As a member of the Millennial generation, it can be annoying to be stereotyped as part of a group that is “going nowhere⁴” but expects to be promoted⁵ within a year.  I definitely agree that there are many lazy people in my generation as well as individuals who expect instant success after graduation.  However, there are many of us who are hardworking, yet realistic, and would like to be treated as individuals rather than members of a certain group that need extra care in order to be successful.

What does the scholarly research say about Millennials?  Let’s start with a recent article cited often in the current blog-o-sphere.

Jean Twenge and colleauges at San Diego State University recently published an article on differences in values and opinions between Baby Boomers and Millennials.⁶ The study was conducted over the course of 40 years with a freshman survey for entering college students.

Their research concluded that Millennials entering college place higher value on wealth and fame than the Baby Boomers did when they were entering college in the 1960’s and 70’s.  While much of the popular literature suggests Millennials are more socially conscious and intrinsically motivated, Twenge and her colleagues found the opposite to be true.  Based on their findings, Millennials are actually more similar to Generation X, and less intrinsically motivated than the Baby Boomers were at the same age.  Sidenote: Jean Twenge is the author of The Narcissism Epidemic: Living in the Age of Entitlement and is often cited by columnists who believe Millennials have a major problem.

A caveat to these findings (that popular blogs and articles fail to mention) is that it is based on research conducted on college students and does not provide any evidence on how Millennials behave once they make it to the workplace.  In a different study, Ng and colleagues⁷ found that college students closer to graduation have more realistic salary expectations than college freshmen.  These findings indicate that the beliefs and values of young adults change throughout college hence it cannot be assumed that data gathered when they enter college will remain constant once they enter the workforce.

Researchers have also pointed out some of the differences that existed between Baby Boomers and previous generations, giving way to the idea that much of the differences we note between Millennials and older generations are simply age-related.⁸

1. For example, Millennials are believed to have no organizational loyalty and are willing to move between organizations.  Thus it has been concluded that job security is not a major factor in a Millennial’s decision on where to work.  Is this a generational difference or just an age difference? Forty years ago, younger workers did not list job security as a reason for satisfaction and were more likely to move between jobs than older generations.⁸ Given that younger workers are less likely to have financial and family commitments, they are more likely to switch jobs.  This seems to be a more rational explanation for why Millennials frequently move between organizations as opposed to the popular argument that we watched our parents get laid off and thus have no organizational loyalty.
2. Boomers also wanted work that provided more meaning and autonomy. Sound familiar? Theories about meaningful work being the key to satisfaction have been around since the 1960’s and 1970’s, when some Boomers were beginning to enter the workforce. If we look at the classic motivation literature by Hackman and Oldham⁹, employees want meaningful work (significance, variety, and identification), autonomy, and knowledge of results. When these conditions are met employees will be intrinsically motivated to do their jobs. Based on the popular literature about Millennials, not much has changed (although the press would love for you to believe everything is changing).

Many of the other studies primarily focus on what Millennials want, and give reasons for why.  For recruiting purposes, it is important to understand what today’s employee needs in order to be engaged at work.  Ng and colleagues⁷ determined that the most important workplace attributes for Millennials were opportunities for advancement, good co-workers, quality supervisors, and training and development opportunities.  Whether this significantly differs from what employees of other generations want is up in the air.  Two issues exist: studies conducted today cannot control for the difference in age and experience among generations and studies conducted longitudinally (where all workers sampled were young) cannot control for the changing times.  Thus, only speculations can be made on whether differences truly exist.

We can conclude that Millennials want many of the same workplace attributes that have been desired for years:  meaningful work, autonomy, good co-workers, good supervisors, feedback, and advancement.  As a Millennial employee, I have no problem voicing to my organization that these factors must be present.  Perhaps that is what makes our generation different: we are not afraid to speak up about what we need to be engaged.

What are your thoughts on the Millennial generation?

Do you see any major differences between Millennial employees and other generations? Is it because of how they grew up, or a result of being young?

