Q&A with Julia Markish, Director of Advisory Services at Lattice

Julia Markish, Director of Advisory Services at Lattice, has a professional mission to impact the way work works so that people can live more fulfilled, integrated lives. She helps business leaders create inclusive, supportive, and effective environments that result in organizational success and thriving teams. She has advised executives on organizational culture through her independent practice, Orca, coached and trained leaders on how to achieve clarity for themselves and their teams via Talentism, trained and led discussions about Reinventing Organizations with the Teal Team, which she co-founded, and started and led the Employee Practice at Medallia.

It isn’t stated values, but rather behaviors and norms, that actually comprise a company’s culture.



MEDIA 7: Could you please walk us through your two-decade-long professional journey and what made you choose this career path?
JULIA MARKISH:
Coming out of college, I chose consulting as a profession for the common reason of having little idea of what I wanted to do with my life. I stayed in it for as long as I did, however, not because the work proved to be so perfect for me (it didn’t), but because at Bain, I felt like a valued and cared-for member of a community — I belonged. This was my introduction to — or perhaps induction in — employee engagement: I was engaged because of my sense of connection to the people, not because of a (lack of) connection to the work. That was what made me go snooping around the world of eNPS at Bain; it was what pushed me to take up managing LinkedIn’s Talent Brand, and it redirected me to HuddleUp, the front-line-team engagement platform started by Bain’s NPS guru, Fred Reichheld. After we were acquired by Medallia, I quickly became both the internal and external advocate for Employee Experience, leading the Employee Practice there for several years.

This was also the time when my compass underwent an evolution — when I started thinking more about fulfillment versus fun, purpose versus passion. I began to consider cultures — and the people who make up those cultures — more holistically, in the context of history, society, and the natural world. I did some independent work around organizational culture and alignment. I became an executive Clarity Coach with a forward-thinking coaching company called Talentism. I co-founded the Teal Team, based on Frederic Laloux’s seminal work - Reinventing Organizations. Finally, mid-pandemic, I found my way to Lattice, which was just starting to think about an Advisory Services function. The moment I saw Lattice’s mission, to make work meaningful, I knew it was the right next step.


M7: How does people strategy drive business strategy? Could you please elaborate?
JM:
Global industry has been steadily moving in the direction of people-centricity for the duration of industry’s existence, but it’s only become a common philosophy in the last half-century or so. Now more than at any other time, a company is more likely to be thought of as an ecosystem than as a machine. Knowledge work, specialization, continuous innovation, a focus on customer experience — today’s most valued attributes all rely on employees being valued and encouraged to be individuals. The hallmark of a machine is that while everything is interconnected, it’s also expendable — any one part can be easily replaced.

This kind of approach is what the industrial revolution was built on. In an ecosystem, on the other hand, there is a delicate balance between each participant — its hallmark is more or less the opposite of expendability so each part defines the state of the whole. This is where we find ourselves today. In an ecosystem, in order to care for the whole (execute on business strategy) it is imperative to also care for the organisms that make up the whole: ensure that they are well adjusted to the environment, that they have what they need to flourish, that they can contribute in a meaningful way. Translated into business terms: people strategy drives business strategy.


Knowledge work, specialization, continuous innovation, a focus on customer experience — today’s most valued attributes all rely on employees being valued and encouraged to be individuals.



M7: How does Lattice manage to make the 'Remote Work', work?
JM:
Lattice has a number of principles and tools in place that first helped us adjust to remote work, and have continued to help make it sustainable.

  • In terms of principles, the most important one has been ‘Clear Eyes,’ which is one of our company values. Clear Eyes means transparency and honesty, no matter what. Whether it’s leadership sharing a WIP remote policy to keep the company informed of their thought process despite not having an exact answer or plan, or it’s individual employees who have the courage to call out when they are confused or taking on too much.
     
  • This segues into the second principle, which is to truly be people-first. Our policies focus on how to enable people not just to work well, but to be well. Leaders model behaviors that support that, too — they take time off, they respond to all-hands questions with a lens of self-care.
     
  • And of course, I’d be remiss if I didn’t mention that Lattice uses Lattice — it’s been a critical tool for engaging employees in their work and each other, be it through private feedback, pulse surveys, praise, 1:1s, or even performance reviews.


