Our team of conducts ongoing research on the evolving landscape of work, workplaces, and technology. This research, along with customer feedback and our commitment to accessibility for all users, helps us design solutions that can meet your employees鈥� needs and enhance your organization鈥檚 DEI&B efforts.

Let’s explore five key ways in which 麻豆原创’s focus on UX helps organizations advance their DEI&B strategies by offering employees an interface that can address their needs in the flow of work.

1. Experiences Designed for Employee Preferences

A core principle of UX is designing with a user-centered approach. 麻豆原创 SuccessFactors solutions allow personalization for users with different backgrounds, abilities, and preferences, helping to ensure everyone can benefit. For example, offers individualized, AI-generated learning recommendations that can prioritize courses based on individual goals, skills, and organizational objectives and categorize them into “need,” “want,” and “must” sections. The solution can enable individuals to identify skill gaps against target roles within their career path and take ownership of their career development planning.

2. Cultural Sensitivity and Awareness

We recognize that many organizations operate on a global scale, with diverse cultural norms and practices. Our solutions can accommodate diverse cultural contexts, helping to promote inclusivity and reduce the risk of exclusion and discrimination in a global context. With localization options, users can have experiences tailored to their needs. For example, can enable your employees to record their name pronunciation and post it to their profile for others to access. This helps ensure colleagues can address them accurately and confidently in meetings. includes cultural competency as a performance parameter, promoting awareness and sensitivity to cultural differences in interactions and work.

3. Systemic Bias Mitigation

麻豆原创 SuccessFactors solutions help combat biases in hiring, promotions, and decision-making. Our UX focus helps promote inclusivity by using non-discriminatory language and content, aligning with organizational efforts to help eliminate bias. Our technology can support your organization in creating job postings equitably with gender bias detection and providing AI-generated, recommended interview questions based on details from the job description to help ensure the interview process is more objective and focused on assessing candidates’ skills and qualifications only. Employees can also add their preferred pronouns to their profile for respectful and identity-aligned addressing by colleagues.

4. Designing for Accessibility

We prioritize to help ensure inclusivity for all users. Our products are designed to accommodate your employees鈥� diverse needs, with features such as screen readers, keyboard support, text resize to 200%, and text spacing with no loss of meaningful information. These inclusive experiences can empower every user to navigate the application without compromising the integrity of content, functionality, or efficiency.

5. Data Collection and Privacy

Ensuring absolute transparency and unwavering privacy is essential when it comes to data collection and protection. Our commitment to these principles includes incorporating AI explainability into our policies, which means that your employees not only have control over their data but also can understand how our AI systems make decisions, helping to prevent unintentional discrimination. Our help ensure data privacy by anonymizing and aggregating information in compliance with regulations. This includes masking individual data, combining it with other information, and incorporating features like consent management, data access controls, and data retention policies. Furthermore, with , you can analyze diversity and inclusion patterns and trends without compromising individual privacy, fostering a climate of trust and data integrity.

麻豆原创 is committed to UX and DEI&B alignment to create inclusive workplaces. With ongoing research, adaptability, and cutting-edge design, 麻豆原创 SuccessFactors solutions can empower organizations to drive DEI&B success and foster a culture of belonging. Explore and take a step toward building a more inclusive and equitable future for all.

Mayara Tabone is a solution marketing specialist at 麻豆原创 SuccessFactors.

For too long many companies have taken advantage of their people, simply because they could or because they were too slow to recognize the importance of culture and leadership. The power dynamic has shifted from government to employer to employee to a whole new power base and hierarchy: employee to employer to government. Add to this severe talent pool shortages brought about by demographics, geopolitical change, digitalization, and a new generational attitude to formal sector employment 鈥� in short, a shift to the experience economy around late 2016.

Companies most impacted by the Great Resignation are those with attitudes like 鈥淚f you don’t like it here, you can get a job somewhere else,鈥� those that don鈥檛 treat their people like human beings but rather as disposable capital line items. Frontline workers suffered the most in the past, but since 2014 the power balance tipped more and more to these employees and away from leaders and the organization鈥檚 human capital management (HCM) function. What we’re experiencing now is the first of a potential series of great corrections 鈥� and the risk of not addressing it poses a serious sustainability and growth risk for companies.