Amanda Harms | Associate Consultant

References:

1. http://www.cnn.com/2011/OPINION/08/05/navarrette.millennials.jobs/index.html
2. http://articles.chicagotribune.com/2011-12-26/business/ct-biz-1226-millennials-20111226_1_millennials-new-poll-older-workers
3. Erickson, T.J. (2009). Gen Y in the workforce. Harvard Business Review Case Study, February 2009.
4. http://www.nytimes.com/2012/03/11/opinion/sunday/the-go-nowhere-generation.html
5. http://www.thelearningcafe.net/downloads/MillennialGeneration.pdf
6.  Twenge, J.M., Campbell, W.K., & Freeman, E.C. (2012). Generational differences in young adults’ life goals, concern for others, and civic orientation, 1966-2009. Journal of Personality and Social Psychology, Online First Publication, March 5, 2012.
7. Ng, E.S.W., Schweitzer, L., & Lyons, S.T. (2010). New generation, great expectations: A field study of the Millennial generation. Journal of Business Psychology, 25, 281-292.
8. Wesner, M.S., & Miller, T. (2008). Boomers and Millennials have much in common. Organization Development Journal, 26, 89-96.
9. Hackman, J.R., & Oldham, G.R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279.

Before I delve into the possible impact of these initiatives on employee attitudes, it might be worthwhile to gain an understanding of what CSR is. There are several terms used interchangeably in the business literature to describe CSR, for example, corporate citizenship; corporate social performance; sustainable development. Whilst there may not be a consensus on a single definition for CSR, in essence it means treating all the stakeholders of an organization in an ethical or responsible manner.^{3, 5} The stakeholders could be any group that is affected by the corporate policies and practices of the organization, for instance, employees, their families, investors, consumers, and local communities. CSR has four dimensions: ²

1. Economic – The responsibility of the firm to conduct business in a profitable manner.
2. Legal – The firm’s responsibility to follow laws.
3. Ethical – The organization’s obligation to be morally responsible.
4. Discretionary – Organizational activities that demonstrate care and concern, for example, making contributions to charities and other altruistic activities.

Most of the studies on CSR have adopted a utilitarian perspective and have examined outcomes such as business performance and consumer loyalty. Very few studies have explored the influence of these initiatives on employee attitudes. In a study that examined the impact of external CSR (implying philanthropy and community contributions) on organizational commitment, the authors found a positive relationship between the two. Using the social identity theory to explain these findings, the authors suggest that employees will feel a sense of pride in being associated with an organization that has a positive external reputation.¹

In a separate study the author found that employees’ perceptions of economic, legal and discretionary citizenship positively influenced engagement. Additionally, engagement was indirectly affected by corporate citizenship through its influence on organizational trust. The author explains these findings in the context of attachment theory, which suggests that humans are inclined to create and sustain lasting bonds, and when established, these bonds influence individuals’ work behavior. Therefore, when employees have ties with their organizations, corporate citizenship will influence employees’ engagement and trust.⁴

Whilst the bulk of CSR literature focuses on its impact on profits or consumers, recent research has revealed that they also influence employee attitudes. Employee opinion surveys typically include items that tap into sense of pride in working for an organization or items on values and ethics in the organization. I would imagine that CSR initiatives would positively influence employees’ responses to these items that drive engagement and commitment. It may also be worthwhile to include a question in the survey that is specifically focused on these initiatives. In the future it would be interesting to explore whether employee attitudes like engagement and commitment influence the relationship between CSR, profitability, and customer satisfaction.

Finally, in difficult economic times organizations may resort to cutting down or even totally eliminating CSR initiatives. Organizations that resort to these means are only focusing on short term profits and have clearly not integrated their CSR strategy with the organization’s vision and long term strategy. Working for an organization that continues to invest its resources in CSR initiatives even during tough economic times gives me a clear message that my organization truly believes in the value created by these initiatives. It not only instills a sense of pride but also inspires me to participate in the blood drive.

What CSR initiatives does your organization engage in? How do employees respond to these initiatives? Do you measure its impact on employee attitudes? What are your thoughts/findings?

