A research event recap from Filene's Centers for Performance and Operational Excellence and War for Talent

A fundamental shift is happening in working conditions across the country. Credit unions are navigating the continuation of a remote workforce, return to office plans and the unknown future of the workplace. We brought academics and experts together for our second virtual event to let go of what was normal and embrace new tactics and approaches.

By the summer of 2020, most if not all of us, have experienced an extended period of working from home. And in the continuing months or years of the COVID-19 pandemic, it is likely that each of us will contend with the changing nature of work. In times like this—a novel situation with so many unknowns, it’s critical that we be able to adapt, explore, and experiment, as these skills will help us adjust our perspectives and allow us to work together under very unusual circumstances.

Drop your tools!

The Collapse of Sensemaking in Organizations:The Mann Gulch Disaster
Karl E. Weick, University of Michigan

The death of 13 men in the Mann Gulch fire disaster, made famous in Norman Maclean's Young Men and Fire, is analyzed as the interactive disintegration of role structure and sensemaking in a minimal organization. Four potential sources of resilience that make groups less vulnerable to disruptions of sensemaking are proposed to forestall disintegration, including improvisation, virtual role systems, the attitude of wisdom, and norms of respectful interaction. The analysis is then embedded in the  organizationaI literature to show that we need to reexamine our thinking about temporary systems, structuration, nondisclosive intimacy, intergroup dynamics, and team building.

The story of the 1949 Mann Gulch Disaster recounts how a team of smokejumpers fighting a wilderness fire unexpectedly find themselves surrounded on all sides by fire. At the critical moment when Dodge, the foreman of the group, realizes his team is surrounded by wildfire, he does two things: He yells at his men, “Drop your tools!” and sets a fire at his feet while directing his men to lie on the ground inside the fire.

The crew of firefighters--afraid, exhausted, and focused on fighting the fire-- is astonished. Some listen and some do not, and in the end, 13 crew members perish by running away with tools in their hands.

Filene Fellow Dr. Sekou Bermiss applies the lessons of Karl Weick’s article, The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster, to his presentation on how organizations can adapt and recover from the current situation we all find ourselves in. Metaphorically, this story epitomizes what often happens when groups are faced with a novel challenge. The firefighters are trained to fight fire, so why would they drop their tools? 

Making  sense of a situation when everything you know seems to have changed is challenging for the most trained and capable among us. Likewise, the pandemic has brought organizations to a halt, and none of us could have expected what has occurred on a global scale. How do we recover? How can we make sense of this situation and move forward with our work?

“When there is an existential threat to our organization, we are reluctant to drop our tools.”
Sekou Bermiss
Filene Fellow
University of North Carolina at Chapel Hill

Why don’t we drop our tools?

Drawing on Wieck’s outline for the psychological reasons that individuals in extreme predicaments “don’t drop our tools,” Bermiss adds that among these reasons are our inability to listen and our need for justification when faced with unexpected changes, control, and identity.

It’s understandable that in times of stress or danger, or when things don’t make sense, it is difficult to listen. Just as some of the smokejumpers couldn’t hear or listen to the directions given by their foreman because they were distracted by the fire.

Likewise, when confronted with novel situations, we need justification to take unusual action. Unlike his team members, the foreman was out ahead of his team and had the advantage of understanding the situation.

How can you drop your tools?

Bermiss outlined the four skills necessary to build organizational resilience during episodes of extreme chaos, uncertainty, and change: improvisation, an understanding of virtual role systems, an attitude of wisdom, and respectful interaction.

“There is hope. This is about how you can build organizational resilience and ensure that you don’t have a collapse of sensemaking despite the uncertain environment.”
Sekou Bermiss
Filene Fellow
University of North Carolina at Chapel Hill

Improvisation

When one organizational order collapses, a substitute is usually needed quickly. Find ways to cultivate creativity and innovation and allow individuals opportunities to improvise so they can help when sensemaking is collapsing. The best ideas come from a diversity of perspectives, so invite all areas of your organization. And remember to embrace failure to cultivate an atmosphere that values new ideas and the continual iteration of finding solutions that work.

