With 2022 here, this interesting briefing shows 15 key predictions leaders should look out for in the year, with a greater focus on how hiring would change, new ways of exploring L&D, and more on the engaging roles for HR leaders.
Here are the top 5 trends:
#1 The economy will grow—with a constrained labour force
#2 Hybrid work will evolve: enter the metaverse
#3 Learning, skills, and career pathways will become business-critical
#4 Coaching will develop PowerSkills in everyone
#5 Talent acquisition and internal mobility will converge
The workforce in 2022: 15 trends that will shape hiring, learning, working, and more
Honesty isn’t always the policy that hybrid workers follow
Did you know that employees are more than twice as likely to keep quiet if they had issues with their colleagues and managers while working in a remote environment, than if they were working face to face?
Hybrid working and rotating shifts could mean seeing a number of your colleagues less frequently and, with that, having fewer chances of engaging in open and honest conversations.
In a recent study, this decrease in communication negatively affected the way employees opened up about issues at work. When employees evade conflict, they also tend to experience: 1. More stress (23%) 2. Wasting more time (21%) 3. Lower morale (21%) 4. Lower productivity (14%)
Among the most common sources of annoyance are: 1. Poor performance 2. Behaviour concerns or violations 3. Perceived bias and inequities 4. Failure to meet deadlines, budgets, project specifications, etc. 5. Concerns about team strategy
Here are 8 tips on How to Handle Conflict in the Workplace 1. Talk with the other person 2. Focus on behavior and events, not on personalities 3. Listen carefully 4. Identify points of agreement and disagreement 5. Prioritize the areas of conflict 6. Develop a plan to work on each conflict 7. Follow through on your plan 8. Build on your success
It’s no secret mental health of employees and managers alike has suffered as a result of the pandemic and its effects, such as home isolation and news fatigue. So much so, that the topic is finally out of the shadows and becoming a conscious point of discussion in leadership meetings.
As such, it’s a good time to take stock of how HR managers can measure mental health, be it to identify employees potentially suffering or to ascertain if the programmes initiated have made a difference.
Social listening research by Koa Health, supplementary to its report commissioned to Censuswide, has interviewed 1,004 HR managers in the UK and US from companies of 250+ employees, to understand the tactics deployed by HR to measure employee mental health. The HR managers interviewed spanned 17 sectors, including retail, technology, law, finance and insurance.
The following are the eight most popular ways for HR and line managers to measure employee health:
1. Regular one-to-one check-ins with line managers
A recent survey by Joblist found that the average time employees went without speaking to their managers (6.1 days) and fellow co-workers (5.4 days) were quite lengthy. This can be detrimental to both the employee and their work. The survey pointed out remote employees who felt unseen were more likely to experience feelings of burnout, imposter syndrome — which translates to feelings of inadequacy and self-doubt — and loneliness.
2. Regular one-to-one check-ins with HR teams
The way to overcoming the stigma associated with mental illness is stop treating it as a taboo. Speak about it candidly and help those who are struggling realise they are not alone. Read 9 more tips to improve mental health
3. Uptake of therapy, resources or mental health subscription apps
Did you know? Parents working at Hibob get access to a unique platform where they can hear lectures on relevant parental challenges and how to address them, set time with specialists for advice on managing parenting right now, and connect with other parents to discuss best practices. Employees also benefit from access to the app Headspace to help them recharge their energy and maintain positive mental health. Every little bit helps.
4. Uptake of employee assistance programmes (EAPs)
Read about how Verizon safeguards employees’ physical and mental wellbeing through access to 24-hour counselling service, daily webinars from the CEO, an employee assistance programme, a Covid support team set up by HR, meditation and mindfulness sessions and mental health webinars.
5. Anonymised data from mental health apps
Being in quarantine can bring up a range of emotions and it can be a stressful time. Ensure that your employees are aware of the support resources available, be it through mental health app subscriptions, in-house counsellor support and links to resources. Here is some advice on managing employee health during times of quarantine.
6. Regular staff-wide anonymous surveys
At Hewlett Packard Enterprise, in last year’s internal company survey, 91% of HPE employees globally reported that they agree that their health and wellbeing has been the company’s top priority. This is how surveys can help gauge the employee pulse. Find out more here.
