Alexandra Levit's Water Cooler Wisdom

From a Workforce Futurist: What To Know About New College Grads

Headwinds, including a long period of economic instability, fears of a trade war, technology developments, and high employment expectations, are disproportionately impacting newly minted college graduates. But despite the obstacles, young people have no choice but to launch their careers, and HR professionals should do everything they can to help them.  

The Federal Reserve Bank of New York has announced that recent grads’ unemployment is nearly six percent (5.8), up more than one full percentage point from 2024 and the highest rate since 2021. More troubling, though: underemployment – defined as working in a job that doesn’t require the degree(s) one has obtained – has reached 41% for recent grads.  

Ongoing economic shocks 

The cause is multi-factorial, and as an article by Derek Thompson of The Atlantic cites, we can start with the notion that college grad employment never recovered from the COVID-19 pandemic or even the Great Recession. Both situations resulted in hiring freezes, mass layoffs, and rising inflation. Basically, for the last 15 years or so, recent grads have been having a tougher time landing that first job than prior generations.  

Trade war fears 

Recent tariffs have not helped matters, sparking fears of a broader trade war. NBC reports that globally, organizations and consumers alike are growing more alarmed about their financial fitness. Many companies are already missing their earnings estimates, and the ongoing uncertainty is almost certainly resulting in hiring pullbacks.  

AI-based technologies 

Then, there’s the idea that AI-based technologies are actively replacing entry-level jobs. Even as a recent Carnegie Mellon experiment showed that a company run exclusively by AI agents isn’t remotely ready for prime time, many organizations are jumping to automate as many jobs as possible, as quickly as possible. Because we already know that AI-based technologies are best at simple and routine tasks, entry-level human jobs are sometimes the first to go.  

High expectations 

According to Monster’s State of the Graduate Report, 75% of 2025 college grads are concerned their job prospects are being affected by the economy, and 48% worry they won’t be able to find a job at the workplace they prefer. But these fears haven’t necessarily made them more realistic. For example, Monster finds that less than two in five new grads are willing to accept working in an office, and 42% would never accept a job at a company that doesn’t offer flexible schedules.  

For the rest of the post, head over to the Dayforce website.

 

The Changing Nature of the Employer/Employee Social Contract

Over the last decade, employee expectations in the workplace have changed in a variety of interesting ways. Technological advances, a steady march toward globalization, unionization, and societal disruptions such as the COVID-19 pandemic have fundamentally shifted the nature of the relationship between organization and worker. And while this relationship might not be as straightforward and “quid pro quo” as it was in the past, the evolution opens opportunities for both employer and employee growth, as well as a positive transformation of culture and the employee experience.  

Let’s take a closer look at some of the intricacies of this changing relationship and how employers may need to rethink their workforce strategies to succeed amid these new realities.  

Employees are commodities no more

As Mercer’s Kai Anderson, Ilya Bonic, and Kate Bravery wrote in their recent book Work Different: 10 Truths for Winning in the People Age, employees have traditionally been seen as assets working under a transactional loyalty contract in which pay, benefits, and security were exchanged for time and output as dictated by the company.  

“The pandemic quickened the pace toward what we call the thrive contract – an employment model anchored in purpose, equity, and impact,” the authors said. “Employees demanded a healthier experience in exchange for a commitment to the organization’s renewal.” 

As part of the thrive contract, instead of viewing employees as commodities, employers care for employees in a holistic manner – supporting the whole person and both their personal and professional objectives. And this requires a shift in the very definition of what constitutes full-time employment and what is expected from full-time employees (FTEs). 

The meaning and relevance of full-time employment is changing 

A full-time job is generally one that requires employees to work a minimum of 30 hours a week, but in many countries, there is no legal definition of full-time employment, and specific arrangements are left to the employer and company policy.  

So, while the number of hours is standard, the timeframe in which an FTE works those hours has become far more flexible. Rather than being defined as work from Monday-Friday, 9 am to 5 pm, work scheduling arrangements for FTEs now run the gamut and include four-day work weeks, rotating in office and remote workdays, and shift swapping.  

Some FTEs use the increasing flexibility as an opportunity to devote more time to personal pursuits, while others take on other roles like gig work. Either way, employee work-life balance has become a central concern of organizations who once did not bother themselves with what went on outside company walls. For instance, employers who have implemented in-office mandates are now often expected to make those mandates easier for employees by providing childcare and transportation assistance.  