Virtual role systems

Every person in your organization needs to be able to imagine how your organization works effectively, including understanding which roles fill which needs. Resilient organizations will focus on getting all their workers to think systemically about how the entire organization works. One activity, job crafting or job-re-alignment activities, is useful for building an individual’s understanding of virtual role systems because it requires you to think more deeply about how the organization fits together.

Attitude of wisdom

Wisdom embodies experience and embraces re-shaping what you already know to fit new challenges. Wisdom is knowing that you never encounter the same situation twice. There is always something different. Currently, entire organizations working remotely is novel. However, some things haven’t changed: individuals still communicate via email often. Part of wisdom is being able to extract the parts that are new and the parts that are familiar.

Respectful interaction

Sudden and catastrophic change is difficult. Organizational statements from leaders are good starting points, but an individual’s understanding of a situation develops among peers. Collaboration is enhanced by communication that purposely uses less mitigated speech (i.e., would, might, should) and fewer qualifiers. Instead, invite individuals to share “how they see things” and ask them to share if they agree or disagree, and what their vision looks like.

Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa.

Report #514 07/20

With their expertise on big data analytics and machine learning, you’d think Google would use their sophisticated techniques to better understand their employees. You’d be wrong. Mary Kate Stimmler from Google’s People Analytics team shared how the employee survey remains their best tool for learning what’s on the minds of Google staff, and how leaders draw on these data to inform their people decisions.

The Employee Survey: Good for Staff, Good for Leaders

“We can use social science methodology to really understand what employees are thinking. All of our people decisions should be made with data.”
Mary Kate Stimmler
Google

In order to make better people decisions and ensure all staff have an opportunity to contribute, Google committed to inform their decisions with employee survey data.

To understand your employees, the humble survey remains the best tool available. For large organizations, surveys allow leaders to scale informal “water cooler” conversations to solicit feedback from all staff. For their part, when they see results from survey feedback, staff are more likely to feel included and heard.

The survey also provides a key piece of accountability for leaders. Often, without data, leaders can be more myopic, act more impulsively, and tend to be less generous to the opinions of their staff. Surveys can counteract these tendencies by providing wisdom from the crowd and inform better decision making. Leaders perform better when they rely on employee survey data and the actual voice of employees rather than guessing what their staff might be thinking.

Conducting Effective Employee Surveys

“This is really a cycle. If people feel safe they will provide more data which will increase validity, and make leaders more likely to listen and take action. It can become a fortuitous cycle.”
Mary Kate Stimmler
Google

How can you distinguish a good survey from a bad survey? First, it must be trustworthy. Be clear about consent and anonymity. Second, surveys should be effective and responsive. Show staff how the data are being used and the improvements being made. Finally, surveys must also be valid. The questions must be tested for reliability and the response rate must be large enough to provide relevant observations and minimize response bias. This is especially important for questions that may vary by demographic or social identity; in these cases, ensure response rates from smaller sub-groups are representative.

Make Your Program Shine

As you iterate on your surveys, be certain to learn and improve with built-in feedback systems. Ensure you (1) align survey content with workplace aspirations; (2) use findings to take action; and (3) communicate back to employees. For more information, consult Google’s re:Work People Analytics Resources, specifically their Guide: Run an Employee Survey.

Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa.

Report #514 07/20

Organizations must recognize that they are more than a place where people gather or where a brand identity exists. In the twenty-first century, organizations should begin thinking of themselves as a collective set of practices where individuals interact with one another just as neurons have synaptic connections to other neurons in a human brain. Understanding this complexity is especially important in a time when knowledge workers are rapidly adapting to working remotely and to a changing environment that rewards those with an agile approach to organizational tasks and priorities.

How do mobile workers work?

Not all work can be accomplished remotely, but for those functions that can be, we know that the following must be true:

  • Knowledge work: There are protocols in place that facilitate the work along with boundaries and rules to complete it.
  • Infrastructure: The worker has the software needed to perform the task, and has access to all the necessities to work (e.g., Wi-Fi, office space, a web camera, etc.)
  • Organizational boundaries: The worker can delineate between personal time and responsibilities and work.
  • Mobility: Ability to bring all they need on the go.

Peeling off the different layers of understanding related to mobile or remote workers’ productivity outside a traditional office setting, we see a set of factors that typically interconnect. These factors create both opportunities and constraints as workers encounter them.

