Human Resources Archives - Hawaii Business Magazine https://www.hawaiibusiness.com/category/human-resources/ Locally Owned, Locally Committed Since 1955. Thu, 20 Jun 2024 00:33:32 +0000 en-US hourly 1 https://wpcdn.us-east-1.vip.tn-cloud.net/www.hawaiibusiness.com/content/uploads/2021/02/touch180-transparent-125x125.png Human Resources Archives - Hawaii Business Magazine https://www.hawaiibusiness.com/category/human-resources/ 32 32 Gen Z Is Shaking Up Hawai‘i’s Workplaces. Are You Ready? https://www.hawaiibusiness.com/understanding-gen-z-employee-culture-in-the-workplace/ Wed, 19 Jun 2024 17:00:22 +0000 https://www.hawaiibusiness.com/?p=134579

They’re young, ultra-casual, and opinionated. They like flexible work arrangements and would rather not do email. Many, in fact, would rather not come to your drab, boring workspace at all. Welcome to Generation Z. They’re the youngest members on the team, and they’re making earlier intergenerational differences seem downright quaint. Consider these local examples:

  • A Gen Zer asks her boss for a raise just two weeks after getting hired.
  • A young team member keeps missing work, with no warning or explanation.
  • A boss gives his new hire feedback, and is surprised to get some in return.
  • A 22-year-old lands a dream job, but already feels disillusioned: “This is not what I imagined.”

In interviews with Gen Zers and their employers in Hawai‘i, people are reporting misunderstandings, misaligned expectations and outright culture clashes. And the problems aren’t going away, no matter how many demands and threats employers make.

Consider this too: In a national survey of managers conducted by resumebuilder.com in 2023, 1 in 8 said they had fired a Gen Z employee a week after hiring them.

But refilling positions isn’t easy, especially in Hawai‘i. The state’s population has been falling for several years, with the “brain drain” of young, educated people driving out-migration as they move for college or jobs in the continental U.S. They often don’t come back.

And the percentage of older residents here is growing. About 1 in 5 was 65 or older in 2020, a proportion that’s projected to rise. With fewer young people entering the workplace than those aging out, the stakes are high for companies to cultivate the next generation.

Despite all the complaints, Gen Z can be the best thing to happen to a business. Young employees can be creative, entrepreneurial, technically adept, not afraid to question why a business is doing things so inefficiently, and eager to work hard when they feel valued and challenged.

So what makes this age group so different from previous ones? What motivates them and helps them do their best work? And how can employers modify the old rules and norms to appeal to this new generation, tap into their strengths and entice them to stay on the job?

Here’s what a selection of Hawai‘i’s Gen Zers – and the people who work with them – say about understanding Gen Z, bridging generational divides and creating a pipeline of talented young leaders who can keep enterprises thriving long after Boomers have made their exits.

 

A New Breed

In Hawai‘i, Gen Z is made up of about 260,000 people born between 1997 and 2012. Now around 12 to 27 years old, the cohort has been steadily joining workplaces, often baffling, frustrating or even infuriating their older colleagues.

“Every generation has differences, and there’s always tension. But this one feels like it’s more of a gap,” says Katie Chang, executive director of the Center for Tomorrow’s Leaders and an upbeat Millennial.

The Center for Tomorrow’s Leaders has emerged as an informal think tank on the issue of generational differences in Hawai‘i, in part because it’s immersed in both the world of young people and the organizations that support its mission.

More than 800 high schoolers across the Islands attend the nonprofit’s weekly in-person classes, where they learn skills such as conflict resolution, opinion writing, critical thinking and advocacy, culminating in major community projects. The goal is to help young people see themselves as leaders and start practicing the habits of leadership.

In December 2023, about a dozen Gen Zers from CTL’s vast alumni network were brought to Honolulu for what Chang calls an “explosive conversation,” where stereotypes were debated, confirmed and rebutted. The session is helping shape CTL’s presentations to its funding partners, many of whom are concerned about finding and keeping young workers.

 

“We still have to insist on character formation and accountability for our young people, such as insisting on the discipline of showing up consistently, and showing respect. On the flip side, this is a radically different generation, and they really do want to be seen, heard and loved. Both sides are going to have to move and meet in the middle.”

— Katie Chang, Millennial and Executive Director, Center for Tomorrow’s Leaders

 

In the popular narrative, Gen Zers are often described as lazy, prone to anxiety, socially awkward, tech-addled and distracted, obsessed with work-life balance, and ready to bolt from jobs that don’t give them what they need.

Many of Hawai‘i’s Gen Zers say the stereotypes are partly true, but they fail to capture the whole story. For every negative trait, there’s a positive one, or a contradictory trait that complicates the picture. And many stereotypes point to the biases and unchallenged norms of older generations.

Sean Maskrey, a 2021 graduate of ‘Iolani School and rising senior in economics and political science at the University of British Columbia, says some generalizations are just wrong, such as the laziness jab.

“It strikes a chord with me to hear we’re not trying,” he says. “We weren’t born and told to be lazy. That wasn’t something that was ever shown in a positive light for us. I don’t think anyone prioritizes laziness or relaxing or wanting to have a work-free life.”

He chafes at the condescension he sometimes hears, and the lack of understanding about the pressures his generation has experienced. Gen Z, for example, gets blamed for being addicted to the technology that adults developed and handed to children. “I don’t think kids had a choice,” he says.

Others, such as Alexa, a Hawai‘i based Gen Zer who was recently promoted to operations manager in her organization’s technical division, says it’s the older generations that often create problems by being stuck in their ways. As an example, she points to the software used at her company: It was installed in the year she was born.

“It takes a younger person to ask, ‘Why are we doing this? This doesn’t make sense,’ ” says Alexa, who asked that her real name not be used. “The younger folks are trying to improve things, but they face resistance from people who want to keep it the same as it’s always been.”

 

“In my experiences, the most important thing is just having the openness to ask questions and not being put down by asking those questions. … An ideal workplace is to have clear expectations about the scope of the job and what’s expected.”

— Sean Maskrey, Gen Zer and a student at the University of British Columbia

 

So Smart, So Clueless

As digital natives tethered to their devices, Gen Zers have a lot of information at their fingertips, and they absorb viewpoints from many voices. They’re knowledgeable, articulate and very good at presenting themselves, explains Chang.

“It’s a real paradox, then, how they seem to be clueless in the sense of the knowledge gap, and the whole skills gap seems to be widening exponentially,” says Chang. When high school students begin working on their final projects with CTL, she says they can identify pressing problems to address, but their solutions are often “a complete non sequitur.”

“Even the basic critical thinking of how do you get from A to B, and therefore to C, used to come more naturally, and now we’re having to train for it,” Chang says. She says employers report the same. Chang says she thinks social media, where it’s never quiet and information is rarely linear, plays a part. Long stretches of deep reading and thinking have grown increasingly rare, and can seem impossible to achieve.

A bestselling new book by social psychologist Jonathan Haidt, “The Anxious Generation,” argues that Gen Zers have literally had their brains rewired by technology, and their progress toward independence stunted by overprotective parenting.

The situation developed quickly. In 2007, the iPhone appeared. In 2009, “like” and “share” buttons were added to social media. In 2010, the front-facing camera was introduced, allowing teens to embark on self-curated lives, offered up for approval from a fickle virtual world. The result, argues Haidt, has been a youth mental health crisis, along with sleep deprivation, the loss of real social ties and fragmented attention spans.

Maskrey could feel the impact of social media when he was working on college assignments. He deleted TikTok from his phone last year, which he says has helped. “The ability for critical thinking is definitely diminishing, and I felt it happening to me,” he says.

Others were also struggling. Maskrey says one of his professors became exasperated and wanted answers from the class: Why can’t anyone get their work in on time? Why can’t they extrapolate their own opinions from the readings?

Julhb Filler3 Aijsillustration

Image: AI & Jeff Sanner

Alone in a Noisy World

For April Nakamura, a longtime teacher at McKinley High School, associate director of CTL and a Gen Xer, the generational shift became noticeable before the pandemic, and was mostly centered on socialization.

“Throughout my teaching career, it’s always been very easy to build relationships with students. But starting around 2018, I began to notice that it’s almost like a veil has come down. They just don’t really talk to you or engage with you,” says Nakamura.

