By Kimberly Kafafian

Neurodiversity is oftentimes an overlooked and marginalized aspect of our workplace. It’s a subject I am passionate about; I’m also a resident expert. I am neurodiverse. My sons are neurodiverse. Our employees and clients are neurodiverse. I spent a large portion of my life feeling like a square peg getting shoved into a round hole. Fortunately over the last few years, more and more companies have started to prioritize diversity, equity, inclusion and belonging (DEIB) initiatives. Business leaders have come to recognize that organizations greatly benefit from a workforce composed of people of varying backgrounds. Not only does DEIB enhance engagement and productivity, it also fosters creativity, driving innovation and growth.

When companies take steps to improve DEIB, however, they tend to focus on gender, race, ethnicity and social background, typically leaving one group of workers overlooked: the neurodiverse. Studies estimate a staggering 50-75% of the 5.6 million autistic adults in the U.S. are unemployed or underemployed. This is extremely unfortunate as members of this group can bring so much to the table. 

What Is Neurodiversity?

As Nicole Baumer, MD, MEd has succinctly states, “Neurodiversity describes the idea that people experience and interact with the world around them in many different ways; there is no one “right” way of thinking, learning, and behaving, and differences are not viewed as deficits.”

The term is typically used in the context of the Autism Spectrum Disorder (ASD), as well as other conditions such as ADHD, dyslexia, social anxiety disorders, and learning disabilities. The stigma usually associated with ASD or neurodivergent thinking is that these groups do not communicate or function the same way as neurotypical people. But that’s exactly the beauty and benefit of neurodiversity!

What people don’t understand is that there is such a wide range of strengths and challenges among people with ASD. So many in this group have average to above average IQs, communicate effectively, bring unique ideas and perspectives to the projects they work on, and offer skills and talents that add value overall. 

Ever since I began my career in HR, I have been extremely passionate about diversity and how employers can achieve it. I’ve pushed back against stigmas to promote diverse teams whose members working together can achieve great things. And when it comes to the neurodivergent, I know that this is an untapped pool of talent definitely worth recruiting. I’ve seen first hand how neurodiversity has made organizations stronger.

How Employers Benefit from a Neurodiverse Workforce

Hiring neurodiverse workers is a great way to give organizations the competitive edge they need in today’s environment. Here are just a few benefits companies can reap from prioritizing diversity in cognition.

Bolstered strengths and skill sets.

The neurodiverse can bring a host of sought after skill sets to an organization, including:

• High levels of concentration
• Superior mathematical and technical skills
• The ability to hold detailed factual knowledge
• And perhaps the most in demand skills right now: leadership, creativity and initiative (displayed by people with dyslexia according to a report from EY)

Overcoming “groupthink”.

Contrary to the popular saying, great minds “don’t” think alike – at least that’s how I see it. Neurodivergent individuals process things differently, so they see things differently. And that’s important if you want teams to effectively problem solve and come up with new ideas.

Driving innovation.

If you want to boost creativity then you need team members that don’t think in a traditional way. Neurodiversity fosters unique ideas and perspectives that drive the innovation companies need to thrive and grow.

Tackling talent shortages.

Businesses of all sizes are struggling to fill job openings right now. With so many unemployed and underemployed neurodivergent workers, HR departments should be tapping into this talent pool. Plus, studies demonstrate high retention rates among neurodivergent workers – something that could help address the Great Resignation.

It’s time to stop the stigma and embrace neurodiversity – it’s good for society and good for a company’s bottom line.

 

By Kimberly Kafafian

 

I hate to say it because we’re in the middle of Women’s History Month, but we’re experiencing a “shecession”. This term was coined by C. Nicole Mason, president and chief executive of the Institute for Women’s Policy Research. And, unfortunately, it’s spot on. The pandemic disproportionately left millions of women out of work due to circumstances beyond their control, and sadly the post pandemic job recovery has been slower for them than their male counterparts. I honestly cannot believe that after all the gains we’ve made that we’re seeing women’s participation in the workforce numbers that are at a 33-year low. It’s going to require a lot of effort from all stakeholders to chip away at the damage that’s been done. One way organizations can help women re-enter the workforce and put their careers back on track is through returnships.

How Returnships Can Help Women Recover Careers

Career gaps, in general, have significant impacts. They result in lower wages and lost advancement opportunities, which in turn leads to reduced lifetime earning potential. Plus the longer women are out of the workforce, the harder it is for them to find a job since employers tend to view career gaps on a resume negatively. But the current gaps are not normal. Companies need to view these lapses differently in light of pandemic-related school and daycare shutdowns. The caregiving conflict put families in unfathomable positions. Returnships can help counteract the deleterious effects of the pandemic on women. 

