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13INNOVATIONS 2 SOLUTIONS
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2 | 2013 Workplace Trends Report
It is with great pleasure that I share Sodexos 2013 Workplace Trends Report. This
years report takes a comprehensive look at what is driving efficiency, development
and satisaction in the workplace, and offers a unique perspective on what is
essential to organizations to help them be productive and grow.
We asked top practitioners in human capital solutions, inormation technologyacilities management, real estate and hospitality what issues are being considered
at the C-Suite level that are key drivers o success and essential to individual and
organizational perormance. The result: an overarching theme that people centric
approaches are yielding positive outcomes and driving value beyond traditional
brick and mortar strategies. And, not surprisingly, this approach and the trends
that have emerged transcend industry, location and size.
Common threads ound in each trend illustrate clearly how companies can no longer discount the impact the built
environment has on perormance and effectiveness. In line with this shifing perspective, acilities management
is increasingly seen less as a tactical unction, and more o a strategic management discipline that can produce
significant value or an organization by enabling workers to be more engaged and productive. We certainly see this
at Sodexo; we are having these conversations in our C-Suite, and we know that other orward-thinking organizations
are also embracing this new way o thinking.
Technological advances, coupled with globalization, continue to play a significant role in todays ever-evolving
workplace, shifing the landscape toward a true virtual work environment. Collaboration is king and inormation is
available on-demand, allowing almost everyone access and connectivity whether at work, home, or play.
We have also learned that the expectations o the most recent generations entering the workorce are more and
more pronounced in this years trends. How this generation expects to be recruited, recognized and retained is
reflected in many o the trends: social media has become the primary method o sourcing talent, establishing buy-
in and endorsing ownership is a key component o recognition, and alignment o values, mentoring programs, as
well as a culture o inclusion, have all become driving orces in employee satisaction. All have a significant impact
on the holistic well-being o todays workorce.
And finally, with continuing pressure on companies to be lean and efficient, these trends are not only a direct
reflection o todays new economic reality, but they reflect a global influence that tells us that the only thing
constant is change. The workplace as we know it never ceases to evolve, and will continue to do so through 2013
and beyond.
2013 WORKPLACE TRENDS
ForewordMichael Norris, COO & Market President, Sodexo
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Sodexos experts in human capital solutions used an integrated methodology to monitor trends that affect the
quality o daily lie o their consumers in the workplace. This approach included traditional quantitative measures
observations and interviews rom over 1,000 client sites, as well as a robust bibliographic review o academic and
trade journals within Human Resources, Inormation Technology, Facilities, Real Estate and Hospitality. In addition
Sodexo collected interviews and reports rom panel discussions at Society o Human Resource Management (SHRM)
American Psychological Association, International Facilities Management Association (IFMA) and CoreNet.
We have also incorporated an analysis o social media to understand context o less-structured data, such as
discussion boards and ad-hoc surveys within LinkedIn and Twitter. The 2013 Workplace Trends Report represents
a sample size in excess o 800 end users.
Our research demonstrates the employees desire to be aligned with their employer. The impact: Organizations
must tangibly demonstrate a holistic level o empathy and commitment to their employees at both a personal
and proessional level. As one would expect, health and wellness, inspirational workspace design, flexible work
arrangements, inclusion and the overall experience at work round out trends or engaging and retaining the
workorce o 2013. Most importantly, we must underscore that these trends are outcome-driven. Each o the top
12 trends is quantifiable and has been shown to drive business outcomes.
Research Methods &
Summary of FindingsRachel S. Permuth PhD, MSPH, Sr. Director, Workplace Research, SodexoKevin Rettle, FMP, Director of FM/CRE Market Research & Insights, Sodexo
Rebecca Scott, MPH, Research Fellow, Sodexo
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2013 WORKPLACE TRENDS
TOP 12 TRENDS AT A GLANCE
1. The Built Environments Crucial Role in Organization Perormance
2. Superstar Recruitment - The Power o Community
3. Inspiring A Connection To People, Community, & Brand through CSR
4. The Contemporary View o Inclusion & Its Effect on Psychological Health
5. 21St Century Mentoring
6. Thriving in The Cloud
7. Ushering in The New Era o Recognition
8. Facilities Management: A Strategy, Not A Tactic
9. Data Reporting OUT; Predictive Modeling IN
10. International Design & Construction; A Shifing Paradigm
11. The Changing OfficeLiterally
12. Integration as THE Solution
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1. THE BUILT ENVIRONMENTS
CRUCIAL ROLE IN ORGANIZATION
PERFORMANCE
Employers increasingly recognize theimportance o the built environmentin promoting better health, qualityo lie, and work-related engagementamong their employees. Sodexointerviewed two leaders in the fieldabout the impact that environmentalactors can have on employee healthand engagement, and the rolethese outcomes play in supportingorganizational perormance.LuAnn Heinen, VP at NationalBusiness Group on Health, sharedher insight about the impact thatenvironmental actors can have onemployees health. Richard Kadzis,VP o Strategic Communications atCoreNet, discussed the role o thebuilt environment in promoting orhindering employee engagement.
Both o our subject matter expertsconcluded that environmentalchanges can strongly supportemployers efforts to improveemployees health behaviors.Specifically, tactics that enhancethe physical environment o theworkplace, ensure its saety, andprovide a wide range o programsthat help employees manage work/lie balance issues have a positiveimpact on employee health andengagement. These outcomesbring about improved employeeperormance and effectiveness,which ultimately translates intolong-term organizational success.
2. SUPERSTAR RECRUITMENT - THE
POWER OF COMMUNITY
One o the key trends influencingmany aspects o the workplace but especially HR is the increaseduse o social media, especiallyas it relates to recruitment and
employment branding. The waywe communicate with candidates
today is vastly different thanit was even just a short fiveyears ago. Today, social mediaand mobile communicationsdominate over traditional e-mailcampaigns. In act, a recent studyreleased by Jobvite ound that92 percent o U.S. companiesused social media networks in2012 as part o their recruitmentefforts. Additionally, 7 out o 10employers have successully hireda candidate through social media up rom 58 percent in 2010.
As an early innovator with socialnetworking, Sodexos TalentAcquisition team has continuedto innovate and expand our reachthrough new technologies to meetour talent needs now and intothe uture. We use these tools toenhance our ability to engagetalent in new and interestingways, while building an online,interactive talent community andmeaningul communication withcandidates. Our social media toolsmake it possible or us to continuecommunicating over time with thispool o talent, easily articulating ouremployment brand while keepingthem abreast o new companyinitiatives and opportunities.
3. INSPIRING A CONNECTION TO
PEOPLE, COMMUNITY, AND BRAND
THROUGH CSR
To succeed in todays marketplace,companies must have the rightpeople on board and know howto inspire their best perormance.
Yet, the most talented candidatestoday are ofen seeking more thana paycheck. They are looking or avalues match. Companies are findingthat they can attract, motivateand retain top talent by creating
meaningul work environments withtheir sustainability and Corporate
Social Responsibility (CSR) strategy.
CSR initiatives represent thepassion and commitment o peoplewho choose to live their valuesthrough their work. Sodexo hasembraced initiatives to protectthe environment, promote healthand wellbeing, and support thedevelopment o communitieswhere we do business. Thesestrategies have proven to bebeneficial to the organization a2011 study o Sodexo managersound that positive perceptionso Sodexos corporate citizenshipwere significantly related to jobsatisaction, motivation, and intentto remain with the organization.
CSR can also be an important actorin attracting and retaining memberso tomorrows workorce. One studyo new college hires ound that 86%o them would consider leaving anemployer whose social responsibilityvalues ell short o theirexpectations. But the values matchis not just important to the newestgeneration o workers. As valueshave evolved over time, we see theconnection with sustainability andCSR as a potential motivating actoror each o the our generationsthat make up todays workorce.
