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Associated Press
a day ago
- Business
- Associated Press
HMP Global earns multiple 2025 Top Workplace honors based solely on employee feedback
Awards celebrate excellent workplace culture and company's commitment to work-life balance and professional growth. 'These awards validate the strong culture we've built together—one that supports growth, rewards collaboration, and ensures every employee feels heard and valued.'— Jeff Hennessy, Chairman and CEO of HMP Global MALVERN, PA, UNITED STATES, June 19, 2025 / / -- HMP Global this year earned a trio of Top Workplace honors including Top Workplaces Culture Excellence from employee engagement technology company Energage LLC, Delaware Valley Top Workplaces from The Philadelphia Inquirer, and New Jersey Top Workplaces by NJ Advance Media. All three awards were based on confidential employee surveys by employee engagement data company Energage. The surveys measured several aspects of the employee experience, such as feeling respected and supported, enabled to grow and empowered to execute, and identified HMP Global, a world leader in healthcare events, education and insight, as a standout among hundreds of organizations. 'At HMP Global, our people are our greatest strength,' said Jeff Hennessy, Chairman and CEO of HMP Global. 'These awards validate the strong culture we've built together—one that supports growth, rewards collaboration, and ensures every employee feels heard and valued.' The Top Workplaces Culture Excellence Award honors the work-life flexibility HMP Global offers its nearly 350 employees. This includes the options employees have in how and where they work as well as the care HMP Global managers show for employees' concerns. The 2025 honors complement HMP Global's earlier national recognition for workplace excellence. In 2024, HMP Global was presented the 2024 Top Workplaces Award for Remote Work by Monster and Energage and 2024 Great Place to Work certification, based on stellar reviews from employees. The company also earned numerous Top Workplaces awards in 2023 and 2022. HMP Global's commitment to a people-first culture includes: • Regular professional development opportunities • Support for remote and hybrid employees • In-person networking events • An average employee tenure of seven years 'Earning a Top Workplaces award is a badge of honor for companies, especially because it comes authentically from their employees,' said Eric Rubino, CEO of Energage. 'That's something to be proud of. In today's market, leaders must ensure they're allowing employees to have a voice and be heard. That's paramount. Top Workplaces do this, and it pays dividends.' In 2024, 75% of HMP Global employees considered the company a great place to work, a figure well above the U.S. average of 57%. Additionally, 91% reported feeling welcomed when they joined the company, and 94% were comfortable with the level of responsibility they are given. Learn more and find a career at HMP Global: About HMP Global HMP Global is the omnichannel market leader in healthcare events, education, and insight — with a mission to improve patient care. For 40 years, the company has built trusted brands including Psych Congress, the premier source for mental health education, and the Symposium on Advanced Wound Care (SAWC), the largest wound care meeting in the world. HMP Global partners with leading experts around the world to deliver more than 450 annual events, medical strategy, and marketing for pharmaceutical and medical device customers through HMP Collective, and pharmaceutical market insight, engaging a global community of healthcare stakeholders that includes nearly 2 million clinicians across 600 medical specialties as well as managed care, behavioral health, senior living, emergency medical, and pharmaceutical commercialization professionals. For more information, follow HMP Global on LinkedIn or visit Sandi Beason, APR HMP Global email us here Visit us on social media: LinkedIn Facebook Legal Disclaimer: EIN Presswire provides this news content 'as is' without warranty of any kind. We do not accept any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. If you have any complaints or copyright issues related to this article, kindly contact the author above.
