE: This video was originally published in December 2018.

Read the original article on Business Insider

Coinbase is no longer allowing new hires to negotiate their salaries: ‘We are OK if we lose some candidates due to this decision’

GettyImages 1304243741
Coinbase is set to directly list on the Nasdaq on Wednesday.

  • Applicants who receive a job offer from Coinbase will no longer be able to negotiate the salary.
  • Employees with the same title and location will receive the same starting compensation package.
  • “We are OK if we lose some candidates due to this decision,” Coinbase wrote in the announcement.
  • See more stories on Insider’s business page.

Coinbase, the biggest US bitcoin exchange, continued its shakeup of Silicon Valley norms this week after last week’s announcement that it is done with centralized offices.

Next on the chopping block: compensation negotiations for new hires.

“We are officially eliminating negotiations on salary and equity from our recruiting process,” Coinbase Chief People Officer L.J. Brock wrote in a blog post announcing the move. “If you pass our bar and are hired to do the same work, you get the same offer as the next candidate for a role.”

Deva Hazarika, who launched the Help Wanted Project with angel investor and marketing advisor Emily Kramer to help people understand and compare job offers, praised the move, saying that underrepresented candidates often lack the networks and resources to land the best offers.

“For a variety of reasons – financial security, personality, et cetera, some people are just more aggressive salary negotiators than others,” he told Insider. “This leads to equally qualified people getting wildly divergent offers at some companies just based on their knowledge about and attitude towards compensation negotiation.”

He added that these disparities compound over time, since raises and top-up grants are generally based off of that initial starting offer.

“I believe no-negotiation policies for offers benefit employees,” Hazarika said. “Two candidates with the same skill, given the same offer, both get that offer, not some mystery offer based on how good they are at negotiating.”

In his announcement, Brock emphasized that compensation differentiation is not being eliminated. Coinbase very much wants to pay people differently – it just wants those differences to be based on the actual performance and impact an employee has after joining the company, rather than their ability to persuade a recruiter.

Brock noted that Coinbase already increased its cash and equity package to line up with the 75th percentile of its peer firms, up from its previous level at the median. A Coinbase spokesperson was not immediately available for comment on the new policy.

A recent Insider analysis of crypto job listings showed a range of salaries from $66,000 to $312,000 for titles including Blockchain Analyst to Senior Engineering Manager.

Read more: Crypto salaries revealed: Here’s how much you could earn working in cryptocurrency

“We are OK if we lose some candidates due to this decision,” Brock said. “The best candidates for Coinbase are those who are looking for a highly competitive package and are ready to let their contributions speak for themselves.”

Coinbase has seen its share of unusual hiring practices, from founder and CEO Brad Armstrong’s decision to find a co-founder with a wanted-ad on Hacker News, to hiring their first employee, Olaf Carlson-Wee, who sent his undergraduate thesis about bitcoin in an “annoyingly long” cold-email to the founders in hopes of an interview.

The company also made headlines last year when Armstrong instituted a ban on political discussions and social activism in the workplace, prompting at least 60 people to quit and take severance packages.

Read the original article on Business Insider

4 things you need to know about the future of hybrid and remote work

Spotify employees, spotify office
Spotify’s new work-from-anywhere program will promote flexibility and diversity, executives told Insider.

  • As more Americans get vaccinated, companies are starting to reconsider their reopening plans.
  • Employers like Spotify and TIAA are investing in hybrid work models.
  • This guide explains what you need to know about the future of hybrid work.
  • See more stories on Insider’s business page.

The post-pandemic workplace is going to look a lot different. Mostly, there will be fewer people in the office.

As more Americans get vaccinated, companies are starting to think about what their reopening plans might look like. Some employers, like Spotify and TIAA have decided to invest in hybrid work models, giving employees the flexibility to work from the office, their homes, or another location.

Insider compiled a guide with the four most important things to know about the future of hybrid work.

1. Remote work is leading to burnout.

Burnout and fatigue are familiar themes of pandemic life. Meetings are booming, workdays are lengthening. And at the same time, per recent LinkedIn survey data, 74% of employees are taking “shelter” in their current job as a way of mitigating risk during tumultuous times.

While what it means to work from home isn’t going to be the same in post-pandemic life, these remote and hybrid – where you come into the office some of the time – work styles are likely to. But conflict is rising around the best way to do it without sacrificing quality, company success, or personal wellbeing.

Read more:

Remote work can unlock productivity or push burnout. Here’s how smart companies are planning for our ‘hybrid’ and WFH future.

