• 提高员工留任率
    【美国】现代薪资平台Zeal获得1500万美元B轮融资,旨在满足劳动力市场独特需求 旨在为当今和未来的劳动力提供支持的现代薪资平台Zeal宣布成功完成1500万美元B轮融资。这笔最新投资由Portage领投,现有投资者Spark Capital和Commerce Ventures继续跟投,标志着Zeal重新定义创新型人才派遣公司、临时工作平台和人力资源服务提供商(包括Wonolo、Qwick、Lawtrades、Band of Hands和WorkGenius等行业领先企业)薪资管理的使命取得了重大进展。 随着劳动力的发展以及对灵活性和自动化需求的增长,传统的薪资系统正面临着不足。Zeal正在加紧填补这一空白,提供自动化和灵活的薪资平台,以应对现代工作的复杂性,并满足现代工人的需求。有了这笔新的资金,Zeal将加倍努力创新,提供最先进的薪资解决方案,以满足当今动态劳动力市场的独特需求。 当前的劳动力越来越倾向于灵活的工作安排。为了满足这些需求,人才派遣公司、演出平台和人力资源服务提供商正在崛起,但他们需要现代化的工具来有效管理薪资。Zeal 的平台就是为了适应这些新的工作模式而建立的,无论工作安排多么复杂,都能确保薪资管理流程的无缝衔接。 “Zeal公司的使命是通过自动化薪资管理和提升员工体验来满足现代员工的需求,"公司首席执行官兼联合创始人Kirti Shenoy说。“我们的现代薪资平台和新产品引起了人们极大的兴趣。有了这笔新资金,我们将继续创新,帮助企业简化运营,提供新服务,并迅速推出一流的员工体验。 有了新的资金,Zeal 很高兴能推出几项产品创新,进一步增强其平台的功能: 远程 I-9 与 E-Verify: 移动、定制品牌解决方案,可轻松实现就业验证。 定制文书工作: 通过可定制的文件工作流程简化员工入职流程。 福利管理: 简化福利管理,提高员工保留率和合规性。 白标移动应用程序: 可定制的移动应用程序,让员工随时随地获取薪酬和信息。 工资卡和数字钱包: 在白标应用程序中提供类似 Uber Money 的体验,将工资信息与工资卡和数字钱包相结合。每刷卡一次,节省一元,就能从工资支付中获得收益。 工资收入访问: 通过精确计算日薪和快速获取资金,为员工创造更好的工作体验。 Zeal的平台在市场上脱颖而出,因为它提供了更大的灵活性,允许公司定制工资支付流程的方方面面。自动化是Zeal解决方案的核心,它使企业能够实现自动发薪,降低运营成本,并确保所有司法管辖区的合规性。此外,Zeal的移动原生方法确保员工能以无缝、现代的体验访问他们的薪资信息,反映了当今数字原生劳动力的期望。 “随着企业不断采用更广泛的技术来管理其员工队伍,薪资管理功能也不能落后,这一点至关重要。Zeal解决了现有薪资解决方案仍然依赖人工流程的低效率问题,尤其是在临时工和自由职业者队伍不断壮大的背景下。我们相信行健软件在推动薪资领域必要的整合与创新方面具有独特的优势,"Portage合伙人Ricky Lai说。 在企业应对现代劳动力不断变化的复杂性时,Zeal将成为薪资创新的首选解决方案。公司对灵活性、自动化和原生技术的承诺确保其将继续引领企业如何在日益动态的工作环境中管理薪资。 关于Zeal Zeal是一个现代化的薪资管理平台,旨在满足当今动态劳动力市场的需求。通过提供灵活、自动化和本地化的薪资解决方案,Zeal帮助企业降低运营成本,提高员工保留率,并提供卓越的员工体验。 关于 Portage Portage 是一家专注于金融科技和金融服务的全球投资平台,管理着超过 25 亿美元的资产。 我们的团队通过 Portage Ventures 和 Portage Capital Solutions 与各个阶段的雄心勃勃的公司合作。我们提供灵活的资本,并提供一个由投资者、商业合作伙伴、顾问和价值创造专家组成的全球网络。凭借深厚的行业知识和创业经验,Portage 致力于为重塑金融服务的领导者提供支持。Portage 在美国、加拿大和欧洲开展业务。Portage 是 Sagard 旗下的一个平台,Sagard 是一家全球多策略另类资产管理公司,管理着超过 250 亿美元的资产。
    提高员工留任率
    2024年10月11日
  • 提高员工留任率
    【HR术语】什么是员工健康(What is employee wellbeing?) 什么是员工健康? 员工幸福感是指专业人员在心理、情感和身体健康方面的综合状态。根据盖洛普研究人员的研究,员工幸福感包括五个核心组成部分: 职业幸福感。人们对工作职责的满意度,以及他们每天在工作中花费时间的方式。 社会福祉。与朋友和家人建立健康、有意义的关系。 财务健康。能够成功管理个人财务。 身体健康。有健康的体魄和充沛的精力来维持基本功能和完成任务。 社区幸福。与他人建立联系,对所居住的地方有归属感。 人力资源领导为什么要关注员工福利? 作为公司最宝贵的资产--员工的监护人,人力资源部门应优先考虑员工的福祉。 幸福超越了健康。它表明员工在个人生活和工作中全面发展、发挥最佳功能并实现自身潜能。 员工健康和幸福有哪些优势? 身心健康可以增强心理耐力、情商和应变能力--这是提高生产力、创造力和效率所必需的三项软技能。 因此,员工身心健康是高绩效工作、蓬勃发展的员工队伍和成功企业的基石。 员工身心健康在很大程度上有助于: 实现目标 承担风险 为出现的挑战找到实用、明智的解决方案 减少缺勤 提高员工留任率和参与度 减少医疗开支 蓬勃发展的企业文化 人力资源领导者如何促进员工福利? 如果您想把员工的健康放在首位,就应将其作为公司文化的一部分。虽然每个人都必须关注自己的健康,但人力资源部门可以通过强调健康是一种工作价值来鼓励员工的健康。以下是将健康融入公司工作方式的三种方法: 平衡工作与娱乐。虽然保持工作流程是提高生产力的必要条件,但人不是机器人。要有精力工作,就必须有时间娱乐。组织员工徒步旅行或公园野餐等促进情绪、社区建设和社交聚会,让员工有机会充电和重新建立联系。 培养感恩之心。人力资源领导者可以通过表彰和感谢员工的辛勤工作和取得的成就来鼓励员工之间的友情和有意义的工作经历。表达谢意可为工作社区注入良好的氛围和意义。 鼓励正念。正念为明智的决策、高质量的工作、更好的沟通和发散思维奠定了基础。养成正念的习惯有助于人们调节情绪和思想。团队可以在开会前通过集体呼吸练习或冥想来练习正念。为了在个人层面上支持正念,公司可以指定一个房间或花园作为无技术区,让人们有安静、不受干扰的独处时间。 制定有效的员工福利计划和措施有哪些技巧? 虽然整合一个通用的健康计划可能很诱人,但还是要尽量考虑贵公司的具体需求。您可以通过以下方式做到这一点: 确定问题所在。这些问题可能包括职业倦怠、缺乏目标和动力以及工作与生活失衡。 评估影响福利的主要障碍。也许是管理不善、工作量过重,或者是工作场所的价值观不一致,阻碍了员工实现身心健康。 评估员工幸福感低的代价。缺乏幸福感会如何影响生产力和底线? 规划福利计划。贵公司目前正在采取哪些行动来促进员工身心健康,这些措施与内部和外部基准相比有何不同? 实施量身定制的健康计划。健康计划应为员工提供切实可行、量身定制的解决方案,应对他们面临的挑战和不同的人生阶段。