Winsami Wisdom

Future of Work or Future of Exploitation

Wed, 15 Oct 2025 17:15:35 GMT

I wrote an article last December (2024) asking about who benefits from the gains in AI productivity and what I can say nearly a year later is that I’ve been deeply disappointed about the direction we’re heading. As AI implementation accelerates across organizations in the US and the globe, I see articles, organizations, and well-known speakers talk about how the future of work is intertwined with AI. Yet what I’ve actually observed are layoffs, hiring freezes for entry and junior-level roles, premature adoption of incomplete AI products, and widespread disregard for long-term AI strategies or environmental impacts. This leads me to ask: Are we truly witnessing the Future of Work or the Future of Exploitation? To me, the answer looks uncomfortably like exploitation.

Exploitation of Businesses Incorporating AI

It seems like everywhere you turn these days there is a new AI company offering organizations a solution to their pain points that AI can solve instantly. However, in conversations I’ve had with peers, I’ve heard that some companies make sweeping promises of results without having an actual system ready. They are essentially building it during implementation. In others, I’ve heard how AI companies do not disclose what happens to data that is being fed into the system. In other words, your data is probably being used to train their systems so they can sell it to another buyer. You’re paying to be both a consumer and data supplier.

Exploitation of Workers

While I have deep concerns for business leaders navigating the exploitation from AI companies, I feel deeply terrible for the employees who are being exploited by AI. When an organization lays off an entire or the majority of a team, who is left to pick up this work? Another team? A few remaining team members? Who gets compensated? Let me tell you, the remaining employees pick up the work and the compensation goes straight to executives or to shareholders. Not once have I heard or seen an article that addresses how employees will be rewarded for their new level of productivity. Their additional productivity and the profits that come from it are not realized by the employee. And worse, they see their peers in the proverbial “unemployment line” and hope to not suffer a similar fate.

If that weren’t enough, many organizations fail to train employees properly on using AI tools, resulting in AI work slop, low-quality, machine-generated output that requires hours of rework. Inadequate or absent training erodes employees’ ability to think critically, diminishing engagement and discretionary effort since the focus is on output quantity and not necessarily quality.

Furthermore, entry and junior level employees have all, but been told that they have no value because AI can do their work. This short-sightedness from organizational leadership is actively harmful in a number of different ways including:

No succession pipeline: Without entry-level hires, there’s no foundation for future leadership.
Lost mentorship opportunities: Mid- and senior-level employees lose chances to develop as mentors and leaders.
Stifled innovation: Teams miss out on fresh perspectives and ideas from early-career professionals.

Exploitation of the Community and Environment

While this issue extends beyond any single organization, it reflects a broader systemic failure in how AI is being implemented.

The electrical and water resources required to support AI development has exploited communities across the US. Ordinary people, maybe even your workers, are paying higher utility bills because of the resource demands for AI systems. Fresh water from communities is also being extracted to the benefit of data centers with the external costs being pushed onto unsuspecting communities. The real cherry on top is the pollution created by these data centers. So not only are residents paying more for electricity, they’re watching their water supply depleted and their air quality decline to sustain “AI innovation.”

Future of Exploitation

Implementing technology to reduce labor costs or increase productivity is nothing new. There is no future-focus for making things better. The current path we’ve set upon for AI is a system aimed at extracting even more from workers and global communities. This is a path for destruction and chaos.

There is Hope!

While our current path is bleak, there are things leaders could be considering right now to create a more humane, sustainable, and improved future of work.

Have an AI Strategy

Partner with your leadership teams to determine how AI will be implemented in your organization and ask the tough questions:

1. What specific problems is AI solving?

2. What policies should be enacted to protect our data?

3. What sort of infrastructure are we implementing to ensure our employees are knowledgeable about the AI tools we’re using?

4. How do we humanely support employees whose positions are impacted by AI implementation? Can we reskill them or redeploy them to another part of the organization to develop new opportunities?

5. How will we evaluate AI vendors to ensure reliability, transparency, and accountability in their data practices?

6. How is our AI vendor off-setting the environmental impacts of their data centers? Are there vendors that do similar work with a stronger focus on sustainability?

Explore Benefits from Increased Productivity

Rather than laying people off, consider alternatives for enriching your workforce from your productivity gains. Imagine the positive impacts the following could have on your organization and employer brand if you:

1. Implemented a shorter work week

2. Added redundancy to reduce single points of failure. Check out my article on lazy ants and see what I mean

3. Built community through meaningful engagement

4. Provided increased employee pay proportional to productivity gains

5. Reintroduced side project time (as Google once did) to give employees time to work on new skills or projects of interest

6. Expanded new or enhanced benefits, especially those related to health and well-being

7. Supported a cause or several causes supported by your employees

8. Invested in activities that promote sustainability

9. Redesigned office spaces to facilitate creative thinking, reflection, and healthy living

The True Future of Work

The Future of Work isn’t about just efficiency; it is about being more human. It’s about creating workplaces that nurture growth, community, sustainability, purpose, and fulfillment.

The Future of Work shouldn’t be about extraction and exploitation it should be about building a shared vision that benefits all. We are at a moment in time where we have the power to change the status quo and build truly transformational organizations that value our humanity, provide a sense of community, and focus on long-term sustainability.

As Eminem once said, “If you had one shot or one opportunity to seize everything you ever wanted one moment, would you capture it? Or just let it slip?”

References and Further Reading:

https://www.cnbc.com/2025/09/23/ai-generated-workslop-is-destroying-productivity-and-teams-researchers-say.html

https://www.forbes.com/sites/andreahill/2025/08/27/ai-replacing-entry-level-jobs-the-impact-on-workers-and-the-economy/

https://www.nlc.org/article/2025/05/23/data-centers-and-local-environmental-considerations/

https://www.cio.com/article/3996256/what-roi-ai-misfires-spur-ceos-to-rethink-adoption.html

Return to Office Mandates Don’t Build Culture – These Do!

