Category: Thought Leadership

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

At first glance, some may dismiss company culture as touchy-feely stuff. But when you dig deeper, you’ll find that company culture is actually the driving force for business success. It shouldn’t just be left to happenstance – it calls for thoughtful, deliberate action.

 What is company culture?

Company culture is the sum total of your organization’s:

• Core values and beliefs.
• Practices and procedures.
• Rules and policies.
• Programs and initiatives.
• Priorities.
• Expectations.
• Ethics.
• Working and leadership styles.
• Employee attitudes and behaviors.
• Social order.
• Customer service approach.
• Community service approach.

There’s hardly an aspect of your business or a part of each employee’s day that culture doesn’t permeate.

Culture is all the things that make your company what it is and help you deliver on your promise to customers, partners and team members.

You can also think of it this way – your culture is your organization’s unique identity and personality. When people think of your organization, certain attributes may automatically come to mind.

Why company culture matters

Culture impacts the:

• Morale, engagement and satisfaction of your workforce (whether your people feel like they’re in an environment in which they can thrive).
• Cohesion and harmony among employees.
• Leadership style in your organization, which has an effect on the relationships between managers and employees.
• Willingness of your organization to embrace change and evolve and adapt to new circumstances.
• Innovation and creativity of your workplace.

In turn, all of these things influence:

• The quality of employees’ work and their productivity.
• Employee retention and turnover.
• The ability of your organization to operate smoothly with minimal disruptions.
• The reputation of your organization.
• The competitiveness of your organization in attracting and recruiting talent.
• Whether your organization grows, increases revenue and maintains profitability.

The bottom line: companies with a great culture have fewer people-related problems, perform better and are generally more successful.

Increasingly, human resources (HR) professionals and company leaders understand that culture is the top recruiting and retention tool any organization has at its disposal, especially in a highly competitive talent marketplace that makes it harder to find top-tier talent and keep them for the long term.

As employees evaluate their options, culture is the big differentiator when all other things—like salary and benefits—are equal.

After all, everyone wants to feel happy, fulfilled, included, appreciated and valued in the place where they spend most of their time: at work. It’s human nature.

What company culture looks like in action

Company culture is something that you can actually observe in real time. Walk in the door of any workplace and watch for how:

• Employees go about their day to day and get their work done.
• Employees speak with customers.
• Colleagues interact with each other.
• Managers and employees interact.
• The company and individual employees respond to any challenge, from a minor hiccup to a major crisis.
• The company expresses an openness to change and new ideas – even if it runs counter to long-held beliefs.
• People speak up and share their ideas or feedback willingly – if at all.
• Employees talk about the company – especially when they don’t think an authority figure is listening.

You’ll witness a dynamic that’s either:

• Uplifting, inspiring and functional.
• Toxic, demoralizing and dysfunctional.
• Somewhere in between.

Must-have workplace qualities for a great culture that aligns with current employee expectations

So, what attributes do you need to focus on as you ponder your own company culture? What do most employees today want?

1. Prioritization of people

The most successful cultures put people at the forefront. We call this a people-first culture.

This means that your organization understands that people are the heart of your company and are the foundation for any success you achieve.

Knowing this, your company should do everything it can to:

• Show that you care about them as human beings – beyond the value they bring to the business through their knowledge, skills and experience.
• Support and empower your people to do their best work and accomplish their goals – both at the company level and the individual level.
• Preserve their wellbeing so they can bring their best selves to work.
• Express gratitude for their efforts.

As examples, a people-first culture is reflected in:

• Competitive compensation.
• Comprehensive, high-quality benefits.
• Promotion of workplace flexibility and work-life balance, including remote/hybrid work, flexible scheduling and accommodation of personal needs and obligations.
• Commitment to continuous learning, training, and development.
• Rewards and recognition.
• Wellness programs and employee assistance programs.
• Shift toward a “human leader” style of management.

2.  Psychological safety and sense of belonging

It’s imperative that each employee feels:

• Included within their team.
• Confident enough to be their authentic self at work and accepted for who they are.
• Competent to carry out their job responsibilities.
• Trusted to do their work autonomously, without excessive oversight.
• Comfortable using their voice to ask questions, share ideas, disagree or offer concerns, without fear of intimidation, retaliation or humiliation from their manager and peers.
• Able to engage in healthy debate aimed at discovering an optimal solution.
• Secure enough to sometimes take certain risks in their work to accomplish lofty goals – even though taking risks means sometimes they will get it wrong. Mistakes shouldn’t be viewed as failures, but reframed as opportunities for growth and development.
• Safe enough to talk to managers about personal challenges or request help.

3. Connectedness and collaboration

Employees should feel that they are on a team, with everyone: 

• Supporting and helping each other.
• Working toward shared goals.
• In pursuit of a larger purpose.

4. Transparency

Secrets, gossip and exclusion are the drivers of a toxic workplace.

A transparent workplace values honesty and open, timely communication with employees about matters relevant to them and their roles. Your workplace should prize transparency because it fosters trust and integrity and bolsters feelings of respect, inclusion and connectedness within employees.

Additionally, transparency can level the playing field and put everyone on the same equal footing.

5. Respect for others

A healthy culture prioritizes treating others with respect. Nothing will hurt morale and retention faster than an environment in which people feel constantly belittled. Respect in action can be big or small and look like:

• Demonstrating basic courtesy toward others.
• Asking others for their opinion or feedback.
• Listening to and championing the ideas of others.
• Using everyone’s time wisely.
• Addressing any issues with those involved and not anyone else.

6. Trust

Employees need to feel safe with each other in sharing ideas and exploring new ways of working and accomplishing tasks – and know that others are there to support them. In a healthy culture, people can rely on each other without fear of reprisal or ridicule.

Trust is also an essential component in the relationship between managers and employees. For example, trust enables:

• Delegation of more responsibilities, which boosts employee confidence and allows them to gain the experience necessary to grow in their careers.
• Granting employees the greater autonomy they crave.
• The flourishing of flexible workplaces.

7. Openness to change

Nothing stays the same forever. The conditions surrounding businesses are always in flux, whether it’s the passage of a new law, the introduction of a game-changing technology, or a market shift.

Furthermore, companies themselves change over time as they grow. What your company once was may not be what your company is about today.

Companies can’t be so beholden to outdated practices or fearful of change that it holds them back, causes business to suffer or repels employees. Instead, companies that seek out and embrace new ideas are better poised to take advantage of lucrative opportunities.

They can also adapt more nimbly in response to unexpected changes that could otherwise threaten their business. As part of a culture that embraces change, employees should be imbued with a mindset of resilience to help them cope and adapt well even when changes are undesirable at first.

8. Consistency and fairness

Everyone should be treated the same and be subject to the same policies, whether they’re senior leadership or interns. Toxicity starts when people sense favoritism, discrimination or feel like there’s a special class of employees who don’t have to play by the same rules.

How to get started establishing your company culture

Here are the steps you can follow to achieve a great company culture at your business.

1. Lay the groundwork

It all begins by defining what your company stands for. The cornerstones of your company are:

Mission: Your mission statement tells the world – your employees, customers, vendors and everyone else – why you’re in business.

Vision: Your vision statement describes your company’s future aspirations in a way that motivates and resonates emotionally.

Values: Your core company values tell the world what you believe and how your employees will behave.

Employee value proposition: This explains to employees why they should want to work for your company. What’s in it for them? What makes your organization unique and appealing to its people?

These things influence every decision and action taken by your company.

Especially when your company is under pressure and facing challenges, they act as your guidepost and keep you on track.

2. Take the temperature

Here’s the thing: you already have a culture, whether you realize it or not. The question is, how do employees feel about it? Do they feel your culture is positive or negative?

Smart leaders understand that if they don’t evaluate how their workforce perceives their culture, they’re already behind their competitors and missing out on opportunities and talent.

Before you make big decisions or change anything, be sure to ask for your employees’ input and feedback. After all, they have to live with the results.

Your employees are a great resource in finding out where you’re lagging behind in the company culture department and identify opportunities for meaningful improvement.

You can do this by:

• Talking to employees one on one.
• Issuing climate surveys (preferably anonymous and administered by a third party to get the most honest answers and highest participation rate).
• Conducting townhalls or focus groups.

Some sample questions and topics covered in a climate survey:

• Is your opinion valued?
• How many times in the past three months has your supervisor recognized you for something done well?
• Do you have the resources and tools you need to do your job?
• Do you feel like your manager listens to you?
• Do you feel like your benefits are competitive?
• Are you satisfied in your job?
• What change would you like to see in your workplace?

How many employees participate in the survey can be telling. If there is a lot of distrust in your organization, the participation rate among employees is going to be pretty low. That’s a red flag.

If you ask for employee input, commit to doing something with the results. Either implement some suggestions or communicate why you’re unable to take certain actions. If your employees offer feedback and feel it’s ignored, it will underscore any reason they may have for being disengaged.

Employee feedback can be eye-opening and affirming. What you thought would be a marginal issue may rank higher for your employees – and what they find compelling may not have registered high on your meter.

This isn’t a one-time exercise either. Maintain an open-door policy and encourage ongoing feedback. If your culture is healthy, people will come to you with concerns or suggestions. Silence is another red flag.

3. Get leadership on board

Be sure that your major stakeholders, including senior leadership, support the type of culture you want to implement and are willing to lead by example and enforce the culture.

This is because everything, including culture, starts at the top of your organization. To get buy-in from your entire population of employees, the values and behaviors you want them to adopt must be modeled by leadership. Every day, your leadership needs to walk the walk and champion the culture you want everyone else to embody.