7. Ad hoc surveys or ad hoc pulse checks through managers or HR
When asked what makes a manager special, aka the top traits of a good manager, employees said they are looking for someone who genuinely cares about their subordinates’ work-life balance; has a positive attitude and a good sense of humour; and supports the team members and has their back.
8. Participation in team socials
Always remember that frequently saying “thank you” can go a long way. Appreciation can be as simple as a mention at a staff meeting or as involved as a nomination of your team for internal and external awards. If they do something well, take notice. If you implement ideas submitted by your team, give them credit.
It’s no secret mental health of employees and managers alike has suffered as a result of the pandemic and its effects, such as home isolation and news fatigue. So much so, that the topic is finally out of the shadows and becoming a conscious point of discussion in leadership meetings.
As such, it’s a good time to take stock of how HR managers can measure mental health, be it to identify employees potentially suffering or to ascertain if the programmes initiated have made a difference.
Social listening research by Koa Health, supplementary to its report commissioned to Censuswide, has interviewed 1,004 HR managers in the UK and US from companies of 250+ employees, to understand the tactics deployed by HR to measure employee mental health. The HR managers interviewed spanned 17 sectors, including retail, technology, law, finance and insurance.
In the ranking for overall work-life balance, however, Singapore came in #18 out of 50, while Hong Kong ranked #45; Bangkok, Thailand ranked #49, and Kuala Lumpur, Malaysia ranked #50 with a score of 50.
Raise your hands (virtually, as we’re now used to) if this has happened to you – you’re working on a pressing project and you want to make progress so badly, you don’t realise the time passing. Before you know it, it’s dark outside and you’ve just worked a 12-hour day. If that is you, then you might be working in one of the top 10 most overworked cities identified in this current research: 1. Hong Kong (29.9%) 2. Singapore (25.1%) 3. Bangkok, Thailand (20.2%) 4. Buenos Aires, Argentina (19.9%) 5. Seoul, South Korea (19.5%) 6. Tokyo, Japan (18.3%) 7. Houston, Texas, US (16.6%) 8. Kuala Lumpur, Malaysia (16%) 9. Calgary, Alberta, Canada (15.5%) 10. London, United Kingdom (15.4%)
Cities with the best work-life balance: Helsinki, Oslo, Zurich rank in the top three.
Here are 8 ways to help you reduce or stop working long hours: 1. Begin with the end in mind 2. Identify the value-adding vs. the non-value adding 3. Prioritize 4. Plan 5. Delegate 6. Focus 7. Avoid distractions like social media, web surfing and emails 8. Set a deadline on your tasks
In best of times it is a challenge to lead and communicate effectively when working across cultures. With most of us still working remotely to a certain extent, a new relationship has developed between managers and employees. While it provides employees flexibility, and allows managers to exercise a more hands-off approach; it also makes it tougher for employees to get noticed and for managers to keep an eye on everything going on.
A recent survey by Joblist found that less than one in seven employees felt their manager is doing a good job at making them feel visible and connected. This can be detrimental to both the employee and their work. Remote employees who felt unseen were more likely to experience feelings of burnout, imposter syndrome and loneliness.
Here are 3 tips for leading high-performing cross-cultural virtual teams: 1. Help ensure that every team member is included when forming a common approach. Don’t allow sub-groups to dominate the process. 2. Put team agreements in writing (a Team Charter) to act as a reference point. 3. Monitor and communicate team results and help build team pride. Revitalize team energy and commitment especially if the team meets infrequently.
For some, the lack of work-life balance is a deal breaker
The COVID-19 crisis has proven to be exceptionally challenging for 60% of working parents who have been feeling burnt out in the past year. The figure is slightly higher than the general population (56%) who have gone through the same ordeal, according to a study from remote jobs platform FlexJobs.
More than 1,100 working parents (living with children aged 18 or younger) shared their challenges in caring for their family while responding to the demands of their job during the pandemic. Despite work remaining steady for some (43%), others reported childcare duties have affected their career:
21% reduced their hours
16% quit their job but plan to return to the workforce
4% had their partner reduce their hours
2% quit their job and do not plan on returning to the workforce
2% had a partner who quit their job
These abrupt changes to their working arrangements and overall career paths have created a ripple effect on their personal health. Three in five working parents, on average, suffer from burnout while two in five believe their mental well-being has declined since the start of the crisis.