Mon, 30 Dec 2024 01:29:15 GMT

Over the past year, many organizations have implemented "Return to Office" (RTO) mandates, often with the goal of improving culture or productivity. However, preliminary research suggests that not only do these mandates often fail to achieve their intended outcomes, but they can also increase turnover, lower morale, reduce productivity, and make recruitment more difficult. Many employees struggle to see the value of these mandates, and organizations frequently fall short in explaining their importance.

As a strong advocate for maintaining hybrid and fully remote work—particularly for distributed teams—I believe there are strategies organizations can use to enhance the RTO experience. Here are some recommendations:

1. Be Intentional and Transparent

Organizations should clearly articulate why they are adopting an RTO model. If the goal is to build culture, specify the type of culture being pursued and establish programs, policies, expectations, and metrics to track progress. Senior leaders must lead by example, modeling the behaviors they expect from employees. For instance, if the objective is to foster collaboration, leaders should actively engage in collaborative efforts.

If, on the other hand, the rationale for RTO is to better monitor employee work, be upfront about it. The quickest way to erode trust is by being disingenuous. Don’t claim the goal is cultural growth if the real aim is oversight. While employees may not necessarily agree with the reasoning, they will respect the honesty.

2. Build Community

Humans are inherently social beings, and a sense of community and belonging is essential. If employees return to the office only to sit in front of a computer doing tasks they could easily complete from home, resentment and disengagement are likely.

Organizational leaders should proactively create opportunities for community building. For example:

Organize team lunches.
End the workday early occasionally for team-building activities, like trivia or games.
Encourage employees to propose ideas for connection, increasing engagement and inclusivity (this works well for remote teams too).

3. Be Flexible

A significant advantage of hybrid and remote work is the ability for employees to balance personal and professional obligations more effectively. Organizations should consider offering flexible schedules to ease the transition to in-office work. While not the same as fully remote or hybrid roles, flexibility helps employees adjust to these new routines.

4. Offer Lifestyle Benefits

This strategy may require more resources but can significantly ease the transition. Employees returning to a five-day in-office schedule may face challenges in managing care for loved ones, such as children, aging parents, or pets. This additional stress can hinder their ability to focus.

Organizations could:

Partner with nearby childcare or eldercare facilities.
Establish collaborations with healthcare providers, gyms, or restaurants close to the office.

Making services accessible near the workplace can reduce stress and resistance to RTO policies.

5. Be Human and Listen

Regardless of the reason for the RTO mandate, it’s critical to listen to employees' concerns. What are their challenges? What could ease their transition? Even if the organization cannot resolve every issue, taking time to listen shows care and builds trust.

Final Thoughts

While transitioning back to the office can be challenging, implementing one or more of these strategies can ease the process. Organizations should also consider tracking employee sentiment and productivity before and after enforcing RTO policies. This data could provide valuable insights, potentially leading to a reconsideration of hybrid or remote work models if warranted.

By prioritizing transparency, community, flexibility, and empathy, organizations can create a workplace culture that fosters collaboration and engagement—whether in the office, at home, or somewhere in between.

The Critical Question Organizations Should Be Asking About AI Productivity Gains

Fri, 13 Dec 2024 18:08:01 GMT

The other day, I was excited to sit down and watch some of HackingHR’s replay on their AI in HR conference. It was the first time in a couple of months that I could really dive back into HR topics. While I haven’t watched all the content, the messaging in the sessions left me concerned and reflecting on AI in the workplace. My perspective is limited to the USA since I haven’t worked elsewhere (okay, I did a short internship at a Japanese elementary school in 2004, but that’s not really relevant). However, my concerns might resonate with a broader, global context.

The sessions I watched focused on upskilling and reskilling workers, making them more productive, and impacting the employee lifecycle. However, none of the content I’ve seen so far addressed a critical question: Who receives the benefits of increased worker productivity? According to the U.S. Bureau of Labor Statistics , real hourly compensation has not kept pace with labor productivity gains. As labor becomes more productive, those gains have been redistributed to organizations or their leadership rather than to employees. I’m not trying to be political, but in the interest of fairness, if employees are contributing increased productivity, shouldn’t they receive rewards or incentives reflecting their added value to the organization?

I strongly believe that HR and People Operations leaders who are serious about the future of work must have deep, and likely, uncomfortable conversations with their leadership teams about how the benefits of increased productivity from AI should be distributed. I also encourage leaders to avoid viewing productivity gains solely as a way to reduce headcount and create leaner teams. As we look toward the future of work, we should prioritize improving employees’ quality of life. In my ideal scenario, incorporating AI into operations would include one or more of the following approaches:

Increased wages for employees – With productivity and profits rising (whether from revenue growth or cost reductions), employees should be rewarded for their enhanced productivity. Demonstrate your organization’s commitment to its workforce by sharing these gains. I believe increases in base pay, rather than one-time bonus payments, should be the standard in these circumstances.
Reduced work hours – If employees are more productive, they may not need to work 40-50 hours a week. A four-day work week or reduced weekly hours could be considered. Importantly, reduced hours should not result in reduced pay. If employees are maintaining or exceeding previous productivity levels, they should not be penalized for their efficiency.
Increased community building – As AI boosts worker productivity, leaders should model behaviors that enhance human connection and community building to improve employee inclusion, deepen trust, and emphasize the human experience of collaboration. This doesn’t necessarily mean mandating return-to-office policies; as an online gamer, I’ve witnessed incredible community building in MMORPG guilds in entirely virtual settings. Instead, focus on approaches that strengthen personal relationships, whether in-person or online.

How we choose to distribute the gains from AI-assisted productivity will profoundly shape the future of work and society as a whole. We can either maintain the status quo—where productivity gains are not shared with workers and communities—or embrace this opportunity to improve employees’ and communities’ lives. I hope you’ll join me in advocating for the latter as we lay the foundation for the future of work.

