Human Experience Excellence January 2023

JANUARY 2023 • Vol.10 • No.
01
(ISSN 2564-1999)
Themed
Edition on
MAKE HYBRID-WORK
Hybrid Work
Model - Best
Practices/
WORK BETTER FOR ALL
Challenges/
Benefits - Morag Barrett, CEO, Eric Spencer, COO and
Ruby Vesely, Executive Coach and Facilitator, SkyeTeam
11
How To Build Connection
16
Flexibility Will
24
Hybrid Work And Wellness:
29
How 9 Businesses Are
And Foster A Sense Of Be Key To Talent Going The Distance For Updating Their Employee
Community In The Hybrid Mobility In 2023 Engagement Excellence Strategies in 2023
Workplace - Erin Almand, - Laura Neuffer, - Brett Farmiloe,
Montway Auto Transport Carebook Technologies
- Daan van Rossum, Terkel.io
FlexOS
Human Experience Excellence
INDEX - Engagement, Performance,
Rewards & Recognition
JANUARY 2023 Vol.10 No.01
(ISSN 2564-1999)
Themed
Edition on
Hybrid Work
Model - Best
07
Make Hybrid-Work Work
Practices/
Challenges/ Better for All
Benefits
Four tips for leaders and team members
working in a hybrid world
- Morag Barrett, CEO, Eric Spencer,
COO, and Ruby Vesely, Coach and
On the Cover Facilitator, SkyeTeam
Articles 35 Creating Coach-Guided Workplaces In 2023

Increased adoption of professional coaching will
become a leading trend
14 ER Pros Are Burning Out - Magdalena Nowicka Mook, Executive Director and CEO,
The International Coaching Federation
It’s time to put our oxygen mask on first
- Deb Muller, CEO, HR Acuity
38 Why And How To Use Stay Interviews
Successfully
19 People And Productivity Hacks For 2023 Build productive one-on-one relationships with
4 key areas of focus that should be part of a new employees
action plan - Kim Baker, Corporate Consultant, and - Kevin Sheridan, Speaker, Employee Engagement and
Speaker, Vivid Performance Group Virtual Management Expert, Author, Kevin Sheridan LLC
27 How To Make Your Employees Feel Valued 42 Emotional Connection Is The Key To Employee
Recognition must be genuine, specific, sincere, and Engagement And Retention
timely - John Tschohl, President and Founder, Service How does emotional connection drive employee
Quality Institute
engagement?
- Joe Hart, President and CEO, Dale Carnegie Training
Top Picks INDEX
11
How To Build Connection And
Foster A Sense Of Community In
The Hybrid Workplace
Make your employees feel seen, heard,
and acknowledged
- Daan van Rossum, CEO, FlexOS
16
Flexibility Will Be Key To
Talent Mobility In 2023
The essential role of employee
relocation in the hybrid era
- Erin Almand, Vice President,
Montway Auto Transport
24
Hybrid Work And Wellness: Going
The Distance For Engagement
Create a helpful, not harmful, hybrid
environment
- Laura Neuffer, Wellness Content Development
Coordinator, Carebook Technologies
29
How 9 Businesses Are
Updating Their Employee
Excellence Strategies in 2023
Recognizing employee success,
adding competitive benefits and
much more
- Brett Farmiloe, CEO and CHRO, Terkel.io
How are our Human Experience
Products and Services helping to make you smarter?
JANUARY 2021 � Vol.08 � No.01

SEP 2017 • Vol. 5 • No. 09
HOW TO EMBRACE THE SHIFTS �hemed

Edition on
THAT OCCUR AS WE RETURN TO Agile Reward
& Recognition
A NEW NORMAL WORKPLACE Strategies
Key workplace trends for 2021

- David Roberts, Chief E�ecutive �fficer, �lchemer
Exclusive Articles on the

U.S. Capitol Riots and
Employee Well-Being
Pages 14 & 21
12
Digital Is All The Rage: Why
18
Employee Experience
25
3 Tips To Increasing Your
30
How To Create A Meaningful
Employee Rewards Must Include Trends In 2021 Reward And Recognition Virtual Recognition Event
Digital Options In 2021 - Steve Sonnenberg, Strategies Post-Covid - Mike Byam,
- Theresa McEndree, CEO, Awardco - Richelle Taylor, Terryberry
Blackhawk Network One10
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EDITOR’S NOTE
Editorial Purpose
Debbie Mcgrath Babitha Balakrishnan
Our mission is to promote personal and Publisher, HR.com Editor, Human Experience Excellence
professional development based on
constructive values, sound ethics, and
timeless principles. The Hybrid World of Work in 2023
Excellence Publications
I t's been almost three years since Covid
hit us and by now it is clear that hybrid
work environments are here to stay. Although
with teammates are the three most challenging
aspects of hybrid work, even more so than
relationships with their managers. FlexOS’
Debbie McGrath
hybrid work provides the flexibility for Daan van Rossum in his article, How To
CEO, HR.com - Publisher employees to work in ways that are most Build Connection And Foster A Sense Of
effective for them, there are associated Community In The Hybrid Workplace shares
Sue Kelley challenges too. However, now's the time helpful strategies for creating connections in
Director (Product, Marketing, and Research)
for organizations to determine how to make today’s hybrid workplace.
Babitha Balakrishnan and hybrid work as engaging and productive as
Deepa Damodaran possible and create an inclusive environment
Excellence Publications Managers and Editors
From investing in technology that supports a
where all can feel connected and valued hybrid workforce to establishing collaboration
and ensuring that everyone’s voice is heard, policies for hybrid teams, Carebook
wherever they are working. Techologies' Laura Neuffer offers strategies to
Human Experience Excellence Team manage a hybrid environment in her article,
The January edition of Human Experience Hybrid Work And Wellness: Going The
Babitha Balakrishnan
Editor Excellence includes informative articles on Distance For Engagement.
hybrid work trends, engagement strategies
Arun Kumar R for a better workplace, creating a culture of
Design and Layout (Digital Magazine)
Managing a distributed workforce can be
recognition, and much more. challenging, but with clear communication,
Chandra Shekar A K the right technology, and fully digital health
Magazine (Online Version) With the return to the office and transition to and wellness programs, businesses will be
hybrid work, our challenges are more than prepared to adapt to evolving circumstances
simply determining whether we still fit in our while supporting the effective collaboration
Submissions & Correspondence business casual clothes. Now’s the time to sit and health of their remote/hybrid teams.
up and pay attention, to make a thoughtful
Please send any correspondence, articles, letters
and planned re-entry into the three-dimen- In summary, make your employees feel seen,
to the editor, and requests to reprint, republish, sional world that reflects the needs of those heard, and acknowledged, wherever they
or excerpt articles to ePubEditors@hr.com. in the office, those at home, and everyone work from..
(and thing) in between. Check out the article,
For customer service, or Make Hybrid-Work Work Better For All by We hope you enjoy reading all the insightful
information on products and services, SkyeTeam's Morag Barrett, Eric Spencer, and articles and get back to us with your
call 1-877-472-6648 Ruby Vesely, to learn their tips for leaders valuable feedback!
and team members working in a hybrid world
Happy Reading!
Based on the research conducted by Humu,
For Advertising Opportunities,
with the shift towards more hybrid and
email: sales@hr.com Write to the Editor at
part-time workplaces, a growing majority
ePubEditors@hr.com
of employees say that relationships with
colleagues, collaboration, and communication
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(ISSN 2564-1999)
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COVER ARTICLE
Make Hybrid-Work
Work Better for All
Four tips for leaders and team
members working in a hybrid world
By Morag Barrett, Eric Spencer,and Ruby Vesely, SkyeTeam
D uring the last few years, we’ve all become

intimately familiar with remote work and virtual
meetings. My life felt like it had become one long
years, we’ve attended great virtual meetings and,
unfortunately, been invited to quite a few that, well
to be honest, sucked. Now’s the time to sit up and
zoom-skype-Webex-hangout-meet video fest - without pay attention, to make a thoughtful and planned
a ‘good hair day’. re-entry into the three-dimensional world that reflects
the needs of those in the office, those at home, and
With the return to the office and hybrid work, our everyone (and thing) in between.
challenges are more than simply whether we still
fit in our business casual clothes. We’re starting to The “New Normal” is No Longer New
experience meetings with a mix of people ‘in the room’ The leaders we’re working with have shared that
and others attending ‘out of the room’. while relationships within their immediate team
seem to have remained consistently strong, the
Having a decent camera, microphone and a light or horizontal relationships across the organization and
two are now the table stakes for showing up online. between teams have suffered. Even when the health
However, this doesn’t mean we’ve mastered the art of of their own team is described as 'ok’, those leaders
working as a distributed team, at least not according acknowledge that meetings have become a little more
to the leaders we’re working with. transactional, with a hub-and-spoke dynamic, where
the leaders talk, and the team members respond.
We know hybrid meetings and teams operated Work is getting done, but creativity, innovation,
before the pandemic; however, we’d argue that the teamwork, and cross-functional collaboration
experience of hybrid meetings and teams weren't have declined.
good then either. In the times BC (before Covid) those
who attended remotely, often described feeling like a This may not have seemed like such a big deal
second-class member of the team. If you’ve watched when working from home was only going to be a
your colleagues tucking into snacks or writing on a short-term temporary experience that we could wait
flipchart that you can’t see, then you’ll know what out. However, as that timeline for return extended, the
we mean! new (bad) habits became the new normal. We need to
break the unhealthy patterns that may have emerged
We’ve been working on and leading remote teams and ensure we are investing in our relationships as
for more than twenty years, and during the last two well as the systems and processes at work.
Human Experience Excellence presented by HR.com January 2023 7 Submit Your Articles
Make Hybrid-Work Work Better for All
Why We All Need a Friend at Work (and How To Show

