Alexandra Levit's Water Cooler Wisdom

Using HCM Technology to Enhance the Middle Manager Experience

In the last post of my series about middle managers, I’d like to explore how human capital management (HCM) platforms can assist HR teams in supporting middle managers. These management tools are especially adept for learning and job efficiency, so let’s start there. 

Promoting learning  

A self-service learning portal can deliver customized content to middle managers, including communication and team building. Ideally, this learning portal is integrated with talent acquisition, onboarding, project management/workflow, performance, and career mobility systems. 

Learning content should be in a variety of lengths and formats, including bite-sized videos, supplementary reading, and simulations, to be consumed at the manager’s discretion. 

Learning is a corollary to job efficiency, of course, but middle managers can also benefit from systems that automate simple job tasks and synthesize data.  

Supporting organizational agility 

Ceridian’s 2022 Executive Survey found that respondents are using a variety of systems that support organizational agility. 

According to the survey, 60% of respondents are using technology to aid in workforce scheduling, and 61% have technology to measure employee performance. Furthermore, 56% are using technology to speed up recruitment processes, and 44% are using technology to identify flight-risk employees. 

Data accuracy and integration, however, continue to be major issues. The Executive Survey found that 85% of respondents have issues with their workforce data, including 39% who said their data was siloed in different systems and 34% who claimed data was outdated or not available in real time.  

Given these findings, it’s easy to imagine how data is a thorn in the side of the middle manager. How can they make rapid and informed decisions that are a staple of their everyday lives if they cannot trust their data?  

Middle managers will also be reluctant to automate job components if the technology fails to work seamlessly with their core management tools or breaks down unexpectedly. After all, the last thing they need is more stress. 

Using HCM technology to better support managers 

When it comes to creating a better middle-manager experience powered by HCM technology, there are several directions a leader could go. I recommend starting with internal focus groups with HR professionals, leaders, and middle managers in a variety of departments. 

In these sessions, inquire about the biggest pain points in the middle manager’s day, and how these are currently addressed (if at all). What training and support do middle managers receive, and what role does HCM technology play in this process? Is the organization satisfied with its retention of middle managers, or would improvement be welcome? 

These brainstorms may uncover one area of the employee lifecycle that’s especially troubling for middle managers. For example, perhaps the talent acquisition system is so cumbersome that middle managers’ open positions remain unfilled for months.  

In this case, consult IT and/or an HCM provider to devise a pilot technology program with the intention of easing one burden at a time. Starting small will help to build a case for more expansive implementations down the line. 

This post was originally published on the Ceridian blog.

Are You Adequately Supporting Your Middle Managers?

Want to know what struck me the most in our middle manager panel blog post? I was impressed by how proactive they were. In many circumstances, they knew what to do and were able to execute on behalf of their organization and for their own well-being.

I realize this is not always the case, especially for new managers or managers who are new to working in a distributed work environment.

It’s up to an organization’s leaders to provide middle managers with the support and guidance to be productive, engaged, and healthy on the job. Let’s divide our support strategies into two categories: assimilation and safety.

Assimilation

Assimilation doesn’t just apply to middle managers who are new to the role or new to an organization. Even experienced managers can feel confused or stressed about how to succeed in this transformed workforce that presents new management challenges.

Leaders need to start conversations on how to manage bi-directionally within the organization’s current culture, how job expectations and success metrics have evolved, and how to handle employee issues that didn’t exist two years ago – like how to proceed if a worker refuses to come to the office.

More than ever, middle managers need leaders to facilitate mentorship, sponsorship, and peer-leader relationships that can grow and deepen in person as well as online.

In Ceridian’s 2022 Executive Survey, 94% of respondents said that the employee-manager relationship was very or extremely important for employee retention. Despite that, many people in supervisory positions don’t feel comfortable communicating with their direct reports.

In a private leadership session, I recently asked 10 executives how they felt about having substantive conversations with their employees. More than half said “awkward.” Regardless of the cause of the communication difficulties (lack of in-person rapport, etc.), this is an issue that should be nipped in the bud.