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Winsami Solutions & Consulting is here to help with your organization's People Operations strategy. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Highlighted Talent Part 2: People with Disabilities

Tue, 02 Jul 2024 00:14:29 GMT

Before we dive in, I want to acknowledge that language in the disability community is evolving. Some prefer person-first language (e.g., "person with a disability"), while others favor identity-first language (e.g., "disabled person"). My goal here is to highlight this community’s underrepresentation in the workforce. If any corrections are needed to better address the community, please email me at gary@winsamiconsults.com, and I will make the necessary adjustments.

The COVID-19 pandemic, despite its tragedies, drastically changed how a large portion of the workforce operated—remotely. In April 2022, LinkedIn noted that remote job postings peaked at just over 20%. Although that number has since settled closer to 10%, remote work still has a significant impact on the workforce, especially for the disability community, whose overall employment reached about 21% in 2022, the highest since the Bureau of Labor Statistics (BLS) began tracking this figure in 2008.

According to the BLS, “people with a disability accounted for 13% of the population in 2023.” Of this 13%, about 25% (nearly 11 million people) were part of the labor force (working or unemployed). However, their overall unemployment rate of 7.2% is just over double that of their non-disabled peers at 3.5%. This gap is truly unfortunate. Furthermore, disabled people had higher levels of self-employment than their non-disabled peers. The BLS data does not indicate whether this is a matter of choice or market imposition. What it does suggest is that traditional employment is less accessible for those with disabilities than for their non-disabled peers.

While I firmly believe that we work to live and not live to work, jobs generally provide social connections and a collective sense of purpose. Moreover, work, especially living-wage work, helps us meet our life obligations and passions. People with disabilities should be able to share in these experiences.

Why Hire a Person with a Disability?

For me, the top reason is perspective. Let me be vulnerable for a moment: in the past, I was not always a dependable ally to people with disabilities. Though unintentional, the impact was still there. My true awakening came when my husband/partner was diagnosed with amyotrophic lateral sclerosis (ALS), also known as Lou Gehrig’s Disease. He is a dedicated educator who has spent his professional career teaching physics with a focus on improving the student experience ensuring accessibility for his students, providing flexibility for assignment due dates, and trying new ways to engage students in learning, which made hearing his stories about the obstacles he encountered at his place of employment frustrating. The real kicker for me was when he tried to use public transit, and the commute took up 4 hours of his day. This shouldn’t be how the world works. While he had some allyship at his workplace, the implementation of changes was slow. My feelings on the matter are best described by Miranda Priestley’s sarcastic comment in The Devil Wears Prada, “By all means move at a glacial pace. You know how that thrills me.”

My personal anecdote aside, disabled people have a unique experience of navigating a world that is designed by non-disabled people, often unintentionally, to their detriment. Their perspective of the world may bring attention to overlooked safety concerns, product/service design issues, or insights to service delivery and communication in your organization. Strictly from a lived experience perspective they can help you re-evaluate how you’ve always done specific work and make it more accessible. Furthermore, people with disabilities also bring with them diverse educational backgrounds, expertise, and cultural backgrounds which are incredibly useful for organizations.

Another aspect of perspective is how it changes for other employees. There may be uncomfortable conversations as people navigate new ways of doing work duties or in adjusting their language, but these are learning opportunities. This empathy not only leads to a more understanding organization but also uncovers behaviors, policies, practices, and design choices that disproportionately impact specific demographics and need correction. However, it's important not to tokenize employees with disabilities or engage in inspirational porn .

Hiring people with disabilities can also transform your brand. It opens your talent pipeline to an underutilized and underappreciated pool of talent, showing your commitment to diversity and equal opportunities, thus improving your brand image. Additionally, your organization might become eligible for tax credits and incentives. However, inclusion should stem from a genuine desire to uplift these workers, not from superficial PR stunts. Authentic inclusion demonstrates the full value your organization brings to the community.

Doesn’t It Cost a Lot to Meet Accommodations?

In the United States, according to the ADA, “a reasonable accommodation is a modification or adjustment to a job, the work environment, or the way things are usually done during the hiring process. These modifications enable individuals with disabilities to have equal opportunities not only to get a job but to perform their job tasks successfully. The ADA requires reasonable accommodations in three aspects of employment: 1) ensuring equal opportunity in the application process; 2) enabling a qualified individual with a disability to perform the essential functions of a job; and 3) allowing an employee with a disability to enjoy equal benefits and privileges of employment.”

In terms of cost, accommodations aren’t necessarily expensive. Some are as simple as policy changes, adjusting work schedules, or providing software. Accommodations can also lead to rethinking how work is done, presenting them as investments rather than costs. You may find that changing the office environment improves employee performance, health, and office culture.

Getting Started

Due to the wide variety of organizations that support people with disabilities, it can be difficult to choose one to begin with. Your organization might start by consulting with a disability-focused consultant to help reimagine your workspaces and provide recommendations. You might also consider working with the Association of People Supporting Employment First (APSE) , which aims to support people with disabilities in obtaining employment.

See Part 1 of this series on International Students .

References:

https://galtfoundation.org/2023/02/14/8-reasons-hiring-people-with-disabilities-benefits-business/

https://www.bls.gov/news.release/disabl.nr0.htm

https://www.americanprogress.org/article/removing-obstacles-for-disabled-workers-would-strengthen-the-u-s-labor-market/

https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/employment-rate-rising-people-disabilities

https://nationalpartnership.org/disabled-employment-record-high-but-disparities-remain/

https://www.usnews.com/news/economy/articles/2024-01-25/remote-work-has-radically-changed-the-economy-and-its-here-to-stay

https://apse.org/

https://www.apa.org/monitor/2021/11/feature-cultivating-empathy

https://www.accenture.com/content/dam/accenture/final/a-com-migration/pdf/pdf-89/accenture-disability-inclusion-research-report.pdf

https://en.wikipedia.org/wiki/Inspiration_porn

Winsami Solutions & Consulting is here to help with your organization's talent strategy. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Highlighted Talent Part 1: International Students

Fri, 21 Jun 2024 18:21:46 GMT

As organizations struggle to find the talent needed to support their operations, recruiting teams must broaden and revisit talent pipelines. In this multi-part article, we will explore several underappreciated talent groups, starting with one that is particularly important to me: international students, specifically those on F-1 visas.