Students are self-aware, if confused about their own behaviors, she says. They tell her, “We don’t know what’s wrong with us. I don’t know why we are this way.” She worries about their social lives, and says they rarely have anything to report from the weekend, except sleeping, homework, playing video games and hanging out at home.

The pandemic accelerated those feelings of isolation and alienation.

“Covid was a defining moment for my class,” says Kimi Vidinha, who graduated from Waimea High School on Kaua‘i in 2023 and recently finished her freshman year at Pacific University in Oregon. “A lot of us have trouble communicating and have not fully matured, which is really apparent in college.” She says most students don’t contribute to classroom discussions and many stick with the people they know on campus.

Since exiting the pandemic, when school and social life were fully mediated by devices, she says that many of her peers have become addicted to their phones and distracted by the glossy mirror world of social media.

“You see what people look like on Instagram, and what other people are doing, and it gets hard to differentiate between reality and what you see on social media. … It’s completely blurred.”

Vidinha can find herself “sucked into the loop” of Instagram but prefers staying busy with classes, clubs and track practice. And she’s something of a pandemic outlier: The long school shutdown turned her into a more extroverted person. “I was able to self-reflect and become a more confident version of myself,” she says. “My personality kind of did a flip-flop.”

Ezekiel Bernardo-Flores, a private banking associate in First Hawaiian Bank’s Wealth Management Group and an older Gen Zer, says his generation connects to the world through social media, which is a “gateway for you to feel that you’re less than.”

He says he’s bombarded with postings from people who seem to be wildly successful, even if their stories are unverifiable or even fabricated. It leads to making comparisons and feeling bad about your own achievements.

“I’m very hard on myself, and I’m not the only person that’s hard on themselves,” says Bernardo-Flores, who imagines an easier, less fraught past, before social media, when the only success stories you heard about were from people you knew in real life.

For Maskrey, quiet self-reflection is difficult for his generation. He thinks the nonstop, all-consuming nature of social media has interfered with developing a secure identity, away from the judgment or approval of the comments area.

“I think there is a loss of identity in general and the idea of self for young people,” he explains. “There’s no opportunity to really think about it and develop it because it’s kind of like your identity is what’s trending now.” He says that shaky foundation leads to perceptions of Gen Z being “super emotional and reactionary” in the workplace.

 

Already Burnt Out

The ceaseless distractions of social media contribute to premature burnout, says Trisha Mei Ramelb, a student leadership facilitator and marketing coordinator at Center for Tomorrow’s Leaders and a Gen Z alum of the organization.

“It’s hard to turn off. And I think that’s why we feel so restless and so tired all the time, because we aren’t able to turn off and separate; we’re always on the go,” she says. “Usually you would expect burnout in midcareer but now it’s happening in high schools.

“Young people describe losing momentum and feeling like it’s a perpetual Monday, with fatigue and brain fog, unable to see clearly. Guarding mental health has become a priority among Gen Z.”

Gen Zers want workplaces to prioritize mental health as well. A 2022 national survey of 19-to-25- year-olds found:

  • 82% of Gen Z employees say mental health days are important.
  • 31% find it difficult to cope with pressure and stress at work.
  • 42% say burnout and lack of work-life balance would make them quit their jobs.

Justin Fragiao, technical director at UH Mānoa’s Kennedy Theatre, a current graduate student and a Millennial, says he appreciates Gen Zers’ openness about discussing mental health, having struggled himself, especially as a high schooler. But he also worries that, after they graduate from college, they won’t find the same level of inclusivity and honesty in the working world.

He gets exasperated when his staff of 10 reasonably well-paid student workers continually ask for mental-health days, or just fail to show up. Sometimes they don’t even email or text to let him know.

When they do show up for work, they bring all their emotions with them. “They just wear everything that’s going on with them, whether they’re elated about something or having a terrible, terrible day, and then everyone should know about it,” Fragiao says.

As a new boss, he found himself shouldering much of the workload of building giant sets for productions, and under tight deadlines. It wasn’t sustainable. Now, he’s working to impose more rules on students and expectations about their roles. He says he wants to build students’ skills so they can handle multiple tasks, and instill a sense of professionalism in them.

Lord Ryan Lizardo, the associate VP of education at the Chamber of Commerce Hawai‘i and a young Millennial, was a teacher at Campbell High School for six years. He also saw intense emotions from students that affected their ability to cope.

“If something was happening in their personal lives, they would immediately shut off,” he says. “Being sensitive to situations is a critical piece to navigating mental health with this upcoming generation. They want a workplace that supports their growth and values their mental health.”

 

“Yes!” to Work-Life Balance

In a poll that CTL conducted of Hawai‘i students and alums, 74% said they would choose work-life balance over a high salary.

It’s a natural byproduct of the stress and anxiety that they struggle with more than other generations. It can also be a reaction to the workaholism of their parents, or the lack of loyalty that workplaces have shown employees, including their parents. That lack of loyalty is usually reciprocated.

Gen Zers had more than a full year disrupted by pandemic shutdowns. The older ones learned firsthand that they could work from anywhere, often on their own time. And they’re certainly not nostalgic for the old workplace of fixed hours and open offices.

Many, in fact, recoil at the trade-off they’re expected to make: decades of work, nearly all their daylight hours, the bulk of their adult existence on Earth, in exchange for enough money to one day buy a little house. Is that really appealing?

Maskrey, for example, has spent much of his life on a familiar path for Hawai‘i’s high-achieving youth: 13 years at a homework-heavy private school, an Eagle Scout, multiple summer internships and now deep into a five-year program that leads to a bachelor’s degree and a master’s in business management.

Lately, he’s been rethinking the many hours he’s spent in a volunteer leadership role at his university in Canada, and questioning what these years of effort will actually bring. For all the talk about employers not being able to fill jobs, he says many of his peers struggle to land anything.

He says he’s gotten internships in Hawai‘i through personal connections; when he didn’t know anyone, his applications went nowhere. Many of his college friends can’t find jobs, even those graduating in popular fields such as environmental studies. One friend applied for dozens of service jobs to help pay living expenses, with no callbacks.

“The biggest experience for my generation is that we’re just not hearing back,” says Maskrey. “We’re applying to so many jobs and not hearing from anybody.” And they’re not being picky, he says. They’re just trying to keep moving forward with their lives.

In an ideal world, he says Gen Zers want jobs that align with their values and offer a sense of purpose, without sapping away all their time and individuality. “Gen Z prioritizes being real and just being human. People are people, not capital,” he says.

The worst work situation, Maskrey says, would be “feeling like you just have to show up and clock in, sit and put your head down forever, and then clock out at 5 and go home. That’s a nightmare situation for me.”

Alexa is living in that world now, having made the “difficult transition” from a part-time job while attending UH Mānoa to a full-time role with her organization. Her recent promotion to a managerial position has elevated her stress and sense of unease. She says she “feels the burnout.”

“I had certain expectations and higher hopes of what working was going to be like,” she says. “And then you come into the workplace and realize this is not what I imagined. You’re faced with the reality of working 9 to 5 for the rest of your life, and it’s very depressing.”

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Gen Z is adept at stepping into “big shoes” and thriving in roles that demand responsibility. But they’ll probably need lots of coaching. | Image: AI & Jeff Sanner

“True Pragmatists”

For all their idealism and commitments to social justice and climate activism, money is still important to young people. And given what they’ve experienced in their lives, how could it not be?

As Courtney Kajikawa, a Gen Xer and senior VP and manager at First Hawaiian Bank, wrote in her 2023 thesis report for Pacific Coast Banking School, major political, economic and social events, known as “period effects,” have had a profound impact on Generation Z.

“Period effects like the Great Recession, the pandemic and the current inflationary environment have made Hawai‘i Gen Zers feel more financially insecure,” she writes in “Brain Drain to Brain Gain.”

Some had parents who lost their jobs during the Great Recession and the pandemic, and some Gen Zers did too. Others struggled to find employment as they graduated from high school and college into a challenging economy.

In writing her thesis, Kajikawa ran focus groups to gather Gen Z perspectives in Hawai‘i. She says that young people understand how financially precarious their lives are, and the insecurity weighs heavily on them.

“They’re really concerned about, ‘How am I going to pay off my debt? How am I going to afford a place to live? How am I going to save for retirement?’ ” Kajikawa explains in an interview.

 

“I see Gen Z as ambitious and driven. … It just requires more coaching and more time with managers and supervisors, and more empathy on our part. We need to ditch the ‘Oh, kids these days’ attitude and meet them where they are.”

