Over the past few months, we’ve seen employees quit in record numbers. While there are many reasons for “The Great Resignation”, a standout is employee trust. A study from Gallup suggests that only one in three employees strongly agree that they trust the leadership of their organization.
Employees want to trust the companies they work at and the people they work with. They want to feel comfortable coming to HR with their complaints and concerns. But building trust takes time, and effort. As organizations are planning their post-pandemic strategies, now is a perfect time to place an intentional emphasis on building trust.
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5 Ways to Build Employee Trust for Less Turnover and Fewer Incidents
1. 5 Ways to Build Employee
Trust for Less Turnover and
Fewer Incidents
Sharlyn Lauby, SHRM-SCP
Jakub Ficner, i-Sight
2. Today’s Agenda
• The current state of trust in the workplace
• The benefits of having a high-trust culture
• 5 activities to create more workplace trust
• How to measure the results of your efforts
3. Today’s Presenters
Sharlyn Lauby, SHRM-SCP
President, ITM Group Inc.
Author, HR Bartender
Jakub Ficner
Director of Partnership Development
i-Sight
4. The Current State of Workplace Trust
• Only 1 in 3 employees strongly agree that they trust the leadership of
their organization. (Source: Gallup)
• Edelman Trust Barometer 2021 report
• 78% of employees trust their co-workers
• 77% trust their manager
• 71% trust the executive team
• 70% trust HR
5. The Benefits of a High-Trust Culture
• 106% more energy
• 75% more engagement
• 50% higher productivity
• 29% more satisfaction
• 74% less stress
• 40% less burnout
• 13% fewer sick days
6. 5 Activities to Create More Workplace Trust
Create an ethical
culture
1
Design fair and
equitable policies,
procedures, and
guidelines
2
Train employees,
then get out of the
way
3
Prioritize employee
wellbeing and safety
4
Provide a mechanism
for feedback
5
7. Poll: Does your organization have a
code of ethics?
A. Yes, and it works for our organization.
B. Yes, but we still have some ethical challenges.
C. Not yet, we’re considering it.
D. No, we don’t feel it’s necessary.
8. 1. Create an Ethical Culture
• Make ethics everyone’s responsibility
• Have an ethics standard
• Communicate it during orientation and onboarding
• Connect it during training programs
• Use it during decision making
• Strong ethical cultures report positive outcomes
• Less pressure to compromise ethical standards
• Less observed misconduct
• More reporting of observed misconduct
• Less retaliation for reporting
9. In turn, these things will help you create a
better, more ethical culture. It’s a cyclical
relationship!
• Protect complainants from retaliation
• Address and resolve the case in a timely manner
• Maintain thorough documentation of every step of the process, from initial
complaint to final investigation report
• Track each step of the investigation so nothing slips through the cracks
• Manage the outcomes
• Use historical case data to drive policy
If an issue does occur, an ethical organization
will have the tools in place to:
10. 2. Design Fair
and Equitable
Policies,
Procedures,
and Guidelines
• This doesn’t mean that
everyone is treated the same.
• Employees feel that policies,
procedures, and guidelines
work well for all.
• Includes the way that
suggestions, concerns, and
investigations are handled.
11. Emerging factors that make incident management and prevention
more important than ever:
• Social media
• Whistleblower protection
• Compliance (good record-keeping)
• Labor shortage
New workplace concerns that can impact equity:
• Hybrid/remote work
• DEI
• Psychological safety
Equity in the New World of Work
12. 3. Train
Employees,
Then Get Out
of the Way
• This is important for building trust
in the manager / employee
relationship.
• Managers should give employees the
tools they need to do the work
successfully.
• Then trust them to get the work
done.
• Hold employees accountable for
results.
• Very applicable in today’s onsite /
hybrid / remote workforce
13. Data Analytics Improve Training Impact
• Detailed reporting provides information on the numbers and types of
cases, helping you identify risks to address with training and other
prevention methods.
• The ability to analyze cases by cost center has provided insight into
trends and put the data into context.
• LA Metro has been able to identify certain divisions with more civil
rights cases than others and target training to those divisions.
• They’ve also reduced their risk of lawsuits through timely and
thorough complaint response and resolution.
14. 4. Prioritize Employee
Wellbeing and Safety
• Employee burnout and stress cost
organizations anywhere from $125 to $190
billion dollars each year.
• Employees overwhelmed by amount of work
• Lack of recognition
• Relationship with manager
• Employee Safety Report 2022 (Source:
AlertMedia)
• 73% of employees feel safety is “extremely”
important
• 53% of employees feel that their employer
considers safety “extremely” important
15. Poll: What’s the primary way that
employees provide feedback to your
company?
A. Speaking with HR or a member of the management team
B. During one-on-one meetings with their manager
C. Through a confidential reporting line
D. We would need to research this…
16. Efficient Case Management Protects
Complainants
• A culture that encourages reporting must act on complaints quickly
and effectively.
• Whistleblower protection is paramount to avoid retaliation and
compliance lapses.