Both new and experienced middle managers should receive training in areas such as demonstrating empathy, building trust, delegating, providing constructive performance feedback, and persuading and motivating teams. This may be easier said than done, though, because as the Executive Survey indicated, only about half of organizations have management training programs at all.

The bottom line? Today’s middle managers don’t have the bandwidth or wherewithal to “figure it out.” If leaders want them working in harmony with the rest of the organization, they need to expend the time and resources to educate them and empower them to overcome management challenges.

Safety

For much of the pandemic, employee safety initiatives focused on how we could keep people from contracting and spreading COVID-19. But over the course of two trauma-filled years, employees and especially managers began feeling a different lack of safety.

In fact, the emotion that has most permeated the ranks of middle management is fear. Many are facing significant personal and professional challenges but are afraid to speak up lest they experience negative consequences.

Some organizations have done an excellent job of supporting managers’ psychological needs during the pandemic, including organizing events to target burnout, providing confidential resources like crisis hotlines and behavioral health sessions, and actively reducing the stigma of talking about mental health issues. And in the immediate aftermath of COVID-19, organizations are offering career mobility and flex work options to an unprecedented degree.

The key here is to sustain the momentum. Already, I’m seeing some companies revert to their basic EAPs (employee assistance programs) when it comes time to decide on benefits for the upcoming year.

Unfortunately, I’m also witnessing certain organizations doubling down on in-person office time or subtly punishing managers who leave work to pick up a child or go to a doctor’s appointment.

If managers don’t feel safe, no one else will either. Caring for middle managers through assimilation and safety isn’t just the right thing to do, it’s the smart business decision in a tight labor market where competent and loyal talent is hard to find.

New Book from Barry Moltz Promotes Agility Among Business Owners

The following is a guest post from my longtime friend and colleague, Barry Moltz. Barry's new book (linked below) is a must-read for business owners emerging from the pandemic crisis.

My work with thousands of small business owners over the past 20 years inspired me to write about how to make changes.

Well, that is not exactly true. More accurately, my frustration and the resulting challenges working with small business owners forced me to write this book. Let me explain.

I’m often asked by many companies and small business owners I don’t know to help them. They are referred to me, hear me speak at an event, or find me online. Typically, they’re feeling stuck by a problem, and their companies can’t move forward. For example, their business growth is stagnant or worse—they’re either losing money or not making enough to grow their companies or be motivated to keep going. After analyzing the situation, if I agree to work with them, we mutually decide on a go-forward strategy. I help them assemble a detailed plan to make any changes and the critical success factors and actions that need to be completed. They agree that taking these specific steps will help them solve their issues, grow their companies, and make more money.

And then, almost nothing happens.

Unfortunately, most small business owners implement a few easy steps but never take the critical or difficult ones that could make a difference. This has long frustrated me since we worked hard to develop a well-thought-out plan and were both excited to see the result. While it may not work perfectly once it is put into action, I know the plan will move their companies forward from where they are stuck now. I also feel bad because they are paying me their hard-earned cash to help them, and we both had agreed on the actions they needed to take and the time frame they needed to do it in. In the past, I tended to blame the inaction on myself. Did they not trust me enough to take significant steps, or did I just give them bad advice? However, after doing the research, I realize I was not the main reason for their inability to change.

I wrote my new book, “ChangeMasters: How to Actually Make the Change You Already Know You Need to Make” to figure out why small business owners do not make the changes or take the actions that they know will help them reach their goals. Where is the gap between the sincere intent to make these changes and the actions to actually do it? What holds most people back and keeps them stuck on the same path over and over again? Why are they still so comfortable not making any changes and staying on the path that clearly does not work for them—one that is not adding to their happiness or feeling of success? What steps do they need to take to slowly break free and start to make those changes today that will help them in the long run?

In this book, I reveal much of the psychological research around why change is so hard for so many people and the real-life strategies that every small business owner can employ to make the changes they need to make in their companies right now.

It starts with:

Narrowing the one change you want to make.

Identifying how you are currently doing that now.

What is driving the change (emotional, financial, etc.)?

What will happen if you don’t make the change?