— Courtney Kajikawa, Gen Xer and Senior VP and Manager, First Hawaiian Bank

 

Hawai‘i residents ages 20 to 24 earn an average of just $40,200 a year, which is far too little to survive independently. For those with student loan debt, the burdens are even heavier.

These economic concerns are felt worldwide, with 51% of Gen Zers saying they live paycheck to paycheck, according to the Deloitte Global 2023 Gen Z and Millennial Survey. They may want work-life balance, but 46% of Gen Z respondents said they’ve taken second jobs to make ends meet, compared to 37% of Millennials.

In a Morning Consult survey, half of Gen Zers said they wanted to become entrepreneurs or start their own businesses. Many dream of being influencers, while others make money live-streaming themselves playing video games on Twitch, or selling T-shirts or “kitschy little things” on Instagram or TikTok, says Fragiao from UH Mānoa. He says one of his friends left a job he hated and devoted himself to painting; he now sells his artwork online.

Data from McKinsey & Company shows that Gen Zers are more likely to be self-employed or working gig jobs than older workers, but 56% of them would prefer to have permanent positions. Like most people, they’re looking for stable paychecks.

Gen Zer Josie Dang, a rising junior studying health care management at UH West O‘ahu, agonizes over whether to take on her family’s full-service salon in ‘Aiea when she graduates, or keep studying for an MBA, or look for a professional job with regular pay.

Her father arrived in Hawai‘i as a refugee from Vietnam, and he started his business from the ground up. Dang says he and her stepmother work constantly, leaving her home to cook, clean and take care of her younger sister. She’s seen how owning your own business doesn’t always bring the freedom and flexibility her generation seeks.

She says she doesn’t want to seem ungrateful or be a disappointment, and that she knows she should take him up on the offer of taking over the family business. Instead, she says she “just goes back and forth. … Honestly, a 9 to 5 with a high salary is looking kind of good.”

Chang, from the Center for Tomorrow’s Leaders, believes that financial stability will guide many Gen Zer decisions.

“They’re true pragmatists,” she says. “A lot of employers think they need to put out the right messaging when it comes to political and social issues, and I think that’s true to a degree. But in the end, I think that the priority will be financial.”

 

Why Move Out?

In Hawai‘i, many young adults deal with the high cost of living by living at home. This multigenerational arrangement, long popular here, is growing across the country, with nearly 16% of Millennials (ages 28 to 43) living with their parents in 2022, according to U.S. census figures.

But the CTL leadership team wonders if the arrangement can be too cozy and interfere with Gen Zers’ growth and independence. They say the stigma of living at home is gone, and the motivation to leave is weak.

“Gen Z has a much higher desire to live at home, but there are things you learn by not being at home, so they have knowledge gaps,” says Chang.

High school teacher Nakamura, a Gen Xer, says she grudgingly stayed home after college, but she paid rent and saved to move out as soon as she could. Ramelb, a Gen Zer, still lives with her family and says both she and her family members love it. Still, she’s saving to live on her own one day.

At 26, Bernardo-Flores recently left his family home and moved into a rental in Honolulu. His mother didn’t want him to go, but after high school at Kamehameha Schools Kapālama, college at Chaminade University and a job downtown, the commute from Waipahu had become unbearable.

His father questioned why he was renting and not buying, like he had done as a young man. The house, Bernardo-Flores says, cost less than a tenth of the price today.

For Alexa, being away from home is worth it, for now. She recently moved into a small studio apartment in Kaka‘ako and is paying more than she’d like to, but she says she was tired of being treated like a child. “It’s hard to have your own life and live at home,” she says.

The decision to rent wasn’t easy, and she says she’s still “testing the waters” before deciding whether it’s really worth the money to live on her own.

 

Let’s Fix Things Around Here

Lizardo from the Chamber of Commerce Hawai‘i loves many things about Gen Zers, such as their social media skills and their sensitivity to what he calls “the isms”: racism, sexism, homophobia – they’re able to navigate those in ways that other generations aren’t able to, and to really be delicate but also very fierce.”

While the subtleties of talking about identity are clear for Gen Z, the nuances of communicating across generations are much less so. “They’re not afraid to push boundaries and share what they’re thinking about the workplace very quickly and easily,” before they’ve built trust and rapport with older colleagues, Lizardo says.

He coaches them in understanding the workplace culture before trying to change it, and improving their communication skills, such as writing business emails without using texting shorthand.

At First Hawaiian Bank, where 16% of the workforce – over 300 employees – are Gen Zers, Sherri Okinaga, a senior VP and head of the Organizational Effectiveness Division, embraces their energy, adaptability and what she calls “resilient risk-taking.”

“Seasoned employees want to focus on why policies and procedures exist and how existing programs came to be, whereas the younger generation is questioning, ‘Why do we have to do it that way?’” says Okinaga, a Gen Xer. “They’re reinventing work in a different way, using more AI and digital tools.”

Okinaga is working to make the bank “an employer of choice” among young people – and reexamining some of the traditional practices in the process. As nearly half the employees are Gen Zers and Millennials, and the executive team is made up of soon-to-retire Gen Xers and Boomers, she sees it as an imperative.

“Employers who are really galvanizing the Gen Z energy and creativity, by hearing their voices in the design of future work, are going to be the winners in the war for talent,” she says. “If we keep doing what we’re doing today, we will be out of business.”

The bank provides opportunities for young adults to learn, grow and lead, she says, and creates benefits and programs that appeal to them. For example, there are flexible hybrid work options; cross-mentoring that lets younger people coach older colleagues on technical skills; cohort-based learning programs to help them feel connected; and a quarterly awards program designed by younger staff and rolled out on social media.

Award winners are treated to dinner with the entire C-suite – an exercise in flattened hierarchies. “Employees can be in maintenance, in facilities, security guards, anyone,” says Okinaga. “It brings everybody closer and says every contribution matters.”

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Image: AI & Jeff Sanner

What’s Next for Me?

Employee engagement lies at the core of any business’s success: Do people care about their jobs and do they try to do their best work?

Gallup polls say mostly not. In 2023, Gen Z engagement in the workplace dropped from 40% to 35%, and 14% of Gen Z employees were considered seriously disengaged.

The status quo isn’t going to work anymore, says Bernardo-Flores, the private banker and Gen Zer. Companies can’t expect young employees to do the same job for the same company, decade after decade, as his father did. Gen Zers want more than that, he says.

“We have an unusual labor market right now,” says Chang. “It’s important for employers to know Gen Z wants work-life balance, meaningful work and high salary. I think that expectations of really wanting all three are going to create demands on a lot of employers.”

And many Gen Zers are doing quite well for themselves. The Economist noted that the U.S. has more than 6,000 Gen Z chief executives and 1,000 Gen Z politicians. And many Gen Zers in Hawai‘i are defying generational stereotypes and quickly climbing the company ladder. But even as they do, they feel pressure to dispel others’ perceptions.

Bernardo-Flores says his father encouraged his kids to go to college so they’d have more opportunities than he did. His mother wanted them to find stable jobs with well-established organizations. The values of his parents shaped his own choices, he says.

After graduating from Chaminade in 2020, at the start of the pandemic, he moved from his part-time teller job with First Hawaiian into a full-time role. From there, he soon moved into the position of private banker, complete with a Bishop Street office with a view.

He says many of his peers started intensive training at the bank, then abandoned it after a few months. The fallout trickles down to people like him, who love their jobs. He says he appreciates the mixture of autonomy and guidance he’s given, as well as long-term pathways.

“I feel like as a Generation Zer it’s harder for me to gain that trust, to let my employer understand that I’m committed, I’m different from these other guys and gals that maybe weren’t,” he says.

Alexa, the operations manager, agrees that being one of the only Gen Zers among older colleagues means constantly having to prove herself. She says she works hard, at a high level, to combat low expectations, while given little support.

Despite her efforts, she finds it frustrating when she’s not taken seriously or left out of conversations. “There’s an attitude of, ‘You don’t know what you’re talking about, so I’m not really going to pay attention to what you’re saying,’ ” she says.

The sense of disillusionment with the adult world of working full time, paying bills and trying to stay afloat is leading her to question her prospects in Hawai‘i, the place where she was born and raised and had never wanted to leave.

