Along with health insurance and other traditional benefits, employees are beginning to demand everything from more comfortable work spaces to em??ployer practices that nurture the psychological well-being of the workforce.
A report by food services and consulting giant Sodexo has identified eight workplace trends?including a few you might not have considered?that offer a glimpse at the personal and professional benefits that could become standard fare at organizations that aim to recruit, retain and engage today?s best job candidates.
1. Diversity pays
The most diverse businesses have the largest pool of job candidates to choose from. The Sodexo report notes that several studies have linked gender diversity?especially when women are in top management positions?with better financial performance.
2. Intangibles are real
Employees want flexibility, recognition for a job well done and decision-making authority almost as much as they want money. Simple perks like the opportunity to attend a conference or join an important committee can make an employee happier, more loyal and more eager to please.
Tip: Don?t rely on money alone to prompt desired behavior. Encourage managers to discover what is important to each of their employees, and use that knowledge to craft nonmonetary ?bonuses? that employees will work hard to earn.
3. Well-being is essential
Research shows a link between employee well-being and performance. Effective organizations have cultures that en??courage trust, openness, fairness and respect among employees, and between bosses and workers. They work to in??crease employee involvement, invest in employees? health and safety, offer development opportunities, promote work/life balance and recognize em??ployees? contributions.
Tip: Broaden your definition of employee health to include mental health and overall well-being. Seek benefits that reflect that ethos.
4. Pay for productivity rising
It?s replacing pay for hours worked. That?s crucial when employees work remotely, where bosses can?t easily supervise them. Aligning the reality of a virtual workforce with the business objectives of the firm is a huge challenge for HR pros?and for the man?agers whose employees work off site.
Tip: Train your managers how to engage, motivate and incorporate teleworkers into the team.
5. A good environment is vital
Employees often judge an employer?s commitment to employees by the quality of the work space. The message to staff is, ?You?re on your own? if you put off repairs or don?t offer a break room with basic amenities like a coffee pot and refrigerator. (In-house cafeterias and gyms are strictly optional.)
Tip: Consider the first impression your workplace makes on a prospective employee.? A building that is too hot or cold or that looks shabby can leave the would-be new hire with the perception that your company doesn?t care about its employees.
6. Design drives productivity
Good work-space design reflects the kind of work to be done, allowing for collaboration, social interaction, privacy, quiet and supervision.
Tip: When you design or redesign the areas where your employees work, get employees involved. Have architects and designers meet with employees at every level to talk about how they work and what they need and expect from their work spaces.
7. Flexibility is mainstream
It?s no longer a special program for working moms. Flex improves productivity and employee engagement and lowers turnover. It?s so engrained in many corporate cultures that they don?t consider it an employee benefit anymore. It?s just a normal part of doing business.
Tip: If your organization yanked flex during the recession, it?s time to restore it. As hiring picks up, companies that allow telework, flextime, part time, compressed or reduced workweeks, job sharing and other nontraditional work arrangements will have a competitive edge.
8. A mix works best
Workplace solutions are most effective when they work in tandem.
The Sodexo report identifies ?solutions? as everything from IT to workplace design to HR initiatives to wellness. In their own silos, each solution is limited.
Organizations that integrate their efforts to create a positive environment for employee engagement consider the physical workplace, the way employees work and their health and social needs before making changes or starting something new.
Tip: Include employees in the conversation about any proposed solution to a problem that stems from employee behavior?like lack of engagement, low productivity or high turnover. You might be surprised by how well they can solve their own problems, given the chance.
Engaged employees add to bottom lineIt?s no surprise that underpaid, underappreciated employees tend to slack off on the job more than their better-motivated co-workers. But the performance gap between ?engaged? and ?disengaged? employees might startle you: | |||
| Engagement element | Disengaged employees | Engaged employees | Difference |
| Provide enthusiastic referrals | 11% | 97% | 86% |
| Will stay for less money | 9% | 92% | 83% |
| Will stay for two years | 29% | 92% | 63% |
| Highly motivated to work hard | 34% | 98% | 62% |
| Go extra mile for customer | 56% | 96% | 40% |
| Source: National Workforce Engagement Benchmark survey | |||
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trina andy roddick rob dyrdek gavin degraw gavin degraw dwts oberon
