Overcome Stubborns

Empowering Employees: Cultivating Career Advancement From Within

“External hires are practical if you need to hire immediately. The market right now is booming because we have so much talent. But it doesn’t solve a long-term issue, and if we don’t address the long term issue, it’s soon going to become a short-term concern.”This was the warning from Steph Ricks, senior account executive and partnership development leader at education tech platform Strategic Education, at From Day One’s live conference in Washington, D.C. Failure to retain talent, failure to provide them with advancement opportunities, whether vertical or lateral or some combination of the two, is an existential threat to a company’s potential.At the event, Ricks and her colleagues in HR and talent development assembled for a panel discussion on how employers can create opportunity within organizations by boosting internal mobility. The consensus was this: democratize, market, prioritize, and measure.Opening Mobility Opportunities to AllUnless the direction of travel is upward, it may be tough for employees to envision the ways their career might go. Examples likely exist in their current company, yet many remain unaware of the multidirectional career paths that surround them.Workers have to be able to see what’s available, says Terri Hatcher, the chief diversity and inclusion officer at global IT provider NTT Data Services. To show employees what’s available, the company uses an AI-driven talent-management system that can turn employees on to open roles that suit their skills. Hatcher also hosts storytelling events. In one recurring series, women in the company tell their stories about their career growth. “Specifically,” she said, “they talk about the programs in our company and the tools they’ve used that have helped them grow.”A workforce development strategy, to be truly effective, must be democratic. By analyzing the demographics of workers advancing up the ladder at NTT, Hatcher discovered that some segments were being excluded, and it had become evident in the composition of leadership teams. The middle management layer was the bottleneck. “We noticed that people in middle management were not advancing, and women were not advancing, so we took hold of that. There is no way we’re going to be able to see a difference in senior leadership if we don’t see anything change in middle management.”Encouragement also has to come from people managers, not least because they have the influence enough to ignite or dampen a career. Hatcher found that even though training programs were open to all, and women knew that they could nominate themselves, they weren’t quick to do so. “You might open up a program to everyone, but you’ve got to really market that program to everyone,” she said. “Your managers have to be in on it, they have to be encouraging people to get out there and get engaged. Because sometimes people don’t feel like it’s for them for whatever reason.”Maryland-based medical network, Adventist HealthCare had run its emerging leaders program for several years to warm reception, but in 2019, Brendan Johnson, the organization’s SVP of human resources, examined the demographic makeup of the program cohorts and found that the program participants did not reflect the company’s workforce. So they opened the program to everyone in the company – all 6,000 of them.The panelist spoke in a session titled "Creating Opportunity Within: How Employers Are Boosting Internal Mobility"“That completely changed the way that we made sure that everyone was aware of opportunities.” With that, leadership opportunities were no longer about who you know, but about how much you want to grow. Three years later, said Johnson, the demographics of the leadership program looked like the demographics of the workforce.Without clear expectations for high performance, leadership teams naturally sort themselves homogeneously, says Johnson. “If you don’t have a strong and very objective way to measure top performers, top performers end up being the people that look like your presidents and look like your vice presidents.”Knowing the right people and being exposed to new functions and departments can unlock tremendous opportunity. “I don’t think that any of us in this room would find our next opportunity by applying for a position,” said Ricks of Strategic Education. “I think it’s going to come down to our networks.”Carrie Theisen, the SVP of total rewards at Fannie Mae noticed that in her organization there were certain barriers to mobility, one in particular that the company had inadvertently erected: Pay grade bumps came only with promotions but as Johnson reminded us “not everybody wants to grow up and be a leader.” So Fannie Mae changed the pay structure so that individual contributors had the potential to make as much as people managers. To market opportunities, Theisen chose to link career progression with the company’s employer value proposition, live well, and build the employee experience in the service of advancement.Prioritize Internal MovesOne of the simplest tips came from Steph Ricks: give internal hires priority. She describes the standard practice as her former company, Wayfair. “When a [requisition] went live, we would interview anyone internal who applied for the role. If we weren’t satisfied, then we offered interviews to any employee referrals. If we didn’t find the talent we needed there, then it was open externally.”Theisen’s advice was to plan well into the future. “Succession planning is most effective when it starts at the top,” said Theisen. “We present our succession plans to our board quarterly. They include for every key role across the organization and the key successors. Are they ready now? Are they emerging?” She found that the board was eager to prioritize diverse representation at all levels, and this would be her contribution.Tracking movement and paying attention to changes over time, that’s how you get better at internal mobility, panelists said. At Adventist, Johnson reports quarterly to the board on internal versus external promotions. He aims for more than 40%, and in the last five years, he’s been able to report 50%–60% internal hires.And he has his own measures: “We shifted last year from measuring employee engagement to measuring employee fulfillment.” Engagement, he said, is about what the employee is doing for the company, hedging the question, “will you still be here in three years?” But by measuring fulfillment instead, Johnson hopes to shift the onus, and learn whether the company is doing enough to retain its workers.Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the Economist, the BBC, The Washington Post, Quartz, Fast Company, and Digiday’s Worklife.