 

“The world has changed. Older generations will say, ‘You just need to get your foot in the door and take any job you can.’ It doesn’t really happen like that anymore. You have to have so much experience and education to even get a job. … We need more opportunities for younger people to gain that experience.”

— Alexa, Gen Zer and an operations manager at a well-known Hawai‘i organization

 

“But the reality is there just aren’t many opportunities. It’s much too expensive, and the amount of work you need to do to live is not sustainable.” She’s looking at options, such as graduate school, working on the mainland – anything to escape a narrow, constrictive future.

While Bernardo-Flores says he’s committed, he’s also practical and ambitious – two traits that Gen Zers aren’t always known for, at least not yet.

“Money isn’t always the driving factor for us,” he says. “It’s the idea that we’re going to be recognized for our work, that the work we’re doing is high value, and that there’s long-term success waiting for us. If we don’t see that in the job, then we definitely won’t commit ourselves fully to it.”

 

What Year Were You Born?

Silent Generation: Born 1928-1945

Baby Boomers: Born 1946 – 1964

Generation X: Born 1965 – 1980

Millennials: Born 1981 – 1996

Generation Z: Born 1997 – 2012

Generation Alpha: Born early 2010s – 2024

 

 

Categories: Business Trends, Human Resources, In-Depth Reports
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My Job Is Analyzing and Improving People’s Work Lives https://www.hawaiibusiness.com/my-job-amazon-qualitative-research-scientist/ Mon, 18 Dec 2023 17:00:03 +0000 https://www.hawaiibusiness.com/?p=128176 Name: Natalie Perez
Job: Qualitative Research Scientist

 

Beginnings: Born and raised on O‘ahu, Natalie Perez lived on the North Shore before moving to ‘Ewa Beach when she was in second grade.

“Growing up I had never heard of qualitative research,” says Perez, who spent much of her childhood racing at the Kahuku Motocross Track in hopes of a career on the national circuit. But injuries over the years led her to give up that dream; she opted for college instead.

 

Lifelong Learning: Perez was entirely homeschooled before attending Windward and Leeward community colleges. She went on to UH West O‘ahu, where she earned a bachelor’s degree in humanities with concentrations in English and literature.

Then, while working toward a master’s degree in composition and rhetoric, she switched gears and earned a master’s and then a doctorate in learning design and technology.

“I just love learning. I’ll probably go back to school. I’m still really interested in law, botany, interior decorating,” Perez says. “I’ve decided I’m not going to have just one career but multiple careers over my lifetime and I’m excited about that.”

 

Path at Amazon: Perez held various roles at UH and was director of online teaching and learning at Honolulu Community College when a recruiter from Amazon reached out.

She started at Amazon as a senior instructional designer and researcher and now works as a qualitative research scientist.

“I work on a science team that is housed within human resources. The team is really focused on looking at our employee population and things related to human resources such as people’s working environments and employee experience.”

 

Specific Role: “My job is to design research studies aimed at being able to understand employees’ experiences about their work.”

She and her team collect information using interviews, focus groups, surveys, journals and diary studies – all with informed consent – “then take that data, analyze it and generate it into reports,” she says.

Those reports are shared with company leaders and used to improve employee experiences on the job and increase employee retention.

She finds the work meaningful and fulfilling. “People want their voices to be heard and I think that’s really important for organizations to be able to listen to their people.”

 

Global Connections: “One of the biggest challenges is time zones. It can be difficult trying to connect with people in the exact opposite time zone of mine. So it makes for some very early meetings and some late evening meetings.”

 

Motivation: Perez says the most exciting part of her job is constant exposure to new people, new places and new ways of thinking, working and living – all while mostly working from home on O‘ahu.

“I get to work with some incredibly brilliant and diverse people who live around the world … people in Asia, Europe, the Middle East, the Pacific and just about every single country in between,” says Perez. And she says she gets to talk with them about Hawai‘i and its people and culture, and has the opportunity to travel too.

 

Keeping it Local: Perez says she sometimes misses the special atmosphere of our local work community, “but I’m so thankful to get to continue to be in the community and support local. I try to do things like different presentations with high schools and podcasts.”

Perez, a first-generation college student, says: “I really encourage students to go to school. As a little kid from ‘Ewa, I didn’t think I’d ever be in this role doing this work, but it’s totally feasible and possible.”

 

 

Categories: Careers, Human Resources
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8 Tips for Creating a Safe, Productive Workplace https://www.hawaiibusiness.com/hawaii-workers-compensation-safety-tips/ Fri, 10 Nov 2023 17:00:39 +0000 https://www.hawaiibusiness.com/?p=126808 In Hawai‘i, employers who have at least one employee are generally required to maintain workers’ compensation coverage, regardless of whether the workers are permanent, temporary, part-time or full-time.

Workers’ compensation claims can be filed for a variety of injuries and illnesses that occur at work – from cuts and strains to repetitive-use injuries like carpal tunnel syndrome to skin disorders due to chemical exposures.

Workers’ compensation benefits can include compensation for lost wages and medical expenses. In the worst cases, workers’ compensation can pay permanent disability or death benefits.

The National Safety Council says the top three occupational injuries involving days away from work are 1) exposure to harmful substances or environments (36% of such cases), 2) overexertion and bodily reaction (22%), and 3) falls, slips and trips (18%).

Keeping workers safe helps companies avoid expensive workers’ compensation claims and higher insurance rates. It can also boost morale, improve worker retention and increase productivity.

Here are eight tips to cultivate a safe environment:

  • Build and maintain management support. This can take many forms: Managers need to be alert to potentially unsafe actions at work and should take active roles in safety training. And they should ensure adequate staffing to meet production and service goals, and invest in measures and resources to prevent injuries, such as providing personal protective equipment and training programs and repairing faulty equipment.
  • Model and encourage safe behavior. Unsafe habits can develop if workers are pressured to cut corners to meet deadlines or if they see their supervisors acting unsafely.
  • Train your workers to do their jobs safely. Training and education are especially important for new workers, but everyone benefits from refreshers and reminders. Provide updated training when new processes are implemented or changes in safety requirements take place.
  • Conduct safety inspections. Regular inspections give you the chance to mitigate workplace hazards before they lead to injuries.
  • Train with personal protective equipment. It’s not enough to have PPE on-hand – workers have to be familiar with the equipment and know how and when to use it.
  • Promote safe driving. Make sure your requirements don’t pressure employees to drive unsafely. Keep your vehicles in good condition (that will usually save you money too). If you operate a fleet, telematics programs that use GPS to track drivers can encourage them to act safely behind the wheel. Most importantly, ensure your drivers are qualified to operate your company vehicles.
  • Know your industry’s regulatory requirements. Depending on your jurisdiction, you may fall under Hawai‘i or federal occupational safety and health standards. Following these standards can help you avoid both injuries and fines.
  • Proactively manage workers’ compensation claims. If a claim is reported, encourage prompt treatment using telehealth if possible. Offer injured workers modified duties if needed until they recover and stay in touch with proactive communication. Staying on top of these cases can ensure workers aren’t away from their jobs longer than necessary.

It’s also important to partner with an insurer that can help you navigate safety concerns in your industry. Consult with your independent agent for guidance.

 

 

Categories: Biz Expert Advice, Human Resources
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Why One Hawai‘i Firm Ditched PTO for “Responsible Time Off” https://www.hawaiibusiness.com/pto-responsible-time-off-accuity/ Fri, 06 Oct 2023 17:00:55 +0000 https://www.hawaiibusiness.com/?p=124211

In 2020, Accuity implemented a “responsible time off ” approach toward its employees that may seem radical to many in Hawai‘i. Under the policy, our 100 team members don’t have a set number of paid time-off days. Rather, they are free to take as much “RTO” as they need as long as they do so in a responsible manner.

The RTO policy has become a valuable tool for our organization, underscoring the respect we have for our team members’ personal interests and character but most importantly, enhancing our personal and professional relationships.

As unlimited PTO grows in popularity nationwide, here are my recommendations for companies considering this model.

 

First Consider the “Why?”

The primary objective behind our reboot of paid leave is to disrupt the employer and employee dynamic, and kickstart a new mindset within our firm. We want to foster a stronger culture of trust, openness, honesty and excellence.

We went from a parent-child dynamic, where PTO days were bestowed upon employees over time, to an approach founded on a balance of power, mutual respect and trust. RTO is a tool to empower our professionals to manage their lives without anxiety, while also embracing accountability, communication and collaboration.

