JOINING US NOW TO TALK ABOUT
THIS IS TWILA HANSEN CHIEF
PEOPLE OFFICER AT LINKEDIN
TWILA TELL US
HOW MUCH.
>> TO THIS POLICY COMING TO
FRUITION. WHAT MADE YOU GUYS
DECIDE THIS.
>> THANKS HAPPY TO HAPPY
TO SHARE. WE REALLY TAKE A LOOK
AT OUR CULTURE APLINGTON
AND WE'VE ALWAYS BEEN A CULTURE
ROOTED INTEREST ABILITY
AND COMPASSION. SO AS WE WERE
THINKING ABOUT WHAT MAKES SENSE
FOR OUR APPROACH OUR RETURN
OFFICE WE REALLY WANTED TO MAKE
SURE THAT WE ARE ANCHORING
ENTRE JUST SO OUR APPROACH IS
SIMPLE. BUT WE BELIEVE IT'S
POWERFUL WE TRUST OUR EMPLOYEES
TO DO THEIR BEST
WORK WHEREVER. THAT'S WORK MEAN
YOU KNOW WHATEVER THAT MEANS
FOR THEM AND FOR THEIR TEAMS.
I'M SO THAT MEANS THAT WE'RE
NOT TAKING A ONE SIZE FITS ALL
ROCHE WE WON'T BE ASKING OUR
EMPLOYEES TO COME INTO THE
OFFICE FOR A MINIMUM AMOUNT
OF TIME. ALL OF OUR EMPLOYEES
WILL EITHER BE HYBRID
OR REMOTE AND WILL CONTINUE TO
YOU KNOW BE IN DIALOGUE
LURK LEARN LISTEN AND FIGURE
THIS OUT AS WE GO, BUT WE DO
TRULY BELIEVE THAT I'M TAKING
THE APPROACH ROOTED INTEREST IN
TREATING PEOPLE LIKE ADULTS IS
IT'S REALLY ALIGNED WITH
CLINTON'S CULTURE.
>> THAT'S SOMETHING YOU MENTION
OTHER COMPANIES LIKE APPLE FOR
EXAMPLE HAVE MORE RIGID
RETURNED TO OFFICE APPROACHING
EXPECT EMPLOYEES TO COMING INTO
WORK AT LEAST 3 DAYS
A WEEK WITH FEW EXCEPTIONS DO
YOU THINK THAT THIS POLICY
MAKES PLACES LIKE LINKEDIN
STANDOUT IN WAS THAT PART OF
THE GOAL.
>> OUR GOAL IS REALLY TO LISTEN
TO OUR EMPLOYEES AND UNDERSTAND
WHAT WE NEEDED TO DO TO MEET
THEM WHERE THEY ARE WHERE THEY
ARE. THERE'S BEEN A
LOT OF CHANGE THAT OUR
EMPLOYEES HAVE HAD TO GO
THROUGH LIKE MANY OTHER
COMPANIES OVER THE PAST YEAR
AND A HALF.
AND WE WANTED TO REALLY LISTEN
AND UNDERSTAND HOW OUR
EMPLOYEES ARE FEELING
ARE THEY JUST EXHAUSTED BY THE
CHANGE WHAT DID THEY NEED IN
ORDER TO DO THEIR BEST WORK SO
FOR US THAT WAS REALLY
IMPORTANT WE WANT TO MAKE SURE
THAT WE'RE TAKING EMPLOYEES 100
APPROACH AND THAT YOU KNOW
EVERYONE IS IS ABLE TO IDENTIFY
WHERE THEY DO THEIR
BEST WORK. I MEAN, THAT'S
WHAT'S BEST FOR OUR EMPLOYEES
AND THAT'S WHAT'S BEST FOR
OUR ORGANIZATION.
>> NOW LINCOLN ALSO RECENTLY
GAVE THE ENTIRE PAID WEEK OFF
TO PREVENT BURNOUT WHAT CAN YOU
TELL US ABOUT THE IMPACT
ON EMPLOYEE MORALE AND MENTAL
HEALTH FROM THAT DECISION.
