WORKFORCE MANAGEMENT

Whil™ and My Secure Advantage® Join Forces to Bring Financial Wellbeing into the Workplace

Whil, A Rethink Division | November 02, 2021

Whil, A Rethink Division, announced today that it has launched a partnership with My Secure Advantage (MSA), the global leader in financial wellbeing. With the announcement of this partnership, the Whil platform, which focuses on Personal Wellbeing, Professional Development and Parenting & Caregiving needs for modern professionals, will be further enhanced with digital training and financial coaching from MSA.

In early 2021, Whil conducted a survey to assess the growing needs of its global client base. The results showed "financial wellbeing" as the No. 1 priority across the global population. Whil selected MSA as its chosen partner due to MSA's 35-year history of leading the charge in financial wellness programs and the company's shared focus on holistic wellness.

Even before the global pandemic, an American Psychological Association study found that 72% of Americans feel stressed about money at least some of the time. COVID-19 exacerbated financial hardship for many and highlighted the need for additional layers of support. Employer-provided financial wellness programs are one way that businesses are innovating to support their people and improve company vitality.

"Financial problems can take a huge toll on an employee's mental, emotional and physical health, When a professional is facing a decline in their mental wellbeing, it makes it harder to manage money and perpetuates the downward spiral of increasing money problems and declining mental health. We're confident that our new partnership with MSA will help transform lives."

- Joe Burton, CEO and Founder of Whil.

"So many lives have been changed in the last two years, so now is the perfect time for employers to invest in their talent and equip employees with the right set of financial tools. The beauty of the Whil and MSA partnership is that we can offer employees more robust, flexible programs no matter what they're going through financially and what goals they have. We take an unbiased and holistic approach that gives employees the personalized support they need to get through the day-to-day challenges of life."

- Brad Barron, CEO and founder of MSA

About My Secure Advantage
My Secure Advantage, Inc. (MSA) is a national leader in financial wellness programs. MSA provides unbiased, personal finance coaching to thousands of MSA members each month through over 15,000 employer groups, companies and partners. MSA's expertise meets its members' unique needs and challenges by delivering multi-dimensional, scalable solutions. With over one million consultations complete, MSA equips and empowers its members to make sustainable behavior changes so they may achieve long-term financial well-being to improve their quality of life.

About Whil, A Rethink Division
Whil is the only global digital platform on the market that leverages evidence-based and clinically validated approaches to support the Personal Wellbeing, Professional Development, and Parenting & Caregiving needs of employees across all areas of their lives—from work life to home life and everything in between. The platform is available in nine languages and integrates into all of the leading corporate wellness platforms, learning management systems and EAPs.

Spotlight

You're sitting at your desk contemplating a call you just received from the Director of Dept. "A". "We have a problem," you heard from the other end of the phone, "One of our managers is really struggling to get the production out of his team we need. It seems as if no one really wants to work with him. What can we do? We need this fixed now.  Isn't there a training or something we can send him to?"

As you think through the conversation, you let out an audible sigh, "Here we go again."  This seems to be a continual challenge and not just with this department, but a few others. You think to yourself,  "We've sent a few managers to off site management seminars, but for sure we've not seen the substantial, meaningful skill development we really wanted. Clearly something needs to change."

Yes, in fact something really does need to change -- it's time for a reboot! Many of us have experienced being at our computer when it becomes clogged and stalled from all the activity we've done -- to the point it's barely functioning. In some cases, the only way to clear the activity so that it can function properly again is to reboot. That's the way I feel about talent management -- particularly in the area of training and development. We need to clear out the way we've been doing things and come at it fresh.

We all know the scenario shared above is very common for many in our industry (human resources) and for the leadership of our companies. And when I say we really need to reboot, I say that with deep conviction and a bit of frustration. I've been in this industry for many years and have observed the same approach and type of thinking to those kinds of phone calls.  It must stop!

I could go into the reasons why, but for this post I'd like to focus on what needs to change. Please read carefully...