Use this 6-step checklist to conquer workplace burnout, protect your mental health, and re-energize your team

A day off work and ‘Zoom-free Fridays’ aren’t going to cut it. Here’s how to really tackle burnout.

Consulting confessions: 6 current and former staffers at Deloitte, PwC, and other top firms detail pandemic burnout

2. Prioritizing camaraderie and communication can improve remote-work culture.

Open lines of communication are key to improving the culture when you’re working from home. Leaders ned to ensure that all employees feel informed. It’s also important to give employees the opportunity to connect in more casual settings, like a virtual happy hour, to help them feel included.

Read more:

A Facebook exec shares 4 strategies any leader can use to improve communication and camaraderie when working remotely

Etsy’s chief operations, strategy, and people officer shares how the company maintains its culture while working remotely

3. The rise of remote work also means the rise of the virtual headquarters.

The pandemic means some employers have reduced the amount of real estate they own or rent. Some are getting rid of offices entirely.

But this presents a new challenge for employers, who now need to recapture the visibility, casual conversations, and collaboration that came so easily in person. Their best bet, technologists working to solve the problem said, is to create a virtual HQ – a suite of office tools that allow employees to work collaboratively from home.

Read more:

The ‘virtual headquarters’ are coming

4. Employers are debating the type of work that makes the most sense for their workforce.

Hybrid work doesn’t work for everyone. Wall Street, for example, wants employees back in the office.

But employees will be looking for more flexibility post pandemic. Here’s how companies are providing flexibility to their employees.

Read more:

TIAA’s HR chief shares the thinking behind its new hybrid work model that sorts employees into 4 categories of flexibility

H&R Block’s CEO and HR chief explain how the company decided against fully remote work – and why they expect staff in the office 3 days a week

Spotify’s new remote-work plan ‘isn’t in response to the pandemic’ – it’s a bet on diversity

Read the original article on Business Insider

Hybrid & Remote Work Trends That Will Alter The Future Of B2B Marketing

Dozens of black and white photos of business professionals.

Dozens of black and white photos of business professionals.

How is the shift to remote and hybrid work affecting B2B marketers?

Which trends will endure in the post-pandemic marketing landscape?

The dramatic shift to hybrid and remote work that has been brought about by the pandemic is set to forever alter the way B2B marketers and the organizations they work for and with do business.

Let’s take a look at some of these changes, and the trends that are likely to permanently affect B2B marketers, and I’ll offer my own perspective coming from a long-term background in remote work.

Flexibility: Remote & Hybrid Options May Come Permanent

On Monday, March 23, 2007 I started my life of working remotely — a process I wrote about last year as the pandemic first began forcing much of the workforce into unfamiliar remote work situations. In “Day 4,777: Remote Work Tips From 13+ Years As A Distance Marketer,” I looked at how B2B marketers can thrive in the new era of remote work, and offered a variety of tips I’ve picked up during my time as a remote worker.

Since then a great deal has changed in the world. I’m up to 5,106 days of working remotely, and what was once a tiny segment of the workforce has over the past year grown to encompass a massive swath of workers worldwide, including those working in the B2B marketing industry.

Leaders at organizations worldwide have shifted from what had been seen as a temporary emergency move to remote work, to implementing permanent and fundamental changes involving remote and hybrid work variations.

[bctt tweet=”“It’s a very interesting time for the history of work, not even just the history of remote work. I think fundamentally work is going to change, and it’s never going back to the way it was before.” — Liam McIvor Martin @vtamethodman” username=”toprank”]

A Convergence of Forces is Driving Remote Worker Relocation Options

This hybrid and remote work sea change has also had far-reaching and sometimes unforeseen implications. Workers in major metropolitan centers have come to realize that they’re no longer necessarily required to be tethered to a particular work location, and not just within their city, as growing numbers of professionals are leaving cities such as San Francisco and New York for locations that are a world away — and not only in size and cost-of-living.

This week CNN’s John D. Sutter explored the phenomenon from a climate change perspective, in “As people flee climate change on the coasts, this Midwest city is trying to become a safe haven,” another factor that has coincided with the pandemic to fuel a new era of remote and hybrid work options.

The safe haven city Sutter’s piece focuses on is Duluth, Minnesota — which happens to be my home of the past 26 years. The city of 86,000, a few hours north of Minneapolis, is where I’ve worked remotely for some 14 years now. My wife Julie and I live next door to Duluth mayor Emily Larson, who shared with Sutter that, “We are known as the San Francisco of the North. I’ll let you decide if you think that’s true.”

