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Tag: human resources

Managing Summer PTO — 4 Easy Tips

For employees, summer is an opportunity to use their hard-earned paid time off (PTO). Employers can support employees in taking PTO, but they also need to keep in mind the impact on business. When too many team members are out at once, that can hinder collaboration and decrease productivity.

Fortunately, with proper planning, management can leave employees feeling satisfied and keep teams at peak performance. The keys to managing summer PTO are setting expectations, creating a system for conflict resolution, building a robust culture and encouraging communication.

READ: Navigating the New Era of Employee Engagement — Everything you Need to Know

Setting expectations around PTO

It is important for organizations with essential employees to establish not every team member can take PTO at the same time. As important as it is to allow employees to take their fully allotted PTO and respect previously approved PTO, except in cases of an emergency, employees should understand PTO is subject to their manager’s approval. When employees believe their PTO requests will be approved without exception, they are much more likely to feel disappointed or even angry if their requests are denied.

Setting expectations requires the employer to develop PTO policies and put a system in place for approving vacation time. Policies could establish a maximum number of PTO days employees may take in a row or over the course in a single month. In addition, a rollover policy can limit the number of days employees can roll over year to year, which can prevent employees from accruing an excessive number of vacation days to use at one time.

Create a system to address conflicts

Almost every employee may want to take summer PTO at some point. In many cases, requests for PTO may coincide with holidays like Memorial Day, Fourth of July and Labor Day. That can lead to multiple employees requesting the same days off. Managers may then have to decide the requests to accept or deny, which can lead to conflict between employees and their managers, and even between employees themselves.

Employers need to explain ahead of time how these conflicts will be addressed. Possible criteria include the date when the request was submitted, seniority, an employee’s previous PTO usage and how much PTO an employee has accrued. If PTO conflicts are resolved at a manager’s discretion, managers should be prepared to explain why one request was granted, while another was not. Transparency will make employees feel respected and increase their acceptance and understanding if their request is denied.

READ: 6 Ways to Create a Lasting, Thriving Company Culture

Build a strong culture

A robust corporate culture is another key element of managing summer PTO. When organizations embrace the values of transparency and work-life balance, employees want to step up to support their teams and feel able to relax and recharge throughout the year.

One culture-building tool for managing PTO is flexible summer scheduling. Employees may be permitted to work earlier or later hours than usual, or in another time zone from a vacation destination. These flexible schedules can show appreciation for essential staff and improve their work-life balance.

Some businesses implement half-day “summer Fridays,” weekly, bi-weekly or monthly. Typically, these half days are separate from accrued PTO and can be taken only once employees have completed their work and checked in with their supervisor. For essential employees, summer Fridays are a chance to relax without undermining business operations.

Encourage communication

Communication is the cornerstone of managing summer PTO for business success. Employees should not only communicate about PTO with their manager but should also communicate with one another about their plans. When employees discuss their vacations before finalizing their plans, they may organically discover and resolve conflicts without requiring a manager’s involvement. This is a best-case scenario for the entire team as employees feel engaged and respected by the process, and the manager does not need to spend time resolving conflicts.

Managers should also communicate with employees continually during one-on-one meetings throughout the summer to create a plan for fulfilling their duties. Especially when an employee is about to take a vacation of a week or longer, their duties will need to be delegated to a coworker. Employees should prepare documents overviewing protocols, if necessary, and meet with the team for a hand-off before their vacation. This is especially important if the employee expects to be in a remote area without cellular service or email.

READ: Exploring the Potential of AI Bots in HR — Tips for Leveraging Technology in Employee Communications

Summer is an exciting and relaxing time for both managers and employees. By focusing on expectations, conflict resolution, culture and communication, employers can avoid business slowdowns and maximize summer productivity.

Niki JorgensenNiki Jorgensen is a director of service operations with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. For more information about Insperity, call 800-465-3800 or visit www.insperity.com.  

What is a Professional Employer Organization (PEO)? — Understanding the Benefits of Co-Employment

Imagine an employee who receives their very first paycheck from their employer. Everything is to be expected, except one small discrepancy. To their confusion, the business listed on the check is not the name of their employer. What is the explanation? For the 15% of small businesses with 10 to 99 employees, the answer may be co-employment, according to the National Association of Professional Employer Organizations.

In co-employment, a Professional Employer Organization (PEO) becomes the professional employer of a business’s existing workforce, usually for small to medium-sized businesses of 10 to 5,000 employees. The business continues to fully control their organization and can outsource some or all of their HR burdens and liabilities, depending on their contract or client service agreement (CSA). These HR burdens can include payroll and tax filing, benefits administration, compliance, risk and safety management, human resources support and talent management.

