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Forbes
25-06-2025
- Business
- Forbes
Don't Let Your Best Employees Leave—Negotiate Smarter, Not Harder
If there is a superstar employee you're committed to retaining, money simply isn't enough. Employment is a transactional relationship. The question is: Will you have the imagination to negotiate fair and compelling deals with your superstars, or not?Money is, by its nature, interchangeable. Custom work conditions most certainly are not. If money is the primary currency you have for negotiating with talent, it is very easy for your employees to measure it against deals offered elsewhere. And more is always need to start by focusing on the work that needs to be done. Examine every task and responsibility. Then ask: What aspects of completing these tasks and responsibilities cannot be changed? Which aspects can be changed?Not everything can be customized, but it doesn't have to be. When managers set about this process, some aspects of a person's job are revealed to be flexible, while others are not. The job may seem as if it cannot be customized to meet a superstar's particular requests. In such cases, managers should unbundle the package of requirements that currently make up the job, rearrange those elements, and make a new package. If a person is willing to continue working for you, for example, but only from home, you may have to adjust that person's role so that it consists only of tasks that can be done from is rarely necessary to customize 100% of every dimension of the work to retain a valuable, high-performing employee. Typically, it is enough to focus on one or two factors that really matter to them. If the employee has a child that sometimes requires that person to be at home, the question is: Can that person be granted enough scheduling flexibility that those at-home days don't compromise their success at work? A small adjustment can have a tremendous the customization a person wants has to do with specific tasks. One person hates database work, while another loves it. The right match between a person's interests and their work can make the difference between a job that is 'just a job' and one that is worthy of their very best these 8 factors when negotiating The goal is to make the value you offer to high performers very difficult for another employer to match. These are the eight non-financial factors people care the most about: 1. Performance-based compensation: How much is baseline pay and benefits? Are they comparable to your competition? Are there clearly defined opportunities to earn more based on extra-mile effort and results?2. Supportive leadership: Is there an immediate manager who provides regular guidance, support, and direction? Will they make expectations clear, provide regular feedback and recognition?3. Role and responsibilities: What is the nature of the actual work itself? Is it difficult, repetitive, or tedious? Or, is it interesting and valuable? Is it mission driven? Does it have positive, meaningful results?4. Location and workspace: Is the work done in a particular place in a specific geography? Or can the work be done from anywhere? Sometime? All of the time? If there is a particular place, is it pleasant?5. Scheduling flexibility: Is the job full-time, extra time? Or is it part-time, flex time? Is there any ability to set one's own schedule? Occasional scheduling accommodations?6. Training and development: Are there formal and informal opportunities to build new, relevant knowledge and skills? Is there a chance to become a deep subject matter expert? Or to build a wide repertoire?7. Relationships at work: Is the workplace welcoming and inclusive? Are there opportunities to build productive and mutually supportive working relationships with colleagues, leaders, clients, or decision makers?8. Autonomy and creative freedom: Is it clear what exactly is up to employees, and what is not? What is required in every job? What is allowed? Where do employees have discretion in how they complete their work?No doubt, some employees will have needs that cannot be met. It's ok. You can't please everybody. But so often, you can. Even the slightest accommodations can have immeasurable value if they manage to retain the most indispensable members of your team.
Yahoo
22-06-2025
- Business
- Yahoo
What Do Employees Really Want Instead Of Pizza Parties?