Furthermore, in the old contract between employers and FTEs, a “job” was well defined. FTEs already possessed most of the skills necessary to perform that job and were compensated accordingly. Today, employers are redesigning jobs in real time to make room for smart technology partners, and employee upskilling and reskilling efforts must keep pace.  

For the rest of the article, head on over to the Dayforce blog.

The Future of Compensation in the Age of Adaptability

In ManpowerGroup’s 2024 Age of Adaptability report, we discussed how workers are expecting greater customization in all aspects of the employee experience – which, of course, includes compensation and benefits.

Since the business world became more structured more than a century ago, fixed and consistent compensation among groups of employees has been the standard, but increasing hyper-personalization is a thread that runs through all our considerations about the future of total rewards.

In HR.com’s 2024 report on the future of compensation and total rewards, 70% of leader respondents agreed that updating their organization’s total rewards strategies will help keep pace with changing attitudes around compensation. In addition, 85% said that it’s important to modify reward strategies for individual contributors.

In this piece, we’ll explore compensation best practices as we approach the quarter mark of the twenty-first century, such as agile compensation models, pay transparency and equity strategies, lifestyle and financial wellness offerings, and the involvement of AI in decision-making – which could paradoxically make compensation more uniform at a time when employees are demanding the opposite.

Pay Grades and Salary Bands No More

Traditionally, organizations made compensation decisions based on pre-set pay grades and salary bands, but in the post-pandemic business world, many question whether this model is fair, equitable, or well-suited to rapidly evolving conditions.

My research suggests that the most effective compensation strategies are more agile and allow organizations to recalibrate total rewards based on real-time factors inside and outside the company.  And rather than being assigned a one-size-fits-all title, salary, and benefits package upon hiring, employees can now customize the total rewards package that best matches their individual preferences based on an a la carte menu of options.

As Anita Lettink, a global future of work expert and the author of Equal Pay for Equal Work, told me, this approach works better because we can no longer view employees in homogenous groupings when offering rewards. “People don’t adhere to specific life stages anymore – for example, needing childcare in one’s 30s – so it makes sense to let employees pick and choose on a monthly basis,” she said.

In practice, a new hire may exchange lucrative stock options or company-funded retirement for a lower base salary. In tandem with this trend, more organizations are offering company equity to individual contributors rather than reserving it for senior leaders. Lettink said companies are also launching “employee sharing” initiatives in which workers receive payouts for something the organization created or revenue they helped to generate. “These programs encourage behaviors that are beneficial to company growth,” she added.

Agile compensation models don’t rely on a once-a-year performance review to determine an incremental salary bump or bonus, but rather leverage technology to auto-adjust rewards frequently in keeping with industry and market developments, larger economic factors like inflation, and peer feedback. These nimble strategies involve a broader range of metrics for assessing value including specialized employee skills, innovative contributions to company growth, and supervisor effectiveness.

Pay Transparency and True Equity Will Sweep the Globe

Pay transparency, which refers to openly disclosing the salary range for a given position, is considered a critical step in the journey toward pay equity. Although Lettink correctly noted that pay transparency is driving positive change for employees – especially at the lower levels – many organizations tend to drag their feet until they are mandated to deploy it. However, the concept is gaining momentum all over the world and we should prepare for it to be universal in the coming years.

Despite increased attention to the issue over the last decade, pay disparities based on race and gender remain stubborn problems. In response, a bevy of equal pay regulations designed to promote fairness have taken root. Organizations are ensuring compliance with these regulations by increasing their use of pay equity software to run statistical analyses of their compensation models, develop benchmarks, and derive core insights by comparing internal and external data.

Equity analysis isn’t just for leveling the playing field for women and underrepresented minorities. These tools may also illustrate pay disparities between employees at a specific location, function, or level and employees with similar characteristics inside and outside the company. Objective and ongoing reporting of pay gaps facilitates their immediate resolution and prevents these gaps from becoming systemic and leading to legal liability.

For the rest of this piece, check out the full blog series at ManpowerGroup.

HR Compliance Developments Going into 2025

According to Dayforce research, nearly half (48%) of surveyed leaders believe that increased compliance and regulatory complexity will impede their organization’s ability to achieve its business objectives. This could be due in part to the sheer number of emerging workforce compliance trends and how many different areas they impact. 

This shift requires substantially more oversight than the compliance function needed in the past. To help simplify the situation, I’ve rounded up key workforce compliance trends that should be top of mind for HR professionals through 2025.  