READ: The Best Modern HR Strategies — Navigating Challenges and Embracing Opportunities

The following outlines what business leaders need to know about Professional Employer Organizations and when working with a PEO is appropriate. Several key considerations are the HR functions and outsourced employment responsibilities, questions to ask PEOs about capabilities and explaining PEOs to employees.

How to identify which functions can be outsourced

The first step for leaders in understanding PEOs is identifying where their business needs support. In many cases, small businesses choose to outsource the provision and administration of both employee benefits and payroll to a PEO. Because PEOs manage more than one business, they can give clients access to a wider range of benefit options, usually at better rates, than what businesses could access on their own.

This is because PEOs collectively represent a bigger group of employees than any one of those businesses on their own, granting PEOs the purchasing power to negotiate a lower rate. PEOs can provide a range of employee benefits including medical, dental and vision coverage, health care flexible spending accounts, retirement plans, life insurance and more. It is important to note, there is no agreement between the group of PEO clients, so employers are solely responsible for their own employees and do not take on the burden of the other businesses serviced by the same PEO. 

Leaders should also consider how PEOs could help save time and money through reducing administrative workload. Administrative HR duties like payroll processing can take up a significant amount of time for a business owner or an HR department. By outsourcing these duties, businesses can increase the productivity of their HR teams with the support of a PEO.

READ: AI in Employment — A Troubling Issue in the Hiring Process

How businesses can learn more about PEOs’ capabilities

Every PEO has a different approach to HR, making it imperative for leaders to choose a PEO that suits their needs best. Leaders need to understand the basics, like which services are included, what costs to expect, what technology or software the PEO uses and whether the PEO can provide professional development or employee benefits plans.

They also need to understand how their role will change regarding liability, taxes and regulations. PEOs mitigate a substantial amount of the risk and responsibility of being an employer. That includes the risks of handling payroll processing, HR administration and workers’ compensation. This reduced risk is one of the major benefits of working with PEOs, which usually have specialists on staff to monitor employer-related state and federal laws and regulations. PEOs should be able to clearly explain this transfer of risk and responsibilities.

Leaders often find it useful to compare several PEOs to one another and ask PEOs for references from businesses with a similar location, size and industry. If a PEO cannot share references, that might be a sign they lack experience or success in supporting small businesses. 

How to simplify PEOs for employees

Employees who have never worked with a Professional Employer Organization before may feel confused about the circumstances of their employment. Especially for businesses that transition to a PEO, there is a need to communicate carefully to avoid misunderstandings.

One of the most important factors to emphasize is that a Professional Employer Organization does not acquire or take over a business. Rather, the business remains in full control of its existing owners but outsources certain HR or employment duties, much in the same way some businesses outsource customer service support to a third party. It is also important to explain the benefits of PEOs for employees, including improved employee benefits, performance management support and greater access to training and development programs.

READ: 5 Tips for Overcoming Customer Service Obstacles as a Small Business

The bottom line

Any business that begins working with a Professional Employer Organization should also collaborate with their service team on communications efforts. A town hall with management and a PEO representative will allow employees the chance to ask questions and gain knowledge.

Contracting with a capable PEO can improve their productivity, increase their access to employee benefit plans and simplify their operations.

 

Niki JorgensenNiki Jorgensen is a director of service operations with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. For more information about Insperity, call 800-465-3800 or visit www.insperity.com.  

You’ve Heard of ‘Quiet Quitting,’ but What About ‘Quiet Leadership?’

HR leaders may be aware of quiet quitting, but there’s one cause of quiet quitting that’s going unrecognized: quiet leadership. Among other factors, quiet leadership can cause employees to disengage and quiet quit. Unlike active managers who follow and support the day-to-day activities of their team, quiet leaders have a hands-off approach to managing their team that is driven by end results and numbers. This approach can alienate workers who desire mentorship and guidance from their managers.

To address this issue, employers should foster active leadership within organizations so leaders proactively engage with their teams. The result for employers is a more engaged workforce who want to work for the company. Three strategies to accomplish that involve training frontline managers, helping employees plan for their future and focusing on culture.

READ: 4 Ways to Offer Wellness Tools and Retain Your Workforce

Train frontline managers

Frontline managers work with teams daily, which grants them a powerful influence over their team’s level of engagement. After being promoted during the pandemic, many frontline managers also received management duties for the first time. These newly promoted frontline managers may also feel anxious about meeting their targets and focus on end results over day-to-day team management. In some cases, that can create gaps in leadership and management skills, as well as quiet leadership.