例如,该计划可包括员工援助计划(EAP)、辅导和导师机会或个人财务咨询机会。 如何有效衡量员工福利? 幸福是综合的,因此您需要收集幸福拼图的所有部分,才能看到完整的画面。让我们来看看一些评估和衡量幸福感的方法: 通过脉搏调查收集反馈。通过提出正确的问题,人力资源部门可以了解团队成员的健康状况。与某一具体问题相关的问题,如果能让员工对自己的感受进行评分,就能提供有用的答案。开放式问题也能提供见解,但要确保有时间和资源来阅读和处理每个答案。调查可以包括涉及薪酬、参与度、归属感、工作量和职业目标等主题的问题。 跟踪员工数据。虽然数据不能反映一个人的内心挣扎,但它可以说明面临的挑战,如高缺勤率或低生产率--潜在潜在问题的迹象。 简短的检查。人力资源部门或经理可以定期与专业人士会面。无论是当面交谈还是通过视频聊天,都能提供调查和数据无法显示的反馈信息。 员工福利如何改善公司文化? 欣欣向荣的员工构成了欣欣向荣的企业文化。当整体的每个部分--每个人--都处于健康状态时,他们就能高效地工作,与团队成员有效合作,并为积极而充满活力的企业文化做出贡献。 以下为文章原文: What is employee wellbeing? Employee wellbeing refers to a professional’s holistic state of mental, emotional, and physical health. According to Gallup researchers, employee wellbeing includes five core components: Career wellbeing. The satisfaction people feel with work responsibilities and how they spend their time at work every day. Social wellbeing. Engaging in healthy, meaningful relationships with friends and family. Financial wellbeing. Being able to manage personal finances successfully. Physical wellbeing. Having health and energy for basic functioning and accomplishing tasks. Community wellbeing. Having a connection with others and feeling a sense of belonging in the place you live. Why should HR leaders care about employee wellbeing? As guardians of a company’s most valuable asset—its people—employee wellbeing should be a priority for HR. Wellbeing goes beyond health. It indicates that people are thriving holistically, functioning optimally, and actualizing their potential in their personal lives and at work. What are the advantages of employee health and wellbeing? Wellbeing can support mental stamina, emotional intelligence, and resilience—three soft skills necessary for productivity, creativity, and efficiency. Thus, employee wellbeing is the bedrock of high-performance work, a thriving workforce, and a successful business. Employee wellbeing largely contributes to: Goal achievement Risk taking Finding practical, intelligent solutions to challenges that arise Decreased absenteeism Increased retention and engagement Reduced healthcare expenses A thriving company culture What can HR leaders do to promote employee wellbeing? If you want to make your people’s wellbeing a priority, make it part of your company culture. While everyone must take care of their health, HR can encourage wellbeing by emphasizing it as a work value. Here are three ways to infuse wellbeing into your company’s approach to work: Balance work with play. While maintaining workflow is necessary for productivity, people aren’t robots. To have energy for work, there must be time for play. Organizing mood-boosting, community-building, and social gatherings, such as staff hikes or park picnics, gives people a chance to recharge and reconnect. Cultivate gratitude. HR leaders can encourage camaraderie and meaningful work experiences by recognizing and thanking people for their hard work and accomplishments. Communicating appreciation infuses good vibes and meaning into the work community. Encourage mindfulness. Mindfulness sets the foundation for