Yahoo
2 days ago
- Business
- Yahoo
Job satisfaction reaches record high — but not for younger workers, survey finds
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. The job satisfaction gap between younger and older workers continues to widen, with a 15-point difference emerging in 2025, according to a June 11 report from The Conference Board. While 72.4% of workers ages 55 and older report job satisfaction, only 57.4% of workers under age 25 say the same. Although overall worker satisfaction jumped a record 5.7 percentage points, those under 25 experienced a decline — the only group to do so. 'This year's results reveal a widening generational divide in how happy workers are in their jobs,' said Allan Schweyer, principal researcher of human capital at The Conference Board. 'While mid- and later-career workers are reaping the benefits of improved leadership, manageable workloads and meaningful work, younger workers are still searching for the right culture fit. This highlights a need for more personalized strategies to engage early-career talent.' In a survey of 1,700 U.S. workers, job satisfaction experienced the largest single-year jump since the survey began in 1987 and has reached the highest point since then. Workers reported higher satisfaction across 26 of 27 areas, with declines only seen in the quality of equipment available. Notably, worker sentiment increased across five engagement areas: intent to stay, level of effort, sense of belonging, engagement and mental health. Worker morale could be increasing due to low unemployment and stable compensation growth, The Conference Board said. In addition, satisfaction appears to be rising due to hybrid flexibility, clear performance feedback and transparent career paths. For the first time in seven years, women surpassed men in overall job satisfaction. At the same time, women trailed men in 21 of 27 job satisfaction metrics, especially ones related to compensation, such as pay, bonuses and retirement benefits. The top drivers of satisfaction were 'intrinsic and culture-driven,' including interest in work, quality of leadership, workplace culture, workload and supervisor relationships, the report found. In contrast, satisfaction with compensation — such as wages, bonuses and traditional benefits — had a lower influence on overall satisfaction. While job turnover slowed in 2024, satisfaction among recent job switchers was slightly higher than those who stayed in their jobs, the report found. Workers who moved into new roles cited culture and growth opportunities, rather than compensation, as their main reasons for switching roles. Although some groups have reported higher satisfaction at work in 2025, LGBTQ+ workers have reported more discrimination and less happiness at work, according to a report from WorkL and the Center for American Progress. Overall, these workers have experienced declines in their feelings of empowerment, pride in their work, job satisfaction and worker well-being. In addition, employee feelings of respect at work have dropped to a record low, according to a Gallup survey. Managers can build respect, engagement and well-being by communicating with team members frequently and meaningfully, Gallup said. Regardless of employee satisfaction, paid time off reduces job hopping for all employees, according to research from Florida Atlanta University and Cleveland State University. Voluntary turnover dropped by 35% among those offered PTO. Recommended Reading Monster: Two-thirds of workers would quit if forced to return to the office five days a week
Entrepreneur
2 days ago
- Business
- Entrepreneur
I Made Our Company Culture Public. Here's What Happened to Our Business
Here are some lessons learned from my experiment with workplace transparency. Opinions expressed by Entrepreneur contributors are their own. I was doing walk-and-talk check-ins with our Seoul team. The first meeting went great, a check-in over iced Americanos. The second employee walked in and answered the same question I'd asked her teammate, word for word. They'd traded texts in the 75 seconds between meetings. That moment showed me: internal information moves faster than management. Employees share everything now, including their 360s. We can pretend we control the narrative while employees screenshot Slack messages and share salary data. Or we can lead by setting the terms of transparency ourselves. Culture leaks through Glassdoor, LinkedIn and group chats. Why not build with intention? After experimenting with transparency for thirteen months, I'm learning the rules. Related: My Employee Used AI to Ask for a Raise. So I Used AI to Say No — Here's What Happened Next From building products to building culture in public Developers pioneered "building in public." They tweeted revenue charts and shared prototype GIFs. Their transparency attracted users, generated feedback and built investor trust. Company culture can follow the same path, with one crucial difference: culture affects people, not code. The stakes are exponentially higher. A software bug breaks, you fix the code. Cultural transparency goes wrong, and you damage careers, relationships and safety at work. Start small and test everything Treat each disclosure as a product feature. Start with the smallest public unit you can handle. Measure impact. Iterate. We tied our company values to specific projects on our website. We showed how those values played out in practice. Then we showed our salary band and had an open Q&A Zoom. The feedback was immediate. Employees appreciated knowing where they stood, compensation-wise. They had pointed out questions about the increase and advancement