The above paragraph sounds like I made it up, but every detail is true. And if you’re heading for the SHRM Annual Conference later this month in San Diego, I’ll be speaking on how to fix it on Sunday, June 29^th, at 1:30 PM.

First, Engagement Has Never, Ever Gotten Better

Gallup has reported on U.S. companies’ employee engagement every year since 2000. We at C-Suite Analytics track their reporting each year and update the below chart. Here are the results so far:

Gallup reports engagement in three categories: the green on the left indicates the percentage of U.S. workers who are engaged, the blue in the middle indicates the percentage who are not engaged, and the orange on the right indicates the percentage who are in Gallup’s terms “actively disengaged”. This latter group undermines the work of the others.

The obvious first conclusion is that U.S. employee engagement has been steady throughout, regardless of changes in our economy, war vs peace, or any other societal trend. So I would conclude secondly that engagement is based on what is happening inside our buildings versus outside in our society.

Second, Engagement Is Getting Worse, No Matter How Much $ We Through At It

The above chart says so, as does a recent Gallup report headline: U.S. Employee Engagement Sinks to 10-Year Low. So the logical question becomes now that we have done these surveys for so many years and we should be getting really good at this, plus we seem to have unlimited money to fix engagement, how can we be failing by such an incredibly high margin?

The easy out is to blame workers, and especially young ones. Baby-boomers are moving on, young workers don’t bring the grit, helicopter parents have been far too easy on their kids, blah blah blah.

Third, Here Are the Reported Reasons Why

There have been many published opinions for this failure of course. In the same report noted just above, Gallup pointed their finger toward clarifying job expectations and ensuring “someone” cares about them as a person and encourages their development. Gallup’s ultimate conclusions are for leaders to (1) define what they want in their workplace culture, (2) lead with their own strengths while clarifying the organization’s purpose, and (3) prioritize identifying and selecting managers with the innate ability to engage and inspire employees. In another Gallup report on employee detachment, Gallup says employees are disconnected from their employers due to rapid organizational change/hybrid & remote growing pains/new customer expectations/new employer expectations/broken performance management systems.[iv]

Here’s A Better, Winning Idea

The above paragraph is full of broad strategies without proven tactics, but in fairness it’s because Gallup’s business intent is for us to click on these reports to learn more. Nonetheless, every phrase in that paragraph stands in stark contrast to another, much more usable Gallup report that says this, from a book authored by their CEO:

Of all the codes Gallup has been asked to crack dating back to 80 years to our founder, George Gallup, the single most profound, distinct, and clarifying finding –ever—is probably this one: 70% of the variance in team engagement is determined solely by the manager.[v]

Wow. This triggers the main point of my report here, that not just Gallup but every engagement survey vendor points to broad strategies that inevitably lead to one-size-fits-all programs, that completely overlook and result in zero engagement responsibilities for first-line managers.

Gallup speaks of high-level organizational development terms like culture, purpose, organizational change, and employee detachment…and they almost, almost name first-line leaders when they say that someone cares about employees and encourages their development. Yet the common company employee engagement survey response goes like this:

1. Conduct the survey.
2. Wait a month for the results.
3. HR reports major trends to the executive team.
4. Improvement plans are developed, usually by HR and by each manager.
5. The manager plans are never scrutinized for quality and more importantly managers are not held accountable for implementing their plans.
6. HR often times gathers an employee committee to develop items with the lowest scores.
7. And then the CEO sends an email to employees reporting all that will be done to improve the next round of scores.

And one-size-fits-all programs prevail. Want to improve recognition? Employee-of-the-month plus backpacks for ten years of service and clocks for twenty. Communication? CEO videos, town hall meetings, and more info uploaded on the company intranet. Benefits? Let’s add pet insurance.

What Employees Really Want

They want a manager they can trust. From their start, employee engagement solutions have been trains off the track. Arrows that miss the target. Baseball teams that have everything but pitching and hitting. When employees are having dinner and respond to “How was your day, dear?”, no one says their day was OK but they wish they had pet insurance. They talk about their boss, their colleagues, and their duties…and their direct supervisor has by far the most influence on all three.

So The Best, Fresh-Thinking Solution Is…

…hold managers accountable for their own engagement survey scores. And teach your managers to conduct Stay Interviews with each employee so they know precisely what that employee needs to become engaged, to stay, and to become happy with their work.