BY Emily McCrary-Ruiz-Esparza | May 17, 2024

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The From Day One Newsletter is a monthly roundup of articles, features, and editorials on innovative ways for companies to forge stronger relationships with their employees, customers, and communities.

Overcome Stubborns
By Carrie Snider | May 17, 2024

Elevate Employee Engagement: Smart Strategies for Thriving Teams on a Budget

Employees crave meaningful experiences. But with limited time and budgets, how can companies build more purpose into the work experience? Fifteen minutes at a time, says Ben Sampson.Sampson is chief evangelist of social impact and employee engagement at WizeHive, which offers software platforms for managing scholarships and workplace giving, as well as immersive volunteer experiences via WeHero. At a From Day One’s webinar, Sampson spoke to the idea of how turnkey volunteering can increase employee engagement on a budget. Kelly Bourdet of Apparata Media interviewed.Coming from a volunteer background, Sampson knew how engaging it can be to help others.  One thing led to another, and he eventually co-founded WeHero to help facilitate opportunities for employees to engage in volunteering experiences through their workplace. “We're constantly looking at what employees need,” he said. More and more, he’s learned that employees want to work for a company with purpose. They want to go to work and feel like it makes a good social impact. Some potential employees even ask about those opportunities during hiring. On the flip side, employees are also extremely conscious of their time. “How can we be time sensitive to get employees engaged in our companies, and give them a good experience of continuously engaging over and over again?” Sampson asked. In the past, companies would typically ask employees to go out and find their own volunteer opportunities, then spend time out of the office. While employees love giving back, putting the burden of doing all the legwork doesn’t fit within time constraints or even company budgets. The key, Sampson and his team have learned, is meeting the company and the employees where they are and giving back their most valuable resource: their time.Journalist Kelly Bourdet interviewed Ben Sampson of WizeHive during the From Day One webinar (photo by From Day One)Companies big or small, hybrid or in-office, local or global, all can better engage through impact experiences. Having WizeHive take care of the burden of logistics allows employees to enjoy the process of volunteering without a lot of extra time while maximizing their impact. “Bite size volunteer opportunities make a lot of impact,” Sampson said. “Maybe that's building a water filter for 15 minutes out of your workday, maybe that is answering a video call from someone that’s visually disabled that needs help finding the bus stop. Volunteering can be a great way for engaging employees in a low-cost mechanism.”At one company with an office and a warehouse, Sampson says the warehouse personnel generally didn’t have the time to participate in volunteer projects. So they set up a station where all employees could put together backpacks with supplies for kids during lunch or a break. Warehouse employees felt more included and engaged.“They even got to see the kids picking up the backpacks, so that was really special,” Sampson said. Even though the project took very little time and employees didn’t even need to leave the workplace to do it, the project still had a big impact on the community.One thing to focus on when rolling out opportunities is showing the clear path to impact. What will be the result of putting in their time? Virtual events are especially popular, Sampson says, as more people can participate in them and they fit most budgets. Sampson’s team can also help match people with specific skills to volunteer opportunities. Doing transcription work for the Smithsonian or Ancestry are just two examples of something people can do that have a clear path of impact—saving pieces of history and helping people connect with ancestors. Leadership buy-in is crucial for success, Sampson says. Companies where leadership is engaged and participating in impact projects correlate highly with employee participation and engagement as well. Mercedes is one company where the CEO works alongside employees during their volunteer experiences, connecting employees with leadership and allowing them to see each other outside the typical work setting.But sometimes getting that leadership buy-in can be challenging. “What is something the HR side can use to argue for the value?” Bourdet asked Sampson.To understand what’s most important to that leader, likely profitability for the company, then offering metrics or other reasons why volunteerism is the answer. If that leader is focused on employee retention, Sampson has a metric for that. “What are the costs of employee turnover? For a lot of businesses that we work with, it’s millions of dollars.” So, if employee engagement improves through these impact projects, it could save the company money. For one company they were working with, Sampson predicted a $26 million savings over 12 months, if done effectively. “There is so much positive emotion when people volunteer.” One employee who was able to volunteer for the first time told Sampson, “It’s cool that my employer has given me the opportunity to do this.” Now that’s employee engagement. Editor’s note: From Day One thanks our partner, WizeHive, for sponsoring this webinar.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