smart decision-making, high-quality work, better communication, and thinking outside the box. Making mindfulness a habit helps people regulate their emotions and thoughts. Teams can practice mindfulness through group breathing exercises or meditations before conducting a meeting. To support mindfulness on an individual level, companies can designate a room or garden as a tech-free zone for people to have quiet, uninterrupted alone time. What are some tips for building effective employee wellbeing programs and initiatives? While it may be tempting to integrate a generic wellness program, try to consider your company’s specific needs. You can do so by: Identifying the problem areas. These may include burnout, lack of purpose and drive, and work-life imbalance. Evaluating the major barriers to wellbeing. Perhaps there is poor management, too heavy a workload, or a misalignment of workplace values preventing people from achieving a state of wellbeing. Assessing the cost of low employee wellbeing. How does a lack of wellbeing affect productivity and the bottom line? Planning a wellbeing program. What actions is your company currently taking to promote wellbeing, and how do these initiatives compare with internal and external benchmarks? Implementing a customized wellness program. The wellness program should provide practical, tailored solutions for staff, addressing their challenges and different life stages. The program could include, for example, an Employee Assistance Program (EAP), coaching and mentorship opportunities, or personal financial advising opportunities. How can you effectively measure employee wellbeing? Wellbeing is integrative, so you’ll need to gather all pieces of the wellbeing puzzle to see the complete picture. Let’s look at some ways to assess and measure wellbeing: Gather feedback through pulse surveys. By asking the right questions, HR can narrow in on team members’ state of wellbeing. Questions that relate to one specific issue and give people the option to rate how they’re feeling on a scale can provide helpful answers. Open-ended questions can also offer insightl, but make sure you have the time and resources to read and address each answer. Surveys can include questions that touch on topics such as compensation, engagement, belonging, workload, and career goals. Keep track of workforce data. While data doesn’t reflect a person’s internal struggles, it can illustrate challenges such as a high rate of absenteeism or low productivity— signs of a potential underlying issue. Brief check-ins. HR or managers can routinely meet with professionals. Getting together to talk, whether in person or through video chats, can provide feedback that may not have been apparent through surveys and data. How can employee wellbeing improve company culture? Thriving people make up a thriving company culture. When each part of the whole—each person—is in a state of wellbeing, they can work productively, collaborate effectively with team members, and contribute to a positive and vibrant culture.
    提高员工留任率