This is what I’ll talk about at the SHRM Annual Conference in San Diego on Sunday, June 29^th, at 1:30 PM PDT. Much more detail is available in my upcoming book, Targeting Turnover: Make Managers Accountable, Win the Workforce Crisis, which will be available in September. I welcome your questions and feedback at dfinnegan@c-suiteanalytics.com

[i] https://www.gallup.com/workplace/393497/world-trillion-workplace-problem.aspx

[ii] https://blog.haiilo.com/blog/employee-engagement-8-statistics-you-need-to-know/

[iii] https://decisionwise.com/resources/articles/truth-employee-engagement-measurement-practices/#:~:text=Most%20Companies%20Measure%20Employee%20Engagement%20Every%20Year&text=45%20percent%20of%20companies%20reported,and%2014%20percent%20measure%20sporadically.

[iv] https://www.gallup.com/workplace/653711/great-detachment-why-employees-feel-stuck.aspx

[v] It’s The Manager by Jim Clifton and Jim Harter, Gallup Press, 2019, page 12.

The post SHRM25 Session Preview: Fixing Employee Engagement appeared first on C-Suite Analytics.

Questions on Stay Interviews from HR Professionals Attendees

Our client companies know the importance of retention accountability, and specifically that each first-line leader must be held accountable to two retention goals: one for all turnover and the second for new-hire turnover, measured based on the history of when new hires tend to leave.

Attending HR professionals who have associated me with only my Stay Interviews work or books reported that they had previously missed the key thing I described in the session’s title as “the best-ever employee retention solution”.

Why? Let’s start with these common phrases I hear all the time when meeting someone describing Stay Interviews:

• “We tried them once. HR did them I think”.
• “We already have too many meetings”.
• “Isn’t that like rounding? Our nurse managers try to do that every month”.
• “Our managers would never take the time…”.
• “We did them once, like focus groups”.
• “HR did them, did a report, nothing happened”.
• “We sort of do them already. We do a survey…”.

In other words, they see Stay Interviews as soft, as another HR intervention that goes awry for all of the reasons said above. And I agree…unless they apply Stay Interviews like we do, with strong accountability for first-line managers to achieve their employee retention goals.

——

Further reading: NBC News feature: Stay Interviews, Quest Diagnostics, and Dick Finnegan

——

Ask Yourself these Three Questions on Employee Retention

I began the session by asking a 3-question quiz:

1. Who is accountable for employee retention at your company?
2. Do you know from memory which managers have the highest turnover?
3. Have any of your managers been fired because of high turnover?

The strongest answer to #1 was “all of the above”, which in reality means noboby. Most said “yes” to #2, and as nearly all said “no” to #3…as we would all likely predict.

But I went on report on just some of the research which all points in the same direction regarding why employees quit their jobs:

• “If you have a turnover problem, look first to your managers” … Gallup
• Employees stay for managers first and co-workers second … salary.com
• “When employees stay, it is because of their immediate managers” …National Education Association
• “22 of the top 25 most effective levers of employees’ intentions to stay were driven by their managers” …Corporate Leadership Council
• Onsite childcare and flexible scheduling cut turnover 0% whereas holding nurse managers accountable to retention goals cut turnover by 41% …Healthcare Advisory Board
• “Make supervisors accountable for retention” …monster.com
• “Poor leadership causes over 60% of employee turnover” …Saratoga Institute
• “70% looking for new jobs, primarily because of disliking the way their managers performed their jobs” …Yahoo

——

Further reading: The Room-Silencing Question at SHRM Talent 24 Las Vegas

——

Great Information…But HOW Do You Actually Improve Employee Retention?

Imagine cutting your turnover by 43%, 49%, or 58%…and the impact this would have on reducing open positions, improving engagement/productivity/profitability, and obviously reducing employee turnover. Our most recent three clients achieved these turnover reductions by implementing sound solutions…and “sound” in this case means business-driven…by applying the principals of Finnegan’s Arrow in their organizations.