Most who visit Duluth do indeed see more than physical similarities with San Francisco — the hills of Duluth line the vast waters of Lake Superior — and I have technology industry friends who have moved here from both San Francisco and New York, thanks to burgeoning remote work opportunities.

The convergence of the pandemic and ongoing climate change create a scenario where more B2B workers than ever now have opportunities to consider living wherever they wish, and as we learn more about the ramifications of widespread remote and hybrid work, many are seeing more positive elements to the shift than negative ones.

B2B marketers and the organizations they work for and with will increasingly need to address these urgent hybrid and remote work changes, whether it’s in attracting and keeping talent, how we communicate with one another, or in the very stories brands are telling in their marketing efforts.

The Ensuing Hybrid Work Disruption

A recent study by one of the world’s biggest employers, Microsoft, has tackled many of these issues, with the March release of “The Next Great Disruption Is Hybrid Work – Are We Ready?

Some of the fascinating take-aways from the Microsoft report, gathered from data in 31 counties and more than 30,000 people, along with more than a trillion anonymous signals from its Microsoft 365 and LinkedIn* products, include the following:

  • 40 percent of the workforce has considered leaving their employer over the past year
  • 73 percent of workers want to continue having flexible remote work options
  • 65 percent crave spending additional in-person time with their teams
  • 66 percent of business decision makers are considering redesigned physical work-spaces to better suit hybrid work
  • 46 percent have said their employer doesn’t provide help with remote work expenses
  • 67 percent want more in-person work or collaboration after the pandemic
  • Time spent in meetings has more than doubled
  • Team chat messaging has increased by 45 percent
  • 1 in 5 have met their colleagues’ pets or family members virtually over the past year
  • 39 percent say they’re now more likely to be their full and authentic selves at work
  • Remote job postings on LinkedIn have climbed by more than five times
  • 46 percent of remote workers plan to move to a new location this year

On this last point, Karin Kimbrough, chief economist at LinkedIn, noted in the Microsoft report that, “This shift is likely to stick, and it’s good for democratizing access to opportunity,” Kimbrough said. “Companies in major cities can hire talent from underrepresented groups that may not have the means or desire to move to a big city. And in smaller cities, companies will now have access to talent that may have a different set of skills than they had before,” she added.

Microsoft Report Hybrid Image

B2B Marketers Rethink Hybrid & Remote Work

The shift to hybrid, flexible, and remote work options is an active and ongoing process to be certain, however significant movement has already been made. The genie of rethinking work fundamentals has been set in motion, and can’t ever be put back in its bottle.

New studies highlighting shifting perspectives on remote and hybrid work are publishing frequently, such as a recent WeWork and Workplace Intelligence report which found that 64 percent of employees said they were willing to pay for access to office space to support hybrid work, and that 75 percent would forgo at least one job benefit or perk in order to have the freedom to choose their work environment.

A Gartner survey showed that some 80 percent of business leaders plan to allow remote work once the pandemic has ended.

How B2B marketers react to these changes is likely to be crucial to thriving among increased post-pandemic competition.

We hope that this brief glimpse into a few of the remote and hybrid work changes that are already taking place, and others likely to be implemented in the years to come, will help inform your own marketing efforts.

To dig even deeper into remote work issues, be sure to watch our Break Free B2B Marketing video interview episode featuring Liam McIvor Martin, co-founder of Time Doctor and Staff.com: Break Free B2B Marketing: Liam McIvor Martin of Time Doctor on The Revolutionary Power of Remote Work.

Contact us today to find out why brands from SAP, LinkedIn, and Adobe to IBM, Dell, Cherwell Software, monday.com and more have chosen TopRank Marketing, and also check out our careers page including remote and hybrid positions.

*LinkedIn is a TopRank Marketing client.

The post Hybrid & Remote Work Trends That Will Alter The Future Of B2B Marketing appeared first on B2B Marketing Blog – TopRank®.

Facebook did not hire Black employees because they were not a ‘culture fit,’ report says

Facebook campus
  • Three Black people allege Facebook chose not to hire them because they weren’t a “culture fit.”
  • “There’s no doubt you can do the job,” a manager said before using the culture-fit line, a report says.
  • Critics have criticized the idea of a “culture fit,” arguing it sidelines people of color.
  • See more stories on Insider’s business page.

After initial reports of Facebook turning down Black applicants for positions because they weren’t a “culture fit,” more people have filed complaints alleging similar experiences.