How your management team acts is the litmus test for employees. You don’t want your employees to be able to say: “Well, they say it. But they don’t do it.” In that scenario, they’ll get the impression that everything you say about culture is just lip service.

4. Hire for cultural fit

It’s easier to implement a culture if your employees are already naturally inclined to follow it.

Fill the ranks of your workforce with people who are a strong cultural fit. This means that they align with your organization’s mission, vision, values and professional ethics, and have a similar outlook on the company’s trajectory.

However, this doesn’t mean that everyone has to think and act exactly the same. To allow for enhancements to your organization, also see if new hires bring something new to the table that’s currently missing. This could be a fresh perspective, new experience or a different approach to problem solving.

5. Live your culture every day

This gets back to the discussion of consistency. Everyone, at all organizational levels, must adhere to the company culture for it to be accepted, felt and effective.

• Communicate regularly about your culture. Culture is a living element, not just written ideals that live only in a handbook or on a poster.
• Reference your culture in job postings and throughout the recruiting process.
• Emphasize your culture from day one of each employee’s tenure.
• Incorporate culture into employee recognition and performance evaluations.
• Lean on culture to handle interpersonal conflict and other challenges.
• Knowing that culture is dynamic, revisit it regularly and refresh it as needed, in response to evolving internal and external conditions.

6. Maintain culture

Your culture will, ideally, position your company for growth.

But as your company grows, don’t neglect your culture. Have a plan in place for how you’ll maintain your culture and overcome common issues such as:

• Rushed hiring process to scale quickly.
• Increased workload and stress on existing employees.
• Infrastructure failures in the face of larger volumes and additional complexity.
• Change resistance.
• Unclear responsibilities or expectations.

Remember – lean on your culture to guide your organization through challenges and times of transition.

Summing it all up

Your company culture isn’t a minor feel-good initiative that you think about only to check a box or be trendy – it’s vitally important to the engagement, satisfaction and productivity of your people and the success of your organization as a whole. Your culture has the biggest impact on your employee experience and is your strongest differentiator in a competitive talent landscape. To get started, focus on the workplace qualities that we’ve highlighted in this discussion and follow the steps we outlined. 

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

Employee wellness has become a core part of the modern workplace. As expectations shift, many workers now consider mental health, work-life balance and overall wellbeing just as important as salary and job security. In response, employers are investing more in wellness programs not just as perks, but as strategic tools for retention, productivity and employee satisfaction.

Why employee wellness programs are worth the investment

There’s a growing body of evidence that employee wellness programs are important and deliver a valuable return on investment (ROI).

When done well, employee wellness programs can:

• Improve employee health, which can help companies contain health insurance costs
• Decrease absenteeism and, therefore, increase productivity
• Boost morale and employee engagement
• Show employees they’re valued, which can strengthen loyalty and improve retention

According to an employee survey conducted by the Society for Human Resource Management (SHRM), 62% of employers consider wellness initiatives to be “very important.” In fact, wellness programs ranked within employers’ top six benefits.

The existence of employee wellness programs may not necessarily make or break a job offer, but they can certainly set your company apart for job candidates when all other factors are equal. In a job market tilted in favor of employees and applicants, a comprehensive and well-executed wellness program may very well tip the scales in your favor.

With this in mind, whether your company has instituted an employee wellness program or you’re thinking about doing it, you may wonder:

• How do I confirm that what my company offers is desirable to employees?
• How does my company’s wellness program stack up against our industry peers and competitors?
• What changes do I need to make so my employees are happier?

How employee wellness programs differ from traditional employee benefits

First, let’s clarify how wellness initiatives are different from standard employee benefits, such as 401(k) retirement plans, paid time off (PTO) and various types of insurance (health, dental and vision being among the most common).

Employee wellness programs encompass any activity or initiative related to employees’ overall health and well-being, both at work and outside work, including:

• Physical health
• Mental and emotional health
• Social health
• Financial health

These initiatives are designed to:

• Educate employees on various health- and wellness-related topics
• Promote positive, healthy behaviors on a consistent basis
• Motivate employees to make changes to improve their personal situation, if needed
• Provide resources that employees can access for more assistance or in-depth information

The overall goal of any employee wellness program is to enable employees to bring their best selves to work, with the potential for sickness, chronic poor health, stress, anxiety or other distractions significantly reduced.

FAQ: Building a strong employee wellness program

What should a foundational employee wellness program include?
At minimum, your program should address the key dimensions of health—physical, mental, emotional, social, and financial. A solid foundation typically includes:

• A self-assessment tool
  This asks employees a series of questions about their health, habits, and lifestyle, then provides a snapshot of their overall well-being. Many health insurance carriers offer this type of tool.
• Wellness resources and education
  General tips on nutrition, sleep, stress management, and exercise help employees adopt healthier habits over time.
• An employee assistance program (EAP)
  EAPs offer confidential support for issues like grief, mental health, substance abuse, family challenges and more – making them a critical mental health resource.
• On-site clinics or health screenings
  These services can make it easier for employees to prioritize health when it’s convenient and appropriate for your business.

How do wellness programs help employees take action?
Wellness initiatives should do more than check a box. The best programs:

• Educate employees on important health topics
• Promote positive, consistent behaviors
• Motivate employees to make lifestyle improvements
• Offer resources for deeper support or follow-up

Do I need legal guidance before launching a wellness program?
Yes. Especially if you plan to collect health data or track metrics, consult legal counsel to ensure compliance with relevant laws and protect employee privacy. And remember—participation should always be voluntary, not required.

Examples of advanced wellness program ideas

Want to take your employee wellness program to the next level? Here are some of the latest workplace wellness trends that have paid off for some companies:

• On-site fitness centers or paid gym memberships
• On-site massages
• Meditation or rest spaces
• Various health and fitness challenges, with rewards for meeting goals
• Additional resources and support for working parents and other types of caregivers
• Coaching on financial well-being, including guidance on making smart financial decisions
•  A set number of catered meals for employees each week or month – or even just providing healthy snacks

How can you benchmark your employee wellness program?

It can be challenging to find data to compare because companies:

• Don’t always participate in surveys, which is how comparison data is typically gathered
• Can have complex, dispersed (national or even international) operations, and their wellness programs can vary according to location
• All differ based on unique business factors, their workforce and budgets

Other than reaching out directly to individual corporate HR departments to inquire, pay attention to other companies’ job postings and see what they advertise to candidates. You can also review the careers section of other companies’ websites to see the full list of their programs and benefits, if available.

The reality is, there aren’t any etched-in-stone standards. Rather, employee wellness programs tend to be company specific. The exact mix of wellness features that your company provides will largely depend on three factors:

• Your employee population
• Your budget
• Your values

Focus on your company – what makes sense and is working well, what your employees want and what you can afford.

Get started by surveying employees to find out what they like or dislike about your company’s wellness program, as well as any other features or services they’re interested in. You can also provide a tool that allows for ongoing feedback, such as an email inbox dedicated to employee suggestions or a form on the company Intranet.

The true employee wellness differentiators: company culture and good leadership

An employee wellness program is just one piece of what improves working conditions and appeals to new hires, but it’s not the end-all, be-all.

A “competitive” employee wellness program won’t add much ROI if caring about your people isn’t already ingrained in your company culture, core values and leadership.

For an employee wellness program to feel authentic and be meaningful, it should be apparent that regard for employees’ wellbeing permeates every aspect of your company, from the top down.

Consider what your company’s core values are and whether anything important is missing. Assess whether your people practice these core values daily.

Leaders in your organization should consistently display certain behaviors such as:

• Practice servant leadership – the elevation of team members’ needs above the leader’s and acting as a facilitator and resource in helping employees reach their goals.
• Communicate transparently.
• Build trust and respect.
• Regularly check in with team members on an individual basis to maintain a pulse on what’s going on with them personally and professionally, and find out where they may need help.

Especially in our rapidly changing workplace in which more people work remotely or feel compelled to sit at a computer all day, be mindful of the little things that can improve your employees’ day and alleviate stress. Examples:

• Evaluate the frequency and length of videoconferences – and whether the camera needs to always be on.
• Encourage employees to step away periodically for breaks or to get outside.
• Set boundaries that preserve work-life balance.

Other ways to promote employee wellness at work

Aside from the implementation of an employee wellness program, there are other ways and areas in which employee wellness should play an important role:

• Regular assessment of benefits, especially regarding increases in PTO – many employees cite additional leave to rest, recharge and focus on personal matters as one of their most coveted benefits
• Regular evaluation of workplace policies – and how those policies could be relaxed or altered to benefit employees without negatively impacting your business
• Integration of workplace flexibility, intended to bestow employees with more autonomy over where and how they work
• Training and development
  • Help employees navigate difficult situations and cultivate a mindset of resilience
  • Foster emotional intelligence, which can help employees better understand themselves as well as others, and improve interpersonal relationships
  • Ensure there are ample opportunities for employees to learn and grow in alignment with their goals
  • Regularly discuss with employees their career aspirations and goals
• Team-building activities

The bottom line: It’s the day-to-day employee experience that matters the most. When everything else at your company is outstanding, the employee wellness program should be the cherry on top.

Key takeaways for building a meaningful employee wellness program

• Wellness programs are valuable—but not standalone solutions.
  A wellness initiative is most effective when it aligns with your company’s culture, values, and leadership behaviors. It should feel like a natural extension of how your organization cares for its people.
• Your culture and leadership will make or break the program.
  Even the best-designed wellness program can fall flat without a supportive, people-first culture and leaders who walk the talk. Employee well-being must be part of your day-to-day experience—not just a line item.
• Start with the basics, then evolve based on employee needs.
  Offer a foundational set of resources, like an EAP, wellness education, or health screenings. Then ask employees for feedback and explore enhancements that fit your workforce and budget.
• Focus on impact over comparison.
  Benchmarking can be helpful, but your program doesn’t have to look like anyone else’s. What matters most is whether it meets the needs of your people and aligns with your broader business strategy.