The solution for businesses is adequately training frontline managers to support their teams. When an employee is promoted to a management position, they may think they know how to manage teams, but it may not be the most effective approach once they are in the trenches. Training programs, along with mentorship from more experienced leaders can help new managers adapt successfully.

Oftentimes, something as simple as a resource library or a book on management or leadership can offer important tips to managers who may not think to seek out resources on their own. Other organizations may choose to enroll frontline managers in a mandatory leadership program or conference to enhance their leadership skills and encourage management/upper-management check-ins to help improve their leadership styles.

Help employees stay engaged

The best employees are engaged employees who feel valued, know they are appreciated and see a future within the organization. However, if managers focus exclusively on the numbers at the end of every quarter, their quiet leadership approach can leave their team feeling as though they are only recognized for their production value, not the skills they bring to the team and organization.

Time within an organization can make employees short-sighted. Employees may focus on hitting their goals within a certain timeframe while neglecting the broader goals for themselves and the business. Eventually, organizations might find themselves with a lackluster leadership pipeline as employees become disengaged or lose the desire to grow within the organization.

Leaders and frontline managers, in particular, can avoid quiet leadership and lead proactively by helping employees plan. Check-ins and annual reviews both present opportunities to talk with employees individually, but group sessions can also be a helpful tool to overview various career paths within the organization. By encouraging a forward-thinking mentality, leadership can keep employees motivated to succeed individually and as a team.

Remember the importance of culture

Quiet leadership and corporate culture go hand in hand. When leaders focus exclusively on results, culture often suffers as a result. The impacts of a stressful or unsupportive culture may not become immediately apparent in the numbers, but if culture is left unattended for long enough, burnout, poor employee retention and low morale will lower productivity.

Leaders need to ask themselves whether they are focusing on numbers at the expense of their people. If they see signs of quiet leadership, like employees who feel excessively stressed about meeting their targets at work and who leave after one to two years on the job, that is typically a sign to shift leadership styles. 

In contrast to a culture where quiet leadership is common, a culture with proactive leadership will encourage employees to tackle new challenges, take appropriate time off and be transparent with managers regarding career support. Employees will appreciate and benefit from regular check-ins and consistent opportunities for growth. 

Quiet leadership is as much of a challenge as quiet quitting since both highlight management and culture challenges. Fortunately, leaders can confront this obstacle with ease by training managers appropriately, guiding employees and centering a strong corporate culture.

 

Niki JorgensenNiki Jorgensen is a director of service operations with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. For more information about Insperity, call 800-465-3800 or visit www.insperity.com.  

Navigating the New Era of Employee Engagement — Everything You Need to Know

Employee engagement is always important to keep a business running smoothly and successfully. In the time of The Great Resignation and “quiet quitting,” leaders must get creative. More attention must be paid to employee needs from pay to overall quality of life.

READ: 6 Ways to Find New Employees During the “Great Resignation”

Workplace health

Your job can impact your mental health and physical well-being. Employees are increasingly taking notice of how they feel at a job and factoring burnout and lack of support into their decisions to work elsewhere. The health of employees is vital from an ethical standpoint but also in order to preserve efficiency and productivity. If your staff is hurting, physically or emotionally, so will your bottom line.

Employee burnout results from putting too much pressure on employees and not providing enough engaging activities. Leaders should focus on integrating staff into the workplace culture and putting their health first. Productivity will follow inherently. For example, Colorado tech company, SumUp, emphasizes team events and has seen a shift in overall business success from doing so.

More employees work from home now than ever. In fact, Denver has the 12th largest remote workforce in the nation, when considering cities with 300,000 people or more. The number of people who work from home in Colorado jumped from 9% to 24% remote employees from 2019 to 2021. This is a massive change, and leaders should be aware of how this impacts employee health and engagement. 

For instance, working from home can exacerbate chronic pain from spending long hours at less-than-comfortable desks. Providing ergonomic home office accessories can help your employees live a healthier lifestyle while still being able to work remotely. This could include standing desks, ergonomic office chairs, or even blue light glasses that prevent eye strain. 

READ: Managing a Remote Work Team with Communication and Ease

Along the same vein, team events may need to be remote, but they should be plentiful, optional and engaging. Employees should want to come to work every day. Otherwise, they simply won’t — whether that’s physically or mentally.

Increased flexibility and transparency

When it’s tougher to get employees to “show up,” leaders have a responsibility to incentivize them to do so. Put your focus on the quality of life at work to inspire confidence in your company and workforce. One of the best ways to increase employee satisfaction and engagement is to trust them — and to encourage them to trust you.

Giving employees the autonomy to choose when and how they work can do wonders for your engagement rate. Adopt a more flexible schedule and don’t micromanage employees by tracking their every keystroke. You’ll be surprised how a little wiggle room encourages them to work more often and efficiently. And when they do, recognize their efforts companywide. 