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4. THE CONTEMPORARY VIEW OF
INCLUSION AND ITS EFFECT ON
PSYCHOLOGICAL HEALTH
Even in todays challengingeconomic times and volatilebusiness world, there are elementsin the workplace that are just as,or more important to employeesthan adequate pay and benefits.Recent research supports the ideathat creating a psychologically saeand healthy workplace is absolutelyessential or companies aimingto bring about better outcomesor their employees and improve
organizational perormance.
A key component o apsychologically healthy workplaceis having an atmosphere odiversity and inclusion. However,both diversity and inclusionhave expanded definitions andmeaning in this day and age. Adiverse and inclusive environmentis one that encourages differentviewpoints among employeeswith various backgrounds,opinions, and even workstyles.
The notion o workplace bullyingin the workplace is the antithesiso a healthy environment andis the diametric opposite oinclusion. The Workplace BullyingInstitute defines this conceptas repeated, health-harmingmistreatment [] that takes one
or more o the ollowing orms:verbal abuse, offensive conduct/
behaviors (including nonverbal)which are threatening, humiliating,or intimidating, and/or workintererence sabotage whichprevents work rom getting done.
This issue is one o the mostexplosive trends that has gainedmomentum in the past decadeand has been linked to severalmeasures o employee ill healthand absenteeism. As this issueis brought to the oreront o HR,we will see more people speak out
about the bullying issue, how it isrelated to the mental health o theworkplace, and how it can trulyhurt a companys bottom line.
5. 21STCENTURY MENTORING
A November 2011 Accenture SkillGaps Study ound that 55 percent oworkers in the U.S. reported they areunder pressure to develop additionalskills to be successul in their currentand uture jobs, but only 21 percentsaid they have acquired new skills
through company-provided ormaltraining during the past five years.
One way companies are addressingthis skills gap is with a new ormo mentoring that is emerging.Modern mentoring uses technologyto create knowledge sharingconnections among colleagues atall levels, in all areas, and at all
locations within a company. Todaysdefinition o mentoring allows
or a richer experience and moreutility than mentoring o the past,and it looks vastly different thanmentoring o even 10 years ago.
Virtual relationships and multi-participant engagements ormthe basis or modern mentoring,which incorporates a moreinclusive mindset about whoshould participate, a broaderscope or making meaningullearning connections, and anopen flow o knowledge among
participants. No longer just aboutone-to-one relationships betweensenior leaders and potentialsuccessors, todays mentoring isocused on removing the barriersbetween people and engagingthem in rich learning and teachingopportunities in a broad, networkedmanner so that knowledge canflow to the point o need.
Todays definition of mentoringallows for a richer experienceand more utility thanmentoring of the past
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6. THRIVING IN THE CLOUD
The cloud is like a virtual public
utility or computing power, enablingus to use sofware virtually toshare ideas, collaborate, and buildknowledge. The industry is lessthan a decade old, but more thaneight in 10 companies currentlyuse some orm o cloud solution,and more than hal plan to increasecloud investments by 10 percent ormore this year. The research firmInternational Data Corporation (IDC)calls cloud computing the oundationor the technology industrys next20 years o growth, saying, it is
nothing less than the completetransormation o the industrys coreoffering and business models.
The significance o the trendtoward cloud computing is that itmoves communications rom thedesktop to a virtual environment,making everything available onan on-demand basis. Need extrastorage capacity? It is there on thecloud on demand. Need access tosophisticated sofware programs ora one and done project? You can rentaccess on the cloud rather thanhaving to buy expensive programsthat you many never use again.Need to collaborate with colleagueson a project? Cloud services areavailable.
The cloud makes access toinormation available rom anywhereat anytime, so that workers are
no longer hostage to desktops ornetworked devices. The cloud truly
is transorming industries, and willhave a proound and positive impacton the way we live, shop, interact,and work in the near uture.
7. USHERING IN THE NEW ERA OF
RECOGNITION
Its no secret that achieving buy-in and ownership are essential tothe success o any incentive andrecognition program. Both can beseen as measures o commitmentthat will ultimately determine thededication o necessary resourcesrom management, as well asthe acceptance and enthusiasticparticipation o the workorce.
Buy-in and ownership can beachieved through a strategy oplanned involvement. This strategyis based on the knowledge that themore people eel included in theormative stages o your incentiveand reward program, the higherthe degree o their involvementand the more likely they are tosupport the final program.
Think o buy-in and ownership as acontinuum in which the immediategoal is to establish buy-in thougha strategy o involvement. Oncebuy-in has been achieved, chooseappropriate ways to strengthenthat support through ongoingcommunications, reviews, peer-to-peer dialogue, and status meetings.And always remember thatownership is most easily achievedwhen people eel they have taken anactive part in the process and believe
that the outcome reflects at leastsome o their own ideas and efforts.
8. FACILITIES MANAGEMENT: A
STRATEGY, NOT A TACTIC
There have been many assertions,over many years, that acilitiesmanagement (FM) should be
more strategic. Recent researchprovides evidence that FM can
have a strategic impact, andshould play a strategic role inthe enterprise, but whether it willachieve that level o influencein any particular organizationdepends entirely on the actionstaken by senior FM executives.
A survey o almost 400 proessionalsacross six continents was conductedin order to review the currentstate o the practice o FM. Theresearch ocused specifically onhow FM is currently organized,governed, and measured, aswell as on how FM proessionalsinteract with their peers in otherinrastructure disciplines. Ourinsights were enriched by directconversations with a selectiono senior FM and corporate realestate (CRE) executives, as wellas with thought leaders romacademia and internationalproessional associations.
To be effective, FM leaders mustchange their behaviors, and indeedtheir very identity. FM is not aboutmanaging acilities per se; rather, itis about enabling the workorce tobe productive and engaged, and toproduce value or the organization.In our view, and in the view oleading FM executives, the workplaceis nothing more (or less) than a toolor supporting work, or shaping theexperiences o the workorce, and orproducing competitive advantage.
9. DATA REPORTING OUT;
PREDICTIVE MODELING IN
Organizations are complex systemsthat operate using connected setso physical, financial, and socialstructures. Policies, procedures,and programs in each aspect oa business can affect behaviorsand outcomes in other areas andhave specific impact on humancapital job perormance.
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Until recently, companies seekingto manage human capital risk
have ocused on silos o data andattempted to develop interventionssolely rom analyzing dataindependently within these silos.Given that interventions developedin this manner have not producedthe desired cost savings, manyinnovative organizations haveturned to a Big Picture approachin an attempt to understand theinterrelatedness between thesilos and the business policiesthat ultimately determinehuman capital perormance.
A Big Picture approach to humancapital risk management ocuseson strategic connections amongcritical data elements that comprisean organizations human capitalmanagement efforts, with specificocus on those connections thatinfluence job perormance. Thisapproach provides decision makerswith actionable inormation thatthey can use to integrate humancapital management activities andoptimize their overarching human
capital management strategy.Only through this Big Pictureintegration approach can a broadarray o seemingly disparate humancapital data elements interconnectin a meaningul, actionablemanner resulting in true humancapital management changes andimproved business perormance.
10. INTERNATIONAL DESIGN AND
CONSTRUCTION; A SHIFTING
PARADIGM
The downturn in the United Stateseconomy that began in early 2008has had serious repercussions orthe design proessions. However,globalization strategies crafedduring the recession were thesaving grace or some firms,and still provide opportunitiesor those that are interestedin testing the waters abroad.Overall, approximately 13% o U.S.architecture firms reported overseas
work between 2009 and 2011.
O firms that have not had anyinternational projects in the lastthree years, approximately one-quarter are interested in overseaswork. Global opportunitiesare driving more interest ininternational work, as only 18%o firms were actively pursuingor considering pursuit ointernational projects in 2008.
International projects will require
more due diligence and research.Understanding the local culture isthe actor that the largest share ofirms takes into account when theyare preparing to enter a oreignbusiness market. Many firms alsotake into account relationshipdynamics, such as having clients,riends, and colleagues in the marketas well as the ability to work with
local consultants, architects, andengineers. Regulatory actors are
also important to take into account,including understanding the localmonetary system, tax regulations,and revenue repatriation.