Up As One!). Here are four approaches you can adapt
and adopt today.
1. Welcome Back ALL Employees

As the CFO planned for his organization to return to
the office, he realized that a large majority had joined
his team during the pandemic. They had never been
in the building, nor met their colleagues in person,
even though they had been working together for two
years. They didn’t know where anything was. Even
the longer-tenured employees were out of touch with
the slightly reorganized space that they would be
returning to.
As the team reconnected, they designed a series of

fun events for everyone. These events included the
basics – restrooms, new café hours, through to how
One of Morag’s coaching clients, the CFO for a major to use the photocopier and most importantly, the
telecom organization, recently shared that he couldn’t coffee machine!
wait for the return to the office. The professional
relationships within his company were starting to Their success was in including all employees in this
fragment as evidenced by their recent employee reorientation process. The process was a journey and
engagement feedback. The results had tanked, not a one-off event, and by making it fun, creating time
and team members were unhappy. The cracks and and activities for reconnecting, the sense of team was
fissures that existed before his organization moved strengthened, and relationships rekindled.
to a virtual environment had become chasms that
were slowing down the team’s ability to collaborate What will you do to welcome back all team
and innovate. When everyone worked in the same members, old and new?
office, those cracks were more easily papered over,
or worked around, via the watercooler conversations
or the occasional coffee or lunch meeting. However, 2. Create Passing Time
in the virtual environment, video calls had fallen into The CFO recognized another double whammy from
the trap of being focused on what someone was working from home. The back-to-back meetings (and
doing, rather than how someone was doing, and as a triple-booked meetings) of the 3-D world had simply
result, tensions were starting to fester. He recognized transferred to the 2-D virtual meeting world - and this
the need to be thoughtful and deliberate as the team wasn’t healthy. If you’ve adopted the bed-desk-bed
moved to a hybrid operating model to avoid bringing commute while working from home you (and your
the unhealthy baggage that had accumulated. waistline) will know what we mean!
Whether you are leading a team, or part of a team In the office environment, it was acceptable to arrive a
that’s working virtually or in a hybrid arrangement, you couple of minutes late to a meeting. The time taken to
can cocreate the new operating agreements for your walk between office buildings, to ‘powder one’s nose’,
hybrid work experience. We’re firm believers in going or grab a coffee on the way. You’d arrive at the next
first, especially when it comes to building the powerful meeting, join in the conversation that was happening,
relationships needed for high-performing teams. We and the meeting would start at around 10 past the
share those insights in our new book, You, Me, We: hour. No biggie.
When he reflected on the virtual world, the access to One way to reduce the bumps in the re-entry journey is
technology had resulted in simply clicking from one to discuss the ‘good old days’ both pre-pandemic and
meeting to the next - with no time to take a break; to the work-from-home experience. At SkyeTeam we’ve
reflect on the intent of the meeting, of his role in the been adapting an approach from Atlassian called the
next conversation. It was like a Pavlov’s Dog reaction 4 L’s.
to each meeting reminder, and if anyone did arrive ●● What did you LIKE about working from home?
a minute or two late then this was spotlighted by
●● What did you LOATHE?
the profuse apologies and explanations everyone
●● What did you LONG for?
felt obliged to make. Have you noticed this too? The
pressure to show up on time? ●● What did you / should we LEARN from
this experience?
The CFO communicated a simple change - schedule
meetings that ended a few minutes before the
Bonus points for not just having a 4L’s conversation
traditional start time of the next meeting, and to be with your team about work, make sure to have this
explicit with his team and organization - that NO conversation with your family or those living with you
meetings were to be held during lunch hours, and no the last few months about the life balance aspects.
meetings after 3 pm local time. He went one step The return-to-work transition isn’t just about you, it
further by recommending that Fridays be phone impacts them too. Both perspectives may help you to
calls only (remember those) and give everyone a identify and communicate your expectations for the
break from video. By making this expectation explicit ‘new normal’.
there was an almost immediate ripple effect, and
improvement in employee engagement and the How will you (and team members)
feedback in their next all employee survey results. reshape how your team operates?
What new rules of engagement will 4. Power to the People

enhance your team experience?
When we’re facilitating leadership team events with
our clients and have a mix of in-person and remote
3. Reflect Before You Jump Back in attendees, we make it explicit at the beginning of the
We’ve had the opportunity to facilitate several meeting that those who are on telephone call, or video
leadership programs and team-building events in the call have priority. If they want to say something that
they should - make a noise; or show an emoticon - and
last 12 months. Some clients are continuing to run
we, in the room, will shut up. It can be all too easy to
these virtually, others are starting to explore in-person
become narrowly focused on the people right in front
and hybrid options.
of us and lose sight of those who are connecting
through technology.
What we’ve all noticed is that we’re out of condition;
the physical and mental stamina needed for in-person
Another approach to creating an inclusive
events can be exhausting as we adjust to being
environment is to have the remote attendees of a live
in 3-dimensions. It also seems like our small talk
meeting moderate or lead parts of the agenda and ask
muscles have atrophied. As a program participant them to share first. This creates a sense of inclusion
shared “I have to remember not to make a face when in the hybrid workplace and reduces the bias we tend
someone says something daft at work - I forget they to have toward team members who are physically
can now see my reaction!” Social anxiety is real, and present in the room. Virtual participants feel valued
it’s important to acknowledge this fact as we emerge and the interactive hybrid meeting structure increases
from our isolation bubbles. team familiarity and trust.
part of; those that are fully remote and working from
home, those that are working across time zones and
geographies (HQ and regional offices), those who’ve
returned to the office, and every combination in
between. Hybrid is here to stay.
If we mindlessly return to how we approached work

before Covid, and especially how we conducted
meetings, we’re destined to repeat the mistakes of the
past. Instead, we have an amazing opportunity to be
mindful, and create an inclusive environment where
all can feel connected, valued, and that our voice is
heard, wherever we are working.
Don’t wait for a top-down approach to shifting your

culture to the reality of a hybrid world. Now is the time
for grassroots activity, define your new team operating
standards with your colleagues.
As we move to a truly hybrid environment, we
challenge you to design your group experiences for
the benefit of everyone. At SkyeTeam we still create a
traditional workbook and now mail it to all participants
before each program starts, so everyone has the
same information. We aren’t making assumptions that Morag Barrett is the CEO of SkyeTeam,
those working from home have access to printers or and a sought out executive coach and
multiple screens. We use MURAL or another digital member of the Marshall Goldsmith 100
Coaches organization.
platform for the infinite whiteboard - that is accessible
to all, both during the session and afterwards. We
carry multiple cameras and laptops so that remote
participants can form impromptu breakout groups Eric Spencer is the COO of SkyeTeam
with those in the room, not just with other remote and is passionate about developing
high-performing leaders and teams.
attendees. (Get in touch if you’d like to learn more!)
Inclusivity is key to creating a sense of one team and

not inadvertently favoring those in the room over
those out of the room. Ruby Vesely is a valued executive
coach and facilitator at SkyeTeam.
How will you design your events to enable

everyone to contribute fully?
Together, they are the heart of
SkyeTeam, an international leadership
Working Together, While Apart - It Starts development firm and the Co-authors of
with You You, Me, We: Why We All Need a Friend
at Work (and How to Show Up As One!)
As we start to explore a ‘return to the office’ the
challenge will be to ensure that we don’t just fall back
into old (bad) habits. We need to be deliberate and
thoughtful to adopt the values and behaviors that
accommodate the needs of all the teams we may be Would you like to comment?
TOP PICK
How To Build Connection