Want to learn more about building benefits and programs your employees will value? Download The Insperity guide to offering irresistible employee benefits.

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

In the world of human resources (HR), certain terms are thrown around casually and used interchangeably. Prominent examples of such terms include HR operations and HR administration.

These two terms are closely related and often overlap, but don’t mean precisely the same thing. Yet, you know they’re both vital to your company running smoothly and meeting its business goals – to say nothing of staying out of legal trouble and achieving your organization’s people strategy.

What is HR operations?

Between the two, HR operations is the broader term.

HR operations is the big umbrella that encompasses HR administration along with HR infrastructure, both of which support the delivery of HR services and the execution of HR strategy across organizations.

Some examples:

• HR service delivery models
• HR workflows
• HR processes
• HR policies
• HR tools
• HR systems and technology, such as a human resource information system (HRIS) or human capital management (HCM) software

It’s all about how HR services are structured and delivered for maximum effectiveness – and how to make these services more efficient, effective and accurate.

What is HR administration?

Meanwhile, HR administration is a narrower term.

HR administration is the delivery of HR services within your HR operations. Whereas HR operations is the how, HR administration is the actual doing.

Thus, HR administration encompasses everything we typically think of as tactical HR – all the core, day-to-day, employee-facing tasks that are essential. Without them, your HR department simply can’t function – even for a very short time.

Some examples:

• Filing employee paperwork
• Maintaining employee records and databases
• Processing payroll
• Handling taxes
• Enrolling employees in benefits plans and administering benefits
• Ensuring compliance with labor laws

Putting HR operations and administration together

As you can see, HR strategy – the broadest and highest-level objective – sits on top and is supported by HR operations, followed by HR administration. On the flip side, HR administration – though the narrowest and most specific in objective – makes it possible for HR operations and HR strategy to be executed at all.

To clarify the differentiation between these two terms further, let’s draw a simple analogy.

If HR operations is the busy kitchen of a popular restaurant — with all the well-established processes, workflows, top-notch appliances, and essential tools needed to prepare five-star meals at scale — then HR administration is everything that brings the meals to life: the recipes the chefs and line cooks follow, the prep cooks plating the food, the servers delivering it, and the finished meals themselves. It’s the execution, the output, and the human touch that keep the whole system running.

Key roles in HR operations

The next question: Who in your organization is vital to the execution of HR operations and administration? And what do these roles entail?

The most critical roles in HR operations bridge the gap between strategy and administration. They manage the workflows, tools, and systems that support daily work, and ensure HR services are delivered effectively and consistently.

• HR Operations Manager – Oversees HR workflows and service delivery; manages teams and ensures alignment with business needs.
• Technology Systems Manager – Implements and maintains HRIS/HCM systems; ensures data accuracy and system performance.
• HR Data Analyst – Analyzes employee data for trends and insights; supports strategic planning with metrics.
• Compliance Specialist – Ensures HR policies follow laws and regulations; monitors risk and updates practices.
• Training and Development Specialist – Designs and delivers employee training to close skills gaps and support growth.
• Compensation and Benefits Specialist – Develops pay structures and benefits packages; maintains market competitiveness.
• Talent Acquisition Specialist – Sources and screens candidates; manages hiring strategy and recruitment tools.
• Employee Relations Specialist – Fosters engagement and morale; handles grievances and internal communication.
• HR Project Manager – Leads projects focused on HR process improvements and employee experience.

Key roles in HR administration

These roles ensure the daily execution of HR tasks that keep the department functioning.

• HR Administrator/Coordinator – Manages employee records, processes changes, and supports HR systems.
• Compliance and Records Administrator – Maintains compliant employee files; tracks required certifications and documentation.
• Payroll Administrator – Processes payroll, manages tax withholdings, and ensures compliance.
• Benefits Administrator – Manages enrollment, life event changes, vendor communication, and employee support.
• Time and Attendance Administrator – Verifies time tracking, manages leave accruals, and ensures legal compliance.
• Onboarding and Offboarding Administrator – Coordinates new hire and exit tasks, including paperwork and system access.
• HR Support Assistant – Handles basic employee inquiries and provides admin support for the HR team.

Best practices for HR operations and administration

The next question: Which practices, at minimum, should your organization focus on to do HR operations and administration well and keep the business on track?

1. Embrace standardization

As much as possible:

• Create and maintain clear standard operating procedures for core HR processes and workflows.
• Use consistent templates and forms for employee paperwork.
• Use checklists to ensure required tasks are completed, in the optimal order.
• Establish comprehensive programs for activities like onboarding, training and development, or recognition and rewards.

This ensures a consistent experience for stakeholders – in particular, an equitable and fair experience for employees – while promoting compliance and reducing the risk for errors, omissions and other legal missteps.

2. Leverage technology to digitize and automate work

Deploy HR technology (an HRIS or HCM software) to help your organization:

• Further standardize processes, workflows and forms.
• Reduce the potential for errors in HR data and reporting.
• Decrease manual effort by automating certain administrative tasks, which enables your personnel to save time and re-focus their effort on more value-add, strategic activities.
• Streamline HR processes and workflows for greater efficiency and fewer redundancies.
• Track employee progress through key HR events throughout the employee lifecycle.
• Stay on top of deadlines.
• Offer faster and better employee support. In some cases, employees can resolve issues independently, in less time, through a self-service portal.
• Identify and resolve compliance risks before they become bigger problems.
• Gain deeper insights about the workforce.

3. Keep data accurate, secure and private

Maintain accurate and up-to-date employee data and legally required employee paperwork.

• Enter information correctly and in a timely manner.
• In the event of any changes, update employee information promptly.
• Document every interaction with an employee. This is especially important for issues such as discipline and terminations.

Follow best practices for workplace cybersecurity.

• Store employee data and documentation in a secure digital system (your HRIS).
• Limit access to sensitive employee data to specific HR roles.
• Require enhanced security measures to authenticate users and verify access permissions.

These measures put your business on confident footing when it comes to compliance and protecting employees. They also enable you to make the most informed HR and organizational decisions possible.

4. Upskill and cross-train HR personnel

Although it’s common for HR personnel to specialize in a certain area of focus, your HR department should prioritize employee development while incorporating flexibility and agility into its structure. This means that everyone needs to be aware of what their HR colleagues on other functional teams are doing and everyone should be trained to carry out these tasks as well. It also means that HR staff should be encouraged to expand their knowledge and skill set to include brand-new information.

Upskilling and cross-training HR personnel helps your organization:

• Close skills gaps.
• Eliminate points of failure in processes and workflows.
• Shift people resources efficiently, when needed.
• Remain at the forefront of HR trends and remain competitive in the larger market and industry.
• Reduce the risks for mistakes, errors and instances of non-compliance associated with outdating methods of service delivery.
• Reinforce its commitment to continuous learning for all employees, not just the non-HR workforce.

5. Collaborate across HR functions and business units

HR teams shouldn’t operate in silos based on specialty or role. Get your team members talking to each other across HR functions and even business units across the company and maintain open lines of communication. This helps your organization:

• Ensure that all individual work supports overall department and company efforts.
• Aligns daily HR tasks with overall HR and business strategy.
• Leverage feedback and lessons learned from various teams to improve performance of other teams, and contribute to overall refinement of HR service delivery.
• Promote idea sharing and innovation.
• Uncover new ways for HR to assist business units.

6. Conduct internal audits for compliance

How do you know how vulnerable you are to an external audit? Furthermore, how can you understand in advance how well your company would perform in a hypothetical audit? The answer is to conduct internal HR audits routinely to assess:

• How well employee data is structured and organized, and how easily accessible these files are
• How thorough your documentation is
• How rigorously your HR personnel adhere to processes and workflows
• Whether you find errors or inconsistencies
• How you perform for key HR metrics

7. Commit to continuous improvement

Every successful HR department is committed to improvement in performance and service delivery and needs goals to work toward. Track key performance indicators (KPIs) and HR metrics as an objective way to measure performance, identify opportunities for improvement and set realistic and achievable short- and long-term goals.

8. Prioritize the employee experience

Much of your HR work is centered on a big goal: improving the employee experience for your workforce. This is directly tied to higher employee engagement and improved retention.

• Reduce potential points of friction for employees. Make certain tasks – for example, filling out paperwork, enrolling in and managing benefits, or requesting PTO – as easy, quick and hassle free as possible.
• Prevent errors or delays in payroll and tax withholding.
• Use technology for the routine activities, but don’t sacrifice personal human interaction for other instances in which a face-to-face conversation between employees and HR representatives may be more appropriate and empathetic.
• Be accessible and available to answer questions. Let employees know how to reach you with questions or request assistance with a task.
• Practice transparency and share as much information as you can with employees.
• Take specific actions that drive employee engagement and retention, such as:
  • Reviewing compensation structures and benefits offerings regularly.
  • Establishing channels for employees to provide feedback and report concerns.
  • Delivering training and development in short and easily digestible bursts, using different media to suit a variety of learning styles and preferences.
  • Target leadership training on cultivating the skill sets that employees prefer and that are considered important for modern managers.

The future of HR operations and administration

While the foundational aspects of HR operations and administration will remain important, how they’re executed is shifting. Certain factors are reshaping the HR landscape.