Perhaps more importantly, treat employees as part of the team. This may seem obvious, but people value transparency in the workplace. Rather than being blindsided by layoffs or company policy changes, keep your workforce in the loop as much as possible. Some things are on a need-to-know basis, but be as transparent as you can as quickly as you can, and employees will respond positively.

Fair wages and benefits

This new wave of employees also expects to be rewarded fairly for their hard work. Only 32% of the current workforce believe their pay is fair. You can stand out from the competition by adhering to these expectations.

Pay staff as much as you can, because they are likely to shop around for a better offer somewhere else if they feel under-compensated. The internet has provided job seekers — and current employees — the opportunity to see how other employees are being paid within their industry. Make sure to offer as much as you can to show staff that you value their time and expertise.

This also includes benefits. Ping-pong tables and nap pods may look inviting when recruiting initially. However, long-term employees value tangible, useful benefits at the end of the day. Think about your unique workforce and what would benefit them the most. That can include stellar health insurance, a free gym membership or even flexible maternity and paternity leave policies.

READ: 5 Tips for Building a Strong Company Culture in a Hybrid Work Environment

Putting employees first

Above all, put your employees first. This seems cliche, but it takes a strong head and a big heart to lead in this new era of employee engagement. Ask for feedback, optimize your engagement strategies and constantly communicate in order to meet the unique needs of your staff. Your bottom line and engagement rates will thank you.

 

Indiana Lee Bio PictureIndiana Lee is a writer, reader, and jigsaw puzzle enthusiast from the Pacific Northwest. An expert on business operations, leadership, marketing, and lifestyle, you can connect with her on LinkedIn.

Embracing Neurodiversity in the Workplace: 5 Benefits of Hiring Neurodiverse Talent

Employment and the labor market are weird right now, right? Statistics demonstrate that only 62% of the labor force is participating. In Colorado, there are two jobs for every person looking for a job. Yet, companies everywhere are reporting a labor shortage and a lack of qualified applicants. In the skilled trades, only two individuals are replacing the five that retire, leaving an ever-increasing gap. Five generations are working together for the first time in history. Managers and teams are clearly struggling. But, here’s the question: Are these businesses considering actively seeking neurodiversity in the workplace?

READ: How Business Leaders Can Embrace a Multigenerational Workforce 

Some companies are getting creative working with non-profits and workforce development centers to develop paths for individuals moving into our great country and state, while others are working to give second chances to those seeking them. But what continues to surprise me, is that no one is looking at the neurodiverse community and embracing those that are neurodivergent. 20 percent of our population falls into this category! What’s going on? 

Colorado just become the first state to launch a Chamber of Commerce for this disenfranchised and underrepresented group in 2022 (The Colorado Neurodiversity Chamber of Commerce). That comes 34 years after the launch of the Women’s Chamber in 1988, and 59 years after the Black Chamber in 1963.  But in just a few months over 60 big companies have already taken notice and jumped on board. Companies like Charles Schwab, Keiwet, UC Health, Trimble, the Denver Airport, The Dumb Friends League, and more. 

They’re recognizing the possibility and trying to embrace it. Here’s the thing, Neurodiversity in the workplace already exists, and neurodivergent adults are struggling because companies don’t know what it is and how to support their employees that deserve the support enablers to be successful. 

READ: Veteran Unemployment — Untapped Workplace Resources

So let’s start — first, what is Neurodiversity?

Neurodiversity refers to the natural variation in human brain function and the ways in which people process information and interact with the world around them. It recognizes that there is a wide range of neurological differences that are normal variations of the human experience and that these differences should be accepted and valued as part of the diversity of the human population. The concept of neurodiversity includes conditions such as autism, ADHD, dyslexia, Tourette’s syndrome, and other neurological differences. It emphasizes that these conditions are not necessarily disorders or deficits but are variations in how people’s brains are wired.

Society should be more inclusive of people with neurological differences and find innovative ways to support their strengths and abilities. Also, we need to reject the idea that these conditions should be “cured” or eliminated, and instead promote acceptance and understanding of neurodiversity as a natural part of human diversity.

And as a business — why hire Neurodiverse talent?

Implementing neurodiversity in the workplace can bring a variety of strengths and benefits to your company. Here are a few examples:

Unique perspectives

Neurodiverse individuals often have different ways of thinking and processing information, which can lead to innovative problem-solving and creativity. Their unique perspectives can also help to identify new opportunities and strategies that may have been overlooked by a more homogeneous team.