11. THE CHANGING OFFICE
LITERALLY
In 2013, there will be a newawareness o office design, onethat emphasizes how offices mustadapt to fit the way people workinstead o the other way around.Companies see todays offices as
customized tools or working andliving better. While those designs areas varied as their inhabitants, somecommon characteristics stand out.
Todays offices are brighter, withartificial light taking a backseatto daylight that fills the space, anemphasis that affects the design oeverything rom floor plans to the
Overall, approximately 13%of U.S. architecture firmsreported overseas workbetween 2009 and 2011.
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buildings aade. Technology andthe means to accommodate it areso pervasive that a workstation isanywhere networks can be accessedwirelessly. Workspaces are more
versatile to suit not only the workperormed but also the personalpreerences o the individual doingit. Because companies are lookingor ways to engage their employeesand create a sense o community,common spaces get the lions shareo money and attention, with morereal estate devoted to these areasthan ever beore; administrativeand filing spaces are the losers inthis exchange. Individual officesarent disappearing, but theyare shrinking in size, sometimes
even in number. And in an erawhen no sharp line can be drawnbetween home and work, officesare borrowing traits rom housesto offer more amenities and toreflect the same destinations oundin any residence: kitchen, pantry,living room, and amily room.
Meanwhile, sustainability an officeeature once considered special has become standard. Whether orreasons o economics, environmentalconsciousness or both, the must-have lists o clients, even thosewith no interest in green building,routinely include recycled products(including buildings), locally
sourced and sustainable materials,energy-efficient HVAC systems,and better indoor air quality. Theresult is a pronounced shif towardoffices designed to attract and
retain top talent while emphasizingproductivity over cost savings andcomort over square ootage.
12. INTEGRATION AS THE SOLUTION
As organizations grapple withboardroom issues such as talentcliffs, financial uncertainty, imagevalue, and the ability to makequick and decisive moves in theirown markets, it is the CRE&FMexecutives responsibility to identiyand deliver solutions that deliver real
organizational value, aligned withthese issues. Enter integration 2.0.
Integrated solutions work bestwhen complex problems have beenclearly defined. Today, the complexproblems we reer to involve theability to meet unique human centricneeds. The needs o todays workinggeneration are more complex anddynamic than ever, and creatingefficient, effective, and flexible workenvironments that take into accounttotal well-being has become critical.
Progressive organizations arebeginning to understand andsolve or human needs when
designing workplace servicesand solutions by redefiningintegration to mean having theskills and resources to expand itscapabilities on our specific ronts:
1. Viewing individuals andorganizations holisticallyand dynamically.
2. Translating these needs tocreate new and more effectiveoperational/business models.
3. Designing strategic Lie/WorkEcosystems (interventions) thatsynergize insight and solutionsrom multiple unctional areaswithin the organization.
4. Evaluating the impact o theseecosystems on improvedservice effectiveness, peopleeffectiveness and well-being.
At the intersection o each othese expanded capabilities is themoment where integration becomesTHE solution human needsare met resulting in heightenedorganizational perormance, top-line revenue generation, bottomline profitability, and increasedimage value or the organization.
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Employers increasingly recognize the importance o the built environment in promoting better health, quality o
lie and work-related engagement among their employees. Sodexo interviewed two leaders in the field about the
impact that environmental actors can have on employee health and engagement, and the role these outcomes
play in supporting organizational perormance. The ollowing excerpts rom interviews with subject matter expertsLuAnn Heinen and Richard Kadzis provide an overview o the work environment as it relates to employee health
and engagement.
The Built Environment and Employee Health1,2
Q: How do environmental actors impact individual health status, and how can employers effectively leverage
these actors to improve their employees health?
LuAnn: According to the Centers or Disease Control and Prevention (CDC), 20% o an
individuals health status is the result o the environment. I an individual who is trying
to lose weight only has access to high-at, high-calorie oods, his effort will be thwartedHowever, i he has access to nutritious oods and opportunities or physical activity
success is much more likely.
In the workplace, even small changes to the work environment can improve employees
diet, increase physical activity levels and decrease tobacco use without negative effects
Combined with work-site health promotion programs, environmental changes can
improve the overall health o employees, including their weight and BMI. Because o this
and according to the ecological model o health, health promotion interventions need to
target both individual behavior and the surrounding environment.
One example o an intervention that successully targeted environmental actors in the workplace is the NIH-unded obesity prevention trial conducted at the Dow Chemical Company. At worksites receiving the intervention
environmental prompts and point-o-choice messages were strategically placed in ront o stairwells, vending
machines and in caeterias, to encourage employees to make healthy ood choices and be physically active
Employees at sites where environmental changes were added to existing wellness programs maintained their weight
and BMI over the course o two years. On the other hand, employees at sites without environmental alterations
gained an average o 2.1 pounds and 0.3 BMI points.3
The Built Environments Crucial Rolein Organizational Performance
Sodexos interview of LuAnn Heinen, VP at National Business Group on Health
& Richard Kadzis, VP of Strategic Communications, CoreNet
LuAnn Heinen
VP at National BusinessGroup on Health
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Q: Why are employees more sedentary in todays workplace, and how can organizations create a work
environment that promotes physical activity?
LuAnn: Office automation including printers, elevators, telephones and e-mail improves productivity but
significantly reduces employee physical activity. This is especially true or office-based employees who are sedentary
or up to eight hours or more a day. Employers can create a work environment that supports physical activity in
a variety o ways. According to a 2010 quick survey o Business Group members, 71%-73% o respondents offer
employees an on-site fitness center or walking trails. Twenty-three percent use stairwell signs and prompts. A
smaller percentage o employers design parking lots and offices to encourage additional movement throughout
the day.4
Q: Is there evidence to support the effectiveness o strategies that promote workplace physical activity?
LuAnn: Research on environmental strategies used to promote workplace physical activity ocuses on three different
categories: stairwell signs and prompts, access to places or exercise and flexible work time. In a systematic review
o 11 studies, point-o-decision prompts increased stairwell use by a median o 2.4 percentage points. Though the
increased use appears small, it actually represents a 50% relative increase in stair use. 5Small incentives offered
in the stairwell, such as ruit, along with stairwell enhancements including paint, carpeting, artwork and music,
increased stair use even more. However, most studies evaluated short-term behavior change; limited evidence
supports long-term behavior change.
Limited research also demonstrates the beneficial effects o walking paths and fitness centers. In two studiesindividuals with access to fitness centers were 1.8 times more likely to participate in leisure-time activity and 1.3
times more likely to meet national physical activity recommendations. Additionally, employees with access to sae
places to walk near work were nearly twice as likely to engage in physical activity during work breaks. 6
In addition to environmental modifications, corporate policies that provide flexible work time or physical activity
were associated with increased employee activity levels in several studies. Flexible work schedules allow individuals
to come in early, work late or take an extended lunch in order to exercise during the day. In 2010, 62% o the
Business Groups Best Employers for Healthy Lifestyles platinum winners offered flexible work time or physica
activity.
Q: How can the built environment negatively influence employees health status, and what can organizationsdo to control these threats?
LuAnn: In 2010, the direct costs o occupational injuries and saety incidents or U.S. companies were more than
$53 billion, in addition to the indirect costs o absenteeism, the hiring o temporary staff and diminished custome
service.7By promoting a healthy and sae working environment, employees will have ewer injuries and employers
will experience reduced costs and improved productivity.
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Engagement also plays a role in keeping workers sae. Research indicates that the most engaged employees have
nearly hal as many saety incidents compared to the least engaged employees.8In addition, the average cost o
a saety incident or an engaged employee was $63, compared to an average o $392 or a disengaged employee.9
The keys to maintaining a sae environment are managerial support and organizational commitment. Companies
that promote saety are more likely to have higher rates o employee adoption o sae work practices as well as
lower rates o workplace injury. Saer workers are also more likely to be satisfied with their jobs.
The Built Environment and Employee Engagement
Q: We hear a lot about the costs o occupational injuries and saety incidents, and
the importance o flexible work schedules that permit employees to engage in
physical activity. With these actors in mind, why do companies still need a physica
workspace why not have all employees work virtually?
