How can employers shrink microaggressions' power? | Incorporating younger employees into company culture | Employee wellness can boost productivity, retention
Microaggressions diminish retention for some workers from marginalized groups, as well as hurt their mental health, HR consultant Tamara Rasberry says. Employers can counter these "everyday verbal and nonverbal slights" with conscious actions, such as policies to address microaggressions and reasonable consequences for committing them, Rasberry adds.
It's harder than ever to develop talent and beat business goals. Learn how top companies invest in learning. Be inspired by leaders who put people first and hear new training strategies from experts. This is an SHRM-accredited event. Get your free ticket.
Companies are recognizing it is crucial to empower younger employees, tap into their innovative qualities and ready them for future leadership roles. Tips for success include creating a welcoming environment and allowing workers to learn through experience.
The rise of the virtual-first health plan The dramatic increase in telemedicine use seen early in the pandemic also fueled the rise of virtual-first health plans, an emerging model that is testing flexible, consumer-centric care for the digital health era. Register for this industry roundtable.
Delta Air Lines' focus on holistic well-being for its workforce includes expanded access to mental health treatment, financial health programs and a survey called the Flourishing Index that measures employees' status, writes Henry Ting, the airline's chief health officer. "While managing the pandemic response was paramount to the health and safety of our people and customers, we've now shifted our focus to executing a holistic and long-term vision to enhance the wellbeing of our people and customers," Ting writes.
Development conversations with employees can be more effective if they are part of "the fabric of daily life" and not one-off occasions, writes Julie Winkle Giulioni. Giulioni offers three strategies to draw out areas that team members want to develop, encourage their growth and create a sense of ownership and motivation.
Leaders often are faced with making lemonade out of lemons, asserts Fred Ende, a director of curriculum and instructional services in Yorktown Heights, N.Y. In this blog post, Ende shares how COVID-19 upended his family's summer vacation and what he did to make something sweet out of something sour.
Nothing unnerved Grandma Reimann quite like seeing her grandchildren parked in front of the TV during the day.
“You children, get outside!” she’d hiss, waving her arms at us, and flipping the TV off. “Go on! Go do something else!”
We’d all pry ourselves off the floor and start putting on our slippers. I wasn’t stupid. I would scoot quickly down the stairs, which were outside the house, and run to the other side of the yard.
But there was always that one dumb cousin. “There’s nothing to do,” he or she would grumble under their breath. I’d roll my eyes. Those were fighting words for Grandma. If you weren’t smart enough to find something to do, she’d have a list ready.
“Oh, you bored? You need something to do? Come ...” she’d say, heading toward Grandpa’s shed. The complaining cousin would soon find himself or herself with a rake (“Go get those leaves”) or toting a basket (“Go get the laundry and fold it. Go!”). The rest of us would quickly disappear.
Educator Fred Ende touches on this topic in our Chatter story today. He talks about how he had to pivot his summer plans when COVID invaded his family’s home. While his wife fought the virus at home, Fred and his daughters spent the weekend in New York City, taking in a play and then visiting the new Legoland resort.
He went and did something else. That's probably one of the best work skills we'll ever cultivate, right? Changing direction and being productive in that choice. Those that master this skill generally enjoy the new road.
But those that don't master it often find themselves toting a rake or basket they didn't choose.
Mahalo for the lesson, Grandma.
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