As a leader, you may find yourself managing a team that spans five generations. Supporting your employees solely based on their ‘generation’ minimizes the unique, individual experiences they bring to your team. This issue of Leadership Insights invites you to reflect on generational biases that could arise as you consider the individual needs and accomplishments of each employee.
The COVID-19 pandemic changed the way we work, whether in the office or at home, and faculty and staff face increased interruptions. This can contribute to lower productivity, lower quality of work, decreased focus, and heightened stress levels.
In working with leaders and their Employee Engagement Survey data or other group feedback, Talent Strategy finds three common roadblocks to making the most of group feedback.
As important as compensation and job titles are for attracting, retaining, and rewarding faculty and staff, they are only part of the things that matter when it comes to keeping employees motivated, engaged, and satisfied with their career.
Employee wellbeing was important well before COVID-19, but the pandemic has accelerated the need to build the skills and resources to tolerate workplace stress and burnout.
Flexible work is here to stay. Prepare for flexible work by understanding options, evaluating job responsibilities, gathering input, and ensuring equity.
Video meetings are a valuable way to connect with colleagues, but high volumes of virtual meetings can contribute to overstimulation, burnout, and lack of work time for important projects.