'Overworked and underpaid employees don't want pizza parties and team-building exercises,' he said. His eyes looked strained, and I couldn't tell if he had a headache or was exhausted… I guessed both. 'What's wrong with pizza?' I joked, trying to lighten the mood. 'Nothing. I like pizza. But when you're stressed about finances, have to fight for every penny you make, juggle more responsibilities than you have time, and doing everything you can to exceed expectations to the point of burnout… well, what you need is to feel valued, have opportunities for growth, a wage and a title that reflects everything that you're doing, some help, strong support and a good work culture… some freakin' hope… something that has more of a lasting impact than a slice of pizza.' I remained silent. I couldn't decide if I was allowing him more space to think or if I was thinking to myself how much I agreed with him. 'It's almost insulting,' he continued. '99.9% of the time, they act like they don't even recognize our existence, and now they want to throw us a party? No thanks. Having a party is great, but first, let's get your team healthy enough to enjoy it.' He paused. 'They're panhandling a superficial solution to a real problem.' 'And what's the real problem?' I asked. 'They aren't investing in people — they're investing in results. They don't realize that the results will exceed their expectations if you authentically invest in good, hardworking, talented people. Despite the lack of meaningful appreciation and resources, we have a great team. Think what it could be if they added the missing components.' He removed his glasses and wiped his eyes. He stared at me with a tiredness that went well beyond the moment. 'Wouldn't it be nice to have an environment where employees are invested in so much that they could find another job but don't because they love where they work?' he asked. 'That would be nice,' I said. 'What do you think is going to happen?' 'We are woefully under-supported, yet the expectations keep rising. Essentially, we're being set up to fail… either by failing to reach their unattainable bar or by failing our health and family in thinking that we must continue without setting realistic boundaries. Heck, it could end where I cannot meet their increasing expectations, get let go, and cannot even use them as a reference. That would be ridiculous, as I'm a great employee. I feel destined to fail, and that's a horrible feeling.' 'Sounds like fear is playing a role, too,' I said. 'You bet it does! They have me: I am too strapped for time and finances to even look for another job. By the end of the workday, I'm beyond exhausted, have headaches, can't sleep, and am barely present for my family. Yet, I'm doing this for my family. That's messed up. Worst, I actually like my job. Heck, I'm great at it. But who cares? They'd rather put money into hiring other positions and socials than caring for the few doing the bulk of the work. Where does that leave me? Seriously, where? It leaves me angry because I CARE.' I didn't say anything. 'Right… you're lack of response has been my answer for a long time. I can't do a damn thing, and they know it. But you know what?' 'What?' 'Even more than what I know about them, I know me,' he said. 'I've been in much worse situations than this one. I'm accustomed to survival mode. The difference was that I was fighting for something worth the sacrifice. Here, I am fighting to take care of my family in an environment that isn't fighting for me. The sacrifice, as it stands, is not supporting my why… if I am too sick or strained to be available to my family, why am I giving my limited energy to a job that would soon forget me the moment I'm gone?' 'Very true,' I said. 'I have two months of savings in my account. If I quit today, I would have two months to look for a job. Imagine what I could do with two months of actual rest and serenity. Granted, it would be stressful, especially since I'm already familiar with the devil I know. But, as it stands now, eventually, my body will force me to take two months off to recuperate from whatever condition I'm bringing upon myself. So, if I have to be down and out, wouldn't it be better to be down and out to find a job — rested and fed — than sick?' 'Sounds like you lack work-life balance because you fear losing your job if you speak up, fear failing their continued rising expectations, and fear of an eventual health prognosis of keeping your job if nothing changes,' I said. 'I'm afraid either way, I'm going to lose everything,' he said. 'Let's play that out. What if you lost your job today for whatever reason? What horrible thing could happen?' I asked. 'I could have a hard time finding another job due to the economy, I could be forced to sell our home, I would default on some loans, I would….' He stopped. 'I would fail my family.' 'Of all you just said, you didn't mention losing your family,' I said. 'Oh, I would never lose them. They are my life, and I know my wife and kids are always beside me,' he said. 'Always.' 'So, you'll never lose what is most important because you won't lose them, right?' I asked. 'Right,' he said. For the first time, his eyes looked like they had just read a hopeful line in a sad book. 'You're not letting your family down by acknowledging your worth, recognizing where you're most needed, and adjusting accordingly,' I said. 'What are you suggesting?' he asked. 'I would never tell you what to do, as that is between you and your family. I would recommend you take it to prayer with your wife. I would caution you not to allow this to continue for much longer, as you will eventually begin to harbor resentment and anger toward your employer and yourself for putting up with it. And I would stop having so many passive boundaries.' 'Passive boundaries?' he asked. 'Yes. You know you are a valuable employee. You mentioned to me earlier that you've been a stellar employee in every job you've had. Guess what? You will be again if you choose to get another job. Stop allowing others to pacify you with empty promises and pizza parties. Speak to what you want, whether a promotion or help … whatever you know to be true. If they don't see your requests as valid, that doesn't make them false. It just means they don't know your worth… make sure you do.' 'I know my worth, but I also know my responsibilities,' he said. 'That's fair. Often, we do things as adults because we 'have to' more than 'want to.' Responsibility isn't meant to be taken lightly or shirked. Over time, however, we must pay attention to patterns, noticing when individuals consistently demonstrate that they are not going to change and when it is upon us to change.' 'I get that. I'm just terrified of letting my family down,' he said. The weight upon him was suffocating, and I could tell he was carrying a burden that would eventually break him. 'That's speaking from a position of self-loathing and shame. Such thinking keeps you stagnant in areas where God has gifted you and given you talents to grow. There is nothing shameful about taking care of your health, not diminishing your value, and moving forward in full faith that God is opening doors you haven't even seen.' 'Opening doors I haven't even seen,' he repeated. 'I like the sound of that.' 'All I'm saying is keep your options open… you've convinced yourself that you're trapped. You're not. Even if things change for the better in your current job or it all falls away, the most important things will remain. And God will eventually position you on higher ground. He knows your needs. He knows you. Believe this. Trust God. And move forward, being okay with whatever outcome God provides.' 'Whatever outcome God provides. Yes,' he said. For the first time, he offered a faint smile. God, be with us as we make difficult decisions. Help us to simply be obedient to You, trusting that You will either change our situation or change us. May we use the skills and talents You have blessed us with to serve You with joy, knowing that You will provide for us and sustain us well beyond any earthly position. You are stronger than our greatest fears, and in Your strength, and in Your name, we move. Our true position is in You alone, Christ Jesus. Lead us, guide us, and take us from fear to faith in Your presence and peace. This column was initially published by CherryRoad Media. ©Tiffany Kaye Chartier.