Non-compete agreements 

In certain nations, including Malaysia and Mexico, most post-termination non-compete agreements have generally been prohibited for some time. Then, in the spring of 2024, the U.S. Federal Trade Commission published a final rule that would effectively ban all non-compete agreements between employers and workers. The exceptions to the rule pertain to existing agreements with senior executives, sale-of-business non-competes, and causes of action that accrued before the rule’s effective date of September 4, 2024. 

Expanded leave requirements 

Globally, the parameters of paid and unpaid leave are constantly in flux. Most interesting is the increase in laws that allow employees to take paid time off (PTO) for any reason. Generous accommodations for new parents and senior caregivers are also becoming an expectation for employers of a certain size. Just this spring in Japan, Parliament passed legislation requiring companies to offer flexible working options to employees with young children to help them balance work with child rearing. 

Minimum pay thresholds 

In the U.S., the beginning of 2024 was marked by an increase in the minimum wage in more than 20 states, and more changes are occurring in individual states and localities as the year progresses. Canada continues to raise its minimum wage every year, while European countries continue to realize the effects of 2022’s Minimum Wage Directive, which took aim at in-work poverty. If you have employees in the U.S., you should note that in April, the U.S. Department of Labor (DOL) issued a rule updating overtime pay requirements. This rule increases the minimum salary threshold for employees to be exempt from overtime pay, with the first phase having taken effect on July 1, 2023 and the second phase on January 1, 2025. 

For more compliance happenings, read the full article on Dayforce.com.

Talent Intelligence Platforms Use Deep Learning to Close Skills Gaps

The HR community is enthralled by the idea that artificial intelligence (AI) can provide tangible benefits in the quest to effectively source and hire in a tight labor market. But how does this work in practice? 
 
It starts by understanding a branch of AI called deep learning. Deep-learning algorithms, which are inspired by the actions of the human brain, continuously analyze data with a given logical structure. This structure encompasses multiple layers of algorithms called neural networks. 
 
Deep-learning algorithms can’t predict the future or give answers that a human would agree with 100%. Yet they are still valuable. If you’ve ever used a modern search engine and been amazed by the results or if you’ve ever watched the perfect show recommended by your streaming network of choice, you have experienced the power of deep learning. 
 
The main challenge of deep learning is data — specifically, the massive amount required. The talent space alone needs billions of data points about people, career trajectories, skills, and experiences. 
 
But while AI’s reach was once limited by computing power and the availability of data, that’s no longer the case. Today, global neural nets can identify more than a million skills across the world’s 8 billion people. 
 
Then, using this data, AI engineers can develop deep-learning algorithms to determine the best answers to a defined class of questions. In the case of deep talent, such questions might include: Who is the best fit for this specific job requirement? What job is this individual most likely to hold next in their career? 
 
Understanding deep learning’s ability to harness a massive amount of data is only the first step, however. Next, we must explore how deep learning can help us identify skills and transform how we hire people. 
 
The Power of Skills Adjacency 
 
Skills adjacency refers to the inference that a person good at skill A often excels at skill B, and it helps us complete our picture of a human’s true potential and the transferable skills they possess. 
 
In my recent book, “Deep Talent,” my co-authors and I tell the story of Nico Iannotti, a top sales engineer in Europe. Nico wasn’t always involved with either sales or technology. He was, however, previously involved with customer service as a sommelier and waiter. As he put it, skills are interchangeable assets that individuals can leverage in a variety of industry roles and life situations. 
 
“Many of the skills I acquired prior to my corporate career have been very helpful in my role as a client-relationship manager and solution engineer,” he told us. “What is the link between pairing wines and selling software? Both are customer-facing roles, and both provide solutions to a customer’s problem. In both cases, you are building relationships, demonstrating empathy, and selling an emotional experience based on a specific budget. It’s just a change of context, not a completely different skillset.” 

For the rest of the piece, head over to the UKG Workforce Institute.

It's Time to Stop Talking Quiet Quitting and Quiet Firing

“Quiet quitting” and “quiet firing” are the latest buzzwords to take the world of work by storm. But while the terms themselves may be new, the concepts aren’t. And they illustrate a troubling trend taking place in the post-pandemic workplace.

Quiet quitting refers to employees who show up to work and seemingly do the bare minimum to meet expectations. Quiet firing happens when employers actively seek to make work conditions less favorable by taking away attention, resources, or opportunities from employees with the hope that they’ll resign.

Both quiet quitting and quiet firing are passive aggressive moves born out of uncertainty. Quiet quitters don’t want to pull the trigger because they may be afraid of what awaits them on the other side of unemployment in a volatile economic and social climate. And at a time when employee well-being and retention are front and center, quiet firers may be concerned about outright firing an employee.