>> SO WE CREATED AN INITIATIVE
CALLED CLIFFTOP ON
TO SPECIFICALLY
ARCHIVE CURE SUCH AS MENTAL
HEALTH
RESOURCES, WORKSHOPS FOR
MANAGERS
HOW TO I PRIORITIZE DURING
STRESSFUL TIMES HAD
IDENTIFIED BURNOUT AND WE ALSO
HAD SURPRISE AND DELIGHT
MOMENTS ON SUCH AS ANNOUNCING
NO MEETING DAYS AS WELL AS
ANNOUNCING THIS FOR A STEP WEEK
WHICH WAS A SURPRISE SHUTDOWN
WEEK
WELL WE HEARD FROM OUR
EMPLOYEES THE PANDEMIC
WAS HARD ON THEM, I'M TO UNPLUG
TO FIND
THE OPERA TO NUTTY TO CONNECT
WITH THEIR FAMILIES DO THINGS
THAT LOOKS FUN, YOU KNOW THEY
FOUND THAT IT JUST FOUND THAT
THERE WORKING.
INTENSELY DURING THE TIME AND
NOT TAKING TIME TO ADDRESS
POTENTIAL BURNOUT OR
SELF CARE. SO WE THOUGHT YOU
KNOW AS WE WERE TRYING TO
FIGURE OUT HOW DO WE SHOW OUR
APPRECIATION AND GRATITUDE FOR
EMPLOYEES, WHAT CAN WE DO WHAT
CAN WE GIVE THEM THAT THEY
WOULD TRULY VALUE
AND AGAIN THROUGH LISTING TO
OUR EMPLOYEES WE FIGURED OUT
THAT JUST TO GET TO TIME WAS
REALLY IMPORTANT. SO BY
SHUTTING DOWN AND ALL OF OUR
OFFICES ACROSS
THE GLOBE. NOT ONLY ARE WE
GETTING OUR EMPLOYEES TIME BUT
IT WAS TRUE TIME IT WAS TRUE
TIME, BUT THEY DIDN'T HAVE TO
CHECK
THEIR EMAIL. THEY DID FEEL LIKE
THAT YOU KNOW THERE'S ANY PHOTO
THAT THEY'RE MISSING OUT ON
MEETINGS. AND WHEN OUR
EMPLOYEES
CAME BACK. THEY WERE REFRESHED
THEY HAVE THE OPPORTUNITY TO
VOLUNTEER TAKE CARE OF
THEMSELVES
DO NOTHING AND THEY REALLY DID
APPRECIATE THE FACT THAT WE
GAVE THEM SOMETHING THAT THEY
THEY TRULY VALUED AND THEY CAME
BACK. I'M REALLY HIGHLY ENGAGED
AND FELT THAT THEY WERE SEEN
AND HEARD.
>> NOW DO YOU THINK THESE
FLEXIBLE POLICIES AND MENTAL
HEALTH INITIATIVES WILL
CONTINUE AFTER THE PANDEMIC.
>> I THINK LIKE BEFORE THE
STRESS IS INEVITABLE IF IT'S IF
IT'S NOT MANAGED IT CAN LEAD TO
BURNOUT SO I THINK EMPLOYEE
WELLNESS PROGRAMS FOR IMPORTANT
PART OF THE PANDEMIC THEY ARE
CRITICAL DURING
THE PANDEMIC AND AS LEADERS WE
NEED
TO MAKE SURE THAT WE'RE
UNDERSTANDING HER EMPLOYEES ARE
FEELING MUCH WE WE YOU KNOW GET
OUT
OF THIS PANDEMIC AND MAKE SURE
THAT EMPLOYEES ULTIMATELY FEEL
CARED FOR HAPPENED AND OUR
EMPLOYEES ARE OUR STRENGTH.
AND WE
ALWAYS HAVE
EMPLOYEE HEALTH AND EMPLOYEE
HAPPINESS AND WHEN I SEE US
CONTINUING TO
DO THAT. AFTER THE PANDEMIC
NOW SPEAKING OF STRESS, MANY
PEOPLE HAVE QUIT WORK ALL
TOGETHER CREATING A
RESIGNATION.
>> BOOM ACROSS THE COUNTRY IS
THIS A TREND YOU'VE SEEN AT
LINCOLN AND IF SO
HOW ARE YOU WORKING TO RETAIN
EMPLOYEES AND KEEP THEM HAPPY
LIKE IT SOUNDS LIKE A DOING
NOW.