Richard:There is a synergy between the built environment and the people who reside
in it, whether its physical or virtual space. One o the many predictions made within
CoreNet Globals Corporate Real Estate 2020 research is that virtual work will not trump
the physical workplace. While there are proportionately more knowledge workers doing
their jobs rom home, or rom a third place beyond the office or home, theres still an
overriding need or people to connect in person.
Connecting isnt just about collaborating on projects or goals and objectives, which is a
critical aspect o contemporary workplace design. Its also about the need or people to touch base again with the
company culture and to see or be with their co-workers and, o course, their managers.
Still, its becoming a proven act that companies should address people, technology and place in that sequence; so
that technology is clearly understood as a way to empower peoples work and that place is a resource or people
to engage with their companies, bosses and co-workers. Place enables work, as does technology, but its no longe
just about bricks and mortar.
A big realization is that buildings or offices arent so much assets or transaction or arbitrage as they are resources
to enable work and engage employees. Interrelationships among stakeholders are keys to understanding thecorrelation between the environment and person, and their subsequent impact on business outcomes.
Q: Can you tell us more about employee engagement and its impact on organizational outcomes?
Richard: Data shows that 70 percent o employees are not ully engaged with their jobs. Employers cant influence
or control actors in their peoples personal lives, or the corresponding outlooks and behaviors that result in lower
perormance levels. But orward-acing companies that understand the importance o meaningul employee
engagement are good at connecting their people to the big picture.
Richard Kadzis
VP o Strategic
Communications, CoreNet
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In his book, The Connected Company, Dave Gray argues effectively or collaborative leadership and management
models that engage all stakeholders and give employees a voice in the process o change. Gray also outlines the
critical nature o instilling purpose and meaning in the employees work experience. 10
In other words, the more an employee can grasp how he or she fits into the mission and business plan o the
company, and how that individuals contributions impact business outcomes or even the bottom line then
employees eel much more connected. Its one o the hallmarks or attaining higher employee engagement levels,
and it starts with collaborative leadership styles that allow or bottom-up influence on the uture direction o
a company, whether its a workplace transormation, a new product launch, a post-merger consolidation, an
integrated sustainability strategy, or something else.
Q: In addition to collaborative leadership styles, what strategies can companies implement to adopt a more
holistic approach to employee engagement?
Richard:In 2013, we have the ability to transorm key practices and resulting measures that have tended to shape
the perception o corporate real estate (CRE) as a cost center or cost-cutting mechanism. This revolves around the
growing number o companies that are adopting people-centric approaches driven by employee engagement
workplace well-being and employee wellness. We can evolve away rom 2D metrics like cost per square oot or
revenue per person to 3D metrics like value created per square oot, or even quality o lie per square oot. 11
As mentioned, a major step in that direction happened in 2012, with the finding that the work-lie supports
enabling this model are no longer just a CRE strategy, they have become a business model. Were beginning to seea transormation in the way CRE is viewed inside orward-acing organizations, where its being integrated with
Human Resources, Inormation Technology and other key support unctions at a strategic level to become a Supe
Nucleus. Two global ast moving consumer goods companies and an American multinational sofware company
are among the companies taking this approach.
One o CoreNet Globals 10-year strategic objectives is to create a network outside o CRE or our members to
connect more closely with those critical internal partners, and the Super Nucleus concept provides a channel or
that. In doing so, we can start to work to change rom an activity-based model or mobility to a people-ocused
model or engagement and higher productivity. The metrics we use to track perormance need to become more
empirical and evidence-based, so we can ultimately improve the quality o work environments and work experiences
while addressing people, technology and place in that sequence.
ConclusionEnvironmental changes can strongly support employers efforts to improve employees health behaviors
Specifically, tactics that enhance the physical environment o the workplace, ensure its saety and provide a wide
range o programs that help employees manage work/lie balance issues have a positive impact on employee
health and engagement. These outcomes bring about improved employee perormance and effectiveness, which
ultimately translates into long-term organizational success.
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One o the key trends influencing many aspects o the workplace but especially HR is
the increased use o social media, especially as it relates to recruitment and employment
branding. The way we communicate with candidates today is vastly different than it
was even just a short five years ago. Today, social media and mobile communicationsdominate over traditional e-mail campaigns. In act, a recent study released by Jobvite
ound that 92 percent o U.S. companies used social media networks in 2012 as part o
their recruitment efforts. Additionally, 7 out o 10 employers have successully hired a
candidate through social media up rom 58 percent in 2010.
Another staggering statistic describes the growth o mobile data. In 2009, an estimated
100 million Smartphones were in use. This number is projected to be close to 1 billion
in 2013. And, mobile Web usage is projected to increase 17 old by 2016 with more
people accessing the Web using a mobile device than a desktop computer by the end o
this year.
At Sodexo, our Talent Acquisition team has worked hard to harness the power o social media and leverage it with
mobile access, says Arie Ball, Vice President, Sourcing and Talent Acquisition. We were an early innovator with
social recruiting and now were finding ways to innovate and expand our reach through new technologies to meet
our talent needs now and into the uture.
In March o this year, the company launched the Sodexo Careers and Job Search mobile app that ties all o the
companys social recruiting efforts together in one simple on-the-go platorm where candidates can engage with
recruiters on all o Sodexos social networks and search and apply or jobs straight rom their Smartphone.
The Social Connection
Social media is used as more than a one-way conversation with companies simply pushing ino out to applicantsBy using social media, applicants can see multiple sides o a company and get a true picture o their potential
employer. In the Career Builder 2012 Workorce Planning and Talent Acquisition Survey, data shows that job
candidates actively look or inormation about companies when job hunting. In act, 70 percent o job seekers
reported using Glassdoor, Yelp or another ratings site to learn more about an employer beore applying to a job
This data alls in line with consumer research that shows potential buyers will use 10.7 sources beore making a
purchase.
Superstar Recruitment:The Power of Community
Trish Freshwater, Senior Communications Manager, Sourcing & Talent Acquisition, Sodexo
Trish Freshwater
Senior CommunicationsManager, Sourcing & Talent
Acquisition, Sodexo
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Social media has allowed us to develop deeper relationships with our talent
community, explains Ball. Rather than rely on job boards, phone calls and
e-mails, we can reach out to candidates on the platorms they preer to use
and provide them with inormation about our company, our culture and wha
its like to work or Sodexo. Its also a abulous way to reach passive candidates
and expand our talent pool, as were able to engage with them in meaningul
ways, easily articulating our employment brand and keeping them abreast o
new company initiatives and opportunities.
Early social recruiting was ocused on LinkedIn. Now, however, all socia
networks are air game in the recruiting arena with approximately two-thirds
o HR departments searching Facebook or top talent and more than hal using Twitter. Still, LinkedIn remains
strong with 93 percent o HR/recruiting proessionals using this site up rom 78 percent in 2010. Not surprisingly
o the social media hires, 89 percent come rom LinkedIn, 25 percent rom Facebook and 15 percent rom Twitter.
But, based on the June 2012 Jobvite Social Recruitment Survey, social recruiting not only expands a companys
reach or top talent, it also impacts the quality o hire and employee reerrals. O the more than 1,000 HR and
recruitment proessionals who participated in the study, 43 percent o recruiters who use social recruiting saw an
increase in candidate quality and 31 percent cited a sustained increase in employee reerrals. Given that industry
data shows that people have an average o 150 social network contacts, Sodexo North Americas 125,000 employees
offer a potential social reach o nearly 18.8 million second-degree connections.
Mobile AccessThe rapid growth o mobile technologies and the way society is embracing
this access offered by 24/7, anywhere, anytime technology is o particular
interest to recruiters. Through developing technologies, candidates are
approaching their job searches in new ways, as they use mobile devices to
research and interact with companies, and search or and apply or jobs all
on the go.