A Washington Post article published Tuesday said three Black applicants were rejected from jobs at Facebook despite having met all the qualifications.

The three applicants filed a complaint with the Equal Employment Opportunity Commission, the agency that investigates workplace discrimination.

“There’s no doubt you can do the job, but we’re really looking for a culture fit,” one hiring manager told one of the three candidates, according to The Post.

A Facebook operations manager, Oscar Veneszee Jr., told the paper he believes several qualified applicants he referred to jobs at the company were rejected because they weren’t a “culture fit.”

“When I was interviewing at Facebook, the thing I was told constantly was that I needed to be a culture fit, and when I tried to recruit people, I knew I needed [to] find people who were a culture fit,” he told The Post. “But unfortunately not many people I knew could pass that challenge because the culture here does not reflect the culture of Black people.”

The EEOC began investigating Facebook last summer over bias allegations, The Post added.

Critics have criticized workplaces pursuing the idea of a “culture fit” in their hiring practices because, they argue, it creates an inclination to hire white workers while sidelining people of color.

In a 2018 article published by the Society for Human Resource Management, a professional membership association in Alexandria, Virginia, one HR expert said “culture fit” is subjective and indicates the hiring decision is largely not based “on the candidate’s ability to deliver results.”

A Facebook spokesperson, when reached for comment, gave the following statement.

“We’ve added diversity and inclusion goals to senior leaders’ performance reviews. We take seriously allegations of discrimination and have robust policies and processes in place for employees to report concerns, including concerns about microaggressions and policy violations,” the spokesperson said.

The spokesperson also said the company did not take “culture fit” into account when hiring for jobs.

Rhett Lindsey, a former recruiter with Facebook, told The Post, “There is no culture fit check mark on an application form, but at Facebook it is like this invisible cloud that hangs over candidates of color.”

Read the original article on Business Insider

4 changes you could see when you return to the office, from hot desks to more relaxed dress codes

man working office mask
A person on the first day back in the office on March 24, 2021 in San Francisco, California.

  • As more people get vaccines, employees are now faced with the prospect of returning to the office.
  • The post-pandemic workplace will likely look much different than before.
  • Expect “hot desks,” potentially relaxed dress codes, and “flex” work schedules.
  • See more stories on Insider’s business page.

This time last year, the world stared in disbelief at the prospect of long-term office closures and turning your home into your indefinite workspace.

Now, as vaccine distributions roll out and the light at the end of the tunnel grows increasingly brighter, workers are gearing up for a possible return to the office.

About half of Americans want to go back into the workplace at least a few days during the week, according to a March survey from Envoy.

But the office they return to likely won’t be the same. The pandemic has reshaped how we think about personal space, interaction with other people, and how we balance our personal and professional lives.

Here’s how the office may be different when we go back in the post-pandemic era.

You’ll split your time between working in the office and at home

person office work pandemic
A startup’s first day back in the office on March 24, 2021 in San Francisco, California.

Only one in 10 companies anticipate all their staff to return to the office after the pandemic, according to a report by the National Association for Business Economics. Workers have been forced to adapt to, and have now grown comfortable with, spending their regular 9-to-5’s in their homes. But research also suggests that the traditional office setup provides human connection, something many also need after an isolating year.

So “flex” or hybrid work models will likely take over.

Google, Microsoft, Walmart, and others have announced when they welcome their workforces back to the office, they will still allow their employees to work remotely a few days a week. Google, for example, said it will let its staff work two days from home and three days in the office starting in September. Citigroup, Ford, and Target have announced similar plans.

Some companies have taken a more aggressive remote approach. Twitter said in May 2020 that it would allow its employees to work from home permanently. Salesforce is also providing a fully remote option to its workforce, as well as flex- and office-based plans.

On the other hand, Amazon said that it plans to return to an “office-centric culture,” much to the dismay of some employees who told Insider’s Eugene Kim and Ashley Stewart that they were hoping for a more flexible work policy.

There could be downsides to not going into the office as often. For example, as the Washington Post noted, one potential issue could be management favoring workers that are coming into the physical workplace more than those that are not.

And when you do go back, you may be required to get a vaccine – a January survey found that more than half of companies won’t allow workers to come into the office unless they’re vaccinated.

There will likely be so-called ‘hot desks’

Otherwise known as “hot offices” or “hoteling” workstations, companies will swap personal desks with tabletops that employees can reserve for the days that they plan to be in the office.