Telegraph
20-06-2025
- Lifestyle
- Telegraph
Scruffy British office workers should put a damn shirt on
Finally, British bosses are getting tough, and workers are heading back to the office. John Lewis is insisting on a minimum of three days a week, while Conde Nast, whose magazines include the likes of Tatler and Vogue, is demanding a minimum of four. The Telegraph insists most of its workers are in the office five days a week, my dispensation excepting, as I have to be out for lunch for most of the time in your service. And one very clear indicator of this cultural shift back to sanity is that the smart shirtmaker TM Lewin is gearing up to open more shops. It recently opened a new store on Bow Lane in the City of London, with the company saying it will open other stores in the capital as well, in cities such as Manchester and Edinburgh. Which is wonderful news because it could be an opportunity for this nation to return to sanity on another issue: dress. I'm frequently drawn on social media to old footage, often colourised, of Britons walking the streets in the past. And it's heartbreaking not just to see how handsome our buildings and wide avenues were, and with the appropriate numbers of people and traffic, but how well dressed everyone was. No man is without a suit and hat, no woman without a dress, even the children are in jackets and trousers. Today, we are a nation of slobs, and the word dress doesn't even cover it, as many people's notion of clothing is not to dress at all, slouching out of bed to haul their sorry, often obese, forms onto the streets dressed in trackies and T-shirts. So let's use the return to the office as a watershed moment and consider that, as work is a professional endeavour, so we should honour it by dressing appropriately. Buy a suit, get a shirt, hell, you can even shove on a tie. And let's help the next generation get off on a good foot by scrapping mufti Friday. A headteacher I know says they dread Fridays because when the kids wear what they want, their behaviour worsens. She can't wait for Mondays when the kids turn up prim and proper and remember again to say, please, thank you, and to shake their teachers' hands at the end of the day. Research from Philadelphia's Temple University, published in the Academy of Management Journal in 2023, found that when we feel good about how we look, our productivity improves. If Britain wants to get serious, it needs to look serious. And while you're at it, shave off the beard and cover up all those hideous tattoos.