Attention to detail

Many neurodiverse individuals have a high level of attention to detail and can excel in tasks that require precision and accuracy. This can be especially beneficial in fields such as engineering, data analysis, and quality control.

Loyalty and commitment

Neurodiverse individuals often have a strong sense of loyalty and commitment to their work, and can be highly dedicated and motivated employees.

READ: 5 Tips for Building a Strong Company Culture in a Hybrid Work Environment

Ability to focus

Some neurodiverse individuals have the ability to hyper-focus on tasks that interest them, which can lead to high productivity and efficiency in those areas.

Diverse skill sets

Implementing neurodiversity in the workplace can bring a wide range of skills and strengths to your business, including strong memory, spatial reasoning, pattern recognition and more.

The Harvard Business Journal did a study and found that neurodistinct individuals can be up to 140% more productive than their neurotypical peers and that’s good business.

There’s so much more to add but It’s time to start the conversation and become aware of this incredible group. They’re already in your organization. And if not, they should be. Hire them not as a DEI intuitive because your company, employees, and teammates deserve a culture of inclusivity and talent. 

Questions? Good! Let’s start the conversation and move forward together. 

 

Danny CombsDanny is the Founder of TACT – Teaching the Autism Community Trades. The states leading supported employment program. Additionally, he’s the Co-Founder of the Colorado Neurodiversity Chamber of Commerce, serves on the Employment Taskforce the for Autism Society of America, is an Air Force Reservist recognized in the Pentagon for his leadership and serves on the Diversity, Equity, and Inclusion Council on Buckley Space Force Base. Danny has a Master’s Degree in Education, is a Board-Certified Cognitive Specialist, a Certified Autism Specialist, also a Grammy Award Winner and a classic car junkie.

The Best Modern HR Strategies: Navigating Challenges and Embracing Opportunities

In recent years, HR strategies have drastically changed. From compliance regulations, COVID-19 and the shift toward remote work — as well as an increased focus on the employee experience — HR departments have been forced to constantly evolve. As the state of HR’s complexity increases, there are ways HR leaders can turn these challenges into opportunities.

READ: Veteran Unemployment — Untapped Workplace Resources

Workplace landscape 

One of the biggest changes the HR industry is dealing with today is adapting to the rapidly changing landscape of the workplace. The pandemic accelerated the movement toward remote work, and HR professionals have been tasked with managing a workforce that functions across different locations and time zones. This has required leaders to revise their HR strategies, putting additional emphasis on employee engagement, productivity and performance, while ensuring compliance in all municipalities and states.

Artificial intelligence (AI)

Artificial Intelligence (AI) has been on the rise and it has the potential to quickly change HR, recruiting and many other jobs across the board. While AI already has made a substantial impact on the HR profession by lightening the load of some administrative tasks, such as job descriptions and handbooks, it cannot replace the human aspects of positions, such as strategy and creativity.

HR professionals will be at the forefront of balancing the use of AI as a tool through policies and guidelines, for their own departments and overall organizations, but also, they will need to ensure human creativity and ingenuity is not lost with machine learning.

READ: Exploring the Potential of AI Bots in HR

Compliance

The constant in the HR industry over the past three years has been change, and it does not show signs of stopping.

Agile HR teams have managed fluctuating regulations and compliance requirements throughout the pandemic. Now, the federal and state employment laws and regulations, as well as changes to healthcare policies, benefits and workplace safety, continue to change.

Municipalities are passing pay transparency laws, companies with employees across the country must be compliant with each regulation and overtime requirements are constantly in flux. Staying informed on these ever-changing regulations can be a time-consuming and complex task but it is essential for HR professionals to keep businesses compliant. 

Labor

There is a juxtaposition among key verticals. Industries that experienced exponential growth during the pandemic, such as the tech industry, are downsizing their workforce. However, other industries are still experiencing a labor shortage. HR professionals today are working with the C-suite to either determine layoff alternatives or develop strategies to find candidates with alternative credentials to fill growing needs. Recruitment and retention strategies are top of mind for HR strategists today who want to keep employees happy who either remain with an organization post-layoff or within organizations that continue to struggle to find viable new hires. 

READ: How Colorado Can Make “The Great Reset” a Reality for a Disrupted Talent Pipeline

Opportunities for success

Despite these challenges, there are several opportunities for success.

First and foremost, HR professionals must continue to be adaptable and willing to embrace change. What holds true in HR today is prioritizing the employee experience and maximizing its power to create a positive work culture. Leaders should consider developing initiatives that target flexible work policies and procedures, wellness programs, career development and new strategies for communication and collaboration across different time zones. These efforts can result in a more engaged and satisfied workforce, which increases retention, but it also positively impacts the organization’s bottom line.

