Path to C-suite more difficult for people of color, women | How to tell whether an employee is considering quitting | Are you a "diminisher" or a "multiplier" as a leader?
Fifty-six percent of front-line workers are women, but just 29% of the C-suite are female, and 31% of the front-line workforce are people of color, compared with 17% of the C-suite, according to a Gartner survey. Gender minorities and people of color experience a "worse perception of leadership potential" and slower promotion rates than other employees, the study states. Full Story: HR Dive (6/30)
It's not business as usual COVID-19 has dramatically changed our financial landscape and work culture, sparking a lasting shift in how we do business. Returning to a "new normal" can also mean new risks - and new insurance needs. Learn more.
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Recruiting & Retention
How to tell whether an employee is considering quitting Smart managers should be on the lookout for signs valuable employees are considering leaving. This article examines these signals and discusses what can be done about the issue. Full Story: CNN (6/30)
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Walmart debuts benefits platform for LGBTQ+ employees Walmart has joined with health care company Grand Rounds to launch Included Health, a benefits platform meant specifically for LGBTQ+ employees. The platform will focus on connecting LGBTQ+ members with providers who understand their needs, empowering members on issues beyond choosing providers and advocating for gender-affirming care. Full Story: Progressive Grocer (6/29)
Community, purpose and geography sometimes outshine remote-work perks in the talent hunt, writes Steve Johnson, president of robotics company Berkshire Grey. Some remote workers report loneliness and an inability to unplug from work, notes Johnson, who recommends employers play up how employees are valued and what makes a company unique. Full Story: Entrepreneur (6/27)
The HR Leader
Strategic adaptability essential for future of work Leaders will have to embrace the paradoxes of the "new abnormal" as they guide employees who are returning to the office, writes Larry Robertson. "Simple answers that last forever have been replaced by the need to pursue adaptability as both a constant need and the most desired competitive advantage of any team," Robertson writes. Full Story: SmartBrief/Leadership (6/30)
About the Editor
Kanoe Namahoe
My daughter’s bachelorette party is next week. She and her friends are heading to a mountain cabin for three days of fun and relaxing by the lake. (“Fun,” which I’ve been assured, does not include alcohol, scantily clad entertainers or a boat.) But I know my daughter. She enjoys her friends but hits her limit of being around people after a time. And since the pandemic hit, I’ve noticed her limits are even tighter. I asked about it when I had dinner with her and Zachary last night. “So. Big Bear. Nice. But how exactly do you plan to handle it when you’ve had enough ‘girl time’?” I asked. Turns out she already planned for that. “Anna and Jay,” Kawai answered, referencing her two best friends. She explained that the girls will be monitoring her “social energy” and when it starts to wane, they’ll tactfully give her an escape from the bachelorette activities. I admitted it was a smart move. That chat came to mind when I read today’s story about un-social distancing. Emerging from the pandemic lockdown bubble has been great for some but tougher for others. So as the world slowly reopens, let’s have patience with those whose “social energy” stores are dry. It’s fair. A little understanding and kindness can go a long way to helping them reach social homeostasis. How can I serve you better with this brief? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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