In 2023, over 1 million international students were enrolled in higher education (Associate's degree and higher) in the United States. Each of these students has the potential to engage in Curricular Practical Training (CPT) and Optional Practical Training (OPT), which are pathways for students to gain employment in the United States. Many of these students are eager to work with organizations in the U.S. to grow their career experiences. However, they often face hurdles when seeking employment.

First, let's break down CPT and OPT. CPT allows international students to work during their studies, often through internship programs. These internships are typically full-time during summer breaks and part-time during the academic year. OPT, on the other hand, permits international students to work after graduation. Assuming they are in good standing, students can engage in OPT for 12 months post-graduation, with those in STEM fields eligible for an extension of up to 24 additional months.

It is important for employers to remember that CPT and OPT positions must be related to the student's field of study. For instance, you cannot hire an economics major as a barista. Beyond this stipulation, employers can hire international students without needing to apply for any visa status on their behalf.

Why Hire an International Student?

International students bring numerous benefits to an organization. They have spent years studying in the U.S., gaining knowledge and skills that can support your organization. Additionally, they offer diverse perspectives influenced by their home cultures. Many have worked on class projects with both international and domestic students, giving them a deep understanding of cultural nuances in team dynamics. Their familiarity with complex processes, such as those required to study in the U.S., can help your organization identify when projects need additional structure or when such structure might be burdensome.

Why Hire Someone for Only 1-3 Years?

It's understandable to want to retain employees for longer than 1-3 years. While it can be a lot of work to hire and train someone only to have them leave after a year, there are several points to consider. According to a 2022 report by the U.S. Bureau of Labor Statistics, the average job tenure for individuals aged 20-24 is about 1.2 years, so a one-year tenure is not far from the average. For graduate students closer to the 25-34 age range, the average tenure increases to 4.9 years which is more notably more than a one-year OPT, but still fairly close to an OPT with a STEM extension.

For students you have for only one year, adapt their duties to engage their expertise in project work. This is a great opportunity for tackling projects that have been on the backburner or for piloting new programs. If you don't want to let the employee go after a year, consider sponsoring an H-1B visa. This does involve additional costs but can be a significant differentiator for your organization. Consult with your legal team or advisor on how to proceed with this option. Alternatively, you could have the student become a contractor once they return to their home country.

Another option, especially when hiring students on shorter OPT, is to work with local colleges or universities to set up a talent pipeline program. This helps build and maintain relationships with students or student clubs, ensuring a steady inflow of qualified candidates which could help with employee transitions as one of the students begins their OPT while another is ending theirs. This talent pipeline can greatly contribute to meeting your organization’s talent strategy by fulfilling its hiring needs.

Word of Mouth on a Global Scale

One of the things I've learned from working with international students is that they often speak with peers or younger students in their home countries who aspire to study in the U.S. If your organization can make a positive impact on an international student, you can generate goodwill on a global scale. This could lead to increased interest in employment with your organization, potential contacts for global expansion, or even international partnerships.

Getting Started

If your organization is looking to expand its employment programs to include highly skilled and educated workers, consider investing in hiring international students. Even without long-term visa sponsorship, your organization will benefit from the perspectives they bring. To start this process, contact the career center at a local college or university. You can also sign up on platforms such as Handshake to post positions and host information sessions at various colleges and universities across the country.

See Part 2 of our Series - People with Disabilities

References:

Workplace Bullying: A Terminal Disease of Workplace Culture

Fri, 07 Jun 2024 19:30:21 GMT

The other day, a friend reached out to ask about resources on workplace bullying. Despite having books and materials on conflict resolution, communication strategies, and building positive cultures, I realized I lacked in-depth information on handling workplace bullies. Unfortunately, I had to tell my friend I had nothing to share. This clear knowledge and resource gap motivated me to delve deeper into the topic.

What exactly is workplace bullying? According to the Workplace Bullying Institute, “workplace bullying is repeated, health-harming mistreatment by one or more employees of an employee: abusive conduct that takes the form of verbal abuse; or behaviors perceived as threatening, intimidating, or humiliating; work sabotage; or some combination of the above.” Approximately 30% of adult Americans are bullied at work, an incredibly high percentage. Many of us are familiar with the “screamer” type of bully, who lacks emotional control and shouts to intimidate and get their way. However, the “schemer” type is more elusive, subtly claiming the work of others, gaslighting, spreading rumors, and undermining colleagues' efforts. It sounds terrible, right?

So how do bullies even get started in the workplace? Sadly, it often results directly from an organization’s culture. Is the culture highly competitive or focused on ranked performance? Such environments may incentivize employees to take credit for others' work, shout down ideas to promote their own, and so on. Some might even see bullying as raising the collective bar, a particularly harmful notion since bullied employees often perform worse. Even if a bully’s behavior isn’t overtly supported by the organization’s culture, a lack of correction from leadership signals that such behavior is acceptable. This behavior is often dismissed with rationalizations like "that's just how they are" or "they're a high performer," but the results are the same as with other forms of bullying.

What are the consequences for organizations with workplace bullies? Increased costs and lost opportunities. Common costs include staff turnover, litigation, and higher insurance and worker’s compensation costs due to increased claims. Lost opportunities arise from excessive employee absences to avoid bullying or, conversely, employees not taking leave for fear of retaliation, leading to burnout or other stress-related issues. Bullied employees may not contribute to their full potential out of fear, while bullies gatekeep ideas and innovations, only supporting those that benefit them personally, often at the organization’s expense.

