There have been plenty of buzzy headlines in the last few years about trends like “quiet-quitting” or “quiet-vacationing,” and the possible repercussions for employers. But what these trends should really flag, especially if you’re experiencing it firsthand, is a greater need for employee support.
That’s what Dana Rogers, vice president of people and great work at O.C. Tanner, thinks. As a maker of software for employee recognition, it’s understandable that they believe in the importance of a positive work culture. But anyone who has felt truly supported at work can attest—simple changes to everyday behavior and communication makes a difference.
Rogers shares some of her team’s strategies for increasing employee well-being and engagement, and how it is small expressions of appreciation that are the true safety net from larger issues.
What initiatives are you spearheading at O.C. Tanner?
Something I’m currently working on is how we communicate with our employees, doing so in a cohesive way, whether it’s company updates, team updates or developing deeper knowledge about the benefits available to our people. We’ve learned with benefits in particular that frequent communication is very impactful.
For example, O.C. Tanner has ample mental health resources like our employee assistance program, which provides employees with support for stress management, depression, anxiety and family counseling, among other things. We also have behavioral therapists at our O.C. Tanner Health Center to help our employees navigate difficult times, but you’d be surprised how many times I speak to an employee or leader about these resources, and their response has been, “I didn’t think that was for me.”
Oftentimes, it’s about sharing resources with employees when they need it most, but you don’t always know when that will be. That’s why frequent communication is so important.
We also recently held our annual employee experience survey, and we’ve communicated the results with our teams to receive even more meaningful feedback from these town hall-style results sessions. We have created three focus areas and are working with our executive team on how to take action on them. We’ve learned that sometimes feedback can be addressed or implemented with simple changes that make a big difference to our people.
There have been countless trends in the HR space post-pandemic—“quiet vacationing,” “quiet quitting”—why do you think we’ve seen this large uptick? What should employers be doing to address and minimize the negative effects of these trends?
The post-pandemic era has seen a significant rise in trends such as “quiet quitting” and “quiet vacationing,” which are driven primarily by feelings of burnout that have yet to be fully addressed. During the pandemic, many employees had to juggle home life with work life, which was both stressful and overwhelming and exacerbated feelings of burnout. When the world returned to a state of normalcy, many returned to work with no time to decompress, and burnout rates continued to climb.
Employees also feel pressure to be “always on,” even when they’re technically off the clock or on PTO. In fact, many avoid PTO altogether for fear that their requests won’t be approved or simply because they feel their workload is too much to leave. Then, in an attempt to take time off without ruffling feathers, they “quiet vacation.”
Simply put, employees don’t feel supported to take time off to recharge, which fuels burnout and creates a vicious cycle. Only when organizations build trust with their workforce will they begin to minimize the negative effects of these trends.
To ensure employees feel supported to take time off to recharge, HR teams must encourage disconnection, both through consistent communication and leading by example. Leaders can check in on PTO utilization across the organization to identify individuals who may not be tracking against their maximum PTO usage. From there, they can communicate the necessity of time off to employees to make meaningful contributions both inside and outside of work.
This approach demonstrates empathy for the employee and their personal lives, not just the productivity value they bring to the organization. Additionally, leaders should “walk-the-walk,” by utilizing time off and fully disconnecting from work. They can set an example for their employees and remove any expectations that they may feel to be “always on.”
What are some tips you would give organizations that are looking to infuse employee appreciation into their everyday operations?
Employee appreciation doesn’t need to be big, nor does it need to be constrained to one or a group of “employee appreciation” days. Organizations will see a significant rise in employee fulfillment when they inject appreciation every day. When appreciation is integrated into company culture, employees are nearly eight times more likely to report high engagement and 80 percent less likely to report feelings of burnout.
Frequently expressing gratitude for team members’ or direct reports’ contributions also helps create a psychologically safe environment for employees, allowing them to learn and grow and helping companies reach business goals.
For organizations looking to infuse appreciation strategies in their day-to-day, start by empowering employees to recognize each other’s contributions, no matter how big or small they may seem. In fact, small and frequent recognition moments are more beneficial than those big “employee appreciation” days. These are still a great opportunity for companies to express their gratitude, but they shouldn’t save all their kudos for one day.
Appreciation can be given in one-on-one conversations, in larger team meetings or group messages, or in conversations with leaders. Regardless of where and how the recognition is delivered, frequently sharing how a team member or direct report’s contributions have positively impacted those around them is a great way to inject appreciation into a company’s culture.
Companies must also avoid a “one-size-fits-all” approach to recognition and can implement recognition training among leaders to formulate meaningful appreciation strategies. These trainings can detail when recognition is most effective, how to personalize the message and how to give recognition purposefully.
Employees remember lackluster appreciation efforts, and 71 percent say they have left roles because they felt undervalued. Companies will see less attrition and a more fulfilled workforce when they inject recognition into their everyday experience and ensure that recognition matches employees’ unique preferences and the organization’s culture as a whole.
The average employee tenure at O.C. Tanner is 10 years. To what do you attribute this number? What advice do you have for other companies looking to improve retention rates among employees?
I believe the average 10-year tenure at O.C. Tanner can be attributed to how our organization supports its employees. O.C. Tanner has a robust benefits offering that evolves with the changing social and economic climate, and our team works hard to find ways to make our employees’ lives better both inside and outside of work.
For example, when inflation hit its peak, we gave out $250 gift cards to employees to help with gas or groceries. This went a long way with employees and is a perfect example of how O.C. Tanner cares about the wellbeing of our workforce, not just how productive everyone can or should be.
Additionally, O.C. Tanner encourages all employees to grow within their roles, providing flexibility and autonomy in how they approach problems. We believe that all employees bring a unique perspective based on past experiences and encourage teams to innovate and try new methods of problem-solving. Beyond that, there are multiple growth opportunities for employees through skill-building classes and training.
Another growth opportunity we offer is a robust mentorship and job shadowing program. For example, if an employee expresses interest in the work of another team, they are paired with an individual to talk about the necessary skills and knowledge needed for that position. We’ve seen several employees move to the new team or role when positions become available. Or, if an employee wants to learn more about becoming a better leader, we’ll pair them with a manager to talk about the ins and outs of leadership.