The bottom line

HR departments are the backbone of every organization. The current state of HR will continue to be dynamic and evolve as businesses adapt to numerous economic, social and technological trends. What is paramount for HR professionals is staying abreast of these changes and being strategic in the guidance they provide leadership. This guidance will help the business take care of its people, who are critical to its success. 

 

Niki JorgensenNiki Jorgensen is a director of service operations for Insperity, a leading provider of human resources and business performance solutions. For more information about Insperity, call 800-465-3800 or visit www.insperity.com.

How Civic Engagement Creates Quality Workforce and Informed Citizens in Colorado

A thriving economy depends on recruiting and retaining a quality, educated workforce. Recruiting and retaining a quality and educated workforce depends on building a community of informed and active citizens. So how do we build an informed and active society that can address these workforce challenges? Civic engagement.

READ: Guest Column — Helen Young Hayes Talks Talent Pipeline Disruption

Civic engagement is described as how individuals strive to improve the quality of life in their community by becoming involved in activities that address issues of public concern. Successful civic engagement initiatives are dependent on community members considering themselves to be an integral part of society and accepting a level of personal responsibility for addressing community challenges. Such people recognize the moral and civic impact of issues facing their own community and are willing to engage personally to correct them.

Colorado is fortunate to have organizations like Junior Achievement-Rocky Mountain (JA) and the Denver Metro Chamber of Commerce (DMCC) that lay the groundwork for individuals to engage and make a positive impact in their communities throughout their lives. Both offer educational programs that inspire youth and young adults to value civic engagement in overcoming the challenges our state faces.

Junior Achievement’s primary focus is to help young people ages 5 to 25 become more financially literate, work and career ready and — even better — able to start or run a business, should they choose that path. Personal finance, business ownership, or just having a good job are impacted by decisions made by elected and appointed leaders at every level of government.

This is why civics education is an area covered in JA’s learning experiences. We expect our young people to become adults who can make informed decisions about buying a home, saving for retirement, borrowing for college, or applying for permits and licenses to start a business. But this expectation should be accompanied with the knowledge needed to understand how policymakers and regulators influence these aspects of our daily lives. It is critically important that we all stay informed about how our government works and engage in democracy.

READ: What Are the Safest Industries to Start Your First Business in 2023?

Like JA, the DMCC promotes greater civics knowledge and civic participation with middle school students through the Metro Denver Civics Bee. But we continue learning throughout our careers, and Chamber leadership programs are transformative for adult business professionals who are looking to elevate their engagement in civic leadership.  We build and equip community champions through in-depth education and experiences with a close network of personal and professional relationships. 

The significant value that early and continued training in civic engagement provides our communities cannot be overstated. Informed and active citizens make for a strong state, a strong economy, and a strong workforce, and our continued prosperity depends on the strength of all three. 

 

Sengrwise046 CJjamentRobin Wise is the President & CEO of Junior Achievement-Rocky Mountain and J.J. Ament is the President & CEO of the Denver Metro Chamber of Commerce.

Exploring the Potential of AI Bots in HR — Tips for Leveraging Technology in Employee Communications

Artificial Intelligence (AI) bots have taken over the Internet. Beginning with the launch of ChatGPT from Microsoft, many professionals have explored the tool’s capabilities – which has HR leaders wondering about the applications of AI bots in their field.

With AI bots capable of composing emails and even lengthy articles, HR leaders can rely on them to generate first drafts of employee communications; however, they should keep a few key factors in mind.

READ: AI in Employment — A Troubling Issue in the Hiring Process

Leverage AI as a tool

Like any other technology, AI bots should be viewed as a tool that can make the jobs of HR leaders easier. In the past several decades, technology has revolutionized employees’ daily work lives many times over with computers, personal laptops, cloud-based systems, smart phones and more. The transition to each of these technologies involved a great deal of planning and, in many cases, hesitations from workers accustomed to the old way of doing things.

While it is impossible to predict the future of AI bots and HR, HR leaders should remember AI is yet another tool at their disposal. The impact of AI bots on HR will depend on how HR teams choose to use it.

There are many small ways that an AI bot could save time for HR leaders to focus on a task that requires a human touch. For example, when HR needs to focus on conflict resolution or teambuilding, which cannot be outsourced to AI bots, they can ask AI to generate the first draft of a job posting to attract qualified candidates. 

Develop a coherent and coordinated policy

Keep in mind, nearly every office worker will have the opportunity to use AI bots for some portion of their tasks. In some cases, workers may begin using AI bots to lighten their load without ever raising the subject with a manager. It is important for teams to discuss how they plan to use AI bots, not only to avoid pitfalls but to share best practices for improving efficiency. With productivity on the decrease in the past several years, AI bots could be one tool to halt the slowdown.  