Offices will likely cater to in-person interaction, with employees coming in to work on collaborative projects. So think open workspaces and fewer personal workstations.

If you moved during the pandemic, you may enjoy the ‘hub-and-spoke’ office concept

business people office workers greeting mask

As offices shuttered, people transitioned to working remotely, opening up the possibility to relocate to more affordable parts of town or even new cities. Employers will have to factor in their remote and distributed workforces when they usher people back.

The “hub-and-spoke” or”spoke-and-wheel” office concept has been being thrown around for months as a tenet of the “future of work.” It means companies will maintain a smaller central workspace while erecting smaller satellite offices closer to where employees live, such as in the suburbs.

Fast Company reported that Deloitte and KPMG were looking into the model in September, and the hub-and-spoke idea is also making waves in the tech world. Many in the pricey Bay Area have sought more affordable living in suburbs or in other cities altogether, and companies like Amazon, Apple, and Uber have begun making expansions into new markets to meet their employees halfway.

And in leaked audio from a Google all-hands meeting in October, CEO Sundar Pichai said the company was also seeking to expand its office hubs.

You may able to dress more casually

We’ve been living in sweatpants for the past year, and while those may not be appropriate for when we return to the office, we may not be wearing three-piece suits either.

As Inc reported, an “elevated casual” dress code may become the norm as many divide their time between the home and the office, though some industries – like banking and government – will likely be exempt from any sort of pandemic-driven fashion shift.

But employers at large may be more accepting of a pared-down wardrobe. As one expert told Today, “it’s difficult to make any human being change once you get used to it. Who wants to put on a suit?”

Read the original article on Business Insider

Investigations of workplace harassment or sexism claims have intensified under ‘#MeToo scrutiny’ but that doesn’t guarantee they’re legitimate

Empty office coronavirus
  • There is no one standard way to conduct a workplace investigation, experts told Insider.
  • But generally, they must include an impartial investigator who interviews all parties involved, quickly secures all evidence and is able to reach “reasoned” conclusions.
  • The focus on workplace investigations heightened amid the #MeToo movement, urging boards of directors to better screen their companies and nonprofits for issues.
  • Visit the Business section of Insider for more stories.

The process is familiar: A complaint or allegation is lodged or publicized. Calls for action are made. The accused party makes a statement and announces plans to launch an investigation.

That was the case earlier this month when McDonald’s announced it would look into sexual harassment claims brought forward by its employees. And when the MLB released a statement saying it would investigate claims of inappropriate behavior by former Cleveland Indians pitching coach Mickey Callaway. As well as when New York Gov. Andrew Cuomo referred sexual harassment allegations brought against him by multiple women to the state’s attorney general.

These internal and third-party investigations are generally designed to determine the validity of serious allegations in the workplace.

But there are many ways they can be invalidated or illegitimized, according to employment law experts and workplace investigators. Some even say companies and organizations sometimes conduct sham investigations that might amount to nothing more than a PR stunt.

Here’s what we learned:

Most workplace issues don’t get reported because of fear of retaliation.

Oftentimes an investigation is launched when an employee contacts an HR rep or reports an allegation to management. That’s the case for about 90% of employers, according to Jared Pope, HR attorney and founder of Work Shield, an employer strategy company that conducts workplace investigations.

Still, about 75% of workplace issues don’t get reported because of a fear of retaliation or other negative repercussions, Pope told Insider.

“Members of management teams have an obligation to ensure that employee complaints are taken seriously and properly investigated to bring a halt to misconduct and apply appropriate remedies,” said Natalie Ivey CEO of HR development firm Results Performance Consulting and author of “How to Conduct Internal Investigations.”

Other times, investigations sprout after allegations arise in media reports, such as Insider’s report that found top male leadership at United Way had engaged in misogyny for decades.

“It’s a toss-up,” Pope told Insider. “Most issues don’t get reported due to fear and those that get covered in the media are those that were once raised to a supervisor, manager, or HR (human resources), but not acted upon or dealt with appropriately in a prompt and reasonable manner.”

Just “a fraction” of companies actually follow up on anonymous allegations, said Juliette Gust, president of Ethics Suite, a workplace misconduct reporting channel.

The goal of all investigations is to determine the credibility of misconduct claims. But credibility is hard to quantify and depends on a lot of factors like how public and exhaustive the results are, according to experts who spoke with Insider. And the investigation’s credibility also depends on whether companies and organizations take allegations seriously as soon as they are disclosed.

Additionally, employers and third-party investigators can often employ different protocols, leading to inconsistency in how investigations are carried out.