Greater adoption of automation and AI

HR departments have already largely embraced HR technology that makes their jobs easier, saves time and improves the employee experience. Expect the use of automation and AI to expand even further into additional HR applications. Also expect:

• More integration and collaboration between different HR functions using HR technology and other communication platforms.
• Smart systems with built-in compliance checks and audit trails.
• Updates to policies and processes to automatically sync across handbooks and forms.
• AI-supported accuracy and anomaly checks for improved risk management.

Greater reliance on data for decision-making

Data will be leveraged for more advanced analytics – even predictive applications like forecasting turnover, skills gaps, workforce needs, best leadership candidates and biggest retention risks. With this quality of valuable intel, organizations can shift their HR function into proactive, strategic mode and enhance competitiveness.

More personalized and carefully shaped employee experience

HR will become less transactional and more about designing a complete and seamless employee journey in which each interaction between an employee and the company is carefully mapped – from the first impression as a job candidate in the application process to onboarding, development, engagement, retention and exit. This journey will be marked by more personal support and proactive communication.

Summing it all up

Although often used interchangeably, HR operations and HR administration play distinct yet complementary roles in supporting a successful HR strategy. HR operations provides the structure, systems, and workflows that enable consistent service delivery across the organization. HR administration brings that strategy to life through the day-to-day execution of essential tasks and employee interactions.

Together, they form the backbone of an effective HR function. In this blog, we’ve explored the definitions of each, the critical roles that support them, the best practices that drive efficiency and compliance, and the evolving trends shaping their future. To dive deeper into how HR administration and operations supports broader initiatives like your HR strategy, or more importantly, your people strategy, download: The ultimate people strategy playbook: Building a winning workforce.

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

Fact: Uncertainties and changes are givens in the workplace.

It’s not a question of if your business will encounter a significant disruption, but when and how often.

Are any of these issues sounding familiar lately?

• Potential tariff impacts
• Potential recession or inflation
• Risk of funding losses (particularly for non-profits reliant on government contracts)
• Evolving legal landscape
• Broader changes in the cultural and political landscape
• Shifting market conditions (changes in customer needs and behaviors or entry of new competitors)
• Rise of technologies that render some products, services and skills obsolete or redundant
• Geopolitical instability that can affect everything from supply chains to energy costs and overseas operations
• Ever-present threat of major crises (examples: natural disaster, pandemic or safety incident)

What most of these issues plaguing business share in common is that they aren’t single, short-term episodes with a clear beginning and end. They’re more like rolling obstacles that can flare up and recede – or, at least, become better managed – over time, with the potential to evolve and cause further complications at some undetermined point.

Now is the time to prepare – before your business is in the throes of a disruption. After all, you can’t just hit the pause button and take your time to figure things out when the going gets tough. The world is fast paced. Customers move on, employees move on. In extreme cases, exposure to risk, liability or financial devastation can end your business.

Engaging in business continuity planning and ensuring business readiness are part of any responsible risk-mitigation practice. That is, how will your business overcome challenges, adapt to new circumstances and maintain operations despite volatility?  

A critical element of this is thinking through how to respond to multiple business scenarios.

This is your guide for building a business readiness strategy that holds up no matter what.

What is scenario planning?

When a disruption impacts your business, there may not be a single, clear-cut result. Often, many things could conceivably happen. And situations can fluctuate.

Scenario planning is simply examining what the future may look like and preparing your business to thrive in the midst of it and, ultimately, outlast it. You’re anticipating what could happen and developing plans of action so your business can navigate these different paths effectively.

In this exercise, you’ll ask yourself questions like:

• What outcome is most likely and least likely to happen, versus which outcomes are merely possible and exist somewhere in between these two extremes?
• Which factors are in my control and out of my control?
• Which aspects of my business are most vulnerable, and what are the solutions for reducing risk?
• Do any gaps exist in my workforce? How can I prepare my people?

Advantages of scenario planning

1. Scenario planning is an opportunity to shift from a reactive to proactive approach while promoting flexibility and resiliency.

Engaging in this exercise can help you to adopt a mindset of resilience in which your tolerance for uncertainty and ambiguity increases along with your confidence. Having a plan – and a few back-ups – automatically makes you feel more in control and increases the likelihood that your business will successfully respond to disruptions.

• You can challenge your assumptions about what business as usual will look like going forward.
• You can avoid being caught unprepared for a situation you didn’t foresee.
• Your thinking can shift from a pessimistic, fearful state toward considering what’s possible, embracing new opportunities and fostering creativity and innovation.
• You can become less rigid about how things were done previously and more flexible about how things can be done in the future.

2. Scenario planning encourages more informed, strategic decision-making.

This activity nudges you to look farther into the future – perhaps 12 to 18 months out – and take a strategic, visionary approach. You’re not engaging in a knee-jerk or shot-in-the-dark reaction to a disruption – you’ve anticipated a variety of scenarios, studied their potential outcomes, readied your organization and can execute efficiently based on the information you’ve gleaned. With this level of preparation, the odds that your organization will make a misstep are greatly reduced.

3. Scenario planning minimizes risk exposure.

The worst impacts of a disruption – for example, higher costs, increased turnover, loss of funding, fewer customers or government investigations and penalties – won’t be felt at your organization as deeply if you’ve prepared in advance.

4. Scenario planning widens your company’s competitive advantage.

This activity can help you stay ahead of your competitors and become more nimble and innovative. It can also help you respond and adapt to changes even sooner.

How to plan for multiple business scenarios

Step 1: Assess the nature and extent of uncertainties.

Get leadership and all relevant parties together to assess the situation.

Examine the externalities that are out of your control:

• What’s going on in the industry?
• What are the political, social, economic, legal, technological and environmental considerations?
• Discuss the opportunities and threats your company faces. This is a great time to conduct an updated strength, weaknesses, opportunities and threats (SWOT) analysis.

Talk to suppliers, customers and competitors to solicit their opinions and recommendations.

Review what you learned about your company during the disruption and discuss its internal state. This analysis could center on:

• Capabilities
• Challenges
• Staff level and skills
• Workplace culture
• Mission, vision and values
• Organizational structure
• Leadership (especially their performance during the disruption)

Consider what may not be the same going forward. This could include your:

• Business model
• Business processes
• Workflows

What are the cost impacts of making these changes?

In general, what are you most optimistic about?

With all this in mind, consider the likely future direction of your business.

• Will your business continue, for the most part, as it was pre-change?
• Will your business branch out in a new direction?
• Will you start a completely new business?

Each of these options requires varying levels of organizational- and change-management skill, time and resources across people, processes and systems.

Everything discussed at this stage – an analysis of internal and external conditions, as well as the potential future direction of your business – is a jumping-off point in brainstorming scenarios.

Step 2: Identify the most likely scenarios and develop strategic postures for each.

As you build your portfolio of scenarios, solidify how you can best implement the scenarios given the assets you have. Consider which assets you need to focus on and develop further.

The ideal number of scenarios is three. The maximum number is about five. Too few scenarios put you at risk of being insufficiently prepared and results in mere stopgap solutions that have to be constantly revisited. On the other hand, too many scenarios could mean you’re bogged down in the planning stage and are becoming slow to execute.

This shouldn’t be a lengthy, overly complicated process that hinders your business’ forward momentum. Identify the factors that are most relevant to your business, make plans that address these issues [SC1] and take action.

Step 3: Actively manage the strategic direction while maintaining the flexibility to shift.

Remember, your business may go through several cycles of disruption. This is why you need to be open to reconsidering and adapting your approach as needed. A flexible and agile mindset can increase your odds of success.

Continue to practice robust management:

• Communicate with your team about all changes.
• Engage your team and help them to develop a mindset of resilience.

As long as your business remains in a disruptive, fast-moving environment, you may need to reevaluate your planned scenarios every 21 to 30 days.

As the situation evolves, expect to review these planned scenarios every 90 days to six months.

Common scenario-planning mistakes

• Not staying true to your customer promise
• Not creating a culture that allows people to share ideas freely
• Having leaders and employees who are too focused on today’s work
• Thinking too narrowly about your opportunities
• Reflexively prioritizing budget and staff reductions first, as opposed to considering pathways to growth and how your people can be part of that growth

Remember: New markets and opportunities are most often created on the fringes.

How a PEO can help

A multifaceted professional employer organization (PEO) won’t tell you what to do. However, it can help to facilitate and guide the conversations and processes within your company and can help to stretch perspectives on what the future of your business could look like.

The scenario-planning process is a bit like visiting a buffet. You have a lot of different options before you, along with many factors to consider. Everything’s right in front of you – a PEO can help you make sense of it.

Nobody has all the answers for overcoming a major business disruption. You don’t have to figure it out all by yourselves. Leverage the resources at your disposal.

Summing it all up – from recovery to readiness

Ensuring business readiness for a variety of disruptions and maintaining business continuity despite volatility are vital components of risk management. Developing such a strategy requires multi-scenario planning. Among the advantages are:

• Cultivating a flexible, proactive, opportunities-centric mindset
• Promoting a comprehensive, long-term vision for the organization
• Reducing risk exposure
• Widening your competitive advantage

Ready for what’s next? For more information on how to build resilience into your business plan, download our free magazine: The Insperity guide to leading through change.

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

A generation ago, the typical employee career path was the classic “ladder,” with a series of clearly defined rungs for employees to climb. Now, according to a report by Gartner, with little physical time in the office, career paths aren’t as clearly defined because there is less visibility of the options for growth.

In addition, employees have spent the last few years rethinking the role of work in their lives – and there’s less drive to climb that classic ladder.

Your organization may benefit from defining career paths within your company, to keep your people engaged and to decide how to invest in your employees’ development. Without the old-fashioned ladder structure to guide you, career pathing requires a holistic approach and careful planning.