Our mobile initiative aims to help us meet the companys ambitious growth
goals by expanding our reach and engagement with candidates both internal
and external by providing on-the-go access to all o our online propertieswhere they can interact with recruiters on the social network o their choice,
said Ball. Whats even better is that they can search and apply or jobs directly rom their mobile device regardless
o immediate access to a desktop computer. And, our employees can make reerrals directly rom the mobile app
anytime, anywhere.
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More interestingly, research shows that minority groups are using mobile technology at higher rates, creating
an opportunity to support Sodexos efforts to build a diverse and inclusive workorce. According to the Pew
Internet Research and Nielson Company, nearly hal o all minorities embrace mobile technology and make it their
primary method o accessing social media and other Internet sites. Thereore, with the anticipated rapid growth
o Smartphone use, the marriage o Sodexos social media and mobile recruitment strategy seems a natural fit to
attract top diverse talent and engage top internal employees with a tool to help them advance their career anytime
anywhere.
By the NumbersWith active representation on nearly all o the popular social networks, Sodexos Talent Acquisition team has seen
tremendous growth in their outreach efforts. Here are just a ew examples:
The Sodexo Careers Facebook fan page has over 8,700 fans (2,340 new fans in 2012 to date) and averages
more than 250,000 impressions per month.
The Sodexo Careers LinkedIn group grew by more than 2,650 members to 8,725 in 2012.
@SodexoCareers has approximately 9,000 Twitter followers. The proles TweetReach averages 360,000
impressions or 50 tweets a notably small part o the overall reach o Sodexo recruiters and recruiting
leadership active on Twitter.
The SodexoCareers blog receives about 3,600 visitors and 6,500 page views per month. More than 8,900
additional readers receive the blog via e-mail subscription; more than 270,000 receive a synopsis o the posts
in our monthly blog update. In 2012 to date, the blog update has directly generated 800 applications.
The relatively new Sodexo Careers Pinterest page has 22 boards, more than 580 pins and new pins daily. Since March 2012, the Sodexo Jobs mobile app has seen 8,500+ downloads and resulted in 36 total hires (20
internal). Additionally, more than 3,400 candidate applications were submitted via mobile.
Mobile has led to more than 1,400 new Sodexo Talent Community members
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A social media utilization survey distributed to all FY2010 new hires revealed that:
During their job search and interview process, internal and external hires utilized one or more SodexoCareers
Talent Community properties at virtually the same rate (46-47%).
The careers blog was the most frequently used property, read by 32% of internal hires and 17% of externa
hires (25% o total).
Facebook was the next most popular for both internal (12%) and external (11%).
The Career Connections eNewsletter was the third most popular for both groups but utilized a bit more by
externals (11%) than internals (7%).
Although Sodexo was an early innovator with
social networking, we have continued to innovate
and expand our reach and enhance our ability to
engage talent in new and interesting ways, says
Ball. Clearly, our results map directly to our overall
objective: to leverage social media to build an
ARIE BALLVice President Sourcing & Talent Acquisition, Sodexo
online, interactive talent community to help meet
Sodexos need or talent, now and into the uture.
Through our social media and mobile initiatives,
we have vastly expanded our outreach to the
various pools o talent and engaged that talent in
a more meaningul way.
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The ability to attract and retain the right talent can make or break companies. To succeed
in todays marketplace, companies must have the right people on board and know how
to inspire their best perormance. Yet, the most talented candidates today are ofen
seeking more than a paycheck. They are looking or a values match. Companies arefinding that they can attract, motivate and retain top talent by creating meaningul work
environments with their sustainability and Corporate Social Responsibility strategy.
The International Organization or Standardization defines Corporate Socia
Responsibility (CSR) as a balanced approach or organizations to address economic
social and environmental issues in a way that aims to benefit people, communities and
society.1 Businesses that have incorporated a CSR strategy may choose to address
any number o issues, typically including human rights, workplace saety, local and
international community involvement, social development, air business practices, and
increasingly, employee health and wellness.
Sodexo has embraced CSR initiatives to protect the environment, promote health and
well-being, and support the development o communities where we do business. We also
have a strong track record working to address the root causes o poverty worldwide and
have taken action to stop hunger and set the standard or ethical business conduct. At
Sodexo, we believe that good corporate citizenship is integral to achieving our business
goals. More importantly, our CSR initiatives represent the passion and commitment o
our people who choose to live their values through their work.
Recent studies have shown that social responsibility is a particularly important acto
in attracting and retaining members o tomorrows workorce. In just one example, a
PricewaterhouseCoopers study o new college hires conducted in 2009 revealed that86% o them would consider leaving an employer whose social responsibility values el
short o their expectations2. In a 2012 report on What Workers Want, a national non-
profit called Net Impact ound that 58% o students would accept a pay cut to work or a
company that shared their values3. But the values match is not just important to the newest generation o workers
As values have evolved over time, we see the connection with sustainability as a potential motivating actor o
each o the our generations that make up todays workorce.
Inspiring A Connection to People,Community & Brand through CSR
Kristen Rainey, Director, Sustainability, Corporate Services, SodexoRachel Sylvan, Director, Engagement, Office of Sustainability & Corporate Social Responsibility, Sodexo
Kristen Rainey
Director, Sustainability,Corporate Services, Sodexo
Rachel Sylvan
Director, Engagement,Office o Sustainability
& CSR, Sodexo
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Sodexo has ound that our sustainability and CSR strategy is already
benefiting our talent recruitment, motivation and retention. According to a
2011 study o Sodexo managers conducted with Proessor Ante Glavas a
the University o Notre Dame, positive perceptions o Sodexos corporate
citizenship were positively and significantly related to job satisaction
motivation, and intent to remain with the organization. That is, or every
increase in perceived Corporate Citizenship, there was a corresponding
increase in the job satisaction, motivation, and desire to remain with the
organization or Sodexo managers. There was no difference in the strength
o these results when we looked across age ranges; our commitment and
actions in the area o sustainability are a powerul motivating acto
or all generations participating in this study. However, each generation
might have its own reason or valuing a companys commitments in this
space. Keep in mind that not everyone identifies with the generation in which they were born, but making sure the
approach to sustainability appeals across generations can help a company maximize the employee engagement
results rom its sustainability efforts.
Company matching programs are an effective way or a company to
demonstrate with dollars that it will support organizations and causes that its
employees value.
TraditionalistsBorn beore 1946 and representing 7% o the workorce,4 traditionalists
lived in a time when the country had to pull together to win World War II, and
companies gave back to their communities through corporate philanthropy
programs. Traditionalist workers ofen eel a personal responsibility to
improve their communities, and companies will want to demonstrate the
immediate impact they are making at the local level through the value
o their products and services in peoples lives, their local hires, and their
community outreach through corporate philanthropy. Company matching
programs are an effective way or a company to demonstrate with dollars
that it will support organizations and causes that its employees value.
In addition, this is the generation most personally impacted by the Great
Depression; as a result, many will likely buy in to programs ocused on reducing waste. Finally, traditionalists tend
to preer discussing important matters in person, so scheduling meeting time to address important topics is key
to obtaining their commitment.
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Baby BoomersBorn between 1946 and 1964 and representing 42% o the workorce,
Boomers grew up post-war and typically value hard work. Many want to be
involved in their communities beyond corporate philanthropy and will look
or opportunities or personal involvement through hands-on volunteer
experiences. Baby Boomers tend to find company-sponsored volunteer
programs to be o value. It is impactul to engage Baby Boomers in the process
o selecting recipient organizations that are aligned with both the companys
and the employees values. And keep in mind their preerred communication
vehicle is ofen by telephone. Take the time to pick up the phone and seek thei
perspective.
Generation XBorn between 1965 and 1977, Gen X-ers represent 29% o the workorce. 6
They came o age in a new era o rapid technological development. Gen X-ers
view sustainability through a lens o innovation, seeking out ways to make
products and services not just greener, but greener and better. They are known
to be skeptical and value the transparency involved in honest reporting o CSR
perormance. Many also preer e-mail as their orm o communication. Providing
online resources (such as e-newsletters and/or links to a sustainability report) is
useul in allowing them to learn more about a companys sustainability efforts attheir own speed and convenience.