Even as technology makes remote work possible, it also reveals new challenges. In general, these challenges can be divided into two types: technological constraints and contextual constraints.


Technological constraints

Sometimes we experience challenges with technology not working under the circumstances where it is needed. Examples of this type of technological exclusion include virtual meeting software with a poor connection, or two pieces of hardware that are not compatible that limit the work that one can do.

Mobility Meets Infrastructure

This shifting, heterogeneous, multi-infrastructural environment is how-and where it gets done, decisions are made, and scientific questions are communicated. Each infrastructure contributes its own inclusions and exclusions, fragilities, and potential. However, it is not simply that work takes place among such complexity, in a system too large, unwieldy, and inconsistent to comprehend. Rather, we must maintain attuned to how participating actors assemble this heterogenous and partial system each time from so many seamful components, like patchwork, using the infrastructural resources at their disposal.

Many also encounter challenges on how technology is set up to the point that it interferes directly with one's ability to work. Infrastructural disconnect is seen in how the iOS platform does not play well with Microsoft platform.

Contextual constraints

Specific problems can arise for workers in certain geographic locations. Workers are bound by spatial boundaries when, for example they must use an internet provider which doesn't offer the best connection.

Organizational boundaries. Other challenges arise due to organizational policies that are usually out of a worker's control.

Flexibility v. Elasticity

Even before COVID-19, knowledge workers were prized for their flexibility. Now, as a result of the preventive measures meant to combat COVID-19, both organizations and workers have been increasingly required to showcase flexibility, whether they want to or not. Workers have gone from office buildings to working remotely, branches have been transformed, and most aspects of everyday life have changed. But, in this sense, flexibility is nothing more than a temporary adaptation to current circumstances, with an expectation that at some future point modifications will no longer be necessary. We can ask workers to be flexible now because we believe that the lack of normality will only be temporary.

Instead, we should strive to develop elastic workers—workers who possess the shapeshifting qualities of a mimic octopus. In other words, we should help workers acquire an orientation to work that is both pre-emptive and reflexive so that when they need to adapt, they are not always looking forward to the day when “things will get back to normal.” Elastic workers appear to apply an agile methodology to themselves as subjects by, for example, always having a plan B in mind—a simultaneous acknowledgment is strictly defined. Being elastic means no longer expecting things to be normal, no longer trying to find temporary workarounds. Rather elasticity deals with the situation of every moment as needed, slowly accumulating the knowledge of seeing what options might be operable in any given circumstance.

Becoming an elastic organization

"Like turtles, workers make themselves ready and able to work in any place at all; they bring their “offices” with them literally by carrying everything they need. They look at themselves in relation to their work by asking, "how can I get through this and back to something more standard and regular?”
Ingrid Erickson
Syracuse University

It might be safe to say that all elastic workers are flexible, however, not all flexible workers are elastic; at least not yet. Work is no longer just about having a particular set of skills. It goes beyond that to include a much broader scope of possibilities, creative thinking, and improvisations.

At the organizational level this means planning for atypical days. Knowledge work moves forward the most smoothly when organizations creating the means for everyone to adapt to organizational needs with creative elasticity. Ask your organization, how might we organize time and space so we can provide room for new connections and new projects?

Seamlessness should not be held up as an ideal. Seams are not a sign of weakness or an indicator of deficiency, but are essential to understand and embrace as a part of elasticity. Workers have preferences for how they organize their day, tasks, systems. Ask your organization, how might we foster a sense of dynamic knowledge that can be shared and legitimized among others?

Enhance workers’ level of agency over the technology they use to conduct their work. Standardization, while an apparent minimizer of risk, also raises the likelihood of technological exclusion. This inadvertently forces a path that can breed resentment and disengagement, and decreases the potential for innovation and creativity. Ask your organization, how might we have a reliant system that leaves the door opens for experimentation, customization, and discovery?

Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa.

Report #514 07/20

Your organization might be familiar with experiments, but how often does it get to design one? Quick and dirty experimentation can help you measure success properly and then use those findings to strengthen your business case.

What testing does

Megan Brown with Starbucks led an interactive workshop to help credit unions design simple experiments when needed. Fundamentally, tests measure whether an intervention is effective at changing behavior. It allows credit unions to translate findings into a business case for investment, try out a change that is innovative, risky, controversial, or expensive, and assesses the costs or ROI of such intervention.