What makes a career plan different from employee development?

Before mapping career paths, it’s important to review the differences between employee development, succession planning and employee career pathing. These three practices are related but each has its own distinct goals.

1. Employee development, also called career development, identifies each individual’s role in the organization and the skills they need to keep fruitfully contributing. It also includes what their interests and goals are and how those align within the organization.
2. Succession planning identifies the right people to step into leadership roles when the time comes and ensures that they develop the skills they need for those roles beforehand.
3. Career pathing gives employees a map to the ways they can move within your organization, based on their interests, skills and personal career goals.

When is employee career pathing most useful?

Any organization can map career paths, but it’s especially useful for companies that need people with a specific or hard-to-find set of skills and experiences – this is even more heightened in a competitive job market, where the options for outside talent are especially limited. For example, if your business needs people who are in short supply, like data scientists, or people with a particular set of certifications, like social workers, career pathing can help you build an internal pipeline for those careers.

Career pathing can also be helpful for supporting internal promotion from entry-level and junior positions.

With clear career maps in place, your organization may also have a recruiting advantage. When you can show candidates their options for vertical and lateral moves within your company over time, as well as cross-training options, they’re better able to envision a long-term career there.

In addition to workforce planning purposes, employee career pathing is a very useful tool for engagement. If employees see that their organization values their personal career goals by sharing different ways they can grow in an organization, they will naturally feel more engaged and:

• Empowered to take ownership of their work
• Less likely to look for other employment options
• Encouraged to grow their leadership qualities
• More aligned and connected to broader company goals

What are the potential pitfalls?

One caution to keep in mind, especially if you’re focused on career pathing to build internal pipelines: Take steps to make sure you’re also building a diverse culture.

If your internal career pathways are full of people with the same or similar backgrounds, educational experiences and lifestyles, your company’s innovation and brand appeal can stall.

It’s also important to leave enough room in your career paths to avoid creating overly restrictive requirements for education, experience and skills. Career paths are about guiding, not gatekeeping.

Flexibility in your pathways allows managers to identify people who can move along the paths with the right training, coaching and support, even if they don’t tick every box.

How do you plan employee career paths?

1. Start with your organization chart, to get an idea of the general career paths available within your organization for different roles.

2. As you’re mapping paths, use your company’s compensation policy in conjunction to keep your pathways as consistent and fair as possible.

3. It’s a good idea to include your HR people in your career pathing exercises, to help you identify the training and support that each pathway may require.

4. Keep in mind that not all pathways will be vertical. There may be opportunities for someone to shift sideways in your organization.

What might that look like?

Consider a community health care system that needs to use data analytics to schedule staff efficiently and improve patient outcomes. Rather than draw only one career path, from junior IT staffer to analytics, the employer could also create a lateral path for nurses who want to get trained in informatics and analytics.

5. Finally, step back from your career paths to think about how employees’ progress along them will affect your whole organization.

For example, how does moving someone from IT into data science affect your company’s infrastructure? If one of your nurses moves into an analytics role, what needs to happen to maintain patient care?

How do you talk to employees about career paths?

You can use your performance review schedule to discuss career path options with your team. You can then tie those discussions into your succession planning.

Keep notes on each employee’s preferences and performance toward their career goals. By comparing their goals and current skills to the path they want to follow, you can identify the best next steps.

For someone who’s underperforming but wants to do more, getting a clear idea of their preferred career path will help you see which skills and trainings to prioritize.

For an employee who’s a high performer, special projects can help them build skills to move along their desired path. These projects can also help them stay engaged even if there’s not a new position for them to move into just yet.

What about employees who are happy where they are?

Special projects are also a good option for them, to keep them engaged without the pressure to move up or sideways. As a bonus, these projects can help them build skills they’ll need if they ever do decide they’d like to make a move.

How do you set expectations?

Discussing career pathing with employees and candidates can be exciting. It’s important, however, to use those discussions as an incentive and for planning purposes without overpromising a particular outcome.

The existence of a career path doesn’t mean that every employee along the path will follow it, or that they’ll follow it from end to end. It’s crucial to be clear with your people that simply meeting the criteria to move up or sideways doesn’t mean that move will happen automatically or right away.

For example, if a social worker attains a new certification that allows them to advance to a managerial role, but there are no open roles, the employee will have to wait.

Career path conversations don’t need to be formal or follow a rigid schedule. You can check in with your employees in casual chats between performance reviews to see:

• How everything’s going
• Whether their goals are changing
• Where they see themselves in a year or so

Then you can help them make the most of their journey along their career pathway.

Summing it all up

Employee career pathing is a useful tool not only for workforce planning, but also for employee engagement and retention. As you are implementing employee career paths, make sure you identify the areas of training and support that will be needed. In addition, ensure that any plans you do put in place include diversity.

Need help structuring your team for success? Download our template: Your organizational design blueprint.

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

Internship programs are a win-win for businesses and educational institutions. For companies, they bring fresh perspectives, enthusiasm and the chance to develop a talent pipeline. For students, internships offer hands-on experience, professional connections and a glimpse into their potential career paths.

However, starting an internship program isn’t just about hiring a few students for the summer. It requires thoughtful planning, compliance with legal regulations and a clear understanding of how to provide a meaningful experience for interns while meeting organizational goals. 

In this guide on how to start an internship program, we’ll walk you through everything you need to know, from legal considerations to mentorship strategies and beyond. 

Introduction to internship programs 

Internship programs help to bridge the gap between academia and the professional world. They give students the opportunity to apply their classroom knowledge in real-world scenarios while enabling businesses to cultivate future employees. But what’s the real value for both parties?

Understanding the value and benefits 

• For organizations: Internships provide a cost-effective way to identify and gain access to emerging talent, who are also potential long-term employees. They also bring in new ideas and fresh perspectives. Plus, companies can enhance their brand reputation by offering high-quality internship opportunities. 
• For interns: Interns gain practical experience, mentorship and networking opportunities that help them launch their careers. Paid internships can make these opportunities accessible to a wider pool of candidates. 

In short, these programs are mutually beneficial. While interns gain work experience and practical exposure, organizations can strengthen their recruitment pipeline and stay competitive and innovative. 

What are the initial steps to consider when starting an internship program? 

To kick off an internship program, begin by identifying your organization’s goals. Are you looking to support recruitment efforts, tackle special projects or simply enhance your company’s reputation?

Understanding these goals will help you craft a program that delivers measurable results. 

Next, outline the structure of your program. Decide on the number of interns, the duration of their assignments and the types of projects they will handle. Additionally, consider connecting with local educational institutions to tap into a qualified talent pool and design a program that aligns with academic credit requirements. 

Key considerations for planning and structuring 

• Set clear objectives: Decide whether the program will focus on project-based work, skill development or long-term recruitment. 
• Identify resources: Determine who will oversee the program and how interns will be supported. Assigning an internship coordinator ensures smooth operation.
• Design measurable outcomes: Create a framework to evaluate both the intern’s performance and the program’s overall success. A successful internship program requires continuous refinement based on feedback. 

Legal considerations and compliance 

Internship programs must comply with employment laws, which can vary by region. For example, in the U.S., the Fair Labor Standards Act (FLSA) outlines guidelines for unpaid internships. These laws ensure that interns are treated fairly and that their contributions are balanced with the learning benefits they receive. 

Organizations need to consider classification rules, minimum-wage requirements and overtime laws when structuring their programs. This is especially important for summer interns and those performing unpaid internships, where the primary focus must be on the intern’s educational experience rather than the organization’s benefit. 

Strategies for maintaining compliance 

• Understand classification: Determine whether your interns qualify as employees or trainees. If they are unpaid interns, ensure their work benefits their learning more than the organization. 
• Minimum wage and overtime: Paid internships must comply with minimum-wage and overtime laws. 
• Workplace policies: Ensure that interns are included in company policies regarding workplace conduct and safety. Clarify whether interns are entitled to benefits, such as health care or paid leave. 

Checklist for legal compliance 

1. Verify classification under the FLSA or relevant laws. 
2. Provide written agreements detailing job responsibilities, compensation and expectations. 
3. Ensure a safe working environment, with proper training and supervision. 
4. Include a clear plan for providing academic credit if applicable.

Designing effective internship job descriptions 

Writing a job description goes beyond listing tasks – it’s about painting a clear picture of the opportunity and setting the stage for a valuable experience. A well-crafted job description not only attracts the right candidates but also communicates your organization’s goals, culture and expectations. 

A strong job description serves as the cornerstone of your recruitment process, helping you communicate the purpose and value of the internship opportunity. It should strike a balance between being concise and detailed, providing potential interns with a comprehensive understanding of what the role entails while sparking their interest. 

Key elements to include 

• Role overview: Provide a summary of what the intern will do. Highlight how the role aligns with the organization’s goals and projects. 
• Responsibilities: List specific tasks and projects. Include examples of real-world skills interns will develop. 
• Qualifications: Outline any required skills, education or experience. Specify if the role is suited for individuals seeking academic credit. 
• Learning objectives: Highlight how the internship will benefit the intern, focusing on mentorship, skill development and career opportunities. 

Tips for making job descriptions stand out 

• Use clear, engaging language. 
• Emphasize opportunities for growth and learning. 
• Include details about mentorship and potential career pathways within your organization. 
• Tailor descriptions to resonate with your target audience, such as college students or recent graduates. 

Job descriptions are not just recruitment tools – they are candidates’ first impressions of your program. Ensure your descriptions communicate the value of the internship experience clearly and effectively.