We think of Finnegan’s Arrow as three distinct parts:

1. For Dollars and Goals: Meet with the executive team first, armed with data regarding turnover’s cost as well as the best available sort of our client’s turnover data…and combine the two to recommend goals for all turnover and for new-hire retention.
2. For Stay Interviews and Forecasting: Then the designated client Retention Champion reports that same cost-&-goal information to their managers, just prior to training those managers to facilitate Stay Interviews with each member of their teams, followed by their forecasting how long each employee will stay.
3. For Accountability: Then we turn to the final Arrow component which is Accountability, such that we can now track each manager’s performance against their turnover goals and also their accuracy of forecasts based on their employees who leave.

Which component of Finnegan’s Arrow® matters most? Stay Interviews put HR in the driver’s seat by addressing each employee’s needs as individuals, as people, and as people who need to trust their direct supervisors. Building trust with employees and having managers, not HR, accountable for their people directly affects productivity and the bottom line, something your CEOs and leaders will respond to.

While Stay Interviews are powerful relationship-builders, without goals and forecasts they become another flavor of the month idea. Accountability for retention, engagement, and building the right, individualized stay plans so employees feel valued, recognized, appreciated…and accommodated, when possible, must be built in. Because nothing drives turnover down more than each manager being held accountable for meeting their retention goals.

You Can Cut Turnover by 20% or More By Holding Team Leaders Accountable for Retention

Schedule a conversation with me at DFinnegan@C-SuiteAnalytics.com to discuss your employee retention roadblocks and I’ll share ideas for how you can move forward and what is working for other companies to cut turnover by 20% and more by building trust through Stay Interviews and retention accountabilities.

The post Message at SHRM24: Stay Interviews Require Accountability appeared first on C-Suite Analytics.

“An employee’s manager has greater influence on that employee’s mental health than therapists and doctors…and an equal influence to spouses and partners.”^[i]

The study adds that while 9 of 10 HR and c-suite leaders said working for their company had a positive impact on mental health, only half of the employees agreed. And a full 81% of employees said that their mental health was a higher priority at work than their salary. More tidbits from the study:

1. One in three said their manager fails to recognize the impact they have on their team’s mental well-being.
2. Nearly three in four said stress from work negatively impacts their home life.
3. Two-thirds would take a pay cut for a job that better supports their mental wellness.

With all that having been said, this column here is about Targeting Turnover. So while some of these findings are astonishing, for example the managers-equal-spouses part, let’s re-direct our discussion to how much managers drive turnover. And the incredibly-wrong approach most companies take to fix it.

If They Leave for Mental Health, They’ll Leave for Poor Management

Think for a moment about two-thirds of employees would take a pay cut for a job that better supports their mental illness. Then consider this finding the next time a good employee leaves an ineffective manager and you record their leaving as for more money…or worse, better opportunity. That good employee is instead running away from a jerk boss and money didn’t matter.

Do You Bite the Apple on Turnover?

Regular readers here know that what is written below is our mantra, based not only on scores of research studies but also by C-Suite Analytics’ remarkable success at consistently helping client companies cut turnover by 20%-plus by implementing solutions based on it:

• The #1 reason employees stay or leave…or for that matter engage or disengage…is how much they trust their immediate supervisors.

• This does NOT mean each time an employee quits it is because she doesn’t trust her boss…though that might be true.

• It DOES mean each individual leader becomes your very best employee retention solution.

Gallup backs these findings by discovering that first-line supervisors drive a full 70% of their team’s engagement.

For some reason I associate these three statements about leader trust and turnover as whether someone who totally believes them “bites the apple”, my way of saying do you accept these three statements to be true. Let’s suppose your answer if “yes”, that you accept these three phrases as absolute truths. Then you must rethink the following if you are serious about cutting turnover:

• How much does pay influence turnover because pay has no relation to managers’ building trust.
• The same with benefits.
• The same with onboarding.
• The same with employee relations programs like employee appreciation events.
• The same with service awards.
• The same with company or department social events.
• The same with career ladders.
• The same is true with exit surveys.
• The same with every one-size-fits-all program your employee engagement committee initiates after receiving survey results.

That’s a lot of words that describe a lot of meetings, energy, and cost. None of them involve managers building trust so therefore none of them have much influence on cutting turnover.

If you bite the apple…

One would think, then, that educated executives, HR and otherwise, would study turnover by manager and hold those managers accountable to retention goals…rather than focus on pay, benefits, and one-size-fits-all employee programs. This is basic to cutting employee turnover…the entry step for success…yet less than 10% of companies actually do it.