What is a returnship? It’s basically an internship that helps those who have left the workforce and are now wishing to re-enter it. Usually it provides extra training and affords valuable mentorships. The time of the returnship varies, but typically the returner is hired when it has ended. While it may seem that companies are doing women a favor by offering returnships, in actuality, the returnship is mutually beneficial. Workers can refresh their skills, learn new ones, build connections, and boost experience, while employers have an opportunity to evaluate workers before hiring them on a full-time basis. And right now they are a great way for companies to combat the Great Resignation.

Many companies have had returnships in place long before the pandemic, such as Goldman Sachs, JP Morgan Chase, Intuit and IBM. Wells Fargo had planned their returnship prior to COVID, but it didn’t launch until the pandemic was in full swing. Amazon expanded its returnship program to entice women back last June. Others like Grubhub and Audible recently created returnship programs. All of these companies realize the benefits returnships bring. Research shows that everyone benefits – including the organizations – when women join the workforce.

Of course, returnships will only be effective if they are paired with other initiatives, such as remote work opportunities, flexible hours, and child care. But they are a step in the right direction to helping women successfully re-enter the workforce.

 

By Kimberly Kafafian

 

Even before the first studies and research results were released, I could have told you how the pandemic was disproportionately impacting working women. I saw it in my community when shops run and staffed by women were shuttered overnight. When schools and daycares were suddenly closed, friends and family – myself included – struggled with child care. And as an HR consultant, I witnessed it in workplaces as women left their positions to care for their children when childcare options vanished. So no, I don’t need facts and figures to convince me that the gender disparity in the workplace widened as a result of the pandemic.

But, I will share those facts and figures here because they need to have a light shone on them. We, as a nation, need to understand the negative impact the pandemic has had on women’s careers and work-life balance, so we can take steps to help level the playing field for women in the long run.

Research Reveals Gender Disparities

In January, the Pew Research Center released a report that found that some gender disparities widened in the U.S. workforce because of the pandemic. First statistic of note is that job losses overall were greater among women than men. This, itself, is a serious setback. As you dive deeper into the results, they become even more alarming:

• The number of women ages 25 and older in the workforce has fallen 1.3% since the third quarter of 2019 compared to 1.1% for men
• Women who have no education beyond high school left the labor force in greater numbers than similarly educated men
• Looking at the third quarter of 2019 to the third quarter of 2020, the number of women in the labor force who did not graduate high school decreased 12.8% whereas comparably educated men only contracted 4.9%

What accounts for these gaps? Much of it has to do with occupations. Women tend to be overrepresented in industries like health care, food preparation and personal service occupations – all of which were severely hit during the pandemic. 

Closure of day care centers and schools also played its part. The burden of childcare fell heavily on women’s shoulders. The result: working moms left their positions, stunting their career tracks.

The Impact of this Gender Disparity

Women have suffered serious setbacks over the last two years, facing breaks in their careers and reduced earnings – both in terms of salary and lifetime income. When women’s careers are interrupted it can result in lower wages and lost advancement opportunities, which impacts long term earning potential. But as things start to return to normal, will women’s workforce numbers start to climb?

Alarmingly, research by the National Women’s Law Center found that post pandemic job recovery has been slower for women, stating:

“[M]en have now recouped all their labor force losses since February 2020 while over 1 million fewer women were in the labor force in January 2022 as compared to February 2020. The sharp contrast between the number of men and women in the labor force likely reflects the uneven caregiving responsibilities men and women have taken on in the pandemic which have caused continued school and child care disruptions.”

Yana Rodgers, professor with Rutgers-New Brunswick’s School of Management and Labor Relations and School of Arts and Sciences also affirms the disproportionate impact:

“In 2020, women with school-age children definitely experienced a “COVID motherhood penalty,” as evidenced by growing gender gaps in employment/population ratios and working hours. School and day care center closures required parents to spend more time at home caring for children and supervising their schooling, and the bulk of this work fell on the shoulders of women.”

So what now?

Creating a More Equal Playing Field

These statistics prove we need to take action to boost job recovery – and fast. Women already suffer from the gender pay gap LINK TO BLOG. Staying out of the workforce will only widen that gap even further. 

Companies benefit greatly from having women in the workforce – but that’s a topic for another blog. Just know that there’s plenty of research to back that up. So it’s incumbent upon employers to put initiatives in place that can help even the playing field, such as:

• Endorsing paternity leave from the leadership level to neutralize the stigma of the “mommy track”
• Providing child care support
• Promoting professional development
• Offering educational opportunities
• Allowing remote working when possible
• Permitting flexible work hours

The goal should be to offer workplace policies that promote achieving career aspirations and lessening gender stereotypes and disparities.