Overcome Stubborns
By Lesley Alderman, LCSW | May 15, 2024

ADHD in the Workplace: What You Should Know–and What Can Help

Pete came to our weekly psychotherapy session frustrated with work. He had just returned to his office, post pandemic, and found the new, open plan noisy and overwhelming. Pete, which is not his real name, has attention-deficit/hyperactivity disorder (ADHD) and is easily distractible and sensitive to noise. He had trouble concentrating, was irritated by the constant chatter of colleagues, and, as a result, was feeling less productive.“Could you talk to your manager about getting some accommodations?” I asked.“No way!” he said. “That would be a career killer.”Pete’s wariness is not uncommon. A few of my psychotherapy patients with ADHD have confided in their managers, but most feel it’s unwise to do so. They fear they will be stigmatized and sidelined.Edward Hallowell, M.D., agrees with their concern. The founder of the Hallowell ADHD Centers and one of the leading authorities on the disorder, explained to From Day One: “We’re not there yet. Most corporate professionals think of ADHD as some kind of mental illness.”Given that ADHD is not well-understood in the workplace, how can employees speak up about their needs in a way that feels safe? And how can managers and HR leaders better understand how to respond to those needs–whether employees want to name their ADHD, or not? A well-accommodated employee is, after all, a happier and more productive one. “It’s in everyone’s best interest to remove obstacles to someone’s performance,” said Hallowell. Here’s what experts recommend:Know What It IsADHD is a neuro-developmental disorder characterized by symptoms of restlessness, impulsivity and difficulty sustaining attention to boring tasks. It tends to run in families and is often inherited from a parent. There are three types: inattentive (dreamy and distractible), hyperactive-impulsive (restless and talkative), and a combination of the two. Most adults with ADHD have the inattentive type. Though it was long considered to be a childhood disorder affecting mostly boys, research has shown that it persists into adulthood—about 30% to 70% of children with ADHD continue to have symptoms later in life.Ned Hallowell, M.D., a pre-eminent expert on ADHD (Photo courtesy of the Hallowell ADHD Centers)An undiagnosed adult may think of themselves as spacey, messy, or undisciplined—and they often suffer from low self-esteem. A recent study found that only 10% to 25% of adults with ADHD receive an accurate diagnosis and adequate treatment. “They are often inaccurately diagnosed with anxiety or depression, which are really just the fallout of untreated ADHD,” said Ari Tuckman, a psychologist in West Chester, Penn., who specializes in the treatment of ADHD. As Hallowell puts it: “It’s like driving on square wheels.” In dealing with tasks, you will make progress, but it may take longer.And That the Diagnosis Is On the RiseWhile children are still the most likely group to be identified with the disorder, the number of adult diagnoses has been rising for decades. The pandemic accelerated the trend: the overall incidence in adults (30 to 49 years old) nearly doubled from 2020 to 2022, fueled mainly by an increase in diagnoses among women, according to Epic Research, a medical-record software company. While it’s not clear exactly why women are being diagnosed more often, experts theorize that it may be due to increasing smartphone and technology use, which can amplify distractibility and stress, as well as a greater awareness that ADHD can be also be a women’s issue. As more adults are diagnosed, they—like Pete—often face workplaces that are not ADHD-literate.How It Affects Work Performance–But Not Always in a Bad WayPeople with the disorder may have difficulty with organization, time management and procrastination—all of which can make it hard to meet deadlines and work within teams. They find tedious tasks, such as scheduling and filling out expense reports, unusually challenging and have a different sense of time than others. “People with ADHD have more difficulty seeing time and feeling the future,” notes Tuckman,More than half (56%) of adults with ADHD said they believe the disorder “strongly impacts their ability to succeed at work,” according to a 2008 survey by McNeil Pediatrics. A more recent survey by Akili, a therapeutic-technology company, interviewed 500 adults with ADHD and found that employees with ADHD felt the disorder had a negative impact on their career.     