 

Establish Guidelines

Accuity chose “responsible” time off versus “unlimited” time off because of the guidelines in place to ensure continuity and fairness. For example, each team member must take a minimum of two weeks RTO per year, with a maximum of three consecutive weeks at any one time.

 

Consider Blackout Dates

It is each individual’s responsibility to prioritize time off , but they must be responsible about how much and when they take it. This means respecting project deadlines and being considerate of other team members’ workloads. If your business consistently experiences particularly busy times of the year, set blackout dates in anticipation of staffing needs.

 

Communicate Clearly

It is not enough to require that employees act responsibly; we must define that responsibility clearly. Work closely with HR to craft a policy that is easily understandable. Communicate the policy proactively and be prepared to respond to questions.

 

Reinforce Through Culture

You can have the best RTO policy in place, but it is meaningless if your employees feel guilty or unsafe about using it. Demonstrate trust and empower your employees to act responsibly.

 

Consistently Evaluate

This model may not work for your employees and your business. Make sure to create systems to track performance and productivity in relation to employee RTO. Expect a transition period: Give people time to absorb the change and adjust accordingly


This month’s expert:

Cory Kubota Bw

Photo: courtesy of Cory Kubota

Cory Kubota
Managing Partner
Accuity LLP

 

 

 

Categories: Business & Industry, Human Resources, Trends
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What to Do When Your Company’s HR Records Have Been Destroyed https://www.hawaiibusiness.com/business-hr-recovery-guide-after-maui-wildfires-disasters-hawaii-employers-council/ Tue, 03 Oct 2023 22:00:08 +0000 https://www.hawaiibusiness.com/?p=125862 The Maui wildfires devastated local companies, and for entrepreneurs and businesses that lost everything, rebuilding can be overwhelming. Here’s what owners and HR departments should know before and after disaster strikes.

As a general rule, always safeguard vital records, including accounting and staff data and customer and inventory lists, by storing them in the cloud with a trusted service. Alternatively, create backups of essential files, ensuring they’re also uploaded to the cloud for easy access if you cannot reach the office.

Here is a brief guide on reconstructing essential HR files and continuing employer responsibilities during this difficult period.

 

Essential HR Files to Reconstruct
  1. Form I-9, Employment Eligibility Verification: This form is mandatory for every employee. Lost or damaged forms must be replaced as quickly as possible. If files are lost, reverification must be done for each affected employee. Learn more at tinyurl.com/FormsI9.
  2. W-4 Forms: Employees need to complete this form to determine tax withholding. More information at tinyurl.com/FormsW4 and tinyurl.com/StateHW4.
  3. Employee Contracts and Agreements: Consult with employees to obtain backup copies of contracts and agreements. If no backup exists, consult legal counsel to help reconstruct the documents. Payroll records, tax submissions and other financial documents (if they exist) can provide details like employee compensation, job titles and length of employment, which may be helpful when reconstructing contracts.
  4. Payroll Records: Essential for determining employee payment and benefits. Include all pay stubs, time sheets and related documents in your backup files. Victims of the wildfires have until Feb. 15, 2024, to file various individual and business tax returns and make tax payments. Learn more at tinyurl.com/IRSwildfires.
  5. Benefit and Insurance Documents: Vital for continuing benefits like health insurance, retirement plans and other employee benefits. Where to get more information: Check with your insurance carriers and benefits plan administrators and visit tinyurl.com/ReliefInfoGov.

 

Employer Responsibilities
  1. Paying Employees on Time: Even if catastrophes happen, the Fair Labor Standards Act and Hawai‘i wage and hour law require payment of at least the full minimum wage and overtime compensation due to a covered employee for hours worked. If employers anticipate paychecks being delayed because of a disaster, they should contact the Department of Labor’s Wage and Hour Division and the Hawai‘i Wage Standards Division for guidance. Learn more at the Wage and Hour Division’s fact sheet on disasters: tinyurl.com/DisasterFacts.
  2. Layoffs and Unemployment Insurance: If layoffs are necessary, employers must provide terminated employees with information on how to apply for unemployment benefits. Learn more at labor.hawaii.gov/blog/mauiwildfires.
  3. Health and Safety: Employers must provide a safe working environment. In the context of a disaster and anticipated hazards associated with recovery operations, this might mean remote work or temporary locations. Learn more at osha.gov/wildfires and labor.hawaii.gov/hiosh/home/for-employers.
  4. Communications: Maintain a list of 24-hour emergency numbers for all employees and develop a call tree to keep employees informed.

Rebuilding your business after such a devastating event is challenging, but attention to your HR responsibilities is crucial for a smooth transition. Keep the lines of communication open with your employees to keep them informed and connect with government agencies to ensure you meet all legal obligations.

For general guidance on reconstructing business records after a natural disaster, visit the IRS at tinyurl.com/b6f298na. For personalized assistance, consider contacting local employment law experts and the government agencies mentioned above.

Reconstructing files and documents is important, but true rebuilding begins with the people. Be mindful of your employees’ well-being following traumatic events, recognizing that stress and trauma can show up weeks or months later in unpredictable ways. Open discussions about employee wellness and mental health create supportive and safe workplaces where employees are more likely to seek support. Employee assistance programs and behavioral health support are crucial to supporting employees’ long-term well-being.

 

 

Categories: Biz Expert Advice, Human Resources
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CEO Says New Investment Gives ProService Hawaii a Chance to Be Major Mainland HR Provider https://www.hawaiibusiness.com/proservice-hawaii-mainland-expansion-silverlake-investment/ Mon, 12 Jun 2023 20:36:30 +0000 https://www.hawaiibusiness.com/?p=121201 ProService’s latest investor is a game changer that primes the company for major expansion on the mainland while remaining a Hawai‘i-headquartered business, says CEO Ben Godsey.

The private equity investor is technology-focused Silver Lake, whose portfolio includes investments in Airbnb, SoFi, Waymo and more than 70 other companies.

I asked Godsey why he thinks this investment and infusion of tech expertise could propel ProService into becoming a major player outside Hawai‘i like Hawaiian Airlines and Servco Pacific, while remaining based in the Islands.

Petranik: Why is the Silver Lake investment important?

Godsey: ProService has always had investors ever since I bought the company in 2005. Every five years or so, investors exit and new investors and new ideas come in. But what is super exciting is that Silver Lake is an incredible technology investor, a value-added partner, not just an average private equity firm.

They’re considered the best at helping their companies use technology to execute on their strategies and scale and get significantly better for their customers. That’s what we needed.

Our strategy has always been to focus on local markets, making it easier for our customers to be employers. We’ve innovated by lowering costs and providing excellent service, but we’ve never excelled at technology.

Partly that’s because it’s hard in Hawai‘i to find technology talent. This infusion of expertise maximizes our opportunity to become a much larger, bigger, multistate business headquartered in Hawai‘i.

Petranik: You already have divisions on the mainland. What’s next in that scaling?

Godsey: Our number one goal has been to continue to grow in Hawai‘i. We also think the business model we’ve evolved here in Hawai‘i is special and we want to test it in bigger markets with different competitors, different client needs.

We started that by opening a business in Denver in late 2019, so the timing wasn’t great, but it is growing and successful. And we found it definitely made us better in Hawai‘i. I was blown away by how much it accelerated our progress here to have a business in another market that we were learning from, sharing ideas with, able to access talent and expertise that we didn’t have here.

We said, “This is working, let’s carefully expand.” So we acquired a company based in Minneapolis that specializes in senior and assisted living businesses. Recently we invested in a Las Vegas business that specializes in helping employers there.

The business model we’ve grown and improved in Hawai‘i works well in these businesses and they are making us better.

Over the next five years – let’s assume that’s the time Silver Lake is our main outside investor, because we have 130 employees who are also owners – I expect us to selectively enter a couple of new markets, but mostly to grow those ones that we’ve entered already: Las Vegas, Denver, senior assisted living, and, most importantly, grow in Hawai‘i and improve the value we provide to our clients here. Hawai‘i will remain the main business.

I think this is a big good-news story for business in Hawai‘i, like when Mark Dunkerley turned Hawaiian Airlines around and became focused with on-time arrival and became number one at that.

Like the Fukunaga family story with Servco Pacific, where they focused that business and then expanded into Australia, Southeast Asia and they’re a big, really successful Hawai‘i-headquartered business that endured and thrived, and most of their business now is outside of Hawai‘i.