There is no one way to conduct an investigation.

But experts generally agree that a valid investigation must meet the following parameters:

  • There must be a known system in place that employees feel able to use to come forward with any allegations.
  • Investigators must quickly collect and preserve any physical and digital evidence that pertains to any allegations.
  • Investigators are expected to interview all complainant(s), witnesses, and subjects.
  • After collecting evidence, investigators must analyze it and reach reasoned conclusions.
  • The investigator must be impartial and well-trained.

“While there are no nation-wide codified standard practices governing how internal workplace investigations are conducted, there are standard practices,” said workplace investigator Lorene Schaefer.

Such standards often derive from guidance from the Equal Employment Opportunity Commission, the agency that investigates workplace sex discrimination and retaliation.

For publicly traded companies, the Justice Department has a document outlining the steps to carry out a proper investigation, Gust of Ethics Suite said. Private companies, however, don’t have a single method to turn to. And variables like geographic areas and type of entities can also alter the course of an investigation and its results.

“So while there are some standards for preparation, collection and analysis of evidence, reaching conclusions and presenting findings – there are going to be some differences in how investigations are conducted even within different parts of the same organization because of those variables,” Ivey told Insider.

There’s an argument in favor of enforcing set standards to conduct an investigation. Pope, for example, said a standard “by which to judge others” would be helpful and a solid step in allowing “employee’s voices to be heard” more efficiently.

Gust told Insider she believes it would “not be realistic to expect all organizations to adhere to the same codified set standard for investigations.” Different organizations and companies, she said, have different resources and skillsets, which complicates the notion of a set standard across the board.

Ivey said it’s far more important that a well-trained investigator handles the case than it is for there to be a codified system in place.

Without well-trained investigators who are able to remain impartial, collect documents effectively, and analyze evidence, the results of an investigation might not be complete or present an accurate portrayal of internal affairs.

In the event that an investigation is carried out unjustly or without adhering to these general standards, afflicted parties can often seek recourse in state and federal courts, Schaefer said.

The ‘#MeToo scrutiny’ intensified workplace probes.

According to Schaefer, boards of directors across the country felt “intense scrutiny” resulting from the #MeToo movement, which galvanized a culture of speaking out against sexual abuse and misconduct.

The “scrutiny” came as investors alleged “Board of Directors were aware of executives’ alleged harassment and misconduct and failed to take action or disclose it,” Schaefer said. In nonprofits, the same pressure ramped up.

In turn, boards of directors began to more heavily question whether they provide sufficient oversight “to mitigate and manage claims of sexual harassment, gender discrimination, retaliation,” she said.

“This #MeToo scrutiny of boards of directors and their response to the #MeToo movement is not going away,” Schaefer said. “If anything, I predict the spotlight of scrutiny is going to get brighter and more intense with more investor/donor activism.”

A 2020 report published by the National Women’s Law Center and the TIME’S UP Legal Defense Fund found that 72% of people who experienced harassment in the workplace were retaliated against when they spoke up. Of the people surveyed who reported the harassment, nearly two in five said their perpetrators had not been held accountable.

United Way in February released the results of an investigation into allegations of misogyny and retaliation from former employees.

Three women who spoke up about sexual harassment said they faced retaliation for doing so in a November report from HuffPost, and more former employees came forward to Insider in December with allegations that the nonprofit’s culture of misogyny spanned decades.

United Way CEO Brian Gallagher.
United Way CEO Brian Gallagher.

The investigation carried out by a third-party law firm at the behest of United Way Worldwide found “the employment decisions made with respect to the three employees at issue were found to be based on legitimate, non-discriminatory, and non-retaliatory reasons.”

Neither United Way nor Proskauer Rose, the law firm that conducted the investigation, returned requests for comment asking whether the investigation hit the standards outlined by these experts.

Shortly after its release, United Way’s CEO Brian Gallagher resigned. But the women who had come forward with the allegations to Insider said they were never contacted to participate in the internal investigation.

That could be for several reasons, investigators said. An organization might deliberately choose not to contact former employees because they “may be in an adversarial position against the company,” Gust said.

It could also just be a public relations stunt, Pope said.

Workplace investigations that do not contact complainants generally have little merit and are “suspicious,” Merrick Rossein, an employment-law consultant and professor at the CUNY School of Law, told Insider.

“If the people who made the complaints have not been interviewed by this third party, then you can say there was no real investigation,” Rossein added.

Read the original article on Business Insider