Jaya Pathak  |  Senior Consultant

1. Brammer, S., Andrew, M., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18, 1701-1719.
2. Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organisational stakeholders. Business Horizons, 34, 39-48.
3. Hopkins, M. (2003). The planetary Bargain. Earthscan: U.K.
4. Lin, C. P. (2010). Modeling corporate citizenship, organizational trust, and work engagement based on attachment theory. Journal of Business Ethics, 94, 517-531.
5. Wan-Jan, W. S. (2006). Defining corporate social responsibility. Journal of Public Affairs, 6, 176-184.

When it comes to company culture I think author of Fit In! The Unofficial Guide to Corporate Culture, Mark Williams, says it best, “not everything that happens in a business is based on visible, objective, and formal rules”.  Something I’m sure we’ve all experienced are those unwritten rules that lie between the lines of your company handbook. They cover those little things from where you sit in a meeting to how you should address your manager. It’s these things that help define the environment of a company. Gaining a good understand of a company’s polices and “unwritten rules” can be tough enough on its own but add another location and these challenges become amplified. But all hope is not lost, there are ways to make your employees feel more aligned with your company’s vision.  After all, it’s a strong company culture that will keep turnover rates low, productivity high, and employee morale up whether it be in your corporate headquarters or half way around the world.

The Challenge

Opening multiple offices can be a logical step when facing company growth and it can also be a tremendous opportunity. One loss however in separating employees is the loss of personal interaction. A lot of company culture is built up through those conversations by the water cooler, friendly chit-chat in the hallways, or in office humor through games played among co-workers. These are all little pieces that make up what type of culture is present within your company.

These personal interactions also help set a strong foundation of good relationships and trust on which to collaborate to find solutions to work-related problems. So with multiple locations, finding ways for your employees to stay in touch can be one of your biggest challenges.

The Solution

Companies that have unified cultures, no matter how many office locations they may have, have one common trait; they are effective communicators. They value their employees’ opinions and therefore work hard to keep lines of communication constantly open. They also put effort into recognizing individual accomplishments. While the traditional company barbeque or office party may not work for those multi-location companies, there are many other methods to integrate other lines of communication and togetherness. A company blog for instance is a great way to reach your customers, but it’s also a great way to keep all of your employees in the loop about what is going on in different locations. Company reports, newsletters, or daily emails are other great ways to inform all company employees about featured company customers, a funny company story, or shine some light on what your company truly values.

At Questar, we can speak first hand on this topic having remote employees in our UK office. We work hard to make sure all of our employee feel like they’re part of a clear company mission and goal. We have found the greatest way to combat any downfalls of geographic distance is communication, communication, communication. We hold monthly, weekly, and even daily, depending on department, meetings through Skype with our satellite co-workers. This ensures that no matter what project is being worked on, everyone is aware of what has happened, what is currently being worked on, and what needs to still be accomplished in the future. Through this practice, a Questar client can call any one of our employees within that project team to get their questions answered. These meetings also help foster friendly camaraderie amongst groups. Although many of us have never met our UK colleagues in person, they are included in long-running jokes and have become close friends to employees in the US office.

Another connection between offices we make here at Questar is our company quarterly newsletter. Within this form of communication, we always showcase activities and progress made by teams in both locations. When we have companywide meetings in our US office our UK co-workers are present through our online meeting center so they are able to see and hear in real time what is being covered by our company executives.

These are just a few examples of the ways Questar is working to bridge the gap so global business doesn’t feel quite so global. We would love to hear what your company does to enhance its company culture either within one office or one hundred.

Stephanie Peterson  |  Strategic Communications and Marketing Coordinator

Good managers know that happy employees are loyal, hardworking, and effective employees. They stay faithful to the company and help drive its success. In browsing through some articles I found five different ways companies can improve employee engagement.

1.       Give Employees More Control

“Happiness is affected by [employees'] sense of control over their lives,” says Gretchen Rubin, author of the book The Happiness Project.