M7:  Employee engagement and performance feedback help to shape company culture. Could you please shed some light on this?
JM:
I often remind our clients that engagement and performance programs are as much communication devices as they are requests for input. How frequently we run engagement or performance cycles, what questions we ask employees to respond to, the attention we give each cycle, and the actions we take as a result — in the case of engagement surveys, action plans at the team or company level; in the case of performance reviews, discussions between the employee and their manager — are all indicators of what’s important ‘around here,’ and what isn’t. For example, a company that asks only managers to provide a series of ratings for each of their team members’ accomplishments is sending a very different message from the company that requests qualitative input on the strengths and potential of employees from across multiple sources. These messages shape the company’s culture: they demonstrate to employees what behaviors are encouraged and which ones will go unnoticed. In the case of these two hypothetical companies, for example, I would expect collaboration to be much more prevalent in the latter company than in the former.


The most essential way to stay competitive is to continuously analyze for product-market fit.



M7: What do you think is essential to stay competitive in a market that is going through constant digitalization?
JM:
At the risk of coming off as simplistic, I think the most essential way to stay competitive is to continuously analyze for product-market fit. In addition, it’s critical to be aware of whether the digitization of a given market is accompanied by an updated philosophy, or if it’s simply a simplification of an analog process. Digital technology reaches different functions and different sectors at different paces, and it’s just as dangerous to try to ‘revolutionize’ a given sector earlier than it’s ready as it is to arrive as a late entrant to an already highly competitive market. When I look at the Performance Management industry, there are some companies that are running annual paper-based reviews, others that are relying on their HRIS to provide the digital equivalent of a paper-based review, and then there are those that have embraced a completely different approach to performance management — one that has only been made possible by new technology (continuous feedback, goal alignment and integration, and so on).


M7: What advice would you like to give our readers?
JM:
One of the biggest exploding-head moments of my career was realizing that it isn’t stated values, but rather behaviors and norms, that actually comprise a company’s culture. And that those behaviors and norms are not just a result of the combination of employees’ personalities; they are eminently open to influence. Just as described above, what the leadership of a company communicates to be important, worthy, rewarded is what rises to the top of the behavioral pyramid. And of course, I don’t just mean ‘say’ when I write ‘communicate’ — talking about the importance of something is step one, but then there’s ‘walking the talk.’ What gets spotlighted at allhands? Who gets praise during a team meeting? Who got the most recent promotion? What gets asked about in the engagement survey and what gets acted on? These are all signals that shape a company’s culture. And it’s only when the company’s stated values are aligned with those signals that the values are worth the paper (or walls) they’re written on.

ABOUT LATTICE

Lattice is the people management platform that enables leaders to develop engaged, high-performing teams. By combining performance management, employee engagement, and career development in one platform, Lattice provides powerful, real-time insights through analytics. Lattice's Advisory team brings together client data, industry knowledge, and market research to distill successful practices across People Programs.

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Adrian Moorhouse, Managing Director at Lane4 Management Group won a gold medal at the Seoul Olympic Games in 1988 and was world number one in his event for 6 consecutive years (Swimming - 100m Breaststroke). He was awarded an MBE in 1987. He co-founded Lane4 in 1995. As the Managing Director at Lane4 following retirement from sport. He divides his time between designing and delivering programmes for organisations and developing Lane4’s own high performance environment.  Adrian’s role centres around shaping Lane4 as a business and driving company growth whilst ensuring the maintenance of strong client relationships and the delivery of high quality products. MEDIA 7: What motivates you to get out of the bed in the morning? ADRIAN MOORHOUSE: I have always loved mornings. I started early morning training as a swimmer at about 11 years old. Because I was driven to succeed in my sport, I understood that training and committing to something required me to get up early, because that’s when the pools opened! My father had the kind of philosophy that rubbed off on me – find something you love, and work at it. In my role of Managing Director of Lane4, my motivation to get up in the morning nowadays comes from my genuine belief in what the company does. My drive comes more now from purpose, than it does from simply goal achievement. I think that has moved on from when I swam. I want to create a business that people love to work for, and that they think this is the best job they ever had. M7: You haven’t had an ordinary career, to say the least. Thousands know you for your many swimming achievements. Can you talk about winning a gold medal at the Seoul Olympic Games in 1988 and representing your country? What was your first thought when you saw your time? AM:��Representing my country was always something I did with great pride throughout my career, because it was always a stepping stone to achieving the bigger goals I had set. Once I was on a stage where I was representing Team GB, I could be in the mix to win Olympic medals or set world records. The Seoul Olympics were such a pivotal moment in my career, as it had taken me 4 years to recover from the disappointment of my performance at my first Olympics in LA in 1984 (I came 4th). In the lead up to Seoul, I had analyzed every part of my performance from stroke technique to psychology and nutrition, all to make sure I was in the best possible shape. Going in as the favorite to win the 100m breaststroke, I also learnt from my mistakes in the 1984 Olympics by mentally preparing for the huge expectations the media placed on me. It was a close race, and my first thought when I finished the race was “Did I get it?” because I had been 6th at the halfway turn. I worked so hard in the final part of the race and was closing the gap with every stroke. I knew it would be close, and it was: I saw my name at the top of the leaderboard, having won by only one-hundredth of a second. The relief and joy were unbelievable, but I must admit they did give way to tears when I stood on that podium with my gold medal. ...