 

 

By Kimberly Kafafian

As you’ve probably already heard, a record 4.5 million workers quit their jobs in December of 2021, and that month saw approximately 10.6 job openings. We aren’t really surprised by this latest report from the Bureau of Labor Statistics. As HR consultants, we’ve been seeing first-hand the impact the staffing crisis is having on our clients. And our clients aren’t alone as even we had turnover in December.  Business owners and C-Suite employees alike have been turning to us for solutions on how to keep their workers from searching for greener pastures. As we help these businesses address their retention issues, one of the first questions we ask them is, “What are you doing to encourage loyalty?” They often look at us confused and say something like, “We offer competitive pay and generous benefits.” Our reply, “That’s just not enough.” 

Even before the pandemic hit, millennials and Gen Z were looking for something more than just a paycheck when job searching. While they want fair pay, these generations also desire:

• A company with a mission
• Transparency around compensation
• Diversity, Inclusion, Equity and Belonging
• Meaningful work
• Flexible work arrangements
• Leaders committed to employee success
• A culture that values collaboration, fosters innovation, and provides opportunities for professional development
• A healthy work-life balance

And guess what? After living through the challenges of the pandemic, other generations of employees reassessed their work lives and came to the realization that they want the same things. So, they, along with their younger cohorts, started walking off their jobs to find employers who will provide them. This Great Resignation of millions upon millions of people has proven that a decent salary and nice benefits are not enough to garner employee loyalty – regardless of the age of your workforce.

10 Ways to Foster Employee Loyalty

If you want devoted employees who are committed to the company’s success and will stick with you for the long haul, take the time to create an employee centric culture. Here are some tips for doing so.

1. Promote a Purpose that Resonates with Employees

Today’s employees are seeking a sense of meaning from their work. They’re looking for employers with similar beliefs so that they can work together on a common purpose that has a positive impact. Especially after the last two years, and the shifting focus on ESG and sustainability, workers want to feel like they are making a difference in the world. So reassess your organization’s purpose and align it with the type of talent you want to attract.

2. Provide Flexibility

Flexibility in where we work and when we work has come to the forefront during the pandemic. Many employees have enjoyed working from home, as it has cut down on commuting time, providing a better work-life balance. Some are enjoying the freedom of working on their own time when they feel most productive, perhaps in the early morning hours or late at night. If possible, provide employees with the option of working from home, as well as during off hours. The goal is to cultivate a productive team, and if they are getting the work done, it shouldn’t matter if it is at the office or from 9-5.

3. Be Honest and Transparent

Loyal employees are invested employees. It’s important to be open and honest about plans, strategies and challenges. Being up front with your workforce, in good times and bad, makes them feel like they are part of the team and the bigger picture. Those feelings go a long way in gaining loyalty.

4. Communicate Clearly and Consistently 

Silence and/or inconsistent messaging leads to mistrust. And that mistrust chips away at any dedication you may have fostered. Leaders need to bolster relationships by keeping teams in the loop on projects, goals, milestones, and more. 

5. Encourage Professional Development

Today’s talent wants to connect with companies that care about career aspirations. We’ve been working on a career development project for one of our clients and it’s some of the most rewarding work we’ve done in years. Demonstrate to your workforce that you’re invested in their plans to grow professionally by showing real interest in their goals, defining a career development path, promoting educational training and courses, fostering a mentoring environment, and reminding them of the importance of their roles in the company. 

6. Recognize Work and Achievements

I always say that simple words of recognition, such as telling someone they did a great job, can go a long way. Giving praise to workers in front of their colleagues takes it even one step further. You can also bolster feelings of pride by providing workers with plaques or trophies, physical gifts, experiential rewards, or monetary rewards (bonuses or gift cards). 

7. Foster a Collaborative Work Environment

The most productive teams are those that collaborate and bounce ideas off one another. When teammates and leaders really listen to each other, innovative sparks can fly. Plus, this collaborative environment fosters relationships, which helps build loyalty to the team and the organization overall.

8. Demonstrate Trust

Stop micromanaging and give employees the autonomy they need to do their jobs. When employees feel leadership trusts them, they’re more motivated and productive. This cultivates feelings of mutual respect, which in turn makes them feel proud of where they work, making them more loyal to the organization. Demonstrating trust is particularly important with remote teams. 

9. Enable Employees to Flourish

It’s leadership’s job to make sure employees are on a path of productivity and professional development. When obstacles stand in the way of successfully completing projects or achieving career goals, workers become frustrated and start considering other job options. So make sure to identify any barriers to workflow, put workers on teams and projects that best fit their skillsets, and make a real effort to have career development discussions with employees.

10. Offer Perks of Value to Your Workers

Employee benefits should extend beyond the traditional health, dental and vision care. Take stock of your workforce to understand the types of perks that would appeal to them. Maybe it’s more time off, better parental leave, tuition reimbursement, gym memberships, shopping discounts, pet insurance, wellness stipends, or unique on-site amenities. There are so many options, you need to find what will make your employees happy.

Gaining employee loyalty really comes down to showing your workforce that they are recognized, respected and valued. When you build your culture around that notion, the loyalty will naturally develop.