Download this worksheet to begin designing your own experiments.

Concepts for designing tests

There are concepts that are useful to remember when it comes to designing tests. Some line up with business practices and some do not.

Your hypothesis is the prediction from the business case. The independent variable is the thing you are changing with a variety of levels of intervention (test and control). The dependent variable is your success metric and comes right from your hypothesis and your business case. The controls serve as your baseline, or business as usual group to provide a comparison to make sure the change you are seeing is meaningful and significant. Confounds reflect the real world of your changing business environment. Changes will happen at the same time: track them as they happen to assess how they affected your experiment outcomes.

Random assignments may feel unusual. It allows you to create an unbiased sample for more accurate measurements instead of selecting the most convenient or enthusiastic employees for the test group. A random assigned control group is the best solution for controlling the noise around the intervention to see the “true” effect.

Lastly, the most complicated concept to incorporate in your design may be the relationship between sample size, power and p-values. You have to right-size the sample size based on how large you think the effect will be.

Making sense of test results

There are tens of thousands of ways to analyze experiments. It all depends on the number of variables and outcomes you have. But you can keep it really simple.

1. Measure the results of the success metric for both the test and control groups and account for it when evaluating.
2. Run a simple analysis to understand if the results are statistically significant.
3. Extrapolate what you learned from the test to scale.
4. Calculate the Return on Investment. ROI is the ratio of savings/profit to the costs of the intervention.
5. Build a business case with your findings.

    Brown noted that while results of experimentation bring great value, this approach is not a good fit for all circumstances. Experiments won't work when there is too much momentum to slow a launch (regardless of risk), the decision has already been made, a baseline comparison is not available, or the sample is too small.

    Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa.

    Report #514 07/20

    Organizational friction is familiar and immediately recognizable in its symptoms: frustration, helplessness, and ultimately defeat. In our work, we are experiencing friction and its associated symptoms at higher rates than ever before as a result of the pandemic. But where friction comes from and how to combat it are less well understood. In this playful and provocative session, Brent Dixon introduced Filene’s report, Friction: A Manifesto that touched upon the causes, effects, and cures of organizational friction so that we could better understand how to make the important things easier to do in ways that do not exhaust us.

    What is friction?

    Friction in the workplace is familiar and immediately recognizable in its symptoms: frustration, helplessness, and ultimately defeat. But where friction comes from and how to combat it are less well understood. In this playful and provocative pamphlet, researchers from the Filene Research Institute, in conversation with Filene Fellow Huggy Rao, consider the causes, effects, and cures of organizational friction in order to better understand how to make the important things easier to do (and the unimportant things harder to do) in ways that do not exhaust us. Download Friction: A Manifesto today.

    Bad organizational friction is the effect of well-intentioned systems and processes that overload employees, waste their time, and devalue their work. But friction isn’t always bad. It can create necessary pauses during moments of uncertainty. It can help us avoid poor decisions or actions.

    Bad organizational friction, which tends to be more common, happens when these behaviors are prevalent:

    1. Failure to value maintenance labor
    2. Poorly maintained social relationships
    3. Failure to care for shared organizational resources, especially employees’ time and attention

      A few culprits
      The enemy wears many forms. Friction blindness, or, “how bosses (accidentally) waste their employees’ time” is one. Sometimes, unwitting leaders give orders or make offhand comments that create additional, unnecessary work for their staff. For example, one CEO commented that there weren’t many blueberry muffins at a team meeting, and staff interpreted it to mean they needed to ensure there were more muffins available at all future meetings. 

      Cookie lickers are those who feel the need to touch every project but make no contribution to advance the work. 

      Hippopotamuses have big mouths and tiny ears—they rarely listen and dispense lots of advice without the benefit of true insight. 

      Then there are those who guard the entrance to meeting hell. Meetings may become so process-driven (vs. actual production) that it can be difficult to accomplish the needs of the meeting.

      A Call to Arms

      You will be fighting friction forever. Embrace this struggle. Normalize its key players, its vocabulary and methodology. Incorporate it into your policies and procedures; schedule time on the corporate calendar for checking friction levels and taking corrective action. Now, we charge you to identify, address, and alleviate the friction in your own workplace. Forge and adopt collective design principles for governing shared responsibilities. A better workplace—and a better world—await.