Connecting to Millennials about a companys sustainability efforts is most
effectively achieved through social media.
Generation YBorn between 1978 and 2000, Gen Y-ers are also known as Millennials
and represent 21% o the workorce.7 They are digital natives, tending
to preer texting over other orms o communication. It is not uncommon
to find a Gen Y-er texting someone who is literally in the same room, nor
is it uncommon to find Gen Y-ers who do not check their voice mail at all.
Public and private personas are ofen blurred, with Facebook providing an
opportunity or them to connect with riends and work colleagues alike
Connecting to Millennials about a companys sustainability efforts is most
effectively achieved through social media. In addition, Millennials need
to eel their opinion is heard, so engaging them in online or text-based
surveys and providing them with opportunities to share their input is
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critical. Furthermore, offering them opportunities to share what sustainability initiatives your company is doing
via tweeting or posting to Facebook, can be an effective way o optimizing their role as public spokespeople or you
company. Finally, with Millennials, engaging them in short bursts is most effective, which allows them to continue
multi-tasking as they are accustomed.
As companies continue to ocus on attracting and retaining top talent, they need
to clearly articulate their sustainability and CSR values with their prospective
and current employees.
This internal communication piece is as critical as the companys external communication. Furthermore, they mus
recognize that in todays multi-generational workorce, sustainability and CSR mean different things to differenage groups. Just as good educators know to provide multiple educational methods to accommodate students
different learning styles, companies must also adapt their messaging in order to connect most effectively with and
motivate different age groups.
Note: The authors want to thank Sodexos Inter-Generational Employee Business Resource Groups for providing a
wealth of resources and greatly informing our perspective on generations in the workplace.
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In todays challenging economic times and volatile business world, what could be just as, o
more important to employees than adequate pay and benefits? Based on conclusions and
research data rom many experts,1,2,3creating and sustaining a psychologically sae andhealthy workplace is a easible solution that ofen creates better outcomes or individuals
and their employers. Recognizing employees mental well-being can directly impact
workplace perormance, as increasing numbers o todays successul companies excel at
creating and sustaining such environments to engage and retain employees.4
Psychologically sae and healthy work environments emphasize employee well-being and
encourage high perormance, which is associated with high levels o engagement and
high rates o retention,5,6 In act, according to the results o a survey rom the American
Psychological Association (APA), the top reasons working Americans will stay with current
employers are work-lie fit and enjoying what they do.1 Fewer employees cited economic
reasons or remaining on a job, such as benefits, pay and a lack o other job opportunities.
In addition to adequate flexibility, healthy relationships, and experiencing positive emotions
at work, employees want to eel heard and appreciated or their contributions. Based on the
responses collected rom a recent APA survey, 21% o American workers admitted eeling
undervalued at work.2 Hal o all respondents that reported eeling undervalued at work
stated they planned to look or new jobs within a year. Employees who elt valued at work
were more likely to report better physical and mental health, as well as higher levels o
engagement, satisaction and motivation, compared to those who did not eel valued at
work.
The creation o a psychologically healthy workplace is not a new idea in corporate wellnessbut it is ofen ignored in avor o other initiatives such as weight management, nutrition and
health screenings. Many best-in-class employers are recognized leaders or programs that
encompass the needs o the employee as a whole; this includes well-rounded programs that
include diversity and inclusion components. Fostering an environment where employees
can bring their whole sel to work not only evokes positive psychological health, but the
company is also rewarded with productive, loyal employees.
The Contemporary View of Inclusion& Its Effect on Psychological Health
David W. Ballard, PsyD, MBA, Assistant Executive Director for OrganizationalExcellence, American Psychological AssociationLaShanda Blissett, M.S., Chief Executive Officer, The Blissett Group, Corp.Rachel S. Permuth, PhD, MSPH, Sr. Director of Workplace Research, Sodexo
David W. Ballard
PsyD, MBA, Asst ExecutiveDirector for Organizational
Excellence, AmericanPsychological Association
LaShanda Blissett
M.S., Chief Executive Officer,The Blissett Group, Corp.
Rachel S. Permuth
PhD, MSPH, Sr. Director ofWorkplace Research, Sodexo
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According to Barry Hall, a Principal with Buck Consultants and the global leader o
Bucks Wellness Research, Employers are putting additional ocus on improving
employee morale and engagement, likely due to concerns that employees have
become disengaged throughout the recession. Employers recognize that retaining
workers will become increasingly challenging as the job market is revitalized, and
being a good place to work with a healthy culture will help them keep their best
employees. The difference between a good place to work and a not-so-good
one ofen comes down to the relationships workers have with bosses and peers
Well-planned and adequately implemented engagement and inclusion strategies
can create an environment where issues that negatively affect psychologica
health are the exception, not the norm. An example o such an issue that has gained increased attention in recent
years is workplace bullying.
What is Workplace Bullying?Workplace bullying is repeated, harassing behavior that is deliberately intended to cause harm to one or more
individuals and prevents them rom excelling at work. It is a orm o emotional harassment that is targeted
intentional and persistently instigated by an individuals peers and/or managers and supervisors.7Workplace
bullying can take one or more o the ollowing orms:
Verbal abuse;
Conduct that is threatening, humiliating or intimidating;
Work interference and sabotage that prevents work from getting done;
Exploitation of a known psychological or physical vulnerability.
According to the Workplace Bullying Institute, 35% o adult Americans (an
estimated 54 million workers) report being bullied at work; an additional 15%
witness it and vicariously are made miserable.
It is important, however, to distinguish bullying rom illegal or sexual harassment;
in act, bullying is our times more prevalent than illegal harassment, and 68% o
bullying is same-gender harassment, with women bullies targeting other women in
80% o cases.7On the other end o the spectrum, incivility, rudeness, or exercising
managerial prerogative should not be mistaken or bullying. Neither is bullying
conflict between employees who simply disagree over intellectual ideas. Bullying is
a orm o emotional violence and is thereore not subject to mediation.
The notion o bullies or jerks is nothing new but the measurement o their
effects on our people is astounding, which is why Golds Gym, Washington Mutual,
Berkshire Hathaway, and Mozilla are a ew o the firms that maintain a no jerk policy to sustain a healthy work
environment.8They know bullies affect the bottom line and create toxic environments in which quality work and
employee engagement are impossible.
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In act, within organizations where bullying is ignored or little to nothing is done
to stop or prevent it, the targets accrue a variety o costs that can range rom ill
health and tarnished proessional reputations, to reduced productivity.9,10 Many o
the indirect costs to individual targets add up to become organizational problems,
including high turnover rates, absenteeism, and even workers comp and disability
claims. More importantly, ignoring bullying in the workplace creates a toxic work
environment in which employees lack the basic level o trust needed or teams to
successully work and produce together.
Solutions or Workplace Bullying
So what can be done to prevent workplace bullies in the first place, or keep them at bay? Dr. David Ballard, thehead o the American Psychological Associations Healthy Workplace Program, suggests, Organizational leaders
can promote a psychologically healthy workplace by modeling desired behaviors, rewarding pro-social conduct
and training managers to identiy and address counter-productive interactions. Formal policies regarding bullying
and incivility can also help communicate clear expectations and promote a culture o trust and respect. It is
critical in the case o workplace bullying, thereore, or organizations to establish and sustain policies that enable
employees to identiy when it happens and to create a sae means o reporting the behavior to a neutral party
without ear o repercussion.
The Workplace Bullying Institute also notes the importance o education or the entire organization, and suggests
that organizations call upon workplace bullying consulting firms like The Work Doctor to conduct clinics, create
prevalence surveys, and assist with policy creation.11
The Work Doctor can also help employers create an ExpertPeers Team (EPT) comprised o individuals widely recognized as empathic, good listeners, and with a reputation
o standing up to abusive others. The EPT, whose primary task is to develop an expertise in workplace bullying and
serve the organization on this issue, should be large enough to be representative o most levels o the organization
and to cut across disciplines.