There Has Not Been an Established Solution for Cutting Turnover

Consider your HR department’s organization chart. Depending on your company’s size you will find someone in charge of development, someone in charge of compensation, and the same with benefits, recruiting, and employee relations. I would bet $100 though that you have no one in charge of retention. And no HR function is more important during “The Great Resignation” than retention.

The reason is there are no HR retention specialists is because there is no established solution for employee retention. There are related activities like exit surveys, but no one can tell you that if you do this and that, turnover will fall. SHRM’s website lists all of the HR topics SHRM can help its members with, but that list omits any reference to turnover or retention.

Let’s end with great news. There is an established solution for employee turnover…and you can find that solution throughout the C-Suite Analytics site. Start here to learn our comprehensive turnover solution, and watch the inserted 2-minute video to open your eyes to fresh thinking for cutting turnover 20% and more.

Call me directly if you want to discuss this more…407.694.3390.

You Can Cut Turnover by 20% or More Even During “The Great Resignation”

Schedule a conversation with me at DFinnegan@C-SuiteAnalytics.com to discuss your employee retention roadblocks and I’ll share ideas for how you can move forward and what is working for other companies to cut turnover by 20% and more, even during The Great Resignation that may benefit you.

[i] https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/manager-mental-health-of-employees.aspx#:~:text=Report%3A%20Managers%20Have%20Bigger%20Impact%20on%20Employee%20Mental%20Health%20than%20Therapists,-%23Eve%20Glicksman&text=A%20new%20report%20by%20the,influence%20to%20spouses%20and%20partners.

The post <strong>Do Managers Create as Much Stress as Spouses?</strong> appeared first on C-Suite Analytics.

SHRM Attendees Responded to Retention Issues

That session was titled Cutting Turnover 20 Percent and More During “The Great Resignation. The evaluation scores were good, an average of 97 out of 100, but more telling were the evaluative comments. Here are a few:

• This was absolutely, unequivocally THE MOST USEFUL information I received while at this conference. His data backed up his assertions. His presentation was warm, accurate and passion‐driven. He was absolutely phenomenal!

• Best session of the entire conference. Appreciate he had case studies and actionable items!

• WONDERFUL SESSION! My favorite from the conference. Provided clear data, and guidance moving forward. I’ve been looking for actual COVID-driven data and Richard was the first person who seemed to have an accurate handle on what we are now seeing in the workforce. Very impressive and insightful and I would love to get more information from him.

The feedback tells me that SHRM members were starving for real retention solutions, at a time when all U.S. companies were facing 11 million open jobs and 3.5% unemployment.

SHRM Session Started with Types of Retention

I began the session by moving to one side of the room to present the first of two types of retention solutions (slide 3 in my deck). Type #1 was offering various one-size-fits-all programs, usually based on the results of exit or engagement surveys, employee focus groups, or employee retention committees. When asked how many usually approach retention this way, nearly all raised their hands. When I next asked the group to keep their hands up if their “solutions” were actually cutting turnover, nearly everyone put their hands down.

Then I moved to the other side of the room and presented the type #2 retention solution which was driving retention through first-line supervisors, all based on solid research that tells us the number one reason employees stay or leave is how much they trust their boss. Less than five participants raised their hands for presently solving turnover through their first-line leaders.

Next up were the six major statistical drivers of “The Great Resignation”, along with three well-respected opinions of when it will end. Hint: No time soon.

• Wall Street Journal: 22 of 52 economists say quits will never improve back to 2019’s level.

• Time Magazine: “The Great Resignation” is only just beginning for millennials and gen z workers.

• Burning Glass Economic Think Tank: We cannot grow our economy without more immigration…and our lack of workers is driving inflation and supply chain woes.

SHRM Session Retention Results Shared

Then came the session’s main event as I presented five client companies’ retention results during “The Great Resignation”, (starts on slide 18 in my deck). and each of these companies hire employees into what are historically high-turnover jobs even during pre-pandemic times:

• Waste Connections that hires employees who pick up and sort trash, turnover down 30%

• Wayne Farms that processes chickens for Chick-Fil-A, turnover down 22%

• AdventHealth that provides post-acute, nursing home-type services, turnover down 45% and agency costs reduced to zero

• Covenant Health with 3 hospitals and 10 post-acute centers, turnover down 22%

• Quest Diagnostics which employs phlebotomists and other healthcare workers, turnover down 45%

Interestingly, nearly all of these client companies have seen their turnover fall even more since the June presentation.