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Principal Financial Group® | January 16, 2024

The picture of retirement is evolving with more Americans turning 65 in 2024 than any year1 before. According to new research from Principal Financial Group®, expectations around how and when to retire by generation vary greatly – placing increased focus on employee engagement and personalized investment strategies to help improve financial security and retirement readiness. Phased retirement appeals to younger workers who want to retire earlier According to the Principal Financial Well-Being IndexSM, among Americans in the workforce, gradually decreasing hours is the most desired way to retire (52%) and is most preferred by Generation X (67%) and millennials (56%). Baby boomers and Generation Z report similarities in how they want to retire, with nearly half preferring to move immediately from working full-time to not working at all. This echoes the most common approach taken by current retirees surveyed2, a group in which just over one quarter (28%) either transitioned careers or gradually phased down from their primary career. “Attitudes and expectations for retirement continue to evolve, and we expect the desire to approach retirement in phases will continue to grow with future generations,” said Chris Littlefield, president of Retirement and Income Solutions at Principal®. While there are some similarities in how generations want to retire, they have different expectations on timelines and the age at which they plan to retire. The youngest generation, Gen Z, expects to retire at 55 – approximately 10 years earlier than baby boomers (68) and Gen X (64), and four years sooner than millennials (59). Employees prioritize saving for retirement The survey revealed employees are focused on balancing basic needs with long-term savings outcomes against a backdrop of ongoing economic pressures that continue to top their list of concerns. Employees of all generations ranked saving for retirement as their top financial priority, followed by affording basic needs and paying off consumer debt3. "Saving for retirement is the No. 1 financial priority for employees surveyed, which validates that access to workplace benefits and financial wellness programs is helping Americans save for retirement and achieve better financial outcomes,” Littlefield said. “Going forward, increased personalization as well as tailored savings and investment strategies that take into account an individual’s financial goals, lifestyle, health care needs, dependent care obligations, retirement income expectations, and other unique factors will help achieve improved financial security in retirement.” Retention and recruitment of older employees critical for business success Employee interest in phased retirement has added value for employers. Most employers (77%) agree that the knowledge older employees have about their company is crucial to their business’s success. Employers concerned with “having valuable employees retire” are more likely to take actions to either retain them or hire employees who previously retired from other companies. Despite this, not all employers have experience with offering phased retirement. Only 11% of small and midsized businesses4 reported they offer phased retirement job opportunities on a regular basis compared to nearly one quarter of large businesses5. However, interest is there, as 61% of businesses that don’t offer a phased retirement still receive questions from employees about the options. See all results and insights from the latest Principal Financial Well-Being IndexSM (PDF). According to the Alliance for Lifetime Income This wave included a survey of 137 individuals between the ages of 50 and 75 who consider themselves retired or have previously fully retired and gone back to work. In order to be included in the survey sample, employees must work full-time, and their employer has to offer either health insurance or retirement as an employee benefit. Businesses with 2-499 employees Businesses with 500-10,000 employees About the Principal Financial Well-Being IndexSM The Principal Financial Well-Being IndexSM surveys business owners, decision makers and business leaders aged 21 and over who work at companies with 2-10,000 employees and offer either health insurance or retirement as an employee benefit. The nation-wide survey, commissioned since 2012, examines the financial well-being of American workers and business employers. In 2020, the Well-Being Index was transformed from an annual survey to a regular pulse, offering three waves, revisiting questions and measuring sentiment regarding timely issues in the small and midsized business marketplace. In the first pulse of the Well-Being Index in 2022, the employee audience was added to the survey to compare and contrast key sentiment from employers. The survey was commissioned by Principal® and conducted online by Dynata from November 6-13, 2023, with a total of 500 business owners, decision makers and business leader participants and a total of 200 employee participants. This wave included a survey of 127 individuals who consider themselves retired or have previously fully retired and gone back to work. The research report focuses on providing a holistic perspective on key trends and timely issues in the small and medium business market. About Principal Financial Group® Principal Financial Group® is a global financial company with 19,500 employees1 passionate about improving the wealth and well-being of people and businesses. In business for more than 140 years, we’re helping more than 61 million customers1 plan, protect, invest, and retire, while working to support the communities where we do business, and build a diverse, inclusive workforce. Principal® is proud to be recognized as one of the 2023 World’s Most Ethical Companies® by Ethisphere2, a member of the Bloomberg Gender Equality Index, and a “Best Places to Work in Money Management3.”