In short, there needs to be a fundamental shift in...
=>  what decision-makers need to know in understanding behavior
=>  how it aligns with business processes and strategies
=>  and how to achieve that alignment to get the desired outcomes


This is a desperately needed leadership / decision-maker competency.  (When I reference decision-maker, I am including anyone who is responsible for making decisions in managing talent and approving the funds to do so.) This competency I consider the ability to adequately diagnose and prescribe the appropriate procedures/tools/resources to effectively and profitably address the concern.

What's unfortunate is most don't know how to and/or have been trained to see learning or "miscellaneous training resources" as the only solution or prescription because that's what they've been exposed to -- that's all they know. It's a huge perpetual bad practice in our industry

The challenge is compounded when leaders outside the human resource department rely on the department to "have the answers".  They see them as the human management experts. In many cases it truly is the blind leading the blind.

"In so many cases a training or "bandaid" is prescribed when surgery is what is truly needed."

This reminds me of one of my favorite quotes from Abraham Maslow, "If you only have a hammer, you'll see everything as a nail." Many human resource departments and desision-makers are only functioning with a hammer, "Let's send them to a training or create a e-learning course."

So much money is wasted because of the inability to adequately diagnose what's happening in our organizations and prescribe appropriate solutions, exacerbated by not embracing effective options. Money is thrown at problems without properly understanding them. This practice is extensively described in Chapter 11 of the book Working With Emotional Intelligence, by Dr. Daniel Goleman.

With all this in mind, here are a few key tips to address this and a video recommendation that further explains them.

1. Determine if there needs to be knowledge gained or behavior changed.
Sometimes learning something new, gaining knowledge about a certain topic is absolutely necessary and a learning seminar, workshop or e-learning module is a good way to achieve that -- or it's a good start.

If on the other hand behavior change is desired, a capability that needs to be gained or skill developed  please know that this will require more time, commitment and both personal and peer attention.

This is best achieved via individual and/or group coaching in conjunction with acquiring relevant knowledge. In our practice, we call this approach coaching roundtables (integrated, experiential training -- learn more hereAchieving desired behavior change must include constructive accountability over a period of time.

2. Check your learning to application ratio in terms of attention and spending.
Do a review or audit of how you/your company have approached learning and development this year. Has there been more time, attention, planning and money applied to the learning piece vs. the application side?

For most companies this truly is an out of balance ratio. I'd say 90/10.  At minimum it should be 50/50. With my clients we look at 40/60 or 30/70 (attention to application should be equal to or more than the learning side). This may vary depending on timing, need, subject or skill.

In diagnosing and prescribing you want to see a progression of progress in your results:
Knowledge => turned into = >Know-how (becoming capable) => turned into a => Skill (something done really well)

Important point: Being capable precedes being skilled. A skill is not necessarily something one knows how to do, it's something one knows how to do well... and that takes time! One can be capable of something without necessarily being skilled at it.

As our industry continues to evolve to meet the new challenges in our 21st economy, we must take a step back, approach our work from a fresh perspective and absolutely stop the perpetual bad practices that have been going on for years in this area. How we work with training and developing our talent must change!

If you just implement the 2 tips above -- that could make a significant difference. Here are some additional resources:

Video - Training & Decision-making - Talent Talk Youtube Channel


Other News
HR STRATEGY

McLean & Company Launches HR Strategy for Industry to Build Leadership Capabilities for Today's Environment