The session ended with my presenting our Finnegan’s Arrow® comprehensive retention solution, pictured here:

Why was the session scored so highly? Because it presented real and proven employee retention solutions. Standing in front of a crowd of 300+ people, it was clear to me when the audience was most tuned in, when many were taking notes, and when all cell phones had been put away. And that time was when I was teaching them precisely how to cut turnover in new, fresh-thinking ways, that save their companies millions of dollars…even during “The Great Resignation”.

Learn From Our Client’s Real Results, You Can Cut Turnover by 20% or More, Even During “The Great Resignation“

Schedule a conversation with me at DFinnegan@C-SuiteAnalytics.com to discuss your employee retention roadblocks and I’ll share ideas for how you can move forward and what is working for other companies to cut turnover by 20% and more, even during “The Great Resignation” that may benefit you.

The post What Did My SHRM22 Speaker Scores Say About Retention? appeared first on C-Suite Analytics.

The reason is my topic. I speak at the conference each year and this year have been asked to prove that managers cause turnover and disengagement rather than HR. My goal for everyone who attends sounds like something out of a movie, that every HR pro goes back home to their management team and slams down the handout and says, “I’ve got something to say, and it’s time you heard it”.

OK, HR folk would be more tactful than that. But as a “recovering HR director”, I clearly recall the first time my CEO said, “Turnover’s high, go fix it”. It’s debilitating.

One of those “discussions” changed my career, and it’s the reason I’m writing this piece rather than doing something else. I worked for a large banking company and instinctively knew that any traditional HR turnover fix…think exit surveys, employee surveys, salary surveys, and whatever other surveys there are…would be a waste of money and time. My gut reaction was everyone who worked in our company sat in the same type of red-brick buildings and in the same chairs, with the same pay and benefits, and their only variable was their boss.

So we asked every branch manager to accept an employee retention goal, to reduce their current turnover to a designated targeted percent. Whoa! The managers told us we didn’t pay enough, our benefits were puny, and whatever other excuse they could muster. But in four months our turnover was down 19% and we had saved over $4MM. And all we did was publish a monthly turnover report with each manager’s performance against their goal. Nothing else.

Now equipped with new knowledge and a bold idea, I left banking, began writing books, and found many companies that needed my help cutting turnover. Knowing I needed more knowledge to build better solutions, I partnered with a professor who led me to scientific findings on turnover that led to our Comprehensive Turnover Solution designed to get results and consistently cuts turnover 30% and more.

So if you can attend the conference in person or virtually…or if you cannot…here are some research headlines I’ll present that you can “borrow” in advance to share with your top team:

• Employees’ opinions of their managers drive their opinions of their pay, development, and more.
• Managers drive a full 70% variance in engagement…meaning they impact engagement more than any other factor.
• Holding nurse managers accountable for retention cut turnover more than splashy new benefits like flexible scheduling and childcare.
• Managers have been proven to drive 22 of the top 25 stay/leave predictors.
• School administrators like principals drive teacher turnover more than pay, limited career paths, or behavior-challenged kids.

My session is titled 7 Proofs That Managers Drive Engagement & Retention, Not HR, and will be presented on Sunday, September 12^th, at 9:15 AM in Las Vegas. SHRM21 has labeled this as a “mega-session” meaning the room will hold thousands but will also fill up early. Please introduce yourself before or after if you will be there…or email me in advance and we’ll meet over a cup of something. Or if you can’t attend the session, email me now at DFinnegan@C-SuiteAnalytics.com and I’ll be glad to send you the session handouts the day after.

The post #SHRM21 Preview: Managers’ Roles With Turnover appeared first on C-Suite Analytics.

I’m there, too, writing a new book for SHRM about the pandemic…and how organizations can build happiness for their employees as a result. The daily book-writing ritual has turned up a bunch of interesting data, not the least of which is about what many of us would have said is the smallest part of enduring the pandemic at work…which is working from home.