What is the smallest first step you can make to start that change?

I am not trying to convince you to make a change but rather help you make the changes you already know you need to make but have not been able to do.

Up Close with Middle Managers

In the first post in our middle manager series, I looked at research related to the challenges facing middle managers. However, I was curious to learn what middle managers themselves have been thinking. I consulted a diverse panel of four:  

• Daniel Cook, director of human resources at the law firm Mullen & Mullen 
• Luke Horrocks, inventory analyst at vehicle salvage company Scrap My Car 
• Lorraine Lee, editorial director at Prezi
• Colleen Acanto, a fast casual restaurant chain manager 

Colleen’s real identity has been withheld to protect her privacy.  

What was your biggest fear as a middle manager during the pandemic? 

Luke: I think we were all quite worried about our jobs and what would happen to the company. No one knew which industry would be affected the most, obviously apart from retail. With the focus of our business being collecting damaged cars, the fact that no cars would really be on the road was incredibly concerning. 

Colleen: I feared my staff wouldn’t show up. Of course, I wanted them to put their health and safety first, but we also had a business that was still open during the pandemic.  

Did you feel burned out, and if so, how did you cope with that? 

Daniel: Yes. Sometimes, at work, I reach my maximum mental capacity to digest information and utilize it productively. This is when I realize that I am exhausted and am facing burnout. Usually, when I am burned out, I feel emotionally frustrated and physically drained. Often, it can lead to severe migraines that affect my work quality and mood. There have been times I’ve felt fatigued to the point where I am forced to take a half day and leave work early. I definitely believe in taking constant breaks during work so I’m able to focus and I reward myself for completing tasks. It motivates me to do more. 

Luke: I never felt burned out during the pandemic. I think working from home gave me some comfort in a strange way. Post pandemic, our business has hit levels we haven’t seen for a long time, so getting back into the swing of things was quite a struggle initially. Long hours to catch up and little social time started to affect me. 

What was an aspect of your management style that you changed during or after COVID-19? 

Luke: While we were hit by the pandemic, we had to focus on different areas of the business than we had before, so I assigned new tasks like going through existing stock or revamping our storage areas. I also started meeting with my team every morning for a general catch-up and to check in on how everyone was coping with the at-home work environment. 

Lorraine: With the shift to remote work, I saw that I needed to become a lot more intentional with general communication and feedback to my team. I recall one time when some managers hosted a virtual happy hour, and one of our quietest employees was really talkative. This was a clear sign to us that he was craving connection and we needed to create more touchpoints for that. 

While making sure your direct reports were taken care of, how did you keep your own boss in the loop? 

Lorraine: In pre-pandemic times, it was easier for your boss to know what you were working on because you were in the office together. You could have watercooler chats in which you'd bring up an exciting idea or connect the dots between different teams. Now, us middle managers need to be our own best advocates. I meet one-on-one with my manager weekly and provide them with a single, easy-to-read document with the most important updates. 

Colleen: I work at a franchise, and the owner isn’t around a lot. There have been a lot of times when I’ve asked how they want to receive information and have needed to get permission to handle an issue that might come up out of the blue. Generally, I feel that there’s no such thing as too much communication, but I’ve also realized that sometimes I won’t get answers and will have to move forward confidently anyway. 

Thanks to my panel of middle managers for sharing their experiences so openly and thoughtfully. It was inspiring to hear that despite a high level of uncertainty, middle managers are committed to caring both for themselves and their organizations, regardless of organizational hurdles or management style. 

In the next post, we’ll begin tackling solutions for supporting the Lukes, Daniels, Lorraines, and Colleens in your organization.

The Plight of the Middle Manager in 2022

Welcome to our blog series on middle managers. Over the next two months, we will focus on the millions who comprise this heroic group. We’ll start with an overview of modern middle manager challenges and follow with some individual perspectives from middle managers. Our final two posts will cover general solutions and technology-specific solutions for supporting the middle managers in our organizations.

When I was 24 years old and working in a junior-level PR job in New York City, I decided to write a book about everything work-related I hadn’t been taught in college. Burnout was top of mind.