And Foster A Sense
Of Community In The
Hybrid Workplace
Make your employees feel seen,
heard, and acknowledged
By Daan van Rossum, FlexOS
W hat happens within the office may be even more

important than what that office looks like. Let us
focus on a critical issue companies face, especially in
their coworkers than ever before, bringing about
substantial mental burdens.
the hybrid workplace: employee engagement (or the Or, in Ben’s words: “the ‘more hybrid’ someone’s
lack thereof.) work pattern is, the more they reported feeling
overwhelmed by a huge mental burden and isolated,
Why’s that? lacking strong connections with colleagues.”
Introducing the Hybrid Paradox Recent Microsoft research tells the same story
According to Ben Hamley, a work futurist at JLL, about remote teams. In their study, only half of the
technology allows us to be hyperconnected, enabling employees have strong relationships with their
remote work from anywhere in the world. These direct teams, while even fewer (42%) have such
advances bring significant benefits: relationships with other teams.
●● employees are now more engaged and
committed to working; Based on the research conducted by Humu,
●● they have a clearer sense of purpose; with the shift towards more hybrid and part-time
workplaces, a growing majority of employees say
●● they are empowered, supported, and
that relationships with colleagues, collaboration, and
encouraged to take initiatives;
communication with teammates are the three most
●● and they are enthusiastic about changes.
challenging aspects of hybrid work, even more so than
relationships with their managers.
On the other hand, the lack of face-to-face interactions
has made employees feel less connected to
How To Build Connection And Foster A Sense Of Community In The Hybrid Workplace
do they want to do next? What would make

How to Create Connections in the Hybrid
it meaningful to them if you’d organize a
Workplace
cool event?
Human connection is easy in a traditional office. For
●● Second, find communities of like-minded
example, running into and saying hello to coworkers
employees within your wide employee base.
in the elevator, having a small talk in the kitchen or
These could be teams, departments, project
pantry, etc. Lunches or coffee breaks are quickly
groups, or even small circles such as people
and informally organized and can happen across
with similar interests or in similar life stages.
departments.
●● Once you’ve found these “tribes,” create
While these interactions seem unrelated to work, they community-specific content like events and
have been proven to spark creativity, fuel great ideas, activities. Understand what your community
kindle a sense of fellowship, and most importantly, a needs to thrive and tailor to those needs. At
sense of belonging to a shared community. So how to each one of these events, like-minded people
achieve this when people only spend 2-3 days in the will connect to others with similar interests or
office and often on different days? passions, and grow their roots further in the
company.
One of the key topics in our “Hybrid Work Starter Kit”
is this engagement dilemma. In the Starter Kit, we Note: smaller weekly events catering to specific
suggest a few strategies companies can foster to niche topics such as creativity and well-being
create connection and a sense of community even if often trump big monthly gatherings in their
people don’t work in a physical office together. effectiveness to engage people meaningfully.
●● First, collect relevant data on your employees’

interests and passions. Who are they? What
How To Build Connection And Foster A Sense Of Community In The Hybrid Workplace
●● Make small changes with large impacts, such

as providing predictable schedules and shared
expectations about communication.
●● Offer frequent development opportunities.
For example, you can identify and schedule
one opportunity for growth every month for
each employee, namely leadership meetings,
informal job-shadowing, etc.
●● Promote cohesion by bringing attention to work
that has flown under the radar. Give shout-outs
to members and their underrated accomplish-
ments during meetings and actively ask your
team leaders for recommendations regularly.
In summary, make your employees feel seen, heard,

and acknowledged.
Employee Engagement in the Hybrid

Workplace
It’s a big and daunting task for HR and Employee As workplaces are going hybrid, we need to realize
Experience leaders, but I’m convinced it’s what needs genuine human connections are and will remain
to get done to engage your teams in an age where the essential. And that they will require more work to
office has become appointment-based. create and foster.
Tapping into Managers These connections among employees must be a top

priority for People Leaders and managers to keep in
In hybrid workplaces, the manager becomes even
mind while building their workplaces. With our efforts,
more important. In many ways, it’s how individual
employee engagement will flourish even in a more
employees experience the company. What can
fragmented world of work.
managers do to create and sustain connections in the
workplace? Humu offers a few suggestions for them
This article was originally published here
as well.
Daan van Rossum is the CEO of FlexOS, the platform that helps companies in South-East Asia get people
together again in the world of hybrid work. Prior to leading FlexOS and Dreamplex, the leader in Workplace
Experience, Daan ran his well-being startup, Bright. This followed a 9-year engagement with Ogilvy, for
which he worked as a Regional Strategy & Innovation Director across their Amsterdam, New York, Chicago,
Singapore, and Ho Chi Minh City offices.
Would you like to comment?
ER Pros Are Burning Out
It’s time to put our oxygen mask on first
By Deb Muller, HR Acuity
higher expectations and hyper-accountable work

environments, the visibility and status are fading.
Consistently supporting employees and managers

during their worst days, without retaining influence,
is taking its toll. 98% of ER/HR professionals report
feeling burned out. 87% of us are open to a new job.
Let that soak in.
Obviously, we can’t all flame out at once and call it

a day. Employees don’t deserve that abandonment.
They put up with a lot over the last two years too.
Many courageously worked through the same chaos
we led through. Is it any surprise they now expect us
to care for and protect them both inside and outside
of work?
Y ou’ve heard the drill. “In the unexpected event

cabin pressure changes, oxygen masks will fall. To
ensure everyone’s safety, place your mask on before
As a professional community, we need to put on our
oxygen masks. Even though the bag doesn’t look
inflated - oxygen is flowing. Stay focused on what
helping others.” From the panic of pandemics to the matters to employees but stop trying to do ALL the
emotional stress of social justice, the past two years things alone. Keeping the spotlight on the important
have changed our cabin pressure. Look up. Our masks work we do will help us retain the credibility needed to
have fallen. tap others for help.
Over the last two years, Employee Relations (ER) and Recently I spoke to several ER pros and they unpacked
Human Relations (HR) professionals were thrown into some shared challenges in our new normal. Here are
the spotlight, expected to be and do so much more some of the highlights from that conversation:
than we ever imagined. We were expected to remain
calm during a global panic attack and to advise Challenge One: “It’s getting harder to keep
leadership from the front seat of a social justice roller things fair.”
coaster. Remote employees naturally miss out on in-office
activities and assignments. This exclusion is
To say the status of our role changed abruptly is a prompting spikes in ER cases during critical moments
pretty rich understatement. For once, ER had the such as performance reviews and promotion cycles.
influence we’ve always deserved. The chaos just Conversely, some employees who are expected to
made everyone else appreciate it. Yet as we return to be in the office are refusing, creating new ER and
work and navigate our new normal of hybrid teams, performance issues to navigate.
ER Pros Are Burning Out
Advice: “Promote trust and deliver Challenge Three: “It’s getting harder to
fairness at the local level.” stay neutral and respect diverse points of
Delegation is your friend here. Empower VPs to view.”
set RTO policies and practices. Acknowledge that Silence is no longer acceptable to employees and
one size won’t fit all, and let them know you don’t employee activism is on the rise. In fact a poll
expect it to. Help them draft and communicate their from Morning Consult in June 2020 reveals an
expectations directly to their teams. In addition, get overwhelming 83% of employee respondents said
proactive with “Moments that Matter” programs that CEOs needed to do more than just release a
that reduce bias and push training, resources and statement about Black Lives Matter, they needed to
reminders to people leaders prior to performance follow their words with action. Clear communication
cycles, project assignments and activities. on the organization’s stance and guiding principles on
social and political issues are critical.
Challenge Two: “It’s getting harder to
keep people safe.” Advice: “Get crystal clear on
Rightly so, employees expect employers to protect communications.”
them. They stepped up and put up with a lot during Adopt and embrace a framework that keeps leaders
covid and now more than ever, employees expect accountable for communicating - even when
to be taken care of physically and emotionally, both it’s uncomfortable. In addition, create ongoing
inside and outside of work. Mental health issues transparency, such as Brave Space Conversations, so
abound from substance abuse, suicidal ideation that employees always have a place to be heard and
and leave of absence and accommodation requests cared for– especially when the organization’s position
in response to threats of violence and security isn’t aligned with their values.
issues. As the spike in physical threat assessment
increasingly falls on ER, our sense of responsibility, Protecting your team against burnout requires asking
empathy and compassion are being stretched to for and securing help. The best way to do that is by
exhaustion. proactively reminding other business leaders that
you not only sit at the table, but you bring value. Use
Advice: “Partner with the right people.” employee relations data to tell the new story of HR/
Tag teamwork makes the dream work. While one ER work, the outcomes, and the ways your work has
ER person handles the case/investigation process, improved the employee experience.
assign a specially certified team member to
understand employee mental health and emotional Our work can be thankless at times- don’t let it be. Let
wellbeing. Train that specialty ER professional to this be a reminder that you are not alone.
also know everything about available resources,
empowering them to quickly connect employees
to the right people and benefits when they need
Deb Muller is CEO of HR Acuity, a
help. What's more, figure out how you can partner
solution built for employee relations
with corporate security to share responsibility for
and investigations.
physical threats.
Finally, acknowledge that case work takes an