For HR leaders, one of the strongest indicators of how working parents see career challenges differently is their emphasis on work-life balance. The study found: “82% of working parents say work/life balance is the most important factor they consider when evaluating a new job, unlike the general population, which ranks salary (80%) as most important.”
However, in working remotely, some parents have felt that they have been unable to unplug after work or that they have been working too much (40%) while others said they have been coping with non-work distractions (36%). Flexibility around their work hours could help them establish a rhythm while working remotely, respondents said.
“Parents say flexible schedules and working from home full-time have the greatest impact on their ability to manage their professional and childcare responsibilities,” the study found. Regarding their work preferences, some said they want a flexible schedule, retaining some control over when they work (26%). Meanwhile, others want to work from home on a full-time basis (25%).
How to identify and eradicate toxic workplace vibes
To quote the late, great, George Harrison: “Gossip is the Devil’s radio.” Even so, that doesn’t stop it being a staple part of everyday life. As a society, we love to talk. In fact, research from Captivate found that the average person spends 40 minutes per day gossiping. We revel in hearing secrets and telling tales to friends – and, for the most part, it’s all just harmless fun. However, when we start bringing gossip into the workplace the ramifications can be toxic. Negative office gossip can cross the line into harassment and bullying – leading to high turnover rates and poor team morale. Here, HRD will explore some ways you can confront and dispel toxic office gossip in your organisation, before it goes too far.
Dust off your office policy book
Negative gossip presents itself in many different ways. Often, it’s so underhanded that it’s near impossible to detect – however, the repercussion can easily be seen in a morale and productivity nosedive. Once someone brings the issue to your attention it’s important to act fast. Start your internal investigation by looking into your organisational policy. If the gossip is of a disparaging nature, it could constitute bullying – which is, in some cases, cause for termination. However, if it’s just general griping, then the issue could stem from recent leadership mishaps.
Pinpoint the underlying cause
Once you’ve uncovered the problem, it’s time to don your deerstalker and pipe, and discover the root cause. Rather than gossip about their peers, employees normally target their anger towards seniority. Research found that the majority of gossip is directed towards the management team (44%), followed by the CEO (34%), then clients (31%), and, worryingly, their HR department (20%).
What’s sparked this sudden miasma of negativity? Has there been some controversial hiring or firings? Has the pandemic upended bonus structures? Has HR become even more stringent in their monitoring practices? Once you start digging a little deeper, the real reason for the bad vibes will become clear.
Try a coaching approach
It’s tempting to call out the gossiper and confront them publicly – but that really won’t resolve the issue. Instead, pull the person aside and ask them if there’s anything they’d like to discuss with you. Tell them that you’re concerned there’s been a negative atmosphere in the office lately – and ask them their thoughts on the cause.
There are countless comparisons between an effective leader and a mere manager. A common visual you’ll find splashed across the internet is a split image of a scenario handled by two different individuals: a ‘boss’ and a leader. The boss is typically seen barking orders at employees who are expected to lug the weight of the boss, while the leader is seen down on the ground with employees doing the grunt work and leading them on which way to go.
The image portrays how a leader gets involved in the work and stays focused on inspiring performance, while coaching the best out of the team. Additionally, leaders tackling today’s complex set of challenges are expected to embody a more human-centred model of ‘responsible leadership’, according to a World Economic Forum (WEF) study. Instead of just generating results for the business bottom line, leaders are required to showcase capabilities across five attributes:
Stakeholder inclusion – Leaders need to ‘safeguard’ trust, showcase accountability, and create positive impact for all. This requires considering diverse stakeholders when making decisions and fostering an inclusive environment where diverse individuals have a voice and feel they belong.
Emotion & intuition – Unlock commitment and creativity by being truly human, showing compassion, humility, and openness.
Mission & purpose – Advance common goals by inspiring a shared vision of sustainable prosperity for the organisation and its stakeholders.
Technology & innovation – Create new organisational and societal value by innovating responsibly with emerging technology.
Intellect & insight – Find better paths to success by embracing continuous learning and knowledge exchange.