As it turns out, I had no idea.

Fast forward 20 years, and many of my generational compatriots are middle managers. They took these roles at a time when burnout had increased so much that the World Health Organization had labeled it an “occupational phenomenon.” And, in conjunction with the COVID-19 pandemic, late 2021 survey data from Gallup found that manager and middle manager burnout is only getting worse and is precipitously higher than individual contributor burnout.

It's not just the pandemic

It’s easy to attribute burnout to working two years in a pandemic, but the issue is more nuanced and multifactorial. First, let’s consider the role within the organization. A manager in the middle of several layers of hierarchy must maintain relationships with those below them and those above them. “It requires being both a proactive leader to direct reports and an engaged follower to the top management – all at the same time,” wrote Zahira Jaser last year in Harvard Business Review.

Jaser explored other challenges facing middle managers, including the need to create a dialogue with and appease people with conflicting agendas, to amplify the voices of direct reports upwards, and to critically appraise and balance dilemmas.

Do middle managers receive proper training for this complex dance? It depends, but the answer is often no. Ceridian’s 2022 Executive Survey found that while leaders recognize the value of middle managers, they aren’t always great at supporting them.

When Executive Survey respondents were asked how their organizations support middle managers, only half (51%) said their organizations offer management training programs.

A lack of comprehensive leadership development guidance and mentoring often leaves middle managers feeling less secure. Millennial managers are especially vulnerable to getting in over their heads, as they were promoted into supervisory positions much earlier than prior generations. All these factors lead to a profound experience of middle manager burnout.

For the rest of this piece, head over to the Ceridian website.

Caring for Your Managers' Well Being

I know a PR professional who rocked her individual contributor job during the pandemic. Her boss took notice, and at the beginning of this year, she was promoted to a supervisor role.

While she was more than qualified for this transition, my friend struggled. She’d suffered anxiety and burnout during the two long years of COVID-19 and felt physically and emotionally isolated from the team she now managed.

Her organization probably would have wanted to help her – if they knew what was going on. But, the company didn’t have a mechanism to find out, and this woman didn’t feel comfortable sharing out of the blue.

A 2021 Gartner survey revealed that 68% of HR leaders agree that hybrid work responsibilities are overwhelming for managers, but only 14% are taking action to remedy this. The manager experience, and especially the new manager experience, can go a long way.

Here is a sample of my guidance related to caring for your new managers’ well-being.

Build a sense of psychological safety: Psychological safety is a shared belief held by members of a team that others on the team will not embarrass, reject, or punish you for speaking up. Psychological safety is a component of organizational culture that admittedly takes time to establish, but the essence is this: new managers should not feel like their new position or reputation is in jeopardy if they admit they’re struggling.

Develop online training materials that demonstrate empathy: There are obviously certain things you expect your new managers to learn. However, these messages should avoid judging and acknowledge that everyone is doing the best they can. They will also communicate that you understand the stressors new managers are facing and that you give your new managers permission to be human.

Facilitate open dialogue between leaders, managers, and colleagues about mental health: Provide talking points (depression and anxiety are nothing to be ashamed of, etc.) and offer confidential support resources (behavioral health, crisis hotlines, etc.).

Consider expanding your benefits package beyond the basic EAP: Be creative with new wellness services that may include things like nutrition coaching, health retreats, and massage.

Organize all-hands events that focus on mindfulness, resilience, and coping with uncertainty: These can be provided in person or virtually, and ideally, senior leaders will participate. In addition to sharing new tools and coping methods, these events will double as team building and relationship enhancing exercises for your distributed workers.

Share the signs of burnout and encourage new managers to seek help before they are drowning: Ensure new managers understand their career and flexwork options, and that you’ve provided training on how to operate most effectively in a hybrid or remote work environment. Remember that this is still a new concept for everyone and new managers don’t know what they don’t know.

To learn more about building a supportive experience for your new managers, check out the webinar replay and let us know what you think!

5 Boxes to Check for Your First-Time Manager Experience

The first time I was promoted into a managerial position, I closed the door of my fancy new office and held back tears born of fear and Impostor Syndrome. But here’s the thing. I could leave said office, walk down the hall, and get a pep talk from my boss.