Identiying the Causes o Workplace BullyingTo effectively examine the issue o workplace bullying, just one o the tangible
issues affecting psychological health in todays workplace, the root causes must be
considered. One o the root causes is, in many cases, difference in the backgrounds
liestyle choices, or even generational gaps between employees. Those are not the
only causes, however. I you take a more robust approach to inclusion and diversityin the workplace, these causes would include differences in liestyle and workstyle
as well. Some targets o bullies have a more sof-spoken approach to working that
is not seen as aggressive as perhaps a manager would like. Other targets are
absolute stars in the organization they are well-liked, perorm optimally, but
may outshine their peers and supervisors. A comprehensive inclusion strategy is a must or those employers
looking to provide or the workorce as a whole.
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For instance, Sodexo is well known or its Diversity and Inclusion efforts and in act, they are a cornerstone o
how the company does business. The companys efforts are centered on educating employees about the core
value o inclusion and the conscious and unconscious behaviors that can lead to an unhealthy environment
Courses on identiying and preventing micro inequities, providing constructive eedback, and leveraging diversity
o thought and inclusion o people are embedded in the curriculum o the Get Live! management onboarding
program. Sodexos Employee Network Groups also contribute to an education about issues o culture, race, sexual
orientation, disabilities and a multi-generational workplace and help oster a culture o inclusion to prevent some
o the bullying ueled by particular biases.
In conclusion, Corporate Wellness needs to be redefined to include comprehensive mental health programs and
inclusion strategies. As an industry, it is essential to ocus time and attention on employees needs in theirentirety. In the case o workplace bullying, the key is to develop new ways o teaching employees behaviors that
the company values, but more importantly teaching them what behaviors are unacceptable. One suggestion is o
the different parts o an organization to communicate with each other.
I Human Resources, Employee Assistance Programs, Inclusion Strategists and
Wellness Directors were all part o a universal plan to promote psychological
health, perhaps we would all be better employers.
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A November 2011 Accenture Skill Gaps Study ound that 55 percent o workers in the
U.S. reported they are under pressure to develop additional skills to be successul in thei
current and uture jobs, but only 21 percent said they have acquired new skills through
company-provided ormal training during the past five years.1
To support workers or uture challenges, organizations must:
Plug into and leverage the collective intelligence of the enterprise through learning
connections.
Encourage creativity and innovation through diverse learning networks.
Accelerate speed to competence through self-directed approaches that generate
real-time learning content.
Mentoring has proven again and again to be a powerul and effective workorce
development tool, and the need or mentoring, knowledge sharing and skill building continues to grow. However,
traditional mentoring is no longer adequate in todays hyper-connected and ast-paced world. Companies todaymust embrace a new orm o mentoring and
knowledge sharing that allows workers to find and
connect with their colleagues so they can learn
while on the job, share best practices throughout all
areas o the business, and collaborate with people
no matter where they may be located (see Figure 1).
This trend is being driven in part by the Millennial
generation. A growing contingent in the workorce,
this generation has a preerence or connecting
and learning digitally. They want to have access to
people rom throughout their organization and havethe reedom to choose who they seek knowledge
rom or share insights with. As employers modiy
processes to accommodate Millennial preerences,
the demand or making virtual connections or
learning will grow.
21st Century MentoringRandy Emelo, President and CEO of Triple Creek
Randy Emelo
President and CEO o TripleCreek (www.3creek.com)
Figure 1
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Modern MentoringWith the help o technology, the age-old practice o mentoring is being redefined into modern mentoring that
centers around connecting people across an organization to share critical knowledge and skills. Virtual relationships
and multi-participant engagements orm the basis or modern mentoring, which incorporates a more inclusive
mindset about who should participate, a broader scope or making meaningul learning connections, and an open
flow o knowledge among participants. No longer just about one-to-one relationships between senior leaders and
potential successors, todays mentoring is ocused on removing the barriers between people and engaging them
in rich learning and teaching opportunities in a broad, networked manner so that knowledge can flow to the point
o need.
Technology plays a large role in enabling this to happen because it allowsorganizations to view mentoring as a or the masses practice that
harnesses the collective knowledge, skills, abilities and passions o an
organizations entire workorce. Employees can create their own personal
learning and advising networks that grow and flex as their individual needs
and strengths change. This adaptability means insights are shared and
applied on the job in a just-in-time manner, with people seeing real work
results rom their mentoring activities (See Figure 2).
Adults want to drive their own learning, and as they address their own
personal real-time learning needs by connecting with colleagues rom
anywhere in the organization, they are in control o their learning. Theseknowledge-sharing connections help break down silos and spread expertise
and innovation quickly across the enterprise, which can spark new solutions
and creative ideas among employees that they can then bring to the job.
An ideal mentoring and knowledge-sharing network is:
5-15 people
Learners and advisors come from across functions, locations, generations, etc.
People shi in and out of the network and of the roles themselves, as learning needs and knowledge strengths
evolve, creating a diverse, fluid and dynamic network
The diverse networks that people orm can help them generate creative solutions, novel ideas, and uniqueapproaches to organizational problems or issues they are acing. In act, researchers Christoph Lechner, Karolin
Frankenberger, and Steven W. Floyd ound that among colleagues who are collaborating or work, the more diverse
the networks were in terms o values and viewpoints, the more they increased their perormance. 2
In light o this result, organizations looking to oster and encourage major creative solutions and thinking among
workers, as well as innovative improvements in current processes throughout the business, would do well to
encourage more diversity in individual learning networks. This type o inclusive knowledge sharing thrives at
Sodexo, where they actively support learning connections across generational, geographical and organizational
boundaries.
Figure 2
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Sodexo brings this practice to lie with their Spirit o Mentoring initiative that offers both ormal and inormal
mentoring options. Powered by sofware rom Triple Creek, employees throughout the company engage with
one another as learners and advisors; transer knowledge related to their experience, competencies and needs
and collaborate with colleagues around training, career development, on-the-job productivity, learning groups
and more. Sodexo makes great use o modern mentoring networks, reaching out to colleagues across locations
generations and unctions. Here are just a ew examples:
IMPACT:This acclaimed mentoring program connects individuals cross-culturally and across business lines. In
addition to the one-to-one experience, participants choose to engage in a virtual community to share resources
that hone their leadership competencies. Program metrics show that 30 percent o women involved in IMPACT
received a promotion.
Peer2Peer Mentoring:This inormal mentoring is made available through nine Sodexo
Employee/Business Resource Groups. Examples include iGen, Sodexos Intergenerational
Group, which is in the process o launching generational roundtables; WiNG, the Womens
Network Group, which offers mentoring circles; and several other groups that offer one-
to-one mentoring options.
Expertise in Action Collaborative Learning Groups: These groups are orming in
response to the development needs o the learners within the Spirit o Mentoring system.
Topics o mutual interest include communication, strategic leadership and leading change
to name a ew.
The richness o diverse views and understandings ofen grows more abundant when people
reach outside o their typical like-minded networks. People reaching across different
generations will gain insights into how people o various age groups tend to think and
behave. People reaching across cultures can leverage differences to better understand
colleagues and clients, and to increase creativity and effectiveness when working with
people rom other cultures. People reaching across unctions can harness the power o
best practices rom colleagues in other business units and locations so that they can
repeat what works well, rather than trying to invent a new process.
In addition, different perspectives within knowledge-sharing communities help novel ideas and approachesarise in answer to organizational problems or issues people are acing. Individuals in a different unctional area,
geographical area, or even rom a different department or age group will likely view situations and issues through
a distinctive lens. Their experiences and ocus areas give them a unique perspective, and this resh take on the
situation can produce innovative solutions. The best solutions sometimes come rom the most unexpected places
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The Power o PeersThe common theme here is that peers reach out across silos and barriers
to connect with and learn rom one another. While traditional mentoring
typically ocuses on a lower level employee seeking guidance and wisdom
rom someone higher up, the ocus o more expansive knowledge sharing
has broadened. Today, the value comes rom peers sharing insights with
one another at all levels and in all areas o a company.