Yahoo
19-06-2025
- Business
- Yahoo
Trophy offices in Canada's big cities are outperforming the rest. That's not normal
Demand for premium office space in Canada's biggest cities has been extraordinarily resilient, a new report from Colliers Canada says, dramatically outpacing the performance of lower-tier buildings as paradigm shifts continue to reshape work culture. This year, vacancy rates for A-, B- and C-class office buildings are around 16 per cent, while trophy-, or AAA-, class buildings had a vacancy rate of around seven per cent — the widest gap in at least a decade and a striking shift from pre-pandemic norms, when cheaper buildings were typically more in demand. 'If you look historically, that's not usually what happens,' said Adam Jacobs, Colliers Canada's head of research, in an interview with Yahoo Finance Canada. 'But there is kind of a new reality of work that we're all trying to figure out. You know, the return to the office.' The Colliers report says that 'demand is increasingly consolidating around top-tier, best-in-class spaces, with tenants prioritizing quality, location, and amenities over cost alone.' Colliers data show lower-tier buildings having generally lower vacancy rates than trophy-class from 2015 to 2020, which Jacobs says is the norm. The gap peaked in 2017 with trophy-class vacancy rates 3.3 percentage points higher than for lower-tier. The vacancy rates for trophy and lower classes drew even in 2019. Through the pandemic, vacancy rates rose for all building types — but the rise was steeper for lower tier. Around 2023, vacancies in AAA-class buildings levelled off and began to decline, while lower-tier vacancies continued higher. The lower-tier vacancy rate is now 8.9 percentage points higher than for AAA. There is a feeling among certain tenants especially, 'We've got to give the employees a reason to be here.'Adam Jacobs, Colliers Canada Colliers notes similar widening spreads for availability (similar to vacancy but also including currently occupied units that can be leased) and absorption (the amount of space being newly occupied or newly vacant). 'The gap between AAA and the rest of downtown [office space] is just becoming larger and larger and larger to the point where I'm not sure how much larger it can get,' Jacobs said. Most of the recent premium buildings in Toronto, Montreal and Vancouver had big-name tenants before construction started — Jacobs pointed to a 'big boom' in tech companies looking for 'the top-drawer stuff.' Since then, the Colliers report notes, trophy-class demand has been 'further supported by renewals, lease extensions, and general interest in top-tier premises where large pockets of vacant space had been unlocked.' One of the drivers of this interest, Jacobs says, is the pressure the era of working from home has put on employers now trying to bring employees back to the office full or part-time. 'There is a feeling among certain tenants especially, 'We've got to give the employees a reason to be here,'' Jacobs said. ''We have great amenities. We have great coffee, we have great food, we have a great view, we have a prayer room, we have a green building. We have everything, you know, tick every box.'' Location is also a factor, with proximity to transit corridors essential for people less willing to deal with arduous commutes and parking. 'It's harder and harder and harder to get downtown than it used to be,' Jacobs said. 'And that sort of weirdly benefited these really premium buildings, because it's like, just get on the suburban train, show up at the main rail station and you're a one-minute walk from your building. Because [AAA class] have the best locations.' Regardless, the current reality is highly unusual, Jacobs says. "AAA office is a luxury product. Like, it's expensive, and I would say most tenants can't afford AAA office. So generally it has a bit higher vacancy." Colliers says the vacancy rate gap is 'expected to peak as premium supply tightens, driving renewed interest in broader downtown inventory,' as more firms look to bring workers back to their offices. Jacobs says several factors — the 'boom or bust' development cycle, a tough lending environment for major real estate developments, the major pension funds largely investing outside of commercial real estate — mean there won't be any new premium office spaces in the next five years. That alone means some organizations will eventually seek out options in the next tier. 'This has already been a very prolonged increase in vacancy,' Jacobs said. "It's usually like, vacancy goes up for maybe two, two-and-a-half years, and it levels off, and then it starts coming back down. It's been going up for five-and-a-half years, and we are still waiting for it to peak.' John MacFarlane is a senior reporter at Yahoo Finance Canada. Follow him on X @jmacf. Download the Yahoo Finance app, available for Apple and Android. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
The Independent
17-06-2025
- Business
- The Independent
Working late? You're not the only one, research shows
New research shows employees are working late into the evening hours as they catch up on meetings and emails. Microsoft has released its 2025 Work Trend Index Annual Report, and the results paint a startling picture of a work culture that has shifted away from the traditional 9-to-5 job. The triple peak day, a trend among remote workers during the Covid-19 pandemic, has become the norm for many, according to Microsoft, despite many workers returning to in-office work. Microsoft researchers began using the term to describe a shift in productivity during the pandemic. Usually, there are two productivity peaks in a workday, before and after lunch, but now there is a third peak in the evening hours. The new data collected by Microsoft showed meetings after 8 p.m. are up 16 percent from last year. This increase is primarily due to 'global and flexible teams,' Microsoft said in a release detailing this data. Ravi Desai of California manages a global customer success team for a software company. He told The Wall Street Journal, 'There is a tendency to be generally connected all the time.' Additionally, the average worker sends or receives more than 50 messages outside of normal business hours. By 10 p.m., 29 percent of workers go back to check their inboxes. And it's not just employees' evenings that are being eaten away. They are also losing time on their off days. Almost 20 percent of employees working on the weekend are checking their inboxes before noon on Saturday and Sunday, Microsoft researchers found. After 6 p.m. on Sundays, more than 5 percent of workers check their emails again. 'The Sunday scaries are real and measurable,' Microsoft said. Microsoft's study also found the average worker receives 117 emails daily and 153 Teams messages per workday. Dan Quitério's workload increased at his former social media-marketing job in New York after his department leader left the company and wasn't replaced. He told the Journal, 'There were definitely situations where I, just as a single human being, couldn't do all the things.'