Employers should look for ways to give employees more control over their schedules, work environment, and work habits. For instance, employers could offer flexibility for their work schedules such as flextime or telecommuting. These days our demanding schedules continue long after we clock out from the workday, and many employees appreciate a boss who is considerate to a work-life balance. Because every person’s obligations outside of work are different, customized schedules are a great way to improve worker satisfaction.

Employers should also encourage employees to customize their workstations. This could include things like pictures and other items that make them feel more comfortable in their workspace. This not only gives employees some control over their work environments, but it can ease individual hardships like back pain or eyestrain. In addition, studies show that certain colors or décor can improve happiness. Employees will therefore be able to create a place they enjoy working in rather than being stuck in a bland office cubicle.

2.       Encourage Social Connections

Socialization is a key component of happiness. “Interacting with others gives people a boost in mood – surprisingly, this is true even for introverts,” writes Rubin.

Employers should find ways to encourage social relationships and design an office arrangement that raises communication. Arrange workstations so employees can see each other and talk. Employers can also encourage office celebrations for holidays and birthdays. These celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together. Provide a comfortable eating area.

Socialization doesn’t have to be limited to traditional office hours. Encourage out of office gatherings like volunteer programs. This gives employees a chance to develop relationships outside of the office while promoting the company in a positive way. Community service is a great way to build a positive reputation, and it is a happiness booster for all the employees that participate.

3.       Promote Good Health

Poor health is not only damaging to employees’ bodies, it can also have a negative impact on your business. “Up to 90% of all doctor visits in the United States are for stress-related illnesses,” according to Dr. Mehet Oz of the Dr. Oz Show. Chronic stress has a wide variety of negative side effects including weight gain, lower immune system, increased risk of disease, and fatigue. Employers should encourage employees to reduce stress levels and improve their overall health.

Employers need to first educate employees on these and other health topics. They can provide reading materials or offer seminars. It’s hard for people to make positive health changes if they don’t know what to change or how to change it.

Once employees know more about health topics such as stress, exercising, and healthy eating, start a health related competition within your company. This offers employees motivation and a support system. (This will simultaneously foster more socialization, killing two birds with one stone!) If the entire office is involved, employees will be more likely to accomplish their goals.

To help employees make positive lifestyle changes, have a kitchen equipped with a refrigerator and microwave to prepare healthy meals. Research shows that preparing food is a much healthier option than eating out. Also, encourage breaks throughout the day. Even small amounts of exercise, like walking, throughout the day are beneficial. If possible, offering a discount on gym memberships is a great way to help motivate your employees to make healthy lifestyle changes.

4.       Create an Atmosphere of Growth

Jobs are more than a source of income for most people. Jobs are a venue for employees to grow and learn. In a survey based on the works of Susan Herrington, North Tennessee Private Industry Council about employee motivation, employees ranked job characteristics that motivated them. Surprisingly, high wages and promotions were not even in the top three. Instead, the number one desire for employees was “Full Appreciation of Work Being Done.”

Employers can create an atmosphere of growth by providing training, acknowledging benchmarks, and celebrating accomplishments. Employers should also encourage employees to learn new skills by going to conferences and workshops. Employees will become bored and lose motivation if they are never given an opportunity to expand their skills and responsibilities.

5.       Break Up Routines

Surprises add a little spark to life, including the workplace. Even a small treat can boost people’s happiness as well as give us a kick from an unexpected gift. These don’t need to be huge by any means but employers should look for small ways to surprise employees. Occasionally bringing in a special treat such as coffee or baked goods are small gestures that show employees that you appreciate the time they’re putting in.

Another idea is to host an office party for a quirky holiday. Employers could even allow employees to make up their own holiday for your company. For example, March 4^th could be ‘We’re four months from the 4^th of July’ party where employees can bring in their favorite 4^th of July dish. Remember, you can celebrate anything.  Again, this does not need to be expensive. The keys are breaking up the routine of the workweek, promoting socialization, and demonstrating your appreciation.

I’m not suggesting your company do all of the things I mentioned in this post, but try implementing one or two at your own office and watch as the engagement of your employee increases, as well as your profit line.

Stephanie Peterson  |  Strategic Communications and Marketing Coordinator

Perhaps we should turn to the research for a little guidance?