To establish a baseline for our discussion, University of Chicago researchers found 37% of all U.S. jobs could potentially be done from home,^[i] meaning about two-thirds of our total U.S. jobs are outside of WFH consideration.

How popular is working from home during the pandemic? See if you can connect the dots through these numbers:

• Per Gallup, more than half of at-home workers say they would prefer to continue working remotely as much as possible once restrictions on businesses and school closures are lifted; this percentage has dropped, though, from 62% to 53% as employees have had more of the daily WFH experience.
• Among managers whose employees are working from home, slightly more than half say they will allow their employees to work remotely more often as a result of this experience[ii].
• Yet a Glassdoor study found that 72 percent said they are ready to return to their company’s office; Socializing with co-workers and collaborating in person topped their lists of reasons for wanting to return.[iii]
• Similarly, a Korn Ferry survey revealed that 77 percent are finding it difficult to concentrate, citing the top distraction as watching news reports about the pandemic, followed by worrying about friends and family, worrying about the virus, and trying to work from home with kids present.[iv]
• In a Monster survey, nearly three-quarters of at-home workers experienced nightmares, loss of focus, depression and anger, while 27 percent reported physical stress symptoms like weight loss or gain, back pain and lack of sleep; a strong majority believed stress and anxiety were impacting their job productivity.^[v]
• In a SHRM study, a full 95% of employers believe most work from home will end after the threat of the coronavirus pandemic passes.[vi]
• Yet a Willis Towers Watson survey indicates employers anticipate the percentage of their full-time workforce who work from home to be three times larger after the pandemic than before, resulting in 22 percent of the entire U.S workforce working from home.[vii]
• While some commercial real estate professionals see an upcoming glut in office space that will drive prices down, others anticipate social distancing infrastructure changes will require even more space; one in-depth study by MetLife estimates U.S. occupied office space will continue growing at its pre-pandemic rate, predicting most attempts at full-time virtual work will fail.[viii]

So, there you have it, about as clear as mud, like the answers to most other pandemic-related questions.  There are other factors, too, as working from home beats riding on a crowded subway or bus with no social distancing. And then there is the birth of management surveillance tools that take a screenshot of your at-home computer every 10 minutes.^[ix] Yikes.

I think it’s important to separate opinions about working from home before the pandemic and during the pandemic. The first was routine and the new kind is forced. No employer asked our permission to force us to work in the same restricted spaces as our out-of-school kids, working spouse or partner, or aging parent who lives down the hall. Many of us don’t even have enough laptops to go around.

This same book I am drafting also shares the top seven characteristics of happy people. Among the seven are (1) happy people have overcome adversity so they have confidence they can do so again, and (2) happy people see all life events as both positive and negative, intertwined in such a way that they find emotional balance during conflicting times.

This pandemic is providing a strong test, yes? Stay Interviews have taught us the best approach to any issue is to solve it with each employee’s input, one-on-one, to learn their true needs and preferences. For those 37% of jobs that can be done from home, managers and their individual employees should collaborate regarding what works best. This is just one area where we are training managers today to facilitate Stay Interviews effectively by asking, listening, and probing for more information…to get to the best answer for all. 

Contact us to train your leaders to conduct Stay Interviews virtually with your employees today at dfinnegan@c-suiteanalytics.com.

[i] https://brentneiman.com/research/DN.pdf

[ii] 2. Gallup new workplace: https://www.gallup.com/workplace/309620/coronavirus-change-next-normal-workplace.aspx

[iii] https://www.shrm.org/ResourcesAndTools/hr-topics/talent-acquisition/Pages/Nearly-75-Percent-Remote-Workers-Eager-Return-to-the-Office.aspx?utm_source=marketo&utm_medium=email&utm_campaign=editorial~HR%20Daily~NL_2020-5-29_HR-Daily&linktext=Nearly-75-Percent-of-Remote-Workers-Eager-to-Return-to-the-Office&mkt_tok=eyJpIjoiWVdJek5HRTJPR0ptTlRSaSIsInQiOiJNb0dYdDU0blRDcEJDOEgzRjUrY25HT3l3TU55cWk4XC8xVTloYVdLRGgzYVBJdjhwTldFc01iUFpwNU14Z1Y4U05kaXF1WHNWa3RTVWs4SVhwcEc2VG1DbWw1TVp4bktjYmE5TjJQUTBtY05DZnpESGtYZlp6aExWXC9mcWp1Vyt2In0%3D