>> WE'RE CALLING IT THE
GREAT RESET I THINK YOU KNOW
THE INTERESTING STAT IN THE
UNITED STATES IN APRIL WE SAW
4 MILLION EMPLOYEES QUIT THEIR
WHICH WAS THE BIGGEST SPIKE
THAT HAS EVER
BEEN REPORTED. WE'RE ALSO
SEEING THE GREAT AND SHUFFLE
GLOBALLY IN A MICROSOFT
SPONSORED SURVEY OF
GLOBAL WORKERS. TO
41% OF THESE EMPLOYEES
INDICATED THAT THEY PLAN TO
LEAVE THEIR CURRENT EMPLOYER,
SOME TIME
THIS YEAR. SO
IT'S HAPPENING. I THINK IT'S
REALLY IMPORTANT TO
BE PRO ACTIVE. AND YES, IT'S
HAPPENING. BUT THAT DOESN'T
MEAN AS AN EMPLOYER YOU NEED TO
LET
IT HAPPEN. AND I THINK IT
REALLY CLEAR ON FLEXIBILITY AND
HELPING MANAGERS
MANAGE REMOTELY MAKING SURE
THAT MANAGERS UNDERSTAND
HOW TO HAVE A HYBRID MEETING SO
THAT THERE'S EQUITY AND
EVERYBODY IS PARTICIPATING
AS WELL AS JUST DOUBLING DOWN
ON CAREER ADVANCEMENT MAKING
SURE THAT EMPLOYEES ARE REALLY
CLEAR ABOUT WHAT THOSE
ADVANCEMENT OPPORTUNITIES, YOU
KNOW WHAT EXISTS WITH IN
YOUR ORGANIZATION. SO YOU DON'T
FEEL COMPELLED TO LOOK OUTSIDE
YOUR ORGANIZATION I THINK THOSE
ARE ALL THE THINGS
THAT WE BELIEVE ARE REALLY
IMPORTANT TO RATE THE TO
RETAIN. YOUR TALENT TO MAKE
SURE THAT YOU HAVE YOUR HELP
PEOPLE CULTURE.
>> NOW FINALLY COVID CASES HAVE
INCREASED SINCE LINCOLN MADE
THIS ANNOUNCEMENT SO HOW DO YOU
EXPECT THE DELTA VARIANT IMPACT
LINCOLN'S RETURNED TO WORK
PLANS.
>> I THINK WITH OUR HYBRID IT
REALLY
HAS WORKED, I'M THE FACT THAT
WE HAVE THIS HYBRID APPROACH I
THINK IT'S REALLY. OPPORTUNITY
FOR US BECAUSE IF OUR
BUT IT WHERE'D IT WERE IN A
CITY AND THE LOCATION AND
THERE'S A SURGE OUR EMPLOYEES
CAN CHOOSE TO BE REMOTE
EMPLOYEES. WE ARE REALLY
LEADING WITH SAFETY FIRST.
WE'RE NOT ASKING ANY OF OUR
EMPLOYEES TO COMMIT TO ANY
WITH THE LOCAL HAS ANY SEARCHES
AND IT'S NOT SAFE FOR EMPLOYEES
TO
COME IN. AND AS WE GET TO A
SAFER PLACE. THAT'S WHEN OUR
EMPLOYEES COULD YOU KNOW OFF
INTO EITHER WORKING IN A HYBRID
FASHION OR REMOTE FASHION.
BUT AS OF NOW
WE'RE REALLY ASKING OUR ALL OF
OUR EMPLOYEES TO
BE SAFE. WORK REMOTELY AND YOU
KNOW, LET'S MAKE SURE THAT
WE'RE TAKING CARE OF ONE
ANOTHER AND HOPEFULLY WE'LL GET
ON THE OTHER SIDE OF THIS
PANDEMIC.
>> WHAT IS THE BEST PIECE OF
ADVICE, YOU CAN GIVE TO PERHAPS
A MANAGEMENT TEAM WHO IS
WATCHING THE STORE MANAGER WHO
IS WATCHING THIS THAT YOU GUYS
LEARNED FROM WHAT YOU DID THAT
YOU WANT OTHERS TO LEARN.
>> BESTED A PIECE OF ADVICE
THERE IS NOT A ONE SIZE FITS
ALL ROCHE WHEN YOU TALK TO HIM
EMPLOYEES FOR YOU SPEAK TO
EMPLOYEE RESOURCE GROUPS ABOUT
THEIR HOPES
AND FEARS AROUND WHAT WORK WAS
LOOK LIKE AFTER THE PANDEMIC
YOU LEARN A LOT SO I THINK YOU
JUST GETTING REALLY CLEAR ON
HOW YOUR
EMPLOYEES FEEL AND KARIN
DESIGNING AN APPROACH