Few Manhattan office workers have returned full time | Why employees don't apply for internal positions | N.Y. state law curbs employers' surveillance rights
Only 8% of Manhattan employees have gone back to the office full time, while 28% remain on a fully remote work schedule, according to the Partnership for New York City. The survey found that 78% of workplaces are now using a hybrid model, compared with just 6% before the onset of the pandemic.
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Employees might overlook opportunities to advance their careers by applying for open positions within their organization. Several issues can contribute to this problem, including a lack of awareness and support from managers.
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A high-deductible health plan with a health savings account component can be a valuable tool for employees dealing with a serious health condition such as cancer, writes Kevin Robertson of HSA Bank. Through decision support, comprehensive communications and a matching contribution model, employers can help staff members maximize benefits to address future medical expenses.
HR technology startups received more than $18 billion in investments last year, but their biggest challenge might be getting established companies to embrace and adopt modern HR tech. "It requires the HR professional articulating the business case for this new technology, and we unfortunately haven't been accustomed to doing that successfully," says Joey Price, CEO of HR consultancy Jumpstart HR.
Leaders who can read nonverbal cues have a leg up in nurturing effective relationships, especially if they also show care and concern for others, give sincere encouragement and understand people's motivations, writes Krista Brown. "Ask 'why' repeatedly as you learn to understand the motivations behind people's actions," Brown writes.
Creativity. Going against the grain. Moves like this are what separates companies that just get by and those that skyrocket to success.
We see this in today’s Leadership & Development story about MB Group, the financial services firm that ditched time sheets for its workers. It’s a bold move. Billable hours is standard practice in professional services, but Susan Bryant saw it as a barrier for the culture she wanted to create in the firm.
So they transitioned. And success quickly followed. Work culture changed, employee retention improved and the business showed growth.
How do you foster bold, creative moves in your workplace? How do you encourage your workers to swing for the fences with (and let you know about) their ideas? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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