[iv] 2  Employees embrace remote work: https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/majority-employees-embrace-remote-work-coronavirus-covid19.aspx?utm_source=marketo&utm_medium=email&utm_campaign=editorial~Talent~NL_2020-4-29_Talent-Acquisition&linktext=Majority-of-Employees-Embrace-Remote-Work&mkt_tok=eyJpIjoiTTJNeU1UUTBNVEF4T0dJeSIsInQiOiJ0b2JzQjFPXC9mNjNwdDFmOENOZmVsaUJwNlNUZDJCQ0pKWHRsS3Vldmg1Wmc3ejhMUzBLYlhYNkx6ak5cL3g4QklTdU5oZXNGWnlYejBBZTNVM1dnY3VMdzBzc2lcL1FmYU5RQ1VIMzh4NUJwcDExNWdTOEpGSUttVnNvcHNcL1BGXC94In0%3D

[v] https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/majority-employees-embrace-remote-work-coronavirus-covid19.aspx?utm_source=marketo&utm_medium=email&utm_campaign=editorial~Talent~NL_2020-4-29_Talent-Acquisition&linktext=Majority-of-Employees-Embrace-Remote-Work&mkt_tok=eyJpIjoiTTJNeU1UUTBNVEF4T0dJeSIsInQiOiJ0b2JzQjFPXC9mNjNwdDFmOENOZmVsaUJwNlNUZDJCQ0pKWHRsS3Vldmg1Wmc3ejhMUzBLYlhYNkx6ak5cL3g4QklTdU5oZXNGWnlYejBBZTNVM1dnY3VMdzBzc2lcL1FmYU5RQ1VIMzh4NUJwcDExNWdTOEpGSUttVnNvcHNcL1BGXC94In0%3D

[vi] 2  WFH not permanent: https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/shrm-covid-coronavirus-employers-say-remote-work-not-here-to-stay.aspx?utm_source=marketo&utm_medium=email&utm_campaign=editorial~Talent~NL_2020-5-6_Talent-Acquisition&linktext=Employers-Say-Remote-Work-Is-Not-Here-to-Stay&mkt_tok=eyJpIjoiTkRZNVlUY3dPREkyTWpSayIsInQiOiJrMlVWbzBSckI5bWpnXC81dHZyT1RKUGdqbGlYcnk1elp4MUFoUSswcDl0eHNGek8wQUkyWVl6TzFCR0JiOUMxdTEzTVVtNHI0T05KaldZRCthTjk5U1h1Ukx1bW9QVGNmVGNpdGQyMWtDdkV3OUhPTk4zSUNlWUFcLzZhN1BlNlF4In0%3D

[vii] 2. 75% eager to return to offices: https://www.shrm.org/ResourcesAndTools/hr-topics/talent-acquisition/Pages/Nearly-75-Percent-Remote-Workers-Eager-Return-to-the-Office.aspx?utm_source=marketo&utm_medium=email&utm_campaign=editorial~HR%20Daily~NL_2020-5-29_HR-Daily&linktext=Nearly-75-Percent-of-Remote-Workers-Eager-to-Return-to-the-Office&mkt_tok=eyJpIjoiWVdJek5HRTJPR0ptTlRSaSIsInQiOiJNb0dYdDU0blRDcEJDOEgzRjUrY25HT3l3TU55cWk4XC8xVTloYVdLRGgzYVBJdjhwTldFc01iUFpwNU14Z1Y4U05kaXF1WHNWa3RTVWs4SVhwcEc2VG1DbWw1TVp4bktjYmE5TjJQUTBtY05DZnpESGtYZlp6aExWXC9mcWp1Vyt2In0%3D

[viii] https://investments.metlife.com/content/dam/metlifecom/us/investments/insights/research-topics/real-estate/pdf/MetLife_Investment_Management_Back_to_Work_Office_Demand_in_a_Post_Pandemic_World.pdf

[ix] https://www.wsj.com/articles/youre-working-from-home-but-your-company-is-still-watching-you-11587202201?mod=djemwhatsnews&mod=djemfoe

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