Clearly, workplace bullying is taxing for both the bullied and the organization. How do we fix it? Prevention is key, starting with an honest reflection on the organization’s culture and the behaviors it rewards or tolerates. If these behaviors are problematic, address them and communicate why change is necessary. Organizational leaders should implement training for employees and managers focused on non-violent communication and emotional intelligence. Transparency in rewards, promotions, resource allocation, and other practices that elevate social status within the organization is crucial. HR or ombudspeople should actively work to dismantle workplace bullying if it is discovered. HR professionals, in particular, should be vigilant in bullying prevention since past practices in the HR community have led to HR’s complicity in maintaining a bully’s power through inaction or rationalization, according to the Workplace Bullying Institute. A key "don’t" when handling bullying is to avoid placing the burden of proof on the bullied employee. Bullying is traumatic and asking an employee to document their trauma while living it may be too much for them to handle.

While it is unfortunate that workplace bullying is so prevalent, awareness of this issue allows us to take active steps to end it. Collectively, we can reflect on our organizational practices and address cultural issues that enable workplace bullying. Let’s strive for a future where all employees thrive.

For more resources on workplace bullying check out:
https://workplacebullying.org/

https://hbr.org/2022/11/how-bullying-manifests-at-work-and-how-to-stop-it

https://psyche.co/guides/how-to-respond-and-seek-help-when-youre-bullied-at-work?gad_source=1&gclid=CjwKCAjwmYCzBhA6EiwAxFwfgFCH9IkqvwXCh3yvaStXz-rvaF-J2yj27WVMwp6o66M9AsWBlQGHChoC9F0QAvD_BwE

Winsami Solutions & Consulting is here to help build psychological safety in your organization. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Your Organizational Values are Important

Mon, 27 May 2024 22:09:20 GMT

I can say that throughout my career, the number of times I’ve experienced an organization making decisions based on its values is far fewer than the number of times I’ve seen organizations make decisions without concern for their values. From my own experience, organizational values have been key contributors to learning about and navigating organizational cultures. One of the organizations I worked with was incredible at living their values and when we would talk about solutions to problems or incorporating new processes, the values were almost always part of the conversation. In contrast, another organization had values listed but did not actively engage with them. our stated values. I suggested that we either needed to change our practices to align with our values or reconsider the values we claimed to uphold. More recently, I was in conversation with an interviewing team and had asked how their organizational leaders demonstrated the organizational values and one of the long-time employees on the team said, “I don’t know.” This disclosure told me a lot about the organization’s culture and how its leaders used (or did not use) their values when discussing their decision-making processes or programming and policies.

Reflect on your own organization. Where does it fall in these examples? Are your organization's values merely words on a website or gathering dust in a binder? When was the last time you evaluated if these were truly the values of your organization? How do you embody these values and demonstrate them to your employees? Given the answers to these questions, is this how you would like to see your organization operate?

When an organization embraces its values, it demonstrates its commitments and fosters a sense of shared community and social contract. Furthermore, the values act as navigational tools for the organization’s path forward and bring consistency to building culture as the values are expressed in new programming, product offerings, corrective actions, and day-to-day operations.

So how do you begin embracing these values?

1. Define the values

It is vital that your values are clearly defined and not abstract. Include examples of how these values might manifest in your work. If you can't come up with examples, it may be time to rethink a particular value.

2. Use the values in operations and decision-making

Your values should be integral to your decision-making processes and organizational culture. Highlight your values in meetings, processes, and operations. Leading by example in this area will encourage your employees to engage with your values as well. Using values in decision-making demonstrates to employees how to incorporate values into organizational processes and changes.

3. Recognize those who demonstrate the values

To reinforce your organization's values, recognize employees who put these values into action. This recognition reinforces your commitment to your values for both the individual and the rest of the organization. It also encourages active engagement in work being performed.

As leaders and employees actively engage with your organization’s values on a regular basis, you’ll be able to see how the shared culture emerges and productivity increases as everyone works from a shared vision.

Winsami Solutions & Consulting is here to help with your organization's workforce strategy. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Talent Management: More Than Just Recruiting and Retention

Thu, 02 May 2024 18:34:37 GMT

When discussing overall business strategies, how deeply does your organization consider the people and skills necessary for success? Do conversations revolve only around headcounts and external hires, or do they also include employee retention? Is the aim merely to maintain staff in their current roles, or are there opportunities for movement and promotion within the organization? Even this subset of questions barely scratches the surface of what you could be asking when developing your talent strategy. Using a holistic approach to align talent to organizational objectives is essential for your organization’s success.

Identify the Skills to Meet Critical Organizational Objectives and Define Success Metrics

If your organization is hoping to launch a new service or product, you’ll need to identify the skills needed to make those new offerings successful. Notice that we noted skills and not people. Identifying specific skills opens up various options to bridge any skills gaps, as we'll explore below. It's equally vital to define success metrics that align with these skills. For instance, if your initiative involves community engagement, your metrics should reflect community activities rather than sales figures. If there’s a mismatch between skills and metrics, refocus on your overarching organizational objectives to realign them.

Furthermore, ensure that your organizational objectives correspond with your organizational values. Implementing objectives that contradict your values can severely impact your organizational culture. While some cultures thrive on speed and constantly creating new projects, others might prioritize consensus. Although no culture is inherently superior, employees will notice if actions don't align with stated values, especially if a shift in organizational culture is on the horizon. Preparing for discussions about why these changes are necessary is crucial.

Match People to the Skills

After identifying the necessary skills, the next step is to connect people with these skills to your objectives. This doesn't mean you should only consider hiring externally. Look internally for employees who already possess or could develop these skills through training, whether internal or external. Consider engaging retired employees as consultants, investing in new systems to free up skilled staff, or simplifying processes to better utilize existing talents. Alternatively, hiring or contracting skilled individuals externally is also an option.