With Silver Lake, we have that opportunity to become a premier provider across our entire industry, not just a local provider, while remaining headquartered in Hawai‘i.

Petranik: What are the different dynamics of each market that you have to focus on when providing HR services to businesses? Is it the different laws?

Godsey: I think the local laws and regulations are not the hard part. It’s also the local dynamics of the employee-employer market, and there are unique configurations and adaptations in technology and service that employers want. The employers we serve in Denver want a slightly different offering than what we provide as the core offering here. Different employer market, different labor dynamics and rates of inflation, different needs for insurance, benefits, the total rewards package. You have to understand those differences.

What the big national players offer tends to be a mile wide and an inch deep. Their main model is not market-focused, customer-focused, designed to serve a local employer population.

We always needed to do a really good job for our clients to grow in Hawai‘i. The coconut wireless and the two degrees of separation means if you’re not doing a good job for your clients, you’re not going to grow. We want to have that same mentality everywhere we operate. That’s what Hawai‘i brings to the mainland markets.

Petranik: You mentioned you’re going to stay headquartered in Hawai‘i. What about the leadership team?

Godsey: Nothing’s changing. We will be growing our team here and we’ll be teaching new skills to people here. Our strategy is not changing, our management team is not changing, it’s only going to grow. Our goal is good quality jobs in Hawai‘i.

Petranik: Your top-line 2022 number is $424 million in revenue; that’s a 20% increase over 2021. How is 2023 shaping up?

Godsey: We’re continuing to grow at a similar rate. We are really hitting stride post-Covid. Covid was a tough period; Hawai‘i stayed in lockdown way too long. It was a challenge.

Now we’re accelerating across the organization, especially in areas of technology and process improvement. And then we followed up with the acquisition of Makai HR. I’m thrilled to serve their about 200 clients and add their 25 employees to our team – particularly the folks who work in product development. They’re going to help us immediately.

The prevailing trend now is for local companies to get acquired by mainland business, have the Hawai‘i operation become a service center and the headquarters gets emptied out of what are often the best jobs. As a state, we need some things going the other way.

 

 

Categories: Human Resources, Technology
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Your Diversity Policy Shouldn’t Focus on One or Two Groups https://www.hawaiibusiness.com/workplace-diversity-equity-inclusion-belonging-attract-lgbtq-employees/ Thu, 25 May 2023 17:00:38 +0000 https://www.hawaiibusiness.com/?p=119147 Hawaii Business Magazine asked Sarah Guay, CEO of the Hawai‘i Employers Council, for an article with advice on recruiting in the LGBTQ+ community. After wrestling with the topic, Guay says, she sought insights from Ku‘ulani Keohokalole, founder of People Strategies Hawai‘i, an organizational development consultancy.

Keohokalole emphasized that recruiting people who identify as LGBTQ+ is one part of a larger necessary discussion on diversity, equity, inclusion and belonging in the workplace, DEIB. The following excerpt from their discussion explains how the two concepts are importantly related.

 

Guay: It’s clear that strategic recruiting to build diversity in Hawai‘i’s workplaces does have a role in this equation – but it can’t be done in isolation, right?

Keohokalole: Right. Bringing more diverse perspectives into the workplace through recruiting is the right thing to do. It’s just not the only thing organizations need to do around DEIB, and it’s often not the first thing they need to do. In the DEIB conversation, the organization needs to first fundamentally think about who it is and who it represents. For example, take an arts organization whose board members were used to holding exclusive private fundraising soirees extended to wealthy donors who enjoy art. One day the organization looked around and realized those actions were out of alignment with their desire to increase access to art for kids who are from underserved communities.

That realization led the executive director to rethink their board makeup, and start to rethink who they fundamentally are, from the top-down – their mission, values, leadership and alignment all the way through. That’s the real work we’re talking about. It’s not just about recruiting.

Guay: Got it. But it feels like if we don’t start bringing in diverse perspectives, we’ll never get there. What comes first? It feels like a chicken and egg conversation.

Keohokalole: It goes back to the question: What problem is your organization trying to solve through DEIB work? Instead of asking about recruiting a certain number of LGBTQ+ employees or employees of any underrepresented identity for that matter, a better first question might be, how well does an organization’s workforce reflect the communities their mission says they exist to serve.

Bringing in more diverse voices is the right thing to do, but if they are in the small minority numbers-wise, it’s going to be an uphill struggle. All of us can think of times when we had to advocate for an alternative perspective and got pushback. That happens a lot for people who are brought in to support diversity efforts and then their perspective gets dismissed.

On the flip side, leaders need to be careful not to hold up an individual as a representative of every voice out there. Not only is that unfair, it’s tokenism.

Guay: Sometimes diversity recruiting efforts are criticized because there’s a belief it requires lowering qualifications to recruit diverse populations.

Keohokalole: Right. And actually, no one is asking you to lower your qualifications to diversify your workplace. In fact, recruiting for a diverse workforce requires you, in some ways, to become more stringent about certain position qualifications – rethinking them to be aligned to what your organization really needs.

For example, if you’ve got people whose job it is to build community relationships, then they likely need experience engaging with the community here in Hawai‘i, right? To do that, they will likely need to be grounded in the community they serve and able to speak the language of those stakeholders. It’s not enough to just say, “Must have X years of education and know about Hawai‘i’s communities.” You’ll need to rethink the need for that person’s connections, the quality of relationships they bring, etc. Those are the qualifications you’re looking for.

It’s not at all about lowering qualifications, it’s about redefining them intentionally to garner a workforce that reflects who the organization serves.

Guay: One strategy we hear a lot about are referral programs. Are they helpful or harmful when it comes to supporting DEIB in organizations?

Keohokalole: The risk with blanket referral programs is that they incentivize folks to recruit people within their own network – who likely have similar experiences and perspectives. This can reinforce a lack of diversity by relying on the networks of the dominant demographic in the organization, and can proliferate the status quo, making it systemically difficult to break the mold.

Another way to go about it would be to create specific referral programs for what you’re looking for and target the program to those most likely to have those skills or backgrounds in their network.

Guay:: The discussion of strategic referrals brings up the relationship between fairness, equality and equity. How are these concepts related?

Keohokalole: Equity is about understanding there have been historical imbalances our society has accepted as “just the way it is,” and we are now trying to address those imbalances through our actions and decisions.

An example was an organization that recently completed its performance reviews and was now figuring out employee pay increases. The organization realized it couldn’t afford across-the-board raises. Instead, they deferred highly compensated employees’ raises in favor of providing increases to the lowest-paid employees. They made that decision in the name of equity. Was it equal? No. But was it equitably fair? Yes.

Equity is about understanding what the problem is, what’s created the problem historically, and then what’s our role in addressing it systemically – versus focusing on isolated activities or tasks.

Guay: It strikes me this conversation about building DEIB is similar to building other fundamentals of an organization’s culture. An organization that values service, for example, can’t just say they value service. That value has to come alive through their actions.

Similarly, the commitment to DEIB needs to live and be reinforced regularly through practices, policies and systems. Specific tactics to support the desired culture include training, supportive benefit programs and employee resource groups. Organizations should invest in training staff on their DEIB values, including specific policies and practices that support diversity. Managers need to deeply understand the issues surrounding DEIB in the workplace and be ambassadors of the values.

Employers should ensure inclusivity with employee benefits, offering gender-affirming health care benefits or transgender-inclusive policies for parental leave. Employee resource groups, which are voluntary employee-led groups that serve traditionally underrepresented employees, can provide a supportive community for employees to mitigate for tokenism.

Keohokalole: Exactly. A healthy workplace is the outcome of organizational DNA that empowers, respects, supports and engages its employees. These values are reflected in a myriad of ways within the organization – through policies, procedures, and systems.

Too often, DEIB efforts are set aside as “HR initiatives” and recruiting is an action taken in support of the overall experience for an employee. This is what we mean when we say instead of starting with recruiting, start with what you’re recruiting them into.

DEIB is not a certification or an achievement. This work doesn’t have a finish line. It’s a mindset that informs the way we approach the mission of our organization. It’s an ongoing journey to continually assess our alignment, course correcting as we go, and getting better every day through intentional focus and transformation.