And yet, people with ADHD often display qualities that work in their favor, notes Hallowell, who himself has ADHD. He sees the condition as a trait, not a disorder, that has positive benefits like creativity, humor, and spontaneity. “There’s more to it than most people realize,” he said. “ADHD is terrible term. We have an abundance of attention. Our challenge is where to put our focus.” People with ADHD can spend hours on topics that interest them and see details that others might miss, a trait sometimes called hyperfocus. Many successful people have talked openly about their ADHD, including Michael Phelps, Simone Biles, James Carville, astronaut Scott Kelly and JetBlue founder David Neeleman.How to Get DiagnosedIf you persistently miss deadlines, are chronically late, and feel like staying organized is a big effort, first ask a trusted friend or colleague if they find you more scattered than others. Then, make an appointment to see a psychologist or psychiatrist who specializes in treating the condition. There is no one standardized test—instead a professional will take a thorough history and may ask family members and friends to complete questionnaires about your behavior. You may be asked questions like, How often do you misplace items, feel bored and restless, or lose track of what needs to be done? If you meet the criteria, your doctor may talk to you about medication, therapy or coaching and, if needed, provide a diagnosis so you can receive accommodations at school or at work.Understand What HelpsMost people diagnosed with ADHD rely on medication to control their symptoms. Typical medications include stimulants such as Ritalin and Adderall, which increase the levels of the neurotransmitters dopamine and norepinephrine in the brain. There are also non-stimulant drugs such as Strattera. Stimulant medications that treat ADHD are the “most effective of medications in psychiatry,” said Tuckman, and help tame distractibility and impulsivity. About two thirds of people with ADHD diagnoses are prescribed stimulant medications, and that percentage has remained fairly consistent since 2013, according to Epic Research. Some people can help manage their symptoms by exercising regularly, getting proper sleep, and implementing strict organization and reminder systems. Or they hire very competent assistants.Once you are diagnosed and have figured out the best treatment, it’s like “getting fitted for the right eyeglasses,” said Dr. Hallowell. “Things come into sharper focus.”How to Make the Workplace More ADHD-FriendlySmall modifications can go a long way to helping people with ADHD perform better on the job. Tuckman suggests considering adjustments in the three domains described below. As an employee, you can make tweaks on your own or ask your manager for help. As for managers, if you have a worker who is struggling with organization and meeting deadlines, you could take the lead at putting these practices into place.Make distractions softer. Quiet spaces, headphones, and working on off-hours (say, early or late), can help mitigate the clatter of a bustling office. Often working from home is a good solution.Make important information stand out from the chatter. Putting assignments in writing, recording meetings, and highlighting deadlines can help workers whose focus is not great to stay on task.Bring the future closer to the present. Those who struggle with adhering to deadlines will benefit when big projects are broken into smaller chunks, and check-ins are on the calendar with frequent reminders of when tasks are due.So, Should You Tell Your Boss?If you have ADHD, you may be covered under the Americans with Disability Act (ADA). However, you might not want to play that card unless you absolutely must, says Belynda Gauthier, a retired HR director and past president of Children and Adults with ADHD (CHADD). “The first time I did a presentation on ADHD in the workplace, I launched into detail about how the employee should approach his supervisor or manager and suggested that he might want to go directly to HR first. An audience participant interrupted to tell me that her HR office actually is the problem for her. Oops! I took this to heart, did some serious thinking, and revamped my presentation. I no longer recommend revealing one’s diagnosis until and unless it’s necessary.” Indeed, 92% of surveyed adults with ADHD believe that their colleagues hold misconceptions, the most common of which is “people with ADHD just need to try harder.” A better strategy might be to simply approach your manager with a positive attitude and a few solutions. “Be sure to tell them what you are good at,” advised Hallowell.Gauthier suggests something like: “I am really enjoying processing these widgets, and I think I’m doing a good job. I believe I could do an even better job if I could move to that cubicle that’s farther from the copy machine. So many co-workers use it all day and everyone stops to say hello.” Avoid the use of the word “but” to qualify your suggestions and don’t be whiney, she says.      Accommodations can help, but sometimes the best solution is finding the right job in the right environment with the right supports. “When I finally figured out I had it, it was a relief,” David Neeleman said in a recent interview with Forbes. “I was just really careful to surround myself with people that could complement my ADHD. I have people around me that help implement a lot of the ideas I have.” When you can turn your intense focus on something that truly fascinates you, ADHD can be a bonus rather a deficit.Lesley Alderman, LCSW, is a psychotherapist and journalist based in Brooklyn, NY. In her therapy practice, she works with individuals and couples. She writes about mental health topics for the Washington Post and has been an editor at Money and Real Simple magazines and a health columnist for the New York Times.(Featured photo by Valentin Russanov/iStock by Getty Images) 




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