Employees in the fast food business work in a broader industry called “dirty work.”  The concept of “dirty work” was first introduced by a social psychologist in the late 1950’s, referring to work that is either disapproved or stigmatized by members of society who do not work in such jobs.   I’m not saying that people disapprove of fast food.  However, few people aspire to become a worker at such restaurants.  According to the research, we tend to wonder how they can do it. 

Finding people both willing and excited about doing work involving “flipping burgers” can be difficult.  If you currently have such employees, consider yourself lucky: do what you can to keep these individuals. For other individuals in dirty work, it is likely that wages are the best driver in determining their willingness to stay. Unfortunately for employees, many dirty occupations do not pay well. National pay data shows that the average wage for a fast food worker is between $7.12 and $8.93 per hour.

Therefore, while some may not be able to obtain higher paying jobs and will stay for the sheer need to make a living, it might make sense to practice a few exercises that researchers say help these employees feel better about what they do.  Some of these strategies may even instill pride, making employees not just okay with doing the work, but excited:

Reframe:  If a job is seen as dirty, it can be reframed by simply remembering the purpose for which it exists.  A fast food employee is working to provide quick, low-cost food to the consumer.  Not everyone can afford the time to go shopping or sit in a more upscale restaurant.  Some might even argue that some value menu items are cheaper than buying groceries- which means fast food can help feed the poor.  Reminding employees of the organization’s mission can help the employee feel better about their work—and it is important that this idea trickles down through the organization’s culture.

Recalibrate: Similar to reframing, this technique focuses on placing more value on the aspects of the job that are in fact good for society.   A typical day might involve taking orders, refilling the ice cream machine, changing the grease traps, or scooping fries.  These tasks seem to be fairly menial, but thinking about the purpose for why they exist, and placing value on the ones that are most noble can help the employee feel better about the work.  For example, while taking orders, an employee might be able to recommend a product that will be a greater value to the customer. If a customer orders a cheeseburger, small fries, and a strawberry shake, the employee may be able to suggest a value meal that will save the customer some money.  The employee can then think about their job in terms of saving people money.

Refocus:  This technique is similar to recalibration, but involves actually overlooking the stigmatized aspects of the job.  Sometimes fast food is stigmatized as unhealthy.  A way to refocus this aspect of the work would be to focus on the fact that the food is affordable, and that there are healthy options on the menu.  In fact, a tasty treat like a hamburger is not of harm to people once and a while, so the fast food worker is not promoting anything unhealthy.

While I am not promising that any of these techniques are going to significantly reduce turnover rates in the fast food industry, I would say that they can be nothing but helpful to the worker.  It doesn’t cost a dime to use a little positive reinforcement on the meaning of one’s work, but if it does work, that’s a lot of time and money saved for very little effort!

Amanda Harms, M.A. | Associate Consultant

Last week we presented a summary of Questar’s research on talent retention at the Linkage Best of OD Summit in Chicago.  Our research explores the real reasons why employees leave – from multiple data sources.  Here are the slides from that presentation:  Overdrawn at the Talent Bank

We’d love to hear from you about your experiences and/or research around employee retention.

Enjoy!

Anna Erickson, Ph.D. | Director Consulting Services

To learn more about the SIOP conference please visit http://www.siop.org/conferences/

Many employers are making New Year’s resolutions of their own – hoping to avert this impending mass exodus of employees.  If you’re doing the same, there are some things you can do to help retain your employees in 2011.  Based on research that Questar has done on drivers of employee loyalty, here are some steps you can take to retain your best employees.

Communicate about compensation.  Employees who feel they are compensated fairly are four times more likely to stay when compared with employees who feel they are underpaid.  Conducting a comprehensive compensation market study is an important first step to ensuring your employees are fairly paid.  Then make sure your employees know how their pay compares to market value of similar jobs.