 

 

Categories: Business Trends, Human Resources
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How to Help Employees Cope with Distressing News https://www.hawaiibusiness.com/how-to-help-employees-cope-with-distressing-news-feelings-stress/ Wed, 27 Jul 2022 16:00:33 +0000 https://www.hawaiibusiness.com/?p=107505 When horrific events happen — even an ocean away – the news can deeply impact your team’s mental well-being and spirit at work.

Of course, distressing events in the Islands can be especially painful because they involve our aunties, cousins, friends and neighbors.

It can be tough to get through the workday after learning about a tragic event. The opposite can also prove true: Our jobs can provide an outlet to work through difficult emotions.

Instead of remaining silent or trying to suppress the sharing of feelings at work, effective leaders acknowledge and encourage expression of human emotion. When confronted with distressing news, start by adopting these practices throughout your company.

 

1. Check In with Employees

Talk to your direct reports individually to see how they’re doing. Begin your one-on-one conversation by asking them if they know about the incident or anyone impacted. Even if they’re not directly connected to someone affected, they may still experience acute stress from simply being exposed to the news.

If colleagues open up, validate their experiences by listening and asking questions. Simply acknowledging that it’s OK to talk about it can help people feel comfortable sharing what’s on their minds.

Don’t minimize or dismiss their feelings. Avoid responses like, “It could be worse!” or “Everything happens for a reason.”

Also refrain from trying to fix the problem or prescribing a solution. Even if you have firsthand experience in a similar situation, don’t assume what worked for you will work for others. While sharing your experience may help, avoid centering the conversation on you and provide a safe space where employees can feel heard.

Depending on the incident or proximity to your company, you may want to schedule a meeting with your larger team to discuss what the organization is doing to keep employees safe.

 

2. Offer Support

Distressing news impacts everyone differently, and some employees may need more support than others. Your team may not know what type of support they need or the options available to them.

If they aren’t forthcoming about their needs, offer something specific, like a mental health day or information about your employee assistance program. Specific offers make it easier for someone to accept help. Managers should be aware of the resources available to their teams and be able to direct employees to get the help they need.

 

3. Empower Employees to Act

We often feel helpless when faced with big crises or social issues, but there are ways to make a collective difference. Providing your employees with channels to make an incremental contribution can ignite a sense of purpose and power.

You may consider matching employee donations to nonprofits or sponsoring volunteer days to contribute to causes that align with company values.

While some companies avoid talking about issues that don’t relate directly to their businesses, a new generation of talent wants their voices heard and wants to work for companies whose values and actions align with their own. Meeting those desires can fortify their loyalty to the business.

 

Column Expert: Linda Goto, HR Training and Development Manager, ProService Hawaii

 

 

Categories: Human Resources
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Caregivers in the Workplace: What Bosses and Employees Need to Know https://www.hawaiibusiness.com/caregivers-returning-to-work-what-bosses-employees-need-to-know-proservice-hawaii/ Wed, 22 Jun 2022 17:00:37 +0000 https://www.hawaiibusiness.com/?p=105601 Part I: ProService Hawaii offers advice on how to successfully return to work after time off for caregiving

We saw a mass exodus of people, mainly women, leaving the workforce to care for children and other loved ones during the pandemic. Even before the pandemic, the cost of child care and limited preschool options in Hawai‘ i forced some parents to step back from work to focus on family responsibilities. And other employees left the workforce to care for elderly family members.

For many people, time away from the workforce is only temporary, and jumping back in can feel intimidating and stressful. ProService offers these tips to help you overcome the uncertainty and make your transition easier.

  1. Don’t apologize for taking time away
    In a job interview, acknowledge your time away from the workforce and gaps in your resume. However, instead of dwelling on the gaps, keep the focus on why you’re the best person for the job. We’re lucky that many local company leaders act with compassion and aloha for their prospective employees. If an employer faults you for being a caregiver, you probably don’t want to work for that company.
  2. Align on benefits
    While flexibility looks different across various fields or positions, the pandemic caused many companies to reinvent the rules and add new benefits to attract and retain workers. During your job search, study benefits packages, company values and an organization’s willingness and ability to be flexible.

    Ask if perks that you want like flexible schedules, remote work, compressed workweeks, part-time work or other unique formats are available and encouraged. You might be surprised by an organization’s willingness to flex.

  3. Build a support system
    Talk about your return-to-work challenges with friends, colleagues, former classmates and family. Chances are they have faced a career pause and re-entry and can lend support or a friendly ear. On an island, relationships are everything so being open and transparent can help to ease worries and strengthen your network.
  4. Don’t sell yourself short
    Stepping away from your career to care for a family member is admirable and speaks volumes about your character. Time out for caregiving doesn’t mean you “fell behind,” nor does it void prior capabilities and current skills. Long gone are the days when employers viewed gaps in resumes as a ding. With new talent comes new skills and perspectives, which employers greatly value and appreciate.

 

Part II: ProService Hawaii provides ways you can support caregivers who work for your company – or want to

Caregiving isn’t new. It’s just become harder to ignore in the workplace.

These last few years have emphasized how hard it is for parents and other caregivers to juggle work and family responsibilities. It has also shown that the right mix of policies and benefits, thoughtfully and clearly communicated, can go a long way in supporting (and retaining) employees and your bottom line.

Why? When employers try to help employees in ways that are truly meaningful to them, the results are improved performance, engagement and loyalty – the crown jewels of a healthy workplace.

Here are four steps for supporting caregivers in your workplace.

  1. Destigmatize caregiving from the top down
    It’s common for employees to worry if caregiving will undermine their career trajectories or make them appear less committed. Encourage your senior leaders and managers to create a culture that is supportive of caregivers by being good role models.

    This can include having positive attitudes toward taking leave, partaking in self-care activities, blocking off time to drop off kids at school, or leaving work early to see a child’s basketball game. Small things like this can have a big impact on undoing the stigma (real or perceived) around caregiving that permeates many workplaces.

  2. Offer policies and benefits that support caregivers
    Expanded child care responsibilities, multigenerational households and a large Baby Boomer population are all contributing to high rates of burnout, turnover and attrition. So while verbalizing the value of caregiving is important, it’s essential to back up your words with practical benefits that support working caregivers.

    Employers can offer a variety of benefits, including financial ones like paid parental leave and stipends, or help caregivers cover their expenses with dependent care FSAs, pre-tax flexible spending accounts. You can also expand your paid time off or flexible schedule policy to accommodate the nuanced schedules caregivers may have. Create a private space for milk expressing and nursing. Not sure what to offer? Start an open dialogue with caregivers to see what support they need most.

  3. Investigate what flexibility benefits could look like
    Before you rule this benefit out, know that every job, even an hourly job or shift work, can have some flexibility. If work from home or remote work aren’t options, be flexible with hours and scheduling. Try giving shift employees more advance notice about their schedules so they can plan for their other obligations, or use technology that gives them the ability to swap their work schedules more easily when they need flexibility.

    Perhaps it’s offering part-time arrangements, project-based work or creating a “parent shift” (8:30 a.m. to 2 p.m.) for workers who can only work during typical school hours. Encourage your leaders to talk to employees and see what flexibility benefits might look like in your organization. Then shout it from the rooftops because flexibility is one of the most important benefits to workers today.

  4. Empathy is important
    Above all else, supporting, retaining and attracting working caregivers in your organization requires empathy. Start by validating your employees’ caregiving challenges and provide a listening ear.

 

 

Categories: Human Resources
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A Record Number of Hawai‘i Workers Quit Their Jobs in 2021 https://www.hawaiibusiness.com/hawaii-workers-quit-jobs-resigning-employees-managers-best-practices/ Mon, 11 Apr 2022 17:30:36 +0000 https://www.hawaiibusiness.com/?p=101345

The U.S. Bureau of Labor Statistics’ latest data shows that 222,000 local employees had voluntarily resigned. In September alone, about 38,000 people quit – 6.6% of the local workforce and the highest rate for that month in the nation.

In all of 2020, 159,000 local workers resigned and in 2019, 195,000.

2021’s record number of resignations echoes a national trend dubbed the Great Resignation. The bureau’s latest data shows that a historic 4.5 million American workers jumped ship in November, with high quit rates occurring in retail, accommodation and food services, and arts, entertainment and recreation – sectors with greater exposure to the pandemic than many other jobs. About 4.3 million American workers quit in December.

“With Covid, I think everyone has had an opportunity to reflect upon what’s important to them,” says Carol Shimada, director of system total rewards at The Queen’s Health Systems and treasurer for the Hawai‘i chapter of the Society for Human Resource Management. “And if they’ve been hanging out at a sucky job, I think they’ve concluded that they don’t want to have to do that anymore.