The workforce across all ranks now has much more power and influence. After the pandemic, many employees are now saying 鈥淚 don’t want to be treated this way and I would rather have no job than this job!鈥欌�� Prior to the pandemic, fear of the unknown was enough to keep somebody in an 鈥淥K鈥� job. But, people were furloughed, some lost their jobs, and many who didn’t lose their jobs were still distressed and fearful. Suddenly, the unknown became a lot less scary, and when employers now offer them 鈥淥K鈥� and 鈥渦nknown,鈥� they are choosing 鈥渦nknown.鈥� It is no surprise that so many people are leaving their jobs.

The Great Resignation is a sustainability warning to companies that have not focused on culture and leadership for a while. It is a great opportunity to double down to give people a workplace with a culture and climate in which they want to work and want to do the kind of work they feel is meaningful to themselves and their company.

The workplace is an environment of the leadership and employer鈥檚 own making. Employee experience affects all levels, not just junior employees but also more senior leaders whose high number of resignations is being coined the Grey Resignation. The Grey Resignation will hurt business as much as the Great Resignation.

When most leaders speak of challenges in finding the right talent, there鈥檚 a greater than average chance that they鈥檙e really talking about digital skills. This is understandable: we largely operate in and are moving further towards a digital world. In this digital world, organizations need the ability to create experiences that keep customers returning and employees engaged. This also means an increasing reliance on the organization鈥檚 ability to rapidly and successfully deploy new applications and services, based on leading technology.

However, there is more than one elephant in the room. One is that the skills needed are often the preserve of young people. The assumption is that the valuable digital skills are based on the technology with which those newer to the workforce grew up. These capabilities are highly prized and, if they can鈥檛 be obtained through hiring, can be developed through training programs for young people.

Yet while there is certainly appetite for employers to provide up- and reskilling support to those newer to the workforce, it is a benefit that is highly valued across all demographics. According to a听, more than half (57%) of all workers say they are 鈥渆xtremely鈥� or 鈥渧ery鈥� interested in participating in upskilling programs, with 听53% of those aged 55 and above view upskilling as 鈥渧ery鈥� or 鈥渆xtremely鈥� important.

And yet it is the latter that are rapidly exiting in the workforce. This Grey Resignation represents a huge loss of talent, experience, and networks that cannot be easily replaced. For the most part, businesses are in danger of overlooking this before it is too late. The issue is exacerbated by culture debates and oversteer policies in an accelerated attempt to rectify diversity and inclusion targets since historically the older worker will predominately identify as male.

Why can鈥檛 older talent be easily replaced? Because so much of their capability is founded in deep-rooted experience and knowledge that is not easily collated and shared by formal means or automation. Some industries have been struggling with this brain-drain for several years, even those at the forefront of innovation such as the technology sector, where even losing the few people that understand how legacy systems work can raise a major barrier to technological progress.

Losing inherent knowledge and experience is always a concern whenever a person leaves. When a whole demographic heads for the door, it has the potential to be catastrophic, both for the employer in question and the wider ecosystem.听 Relationships between customers and suppliers can start to break down as all the informal working practices 鈥� the bonds built up over time 鈥� disappear in an instant. These are intangible and hard to identify, let alone track, but they are a key part of commercial success and so they must be protected.

It鈥檚 important to understand the drivers behind the Grey Resignation. Some are like those mentioned above: a pandemic-prompted realization that the old ways of working do not fit with modern life, that the unknown is actually not as scary as once thought, or simply a deeper understanding of what they individually want to get out of work and life.

Like every other demographic, older workers have been exposed to new approaches to work since 2020. For some, it will have been a blip; others may well have found that remote or hybrid working suits them better.

This could be particularly true for employees that have had to balance demanding careers with caring for both elderly parents and helping with young grandchildren. The door to a more balanced way of life has been opened and people do not want to move backwards.

Some have felt forced out by changes in management and a need to cut costs during lockdowns. Voluntary redundancies and early retirements were common options during this time of urgent fiscal prudence, with many older workers feeling pressured to leave the workforce while their younger colleagues were put on furlough.