Train Managers and Leaders to Provide Feedback

Training your managers and leaders on how to provide effective feedback is vital for success. They need to be able to strike a balance. If they’re too soft when a correction is needed, the feedback will be overlooked. If they’re too harsh or micromanage, employee motivation and productivity could drop. Additionally, celebrating wins is important, but it should feel genuine rather than feeling like participation trophies. A balanced approach to feedback helps teams excel by providing the right level of challenge and support, fostering engagement through real-time recognition and constructive realignment.

It is also important to note that with real-time feedback for both recognition and realignment, employees will be more engaged in their work. They will see that their managers and leaders are genuinely interested in their contributions and are committed to helping them develop their skills and confidence, which ultimately leads to higher retention rates.

Assess & Iterate

Even though managers should be providing feedback along the way so that goals can be met, it is still necessary to have an overarching assessment of goal progression and if current actions will lead to success. Take this time to identify any unexpected barriers or windfalls and check if the skills, metrics, and objectives are still aligned. This is also when organizations should maintain the items that have worked well and iterate on items that need improvement.

In addition to assessing the goals, managers need to be assessing their employees. Managers should work closely with employees to understand if there are barriers that need to be removed and if there are opportunities for training that could enhance performance. If there are performance issues, managers need to take the time to uncover the source of the issue. Sometimes they’re fixable and other times tough decisions about an employee’s future with the team might be necessary.

Additional Considerations

Your talent strategy should also include succession planning. Determine if you’ll need to replace roles due to retirements or resignations and identify who could step in. If certain roles are no longer necessary, plan how to phase out these duties while retaining any beneficial aspects such as institutional knowledge, operating procedures, or ideas for future use.

Moreover, consider tailoring total rewards to meet the unique needs of your staff. Not all organizations can compete with top market salaries, but creative compensation, such as pet insurance for dog owners, travel rewards for high performers, or flexible work schedules, can add significant value.

Final Thoughts

Talent strategy encompasses far more than hiring and retention. It's about reinforcing or reshaping organizational culture, uniting employees around common goals, and enhancing operations through ongoing development. A robust talent strategy is not just beneficial; it's a competitive advantage.

Can Our Organizations Learn from Lazy Ants?

Tue, 16 Apr 2024 18:44:29 GMT

When you picture the activity within an anthill, you likely imagine ceaseless hustle as every ant contributes to the survival of the colony. Yet, surprisingly, research shows that these "hard working" communities actually harbor quite a few slackers who do very little most of the time. It seems counterintuitive that the colonies which thrive on production and efficiency would have lazy members.

However, studies indicate that these lazy ants serve a critical function. In times of disaster, they step up to relieve their fatigued companions and maintain crucial colony operations. This trade-off between short-term productivity and long-term survival may offer a valuable lesson for our own organizations.

Of course, humans are not ants, and our tasks differ significantly, but consider the benefits of incorporating redundancy in human teams. We already use this strategy in computing and sports—why not in our labor force? Imagine the potential of an organization with cross-trained employees ready to step in or handle extra workloads, allowing others to recuperate as needed. Often, businesses view such redundancy as an unnecessary expense, but reimagining it as a safeguard against burnout and a means to prevent single-points of failure could change that perception.

Burnout diminishes productivity, engagement, and retention. In the U.S., employees often resist taking necessary breaks due to fears of falling behind, feeling guilty about burdening colleagues, or even losing their job. If a company could mitigate these fears and encourage breaks, the slight decrease in efficiency might be a worthwhile trade for improved employee health and organizational resilience.

Likewise, treating a workforce as a team means ensuring no member is stretched to the point of injury. Keeping a team fresh and effective requires depth in its lineup.

So, what does this approach look like in practice?

Identify Vital Tasks, Ensure Coverage, and Cross-Train

Identifying and safeguarding critical operations against any single point of failure is essential. This involves ensuring multiple employees can perform crucial tasks, providing a robust foundation for operational continuity.

Assess Employee Workloads and Add Staff as Needed

If employees are consistently maxed out or working overtime, review their workloads. A single employee's unexpected departure could severely strain the rest of the team or several teams, impacting overall productivity. Also, consider time for breaks beyond the legally mandated ones—space for socializing, moving around, or quiet reflection can rejuvenate workers without severely disrupting operations. If this seems too disruptive, it may be time to consider adding people to your team

Document and Review Procedures

The fear of falling behind can deter employees from taking necessary breaks. By documenting procedures, tasks can be performed consistently by others during someone’s absence. Regular reviews of these procedures can also identify opportunities for improvement or automation.

By allowing some "slack" in your organization, you might see a dip in immediate efficiency, but you'll likely gain much in terms of long-term operational health and employee well-being. Let’s take a cue from nature and make our workplaces more sustainable and supportive.

Resources:

https://phys.org/news/2017-03-slackers-saviours.html#:~:text=They%20found%20that%20when%20the,workers'%20different%20thresholds%20to%20tasks .

https://www.nature.com/articles/srep20846

https://www.sciencedaily.com/releases/2017/09/170908205356.htm

https://www.apa.org/topics/healthy-workplaces/workplace-burnout

https://fortune.com/well/2023/12/13/happy-workers-pto-time-off-guilt-vacation/

https://www.shrm.org/topics-tools/news/employee-relations/encourage-employees-to-take-time-year

Integrating AI Requires a Human-Centered Approach

Tue, 02 Apr 2024 18:55:43 GMT

Over the last couple of years, there have been significant jumps in AI capabilities, compelling many organizations to integrate it into their systems to avoid falling behind competitors. However, adopting AI merely for the sake of it can have negative both short-term and long-term negative consequences. Organizations need to develop a values-driven, human-centered strategy when incorporating AI into their operations, paying close attention to its impact on worker capabilities, organizational values, and who receives the benefits created by increased productivity.

Will AI Augment, Replace, or Redefine Workers?