READ: How to resist distraction and boost productivity

Even within the same teams, policies on AI bots may differ depending on what kind of work an employee is producing. For instance, HR departments may approve AI-generated internal communications but feel reluctant toward allowing employees to use AI bots for client-facing emails or public social media posts. It is important for organizations to establish the ground rules of AI use within the policy, such as when it is acceptable for use, how the content generated should be edited and outline the review process.  

Don’t lose the personal touch

HR leaders need to think about the right times to use AI bots – but also, the wrong times. Any discussion of a sensitive or personal subject should raise a red flag on the use of an AI bot to generate communications.

Even if the recipient of an email cannot tell it was written by an AI bot, they may feel differently once they find out the true author. That is often doubly true for emails and communications around sensitive subjects, such as the loss of a coworker, a round of layoffs or a national or local emergency. Using AI bots to write those types of messages can also turn into a PR disaster.

Employees take messages on sensitive matters to heart and may feel hurt, angry and even disrespected when they learn HR leaders passed off the words of an AI as their own, instead of thoughtfully engaging with the topic. It could be risky to generate a first draft of sensitive communication, even if substantial edits are made.

That applies not only to serious situations but also to moments for celebration, like a job offer or promotion. Write these communications without relying on an AI bot, or at minimum, use AI bot-generated copy in these situations as loose inspiration instead of a first draft. For now, employees are still growing comfortable with the use of AI, so the better choice is to write highly personal messages from scratch.

By thinking carefully about how they engage with ChatGPT and other AI bots, HR professionals can navigate this new technological territory with ease.

 

Sarah Grimstead HeadshotSarah Grimstead is a regional vice president with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. For more information about Insperity, call 800-465-3800 or visit www.insperity.com.  

AI in Employment — A Troubling Issue in the Hiring Process

After the Equal Employment Opportunity Commission recently indicated it intends to increase scrutiny over employers’ use of AI in employment, recruitment, hiring and disciplinary decisions, employers are well advised to do the same. Automation in employment decisions usually goes one of two ways — it mitigates or increases bias.

With 99% of Fortune 500 firms and 25% of small companies using some form of AI in their employment processes, employers of all sizes now face legal exposure that did not previously exist. 

READ: Artificial Intelligence and Automation in the Workplace

In its most recent public hearing, the EEOC hosted expert witness testimony on how AI may affect employer liability under the Americans With Disabilities Act, Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act, among other civil rights laws. The hearing comes on the heels of the EEOC’s announcement that its enforcement priorities for 2023-2027 include AI in employment. This priority is unsurprising, considering the EEOC recently sued three companies for using online recruitment software that allegedly automatically rejected otherwise qualified candidates because of their age and gender. In that same month, the EEOC issued guidance on how AI can exclude disabled workers. 

The potential implications of “AI in employment” are vast, but below are a few practices that, according to recent guidance, are likely to place employers in the EEOC’s crosshairs. 

Implicit bias in — disparate impact out

“Facially neutral” criteria can operate to exclude certain protected classes. When neutral policies/criteria disparately impacts employees of a protected class, the risk for a legally viable claim is high. Here are a few EEOC-provided examples of how this plays out in the AI sphere.

Many employers regard gaps in employment as a “red flag” and could ask AI to de-prioritize applicants with gaps. The result would likely exclude women (due to parental leave) and individuals with disabilities. 

READ: Veteran Unemployment: Untapped Workplace Resources

An employer could ask AI to prioritize workers in the ZIP codes near the work site. However, because of redlining, the employer may unintentionally exclude applicants whose families were historically forced to reside in other ZIP codes due to their race.

Personality tests have grown in popularity, but if an employer asks AI to exclude applicants who do not “exhibit optimism,” the test could screen out an otherwise qualified applicant with Major Depressive Disorder, which would violate the ADA. 

The AI as “decisionmaker” may be no defense in light of user preference adaptation.

Human intervention is not a cure-all, and machine learning could institutionalize existing practices. Here are a few examples.

If an employer identifies a group of “good” employees and seeks to hire individuals who display the same traits, automated machine learning and user preference adaptation may result in outcome replication. Employers will end up with workforces identical to their current ones, which could stifle innovation brought by new perspectives and perpetuate the underrepresentation of traditionally underrepresented groups and give rise to legal liability.

If an HR representative reviews applications and gives the “thumbs up” or “thumbs down” rating, the machine will learn and adapt to meet that HR representative’s preferences. However, the EEOC’s focus on the role unconscious bias plays in most of these assessments, backed by the well-established fact that humans tend to prefer people who are “like” them, means that AI’s “learned” preferences opens the door to legal liability. 