criteria we hadn't communicated. Transparency isn't a virtue; it's just a tool for building trust. Trust fuels team performance, retention and honest feedback loops that strengthen organizations. As you experiment with transparency, you'll make mistakes. That's where the next principle becomes crucial. Related: Full Transparency Is More Than a Morale Booster — It's a Critical Growth Driver. Here's How to Embrace It. Humility as your operating system Humility is your primary tool. I share my leadership missteps. Employees see that mistakes are normal, not fatal. Recent example: I posted preliminary customer renewal data in Slack without context. Teams panicked, assuming crisis mode. Within an hour, I followed up with seasonal context and historical comparisons. I acknowledged my error and explained what I'd learned. Lesson: add narrative, not numbers. Data without a story creates anxiety, not insight. When you mess up transparently, fix it transparently. Outcome focus prevents performance art Company transparency risks becoming performative with sharing happening for sharing's sake. The cure: relentless outcome focus. Track how openness impacts business metrics: project cycle times, employee satisfaction scores, Glassdoor ratings and retention rates. We share monthly business metrics with the entire team, not leadership alone. The team appreciates joining the conversation. Our employee net promoter scores have increased 12%, although it's hard to attribute all the rise to one change. But tracking outcomes is only half the equation. The other half is preparing your leadership team for a world where their every conversation might become public. Retraining leadership for the public era This approach requires retraining managers. Old coaching models assumed closed doors. Now, tough feedback conversations resurface as screenshots in group chats. We teach managers to: State facts plainly without emotion. Speak as themselves, not corporate agents. Document their decisions and lead with the why. Assume conversations will go public. Related: How Companies Can Develop Leaders Who Actually Deliver Results When to pause Even with seasoned managers, there will be situations when transparency becomes counterproductive. That's why defining clear boundaries is essential. We've laid out stop conditions. Active deals or employee safety threats require pausing disclosure. And we try to talk about scars more than active wounds. People prefer hearing about resolved challenges rather than ongoing crises. Traumatic personal situations make strong disclosures, but only after resolution. Transparency builds trust and alignment. It's not a religious commitment overriding safety and judgment. Not everything belongs in public. We distinguish transparency that builds trust from exposure that breaks it. Performance conversations stay private; public critique without consent is cruelty, not culture. Layoff discussions stay confidential until we notify affected employees. We share salary bands, not individual salaries. We publish promotion criteria, not candidates under consideration. We're transparent about strategic priorities, not M&A targets. The test: Does sharing help our team make decisions, or create anxiety and speculation? Transparency empowers. It doesn't paralyze. The competitive advantage of transparency Visible culture can't be faked. You build the workplace you claim, not write mission statements. Candidates self-select based on facts, not marketing. People who join know what they're signing up for. Culture fit improves. Early turnover decreases. The ongoing experiment I don't have a final blueprint. I have experiments, data points and faith that it's what the company needs. You don't build culture to publicize it. You publicize it to force yourself to build it. Your culture is already public. The only real question is: will you shape that or let it shape you? I'm still figuring it out. But I'd rather build in the open than pretend in private.
Forbes
4 days ago
- Health
- Forbes
Your Office Design Can Quietly Fuel Employee Burnout. Here's The Fix
Environment plays a key role in burnout mitigation. There are many workplace issues top of mind for leaders today. None more so than the pervasive and persistent issue of burnout. It rarely shows up dramatically and isn't confined to one specific dimension. One person may experience it physically, another emotionally, while others may experience it spiritually or mentally. However, despite its various manifestations, burnout often shares a common core: diminished focus, a sense that work feels heavier than it used to, and growing disengagement. According to Gallup's recent State of the Global Workplace report, employee engagement declined by two percentage points in 2024. That seemingly small drop translated into an estimated $438 billion in lost productivity globally. Quiet quitting, low morale, and heightened stress—fueled by work uncertainties—have become everyday realities in corporate life. While many leaders are taking steps to address these challenges through revised benefits, adjusted workloads, or management training, there's one hidden contributor rarely discussed: the physical workspace itself. Ann Hoffman, Director of Workplace Strategies at FCA, believes one overlooked contributor and antidote to burnout is what she calls "environment-tuning." Because burnout begins in the brain, she argues, leveraging neuroscience-backed design is an effective way to protect performance and mitigate employee decline. Leaders can think of the office as a second nervous system. It sends constant signals, subtle or loud, telling people whether they're safe, valued, supported, or invisible. Yet workplace design is often treated as an afterthought. When it's considered, it's centered on logistics, not biology. Companies optimize floor plans without asking how space affects an individual's attention, memory, mood, or stress response. That's a missed opportunity. As Hoffman told me, 'Your employees experience your workspace as if I have my arms outstretched. That's their world. And everything in that world—light, layout, noise, color, control—shapes how well they think and feel.' Younger employees are especially attuned to these environmental cues. For them, design and wellness aren't perks. They're expectations. "They demand it," Hoffman says. 