Latest news with #workplaceCulture
Forbes
5 hours ago
- Business
- Forbes
The Real Competitive Advantage: Building A Workforce That Stays
Pete First, Chief Development Officer at BrightStar Care and franchise expert. getty In industries rooted in human connection, such as healthcare, hospitality, wellness and personal services, your greatest asset isn't technology or product innovation—it's people. The teams on the ground, interacting with clients every day, are the heart of your brand. So, the real competitive advantage in these sectors isn't just attracting top talent; it's keeping them. Retention has long been viewed through a reactive lens: exit interviews, turnover metrics and scrambling to backfill roles. But for businesses that prioritize people, retention isn't a line item—it's a leadership strategy. Culture, career growth, purpose and flexibility must be deliberately designed into the employee experience from day one. The best companies in people-first industries understand this. They know that creating a workplace where employees want to stay doesn't just reduce costs—it enhances client satisfaction, increases operational continuity and reinforces brand integrity. In service-oriented industries, purpose matters. Employees—especially those in emotionally demanding or client-facing roles—need to see the meaning in their work. According to Gallup, employees who strongly agree that they know what their company stands for and what makes it different are more than twice as likely to be engaged. That engagement starts with a mission that employees can connect to on a personal level. Orientation programs, internal communications and leadership behaviors should all reinforce that 'why.' When team members understand how their contributions support a larger purpose, their job becomes more than just a paycheck—it becomes a calling. Empower Leaders At Every Level Frontline supervisors are often the make-or-break factor in whether an employee stays. Yet many are promoted based on performance, not leadership potential. Without the right training, even the best employees can struggle when stepping into management roles. Progressive companies invest in leadership development at all levels, especially mid-tier managers. This includes soft skills like emotional intelligence, coaching techniques and conflict resolution, all essential for managing people effectively. The human resources department can be a powerful partner here by implementing structured leadership pathways and mentorship programs that elevate the standard of people management across the organization. When employees feel supported by their direct managers—when they're coached, not micromanaged—they're far more likely to stay and grow with the company. Make Growth Opportunities Visible And Attainable What's one of the most common reasons employees leave? A lack of career progression. This is true across industries and job levels—from CNAs to estheticians to front desk staff. High-performing companies don't just offer opportunities; they ensure those opportunities are visible and accessible. That means having clear internal mobility pathways, investing in upskilling and training and creating a culture that champions 'promotion from within.' For example, at BrightStar Care, many of our franchisees prioritize internal advancement, often promoting caregivers into office-based leadership roles. This approach creates a robust internal talent pipeline and fosters loyalty from team members who see a long-term future with the brand. HR leaders can reinforce this by embedding career conversations into performance reviews and creating individual development plans (IDPs) that align employee ambitions with organizational needs. Deliver Flexibility Without Losing Structure The demand for flexibility isn't going anywhere—even in roles that traditionally require fixed shifts or on-site presence. The key is offering flexibility within a framework. That could mean predictable, stable schedules, options to pick up additional hours, generous time-off policies or accommodating personal responsibilities. These practices not only improve retention but also support workforce well-being and reduce burnout. Flexible doesn't mean chaotic, either. Structured scheduling systems, clear communication channels and proactive staffing models allow businesses to balance employee preferences with operational consistency. Create A Feedback Loop That Actually Works Many companies conduct exit interviews, but that's far too late to address retention. The organizations that excel at keeping their teams conduct regular 'stay interviews,' pulse surveys and anonymous feedback loops to stay attuned to employee sentiment. HR teams can use these insights to identify emerging issues, address root causes of dissatisfaction and adjust programs or policies accordingly. Even more important: Act on the feedback. Employees who see their input shaping real change are far more likely to remain engaged and loyal. A simple question—'What would make you want to stay here for the next five years?'—can uncover valuable truths about what your workforce truly values. Recognize And Reward The Right Behaviors Recognition is one of the most cost-effective and powerful retention tools available. When employees feel appreciated—not just for their productivity but for their compassion, teamwork and leadership—it deepens their emotional commitment. Create formal and informal mechanisms for recognition, like peer-nominated awards, public appreciation at team meetings, anniversary celebrations and digital recognition platforms. Align these with your company values so that you're not just rewarding results but reinforcing culture. In high-touch industries where service is the product, your workforce is your brand. A revolving door of employees leads to inconsistency, eroded client trust and increased operational costs. But a stable, supported and mission-aligned team? That's where real competitive advantage lies. Retention isn't about one initiative—it's about creating a workplace ecosystem that supports people at every stage of their journey. From entry-level to executive, when your workforce feels valued, heard and invested in, they'll not only stay—they'll thrive. Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?