These insights are broad, and specific analysis is required in every company where there will be patterns and variations between sectors and, especially within different business functions, demographics or geographies of the companies themselves. As such, employers will need to proactively gather information to build a clear picture of what the specific drivers and motivations are that make it hard for them to retain experienced talent.

Some businesses might already have a good understanding of what鈥檚 driving out their experienced employees, but for many the mass exits may be unexpected. 听Clearly if these companies wish to grow, this sustainability issue needs to be addressed:

• Analyze and prioritize what鈥檚 happening on the ground and why particular groups of employees may have resigned. Predict which remaining employees are at risk of leaving (flight risk analysis).
• Identify demographically similar groups of employees.
• Determine priority and build tailored flight risk mitigation approaches for each demographically similar group of high flight risk workers, based on their motivational drivers to leave the business.
• Base remediation plans on each individual employee’s motivation to possibly leave the business.

How Can 麻豆原创 Help?

There are several 麻豆原创 products that can help and their value is, not least of all, that they can integrate natively with one-another:

can help transform people data consolidated from multiple sources as a trusted demographics data source and identify demographically similar groups of employees.

Experience insights gathered from employee feedback to measure sentiment, satisfaction, and engagement (the greatest predictor of flight risk) can be conducted with Employee Experience Management Solutions from 麻豆原创 and Qualtrics. ^听

Predictive capabilities in can leverage employee survey results to create a flight risk prediction, like 鈥渨ho might leave the business and why?鈥�

Armed with demographically similar groups of employees and a tool that predicts who might leave and why, organizations can then design a series of specific talent management remediation strategies to stave of potential further resignations.

Implementing each of the integrated human experience management (HXM) approaches identified to prevent resignations is the sweet spot and strength of . This is also the same world-leading integrated talent management toolset that is best placed to transform the culture and climate in the organization to help ensure future bulk resignations are far less likely.

Learn more at .

Kim Fischer is people analytics architect at 麻豆原创 SuccessFactors.

According to a pulse survey conducted by the , 76% of employees want flexibility in where they work and 93% flexibility in when they work. The desire for flexible work is strongest among women, working parents, and employees of color who have shown gains in feelings of belonging working remotely. Specifically, 81% of Black respondents say they want flexibility in where they work, compared to 75% of White respondents.

This data is in direct contrast to what most executives report that they want in post-pandemic workforce policies. Of those currently working fully remotely, nearly half of all executives surveyed (44%) want to work from the office every day, compared to 17% of employees. And 75% of these executives say they want to work from the office three to five days a week versus only 34% of employees.

So, what are companies to do? How can they make informed decisions about what鈥檚 best for leaders, for the business, and for their employees?

Applying a Sustainability Lens to Work Location Decision

One way of looking at the issues of return to office or hybrid work is from a business sustainability perspective. For example, if forcing people back to the office will make critical employees more likely to leave their jobs, you have a real flight risk issue impacting the sustainability of your business. Your business must have enough people with the right skills at the right time to propel it forward.

Another perspective to consider is how today鈥檚 business environment has been transformed by climate change, nature loss, and more. The planet needs change, and people demand change. What if, when making decisions about who comes into the office and when, executives considered the carbon footprint generated by employee travel and commutes, weighed against the energy usage working from home, along with the sustainability causes that their employees support?

This would require implementing next-generation holistic steering and reporting that maps operational and experiential data to show progress on goals such as reducing the carbon footprint of the business. Imagine executives having climate and natural capital accounting at their fingertips, including individual and collective employee carbon footprint tracking.

This is the kind of holistic steering and reporting that groups such as the World Economic Forum (WEF) want companies to integrate into their strategic decision-making. Integrating economic, environmental, and social performance data into decisions 鈥� referred to as Stakeholder Capitalism Metrics 鈥� can help executives serve their own goals, respect their employees鈥� preferences for when and where they work, and contribute to reaching sustainability goals that make the world a cleaner, greener place.

How 麻豆原创 Can Help

In 2020, 麻豆原创 committed to enable companies to report on the WEF鈥檚 Stakeholder Capitalism Metrics. As promised, we have delivered to help enable holistic enterprise-wide sustainability performance management. 麻豆原创 also made it easier to become a sustainable business and reduce carbon footprints with , which can enable businesses to move toward lower carbon emissions and more sustainable operations. 麻豆原创鈥檚 data-driven approach lets businesses embed sustainability comprehensively and gain actionable insights across the entire value chain to enable companies to transition to low-carbon business processes.