“So, they looked at what’s more important. Is it job satisfaction? Is it having a great boss? I’m venturing to guess not everyone is moving for more money. Some are moving for greater work-life balance. Just their own well-being, that’s what’s most important to people.”

With many workers potentially looking to change jobs, Hawaii Business Magazine wanted to know if there are best practices for how managers can talk with resigning employees and whether those employees could be persuaded to stay. Here’s what Shimada and two other local HR experts say:

 

1. Ongoing, honest communication can help you address issues before they become problems.

Convincing an employee to stay should start as soon as they begin their job, says Peter Hirano, executive VP of distribution, people and strategic initiatives at Servco Pacific. And, he says, company culture is key. Managers need to make sure their workers feel like they belong, are passionate about the work they do and feel positive emotions on the job. And if employees don’t feel those things, managers need to help them get there, he says.

Servco has about 1,100 Hawai‘i employees spread across three islands and has been on Hawaii Business Magazine’s Best Places to Work list for 18 years. Hirano says voluntary turnovers at Servco were flat in 2019, 2020 and 2021.

“I think a little bit of why we haven’t felt it is because we had focused on this stuff even before I got here” five years ago, he says. “It’s a very strong culture and so we haven’t felt this so-called Great Resignation.”

Regular check-ins between managers and their direct reports are a part of that. These meetings are sometimes called “stay interviews,” and they don’t have to be formal, says Michele Kauinui, director of HR services at simplicityHR by Altres. They can be as short as a few minutes once a week, but they give time for managers to ask questions like, “Is there anything I can do to clear your path?” or “Is there anything I can help with?”

Those meetings also give employees space to feel comfortable and share when they are overwhelmed, need more resources or are otherwise unhappy.

“Oftentimes in those meetings you might find out an employee is unhappy because of something that you have control over as a manager,” Shimada says. “And you find out that they’re ready to walk out the door and leave, or you find out that they have an interview scheduled next week and it’s because of ABC when ABC is something really correct-able from your side as a manager.”

She adds that those meetings are also about building trust and getting to know employees as individuals. For example, managers can’t assume all their direct reports want to be publicly recognized for their work.

“It’s really just the little things of having your employee trust you that you’re going to make the right decisions on their behalf, that the workplace is safe and that you’ll always advocate for them when they cannot advocate themselves,” she says. The Queen’s Health Systems has about 8,000 employees across the state.

Having that strong relationship can also help a manager more easily see warning signs that can hint at an employee’s impending departure. The warning signs include reduced communication with co-workers or supervisors, not volunteering as much for projects, and disengagement from their work, says Kauinui. Certain life or work events can also trigger an employee’s search for a new job, such as not being selected for a promotion, or getting married or divorced, buying a new home or starting a family.


Hawaiʻi Resignations, 2000-2021

Here’s how many people voluntarily left their nonfarm jobs in Hawai‘i for each month in the past 21 years. Last year was a record high, with the peak in September.

04 22 Great Resignation Table

Source: Federal Source: Bureau of Labor Statistics, data pulled Feb. 22, 2022.


2. Beware: Extending a counteroffer can be a double-edge sword.

Sometimes, managers can persuade employees to stay by matching any new salaries they have been offered. The Queen’s Health Systems, Shimada says, has offered retention agreements and bonuses to employees who are critical to the organization and would be difficult to replace.

“When you think how much it costs to recruit someone for a new job when someone leaves and how long it takes to train that employee to get up to speed, I think if employers thought about it from that standpoint, it’d be money well-spent,” she says, “because it would balance out, having to spend money to train someone new when you already have somebody there who is skillful.”

However, she recognizes that not all businesses are able to extend counteroffers. Plus, a counteroffer might only be a short-term fix, especially if the employee doesn’t feel valued.

“You kind of have to be able to smooth that over and help the employee understand they are valued and technically apologize for making them feel undervalued,” Shimada says. “And if there is an opportunity for you to create another position or promote them in some way, certainly, by all means, that’d be the ideal situation.”

A 2018 research paper by Cornell University reported that most employees who accept counteroffers still leave within six to 24 months: “Following the acceptance of a counteroffer, 55% of employees report greater unhappiness and decreased levels of commitment,” the paper’s authors wrote. “Only 16% of employees who accept counteroffers believe their relationship with their employer improved post-offer.”

Kauinui adds that acceptance of a counteroffer might provide the company time to start recruiting for a replacement, redistribute job responsibilities or give other employees on the team an opportunity to take on more duties.

Another challenge: Your chances of keeping an employee are low if that employee is already considering another job offer, say the three HR experts we spoke with.

“If they’re to a point where they’re leaving or ready to leave, I’d say a lot of times it really is too late,” Shimada says. “We saved many employees, but there are times where they say, ‘You know, you should have treated me better while I was here versus trying to keep me when I have one foot out the door.’ ”

 

3. Get to the root of why the employee wants to leave.

Workers aren’t resigning just because of pay, though that is often the assumption, says Kauinui.

“A company’s culture is a large factor in and of itself, and before offering an employee more money, if they’re considering leaving, I think it’s more important to find out what is the root cause that they began leaving in the first place or what is the reason that they even entertained an offer when they weren’t looking,” she says.

SimplicityHR serves over 2,000 Hawai‘i businesses, many of them in the construction, trade, service, retail and administrative sectors. The firm’s data shows that there was an increase in employees leaving in 2021 compared with 2020, either for other employment opportunities or because they were dissatisfied with their jobs or salaries. There was also an increase in the number of employees who chose not to return after a leave of absence or left so they could return to school.

Kauinui adds that some local employees may have quit to pursue remote work opportunities over the summer when many workplaces began to require employees to return to the office.

Some health care workers at The Queen’s Health Systems have chosen to retire early to avoid putting their health at risk during the pandemic, Shimada says. Others, such as respiratory therapists and nurses, have left because they have other options besides working at a hospital, such as working as travel nurses.

Burnout and the lack of child care have also contributed to resignations at the health care system, she adds.


Related Stories: 9 Ways to Retain Your Employees, What Benefits Help Me Recruit and Retain Employees?, Retain Your Older Workers


4. Don’t take it personally when you direct report quits.

It’s often said that employees leave bad bosses, not their jobs. A 2019 report on frontline managers by global leadership consulting firm DDI found that 57% of people have quit a job because of a manager. But managers can’t take it personally, Kauinui says, so do your best to not show your disappointment when employees tell you they’re leaving.

And if you do learn that the employee is leaving because of you, then view it as a learning opportunity, Shimada says.

“It’s heartbreaking when you lose somebody that you really feel is a strong performer,” she says. “You haven’t done your job if that’s happening. But it’s good to learn from that if you can’t retain the employee. So for the rest of your group that’s still there, intact and working, maybe it’s about talking to them individually or as a group and say, ‘John just left. I was really surprised. He shared he is leaving partly because of my leadership skills. Tell me, how can I improve, are there particular areas you feel I’m deficient?’ ”

She adds: “There are many things we do as managers that you’re reacting to, something that is disappointing that you’ve learned, and it takes a lot of managerial courage to kind of buck up and say, ‘How can I turn this into a positive?’ ”

 

5. The bottom line: Be strategic in how you respond when employees say they’re leaving.

From an employee’s perspective, anyone wants to leave a company with dignity and respect, so how a manager, I think, responds to that conversation will really set the tone on where it goes from there,” Kauinui says. “What I mean by that is what you don’t want to say as a manager is: ‘What do you want? Do you want more money? What can I give you to stay?’ Because then it sounds very one-sided and very selfish for the company.”

Instead, you can ask questions like:

  • What is it about this new position that influenced your decision to leave?
  • Is there anything we could have done better?
  • Is there anything you would have wanted changed about your job?

Hirano of Servco Pacific agrees, adding that feedback from the leaving employee can help the company, the job or the team improve.

“At the end of the day,” Kauinui says, “whether the employee decides to stay or not, how that conversation goes will really leave a lasting impression, and in a state as small as Hawai‘i, word spreads.

“I think every employer wants to be or remain an employer of choice because word gets out on social media, Glassdoor, etc., so companies have to be really cautious about how separations are handled, whether it’s voluntary or involuntary.”

 

 

Categories: Business & Industry, Human Resources
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