Jesuthasan and Boudreau detail in their works, "Reinventing Jobs" and "Work Without Jobs," that replacing workers with AI doesn't always go as expected. Sometimes, replacing human workers can lead to inefficiencies, necessitating the hiring of different human workers in supportive roles. In "Work Without Jobs," they describe how a warehouse underwent several changes before finding the right balance with automated robots. Without a clear solution and the flexibility to move beyond traditional job roles, AI implementation could negatively affect operations. Moreover, too many changes could lead to "change burnout" among even the most resilient employees. Proper implementation requires organizations to critically assess their core functions and determine where and how AI can be sensibly integrated.

How Does Implementing AI Align with Organizational Values?

An organization's values act as a social contract, guiding the behavior and goals of its staff and leadership. When introducing AI, leaders must articulate how its integration aligns with these values. If a core value is ownership or acting like an owner, AI implementation should be viewed with a long-term perspective. Leaders should consider how AI will strengthen the organization and impact the experiences of employees, customers, and the community, both positively and negatively. For instance, if AI leads to significant layoffs in the local community, it's important to consider the community's reaction and how it will affect remaining employees' performance. Similarly, if an organization values diversity & inclusion, AI tools and their implementations should be examined for potential biases and negative disproportionate impacts on specific employee or customer groups. For example, if an AI tool uses facial or voice recognition for systems access, organizations should ensure that it works effectively for all demographics regardless of skin tone or vocal abilities.

Who Benefits from the Increased Production Brought by AI?

This is probably the most controversial item on this list, but it's essential to consider who ultimately benefits from AI implementation. Will it be the shareholders, upper-level leadership, staff, or a mix? Employees today seek greater transparency from their employers, and there's been backlash in cases where layoffs occur while senior leaders receive bonuses, or stock prices surge following buybacks funded by government aid. As AI makes employees significantly more effective, organizations must be transparent about how they intend to distribute the gains from increased productivity. Will employees will see salary increases, bonuses, or will the benefits from their labor be distributed to senior leadership and shareholders, as has been the case with past technological advancements. If a significant share of benefits will go back to the employees, the rationale must be communicated to shareholders. Conversely, if the majority of gains will go to senior leaders or shareholders, organizations owe workers an explanation. Moreover, with AI lowering barriers to entry in some industries, additional competition may arise, making transparency and fairness even more critical.

Navigating the integration of AI into the workplace will significantly alter how work is done. By addressing the questions above with a defined strategy, organizations can ensure their AI integrations are successful and beneficial to all stakeholders.

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Winsami Solutions & Consulting is here to support your organization implement people-centered strategies to help you organizations uncover the full potential of your employees and facilitate long-term organizational success.

Nurturing Employee Engagement

Tue, 19 Mar 2024 16:29:06 GMT

How are you connecting with your team members? According to a Gallup report from January 2024, engagement levels saw a slight uptick in 2023, with 33% of employees feeling engaged, up from 32% the previous year. Simultaneously, the rate of active disengagement dropped from 18% to 16%. Though these improvements are modest, they underscore the necessity for ongoing efforts to boost engagement within our organizations.

There's a compelling business argument for improving engagement. Notably, engaged employees show a significant reduction in turnover risk—up to 24% lower, as highlighted by a recent ADP webcast. With unemployment rates below 4% for over two years, the financial impact of turnover can be significant. Replacing an employee can cost an organization between 1.5 to 4 times the departing employee's salary, according to analyses by Gallup and SHRM.

Beyond reducing turnover, engaged employees contribute more robustly to their organizations, going above and beyond in their roles. This discretionary effort, as noted in the ADP presentation, could translate into an additional $9,000 in value per employee annually. Imagine the impact this boost could have on your organization.

Yet, the purpose of employee engagement goes beyond the economic gains. At its heart, engagement builds deeper connections and a shared sense of purpose among team members, enhancing social bonds. These connections are crucial, satisfying our fundamental human need for belonging and significantly improving mental health by diminishing feelings of isolation. This is particularly crucial with remote and hybrid working arrangements.

Embarking on the Path to Greater Engagement

To cultivate a more engaged workforce, consider taking these steps:

1. Deepen Your Understanding of Your Employees

Getting to know your employees involves more than a one and done type of engagement. It's about continuously striving to understand them personally. Dive into their motivations, aspirations, and preferred forms of recognition. This process can include surveys, one-on-one meetings dedicated to personal and professional growth, and town halls or listening sessions. These conversations should be ongoing in both formal and informal settings to keep pace with changing dynamics.

2. Establish Clear Goals and Expectations

For employees to feel a sense of shared purpose and understanding, clear and collaborative goal-setting is crucial. Engage your team in defining these objectives, ensuring everyone is aligned and committed. Our piece on "3-Key Managerial Conversations" offers further insights and resources on this process.

3. Celebrate Achievements and Recognize Excellence

To get your employees to engage, you need to engage with them. Acknowledging an employee’s work and contributions reinforces their value to the organization and strengthens their sense of belonging. Recognition can take various forms, from public commendations to personalized gestures of appreciation such as a heartfelt card, a gift card to a favored shop or service, discretionary leave, additional professional development, or perhaps something learned from point 1. This heartfelt gratitude can significantly enhance morale, productivity, and team cohesion.

Conclusion

Investing in employee engagement will certainly take additional time, commitment, and creativity, but the returns this investment will help you build a more robust organization with strong teams, increased productivity, and of course more resilient employees who feel valued for their contributions.