ABC News
16 hours ago
- Politics
- ABC News
Leanne Castley says no formal staff complaints raised as Peter Cain resigns from Canberra Liberals shadow cabinet
ACT Opposition Leader Leanne Castley says MLA Peter Cain's resignation from her shadow cabinet was unexpected and that no formal complaints have been lodged by staff in her team. Mr Cain resigned from the frontbench yesterday, citing concerns about the direction of the leadership team and decision-making processes. "This decision follows ongoing concerns regarding the direction of the current leadership team and the processes through which key decisions have been made," he said. In the statement, Mr Cain implied there were workplace culture problems within the party. "I also have a duty of care to my hardworking staff, who deserve to work in a safe, supportive, and respectful environment," the statement said. Ms Castley, however, told ABC Canberra this morning she is disappointed Mr Cain did not come to her earlier with his concerns. When asked what she had known about Mr Cain's reasons for stepping down, Ms Castley said: "I know as much as you do". She said he spoke to her in her office on Thursday morning before issuing his statement. "So that's what happened and I respect his choice and decision. "We'd had no conversation [about his concerns previously]." She said when she took over the leadership in the wake of the 2024 ACT election, replacing Elizabeth Lee, she had "made a commitment to always have an open door". "I don't stand for gossip and I'm really keen to chat with anyone who has a problem," she said. "So always, and will remain so, my door is open for Peter any time he wants to come and have a chat with me and, yeah, that won't change." Ms Castley said she believed "communication is key". "There are definite changes … as I say, I have a completely open door policy in the assembly … but we can't do the same thing we've always done and expect a different result," she said. "So, we're getting some great wins in the chamber and I know that the team are really excited by that. Ms Castley was adamant she had a cohesive team, despite Mr Cain's move to the backbench. "Our goal is to win government in 2028. "Whether everyone is wanting to take a portfolio at this time, or wanting to take a bit of time to pause and reflect, that's OK as well." Asked about information from Liberal sources who had revealed the situation had been developing and that Mr Cain had voiced concerns previously, Ms Castley said she had not been privy to that. She said he had not raised concerns with her "about decisions the leadership team are making". She added that when she asked Mr Cain why he was resigning, he said: "We'll discuss that at another time". Ms Castley also agreed with Mr Cain's comments about a "duty of care" for staff and said no formal complaints had been lodged within their team. "We have an amazing HR team in the assembly, any question you have for them, they're always open and very good at that two-way communication as well, so I would encourage all of our staff to make sure they're taking care of themself," she said. "It's a tough job when your boss is constantly getting slammed for one thing or another." Asked if any informal complaints had been made, she said: "I think every office is having informal discussions about the way staff are being treated". Yesterday, ACT Chief Minister Andrew Barr described Mr Cain's resignation from the shadow cabinet as a "reflection of deep divisions within the Canberra Liberals on key policy issues". "His comments regarding the safety of his staff are particularly concerning," Mr Barr said in a statement. "One thing is clear: the Canberra Liberals remain deeply conservative, increasingly out of touch, and more divided than ever." But today Ms Castley said she was confident she was the right person to lead the Canberra Liberals. "Absolutely, I think we're stronger than we have been," she stated. "Knowing that we're coming into budget week strong, ready for questions, ready to understand what this budget is about."
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.