McLean & Company | March 09, 2022

McLean & Company, the trusted partner of HR and leadership professionals globally, has published new research and a strategy to help organizations build and develop personal and organizational leadership capabilities. The integrated leadership capabilities outlined in the recently released research will reduce failure and harness influence to thrive in today's volatile, uncertain, complex, and ambiguous world. To be successful in the current market, leaders need to adopt new frameworks for leadership and decision making. Those that continue to lead in traditional ways will struggle to compete. The 2021 McLean & Company Employee Engagement Survey, with 157 organization contributors, indicates that only 47% of executive leadership teams inspire their employees. Poor leadership is the most significant cause of employee disengagement, and it's clear that a new approach to leadership is required. This new research outlines the root causes of why leaders are failing, which include: Poor decision making – Leaders must make more decisions in a shorter period of time, yet the way leaders make decisions has not evolved. Insufficient adaptability – Leaders must model resilience and course-correct appropriately in today's continuously changing environment. However, transformations and leaders are regularly failing, indicating a lack of appropriate response. Lack of followership – Leaders must engage their followers to stand behind decisions and work together to reach a common goal. Unfortunately, today's approach to leadership no longer resonates with most employees. Mclean & Company's integrated leadership strategy will help leaders understand the core complications in their organization. The framework focuses on three different primary functions of an organization: operating environment complications, technological complications, and behavioral complications. The firm's integrated leadership paradigm will set leaders up for success through five elements: Be Planful Learn to Learn Distribute Leadership Activate Networks Incorporate Influence Media professionals are encouraged to register for McLean & Company's Media Insiders program for more research and insights. This complimentary program provides unrestricted, on-demand access to HR, IT, and software industry content and the ability to speak with subject-matter experts from a group of more than 200 research analysts and thought leaders.

Read More

RECRUITMENT & RETENTION

USO Announces Strategic Relationship with EY to Expand Career Opportunities for the Military Community

EY | February 07, 2022

The United Service Organizations (USO) and Ernst & Young LLP (EY) are joining forces to support professional development within the military community. During a three-year strategic relationship, the USO and EY will create career and mentorship opportunities for service members and their spouses. "The USO and EY share a commitment to helping others become the best versions of themselves. This relationship will allow thousands of our brave troops and their spouses to plan rewarding professional lives that leverage their unique skillsets, EY representatives already sit on six USO advisory boards throughout the United States, and we are looking forward to even more cross-organization engagement in the future." -USO CEO and President J.D. Crouch II. A $1.5M donation and pro bono services from EY will support numerous USO initiatives between Jan. 2022 and Dec. 2024. These include the USO Pathfinder® Transition Program, which connects the military community to employment, education, financial readiness, and mentorship opportunities. It is a crucial resource for the 200,000-plus service members and 650,000-plus military spouses who experience a major life transition each year. The strategic relationship will also strengthen EY's hiring initiatives while raising awareness of the USO's important role in military career development. EY employees will have a chance to meaningfully engage with service members through mentorship, board positions, and storytelling. Each interaction will help bridge the military-civilian divide and give more than thanks to those in uniform. About the USO: The USO strengthens America's military service members by keeping them connected to family, home, and country, throughout their service to the nation. At hundreds of locations worldwide, we are united in our commitment to connect our service members and their families through countless acts of caring, comfort, and support. The USO is a private nonprofit organization, not a government agency. Our programs, services and entertainment tours are made possible by the American people, the support of our corporate partners, and the dedication of our volunteers and staff. To join us in this important mission and learn more about the USO, please visit USO.org or follow us on Facebook, Twitter, and Instagram. About EY: EY exists to build a better working world, helping create long-term value for clients, people and society and build trust in the capital markets. Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform and operate. Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions to find new answers for the complex issues facing our world today. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.