    2024年06月17日
  • 提高员工留任率
    【HR术语】什么是内部流动?(What is internal mobility?) 什么是内部流动? 内部流动是指员工在公司内部向新角色或职位的流动。这包括晋升(纵向流动)、调动和角色变化(横向流动)。 目前,许多企业都在使用内部流动战略来应对日益增长的人员流动率。良好的内部流动可以培养员工的技能,提高他们的工作满意度,甚至可以为企业节省时间和金钱。 为什么内部流动很重要? 在当前人员流动率居高不下的趋势下,内部流动可以成为提高员工留任率的有力工具。 通过为员工提供获得新经验的成长机会,可以提高整体工作满意度,从而降低员工离职另谋高就的可能性。 除了提高工作满意度,内部流动还能最大限度地发挥员工的才能。让员工体验不同的角色或部门,有助于他们发展新技能,使公司更加自给自足。 通过促进内部流动,你将拥有一支才华横溢、技能高超的团队,可以填补可能出现的大部分技能缺口--这样你就不必经常到公司外部寻找人才,从而节省了时间和金钱。 内部流动的例子 角色到角色的流动--员工在公司内部调动到相同资历的新角色。 调动--员工在不同地点继续担任组织内的相同职务。 晋升--团队成员晋升到公司更高级别的职位。 基于项目的流动--由具有不同专长的员工组成的团队为某一特定项目工作。 岗位轮换--员工在不同岗位或部门之间临时流动,以获得新的经验和学习新的技能。 发展计划--组织提供培训或发展计划,帮助员工掌握新技能,为在公司内担任不同角色做好准备。 内部流动的好处 降低成本--招聘新人的成本可能很高。企业可以通过聘用已经了解企业文化和流程的内部候选人来填补空缺职位,从而降低成本。 提高员工留任率--当员工感到自己有机会成长和晋升时,他们就更有可能长期留在公司。 提高参与度--有了在公司内学习、成长和接受新挑战的机会,员工会感到更有参与感和动力。 提高生产力--内部流动让员工接触到新的人员、流程和思维方式。这为团队成员提供了宝贵的知识,他们可以将这些知识运用到工作中。 如何促进内部流动? 您可以从建立内部流动计划开始。与每个部门的员工分享新的晋升或岗位轮换机会,明确表示欢迎每个人申请。 您还可以提供培训、在线课程和会议,帮助员工获得新技能和新知识。 通过招聘启事、内部通讯和定期的一对一交流,确保所有团队都了解这些机会,并激励员工去争取。给予他们追求发展目标所需的时间和支持。 另一种促进内部流动的方法是鼓励不同部门和团队之间的合作。这可以让员工接触到他们可能不熟悉的公司领域,并帮助他们与那些能为他们提供职业发展指导的人建立关系。 员工希望学习和成长。如果公司支持员工的发展和学习机会,那么最终也会帮助内部流动成为公司文化的一部分。 内部流动最佳实践 对于内部流动而言,重要的是为公司的每个职位制定清晰的职业发展路径。同时,要向所有员工开放机会,让他们可以尝试转换角色和传授技能。 说到这些机会,可以尝试组建一个招聘团队,寻找内部人才并从内部提拔。 为使这一做法行之有效,应在组织内部开展定期岗位轮换,以便对员工进行交叉培训,让他们在不同的岗位上积累经验,从而使他们具备所需的可转换技能,以便在他们愿意的情况下抓住这些机会。 内部流动是一项长期投资。但从长远来看,促进内部流动的企业会从中获益,创造一个高效的工作场所,让员工更加快乐。 以下为文章原文: What is internal mobility? Internal mobility is the movement of employees within a company to new roles or positions. This can include promotions (vertical mobility), as well as transfers and role changes (lateral mobility). Many businesses are now using an internal mobility strategy to address the increasing rates of turnover. Good internal mobility develops employees’ skills, increases their job satisfaction, and can even save an organization time and money. Why is internal mobility important? With the current trend of high turnover, internal mobility can be a powerful tool for boosting the retention rate for employees. By giving employees opportunities to grow with new experiences, it can increase overall job satisfaction—reducing the likelihood of them leaving for a new job elsewhere. Besides increasing job satisfaction, internal mobility makes the most of what employees have to offer. Giving employees experience in different roles or departments helps them develop new skills that can make your company more self-sufficient. By promoting internal mobility, you’ll have a talented, highly skilled team that can fill in most of the skills gaps that may appear—so you won’t have to regularly look outside the company for talent acquisition, saving you time and money. Examples of internal mobility Role-to-role mobility – When an employee moves to a new role at the same level of seniority within the company. Transfer – When an employee continues their same role for the organization, but at a different location. Promotion – When a team member is promoted to a higher-level position in the company. Project-based mobility – When a team of employees, with different kinds of expertise, is put together for a specific project. Job rotations – When an employee moves temporarily between different roles or departments to gain new experiences and learn new skills. Development programs – When an organization provides training or development programs to help employees acquire new skills and prepare them for different roles within the company. Benefits of internal mobility Reduced costs – Hiring new people can be expensive. Businesses can reduce costs by filling open positions with internal candidates who already understand the organization’s culture and processes. Improved employee retention rates – When employees feel that they have opportunities to grow and advance, they’re more likely to stay with the company long-term. Increased engagement – With opportunities to learn, grow and take on new challenges within a company, employees feel more engaged and motivated. Improved productivity – Internal mobility exposes employees to new people, processes, and ways of thinking.This gives team members valuable knowledge that they can apply to their work. How do you promote internal mobility? You can start by establishing an internal mobility program. Share new opportunities for promotions or job rotations with employees from every department, making it clear that everyone is welcome to apply. You can also offer training, online courses, and conferences to help employees gain new skills and knowledge. Make sure that all teams are aware of these opportunities through job postings, internal newsletters, and regular one-on-one check-ins—and inspire your people to go for them. Give them the time and support they need to pursue their development goals. Another way of promoting internal mobility is by encouraging collaboration between different departments and teams. This exposes employees to areas of the company they may be unfamiliar with, and helps them build relationships with people who can give them guidance on advancing their careers. Employees want to learn and grow. If a company supports employee development and learning opportunities, then it will also end up helping internal mobility to become an established part of company culture. Internal mobility best practices For internal mobility, it’s important to develop a clear career path for each role in your company. At the same time, keep opportunities open to all employees, so that they can try switching roles and transfer their skills. When it comes to these opportunities, try putting together a recruitment team to find internal talent and promote from within. For that to be effective, start regular job rotations within the organization so that you cross-train employees—giving them experience in different roles so that they have the transferable skills needed to take those opportunities, should they wish to. Internal mobility is a long-term investment. But the businesses that promote it in the long-run reap the benefits, creating a productive workplace with happier employees.