Younger workers especially believe that leadership decisions in the coming decade will require a balanced approach that cuts across all five areas. All this doesn’t mean that financial performance is no longer vital to business success. In fact, the study found that responsible leadership is linked with higher financial performance. Companies that showcase higher levels of innovation and trust outperform competitors financially, research showed. HRD finds out what it really takes to be a great leader in today’s disruptive world.
Able to manage change
In a study by Deloitte, about three in five executives said that leadership was important to prepare for unknown futures – the top-ranked priority for supporting preparedness in a crazy, uncertain world. “And while much of leadership has historically been about setting direction and ensuring compliance, now effective leadership is shifting to preparing for the unpredictable by coaching, teaming, and fostering workers’ ability to learn and adapt,” wrote the study on global human capital trends.
According to Deloitte, effective leaders are the ones who consider the following:
Job evolution: How often are jobs changing, which ones, and to what degree?
Future workforce readiness: How ready is the team for the future of work? How do you close any capability or skills gaps?
Change ability: Are you and the team able to quickly adapt to change?
‘Future leader’ readiness: Do your leaders have what it takes to succeed in the future?
As disruption becomes the norm, leaders who showcase the potential to succeed in their roles are the ones who can collect real-time information, reassess the company’s and employee needs, and translate it into ‘meaningful action’.
A good communicator
And with constant change, leaders need to be adept at developing trust. The best way to do it? Through clear and effective communication. Unfortunately, Edelman’s annual trust barometer this year found that over half (56%) of employees mistrust business leaders. Regardless, companies have emerged the most trusted institution (61%), compared with governments, with employees citing communications from ‘my employer’ as their most reliable source of information.
Despite this, Adrian Warr, CEO of Edelman Hong Kong and Taiwan, market growth Thailand explained that it’s okay if a leader is not a ‘great communicator’. He said that many individuals get promoted into leadership roles because they’re brilliant at their jobs or simply “fantastic people”. “They don’t all have to be great communicators, but they have to have an authentic style of communication,” Warr told HRD. “Doing what’s right for that leader and the type of company is far more important than following some kind of formulaic approach.”
Good communication also needs to be relevant. “It’s about understanding,” he said. “It’s very basic communication stuff but it’s communicating in a way that’s relevant to your audience rather than the business.”
Can you do in 20 hours what you do at 40 hours a week?
The capitalist logic that working longer hours equals greater rewards continues to haunt the modern worker. In our daily grind, many have had to sacrifice precious time – for family and friends, and other equally meaningful life projects – just to get a chance at financial freedom later in life. But is working hard really the only way to live “the good life”?
“The bad news is, it’s not true – but also the good news is, it’s not true,” said Steve Cook, entrepreneur and author of Lifeonaire: An Uncommon Approach to Wealth, Success, and Prosperity.
Myth #1:Working hard means working A LOT. “Cut down the hours you work, but make sure every hour counts,” Cook advised. “I find that most entrepreneurs are at their highest efficiency if they work four hours a day, give or take an hour. Beyond that, their productivity diminishes substantially.”
Myth #2: If you work hard now, you’ll have a great life in the future. It’s good to want to build a stellar career, but don’t forget to enjoy life in the present either.
“When you are busy living a life trying to keep up with the Joneses, you’ll have to work so much to make ends meet that you may miss your kids’ formative years,” Cook said. “That’s time you can never get back. It’s far better to keep your needs low. Without a huge mortgage, extravagant vacations, and two car payments, you can live on less and spend quality time with your children now when they need you the most.”
Myth #3: Not working much is the same as being lazy. People who succeed at cutting down their work hours may sometimes feel they aren’t doing enough. “They used to work 50-plus hours per week and now they are working only 20 – and by the way, they’re usually making more. Only now, they feel lazy,” Cook shared. His advice is to find new pursuits, hobbies and causes that make them feel engaged and empowered.
“I’m 100% for hard work,” he said. “But instead of working constantly, I work less. And I give it my all in the short period of time that I do work. That short time of efficient work produces much more than most people do in their overdrive 60-hour work weeks. If you are giving your all during the short period of time that you work, you will see a massive shift in your productivity.”
Grow Money, Love, Health and Wellness @ GTPGlobal 
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