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Employee Benefits

Employee Navigator and MGIS Announce Partnership

Employee Navigator | January 10, 2024

Employee Navigator, one of the nation's leading benefits and HR solutions for brokers, and MGIS, a national insurance manager offering specialized insurance programs for doctors, have announced a new partnership to bring leading-edge HR and benefits technology integrations to doctor group practices. The new partnership builds on MGIS's relationship with Reliance Matrix, a leading benefits and absence provider, and its unique Employee Navigator integration. "We believe the partnership with Employee Navigator will transform the employer and employee benefits experience," said Jeff Brunken, President of MGIS. "Through our relationship with Employee Navigator, our mutual clients will benefit from the technology-enabled efficiencies and ease of business that are so important in today's insurance marketplace. These integrations will help to drive participant engagement and client retention for our benefit brokers." Through the Employee Navigator relationship, MGIS clients will benefit from a dedicated support team that will help brokers build out a full-service enrollment experience and provide additional case management support, at no additional cost. As always, MGIS account managers also provide white-glove, specialized account management and billing support, all critical features for brokers and administrators. "MGIS has a long history of offering the highest quality insurance program for doctors. We're confident that our customers will receive an enhanced benefits experience through MGIS and Employee Navigator," said George Reese, CEO of Employee Navigator. "This partnership provides seamless, integrated benefits administration and will lead to a positive enrollment experience for brokers, employers and participants." In 2023 MGIS announced its exclusive partnership with Reliance Matrix, a national leader in benefits solutions and absence management. Together, MGIS and Reliance Matrix serve doctors in all practice settings and medical specialties. An Employee Navigator carrier partner since 2022, Reliance Matrix more than doubled the number of benefit plans and employer clients enrolled and managed on the Employee Navigator platform in 2023, through more than 150 unique broker partners. "Employee Navigator has played a big part in our overall success in the small and midsize employer market, thanks in part to our unique streamlined billing solution available on the platform," said Paula Hanson, AVP Benefit Technology Solutions for Reliance Matrix. "Our proprietary process raised the bar on service and convenience and continues to win fans among brokers and clients." Marketed through independent brokers and agents, benefit solutions include Disability Guard for Doctors™, a unique long-term disability product blending the highly valued policy provisions of an individual product with the guaranteed issue and simplified administration of a group long-term disability plan, as well as short-term disability, group life and Accidental Death & Dismemberment plans. MGIS also supports a High Limits Disability Insurance program, offering an increased level of protection for high earners, providing more robust and holistic protection for doctors above and beyond any group long-term disability and individual disability coverage. For those groups offering the high limits program, this specialized product will also be available on Employee Navigator as part of an integrated, holistic enrollment experience. About MGIS MGIS is a leading national insurance program manager experienced in building and managing specialized insurance programs for doctors. MGIS partners with highly rated insurers and focuses on disability and life insurance for practices of all sizes, types, and medical specialties. Insurance policies managed by MGIS are backed by the underwriting companies of Reliance Matrix and Certain Underwriters at Lloyd's, and are marketed exclusively through select brokers and insurance advisers. MGIS services are provided by MGIS affiliated companies: The MGIS Companies, Inc., Medical Group Insurance Services, Inc., and MGIS Underwriting Managers, Inc. About Employee Navigator Employee Navigator is a rapidly growing benefits and HR software company integrated with over 400+ of the nation's leading insurance carriers, payroll companies, and TPA's. Its platform delivers brokers and employers a truly connected digital experience, streamlining the management of everything from online enrollment and onboarding to ACA reporting, time off tracking, and more. The company currently works with more than 5,000 brokers, providing benefits administration and HR products to over 175,000 companies and 14+ million employees and dependents.