In Triple Creeks 2010 Group Mentoring Research study, 72% o group
mentoring participants cited their peers and ellow group learners as good
or excellent sources o learning.3
Peers can be a great source o sociasupport and encouragement, since they understand and experience simila
organizational pressures that can lead to breakthrough insight and advice. Even i they dont work in the same
business unit or unction, peers understand the pressures their colleagues ace.
According to a 2011 report called The Power o Peers rom the Corporate Leadership Council, only 36% o
employees are effective at peer mentoring, and only 7% o organizations ocus engagement initiatives on improving
these interactions.4When employees are effective at critical peer mentoring interactions, average engagement
capital can improve by 66%. I companies can harness the power o peer connections within mentoring, they can
significantly improve their engagement. This is just what Sodexo has accomplished. Using open and dynamic
mentoring, Sodexo has created a central gathering place where people can come and go as needed, where they can
join in when their time and needs allow, and where learners can be met at their own unique point o need.
Using sofware to acilitate people-to-people learning helps make this happen. The vast majority o people are not
active learners, meaning that they need some structure to help guide them in this process. By using organizationa
competencies as the nucleus o mentoring engagements, users can take targeted action to meet specific work-
related goals and remain ocused on learning. Additionally, since all connections are competency-based and have
an intentional learning ocus, organizations can more easily measure things like speed to competence (i.e., how
quickly individuals are becoming proficient in specific competencies) and understand the impact that the process
is having on individuals and the organization as a whole. These types o measures, which have been historically
lacking in past attempts to understand the impacts o learning and development processes, provide the meat
that companies need today in their quest or ROI related to modern mentoring.
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This new mindset around mentoring is not a ad or flavor o the month type o HR process; it is an emerging
approach to enterprise-wide sel-directed development. It is the natural evolution resulting rom peoples desire
to connect with and learn rom others, and the organizations desire to have a better understanding o the impact
and ROI o learning and development processes. It is what both individuals and organizations have been asking or
without really knowing what to call it.
Modern mentoring is ast becoming a must-have solution or companies o
all sizes. Those organizations that wait too long to make the transition to the
modern view o mentoring will find themselves struggling to retain and find
talented employees who eel they can grow with the company.
Generational Views on MentoringTraditionalists(born between 1922 & 1945) are hardworking, loyal to their organization, and respectul o those
in authority. They want learning that is predictable, practical, and delivered by experts. They also need to share
their experience and expertise with others to eel valuable.
Baby Boomers (born between 1945 & 1964) believe in participative management and work hard or persona
gain. They want to be involved in learning that has an immediate payoff to their job. They need more help in
developing the complex relational skills involved in leadership.
Gen Xers (born between 1965 & 1980) tend to be skeptical o those in authority and seek a better work/lie
balance. They are also ofen fiercely independent and have more o an entrepreneurial spirit. They want learning
that is collaborative, peer driven, and relationally balanced. They need help settling on a career path that is both
challenging to them and fits the needs o the organization.
Millennials (born between 1981 & 2000) are hopeul, multi-tasking Web-surers. They want learning that is
on-demand but highly social and network oriented. They need help learning the oundational skills and social
awareness needed to be effective in the organizational culture. Due to the exposure and ready access that they
have had to inormation and resources as they have been educated, they dont have patience or learning processes
that take too long.
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Types o MentoringNew approaches to mentoring can empower workers to direct their own career development in greater ways.
Topical mentoring.Topical mentoring leverages both the expertise o leaders and the collaborative experience o
other learners. One or more advisors lead numerous learners in conversation, knowledge sharing, and practica
application related to a specific learning topic or around a point o affinity. People can find or create learning groups
on their own, or organizations can manage the process. People learn rom the advisors and rom other learners
helping to build deep expertise across the enterprise.
Situational mentoring.Situational mentoring gives individuals a way to address immediate learning needs with
one or more advisors. Several people can offer solutions and ideas at the same time so that learners get quick-hitting answers on a high-impact issue, problem, challenge, or opportunity within a short amount o time. Learners
then synthesize this knowledge into a solution that fits their need and bring that solution back to their job in a
timely manner.
Peer mentoring.Peer mentoring connects colleagues at the same hierarchical level in the organization but who
may be in different unctions or divisions. Learning relationships o this sort are particularly beneficial because
peers can be a great source o social support and encouragement. They understand and experience the same
organizational pressures based on position in the organization, and can provide breakthrough insight and advice
rom someone who truly gets it.
Reverse mentoring.Reverse mentoring places those who would typically be considered advisors into the learnerole, and those typically considered learners into the advisor role. Reverse mentoring ofen exposes organizationa
leaders to new trends in technology, new ideas and innovations, and new perspectives o younger generations
while also bringing bright young minds to the attention o seasoned leaders.
Open mentoring.Open mentoring programs that promote sel-directed relationships allow people to address thei
own learning needs in a manner o their choosing, while still aligning with overall organizational goals. Using
technology to acilitate distance mentoring lets people collaborate with one or more mentoring partners on a globa
basis and allows the programs and mentoring networks to grow organically throughout the entire organization.
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It was not so long ago when business executives did not know the difference between
hardware and sofware. In the early 1980s, when desktop computing was becoming
common in offices across America, the challenge businesses aced was how to adopt and
adapt their business practices to a new communications and computing environment.Over the years since the floppy disk dominated the landscape, the computing world
has undergone several iterations, as access to computing grew to become an integra
part o our lives and our work. And, in many ways, the best is yet to come, as the market
reaches or the cloud.
Cloud computing is what connects the data on devices like the iPhone and iPad. It is wha
enables us to use sofware virtually to share ideas, collaborate and build knowledge
The significance o the trend toward what is called cloud computing is that it moves
communications rom the desktop to a virtual environment, unleashing the true power
o inormation.
The trend is a move away rom content ownership and toward collaboration and sharing. The best way to think
about this transition is to look at the role public utilities played in the industrialization o America. At one time, every
actory was responsible or its own energy production. This meant that every actory had to own the equipment
needed to generate energy and power, like using a nearby stream or river to power a grist mill.
This is similar to offices o today owning all o the means o computing. This requires the purchase not only o a
sophisticated hardware and sofware network, but also a very expensive and sensitive array o servers on which
data is stored and shared within a company, creating expensive levels o redundancy.
Public utilities took advantage o economies o scale by creating centralized
points o power generation and then sharing power with their network ocustomers who paid or what they consumed. A single nuclear plant can produce
megawatts o power and send it out over power lines to their customers, saving
them the expense and hardship o having to generate power individually.
The cloud is like a virtual public utility or computing power. It makes
everything you would have on a proprietary system available to the customer
on an on-demand basis. Need extra storage capacity? It is there on the cloud
Thriving in The CloudJim Ludlow, MBA, Founder and CEO of Liquid Interactive
Jim Ludlow
MBA, Founder and CEOo Liquid Interactive
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on demand. Need access to sophisticated sofware programs or a one and
done project? You can rent access to these programs on the cloud rathe
than having to buy expensive sofware licenses that you may never use again
Need to collaborate with colleagues on a project? Cloud services are available
to enhance real-time communications.
The cloud makes access to inormation available rom anywhere at anytime
Workers are no longer hostage to desktops or networked devices. In the cloud
environment, your inormation is where you are and can be accessed when you
need it, using most any cloud-compatible device.
What Is ChangingThe cloud is transorming industries. In the book, The Mobile Wave, Michael Saylor talks about how products are
becoming sofware.1Nowhere is this more evident than in the music industry. Not too many years ago, recordings
were pressed onto vinyl, packaged and shipped to record stores where they were inventoried, stored and advertised
to promote sales. Today, songs are available online or less than a dollar, and all o the steps o creating and moving
product to market have been eliminated.
The same can be seen with newspapers, magazines and books. The cloud will also change the way we bank
educate, treat illness and interace with the rest o the planet in the near uture. In the services industry, the cloud
is transorming inormation into commodities, as more inormation becomes available to everyone. For example
consumers can now utilize the cloud to bypass real estate agents and sell their homes virtually.
The trend here is that as more people have computing power in their pockets, the ability o consultants to do
business on the pow