emotional toll on your team too. Plan and budget
for self-care for team members, to help them get Would you like to comment?
employee’s through trauma but not become it.
TOP PICK
Flexibility Will
Be Key To Talent
Mobility In 2023
The essential role of employee
relocation in the hybrid era
By Erin Almand, Montway Auto Transport
D espite pandemic fears, the market for relocation

services isn’t shrinking. While companies continue
to downsize and move their headquarters, they still
entice employees with relocation packages. In fact,
the relocation industry is predicted to grow by at least
5% in 2023, according to the Worldwide Employee
Relocation Council (WERC).
Given recent developments – the pandemic, remote

work trends, the recession, lay-offs, and smaller talent
pools – how can companies use relocation benefits
intelligently and effectively in the war for talent? The
good news is those job seekers are more flexible
than they’ve been in years, giving companies greater
freedom to shape benefit packages.
Today, more employers feel emboldened to draw the
Expect Employees to Be More Flexible in line and say, “we’re hybrid.”
2023
Consider how dramatically the work-from-home
Competition for talent increased dramatically during
expectation has already shifted. Senior HR leaders
“The Great Resignation.” Benefits and flexibility
surveyed in a 2021 WERC report on domestic
became increasingly important. Some companies
transfers believed 96% of their workforce would be
overpaid for certain roles to compete in a constricted
somewhat remote. In the 2022 WERC report, the
market. As we moved closer to the recession and
same leaders placed the number between 50-54%.
companies began reevaluating their budgets, layoffs
Additionally, more than 500 chief human resource
started occurring. Now the playing field is beginning to
officers and senior HR leaders said 45% of their
level set.
workforce was hybrid.
Flexibility Will Be Key To Talent Mobility In 2023
The truth is employees also want a hybrid work

How to Approach Relocation Offers in the
arrangement. A recent study from Gallup found that
Hybrid Era
60% of remote-capable workers – those who say
With the new “norm” of hybrid work firmly established,
they can fulfill their job’s requirements from home
the employee relocation industry is learning to be
rather than the office – prefer a hybrid work model.
fluid and agile. Flexibility, technology and cost will
Thirty-four percent want to be full-time remote while a
continue to be big initiatives for the industry in 2023,
mere 6% would like to return to the office full-time.
but the most important of the three, without a doubt,
is flexibility.
Meanwhile, employees are feeling the pain of being
socially “outside of things.” Mental fatigue has set in.
Flexibility is going to be instrumental for both
Forty-nine percent of full-time workers are concerned
companies and employees. Now, companies are
about maintaining a work-life balance, according to a
faced with calling reluctant employees to the office or
Harris Poll. Never getting quality, in-person time with
making permanent changes to their work culture.
your co-workers or boss makes it harder to develop
your career, make new friends and feel like you’re part
Rather than focusing on the past, businesses should
of something larger than yourself.
move forward by being adaptable and thoughtful in
utilizing mobility in job offers. In the meantime, since
Employers have always known it’s much easier to
relocation benefits are still a great tool for attracting
instill a company culture when working in person – job
talent, how can they be employed strategically? Here
seekers are waking up to this fact.
are four steps to consider:
Flexibility Will Be Key To Talent Mobility In 2023
selection to legal issues you may encounter

every step of the way.
3. Decide which benefits you’d like to offer and

at what tiers. This question is critical, and it
can’t be answered by third parties. Here, you’ll
have to weigh the company budget with other
considerations like the value of the role and
market forces at play.[WS1]
4. Decide whether you would like to handle

relocation in-house or outsource it. Be sure
to compare handling relocation in-house vs.
outsourcing the decision to a major relocation
company because both paths have costs. Very
few businesses handle it in-house anymore but
doing so might be a good idea because no one
knows your employees as well as you do.
1. Understand your employees (and potential
hires). Review the latest research on what
The third option, and one that has become
job seekers are currently looking for; the
increasingly popular, is to quasi-manage the
Worldwide Employee Relocation Council is a
process in-house by contracting with a few
great resource. You’ll want to understand which
individual suppliers. This could be a great
demographics are willing to travel and what
option for small and large businesses alike.
they find important in a relocation package.
While the research is great background
information, continue to approach every Ultimately, even though the playing field is beginning
negotiation with flexibility and respect. to tilt back in the employer’s favor, hiring managers
should approach every job offer and relocation
Meanwhile, keep a tab on current employees package with an open mind. The hybrid era demands
with a pulse survey. Of the more than four flexibility from everyone, including employers.
million employees working remotely, some
were hired during the pandemic and have
never known your office culture. Identify the
Erin Almand is the Vice President of
employees interested in relocation and be
Moving & Relocation at Montway Auto
proactive in having a conversation.
Transport
2. Research the benefits. If you are new to

relocation packages, you’ll want to first
understand your options. The Society for
Human Resource Management (SHRM) has an
excellent, robust page on managing employee
relocation. You’ll find a beat-by-beat breakdown
of everything from moving expenses to vendor
People And Productivity
Hacks For 2023
4 key areas of focus that should
be part of a new action plan
By Kim Baker, Vivid Performance Group
T here is a big difference between talking about

change and actually implementing it.
As we flip the page to 2023, business leaders,

managers, and HR executives should take a hard
look at the current work environment, and then make
necessary adjustments to build happy, trusting,
employees, teams, and leaders.
Here are four key areas of focus that should be a part

of a new action plan…
1. Get real and address what is driving

quiet quitting, ghosting, aggression, and
unprecedented behavioral health issues
in the workplace.
What corporations are currently doing is talking about
and, in some cases, offering mental health benefits,
unlimited paid time off (PTO), evaluating four-day
work weeks, and other flexible work options.
These two newest generations of workers are prone
This is a solid first step, but the focus should also to greater avoidance and anxiousness than those
be on learning, embracing, and adapting strategies before them. The data illustrates that after Covid vs
that address a fundamental shift in the psychological before the pandemic, these groups have become
makeup of Generation Z and Millennial workers. more neurotic (anxious), less conscientious and
These strategies should span hiring practices, design less agreeable. It leads many to speculate that the
and structuring of teams, leaders, and individual increase in quiet quitting (lower conscientiousness),
contributor development. It should also involve ghosting (avoidant and lower conscientiousness),
analyzing communication methods for frequency and and aggression (anxious and less agreeable) may be
duration of contact as well as conflict resolution. linked to personality changes.
People And Productivity Hacks For 2023
design of the team, the structure of its work, and the

2. Perform a diagnostic on the engines
environment in which it exists.
that run your organization (spoiler alert:
it’s not leadership).
Leadership development almost exclusively focuses
Many companies today are hiring for the right
on how to hire and coach “one”. Yet essentially all
people/right seat culture fit. They are investing in
work is performed by teams and more emphasis
leadership development and attempting to connect
should be spent on how to improve its functionality as
people to the business purpose. What is also needed
a group to generate better results.
is the evaluation of team performance and the
critical-to-success factors proven to create high-per-
3. Clean up, dress up, and level up remote
forming teams.
and hybrid working practices.
Teams need to be strengthened in areas of weakness. Many businesses are mandating too many meetings
Leaders need to be better supported to determine and using ineffective virtual meeting tools. They are
when a team needs skill-building, coaching or indiscriminately offering flexibility (when I work and
interpersonal/group soft skills development. from where I work) without any consideration for the
requirements of the work that is being performed.
Teams are the engines that run your organization.
They are not the sum of the individuals but rather What they should be doing is applying a zero-based
the sum of how they work together. Up to 80% budgeting approach to meetings by hypothetically
of interpersonal issues in a unit are rooted in the canceling all standing meetings and adding back in
only those that can be justified (see #4) below.
People And Productivity Hacks For 2023
be justified to be of high-value use of an employee’s

time and talent, and directed toward high-value
outcomes
Executives need to make a list of every recurring

