US managers want consequences for remote workers | Payroll is becoming more strategic, engagement-driven | NLRB to Starbucks: Reinstate union-organizing workers
Seventy-seven percent of US managers think a refusal to return to the office should be met with punishment such as pay decreases, benefit losses and termination, according to a survey by GoodHire. This is despite 73% of the same participants saying productivity had either remained stable or increased during remote working, and Max Wesman, GoodHire's chief operating officer, notes the situation "has to have an impact on employee morale."
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Systems and practices to manage payroll are seeing some changes to boost security and engagement as well as help employers compete for talent. Trends focus on paying staff via mobile wallets, adding mobile platforms for on-demand payroll information, implementing next-generation technological advancements and transitioning payroll from merely an operational function to a strategic one.
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The most dangerous statement that can be made at work is "Not my job," writes Keith Keating, who explains how that attitude can hamper learning, limit careers and highlight employee disengagement. Keating offers tips to anyone who has felt tempted to say those words, advising, "[H]elp when your schedule allows you and show that you care about collaboration and organizational success."
Labor Secretary Marty Walsh is holding a series of retirement roundtables. The discussions, which started Monday and included elected officials, business leaders and others, aim to focus on retirement security and areas for possible reform, including auto enrollment, portability of retirement benefits and converting lump sum payouts into lifetime income.
Fifteen leaders from a variety of sectors share the best lessons they have learned upon overcoming a challenge. "By taking the time to learn regularly, combined with an open mind to re-learn as needed, I am more likely to stay ahead and thrive in the ever-changing world," says Fehzan Ali of Adscend Media LLC.
I was chatting with a gal yesterday about her workplace. She’s a successful media professional with more than 20 years experience in her industry. She's respected by her peers and clients.
We were talking about hybrid work and she let me know that her company has refused to adopt any version of it for the majority of its workers. A handful have been granted exceptions. The rest must begin and end their days in the office and if they have children, they must make day care accommodations for them.
Seriously?
“Well, Kanoe, that’s how things were before COVID hit. People worked in offices and had to get day care for their children," some tell me.
Actually, some companies were already offering remote and hybrid work options to their employees before the pandemic. Those organizations didn’t lose a beat when the pandemic forced a work-from-home model. Others figured it out and did fine.
I know this WFH topic has been argued ad nauseam, but I feel compelled to address it again, since it’s running as our top story today and so many managers are against it.
People who want to work remotely or in a hybrid environment are not looking for a way to slack off or stay in their pajamas all day. And they’re not all hermits who are allergic to people. Employees requesting a more flexible workplace often want to ease certain stressors and better balance their home and work lives.
For instance, child care. Child care is costly. Parents who can work from home part time can alleviate some of this cost burden. They can also eliminate (or reduce) the 5 p.m. battle in rush hour traffic to pick up their child on time.
Another example. Pandemic-era instruction took its toll on students’ mental health. Many, many parents I know are trying to spend more time with their children to offset the impact of the forced isolation and virtual-schooling challenges. That’s stressful enough. Add to that managers who insist workers return to a physical office full time and stress levels quickly spike.
(To be clear, I’m not just talking about families who have messy lives. Student mental health challenges are no respecter of persons. We’re seeing the issue strike families from all socioeconomic sectors. It’s a widespread issue, meaning there’s a good chance someone in your organization has a situation like this at home.)
GoodHire Chief Operating Officer Max Wesman says he doubts that companies will take drastic steps -- firing workers, reducing pay, eliminating benefits -- to force employees back to the office.
Sorry, Mr. Wesman, but it’s already happening. I personally know several people -- many of them women -- who work in organizations like this and their stress levels are climbing. So is their desire to work elsewhere.
We have to do better.
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