Let employees know they are valued.  Employees who say they feel valued are eleven times more likely to say they’ll stay when compared with those who don’t feel valued.  While most employees work for pay, it’s not just the money that determines whether they feel their contributions are valued.  On the contrary, our research shows that employees are most likely to feel valued when

• They are recognized when they do good work.
• Their opinions and ideas are sought out and valued.
• They feel comfortable bringing concerns to the attention of their supervisor.
• They receive frequent recognition for their contributions.

Define career paths.  Employees are much more likely to stay if they feel good about their future career with their employer.  For example, among employees who feel good about their career opportunities, 80% say they would stay with their current employer even if offered a comparable job someplace else.  Only 15% of those who are unsure about their career opportunities say that they would stay.  Regular discussion about career goals, stretch assignments, and developmental opportunities are critical to retaining your best employees.  Keep in mind that the next step for an individual employee need not necessarily be a step upward – but should provide learning for an employee’s long term career goals.

Increase exposure to senior leadership.  Trust in senior leadership is critical to employee retention, engagement, and loyalty.  (See also Dear John: A New Look at Why Employees Leave)  Employees may put up with a bad boss or uncooperative coworkers in the short term – but only if they believe in the company’s long term future.  I know, I know  – you’ve heard it before.  Transformational leadership.  Authentic leadership.  Humility.  But this stuff really does make a difference.  Make sure channels between employees and senior leadership are wide open for honest, two-way communication.

Happy New Year from the whole Questar team.  We hope that 2011 brings success and prosperity to you and your business.  And we hope your best talent decides to stick around for years to come.

Anna Erickson, Ph.D. | Director, Consulting Services

If you ask people why they work, they will probably mention money as the primary reason.  But if you ask people what they like best about their jobs, money usually doesn’t top the list.  Work brings so much more to people’s lives.  Over the past 25 years, Questar has asked millions of employees what they like best about their job.

Most employees mention the intangibles.  Coworkers.  Company culture/products/image.  The job itself and/or the

contributions made.   Here are the top things employees mention with  a few sample employee comments.

Coworkers. Across companies and industries, employees love their coworkers.  In fact, for many people coworkers are what motivates them to come to work each day.  Coworkers are often described as friendly, supportive – like a second family.  Coworkers are also a source of pride and respect, being described as professional, cutting edge, hardworking, and talented.  Employee comments include:

• I’m proud to work with such a talented group of hard-working people. I am challenged day in and day out.
• This place is like a home away from home. I actually miss work when I am not here. I love the department, people and the opportunities that this company presents to me.
• I am especially proud of the professionalism exhibited by many of my colleagues.  It has been a pleasure and delight working with such a remarkable pool of talented individuals and it shows in our work.
• The people I work with are by far the best part of working for this company. The group of people I work with are motivated, smart, open-minded, and just great to work with every day.
• I love the people I work with, and the collaborative way we approach our work.
• I especially enjoy working with top notch colleagues who are without exception committed to high standards of  performance.
• My co-workers make it all worthwhile at the end of the day.  I love the teamwork we share and the results we achieve.

Company Culture. Employees often mention company culture or work environment as what they like best about work.  The attributes they list, of course, differ from company to company, but often include information about pace of the work, standards for quality, and company values.  Employers may be described as fun, relaxed, supportive and friendly.  Others are described as respectful, ethical, and valuing equality.  Fast paced, challenging, and energizing are also favorite adjectives.

• You never know what each day will bring in terms of our work. So the variety of circumstances under which we have to perform our jobs changes. It makes the job very interesting, keeps it fresh.
• I enjoy this company’s positive work environment with friendly people and a professional atmosphere.
• I like the casualness of the organization and how everyone is open yet professional.
• I enjoy working for a company that is focused on team member value and culture.
• This company has an amazing culture that values different people and encourages fun. Even with a demanding workload, the culture of the company and the environment that creates makes the difficulties easier to bear
• I like working for a company that values diversity and is strong ethically.  This company is well balanced and does all it can to help in areas that need corporate help in our country.

Company Image. Employees love to be proud of their company.  And the image of the company is very important for many employees.  People often mention their company’s reputation as one of the things they like best about their job.