      What are The Cures?

      The cure starts with each of us. We cannot shirk our responsibilities, and we must band with our co-workers to pay closer attention to the causes of organizational friction and recognize how the creators of friction are often well-intentioned, following the rules, and responding to incentives. We need to recognize, value, and support those who build and maintain the infrastructures that allow work to be done. We need to pay closer attention to what frustrates workers and declare war on it.

      How Can I Take Action?

      The work of fighting friction is ongoing, like mowing the lawn, or tending to a garden. Do not assign blame or point fingers—recognize that the problem is systemic. Solutions should be directed at the structure of workflows and the infrastructure that supports them. Share the manifesto with co-workers and do some workplace therapy together. Recognize that combatting friction cannot be delegated. Seek to listen and understand first. Learn from people who manage and organize processes and systems. Don’t add, subtract. Increase appreciation and value for those building and maintaining the infrastructure.

      Thank you to State National for hosting this session.

      Report #514 07/20

      In our noisy world, the ones that break through are the powerful communicators. And the profound, global disruption we have experienced in the last four months, has required business communication to evolve. Meetings are shorter, faster and facilitated by virtual technology that forces us into new behaviors and often hinders connection. Now, powerful communicators must be more direct, more concise and more relevant than ever before. This can mean the difference between building connection and engagement with one’s teams, colleagues, members and communities…or not.

      Communication and Performance Coach Kelsey Crouch returned to Filene’s virtual event to lead two highly interactive sessions so that credit union professionals could train and hone their skills to “communicate for influence.”

      Let the structure set you free

      The crafting of direct, concise and relevant presentations and communications is prone to error and disorganization without planning and the use of a proper content structure. Especially in a time of COVID-19, speakers have moments to engage their audiences before distractions take them over and the opportunity is lost. Your level of influence with your audience is directly proportionate to how audience-centered your content is. Use the structure like a scaffolding to build out your message and story.

      Here are five key questions to ask yourself when gathering the information for your content:

      1. What is the outcome or purpose of this communication? This will be your metric for measuring the success of your presentation. Be specific. What do you want your audience to say, think or do as a result of hearing you?

      2. What has happened or changed in your audience’s world? Orient yourself and your content to their circumstances.

      3. Why should they care about your outcome? This is not why do you like your idea or product, or why do you care that they care. The question asks you to step into their shoes and see more of their circumstances. What are they dealing with, dreaming of, and worried about? It is okay to get personal with these details. Stay empathetic but don’t assume you know everything about them. It is a good idea to check in with your audience to verify that you understand their needs correctly.

      4. What are the three things they need to know? Go high-level—sort all of your data, the things you want to talk about during your presentation, into three buckets. Examples include: “Problem, Solution, Implementation;” “Last sprint’s progress, Next sprint’s goals, Strategy for getting there;” and Steve Job’s famous announcement, “The Enemy, The Hero (aka the iPhone), and How we’re gonna make it happen.” This is your opportunity to define the solutions you have to offer and tell them what they need to do to take action.

      5. What’s your point? You’ve got to have a clear, memorable point. Try the equation “Solution + Benefit.” Ideally, your point is less than ten words—make it catchy, poetic, lasting.

      “We are living in a new communication landscape. You must be intentional if you want to influence your audience towards action.”
      Kelsey Crouch

      Good content guides your audiences along a story arc: beginning, middle, and end. Build relevance in the beginning by framing the conversation with your audience’s circumstances, prove to them that you value them and have paid attention to their needs. The middle, or the body of your content, expands on your three buckets of what they need to know. And finally, leave them motivated toward your outcome with a story, anecdote or inspirational message that reiterates your point. 

      Voila! In 15-30 minutes, your content is direct, concise and organized.

      With so much unknown in our world, and so many more important issues to stress over, give yourself the peace of mind of a communication well-structured. That structure will set you free and allow you to connect confidently, joyfully and effectively.

      Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa. 


      Report #514 07/20

      Scaling People & Process

      As work in credit unions has adapted to the reality of the pandemic, we have an opportunity to pause and examine where the nature of work has been, and the trends that will occur over the next five years.