'Older generations are surprised by it, but they like it too.' Design isn't just about how a space looks; it's also about how it functions. It's about how it feels to use your brain in that space. When done right, it becomes a competitive lever to improve retention, engagement, well-being, and performance without needing new software or budget overhauls. As more companies bring employees back to the office, environment-tuning becomes even more vital. While well-being initiatives are becoming more common, intentionally designed office spaces are still underleveraged. With talent harder to retain and engagement harder to win, leaders should ask: What signal is our environment sending every single day? Here are four strategies to get started: Diagnose before you prescribe. That principle applies to medicine and workplace design. Instead of gutting the office or mimicking the latest trends, companies can begin by asking: "We do this exercise with all our clients," Hoffman told me. 'Sometimes the answers are big. Sometimes, it's as simple as better coffee. Either way, it gets honest feedback—without relying on flat surveys—and opens the door for meaningful, culture-aligned design changes.' Burnout isn't only administrative. It can stem from a lack of environmental support. Choice matters. Even small gestures, such as an adjustable lamp or a sit-stand desk, can significantly impact how someone feels at work. "The only part of burnout I can truly influence as a designer is autonomy," Hoffman said. 'Just knowing your desk can be adjusted, even if you never move it, makes you feel like the company cares.' Autonomy isn't just a management principle; it's a spatial one. Different tasks require different levels of energy and mental focus. Deep focus doesn't belong in the same setting as collaboration. Yet most offices still treat office space as static entities. "Muted tones and soft textures promote calm," Hoffman shared. "Stronger, saturated colors elevate energy and social connection." These effects operate subconsciously, which is why "I go to neuroscience, not just employee opinion." Design for outcomes such as clarity, creativity, and connection and then build backward. Nature soothes your nervous system and elevates your productivity levels. And while outdoor exposure is ideal, simulated nature environments can still be effective. A Harvard study by Jie Yin found that participants in indoor biophilic environments (both real and virtual) experienced: "You don't need a tree growing in your lobby," Hoffman said. "Even a fireplace, a water feature, or a photo of a forest can restore the brain." Burnout is often invisible until the damage is done. Solving it isn't just about adding perks or revising policies. It's about what surrounds your people every day. The physical workplace is increasingly part of the culture and compensation of modern work. "If leaders want resilience and results," Hoffman said, "the workplace has to become part of the wellness strategy." Research supports this. A study in Procedia – Social and Behavioral Sciences found that office design has a significant impact on performance. Lighting, plants, spatial layout, and materials all influence how people think and feel. Companies can't afford to leave the environment up to chance. "We're not just designing spaces anymore," Hoffman told me. "We're designing experiences." And in a hyper-competitive talent market where burnout is pervasive, that experience might be your most overlooked edge.
Forbes
6 days ago
- Health
- Forbes
What Top Happiness Experts Want Leaders To Know About Quiet Quitting
What Top Happiness Experts Want Leaders To Know About Quiet Quitting Leaders keep asking why so many people are disengaged, but they rarely ask what's keeping others happy. To find out why there is such an increase in quiet quitting, it can help to look to the experts for advice. I've interviewed a leader at a brain health center at a top university, a chief happiness officer who once guided Coca-Cola's global wellbeing strategy, a Google executive who reverse-engineered the formula for joy, a CBS news anchor turned positive psychology researcher, and the psychologist who introduced emotional intelligence to the mainstream. Each of them explained something leaders often miss: happiness at work goes beyond being cheerful, because it involves how people interpret stress, process identity, and make decisions when no one's watching. And when people start quietly quitting, the brain has already checked out long before leaders recognize it. How Happiness Affects The Brain And Prevents Quiet Quitting Stephen White, Executive Director of the Brain Performance Institute at the Center for BrainHealth at UT Dallas, told me that happiness activates reward pathways in the brain that boost motivation, attention, and learning. When people feel like their contributions matter, the brain releases dopamine and other neurotransmitters that keep them engaged. But when they