Funding options for internship programs 

Internship programs can be funded through a mix of internal budgets, grants and sponsorships. Adequate funding ensures that your program is not only sustainable but also capable of providing a high-quality experience for interns. Beyond simply covering wages, a well-funded program can support mentorship initiatives, training opportunities and professional development activities. 

Exploring funding options is an essential step in ensuring your internship program’s success. Whether you’re seeking internal support or external partnerships, having a clear funding strategy can make the difference between a short-lived initiative and a long-term, impactful program. 

Exploring funding sources 

• Internal budget: Allocate funds from departmental budgets or operational savings. Align internship funding with your broader organizational goals. 
• Grants: Seek grants from educational institutions or workforce development agencies. These grants often prioritize programs that provide valuable learning opportunities. 
• Sponsorships: Partner with organizations that share your mission to co-fund the program. Sponsors can also help provide additional resources, such as training materials or access to professional networks. 

Best practices for budgeting 

• Account for wages, training resources and onboarding costs. Transparency in funding ensures trust and credibility. 
• Allocate funds for intern-specific activities, like networking events or skill-building workshops. These investments enhance the internship experience and boost retention. 
• Consider funding opportunities for unpaid internships that offer academic credit. 

Recruiting and retaining top talent

Recruitment is key to finding the right candidates who can contribute meaningfully to your organization’s goals. A strategic approach to recruiting talent ensures you attract individuals who not only meet the qualifications but also align with your company’s culture and values. This process goes beyond filling positions; it’s about building relationships with potential future employees.

Retaining interns requires intentional efforts to create a positive and fulfilling experience. Interns who feel valued, challenged and connected to the organization are more likely to return as full-time employees. Crafting a program with meaningful work and growth opportunities ensures you attract and retain the best talent. 

Best practices for recruitment 

• Post on targeted platforms: Use job boards, LinkedIn and university career centers. 
• Engage with academia: Build relationships with professors and career counselors. 
• Showcase your company’s culture: Highlight what makes your organization unique through social media and recruitment materials. Use testimonials from successful interns to demonstrate the program’s value. 

Retention strategies

• Offer meaningful work and regular feedback. Interns are more likely to stay engaged when they feel valued and challenged. 
• Provide opportunities for networking and professional growth. Retaining interns often involves helping them envision a future with your company. 
• Recognize interns’ contributions with awards, certificates or permanent job offers. Creating internship opportunities that feel impactful builds loyalty and enhances reputation. 

Mentorship and training in internship programs

Mentorship fosters a supportive and enriching environment for interns, helping them transition from academic settings to professional workplaces. Mentors play a crucial role in guiding interns, offering industry insights and providing feedback that shapes their professional growth. A strong mentorship model can significantly enhance the value of an internship program. 

Effective training ensures that interns are well-prepared to contribute meaningfully to your organization. Structured programs that include orientation, hands-on tasks and skill-building workshops set the stage for a productive and rewarding experience. Together, mentorship and training create a solid foundation for successful internships. 

Designing a mentorship model

• Pair interns with experienced team members who can guide them. Mentors should act as coaches and role models. 
• Encourage mentors to set regular check-ins and offer constructive feedback. These sessions create opportunities for professional and personal growth. 

Effective training programs

Develop orientation sessions that introduce interns to your organization’s values and goals. This is a crucial step in creating a cohesive intern program. 

Offer hands-on training and access to learning resources, such as online courses or workshops. Training should align with the intern’s career goals and your organizational objectives. 

Evaluating the success of your internship program

Evaluating success ensures continuous improvement and helps organizations determine whether their internship programs are meeting intended goals. A well-rounded evaluation process considers both tangible outcomes and qualitative feedback, ensuring that the program consistently delivers value to both the interns and the organization. Regular evaluations also highlight areas for refinement, keeping the program aligned with industry trends and organizational objectives. 

Key performance indicators (KPIs)

• Intern retention rates and conversion to full-time employees. 
• Feedback scores from intern surveys. 
• The success of projects completed by interns. 
• Mentor evaluations of intern performance. 

Feedback mechanisms

• Conduct exit interviews to understand the intern’s experience. 
• Gather feedback from managers and mentors to identify areas for improvement. 

Regular evaluations allow you to refine your corporate internship program framework and ensure it remains relevant and impactful. 

Summing it all up 

Starting an internship program is an investment in your organization’s future. By carefully planning, adhering to legal guidelines and prioritizing mentorship, you can create a program that benefits both interns and your business. A strong corporate internship program framework can provide the foundation for an impactful experience. 

Interns may be your future workforce – and a strong people strategy helps you support them as they grow. Learn more in our free e-book: The ultimate people strategy playbook: Building a winning workforce.

Community heroes are clients who share our values and enrich the places where their people live and work through entrepreneurship, innovation, job creation, mission-guided impact and collaboration. This year’s honorees have been named from Missouri, New York, South Carolina and Washington. Learn more about the four 2024 community hero honorees and read their stories here.

As a business leader, you’re probably accustomed to conducting performance reviews with employees. This is because it’s so important for team members to receive constructive feedback from objective third parties. We simply do not see ourselves the way other people do.

But what about you – who’s reviewing your performance?

Maybe someone is conducting your regular performance review once a year, or maybe no one is evaluating you.

As business leaders climb higher up the organizational ladder, there are fewer opportunities to obtain constructive feedback. In fact, it could be pretty easy to avoid feedback entirely if you didn’t want to hear it. This is because:

• Leaders may not have a manager above them or peers who are available to provide feedback.
• Employees are usually hesitant to be perceived as criticizing their manager and won’t say anything negative – even if invited to.

(Side note: Employees’ fear of being honest and open is feedback in and of itself – a warning sign that your culture may require some attention or that your leadership style has reduced trust.)

It can be easy to get stuck within a leadership bubble, somewhat isolated and cocooned from any criticism or feedback, certain that you’re only getting better because of your current position or continued upward trajectory.

So, what’s the answer? One helpful solution can be leadership self-assessments.

This activity may not always be fun and can definitely be challenging, but it’s an essential practice for leaders who strive for improvement and growth.

What is a leadership self-assessment?

A self-assessment or evaluation is a “warts-and-all” review of yourself that:

• Takes an honest look at where you are right now
• Assesses what you’re doing well and should continue doing
• Reveals competencies in which you may struggle
• Uncovers opportunities for improvement
• Confirms what you should stop doing altogether
• Evaluates progress toward professional goals

Why is this exercise so important for leaders in particular?

Benefits of a leadership self-assessment

For starters, leaders need feedback for the same reason their employees do – to understand how to perform better and be more effective in their role.

A self-assessment is critical for:

• Enhancing self-awareness
  • Knowledge of your strengths to augment and capitalize on
  • Knowledge of your weaknesses to improve upon or eliminate
  • Insight into your tendencies, drivers, de-motivators and stressors
• Proactively identifying and banishing undesirable behaviors and habits that can impair relationships with employees, therefore reducing turnover while increasing productivity and morale
• Formulating a plan to reach your goals faster

In many ways, a self-assessment is like a personal SWOT analysis.

When you share your self-assessment practices with employees and explain to them how you’re trying to improve in certain areas, you can:

• Instill and reinforce a culture of continuous learning and improvement
• Inspire others to act similarly
• Expose your vulnerability and humility to your team, which can have a positive impact on your culture and relationships with employees
• Encourage honest, transparent communications

Furthermore, compared to an evaluation by an authority figure, a self-assessment can be incredibly motivating because it comes from within.

Frequency of self-assessment

Certainly, it’s recommended to make leadership self-assessment an ongoing endeavor – something you practice daily as part of an effective habit associated with strong leadership.

However, it’s also a great idea to formally schedule times to evaluate yourself in a more detailed and comprehensive manner. Human tendency is to put off exposing oneself to criticism, but having time blocked off on your work calendar can make it harder to avoid this activity.

You can perform an in-depth self-assessment quarterly or a few times per year. The main point is to set up a regular cadence. Plus, the feedback you receive from others, if any, is likely in the form of a performance review that’s conducted annually. Self-assessment gives you ample opportunity to focus on improvement throughout the year.

Also consider going off-site from your workplace – making this a “personal retreat” of sorts. This will enable you to better focus and fully dedicate the appropriate amount of time to this exercise, away from the distractions of your office or home.

What does a leadership self-assessment include?

Consider which competencies and skills are most relevant and critical to your role and type of work.

Examples of common areas of evaluation for leaders:

• Interpersonal skills
• Communication skills
• Emotional intelligence (EQ)
• Organizational skills
• Time management
• Leadership style
• Decision-making capabilities
• Ability to train and teach others
• Team building
• Employee engagement
• Ability to navigate difficult conversations with employees
• Commitment to professional development
• Networking and business development
• Specific technical competencies

It’s easy to want to touch on everything; to prevent this exercise from becoming overwhelming, select your personal top five to seven competencies.

Self-assessment process

Once you’ve decided when you will complete the self-assessment and identified the competencies on which you’ll judge yourself, you’re ready to get started.

You have a couple of options:

1. Create your own questionnaire and rate yourself

This option allows you to tailor your questionnaire perfectly to your company and leadership role. The questionnaire doesn’t have to be lengthy or complicated, but it does need to address all the core competencies you’ve identified as most important.

This can be done through a series of:

• Questions
• Agree/disagree statements
• Opportunities to rank oneself on a scale

2. Use a third-party tool

If you really want to gain the most objective, bias-free picture of yourself and understand how others view you, this is a great choice. There are many different types of leadership assessment tools and general personality tests, such as Myers-Briggs or DISC, from which you can choose.

At the same time, you can supplement your leadership self-assessment by conducting a 360-degree assessment, during which you also solicit feedback from people at different levels of your organization who have a working relationship with you.