In a distributed workforce where you rarely or never see your own manager or direct reports and are often doing the jobs of three people, you may be experiencing the toughest time in recent history for managers.

According to a Gallup survey, depression increased for managers in 2021 despite being unchanged for leaders and ICs, and one in three managers often or always feel burned out.

In my recent column for the Wall Street Journal’s Workplace Report, I spoke with Alyssa Lahar, chief human resources officer for ZoomInfo, a subscription-based database service. Lahar shared that managers often find themselves not at the bottom rung and but also not in positions of influence, which leads to a feeling of powerlessness. “Middle managers tend to be stretched the thinnest, and their work tends to be unseen,” she said.

Especially vulnerable are first-time middle managers, who too often are thrust into new roles without proper guidance, mentorship, or training. Without the in-person management experience to draw from, it’s even  more important that organizations use technology to fill the gaps.

Specifically, they should identify a solution that immerses new managers in the organization’s approach to leadership, performance, engagement and productivity.

Not only should the technology be customizable for the unique needs of the individual manager, but it should also have the capability to flex with evolving business requirements. If you are smartly rethinking your first-time manager offering, here are five elements to consider including.

• Retention: Providing detailed information on new role expectations and team contributions, reducing the uncertainty, frustration, and burnout that leads to attrition.
• Knowledge Transfer: Communicating with key stakeholders to ensure continuous project management and workflow.
• Recruitment: Making the hiring process as seamless as possible so that managers can quickly select and onboard new talent for vacant roles.
• Talent Management: Facilitating consistent and timely performance evaluations for and engagement with direct reports.
• Internal Mobility: Clarifying manager career paths and opportunities for internal movement and transition.

Creating a Culture Where Employees Feel Safe

Each month, the UKG Workforce Institute poses a top-of-mind question from the world of HR and include several perspectives from our advisory board (including me!)

“What are two ways companies can create a culture where employees feel safe speaking up, asking questions, and/or providing feedback?”

“Rather than focus on aggregate corporate culture, ask where in the organization this is a problem that is impacting business results, then look deeply at the individual cases to determine the root cause. Be careful about assuming speaking up and asking questions is the natural and correct way of being. There are many ‘good’ reasons why managers may not want employees to speak up, and we need to be open to understanding — not merely dismissing — those reasons.” — David Creelman, chief executive officer, Creelman Research

“First, start early by conducting candidate experience surveys. Not only does the organization make sure its strategy is on target but, when done right, it sends the message that the organization values employee feedback. Then, practice empathetic listening. This will help to reduce misunderstandings and create better connections.” — Sharlyn Lauby, author, HR Bartender blog

“Leaders should look at their new hybrid cultures as an opportunity to boost employees’ sense of belonging and take diversity, equity, and inclusion (DE&I) efforts to the next level. Consult your employees — especially those in marginalized groups — before establishing new rituals to ensure they are as fair and inclusive as possible. Additionally, hybrid-workplace communication must be more frequent and purposeful, with employee-listening mechanisms built into the daily experience, so people can provide opinions and feedback on their needs and wishes. Scheduled digital messages and verbal check-ins are standard protocol top to bottom, but what about side to side (peer) and cross-functionally?” — Alexandra Levit, author, Humanity Works

“First, start with trusting your employees and train managers to trust their employees. Consider this sentiment from Aron Ain, the CEO of a well-respected worldwide company: ‘employees have to un-earn my trust.’ State clearly to employees that you trust them and also state the kinds of actions or events that will likely result in losing your trust. Second, develop managers in such a way that they communicate with their employees whenever they are on the pathway that will result in a loss of trust, unless the respective employee changes their path. Clearly state (to an employee) how to change the path in such a manner that will avoid the loss of trust. It is only from a position of mutual trust that we can expect employees to be open in their communications to management and each other, such as asking questions, making suggestions, or providing feedback.” — Dennis Miller, assistant vice president of HR and benefits administration, The Claremont Colleges