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Workforce Management

Alight and CirrusMD team up to deliver physician-led virtual primary care on Alight Worklife®

Alight Solutions | January 09, 2024

Alight, Inc. a leading cloud-based human capital and technology services provider, and CirrusMD, a physician-first provider of on-demand virtual care, today announced a strategic agreement to offer a chat-enabled, physician-led, virtual care solution. The partnership is aimed at breaking down barriers to virtual care by providing employees with access to expert physicians across a wide range of health care needs on the Alight Worklife platform. “The Alight Worklife platform serves as employees’ comprehensive connection point to their health, wealth, payroll and leaves benefits, which helps employers cut complexities, costs and engage individuals in the moments that matter most,” said Bipin Mistry, chief medical officer at Alight. “The partnership with CirrusMD helps take employee engagement one step further by making physician-led virtual care easily accessible to employees and bridges the gap between virtual clinical care delivery and employer-sponsored benefits navigation.” Helping employees arrive at the most appropriate care Employees on the Alight Worklife platform can engage directly with CirrusMD or be prompted to engage after completing Alight’s AI-powered Symptom Checker online experience to better understand their healthcare needs and guide them to care options, including virtual care provided by CirrusMD. With Single Sign-On (SSO) for fast connections to care within 60 seconds, Alight Worklife enhances the participant experience. CirrusMD’s Physician-first Care & Guidance approach to virtual primary care provides members with always-on, instant access to a doctor via chat-first modality. CirrusMD’s multidisciplinary clinical team conducts encounters on a proprietary clinical intelligence engine that provides real-time insights to physicians based on data from millions of patient-physician interactions. Once employees connect with physicians, CirrusMD offers a seamless, efficient and patient-centric virtual care experience by Connecting patients to physicians in less than a minute, 24 hours per day, 365 days per year, Delivering advanced primary care that includes behavioral health, women’s health, acute care, chronic condition management and more, Physician-led seven-day experiences, interactions that allow time for in-depth diagnosis and treatment, reducing the high costs associated with multiple follow-ups, Text-based chat with options for video, voice and images when needed, Immediate referrals to employer benefits and in-network resources, And real-time Spanish language translation to help overcome potential language barriers. Optimizing the integration of healthcare benefits and clinical workflows The strategic partnership enables employers to select CirrusMD as part of their Alight Healthcare Navigation offering within the Alight Worklife platform. As well, CirrusMD providers benefit from access to Alight’s Symptom Checker results and can reference benefit programs available to the participant which can serve to facilitate patient follow-ups with both CirrusMD care teams and Alight Health Pros for a comprehensive healthcare journey support. This combined solution provides ongoing navigation to appropriate referrals and resources. For example, Alight's support for individuals with Behavioral Health conditions aligns seamlessly with CirrusMD, offering quick access to virtual Behavioral Health support when needed. Employees can be directed to other types of care options such as virtual physical therapy, through referrals made directly from CirrusMD or Alight. “At CirrusMD we are reimagining the point of care to provide the time and information needed to support a productive dialog between patient and physician, giving both the time and information they need for exceptional care experiences,” said Jamie Hall, president and CEO of CirrusMD. “This strategic agreement represents an important milestone in advancing virtual primary care, combining the strengths of Alight Solutions and CirrusMD to transform the healthcare experience for individuals and employers alike.” CirrusMD boasts an 83% issue resolution rate and an 93% overall patient satisfaction rate, and serves notable customers including health plans, large employers and the U.S. Department of Veterans Affairs. About Alight Solutions Alight is a leading cloud-based human capital technology and services provider that powers confident health, wealth and wellbeing decisions for 36 million people and dependents. Our Alight Worklife® platform combines data and analytics with a simple, seamless user experience. Supported by our global delivery capabilities, Alight Worklife is transforming the employee experience for people around the world. With personalized, data-driven health, wealth, pay and wellbeing insights, Alight brings people the security of better outcomes and peace of mind throughout life’s big moments and most important decisions. About CirrusMD CirrusMD delivers Physician-first Care & Guidance, a smart care model founded in the tenets of Advanced Primary Care. It brings together activated members with trusted physicians, relevant resources, and smart technology to change healthcare as we know it. CirrusMD improves speed to care, removes barriers to physicians, brings patient data into the care encounter, and promotes transparency at the point of referral. We believe that when you provide immediate, affordable care at scale you can drive the change needed to improve health and lower cost across an entire population.

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Lattice

Lattice is a people success platform that empowers leaders to build engaged, high-performing teams that inspire winning cultures. With Lattice, it’s easy to launch 360 performance review cycles and engagement surveys, keep track of OKR/goals, gather real-time feedback, and encourage manager 1-on-1 m...

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