These individuals could be:

• Colleagues or peers
• A more senior manager
• Direct reports on your team
• Vendors
• Clients
• Mentors

This fills out the snapshot of your current performance and can highlight any discrepancies in how you rate yourself compared to others for a certain skill.

What to watch out for

Take care to avoid – consciously or unconsciously – tainting the results of your leadership self-assessment. Although you know yourself better than anyone else, and that’s why a self-assessment is so valuable, the potential for error is always present.

Top mistakes that leaders make when engaging in a self-assessment are:

• Allowing your own bias to creep in. For example, cherry-picking competencies that you know you’re good at and rating yourself only for those.
• Making excuses for yourself and not being 100% honest in your evaluation.
• Being overly negative, which can diminish your confidence and motivation.
• Not sharing the results of the evaluation with a select group of people to broaden your perspective and identify any blind spots.
• Ignoring the results and continuing on with “business as usual.”

What to do after completing a leadership self-assessment?

A self-assessment is a pointless activity if you don’t leverage the information you uncover to your benefit, take meaningful action in the near future and hold yourself accountable for making improvements.

Some options for a path forward:

• Share the results of your leadership self-assessment with a circle of trusted peers and ask them if they agree or disagree with your assessment – and why.
• From your self-assessment, select the one or two competencies with the biggest gap between your current performance and your desired performance. You can’t do everything at once, so focus on a couple at a time.
• Procure a mentor who embodies one of these skills or competencies well and can give you advice and training. Or you can ask a peer who has mastered the skill or competency to help you. This not only aids in your learning but can also expand your professional network.
• Take advantage of other training and development resources.
• Let your employees know the skills you’re working on and ask for their honest feedback on your progress.
• Set concrete goals for what you’d like to accomplish – with deadlines.
• Create a means for measuring success.

Summing it all up

All employees benefit from objective, thoughtful performance reviews – and even the most senior of managers are no exception. But because they occupy a unique position in the organizational hierarchy that can disrupt the ability to obtain honest, timely feedback from others, leadership self-assessments are necessary for leaders to grow, develop, improve and achieve goals.

To learn more about the practices that align with strong leadership, download our free magazine: The Insperity guide to leadership and management.

The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.

You’ve probably heard someone say, “One of my professional goals is taking ownership of a big project.” But as a business leader, have you said, “I really want my employees to desire taking ownership of their work?”

When you think of an ideal employee or team, qualities like good communication, problem-solving and dependability come to mind. But an essential component of a high-functioning team and outstanding business performance is individual employees taking ownership of their work.

Employee ownership is a powerful driver for fostering a collaborative and growth-focused workplace. When employees take ownership of their roles and responsibilities, they feel a deeper connection to the organization’s goals, leading to enhanced engagement and accountability. This results in improved team cohesion, proactive problem-solving and continuous innovation. 

And the benefits of employee ownership extend beyond strong business performance. There’s a direct link between employees taking ownership of their work and businesses achieving the things that are most important to them: high employee engagement, morale and retention. Furthermore, employees taking ownership is an indicator of a desirable workplace culture and thriving manager-direct report relationships.

Clearly, employees taking ownership should be a priority at any organization. Here, we’ll discuss how to get employees to take ownership, resulting in greater employee satisfaction and superior productivity. 

So, what is employee ownership all about?

We’ve all heard phrases such as take the reins, hit the ground running or take the ball and run with it, right? That’s exactly what we’re talking about here.

When we refer to an employee taking ownership of their work, this means that they assume responsibility for completing or overseeing a task, project or initiative from start to finish, and are accountable for the results.

During the process of completing their work, these employees are motivated to put in their best effort, going above and beyond to enhance the quality of their work. They feel invested in the outcome – caring about organizational success in the same way that their manager or a business owner would. Concerned for their own personal success as well, they desire to make a positive, wide-ranging impact and carry influence within their sphere of expertise.

What does taking ownership at work look like?

Employees who take ownership may:

• Volunteer first for opportunities and assignments when their manager offers
• Are proactive in knowing which tasks must be done – acting independently and without requiring instruction
• Anticipate potential problems and take steps to resolve issues before they escalate
• Take risks in a calculated, thoughtful way that’s intended to advance creativity or innovation

On a day-to-day basis, employees who take ownership exhibit these characteristics:

• Interest and satisfaction in the work they do
• Eagerness to learn and do more
• Fully participate in team or client meetings
• Are willing to provide feedback and ideas
• Practice autonomy and self-sufficiency
• Confidence
• Healthy ambition
• Awareness that they are the masters of their own success

Taking ownership is the same thing as telling others in the workplace that you’re trustworthy, reliable, conscientious and diligent – even when authority figures aren’t looking.

Ultimately, taking ownership is the intersection of individual passion with initiative and accountability.

The alternative scenario has employees:

• Doing the bare minimum to get by
• Going through the motions each day on autopilot, without the motivation or inspiration to think of new ideas or uncover opportunities for improvement
• Withdrawing – not sharing ideas or taking healthy risks – and letting the organization stagnate
• Going to their manager and seeking help with every little thing

Why taking ownership matters

Taking ownership is important for employees, managers and the entire business.

For employees, taking ownership helps them to:

• Build trust with their manager and other team members
• Increase their self-confidence and sense of self-worth
• Take pride in their work and experience ever-greater levels of autonomy
• Keep learning, growing and developing
• Assume additional responsibilities and become a candidate for promotions
• Excel in their career

From a manager’s perspective, these employees:

• Free managers to focus more on strategic goals and bigger-picture issues, instead of forcing them to get involved with every minor task and conflict employees may experience.
• Strengthen relationships with their managers and reduce the need for difficult, tense conversations about performance.
• Strengthen team morale and positively influence other employees to work harder and feel connected to broader team goals

For the organization as a whole, employees taking ownership positively impacts the bottom line through:

• Happier, more fulfilled and committed employees
• Low turnover and, therefore, better retention
• High-quality work output
• More idea sharing and innovation
• Improved culture and team dynamics

Role of leadership in fostering ownership 

Leaders set the tone for ownership by demonstrating accountability, transparency and a willingness to accept responsibility. Modeling these behaviors encourages employees to follow suit. 

Key qualities include trust-building, effective communication and the ability to provide constructive feedback. Leaders who prioritize these qualities create a supportive environment that fosters ownership. 

7 ways leaders can encourage taking ownership at work

Of course you want your employees to take ownership. Employees who embrace these characteristics are every manager’s dream team member!

But, how do you get to this point?

As a manager, here are the actions you should take to encourage your employees to take ownership of their work and reap the benefits.

1. Exhibit ownership and passion yourself

Everything starts at the top of the organization. Your employees take their cues about what’s important and how to act from you – if you want your employees to embrace a certain behavior, you have to model it.

At the outset, explain to each employee that you value their taking ownership and encourage them to do it.

2. Get to know your people

It can be difficult to inspire people to do more when you don’t fully understand them and what makes them tick. So, learn about your team members as individuals.

• Where do they see themselves next?
• What’s their ultimate dream role?
• What excites them most?
• What motivates them every day?
• What are their strengths?
• What are their hidden talents and interests?
• Do they have any fears or roadblocks that are holding them back?

Regular one-on-one meetings and team meetings are important for regularly checking in to discuss these topics and just find out how they’re doing in general – both professionally and personally.

So much of encouraging employees to take ownership comes down to building rapport and maintaining open communication.

3. Align workers’ job functions and projects with company goals, mission, vision and values

Most people don’t find it inspiring and empowering to feel like a “sheeple,” just blindly following orders with limited visibility. We all need to understand the why behind what we do.

That’s why employees must know:

• The full extent of their job responsibilities, the parameters they work within and your expectations for their performance
• Whether you permit them to step outside their “job description box” and think bigger (and you should)
• How their role fits within the larger team and impacts or supports other positions
• Why their job functions – from day-to-day tasks to major initiatives – matter and how they contribute to the company’s success in reaching goals
• How their role upholds the company mission, vision and values

It’s up to leaders to communicate this bigger-picture vision and imbue team members with a sense of purpose and direction.

Furthermore, when employees understand the reasoning behind what they do and how they do it, they are more likely to feel confident stepping up, claiming ownership and making good decisions when called upon to do so.

4. Provide ongoing opportunities for learning and development

When employees first join your team, whether they’re brand-new hires or they’ve transitioned into a new role from another team or department, you need to give them a good foundation for their role through training.

Their initial training period is when employees:

• Learn new processes, procedures and, potentially, technical skills and technology systems
• Build relationships
• Adapt to team dynamics and norms
• Acclimate to the culture
• Figure out how their role fits in

As their manager, you are responsible for getting employees to a place at which they feel knowledgeable, prepared and confident – and, as a result, will feel comfortable seizing ownership when the opportunity arises.

But to maintain employees’ passion and motivation to do more, establish a culture of continuous learning.

Help employees expand their knowledge, keep up with trends and understand that their initiative equates with advancement:

• Work with employees to formulate their career path and set benchmarks about what they need to learn and do along the way to accomplish their ultimate goals. Also include them in your succession planning.
• Connect employees with internal training resources, such as webinars, podcasts, articles or online courses, as well as vetted external development opportunities.
• Allow them to shadow colleagues and other groups from whom they can learn a valuable skill and forge relationships across the company.
• Pair employees with a mentor.

5. Ask for employees’ input – and listen to them

Want to know what your employees think about a business challenge? Want them to share their ideas for achieving a certain goal? Get in the habit of regularly asking them for their opinions.

This is a major part of building up employees’ self-confidence and autonomy. After all, everyone wants to feel like others trust them and value their opinion. Once that seed has been planted, employees will do it more often.