meeting, then consider it eliminated. They should add
it back only if they can justify that it has a defined
purpose that serves an overarching strategy, initiative
or is to actually perform work. Only the people who
have skin in the game of the work being done in the
meeting should attend. Inviting folks who contribute
nothing, take away nothing and will do nothing, is a
time suck and promotes social loafing in the group.
Each meeting should also include non-negotiables

such as a meeting norm that “we start on time and
end on time”, a defined agenda, a statement of
desired meeting outcomes, and a statement at the
beginning of the meeting of what will be needed from
Adopt visual collaboration tools like Miro and Mural
participants during the meeting (example: input/
for virtual meetings that involve brainstorming,
advice, ideation, decision making, commitment/s).
decision-making, performance monitoring, setting
If multiple topics/goals exist there might be multiple
goals, and “getting to know you” exercises. These
“asks” of the participant.
tools engage workers emotionally, mentally, and
physically, and capture key outcomes in a tangible and
A timekeeper and scribe who records key discussion
permanent way.
points, and action items with assigned responsible
parties, are other must-haves for effective meetings.
Companies need to evaluate the type and cadence
of work performed by the team. They should analyze
A recap format should be initiated in which each
what tasks it performs, and what percentage of these
person states their assignment and time frame
require the team to be together in the same space or
for delivery. This is a critical step to ensure shared
same time physically or virtually.
understanding and timelines. Do not rely on a
wrap-up format in which the team lead restates the
Natural periods of concentrated teamwork should be
assignment and disseminates meeting minutes as
determined as well as concentrated individual work.
a reminder. Everyone should thoroughly understand
Less flexibility in “when and where I work” should be
their task, and how and when it should be completed.
granted during periods of heavy teamwork and more
flexibility can be offered in times of focused individual
work.
Kim Baker is a team builder/designer,
4. Budget meetings for maximum impact. corporate consultant, and speaker.
Businesses hold meetings in the belief they are She and Vivid Performance Group help
driving accountability and fostering stronger team you build happy, trusting, get-it-done
employees and teams.
relationships. Frequently meetings are often held to
appease those who confuse activity with productivity.
Leadership should adopt a zero-based budgeting

approach to meetings, meaning every meeting should Would you like to comment?
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TOP PICK
Hybrid Work And

Wellness: Going The
Distance For Engagement
Create a helpful, not harmful,
hybrid environment
By Laura Neuffer, Carebook Technologies
T echnology and employee benefits like employee

wellness programs bridge the gap in hybrid work -
which appears to be here to stay.
and communicate to employees that they’re
supported and valued by the organization.
The Evolution of Hybrid Work

It’s been almost three years since Covid hit us, and Environments
over 25% of employees still work remotely. As a result In a survey conducted by the U.S. Bureau of Labor
of the health concerns with the community spread Statistics, 29% of wage and salaried workers in
of Covid, more employees now have a hybrid work 2017-2018 had the option to work occasionally from
environment. However, despite its many benefits, it’s home, but only 15% utilized it. In fact, only 2% of the
well known that remote and hybrid workers often feel 10,000 survey respondents identified themselves as
isolated: in fact, 70% of remote employees reported working remotely full-time.
feeling left out of workplace relationships and
programs. These numbers are reflective of the pre-pandemic
thinking surrounding remote and hybrid work. Many
Fortunately, technology has adapted to reach millions organizations didn’t have tools to support remote
of remote workers and help them reconnect with workers or were skeptical about the productivity of
coworkers. Advancements in web portals and fully non-office employees. But as the pandemic began
integrated, interactive apps provide equal access to pose health and security concerns, businesses
to employee wellness programming. No matter had to re-evaluate their remote working policies. By
where they’re located, distant employees and their May of 2020, 60% of economic activity in the U.S.
beneficiaries can fully participate in employee benefits was driven by remote workers. Businesses had to
offerings like wellness programs. All it takes are the adapt processes to support their growing remote
right tools. workforces.
Fully digital well-being programs are becoming the How to Manage a Hybrid Environment
rule - not the exception - in many industries where an Signs overwhelmingly suggest that remote and hybrid
increasing percentage of employees continue to work work environments are here to stay. The following
remotely. It’s clear to see why wellness programming steps can help organizations support the unique
is known to foster meaningful working relationships needs of a changing workforce.
Hybrid Work And Wellness: Going The Distance For Engagement
hybrid organization to maintain productivity, inclusion

Establish Collaboration Policies for Hybrid
and well-being for all.
Teams
1. One of the key foundations of successful Fully Digital Employee Wellness
work practices is clear communication and Programs
collaboration. With distributed teams, in-person Just like digital team collaboration tools, employee
communication is replaced with digital wellness programs should be designed with a
substitutes, which can often lead to more team digital-first approach. In-person, hybrid and remote
conflict and a lack of employee social identity.
employees should have access to all the same
programs and offerings, like team challenges, info
2. As businesses began adopting hybrid
sessions, health coaching, health risk assessments,
workforces, 73% of executives considered
goal setting and more. The best way to achieve this is
the shift to remote work successful. But
businesses found that employees sometimes with an interactive app or web portal with a single-user
lacked the tools to collaborate effectively. It’s login. Bundling everything behind a single login boosts
important to ensure virtual and hybrid teams engagement by making it easy to participate; requiring
remain socially connected, but businesses multiple logins can be a barrier to participation.
should take this a step further by encouraging
cross-team and cross-department digital Program components that the web portal and/or app
collaboration. should include:
●● Medical records
3. Start by establishing collaboration policies
●● Prescription documents
and providing supporting resources that allow
them to work asynchronously. They should be ●● Total health assessments focusing
documented, routinely communicated, and on biometrics, lifestyle, psychological,
encouraged by leadership. Next, businesses organizational, financial well-being, and more
should invest in proven resources such as ●● Access to medical professionals and
virtual meeting tools, project management well-being coaches
solutions that encourage distributed
●● Engaging discussion boards
collaboration, and seamless access to benefits
●● Personalized health education content
like a fully digital wellness program.
●● Individual screening reminders
Invest in Technology That Supports a ●● Interactive wellness challenges
Hybrid Workforce
Employees working from home need digital tools that Interactive well-being challenges can include step/
allow them to maintain work continuity in their remote activity tracking competitions (done either on a team,
environment. For example, paper processes should with a buddy/partner, or individually), and wellness
be upgraded to digital solutions that can support all challenges in which participants earn points by
employees, regardless of their work location. Similarly, completing healthy habits related to a certain topic,
benefits like wellness programs should be digitized for like healthy eating, stress reduction, better sleep, etc.
equal access among all employees. This is possible
with tools like an all-inclusive wellness platform, Wellness challenges should focus on highly relevant,
virtual health coaching, digital team wellness personally meaningful aspects of health, based on
challenges and more. information gathered in health assessments. This
kind of personalization not only maintains high
When asked what tools were most important for engagement but also helps connect coworkers,
remote productivity, employers cited technology beneficiaries, and medical professionals to
and equipment. Investing in technology that equally strengthen relationships and boost morale, despite
supports onsite and remote staff is critical for a geographical distance.
Hybrid Work And Wellness: Going The Distance For Engagement
behavior changes and prioritize employee health in

hybrid environments.
Virtual wellness programs connect hybrid teams

through health assessments, self-help programs,
biometric management, incentives, social
collaboration, and more. Employees can choose
their own benefits and create personalized programs
based on their preferences and their unique working
conditions.
Create a Helpful, Not Harmful, Hybrid

