Employee-employer thoughts about salary interests of job seekers differ: Adecco survey

 

The research was conducted across ten countries and the Latin America region over more than a 1,000 workers and 155 companies.

According to the findings of a survey conducted by The Adecco Group, salary, workplace atmosphere and career growth are the three most important criteria that workers are taking into account while looking for job opportunities. According to the official communique, the survey aims at comparing what workers want and what employers think that workers want.

Salary and workplace atmosphere

The communique reads that at first glance employers and workers seem to be aligned on the main criteria that motivate people to apply for a job. Both the sides agree that salary is the topmost consideration followed by workplace atmosphere and career development. 

Commenting on the angle of salary,  Christophe Catoir, President of Adecco wrote in the communique, “GenZ and GenY workers are more likely to be swayed by salary, while older generations focus more on the content of the job and work atmosphere. Only workers in Latin America and Spain tend to prefer collaborative to individual work, though companies think this preference applies more widely.”

However, against 53% of the employees considering salary as the most important factor, 72% of employers look at it as the first priority. In fact, the perception of the employers and employees differ to a great extent in terms of the brand image of the employer. While according to the employers brand image and size is kept at the seventh position by the employees, the latter has kept it in the sixteenth position in terms of priority. 

Complete Article at People matters 

Can AI Teach Us How to Become More Emotionally Intelligent?

Summary.   

Emotional intelligence matters more to one’s success as a manager than IQ or technical skill. The principal takeaway: emotional intelligence is just as important as any “hard skill” and investing in it helps individuals and teams succeed at work.

Companies are wise to explore AI solutions that can help make their teams more emotionally intelligent, and better communicators. Indeed, AI can enhance our emotional intelligence by making us more self-aware and helping us manage key work relationships. Enhancing our emotional intelligence and communication skills makes us more efficient, productive, and empathetic. Although the technology is far from perfect, it is becoming more intelligent every day as platforms increase in data, scale, and sophistication. The technology is in place to make our teams more emotionally intelligent and companies more successful and profitable.

The debate over whether AI will replace humans in the workforce often boils down to a handy, twofold explanation: AI will replace humans for most repetitive and manual labor tasks, while humans will excel at soft skills like creative communication and relationship-building. While some of this is true — humans and machines will each play to their strengths — it probably oversimplifies AI’s role in our professional lives. We believe AI will help humans do better human work, namely by helping us improve our emotional intelligence, soft skills, and interpersonal communication skills.

Complete Article at HBR

How Leaders Can Build Connection in a Disconnected Workplace

Summary.   

For too long, workplace connection has been thought of as something that just happens during the workday, whether via hallway conversations, water-cooler moments, or grabbing coffee. With spontaneous moments of connection more challenging to recreate in a remote or hybrid environment, managers need to take a more proactive approach, especially given how important connection is to retention. Consider this: If employees don’t have a best friend at work, there’s only a 1 in 12 chance that they’ll be engaged. The author offers four practical ways to build stronger relationships on your team: 1) Make workplace connection a ritual; 2) Make it easier to ask for support; 3) Make onboarding more experiential; and 4) Make recharging a reality.

Another way to think of the Great Resignation is as the “Great Disconnection.” In the wake of the pandemic and the vast shift to flexible work from anywhere policies, 65% of workers say they feel less connected to their coworkers. Employee disconnection is one of the main drivers of voluntary turnover, with lonely employees costing U.S. companies up to $406 billion a year. Research by Cigna shows that lonely employees have a higher risk of turnover, lower productivity, more missed days at work, and lower quality of work. Meanwhile, BetterUp found that employees who experience high-levels of belonging have a drop in turnover risk, an increase in job performance, a reduction in sick days, and an increase in employer promoter score, which results in an annual savings of $52 million for a 10,000-person company.

Complete Article at HBR 

Communicating Authentically in a Virtual World

Summary.   

Authenticity is important at work, but sometime’s it’s challenging to identify and maintain. Plus, what if the authentic emotions you’re feeling conflict with the message you’re trying to convey to colleagues or employees? When is it useful to lean into authenticity, and when is inauthenticity actually a better strategy? Research on how people perceive authenticity during in-person, email, and phone conversations sheds some light on how to navigate this issue, particularly amidst hybrid work. The short answer: if your communication is authentic, try to speak with someone in-person. If you need to suppress emotions, consider using the phone or another audio method. And if you need to use email, make sure it’s clear to the recipient that you chose that method because others weren’t available.

One of the most common leadership buzzwords amongst both executives and academics is “authenticity.” Meta COO Sheryl Sandberg emphasized that “leaders should strive for authenticity over perfection,” while Howard Schultz, former CEO of Starbucks, noted, “the companies that are lasting are those that are authentic.” Indeed, research studies have similarly affirmed the importance of authenticity as a key driver of overall work outcomes for everyone from frontline workers to leaders. Alternatively, being perceived as inauthentic has been shown to destroy trust and relationships, damage customer loyalty, worsen performance evaluations, and decrease organizational profits.

Yet, despite the importance of authenticity, it can be challenging to develop and maintain. Take communication: while being perceived as authentic is ideal, actually always behaving authentically can lead to disaster. Imagine a manager who, while laying off an employee, expresses underlying happiness because her soon-to-be spouse just accepted her marriage proposal that morning. Or an executive sending out a message about a new company diversity initiative, but doing so in a dour tone because his child just dropped out of college.

Complete Article at HBR