• I feel fortunate to work for a company that is so successful yet also so civic minded.  I am proud of this company and of my part in it. I wouldn’t want to work anywhere else.
• There’s a sense of pride being associated with this company and knowing that my contribution is going towards maintaining and building a sterling reputation nearly a century old.
• I am extremely proud to tell people I meet that I work for this company.
• It is wonderful working for a company that takes its brand so seriously.  I have a sense of pride associated with my employment here.
• I am so proud to work for a company that is widely known to be one of the best companies to work for!  I feel nothing but pride when I let my family/friends know who I work for.

The Job Itself. Employees thrive when they are using their skills and contributing to the company.  Employees often talk about the specific qualities of the job itself when asked what they like best.  Variety, challenge, freedom to make decisions, alignment with the organization’s strategy and contribution to something bigger are often mentioned as reasons for loving their job.  Employees frequently describe the work itself as challenging, dynamic, and fun.

• What I like best is the ability to use my talents and skills to get the job done without being second guessed.
• Everyday is different so everyday brings new challenges. Love my team and my Manager.
• I like the fact that I feel like I contribute to the importance of the business.
• My work is challenging, and I take pride in the fact that I’m making a difference in how people see the world.
• I like the constant challenge and changes to my role, it keeps it interesting and mentally stimulating for me.

Perks. Yup.  It turns out those little extras actually are appreciated by employees – especially if they’re something that their friends and relatives aren’t receiving.  Workplace flexibility is often mentioned.  But benefits including tuition reimbursement, PTO days, chances to volunteer, and even their 401k match.

• This company offers such a great benefits package, flexible hours and working with educated professionals.
• I like that our company offers great perks and most importantly our volunteer days. I love volunteering every year and am proud that we’re making a difference in the community.
• I appreciate the support I receive from my boss and the company.  Working from home once a week has made a big difference in my fuel bill and my sanity.

Anna Erickson | Director, Consulting Services

Printing a file from a beach resort would be the last thing on my mind.  Don’t get me wrong – I’m all for technology that helps me be more productive.  I may not be addicted, but I regularly use my company’s VPN and check email from my smart phone.  The duality of the messaging got me thinking.  Are freedom and connectedness synonymous?

My first reaction was something we’ve all probably been hearing a lot recently, “don’t we need to unplug?”  Does work life balance really mean printing documents from the beach?  Yes, and not necessarily.  There were two interesting articles in this month’s issue of the Journal of Applied Psychology addressing “psychological detachment from work” or the ability to “switch off” when not on the job.  In these articles, detachment was linked with increased life satisfaction, lower emotional exhaustion, and increased work engagement (when job demand is high).  What’s interesting is that while detachment is good for employee well-being, job performance is optimal when employees engage in mid-level detachment.  When you think about it, this makes perfect sense.  Those who are able to establish barriers yet reflect on work related issues outside of work can apply life lessons learned to solve problems on the job without burning out.

My second reaction was, “who is this ad targeting?”  Is it the employee or the organization?  Clearly it is the organization.  In fact it was sent from a business-related website to which I subscribe to “news updates.”  In a sense, vendors are showing companies how to market productivity-increasing technology as a means of gaining work life balance.  Its funny how the concept has evolved from calls for more balance with things like flexible schedules to promises of constant connectedness.

So, whose responsibility is it to maintain a balance between segmenting two important parts of our lives and integrating them?  Employees or employers?  I tend to think there is a lot individuals can do personally to walk that line, but businesses certainly have a vested interest.  High performers who are not able to unwind after hours could see a negative impact in their  job performance and, particularly when job demands are high, could become less engaged.  I’m not suggesting that companies limit or restrict access to this kind of technology.  In fact Questar’s (and others’) research shows that employees who feel they have access to the resources they need to be successful are more likely to be engaged.  But there needs to be a balance and employees need to know that it is alright to set boundaries – and probably need to in order to reach their full potential.

One thing is certain.  With advances in technology, the issue is not going to go away anytime soon.  So, what do you think?   How do you detach from work?  Is it becoming increasingly difficult?  How is your employer impacting your ability to “switch off?”

Michael Durando | Associate Consultant