Environment
The enormous shift to remote work has radically
How to Engage Remote Workers and affected workplace dynamics and helped
Beneficiaries in Wellness destigmatize remote and hybrid work environments.
The key to reaching and supporting remote workers is Many believe that these changes will carry forward
fully digital communications and programming. When indefinitely, making it a priority for businesses to
all aspects of organizational health and well-being adopt long-term practices to support these different
programs are available online, fully remote and hybrid work environments.
employees can participate as easily as those in
person. Managing a distributed workforce can be challenging,
but with clear communication, the right technology,
Including beneficiaries can increase participation as and fully digital health and wellness programs,
well. Extending invitations to info sessions, sending businesses will be prepared to adapt to evolving
reminders about signing up, and providing them with circumstances while supporting the effective
individual accounts on the wellness portal or in the collaboration and health of their hybrid teams.
company app are just the first steps. To maintain
engagement, the program needs to provide fun
social content such as group or team challenges;
information on topics that are personally relevant
Laura Neuffer, M.S., has ten years
(perhaps based on health assessment data), and of experience in corporate wellness.
more. This creates an opportunity for users to Laura is now at Carebook Technologies
connect, participate, and benefit. creating technology and programming
that is used in worksite wellness
Add an All-In-One Virtual Wellness programs around the world. Laura is
also a registered yoga instructor and a
Program
former university adjunct professor of
As workplace dynamics shift, employees undergo communications.
change and uncertainty. They must adjust to new
procedures and tools, which can require behavior
changes. It can be even harder for organizations to
understand and prioritize the health and well-being of
their teams when employees are distributed.
Businesses should utilize a customized all-in-one

virtual wellness program to holistically support new
How To Make Your
Employees Feel Valued
Recognition must be genuine,
specific, sincere, and timely
By John Tschohl, Service Quality Institute
Irecently asked a friend how often, during her career,

she had been complimented or recognized for her
work. Her response? “Not often enough.”
reviews. It’s also not enough to simply say, “Alice, you
did a great job.” Tell her what job you are referring
to, be specific about what she did that impressed
you, and let her know how proud you are of her and
Unfortunately, that is true for most employees. I her work.
wonder why that is. I have some ideas that I’ll share
with you here. The first is denial. Most managers and It’s also important that you recognize employees in
supervisors think, “I pay Charlie a lot of money to do front of their coworkers. Doing so not only increases
what he does for the company. Why would I also have the pride those employees feel at being singled out
to praise him and recognize him for doing what I pay and complimented, it motivates other employees to
him to do?” do well and also be recognized.
That fact is that money will get employees through the You can take that a step further and recognize
doors of your business, but it won’t keep them there. employees in front of customers. For example,
What will? Recognition. Praise. Feeling valued. Let’s you’re walking the floor and notice Allan assisting
face it, most managers and supervisors have had no a customer. You might stop, introduce yourself
training in how to effectively recognize employees. to the customer, and say, “Allan is one of our best
Many were simply promoted to their positions without employees. I know he’ll do a great job in taking care
being provided the training necessary to interact of you.”
with—and motivate—employees.
One of the great things about using recognition as a
I’ve found that the most intelligent people often are motivator is that it doesn’t cost you anything. In fact,
the worst when it comes to soft skills. They have it actually saves you money by reducing employee
a hard time getting out of their own heads and turnover and the costs associated with hiring and
verbalizing what they need others to hear. They don’t training new employees to replace the ones you lost.
realize that you can’t take employees for granted. You If you want to give someone a raise, you have to get
have to let them know you value them and what they approval from others to do so. But, if you want to
do for you. recognize them, it costs nothing so no approval is
necessary. You are free to reward employees with
In order to be effective, recognition must be genuine, your words and build a team that works well together
specific, sincere, and timely. It’s not enough to and that will drive your business. If an NFL coach
recognize employees and their contributions to doesn’t motivate his players to work together as a
the company once a year during their performance team and win games, that coach will be fired.
How To Make Your Employees Feel Valued
My research shows that, given a choice of $100 or a Ford Motor Company realizes what too many
complimentary note written on a manager’s personal companies don’t: If you’ve tried everything you can
stationary, most employees will choose the note. to recognize and motivate employees—and nothing
Why? Because, once they spend that $100, it’s gone. changes—cut your losses, and let them go.
But a handwritten note is personal and lasting. I have
a friend who has saved such notes over the course of
her career. She keeps them in a file and reads through
John Tschohl is the President and
them once a year to remind herself that what she Founder of Service Quality Institute—
does is appreciated. the global leader in customer
service—with operations in more than
Now, I must say this: There are some employees who 40 countries. He is considered one
simply cannot be motivated, no matter what you do. of the world’s foremost authorities
on all aspects of customer service
Although they physically show up every day, they have
and recently released his latest book,
mentally left you. Ford Motor Company announced Relentless.
a few months ago that it is giving its white-collar
employees, who have been identified as underper-
formers, the option to leave and take a severance
package or enroll n a performance enhancement
program. Employees who choose the enhancement
program but whose performance doesn’t improve will
be terminated with no severance package.
TOP PICK
How 9 Businesses
Are Updating Their
Employee Excellence
Strategies in 2023
Recognizing employee success, adding
competitive benefits and much more
By Brett Farmiloe, Terkel.io
F rom including more transparency to adding

competitive benefits, here are nine answers to the
question, “Can you share your best insights with how
you will plan new-year employee excellence strategies
that align with 2023 HR trends?”
●● Promoting Transparency
●● Recognizing Employee Success
●● Investing in Employee Engagement Initiatives
●● Rewarding Hardworking Employees With Extra
Days Off
●● Building Structure for Leadership Coaching
●● Increasing Workplace Flexibility
●● Emphasizing a DEIB Focus
●● Personalizing Experiences Through
Data-Driven Systems
●● Offering Competitive Benefits Amid Salary
Increase Absence
How 9 Businesses Are Updating Their Employee Excellence Strategies in 2023
Promoting Transparency
I want to create an environment where employees feel like they can
openly give and receive feedback without fear of retribution. This
means being clear about expectations, providing regular updates on
performance, and being open to constructive criticism.
I also want to focus on creating a more diverse and inclusive workplace.

This means promoting from within, encouraging employees to explore
Antreas Koutis, their unique talents and perspectives, and valuing different opinions.
Administrative Manager,
Financer By focusing on these trends, I hope to create a more engaged and
productive workforce that feels invested in the company’s success.
Recognizing Employee Success

Employee excellence comes from strong leadership. Set a positive
mission, vision, and clear goals for the employees. Communicate
regularly about company milestones, success, plans, and strategies to
tackle each new challenge.
A culture of excellence starts with selecting the right people for the right
job. As the new year approaches, leaders should assess their employees
and their skill sets to be sure they are in the right role. Perhaps an
Heather Smith,
employee that’s struggling in sales would be better suited to marketing.
CPO & Sr. Account
Executive, Flimp
Encourage the development and new opportunities to learn. This
Communications
investment in their career path is not only for the good of the employee
but also for the company. It means lower turnover and less burden on the
company to fill horizontal openings with talent that is already up to speed
on the business.
Recognition of excellent performance is typically the number one reason

employees feel motivated and want to stay within a company. Don’t
overlook the power of appreciation.
Linda Shaffer, Daniel Apke,

Chief People Operations Officer, Checkr CEO, Land Investing Online
Investing in Employee Rewarding Hardworking

Engagement Initiatives Employees With Extra Days Off
In 2023, we expect many organizations will Our leadership team plans to give extra
focus on creating innovative workplace days off as a reward for recognizing
experiences through flexible work hours the best-performing employees. Next
and remote working options, as well as year, there’ll be a heightened yearning
investing more into employee wellness for work-life balance, and we want to
initiatives and mental health support. As support our employees’ well-being by
a C-executive, it’s important to ensure that acknowledging their need for extra days
your employees feel supported, engaged, off to spend with their families or care for
and motivated both in the office and their own health.
remotely.
A better work-life balance will be on top
At our organization, we plan on investing of employees’ and even candidates’
heavily in employee engagement initiatives minds when applying for a job. If you,
such as increased team-building exercises, as a business, can’t prove that you can
mentorship programs, and continuing give this need to the members of your
education courses. organization, you risk getting the best
talents.
We are also focused on developing an open
feedback system so that employees can
provide anonymous feedback on company
objectives and team performance.
Additionally, we will invest in employee
wellness programs to ensure that our
staff is getting the support they need both
mentally and physically.
Building Structure for Leadership Coaching

While we have been coaching our leadership team since we started this
company, it has not been structured. Therefore, we will implement a more
structured coaching model for our leadership team in order to better
support them and allow us to continually improve our coaching model.
This new coaching model will include monthly one-on-one coaching

sessions, quarterly peer coaching sessions, and annual leadership
Luciano Colos, assessment and development plans. We will start with this coaching
Founder & CEO, model in 2023, and we will use the new year to align with 2023 HR trends
PitchGrade to continuously improve our coaching model.
Increasing Workplace Flexibility

One thing I have noticed over the past few years is an increase in
workplace flexibility. This has been driven by increased recognition of
the importance of work-life balance, but it also speaks to a desire for
organizational leadership to take a more active role in ensuring that their
employees can enjoy their work both at home and at work.
To do this effectively, organizations must work with their employees to

identify their personal goals, then make sure those goals are within reach
Andrew Griffith,
through flexible work arrangements or other means. This is where HR
Owner, Garden Furniture.
can play a key role: by guiding how best to achieve those goals while also
helping employers assess whether they have all the resources necessary
to support those efforts.
Linn Atiyeh,
CEO, Bemana
Emphasizing a DEIB Focus