Winsami Solutions & Consulting is here to help with your organization's employee recognition programs. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Resources:

ADP webcast via SHRM

https://www.gallup.com/workplace/608675/new-workplace-employee-engagement-stagnates.aspx#:~:text=In%20the%20latest%20reading%2C%20from,than%202020's%20high%20of%2036%25 .

https://www.shrm.org/topics-tools/news/talent-acquisition/real-costs-recruitment

https://www.gallup.com/workplace/247391/fixable-problem-costs-businesses-trillion.aspx#:~:text=The%20cost%20of%20replacing%20an,to%20%242.6%20million%20per%20year .

https://www.theretailbulletin.com/fashion/people-matter-the-power-of-connection-and-social-bonds-at-work-05-09-2023/

https://www.simplypsychology.org/maslow.html#What-is-Maslows-Hierarchy-of-Needs

3 Key Managerial Conversations: A Guide for Leaders

Thu, 07 Mar 2024 00:05:27 GMT

Managers play a pivotal role in organizational operations, and I don't say that facetiously. The influence managers have within your organization affects everything from employee engagement and retention to achieving departmental goals, all while bridging the gap between frontline employees and upper management. Regrettably, it's all too common for managers to find themselves underprepared for the demands of their roles, lacking essential tools, resources, and training. This often leaves them in a precarious sink-or-swim situation. A key strategy for equipping managers for success is ensuring they are adept at navigating conversations around:

Crafting goals and expectations
Delivering feedback
Resolving conflict

Crafting Goals and Expectations

At the heart of effective management is the ability to establish clear goals and expectations. This is not just about assigning tasks; it's about creating an environment where everyone knows what success looks like and how to achieve it. The approach to setting goals and expectations may vary—be it through SMART goals , OKRs , or another method—but the most important element is clarity. Goals should articulate a clear beginning and endpoint, and expectations should be defined in a way that leaves no doubt about what is expected. For instance, if expecting team members to innovate, clarify whether they should seek approval before acting or move forward independently. When setting goals and expectations, it's important to:

Define clear, observable goals and expectations.
Ensure there is shared buy-in and understanding.
Outline a clear path for overcoming obstacles.

Delivering Feedback

Feedback, a term that can elicit a range of reactions, encompasses both constructive criticism and praise. When approached correctly, feedback becomes a powerful tool for steering behavior and reinforcing positive actions, relying heavily on specific examples for maximum impact. It's imperative that both managers and employees recognize feedback as stemming from a place of caring with constructive intent, focused on growth. This doesn't make receiving constructive criticism any less challenging in the moment, nor does it mean praise encourages complacency. The focus is on development. When offering feedback, it's important to:

Highlight the specific instance or behavior.
Explain why this particular instance was significant.
Convey feedback with genuine care and commitment to the individual's growth.

Resolving Conflict

Conflict resolution can be daunting, often filled with apprehension about worst-case scenarios that rarely materialize. However, resolving conflicts can lead to a deeper understanding and a sense of relief once resolved. It's crucial for managers to approach these conversations with empathy, aiming to uncover and address the root causes of conflict without casting blame. When resolving conflict it's important to:

Describe the specific observed situation or behavior.
Focus on the behavior needing change, not the person.
Engage with genuine curiosity to understand the other's perspective.
Discuss the impact of the behavior on the team or project.
Work together to find a resolution and agree on the next steps.
Schedule a follow-up to reassess and ensure progress.
If necessary, discuss further actions to take if the behavior persists.

Navigating these conversations requires patience, empathy, and a genuine commitment to the growth and well-being of team members. For those looking to deepen their understanding, delving into works like Crucial Conversations , Radical Candor , The Joy of Conflict Resolution , and The One Minute Manager can provide additional insights. Mastering these dialogues is crucial for any manager aiming to cultivate a productive, transparent, and trusting work environment. Let's embrace these conversations, not as challenges, but as opportunities to lead with excellence.

Winsami Solutions & Consulting is here to help with your organization's manager training programs. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

#LeadershipDevelopment #ManagementSkills #FeedbackCulture #ConflictResolution #GoalSetting #WorkplaceSuccess

Rethinking Job Roles: Are You Keeping Up with the Times?

Thu, 22 Feb 2024 00:25:09 GMT

In our rapidly changing work environment, it's essential for organizations to periodically question whether their job structures and descriptions are still relevant and effective.

Reflect, Reevaluate, Revitalize

Let's embark on a journey of reflection with a simple exercise. Ask yourself, when was the last time your organization took a hard look at the roles and responsibilities assigned to your team members? You might be inclined to think, "We review these during our regular evaluation cycles," or "We update job descriptions when it's time to recruit." But let's delve a bit deeper.

Consider this: In your most recent updates, were the changes merely cosmetic, adjusting titles or adding a new project to someone's docket? Or perhaps you found a role had grown too cumbersome and decided to split it into more manageable positions. These are common practices, but they skim the surface of a deeper issue. Have you truly scrutinized the essence of each role and its relevance to your organization's success?

The Power of Job Analysis

This brings us to the critical process of job analysis. By examining the tasks associated with each job, you can assess their value, determine if a bundle of tasks still makes sense for a role, decide whether a task is better suited for a full-time employee or a contractor, and identify automation opportunities to enhance or maintain productivity. The outcome? A clear path to refining your workforce strategy, eliminating obsolete tasks, and embracing automation to allow your teams to concentrate on what truly matters.

Embarking on Your Job Analysis Journey

To kickstart this process, consider the following probing questions:
Purpose and Performance

What is the purpose of this job?
What tasks are crucial?
How do we measure success?

Task Complexity and Nature

What is the complexity level of each essential task?
How much variation does each task involve?
Is collaboration a requirement?
What are the physical and mental demands?
What level of training is necessary for competent execution?

Maximizing Task Value

Could automation enhance or support the task?
Should the task remain within a specific role, or could it be outsourced?
Is onsite presence required, or can it be done remotely?

For those eager to dive deeper into this transformative approach, the works of Ravin Jesuthasan and John Boudreau, Reinventing Jobs: A 4-Step Approach for Applying Automation to Work and Work Without Jobs: How to Reboot Your Organization’s Work Operating System, are invaluable resources. They offer rich insights into restructuring work to align with modern realities.

Winsami Solutions & Consulting: Your Partner in Transformation

At Winsami Solutions & Consulting, we are committed to guiding organizations through the intricate process of job analysis. Our mission is to help you adapt your People & Culture strategies to meet the evolving needs of your workforce, ensuring your organization not only survives but thrives in the future of work.

#futureofwork #hr #peopleandculture #jobanalysis #automation #consulting