Read More

TALENT MANAGEMENT

Christian Horizons Partners with DailyPay to Ensure Paychecks are Delivered

Christian Horizons | April 04, 2022

Christian Horizons, in service to older adults throughout the Midwest, was proud to partner with DailyPay, a service that provides access to earned pay for associates, while Christian Horizons' payroll vendor abruptly took its system offline to investigate a ransomware attack last December. Through collaborative efforts, Christian Horizons and DailyPay provided paycheck peace of mind to associates of the senior living and older adult services organization throughout the 2021 holiday season. "We're incredibly grateful for this partnership and proud of the collaboration with DailyPay during this unusual situation, It was vital for us to ensure DailyPay was available as a benefit to our associates, especially over the holidays. We took this opportunity to further strengthen vendor partnerships, like ours with DailyPay, to ensure not only that pay continued to be received, but prioritize other business continuity throughout our communities and service lines, We're appreciative of the collaboration with DailyPay as their services helped us mitigate any potential void as our other vendor worked to recover from the event." -Chuck Schmitz, Christian Horizons' chief financial officer. After first learning of their payroll vendor's outage, Christian Horizons' swiftly enabled its business continuity plan which included solutions for alternative employee timekeeping and payroll distribution. Through Christian Horizons' collaboration with DailyPay, associates were able to access to their earned pay during the five weeks it took the payroll vendor to restore normal services. As a faith-based, not-for-profit organization, Christian Horizons is in service to a mission of honoring God by offering a full continuum of care and support services to older adults. Based in St. Louis, Missouri, the organization owns and operates a portfolio of seven life plan campuses and five stand-alone older adult communities offering a mix of independent, assisted and supportive living; memory support; long-term healthcare centers and short-term rehabilitation. The organization also serves older adults through CareLink Home Care and Safe Haven Hospice in central Illinois, and Senior Care Pharmacy Services.

Read More

HR ANALYTICS

Nokia Moves HR Functions to Oracle Fusion Cloud HCM

Nokia | May 17, 2022

Nokia has selected Oracle Fusion Cloud Human Capital Management (HCM) to consolidate and replace its Human Resources systems in the cloud as part of its global digitalization program. Nokia will use a worldwide deployment of Oracle Cloud HCM to manage all HR processes, including recruitment, compensation, and performance management, for the company's global workforce in its 130 countries of operation. In 2021, Nokia launched its 'One Nokia Digital' strategy to support the company's competitiveness by digitalizing its operations. As part of these efforts Nokia will replace its on-premises HR systems with Oracle Cloud HCM. Nokia selected Oracle Cloud HCM for its ability to standardize HR processes on a common data platform, which will enable Nokia to provide a consistent employee experience across teams and more easily manage and scale HR services globally. "Optimizing employee care and experience is a central part of our people strategy. Our aim is to deliver organizational agility, a seamless employee experience, and efficiency gains that support Nokia's competitiveness. We are delighted to partner with Oracle because Oracle Cloud HCM provides a strong foundation to build digital experiences with true user-centricity," - Lisbeth Nielsen, Head of People Experience at Nokia. "By leveraging best-of-breed solutions like Oracle Cloud HCM, we want to bring Nokia to the next level of digital maturity. The implementation will contribute to increased efficiency and productivity and will provide AI and data capabilities that we can take advantage of to develop business performance and agility," - Alan Triggs, Nokia Chief Digital Officer. Oracle Cloud HCM will enable Nokia to connect every process across the employee lifecycle, helping improve decision-making and reduce operational costs. With AI-powered technology such as digital assistants and hundreds of new capabilities added each quarter, Oracle Cloud HCM will also enable Nokia to take advantage of the latest innovations and best practices to operate its business more efficiently and better empower Nokia employees, people managers and HR professionals. "Nokia has a culture of innovation that has enabled it to lead its industry for years, and with Oracle Cloud HCM it now has an integrated platform, powered by the latest emerging technologies, to support its current and future HR needs," - Cormac Watters, EVP Applications EMEA at Oracle. About Oracle Oracle offers integrated suites of applications plus secure, autonomous infrastructure in the Oracle Cloud.

Read More

Spotlight

You're sitting at your desk contemplating a call you just received from the Director of Dept. "A". "We have a problem," you heard from the other end of the phone, "One of our managers is really struggling to get the production out of his team we need. It seems as if no one really wants to work with him. What can we do? We need this fixed now.  Isn't there a training or something we can send him to?"

As you think through the conversation, you let out an audible sigh, "Here we go again."  This seems to be a continual challenge and not just with this department, but a few others. You think to yourself,  "We've sent a few managers to off site management seminars, but for sure we've not seen the substantial, meaningful skill development we really wanted. Clearly something needs to change."

