Talent attraction and retention is always good business, and companies that build a culture of care today are best positioned to win the talent and retention wars of tomorrow.
Liddy Romero //August 30, 2022//
Talent attraction and retention is always good business, and companies that build a culture of care today are best positioned to win the talent and retention wars of tomorrow.
Liddy Romero //August 30, 2022//
From the Black Lives Matter movement to the crisis in Ukraine to gun violence in U.S. communities, companies big and small are being judged more than ever on how much (and how well) they care. This mandate to care is distinct from, yet often conflated with, the business world’s current obsession: purpose. Yet in today’s climate, a company with a strong purpose but poor demonstration of care for human suffering (whether at the company, community, or global level) risks not only losing consumer support but employee support as well.
Recent research, and our own work with frontline employees, underscore the benefits of an employee experience that emphasizes a culture of care across all levels of an organization. As Alan Saks, Professor of Management at the University of Toronto writes, “while there are many definitions of what it means to care for employees, at its core it involves an awareness of and concern for employee’s needs and well-being.” This feeling of care —a caring organizational climate—is positively related to job satisfaction, organizational commitment, organizational citizenship, job performance and well-being.
CEOs, HR leaders and managers all have a role to play and can start with the following three questions and practice changes:
Every year we survey the predominantly frontline workers who utilize the services of our social enterprise. In 2021, as in past years, the challenges they faced were significant. Homelessness, illness, loss of family members, debt and mental health struggles topped the list of struggles workers brought to our team and carried with them to work. When we report back to employers with our data, we are often surprised by the reactions:
Last year, Gartner released its findings from a survey of 5,000 employees worldwide underscoring the importance of ‘feelings’ within any employee experience strategy. The report argues that perks and benefits do little to strengthen the employee experience if they’re not contributing to positive feelings like connection, respect and care.
CEO activism is increasingly important to employees. But imagine working for a company with an active, community-focused CEO willing to support social causes, but doing little to address an unsupportive work culture. A culture of care should be felt both externally and internally within an organization. External and internal alignment and expression of culture require a tight CEO and CHRO partnership.
Despite long-standing calls for a new era of HR, in our work we continue to see HR leaders bogged down in transactional work and wed to short-term metrics. Culture matters to employees and can be a priority for HR, but this must be supported by CEOs through aligned mid and long-range goals.
In an era of continuing uncertainty for both workers and employers, it may be tempting to push these ‘culture of care’ efforts to the back burner. Yet talent attraction and retention is always good business, and companies that build a culture of care today are best positioned to win the talent and retention wars of tomorrow.
Start with the questions we pose above, involve key stakeholders and commit to short, mid-range and long-term goals. The payoff: An enviable company culture that serves as a talent magnet and your most powerful retention tool.
Liddy Romero, Founder and CEO of WorkLife Partnership, believes that meaningful work contributes to one’s purpose and provides dignity and direction and she knows that if workers have the resources and support they need at home, they are more likely to succeed at work. WorkLife Partnership helps businesses recruit, retain, and value their employees by providing access to resource navigation and offering insight into issues and challenges impacting their employees’ ability to fully engage at work. Liddy completed the ROI Certification from the ROI Institute in 2017, was awarded ColoradoBiz’s Top 25 Most Influential Young Professionals in 2020 and is also a two-time Aspen Institute Fellow.
Valerie Wendell is a long-time workforce development professional and advisor to innovative start-ups promoting the dignity of work. She is the former Chief Innovation Officer at WorkLife Partnership.