READ: How Business Leaders Can Embrace a Multigenerational Workforce 

While the use of AI itself will not get an employer in trouble, the EEOC has made clear that it is incumbent upon employers to educate themselves on the risks and benefits of such use and the potential processes and outcomes tied to it. “AI made me do it” will not be an effective defense. Employers should be prepared for increased scrutiny if they use AI, as the EEOC has indicated it is considering workplace audits for such companies, like those used in pay equity, as part of its “crackdown” on the unintended consequences of AI use. 

To say that AI and automated machine learning in employment is a nuanced topic is, quite frankly, an understatement. Technological advancement is ever-evolving, and the EEOC guidance likely will lag far behind innovation. However, there can be no doubt that employers who use AI may attract the attention of the EEOC. Employers need to ensure they stay proactive to detect insidious legal risks, lest they find themselves the “test case” to develop new laws. One of the best ways to stay ahead of the curve is to speak with experienced Labor & Employment counsel.

Davis CarissaReagan MelissaCarissa Davis, an associate in the Labor & Employment department, provides all-inclusive services involving federal and state anti-discrimination law, wage and hour law, and labor disputes and negotiations.

Melissa Reagan is a member in Sherman & Howard’s Trial department, where she is a member of the firm’s Data Security and Privacy group. 

 

4 Ways to Offer Wellness Tools and Retain Your Workforce

As labor shortages continue to impact companies across industries, businesses are shifting their focus to employee retention. According to Bank of America’s recent Workplace Benefits Report, 46% of employers have seen an increase in resignations over the past year while one in three employees have switched jobs or thought about switching jobs. Colorado’s labor force participation rate dropped to 69.2% in November 2022 and according to some media reports, Colorado’s unemployment rate could go to 9.4% next year. That’s why it’s more important than ever to retain your workforce.

READ: Guest Column — Helen Young Hayes Talks Talent Pipeline Disruption

Our research shows employees are significantly stressed by current economic conditions, leading to a decrease in their feelings of personal financial wellness. The percentage of employees who feel financially well hit a five-year low in July 2022. Perceptions of financial wellness are also impacted by ethnicity, gender, and generational factors. For instance, women continue to trail men in their feelings about financial wellness and preparedness, and employees of color report significantly lower feelings of financial wellness compared to white employees.

Many leaders already feel responsible for their employees’ financial well-being. However, as employers address record levels of turnover amid a period of economic uncertainty, it is more important than ever to provide additional support and resources. What can leaders do to retain their workforce? A vast majority of employers now say that offering financial wellness tools can reduce employee attrition, and wellness tools can help attract higher-quality employees. To help retain your workforce, you should consider the following:

Embrace employee financial wellness and expand support.

Given higher than usual inflation, employees are feeling the pinch financially. Employers should embrace programs, such as financial coaching and digital tools that help employees better plan and manage their finances. For example, 91% of companies see higher employee satisfaction when they offer resources to manage overall wellbeing. Companies that take it a step further and broaden their wellness programs to include mental and physical wellness resources see noticeable improvements in productivity, employee stress, morale, creativity, and innovation.

READ: The Top 5 Ways You Can Support Mental Health in the Workplace

Providing access to investment advice.

Employees are eager to invest and grow their wealth, which can be an intimidating process. Four-in-ten employees say they want access to advice from an investment professional. Armed with that knowledge, 62% of employers now offer employees access to investment advice services. Whether it’s an internal team or external partner, give your team the tools they need to feel confident in financial decisions.

Focusing on health care education.

84% of employers feel very responsible for their employees’ understanding of retirement healthcare needs and costs, and 89% of employers who offer Health Savings Accounts (HSAs) contribute to their employees’ savings. Yet, only 54% of employers communicate about these topics at least once a year. There’s a big opportunity to improve communication and educate employees about their healthcare benefits. Take the time to remind them about their options, especially as you gear up for open enrollment.

Equity grants are powerful recruitment and retention incentives.

As an employer, you have insight into compensation and should regularly review pay and conduct an equity analysis. 76% of employers believe equity compensation is a differentiator for employee recruitment and retention, and 44% of employees who participate in equity compensation plans say it was an important reason for accepting the job.

The Bottom Line

Employers serve as significant advocates for their company and work, which is why it’s important that they have the resources and tools to bring their best selves to work. Employers can help by taking the initiative and give your team the tools to not only survive but retain your workforce in this new world of recruiting.

 

New HeadshotTy M. Aslin is the Colorado Market Executive for Business Banking at Bank of America