“Employers create a culture where employees feel safe giving feedback by 1) asking for it and 2) responding positively and transparently to it. Asking for feedback should begin from their first interview encounter with the company. Ask candidates about their experience: what went well, what could have been improved, whether or not the experience makes them more/less excited to work with the company. Within their first 30 days of work, ask about their onboarding and orientation experiences, as well as how the job is measuring up compared with what was shared during the interview process. Ask about their benefits, their compensation, the systems being used, the processes being followed, their managers, the coworkers — everything you can think of! Solicit their feedback as early and often as possible. Once you receive their feedback, respond to it. If you send out a survey, publish the results. If you ask an employee for their feedback, thank them. If your employees make suggestions, acknowledge them, especially when you use those suggestions as a factor in business decisions. If you cannot use their suggestions or take action on something they’ve requested, explain why the petition isn’t possible at the time (or ever). When we treat our employees like capable adults who contribute value to our organizations, they will feel the safety and support they need to behave as such.” — Sarah Morgan, chief excellence officer, BuzzARooney, LLC

“Vulnerability goes a long way in creating a culture where employees feel safe speaking up or asking awkward questions. For example, leaders shouldn’t be afraid to anticipate what’s on the mind of employees, go first, and ask and answer the tough questions that people are thinking. Technology can also aid in the creation of a culture where employees feel secure providing feedback. Using surveys and communicating the anonymity behind the questionnaire can be one way to ensure workers that employees’ psychological safety is a priority.” — Laurie Ruettimann, host, Punk Rock HR podcast

Build Gen Z's Engagement, Confidence, and Skills

When I was 22 years old, I was struggling mightily in my first job out of college. Even as a high achieving student, I had no idea how to behave in the business world, and despite valiant efforts, I was not successful.

It was hard enough learning the rules when I was physically surrounded by people willing and able to indoctrinate me, and I can’t help but feel for the Generation Z-ers (born 1996-2012) who are launching their careers during the COVID-19 pandemic.

These young professionals are trying to assess responsibilities and expectations in an environment where everyone is behind a screen, scattered around the world.

Gen Z may be digitally adept, but they’ve been prevented from observing a lot of behavior in person, and as such, can’t absorb the nuances of work as easily. It’s one thing to work remotely when you already know how the business world operates and can use established relationships to figure out any ambiguities.

My suspicion is that failing to understand and address this will affect companies’ ability to keep their Gen Z talent, and these young workers will seek out companies that better support them.

I tested this assumption against a recent global Gen Z workforce study from consumer software firm Adobe. The survey of 3,400 workers indicated that more than half of Gen Z employees intend to pursue a new job in the next year – a higher percentage than any other generation. It also found that Gen Z is the least satisfied generation at work, with only 56% satisfied with work/life balance and 59% with their jobs overall.

The pandemic certainly isn’t the only story here. According to a Western Governors University study released just prior to the COVID-19 pandemic, Gen Z was already suffering. At that time, only 45% of Gen Z-ers said their mental health was good or excellent. That’s significantly lower than the next closest generation, millennials. Thirty-seven percent of Gen Z-ers also reported that they received help from a psychologist or mental health expert – more than any other generation.

While it’s not an employer’s responsibility to solve all of Gen Z’s problems, work-related isolation doesn’t help their cause, and well-placed intervention can go a long way in attracting and keeping young talent.

By combining our knowledge about the temperament and preferences of this generation with the high tech/high touch capabilities of human capital management software, you can rally your junior level employees to higher productivity and engagement.

 

Gen Z strategy 1: Enhanced onboarding

Communicate actively with young professional hires between the offer letter and start date. Do not give them time to regret their decision or change their minds, and instead send targeted, friendly messages expressing your enthusiasm that they’re joining the team. The right employee onboarding software can help support organic interactions and introduce new Gen Z hires to your culture, right from their first day.

When they do come aboard, make sure your orientation schedule and materials are customized to the person and the role. For instance, many Gen Z-ers prefer a one-on-one manager chat and team intros to a generic “about the business” program and would rather consume short video clips via a tech-driven employee onboarding software over a massive employee handbook.