    提高员工留任率
    2024年05月11日
  • 提高员工留任率
    【HR术语】什么是工作场所的年龄歧视?(What is ageism in the workplace?) 什么是工作场所的年龄歧视? 职场中的年龄歧视,又称年龄偏见,是指人们因年龄而歧视同事和其他专业人员。 老龄歧视的形式多种多样,既可能发生在工作场所的年轻人身上,也可能发生在老年人身上。 年龄歧视是建立在对与年龄有关的陈规定型观念的信念之上的,例如,年龄较大的专业人员工作效率较低,无法适应新技术,或者年轻的专业人员工作积极性较低。 对这些刻板印象的相信会对公司及其文化产生破坏性影响。 工作场所中的年龄歧视有哪些例子? 年龄歧视可能以不同的形式出现,既有微妙的,也有明显的。一些年龄偏见的例子包括 由于年龄原因,将专业人员排除在培训机会、加薪和晋升之外 只解雇年龄较大的专业人员 因为年龄而拒绝聘用合格的求职者 在招聘启事中使用不鼓励某些年龄组的人申请的语言 就某人的年龄开冒犯性的玩笑或发表冒犯性的言论 粗暴对待反对年龄歧视的专业人士(即所谓的 "伤害") 因为某项任务涉及新技术,就认为老年人不具备处理该任务的技能 因为团队成员 "太年轻 "或 "太老",而忽视他们参与具有挑战性的项目 因为专业人员的年龄而将他们排除在重要会议和决策之外,或将他们排除在工作聚会之外 鼓励专业人员退休 当年长或年轻的专业人员犯类似错误时,对他们的批评多于其他团队成员 为什么要将避免年龄歧视作为人力资源战略的一部分? 工作场所中任何形式的歧视都只会损害公司的成功和声誉。 年龄歧视也不例外。 一个提倡 DEI&B 并没有年龄歧视的工作场所不仅能赢得员工的青睐,还能提高员工留任率,降低离职成本。 研究表明,多元化和包容性的工作场所也会带来更大的收入增长。 通过制定避免老龄歧视的战略,您将确保您的工作场所更具生产力、参与性和创新性,并能做出更好的决策。 这是因为各代人之间的平衡性很好;这为您提供了广泛的视角和技能,为公司的长期成功奠定了基础。 如何防止职场中的年龄歧视? 要防止职场中的年龄歧视,您可以 查看你的 DEI&B 指标,全面评估你公司的情况。您可以使用 "DE&I 面板 "来检查人力资源数据,并确定哪些领域受到年龄偏见的影响(如果有的话)。 检查公司政策和做法,确保它们具有包容性。 制定反对年龄歧视的政策,明确规定团队成员在工作中应如何应对各种形式的年龄歧视。 为招聘经理和主管提供培训,防止在招聘中出现年龄偏见。 在招聘启事中避免使用与年龄相关的语言。 确保所有合格的专业人员都能平等地获得晋升、加薪和培训机会。 在工作聚会和团队建设会议上,让每个人都感到自己被接纳。 为老年专业人员创造灵活的工作安排。 鼓励代际辅导,打破陈规。这样可以让年长和年轻的团队成员相互学习,建立牢固的工作关系。 年龄歧视如何影响企业文化? 工作场所的年龄偏见会对公司文化产生负面影响。 专业人士不会感到公司关心他们,因此工作满意度、生产力和参与度都会降低。 年龄歧视也会造成士气低落、对公司忠诚度降低的怨恨氛围。在一个缺乏支持和包容性的环境中,人们不会愿意长久待下去,这意味着离职率会上升。 这会形成一个负反馈循环,因为年轻或年长专业人员的不断流失会阻碍工作效率,增加与年龄有关的刻板印象。 年龄歧视会造成一种抵制变革的停滞不前的工作环境。它限制了多元化思维,阻止公司迎接新的挑战和机遇。这意味着创新和创造力的减少,而创新和创造力对公司的长期成功至关重要。 以下为文章原文: What is ageism in the workplace? Ageism in the workplace, also known as age bias, is when people discriminate against their colleagues and other professionals because of their age. Ageism takes various forms—it can happen to both younger and older people in the workplace. Ageism is founded on a belief in age-related stereotypes, such as older professionals being less productive and unable to adapt to new technologies, or younger professionals being less motivated. The belief in these kinds of stereotypes has a damaging effect on companies and their culture. What are some examples of ageism in the workplace? Ageism can appear in different forms, both subtle and obvious. Some age bias examples include: Excluding professionals from training opportunities, raises, and promotions because of their age Only firing older professionals Refusing to hire qualified candidates for a job opening because of their age Using language in job postings that discourages people from certain age groups from applying Making offensive jokes and remarks about someone’s age Treating professionals who speak up against ageism badly (known as victimization) Assuming an older person doesn’t have the skills to handle a task because it involves new technology Overlooking team members for challenging projects because they’re “too young” or “too old” Leaving professionals out of important meetings and decisions or