feel invisible or powerless, those circuits stop firing. Quiet quitting often begins when the brain no longer anticipates any meaningful return from effort. Stephen said, "You can see it neurologically. When people feel overlooked, they conserve energy. It's the brain protecting itself." Leaders looking to reverse disengagement need to first understand what the brain is reacting to: emotional disconnection, not a lack of skill or ambition. How Happiness Builds Mental Control And Resilience At Work Mo Gawdat, former Chief Business Officer at Google X and author of Solve For Happy, told me that workplace happiness depends on whether people believe they have control over their experience. After studying thousands of personal reflections on happiness, he found a pattern: people are happiest when they take ownership of their thoughts. At work, that means recognizing that not every challenge is personal and not every setback is permanent. Mo explained, "If people believe they have no influence, they detach. But if they believe their input can shape an outcome, even a little, they stay engaged." Leaders who create space for questions and reflection are giving people a mental framework for resilience. Why Identity Drives Happiness And Reduces Quiet Quitting Silvia Garcia, former Director of the Coca-Cola Happiness Institute, emphasized that real happiness comes from alignment between work and identity. In our conversation, she explained that people need to feel they are welcome as themselves. When they have to edit their personalities, hide their values, or suppress their style, engagement erodes. Silvia told me, "Belonging is about showing up whole. When that's missing, people protect themselves by withdrawing." Leaders sometimes focus on culture fit or team cohesion without realizing the toll it takes on individuality. The happiest employees often stay because they feel seen, not because they feel praised. How Focus Training Can Improve Happiness And Engagement Michelle Gielan, a former CBS News anchor turned positive psychology researcher, told me that what people are trained to focus on becomes what they experience. In her research, she found that a few minutes of intentional focus on progress, connection, or gratitude dramatically changes a person's emotional baseline. Michelle said, "If your brain is constantly scanning for problems, it will find them. But if you train it to look for meaning and momentum, it builds emotional resilience." For teams, that might mean starting meetings with wins instead of to-do lists or asking better follow-up questions that reflect individual strengths. When I asked Michelle what it's like being married to another happiness researcher, she laughed and said that their arguments are probably not what people would expect. Her husband, Shawn Achor, wrote the bestseller The Happiness Advantage and has also spent years studying how optimism affects performance. Michelle said, "We don't fight about being happy. But we do remind each other that the story we're telling ourselves in the moment might not be true." That concept of reframing the story has been at the center of Shawn's work, which focuses on how to train the brain to interpret challenges as temporary, local, and controllable. Together, their research found that happiness is the presence of meaning and mental agility. How Emotional Intelligence Builds The Foundation For Happiness Daniel Goleman, psychologist and author of Emotional Intelligence, told me that workplace happiness often depends on one overlooked skill: emotional self-awareness. He explained that people can't feel engaged if they don't understand themselves. Goleman shared that mindfulness is a fast and accessible way to build that kind of awareness because it helps people notice their internal reactions without judgment. "When people train their attention," he said, "they become calmer, more focused, and more resilient to stress." He also pointed out that presence is the starting point of empathy, and that leaders who are fully attentive in conversations build trust without needing to overthink it. For organizations, that means happiness grows through everyday moments of connection. What Is A Chief Happiness Officer And Why That Role Is Growing The role of Chief Happiness Officer has gained attention in recent years, not just as a trendy title but as a strategic position focused on emotional well-being at work. These professionals are tasked with helping organizations understand what drives engagement beyond compensation and titles. They look at psychological safety, connection, autonomy, and culture from a human perspective. Silvia Garcia, who held this role globally at Coca-Cola, told me the most important part is aligning people's experience with the values the company claims to stand for. More companies are realizing that tracking performance metrics isn't enough. They need someone at the table who understands how emotions affect decision-making, collaboration, and retention. Happiness has become more measurable, and Chief Happiness Officers are being asked to prove what works. Conclusion: Happiness At Work Happiness in the workplace grows from how people are treated, how they interpret challenges, and whether their daily experience aligns with what they value most. The experts I spoke with showed that quiet quitting can be prevented long before it starts if leaders understand the psychology and neuroscience behind motivation. Happy employees stem from environments that protect their attention, recognize their identity, and support their sense of control. That kind of culture is what keeps people thinking, contributing, and staying.