Maximilian Wühr,
A renewed focus on diversity, equity,
CGO & Co-Founder, FINN
inclusion, and belonging is a 2023 HR
trend—but one that I hope never falls out of
popularity. As a recruiter and small-business Personalizing Experiences
owner, I see the benefits of inclusive hiring Through Data-Driven Systems
practices daily. It’s not about meeting Our excellence strategies will shift
a quota, but creating a workforce that to acknowledge individual values
represents clients and the country. or preferences and reward them
accordingly. Personalization has
But leaders should remember that hiring touched nearly every aspect of the HR
isn’t the only time to implement DEIB department, and excellence strategies
policies; the holiday season is a perfect are no different.
time to jump-start a new-and-improved
work culture. Ensure employee excellence Personalized rewards are another
by creating a seasonal atmosphere that’s critical part of a workplace based
welcoming to all cultures and religions. on true DEIB values, where diversity
Workers do their best when they feel is respected and encouraged—
supported, recognized, and included. standardized systems no longer work.
We’re moving away from one-size-fits-

all excellence strategies and using
data-driven performance software to
help us adopt a flexible system that
doesn’t become a burden to manage.
Where employees can set their own
goals and rewards, we’ll actually see a
decrease in the need for hands-on help
from HR.
Offering Competitive Benefits Amid Salary Increase

Absence
Competitive benefits help us align our employee excellence strategy with
HR trends in 2023. Flexibility, compensation, and work satisfaction are
vital components of meaningful employee experience.
It’s challenging to promise and deliver salary increases next year, but this
is where our improved benefits come into play. This approach will allow
Josh Tyler, CEO, us to tailor how we address our employees’ needs and give them the best
Giant Freakin Robot value for their hard work and dedication to the company.
Brett Farmiloe is the Founder and CEO –

and currently CHRO - of Terkel.io
Creating Coach-Guided
Workplaces In 2023
Increased adoption of professional
coaching will become a leading trend
By Magdalena Nowicka Mook, The International Coaching Federation
E mployee expectations and experiences in the

workplace shifted during 2022. Experts report
that hybrid work, which may have waned somewhat
coaching’s availability and accelerate adoption
without replacing the human coach. In the coming
year, this is new terrain many workplaces and leaders
with the end of the pandemic, is now here to stay will be stepping into.
as technology evolves and rapidly shifts the way we
work. As a result, equipping managers and leaders A blessing in disguise from the pandemic and
for hybrid and remote teams continues to be a focus. increased hybrid capabilities is that coaching is
now offered virtually to more people, especially
Building a more engaged workforce remains essential. organizations that are spread across the country
There also is an increased spotlight on the dynamics and the globe. Technological advances support the
of a multigenerational workforce. And let’s not forget ability to work and get coached wherever we may
that an employee’s well-being and mental health be. In 2023, we expect to see even more streamlined
remains a valid concern. With these changes, it is coaching systems. Advanced systems are available
no surprise that coaching is experiencing a rise in now to allow organizations to provide leadership
demand among both individuals and organizations. development to more people in a highly efficient way,
as long as the coaches engaged are highly trained and
Coaching strives to support individuals and leaders adhering to global standards.
that are open to exploring their skills and reaching
their highest potential. Employee engagement with Strengthening a Multi-Generational
coaches and leader adoption of coaching skills, long Workforce
been an interest within organizations, is likely to Concurrently, younger generations are entering the
grow even more as the workforce adjusts to the new workforce with a new set of expectations, accelerated
workplace reality and demands of modern leadership. by the experience of the pandemic and hybrid
workplace. There is a trend of increased focus on
Evolving Tech Pushes the Evolution of the coaching for young professionals in a multigenera-
Workspace Forward tional workforce. Newer professionals are generally
Technological advancement is on the mind of every more aware and incredibly receptive to outside
CEO, no matter what their sector. Even in terms of support for achieving their work goals. Coaching
the methods and systems of coaching, organizations helps bridge the gap between different generational
and HR departments must adapt. The application mindsets and, thus, supports professional
of technology, especially Artificial Intelligence, is development that fosters unified and collaborative
increasingly prevalent. AI has the capacity to support teams.
Creating Coach-Guided Workplaces In 2023
We have seen that these younger individuals wish to

The Trickle-Down Effect of Coaching
be seen and heard not as “workers” but as partners
Just as the need for a coaching approach as a skill
and contributors to their organizations. They have
for managers and leaders continues to increase in
a stronger desire to feel they are part of a solution,
importance, coaching also must become increasingly
which requires a mindset shift among some older
holistic in its perspective. Coaching engagements
professionals who have been in an industry for a
and the adoption of coaching skills have long been an
longer period and are used to different models of
interest in organizations looking to foster workforce
leadership and management.
engagement, talent development, and leadership
transformation. But coaching has an additional
A key value of coaching is its ability to enable
effect that produces broader benefits. In the coming
managers to understand new dimensions of modern
year, organizations will increasingly consider the
leadership. With young people coming into leadership
trickle-down effect of success when a manager has
responsibilities earlier than ever, both sides of the
the capacity to support others. We have found that
relationship need to be prepared to work alongside
adopting a coaching mindset has substantial benefits
people who have the expertise on one hand, and
not just for the organization but for the individual
passion on the other.
personally. ICF research shows higher engagement
and working alliance with the manager or team
We will continue to see a trend of coaching as
leader the more often they apply coaching skills.
a method to bridge this gap between young
There is an increased sense of interest, empathy and
professionals and older generations. Coaching can
consideration of the whole person and not just the
help create open dialogues and foster an environment
individual who shows up for work. When people feel
of curiosity and openness, leading to tremendous
seen and cared about, they work better as individuals
success.
and team members.
Creating Coach-Guided Workplaces In 2023
There has been a long-standing desire to quantify productive, more collaborative and more rewarding,
the results of leadership coaching. The emphasis on not just for the organization but for the individuals as
return on investment will surely continue into 2023. well.
HR professionals must be able to quantify outcomes
and measure the impact of their coaching programs. To prepare for this future, leaders should begin now
Even if a coaching program has an internal champion, to anticipate these changes and think about how
complex data provides evidence for executives to see their organization will respond. The best leaders will
the benefits and keep coaching as a line item within recognize these changes as opportunities for growth
a budget. Metrics of success also can increase the and advancement. As a leader myself, I look forward
desire for the program and provide an opportunity for to what is to come.
its growth and expansion.
Recommended Resources
The future is bright for coaching and its support for
●● https://psycnet.apa.org/fulltext/2019-23918-001.pdf
global leadership development. The hybrid workplace
●● https://siepr.stanford.edu/publications/policy-brief/
with multigenerational teams and evolving systems
hybrid-future-work
accelerated by technology will become more
Magdalena Nowicka Mook is the Executive Director and CEO of the International Coaching Federation
(ICF). Previously, she held positions with the Council of State Governments and the U.S. Department of
Agriculture’s Economic Research Service. She is a trained coach and a frequent speaker on subjects
of coaching and leadership. She received a master’s degree in economics and international trade from
the Warsaw School of Economics, Poland. She also graduated from the Copenhagen Business School’s
Advanced Program in International Management and Consulting.
Why And How To
Use Stay Interviews
Successfully
Build productive one-on-one
relationships with employees
By Kevin Sheridan, Kevin Sheridan LLC
●● You are open to making changes that would

help them become more engaged and less
likely to leave the organization.
Stay Interviews also help you discover:

●● Warning signs that indicate a key team member
needs more support and/or guidance.
●● Ways to retain the employees in which you have
invested the most time and resources.
●● Low-or-no-cost changes that could reenergize
your employees’ commitment and engagement.
Furthermore, Stay Interviews with a smooth