• To achieve this, you need:
• Rapid response tools from the outset
• Workflow timeline that is proven and transparent
• Checks in place to guard against delays
17.
18. 5. Provide a
Mechanism
for Feedback
• Trust means listening to employees
and responding to concerns
• Organizationally: check-ins,
engagement surveys
• Departmentally: step-level
interviews, stay interviews
• Individually: one-on-one meetings
19. Feedback Data Helps Reduce Future Risks
• Multiple channels of feedback can be analyzed together
• Data can be used to pre-empt minor issues BEFORE they become
major incidents
• For example, if requests for support with HR are increasing, you can pinpoint
areas for focus, or new/updated policies that would be helpful
• Exit interviews can shine a spotlight on compliance issues or leader
weaknesses
20. 5 Activities to Create More Workplace Trust
Create an ethical
culture
1
Design fair and
equitable policies,
procedures, and
guidelines
2
Train employees,
then get out of the
way
3
Prioritize employee
wellbeing and safety
4
Provide a mechanism
for feedback
5
22. T h a n k Y o u f o r
P a r t i c i p a t i n g
Find more free webinars:
www.i-sight.com/resources/webinars
@isightsoftware
C o n t a c t
S h a r l y n L a u b y
C o n t a c t
i - S i g h t
webinars@i-sight.com
https://www.hrbartender.com
https://www.linkedin.com/in/sharlynlauby/
@hrbartender
@Sharlyn_Lauby
Notas del editor
Sharlyn Lauby is an author, speaker, and consultant. She has been named a Top HR Digital Influencer and is best-known for her work on HR Bartender, a blog and podcast focused on being a friendly place to talk about workplace issues. HR Bartender has been recognized as one of the Top 5 Blogs read by HR professionals by the Society for Human Resource Management (SHRM) and best business blog by the Stevie Awards.
Publications such as Reuters, The New York Times, ABC News, and The Wall Street Journal, have sought out her expertise on topics related to human resources and the workplace. Sharlyn is the author of “The Recruiter’s Handbook: A Complete Guide for Sourcing, Selecting, and Engaging the Best Talent” and “The SHRM Essential Guide to Talent Management”, which are available on Amazon.
Her personal goal in life is to find the best cheeseburger on the planet.
Sharlyn
One in three employees in Gallup's global database strongly agree that they trust the leadership of their organization. https://www.gallup.com/workplace/258197/why-leaders-employees-trust-don.aspx While the study is a few years old, it aligns with a more current report from Edelman.
According to the 2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee, some 78% of employees said they trusted their co-workers, followed by their direct manager (77%), chief executive (71%), and head of human resources (70%). https://www.edelman.com/edelman-trust-institute/rebuilding-trust/kevin-j-delaney These might sound like high numbers – in the 70s – but it means one in four employees doesn’t trust someone they work with.
Sadly, the HR number is worth attention. If employee’s don’t trust HR, how do we know that we’ll hear about concerns when they happen.
Sharlyn
The benefits of having a high-trust culture. This should go without saying, but let’s say it anyway.
A high-trust culture is one where there are shared values and a mutual respect of employees – at every level of the organization.
High-trust companies report 74% less stress, 106% more energy, 50% higher productivity, 13% fewer sick days, 75% more engagement, 29% more satisfaction with their lives, and 40% less burnout. https://hbr.org/2017/01/the-neuroscience-of-trust
Sharlyn
We’ll cover each of these in more detail.
Sharlyn
ECI’s 2021 Global Business Ethics Survey Report, 85% of employees who worked at an organization with a strong ethical culture reported other positive outcomes. https://www.ethics.org/global-business-ethics-survey/
Less pressure to compromise ethics standards
Less observed misconduct
More reporting of misconduct observed
Less retaliation for reporting
Make ethics everyone’s responsibility.
Sharlyn
Sharlyn
Sharlyn
Prioritize employee wellbeing. https://www.i-sight.com/wp-content/uploads/2020/11/Mental-Health-Checklist.pdf This includes employee safety.
Employee burnout and stress cost organizations anywhere from $125 to $190 billion dollars a year. The biggest factor in these costs was high demands at work. https://hbswk.hbs.edu/item/national-health-costs-could-decrease-if-managers-reduce-work-stress
NOTE: Safety is more than slips, trips, and falls. While we need to safeguard for those, employees are also concerned about cybercrime and the pandemic. https://www.alertmedia.com/blog/workplace-safety-statistics/
Psychological safety is an important part of building trust.
Sharlyn
Sharlyn
Are you trusted to get your job done?
Do you feel that you have the autonomy to make decisions about your work?
Do you feel your opinion is valued?
I trust my co-workers to do their job well.
I believe company policies are fair.
I act knowing that my supervisor will keep their word.
Seed Questions
How can we help managers realize that trust might be an issue with our workforce?
Are there questions we can ask employees about trust during interviews?
Tell me about a time when you weren’t in a trusting relationship with a co-worker. What did you do to build a more trusting relationship?
Tell me about a time when you had to support a decision that did not benefit you personally. How did you handle it?