The sudden shift to remote work that took place during the pandemic resulted in a loss of culture for many organizations, and unfortunately, that culture is not likely to spring right back into place for companies transitioning their employees to hybrid work.

Using in-office time as an opportunity to create an environment of camaraderie and psychological safety can go a long way toward mitigating both quiet quitting and quiet firing. Here are three specific strategies:

Facilitate face-to-face interactions

Quiet quitting and quiet firing are more difficult to pull off when you have formed genuine, authentic connections with your managers, reports, and colleagues. Managers should lead by example and show up. Some examples might include hanging out in the cafeteria or breakroom and hosting events. Where possible, hold performance discussions and regular one-on-one check-ins in person, and make use of casual lounges to support engagement and spontaneous meetings.

And this might go without saying, but if you’re asking people to be in the office a few days a week, don’t have them sit in an empty room by themselves. If an employee’s team isn’t there and they’re at their workstation all day devoid of human interaction, they might as well have stayed home. This is a surefire recipe for quiet quitting.

Avoid proximity bias

According to a recent Prezi study, 66% of hybrid workers feel that workplaces favor employees who are together in a physical office. To combat this so-called proximity bias, which could lead to inequities that drive both quiet quitting and quiet firing, level the playing field in how you structure your video meetings. For instance, everyone should join from their own computer to avoid spotlighting remote employees who aren’t in the office.

Co-create new norms

Quiet quitting and quiet firing may happen because managers and employees are afraid to speak up about their needs. For example, maybe you’re a caregiver and the long commute associated with returning to the office has been especially punishing for you, so you quiet quit. On the other hand, if you’re that caregiver’s manager, you may not want to overload your employee, but feel you have unmovable performance expectations, so you quiet fire.

By surveying employees to find out what policies work for them and working collaboratively to establish new norms for performance and productivity, you can build a culture that’s naturally more supportive of different concerns and points of view.

The bottom line? If you use your return-to-the-office efforts as a chance to learn about your employees directly and holistically, you will experience less “under-one’s-breath” phenomena such as quiet quitting and quiet firing.

For the original piece, check out the Ceridian blog.

Is Employee Monitoring Right for You?

For about a decade, donning my workforce futurist hat has required ongoing dialogue about employee monitoring tools and their inevitable march toward greater sophistication. Often, the question has not been “Will we monitor our employees?” but “What will we monitor about our employees?”

Today, employee monitoring is routinely making headlines. Stories abound of employers using monitoring software to track the location of their staff, detect signs of quiet quitting, record how much time employees spend on different activities, and take screenshots of their devices – sometimes without employee consent.

In August, the New York Times reported that eight of the 10 largest private U.S. employers are using software and other technologies to track the productivity of their employees.

According to a Capterra study reported in The Globe and Mail, 35% of Canadian employees work for a company that uses at least one monitoring tool that they know of. Another 18% weren’t sure if their employer was tracking them.

Canadian employees are divided on how they feel about being tracked. While the majority said using such tools did not affect how they work and did not impact workplace culture, 23% said it added stress and made work feel more “hostile.”

Overall, I’m not a fan of using software to track things like keystrokes, screenshots, and how much time employees are spending in various applications. If an employee wants to waste time on the clock, chances are they’re going to figure out a way to do it without their supervisor finding out. Presumably, you hired an adult to perform responsibilities as an adult would, so there’s no need to deploy technology as a babysitter.

As for efficiency, we need only look at individual and team performance metrics to determine if there’s an issue. Generally speaking, we shouldn’t care how long a specific task takes as long as quality work is executed consistently and delivered according to deadlines.

Instead of putting your technology dollars into monitoring workers and risking diminished morale and complaints over a loss of privacy, direct your investment toward cultivating a vibrant employee experience that fosters autonomy and trust. Such an experience should ideally include a mix of online and offline and human and technology-driven touchpoints.

In fact, you can use a purposeful lack of monitoring as an opportunity to survey your employees about their perspectives on company policies and start a dialogue with them more frequently about their individual goals and workload.

You might be thinking: Is any kind of employee monitoring appropriate? Given how vulnerable remote workers are to cybercrime, there may be a time and a place. Consider this: In a recent study, 80% of security and business leaders said their organizations are more exposed to risk because of remote work.

If you’re going to monitor employees for cybersecurity purposes, just remember that the goal should be protecting rather than calling out your people. And make sure you’re transparent with employees about why you’re collecting data and what you’ll be using it for.

For the original piece, head over to the Ceridian blog.

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.

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!