excluding them from work gatherings because of their age Encouraging a professional to retire Criticizing an older, or younger, professional more than other team members when they make similar mistakes Why should avoiding ageism be part of your HR strategy? Discrimination of any kind in the workplace can only harm the success and reputation of a company. Ageism is no exception. A workplace that promotes DEI&B and is free from ageism not only gains the favor of its people but also increases retention rates—reducing turnover costs. Research shows that a diverse and inclusive workplace yields greater revenue growth too. By creating a strategy to avoid ageism, you’ll ensure that your workplace is more productive, engaged, and innovative with better decision-making. That’s because you’ll have a great balance between generations; this gives you a broad range of perspectives and skills that sets your company up for long-term success. How can you prevent ageism in the workplace? To prevent ageism in the workplace, you can: Look at your DEI&B metrics to thoroughly assess your company’s situation. You can use a DE&I dashboard to examine HR data and identify which areas arebeing influenced by age bias, if any. Examine company policies and practices to make sure that they’re inclusive. Establish policies against ageism which clearly outline how team members should deal with its various forms at work. Provide training for hiring managers and supervisors to prevent age bias in hiring. Avoid age-related language in job postings. Ensure that promotions, raises, and training opportunities are equally available to all qualified professionals. Make everyone feel included at work gatherings and in team-building sessions. Create flexible work arrangements for older professionals. Break down stereotypes by encouraging intergenerational mentoring. This will allow older and younger team members to learn from each other and create strong working relationships. How does ageism influence company culture? Age bias in the workplace has a negative influence on company culture. Professionals won’t feel that their company cares for them, so there’ll be less job satisfaction, productivity, and engagement. Ageism creates an atmosphere of resentment with low morale and less company loyalty too. People won’t want to stay for long in an environment that isn’t supportive and inclusive, meaning turnover rates will increase. This can create a negative feedback loop, since the constant loss of younger or older professionals will hinder productivity and increase age-related stereotypes. Ageism creates a stagnant work environment that is resistant to change. It limits diverse thinking and stops a company from embracing new challenges and opportunities. That means less innovation and creativity, which are essential for the long-term success of a company.
    提高员工留任率
    2024年05月06日