Faced with an ambitious sustainability agenda and carbon-lowering targets, one 麻豆原创 customer wanted to go further and consider the employee wishes for home/office work, and the carbon emissions generated from their commute to work against the energy efficiency of their home offices. The company had committed to lowering its enterprise carbon emissions and wanted a mechanism to support managers鈥� operational workforce planning processes.

麻豆原创 built a proof of concept (PoC) application in just one day once the employee survey was collected. The PoC decision support application was realized as follows:

Employee address data was acquired from records using the standard delivered API. 麻豆原创 Data Quality Management and microservices for location data were used for both data cleansing 鈥� a big bonus since the customer was able to cleanse inaccurate addresses in 麻豆原创 SuccessFactors Employee Central 鈥� and data enrichment to geocode the home and work addresses with the latitude, longitude, and altitude information. The world of geo-location services was opened.

Demographic measures and dimensions were acquired from 麻豆原创 SuccessFactors Workforce Analytics using the standard 麻豆原创 Analytics Cloud connector.

While trying to understand employee sentiment on workplace and flexibility preferences, a survey was created using Employee Experience Management Solutions from 麻豆原创 and Qualtrics. The survey allowed for employees, whose jobs enabled them to work from home, to answer questions relating to their preferences for the number of days a week they wanted to work from home and their commute (means and time of travel). The insights gathered allowed us to understand that the travel time to work 鈥� not distance 鈥� is a major factor in determining retention risk amongst various demographic groups and so the information was valuable input for the flight risk tool they had in 麻豆原创 Analytics Cloud enterprise reporting.

was then able to use external Web services and geo-location services to calculate the travel distance and travel time to work by various means of transport. One of the services was then able to determine the carbon emissions for the means of travel that the employee had specified. The commute travel time by job grade is a leading predictor of flight risk and is easily added to the flight risk prediction dataset.

The systems also gathered information of all the corporate and possible work locations. This opened the possibility for work location optimization, but it was not part of the scope of the PoC.

The data was then blended using 麻豆原创 Business Technology Platform, specifically 麻豆原创 Data Warehouse Cloud, and anonymization views were defined to protect actual home addresses from being shown. Real-time 麻豆原创 HANA data anonymization allowed the application to use actual addresses to accurately calculate the travel metrics while safely anonymizing sensitive data for dashboard visualization and drill-down.

A dashboard was built and refined to analyze and interrogate the employee commute measures and identify specific employee carbon emissions each working day. Geospatial representation and visualization were built and demonstrated with interactive zoom and data filters. A what-if scenario was demonstrated with graphs and metrics calculated in real time to show the specific carbon emission impact of changing the percentage of time spent working remotely.

As shown in the below process, this PoC was achieved using various 麻豆原创 solutions, including 麻豆原创 SuccessFactors solutions on 麻豆原创 Business Technology Platform.

In Summary

Executives can make better decisions about the impact of employees going back to the office and how often, considering the social and actual carbon emissions from commutes in their people planning. Using 麻豆原创 SuccessFactors solutions for employee information to geocode the distance of employees from the office and utilizing to layer experience insights to determine preferences, they can analyze carbon emissions for different types of commutes and make data-driven decisions to fuel their sustainability initiatives.

As shown in the below figure, executives can even look at this data by employee gender, race, and age. This helps them better assess, for instance, how many employees have strong preferences and who would become a flight risk should the business choose to mandate regular employee in-office attendance.

Finally, the figure below shows the simple what-if scenario to demonstrate how quickly and effectively analytics interfaces can be built, in this case, incorporating a slider bar and immediate impact of the change for the pre-filtered employees.

This kind of sustainability data and analysis empowers executives to find the 鈥渟weet spot鈥� in decisions that balance their preferences against employee preferences and align them to important goals such as reducing their carbon footprint.

Suddenly, what鈥檚 best for all becomes quite clear.

Learn more at .

Tammie Eldridge is part of Solution Marketing at 麻豆原创 SuccessFactors.