Defining Stay Interviews implementation also help build trust with your key
I define a Stay Interview as “a structured conversation team members, which may mean that they will talk
a manager has with an individual employee to learn to you about any concerns prior to them looking for a
specific actions the manager can take to strengthen new job at another organization.
the employee’s engagement and retention with the
organization.” Preparing to Have Stay Interviews
Preparing for the questions you may encounter during
Why Do Stay Interviews? the stay interview is paramount. You want to be able
Stay Interview questions help your most valuable team to direct employees to resources they have available
members understand that: to them and begin the process of understanding their
●● You recognize and appreciate their loyalty. job-related perceptions. Remember that this is an
exercise in listening and discovering opportunities for
●● You care about more than just their
improvement.
performance.
Why And How To Use Stay Interviews Successfully
make this easy for you by providing my most trusted

key Stay Interview questions:
1. Is your job making the best use of your skills
and abilities?
2. What is something new that you would like to
learn this year?
3. How can our organization help you become
more successful in your job?
4. Are we allowing you to reach your
maximum potential?
5. What are three things that we could change
here that would help you reach your
full potential?
6. What parts of your job do you like the most and
the least?
7. What part of your job makes you want to
To prepare for a Stay Interview, here are some action jump out of your bed in the morning excited
items to complete: for work?
●● Have your department or area managers meet 8. What makes you want to hit the snooze button?
to determine a list of potential top issues 9. Do you receive enough recognition?
employees face. 10. What kind of recognition would be most
●● Develop a list of available internal resources. meaningful for you?
●● Create your own custom Stay Interview
questions. Stay interviews will not always yield perfect outcomes,
but they will certainly heighten employee engagement
Based upon my 35 years as a Management and retention at your organization. Most importantly,
Consultant to the Human Resources marketplace, I’ll Stay Interviews will help your leaders build more
productive one-on-one relationships with their
employees.
Kevin Sheridan is an internationally-recognized Keynote Speaker, a New York Times Best Selling Author,
and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years
running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as
Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee
Engagement Award’s Top 101 Global Influencers on Employee Engagement for five years in a row.
Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industry-changing
innovation in the field of Employee Engagement. His first book, Building A Magnetic Culture, made six
of the bestseller lists including The New York Times, Wall Street Journal, and USA Today. He is also the
author of The Virtual Manager, which explores how to most effectively manage remote workers.
t i o n 2 3
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Emotional Connection
Is The Key To
Employee Engagement
And Retention
How does emotional connection
drive employee engagement?
By Joe Hart, Dale Carnegie Training
I n a new study by Dale Carnegie when leadership forges a culture When employees consistently
and Associates, researchers of mutual trust and respect and feel even one of these positive
found that post-pandemic intentional communication with emotions about their immediate
employees are prioritizing their employees. As I’ve stated before, supervisor and place of work, their
personal well-being now more to grow employee engagement, level of engagement increases.
than ever. In the survey of over every level of leadership needs However, among employees
6,500 full-time employees to forge a genuine emotional who reported feeling at least
worldwide, workers indicated connection between employees three of the key emotions, 52%
that they are willing to leave and the organization. were actively engaged and
workplaces that they feel are disengagement decreased to
“indifferent to their needs and How Do You Encourage only 5%.
fail to engage meaningfully with an Emotional Connection
them.” In short, when employees with Employees? Conversely, negative emotions
have no emotional connection to such as irritation, discomfort,
A great way to encourage an
their employer, they are more likely and disinterest drive employee
emotional connection with
to leave the company. engagement down. It’s important
employees is by focusing on the
to note that typically the emotions
emotional drivers of engagement.
Creating an emotional connection mentioned here are in reference
A nationwide survey of 1,500
with employees is crucial to to employees’ direct supervisors.
employees found that feeling
engagement and retention, and it’s The people in leadership positions
valued, confident, inspired,
up to leadership to build a human- at a company are key to fostering
enthused, and empowered are
centered, emotionally engaging the positive emotions that will
the key emotions that lead to
workplace. This can be done drive employee engagement and
engagement in the workplace.
increase retention rates.
Emotional Connection Is The Key To Employee Engagement And Retention
Making employees feel valued expertise. In turn, employees will impacts the overall goals,
and confident leads to greater feel confident in themselves and performance, and vision of the
inspiration, enthusiasm, and valued by their leadership, which company. This allows employees
empowerment in their daily tasks will increase their emotional to see that their work is
and decision-making. As leaders engagement at work. meaningful, important, and valued
consider how best to make by management. This goes a long
their employees feel valued and Having shared interests with way in establishing an emotional
confident to encourage emotional employees can help foster a connection and boosting
connection and engagement, positive emotional connection engagement at all levels.
a few things to think about are as well. This doesn’t necessarily
mutual trust and respect in the require participation in shared Finally, when communicating
workplace. Actively listening and activities or events outside of with employees, it’s essential that
communicating with employees, as work, but showing an interest in leaders actively listen. Actively
well as finding shared interests to their well-being, personal interests, listening shows employees that
bond over is also important. and life in and out of work. leadership truly respects and
values their time, thoughts, and
Mutual trust and respect are Facilitating genuine conversations ideas. Positive communication
crucial to fostering feelings of with employees about their efforts that display trust and
value and confidence. Trusting life and interests goes a long respect will increase the likelihood
that employees will do their jobs way to show they are valued that employees feel valued and
correctly, without micromanaging and respected. Leaders should confident, and will engage in their
them, is a way to show respect for also assure that all employees work with enthusiasm.
their intelligence, work ethic, and understand how their work
Emotional Connection Is The Key To Employee Engagement And Retention
On the contrary, when leadership

makes employees feel heard and
valued, they will be more likely
to engage in tasks with greater
enthusiasm and productivity.
Reactions to employees’
immediate supervisors explain
84% of how employees feel about
their organization. To increase
employee engagement, leadership
should prioritize making
their employees feel valued,
confident, inspired, enthused,
and empowered.
This is crucial to engaging and

retaining employees. The survey
on the emotional drivers of
engagement found that “those
who emotionally connect in a
positive way with an organization
feel a sense of ownership and
are more likely to stay with it,
cares about the bottom line. delivering superior work in less
How Does Emotional time and reducing turnover costs.”
When employees experience this,
Connection Drive Employees spend most of their
feelings of irritation, discomfort,
Employee Engagement? time at work, away from their
and disinterest set in, leading to
Emotional connection humanizes families. If leadership prioritizes
increased disengagement. They’ll
the work that employees do making employees feel valued and
do the bare minimum, and unen-
every day. So often, employees emotionally cared for, they’ll retain
thusiastically take on new work
feel micromanaged, and that more employees who will do great
when leadership assigns new
their tasks are meaningless. work for them.
tasks or projects.
They feel that leadership only
Joe Hart is the President and CEO of Dale Carnegie Training, the most experienced training organization
in the world. Early in his tenure as CEO, Hart had to navigate the company through an unforeseen global
pandemic adeptly. During the Covid-19 pandemic, Hart led a lightning-fast change of the business model
shifting business activities from almost exclusively in-person training to repositioning the business to
generate 95% of its revenue online. As a Dale Carnegie graduate himself, Hart’s first business, InfoAlly,
provided online programs to support the Dale Carnegie, Leadership Training for Managers, and Sales
Advantage Courses.
Thank you for
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JANUARY 2023 • Vol.10 • No.

Articles 35 Creating Coach-Guided Workplaces In 2023

JANUARY 2021 � Vol.08 � No.01

HOW TO EMBRACE THE SHIFTS �hemed

Key workplace trends for 2021

Exclusive Articles on the

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Use these invaluable Human Experience resources today!

In a world of unparalleled challenges (global pandemic, racial injustice, politi-

Excellence publications are my ‘go-to’ resource for contemporary and action-

Julie Winkle Giulioni

I regularly read and contribute to Leadership Excellence and Talent Manage-

Dr. Beverly Kaye

We’re eager to hear your feedback

By Morag Barrett, Eric Spencer,and Ruby Vesely, SkyeTeam

D uring the last few years, we’ve all become

Why We All Need a Friend at Work (and How To Show

1. Welcome Back ALL Employees

As the team reconnected, they designed a series of

What new rules of engagement will 4. Power to the People

If we mindlessly return to how we approached work

Don’t wait for a top-down approach to shifting your

Inclusivity is key to creating a sense of one team and

How will you design your events to enable

How To Build Connection

W hat happens within the office may be even more

do they want to do next? What would make

●● First, collect relevant data on your employees’

●● Make small changes with large impacts, such

In summary, make your employees feel seen, heard,

Employee Engagement in the Hybrid

Tapping into Managers These connections among employees must be a top

Would you like to comment?

By Deb Muller, HR Acuity

higher expectations and hyper-accountable work

Consistently supporting employees and managers

Obviously, we can’t all flame out at once and call it

Y ou’ve heard the drill. “In the unexpected event

Finally, acknowledge that case work takes an

By Erin Almand, Montway Auto Transport

D espite pandemic fears, the market for relocation

Given recent developments – the pandemic, remote

The truth is employees also want a hybrid work

selection to legal issues you may encounter

3. Decide which benefits you’d like to offer and

4. Decide whether you would like to handle

2. Research the benefits. If you are new to

T here is a big difference between talking about

As we flip the page to 2023, business leaders,

Here are four key areas of focus that should be a part

1. Get real and address what is driving

design of the team, the structure of its work, and the

be justified to be of high-value use of an employee’s

Executives need to make a list of every recurring

Each meeting should also include non-negotiables

Leadership should adopt a zero-based budgeting

For HR Professionals For Your Organization

Show that management values the Certified HR professionals help

Ensure that each person in your HR HR Professionals lead employee

Place your HR team in a certification

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