However, to maintain trust and a culture in which employees feel comfortable speaking up to share their ideas and opinions, you need to:

• Listen thoughtfully and ask follow-up questions if you need clarification.
• Carefully consider their input – avoid criticism or quick rejection.
• Explain tactfully why you can’t implement a suggestion at this time, if you’re unable to do so.
• Encourage them to keep sharing.

6. Show gratitude

Instilling a culture of gratitude in your workplace is so important.

Everyone likes to receive positive feedback and feel appreciated. It makes us feel good about ourselves and, as a result, increases confidence. It also creates an environment in which people are happier and more motivated.

When your employees exhibit desirable behavior, such as taking ownership of their work or accomplishing a positive outcome, don’t forget to thank them and tell them you noticed.

Also consider a formal recognition program or encouraging peers to recognize each other for a job well done.

As a result of earning the acknowledgement that most employees crave, they’ll keep up the good work.

7. Encourage autonomy. No micromanaging!

Hopefully, with the rise of remote and hybrid work, the days of managers hovering over their employees’ shoulders and breathing down their necks is a manager mistake of the past.

There’s no quicker way to diminish employee morale, initiative and confidence than making them feel constantly watched, judged and bossed around, forced to conform to someone else’s preferences.

Remember earlier when we said that employees take their behavioral cues from managers? If you make them feel small and childlike, they’ll feel stifled and resentful. If you make them feel boxed into a certain way of doing things, it reinforces the idea that they’re “beneath” you and can’t do anything without your say-so.

But if you empower them and build them up, they’ll take ownership. In fact, most employees want more autonomy in the workplace – not less. People want to feel smart, valued and trusted.

How can you banish the temptation to micromanage and learn to let go?

Understand the proper role of a manager.

Managers should be available to answer questions, offer guidance and coach employees – not to spoon feed employees and hold their hand every step of the way. You do not need to get involved in every single task that an employee undertakes or manage every single conflict or challenge that employees face. Instead, encourage their independence.

Learn to delegate more often.

• Determine which tasks require your involvement versus those you can hand off to others.
• Strive to make your people feel capable and prepared.
• Assure them that they have your full confidence, but you’re available to support them when needed.
• Strike a balance between that support and giving them the freedom to inject their own discretion, creativity, problem-solving skills and decision-making authority into assignments.

Engage in open communication with employees and solicit their feedback on your performance.

Ask them how you can better serve them.

• What do they need from you?
• What, specifically, do they wish you would do more – or less?
• How well are you walking the line between overzealous oversight and ensuring that everyone’s on track?

Tools and resources for promoting ownership 

Team collaboration tools make it easier for employees to communicate, manage tasks and stay updated in real-time. Features like instant messaging, project tracking and file sharing can help eliminate communication roadblocks and keep teams connected and productive.

Access to professional development resources, such as online learning platforms and internal training programs, empowers employees to sharpen their skills and foster a culture of continuous learning. By providing opportunities to learn and grow, companies inspire individuals to take charge of their development, leading to greater engagement and a stronger sense of accountability.

Performance management systems play a crucial role in encouraging ownership by offering clear feedback channels and goal-setting tools. These systems help managers establish expectations, track progress and provide regular input. The result? Greater transparency, which helps employees see how their work aligns with the company’s goals and also motivates them to take more initiative.

Summing it all up

Employees taking ownership of their work is critical for businesses in terms of a motivated, confident, and engaged workforce; trusting relationships; quality work output; and, ultimately, successful performance and goal achievement. If you implement the seven tips outlined here, you’ll have a positive work environment in which employees feel empowered to take ownership of their work and managers feel comfortable in stepping back and enabling more independence.

Encouraging autonomy is one piece of the puzzle. To learn more about creating a workplace in which employees are nurtured for growth, download our free template: Crafting a high-impact leadership development program.

Despite your best intentions, sometimes HR becomes out of touch with the rest of the company.

Your HR team thinks everything is going great, but in fact, employees are unsatisfied, aggrieved or disengaged.

If you suspect that an HR disconnect is intensifying at your organization, you’re not alone, and you’re not without tools for mending it.

To fully understand this issue, let’s explore:

• The key warning sign that HR’s perception of your company doesn’t align with reality
• How to confirm that HR disconnect is becoming a problem
• What causes this issue and what’s at stake if it’s not resolved
• How to fix your HR alignment problems

What’s the main symptom of an HR disconnect?

HR alignment problems affect companies in different ways. The first signs may be subtle, but the sooner you can identify them, the easier they will be to correct.

However, there’s one symptom that you should never ignore:

Your employees are hesitant to contact HR or have stopped altogether.

This is a huge warning sign that you and your employees aren’t on the same page anymore.

And the more your employees disregard HR when they need help, the more siloed your team becomes from the people you’re there to support.

How do you diagnose a misalignment between HR and employees?

Initially you might assume that silence from employees is a sign that things are going well and that your employees are feeling engaged and productive.

However, if you consistently fail to hear much from employees, the opposite may be true.

But how can you reliably confirm that the silence indicates a problem?

Here are some suggestions ordered from the simplest to most-involved:

1. Read what employees are saying about your company online
2. Follow up with new employees after onboarding
3. Conduct employee pulse checks or surveys

1. Monitor the web for reviews

Online reviews of your organization often come from the inside. If you haven’t been regularly monitoring them, you may find some opinions that surprise you.

The most popular sites for these include:

• Glassdoor
• Indeed
• Careerbliss
• Jobitorial
• Yelp

Is there a recurring negative sentiment among the comments that you find on these sites? If so, that may be enough to confirm your suspicions of HR misalignment.

2. Check in with new employees

New employees usually get to know your company through HR or recruiting first, and then in their first few months, they experience your company for themselves.

Checking in with new hires multiple times within their first 90 days of employment can help you understand whether the real experience of working for your company is different from the way you present it during the hiring process.

Simply ask them how their experience is going, and then document the answers you collect to help you track any patterns showing misalignment.

3. Survey your employees

Surveys can be a very useful diagnostic tool when you suspect an HR disconnect.

Even if you only conduct a full climate survey once every year or two, you can still send your employees a couple of questions per quarter, asking specifically about their interactions with HR.

For example, you could ask your employees to indicate their level of agreement with the following statement:

“I can go talk to HR if I have a question or problem.”

Be sure to respond to your employees when you survey them, as they will expect to hear back after providing you with their feedback.

What causes employee and HR disconnect issues?

The next step is to understand the root of the problem.

Here are some common causes that could be behind your employee and HR alignment issues.

1. Your employees don’t think of HR beyond its tactical role.

Sometimes employees view HR only as an administrative resource for hiring, terminations and benefits questions.

However, a strong HR department will have both tactical and strategic programs for employees.

2. They believe HR is pro-owner or pro-management.

HR usually spends a lot of time with the organization’s owners and senior leaders. Sometimes the rest of the workforce takes notice of this tendency and concludes that they aren’t approachable or must be pro-management at heart.

3. They don’t trust HR anymore.

HR is charged with initiating a lot of difficult conversations:

• Change initiatives
• Performance counseling
• Terminations

Even slight miscommunication in these situations can break down trust (like an employee relations issue that wasn’t explained fully). If employees disagree with one of HR’s stances or actions, they sometimes stop trusting HR altogether.

Employees may also become wary of HR staff who have personal friendships outside of the department, making their impartiality less convincing.

When employees don’t feel they have someone to approach who is connected with the C-suite:

• Morale suffers
• Ideas don’t flow freely

When HR and employees are out of sync, the sentiment can eventually travel outside of your organization. This can negatively impact your recruiting efforts.

How do you repair an HR disconnect?

Now let’s focus on how you can fix your HR alignment problems. Here are a few solutions to try.

1. Get away from your desk and spend time with people.

The more you interact with employees on a regular basis, the more trust you can rebuild. When you take time to get to know people on a personal level, you may see new ways to positively impact the work environment in your role as an HR person.

This includes:

• Understanding employee motivation
• Learning their concerns and personal challenges
• Hearing more diverse ideas to improve operational efficiencies
• Enhancing your customer’s experience   

Just be sure to balance your time among employees to avoid appearing overly friendly with one group.

2. Check your approachability.

Make every effort to be welcoming and receptive when employees come to you. Even in situations that are challenging for you or involve conflict.

3. Avoid “checkbox” HR.

Don’t just cross an employee task off your list. Truly listen, engage and support your employees through the processes that may seem mundane to you.

For example, in an employee counseling circumstance, don’t just document issues. Show that you believe improvement is possible and help the employee and manager create a development plan.

4. Let people ask more questions, and be open to hearing feedback.

Host a lunch-and-learn or Zoom meeting around an issue you’re proactively discussing in HR. Invite employees to participate and ask lots of questions. Carefully consider their feedback and concerns.

5. Ensure employees understand their career path.

Build trust by helping employees see that they have a future at your organization. Let them know that you’re there to help them advance and grow.

6. Have HR conviction.

In difficult conversations, demonstrate your HR conviction, communicating that you care too much about the individuals involved and your organization to let it go unaddressed.

Operating from the right motivation and sharing your perspective with employees will help earn their trust and respect.

Summing it all up

Don’t let hesitancy to contact HR become the norm for your employees. Find out if it’s coincidence or true reluctance and learn what might be driving the divide.

Try implementing some of the solutions above. Over time, taking these actions will help you reestablish a healthy connection between your workforce and your HR department. But you don’t have to stop there. Download our free e-book on the 7 most frequent HR mistakes and how to avoid them to learn how to anticipate and resolve more common HR issues.