Digitize your paperwork and, keeping in mind diversity and inclusion best practices, put together a roster of topics and expectations to cover that are specific to young professionals. This roster may include areas you think are common sense (e.g. the importance of arriving on time to meetings, the appropriate language to use when texting or emailing a client), but these norms might not be universal across cultures, and Gen Z’s experience with them might be limited.

Work with new hires’ managers to set their goals and learning cadence and build in weekly (if not daily) check-ins to assess how Gen Z-ers are feeling.

Gen Z strategy 2: Flexible scheduling

Many Gen Z-ers have never had to commute to a building and work in an office for a set number of hours every day. Especially when their safety and convenience are at stake, your Gen Z-ers may balk if an employer mandates staff back to the office without good reason.

Engage in employee listening strategies, from official pulse surveys to informal text chats, and ascertain the type of work arrangement that works best for your staff in various cultures and locations. Then, allow individual employees as much control as possible in determining their hours and environment. A hybrid work model can go a long way toward Gen Z employee retention and engagement.

For the rest of the article, head over to the Ceridian blog.

How to Make the Most of Your DEI Initiatives

For most organizations, diversity, equity, and inclusion (DEI) goals are aspirational. Businesses, and the leaders within them, want to be as inclusive as possible. However, they often languish at the stage of simply getting a diverse group of employees into the room.

In Ceridian’s 2022 Pulse of Talent survey of more than 6,800 workers from around the globe, we see some positive news about the state of diversity, equity, and inclusion in the workplace today. Fifty-four percent of respondents described their organizations as very or extremely diverse, and only 2% said their organizations aren’t diverse at all. Sixty-eight percent rated their employers as being good or excellent at fostering a culture of belonging.

However, there is still room for improvement. Just over half (53%) of this year’s Pulse of Talent respondents said their organizations are committed to addressing inequities in the workplace, and only 49% reported knowing that their employer has a DEI strategy.

Of those respondents who said their organizations have a DEI strategy, less than one-third (32%) felt they are making progress towards diversity, equity, and inclusion goals. Only 14% said their employers are leaders in DEI.

This data may indicate that efforts to ensure diversity, equity, and inclusion in the workplace are occurring behind the scenes but aren’t impacting the employee experience.

Also of note in the latest Pulse of Talent survey findings is that an overall lack of alignment between employer and employee values – which may include DEI – is driving some turnover. Twenty percent of respondents who are seeking a new job cite it as the reason they’re leaving.

So, how can employers move beyond just paying lip service to diversity, equity, and inclusion in the workplace and ensure their DEI initiatives have a meaningful impact on their workforce and culture? Here are five tips.

Set appropriate DEI metrics

Unfortunately, some efforts aimed at achieving diversity, equity, and inclusion in the workplace are undertaken for optics, with little intention to change an organization’s culture. But DEI programs are only as valuable as the degree to which they sufficiently motivate a diverse group of employees to join and stay with your company, which means accurate progress tracking is essential.

Many organizations already have representation metrics, meaning they measure whether the number of diverse employees in a department or job level is suitable given overall demographics. However, your DEI initiatives should also move the needle on metrics such as a diverse group of employees interviewed, a diverse group of employees promoted, a diverse group of employees retained within the company, and a diverse group of employees in senior leadership positions.

Perform a DEI analysis

Here’s where employee listening, or the process by which you capture and understand the employee experience, can get you started on taking your DEI initiatives to the next level.

Just because you’ve taken actions to focus on DEI or set up employee resource groups (ERGs) or committees already doesn’t mean you shouldn’t regularly revisit your strategy. You can engage a third-party expert to perform a DEI analysis to understand how various programs, messaging, and measurement techniques fit together and where you stand compared to your competitors.

People analytics platforms can also help you understand what marginalized groups experience throughout your employee lifecycle and identify any issues, how these came about, and what to do about them.

Your best source of information, however, may come from asking people directly. By surveying or interviewing diverse employees about what they think of workplace DEI efforts to date and what else they feel needs to be done, you will gain a more accurate picture of the true impact of your efforts.

For the rest of the piece, head over to the Ceridian blog.