Yes, in fact something really does need to change -- it's time for a reboot! Many of us have experienced being at our computer when it becomes clogged and stalled from all the activity we've done -- to the point it's barely functioning. In some cases, the only way to clear the activity so that it can function properly again is to reboot. That's the way I feel about talent management -- particularly in the area of training and development. We need to clear out the way we've been doing things and come at it fresh.

We all know the scenario shared above is very common for many in our industry (human resources) and for the leadership of our companies. And when I say we really need to reboot, I say that with deep conviction and a bit of frustration. I've been in this industry for many years and have observed the same approach and type of thinking to those kinds of phone calls.  It must stop!

I could go into the reasons why, but for this post I'd like to focus on what needs to change. Please read carefully...

In short, there needs to be a fundamental shift in...
=>  what decision-makers need to know in understanding behavior
=>  how it aligns with business processes and strategies
=>  and how to achieve that alignment to get the desired outcomes


This is a desperately needed leadership / decision-maker competency.  (When I reference decision-maker, I am including anyone who is responsible for making decisions in managing talent and approving the funds to do so.) This competency I consider the ability to adequately diagnose and prescribe the appropriate procedures/tools/resources to effectively and profitably address the concern.

What's unfortunate is most don't know how to and/or have been trained to see learning or "miscellaneous training resources" as the only solution or prescription because that's what they've been exposed to -- that's all they know. It's a huge perpetual bad practice in our industry

The challenge is compounded when leaders outside the human resource department rely on the department to "have the answers".  They see them as the human management experts. In many cases it truly is the blind leading the blind.

"In so many cases a training or "bandaid" is prescribed when surgery is what is truly needed."

This reminds me of one of my favorite quotes from Abraham Maslow, "If you only have a hammer, you'll see everything as a nail." Many human resource departments and desision-makers are only functioning with a hammer, "Let's send them to a training or create a e-learning course."

So much money is wasted because of the inability to adequately diagnose what's happening in our organizations and prescribe appropriate solutions, exacerbated by not embracing effective options. Money is thrown at problems without properly understanding them. This practice is extensively described in Chapter 11 of the book Working With Emotional Intelligence, by Dr. Daniel Goleman.

With all this in mind, here are a few key tips to address this and a video recommendation that further explains them.

1. Determine if there needs to be knowledge gained or behavior changed.
Sometimes learning something new, gaining knowledge about a certain topic is absolutely necessary and a learning seminar, workshop or e-learning module is a good way to achieve that -- or it's a good start.

If on the other hand behavior change is desired, a capability that needs to be gained or skill developed  please know that this will require more time, commitment and both personal and peer attention.

This is best achieved via individual and/or group coaching in conjunction with acquiring relevant knowledge. In our practice, we call this approach coaching roundtables (integrated, experiential training -- learn more hereAchieving desired behavior change must include constructive accountability over a period of time.

2. Check your learning to application ratio in terms of attention and spending.
Do a review or audit of how you/your company have approached learning and development this year. Has there been more time, attention, planning and money applied to the learning piece vs. the application side?

For most companies this truly is an out of balance ratio. I'd say 90/10.  At minimum it should be 50/50. With my clients we look at 40/60 or 30/70 (attention to application should be equal to or more than the learning side). This may vary depending on timing, need, subject or skill.

In diagnosing and prescribing you want to see a progression of progress in your results:
Knowledge => turned into = >Know-how (becoming capable) => turned into a => Skill (something done really well)

Important point: Being capable precedes being skilled. A skill is not necessarily something one knows how to do, it's something one knows how to do well... and that takes time! One can be capable of something without necessarily being skilled at it.

As our industry continues to evolve to meet the new challenges in our 21st economy, we must take a step back, approach our work from a fresh perspective and absolutely stop the perpetual bad practices that have been going on for years in this area. How we work with training and developing our talent must change!

If you just implement the 2 tips above -- that could make a significant difference. Here are some additional resources:

Video - Training & Decision-making - Talent Talk Youtube Channel

Resources