      Sekou Bermiss hosted a discussion about the future of the workplace and adapting to current circumstances from the perspectives of several leaders: a building designer that specializes in credit unions, a leader at VISA with a robust workforce working both in-office and remotely, and a credit union CEO who, in the scope of two weeks, shifted 80 positions to work remotely.

      Remote work at scale

      Before the pandemic, offices had embraced the open office style because of the accessibility it affords to collaborative spaces and relationship-building, explained Mark Alguard from Momentum. Although these trends were strong, there continues to be tension between employees preferences for focused time in quiet, more segregated spaces, such as individual offices. This said, credit unions, generally, tend to support more focused working environments. Now that we’re adapting to working during the pandemic, we’re observing that many open office configurations with tighter spaces for workers are needing to change to provide more space to keep workers safe.

      Some of the transitions towards working more remotely were already being explored, so adapting to a mostly remote work environment relied on previous experiences, and the pandemic accelerated this trend, explained Mary Beth Spuck of Resource One Credit Union. Because her organization had begun a telecommuting program in 2019, they were aware of some of the issues, but as they scaled up their remote workforce, they needed to develop new processes and rely more on technology.

      Remote worker onboarding

      With a more distributed workforce, new issues arise that need to be addressed. Doug Leighton from Visa recounted how his team of interns were expected to work remotely using an online virtual office, and when it unexpectedly failed, VISA pivoted to deliver laptops to each intern, delaying their eight-week internships by one week. The technology isn’t always tested and ready when needing to adapt.

      Onboarding a remote employee has its challenges as well, not so much because of the limitations of training, but more of helping the new employee feel part of the team, and receive the recognition and the emotional connection that is a large part of satisfaction in the workplace. Leighton agreed that much of the satisfaction for interns is the office experience and being surrounded by employees, and absorbing the culture is as much of a learning experience as the work itself.

      Remote worker communication

      Communication is also a challenge that requires thinking differently. Most panelists agreed that communications needed to be more frequent, but shorter, such as daily check-ins. Often an employee could be working next to you, and you might have rarely talked, but because these employees are now separated, the occasional questions and checks that we may have taken for granted, now require planned, short meetings.

      What advice do these leaders offer credit union professionals as they adapt to a more remote and safer work environment? Most agree that it’s important to provide a high degree of trust to employees. And instead of worrying about how each employee will complete their work, it’s better to give workers slack to work out the process, and focus more on goal completion.

      It’s also important to grant workers permission to communicate more, and sometimes over-involving specific employees in meetings can provide a different level of communication as they observe and listen, this provides context for their own work, says Leighton.

      Spuck explained that leading a remote workforce requires a different kind of leadership, and that online communication, although necessary, doesn’t provide the non-verbal cues that are an important part of collaboration and understanding one another. “Sometimes you need to pick up the phone and talk to someone,” says Mary Beth Spuck, “and I try to emphasize the engagement piece with my colleagues, and even mail postcards from time to time.”

      Remote worker promotions

      Career progression is another challenge for employees working remotely. Often remote workers feel less involved in their career progression, and feel at a disadvantage. We need to find ways to build networks so that remote employees can build their careers, explains Leighton. He added that remote employees wanting to stand out can do so by taking the initiative, and developing tools, programs or other resources to share with their team.

      Employees can differentiate themselves by conducting outreach outside of the organization, and collect insights that everyone can share. Spuck added that she’s alert to those employees who ask, “Why are we doing it this way?” And that those workers who ask questions and offer alternatives, are likely to progress in her organization. For Alguard, he’s looking for his team to be open to changing their minds, and who are naturally inquisitive.

      In five to ten years, all panelists agreed that the future of work would be adopting a hybrid model that relies on both a distributed workforce and in-office employees. This might include a rotational approach to in-office exposure to help cultivate the desired work culture. Alguard sees a shift towards more space for workers, and a move away from tightly packed working environments. This will result in less anxiety and stress, and be less disruptive when workplace impacts occur.

      Thank you to the Center of Excellence for Performance and Operational Excellence and the War for Talent sponsors that made this event possible: Alliant, Christian Financial Credit Union, Fiserv and Visa.

      Report #514 07/20