 

   

By Kimberly Kafafian

 

Some of the worst career decisions I made were for bumps in my paycheck. Even worse, there was a direct correlation between more money and more misery. I remember sitting at my desk, working for a then Fortune 100 company thinking, “What had I done?” (That particular company paid employees 40% higher than other companies so you were “locked” into staying.)  As I continued to navigate my career, I realized there was so much more to work than a paycheck. While $$$ might initially attract talent, it isn’t enough to motivate and retain talented workforce in the long-term.  

I think it’s gotten even more complicated with today’s workers who are looking for more personalized incentives. While salary is important, living in a COVID world for the last two years has spurred workers across the generational divide to reassess their priorities. They want more than a paycheck; they want to be appreciated, valued and considered. They want work/life balance. They want flexibility. They want to be seen and heard. And as the Great Resignation has greatly demonstrated, millions of workers are taking a stand with their demands. Yes, that is millions of workers for whom money was not enough to keep them engaged, loyal, or in place. 

So if money isn’t talking to these workers, what is? At Monarch Consulting, we help businesses identify what incentivizes work for their work segments. And I can tell you that incentives vary from sector to sector, business to business, and team to team. When it comes to incentives, it’s all about the experience. So, it’s important to dig deep and ascertain what drives your teams. What matters to them? What would they consider significant recognition? 

As you dive into the desires of your employees, it’s important to have an understanding as to why utilizing non-monetary incentives is so beneficial to your organization. 

Benefits of Non-Monetary Incentives:

More memorable than money. 

Think back to when you received a last bonus or other cash incentive. Do you remember the amount? What you spent it on? I’m going to guess probably not. But if you received a trip, a spa day, or a physical reward, chances are those incentives are tied to stronger memories.

High value to cost ratio. 

When receiving a monetary reward, much is tied to the amount of that reward, and disgruntlement can quickly arise. With non-monetary rewards like a concert or time off, the value the workers assign to the reward tends to be greater than the actual cost of the reward itself.

Easier to talk about with colleagues. 

It’s been drilled into our heads – at least through my generation – that you never talk about money. So, when workers receive monetary rewards, they may not be comfortable sharing this information with their colleagues. Take the financial sum out of the equation and those same workers will probably be excited to share the news about the reward they received.

Greater emotional connection. 

This benefit best relates to physical rewards like trophies or plaques. There is a special feeling of pride tied to receiving these awards in front of teammates or other work colleagues. 

Highly attractive to millennials and Gen Z. 

As mentioned above, these two generations in particular are centered on so much more than a paycheck. They’re looking for organizations that offer perks other than a good salary or potential bonuses.

These benefits really hinge on organizations developing a variety of non-monetary perks that best fit their workforce. It’s important for HR teams to work together with management, supervisors and the C-suite to devise an appropriate incentives program. Not sure where to start? Here are some ideas to help you along.

Examples of Non-Monetary Benefits to Help Attract, Motivate and Retain Your Workforce

1. Flexibility

Everyone wants their employers to be more flexible these days for a better work-life balance. Allowing greater flexibility related to where you work and when you work can make a world of difference to your workforce. It shows you value the employee’s time and that you trust them to get the work done. 

2. Public Recognition

I have always been a huge proponent of saying thank you to employees and acknowledging their work. I find that this on its own is a powerful motivational tool. Now, take it one step further, by giving praise to workers in front of their colleagues. And go even further by awarding them a plaque, trophy or social media badge they can display with pride. There is a huge emotional attachment here.

3. Time Off

Let’s face it, the last two years have led to a lot of burnout. We all could use a little extra time off to reset. Awarding a day-off is a great way to recognize the hard work your team is putting in – and a great motivator to keep giving your all.

4. Experiential Rewards

Experiences are a great incentive. It can be a spa day, sporting event, trip, wine tasting, Masterclass, concert or other experience your team would enjoy. This will hold a stronger memory than a monetary reward. 

5. One-on-One Time

Consider breakfast, lunch or dinner with the boss. The time taken for these one-on-one meetings demonstrates your appreciation and makes workers feel noticed and recognized.

6. Physical Rewards

Physical rewards can go beyond plaques and trophies. Cool gadgets, golf clubs, and wine or coffee subscriptions are just a few examples of some non-monetary rewards.

7. Opportunity for Personal Development

Recent research reveals the strong correlation between career development and employee engagement. The 2021 Talent Index found 83% of employees think their company should help with career progression. This is underscored by a Lattice survey in which a staggering 76% of respondents said they would be somewhat or very likely to leave a company because they were dissatisfied with career progression opportunities. It’s obvious that career development opportunities – trainings, courses, workshops – are highly valued by employees.

Today’s labor market is a tight one. Stand out by offering the right non-monetary incentives for your organization’s workforce.