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WORKPLACET R E N D S

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13INNOVATIONS 2 SOLUTIONS


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2 | 2013 Workplace Trends Report

It is with great pleasure that I share Sodexos 2013 Workplace Trends Report. This

years report takes a comprehensive look at what is driving efficiency, development

and satisaction in the workplace, and offers a unique perspective on what is

essential to organizations to help them be productive and grow.

We asked top practitioners in human capital solutions, inormation technologyacilities management, real estate and hospitality what issues are being considered

at the C-Suite level that are key drivers o success and essential to individual and

organizational perormance. The result: an overarching theme that people centric

approaches are yielding positive outcomes and driving value beyond traditional

brick and mortar strategies. And, not surprisingly, this approach and the trends

that have emerged transcend industry, location and size.

Common threads ound in each trend illustrate clearly how companies can no longer discount the impact the built

environment has on perormance and effectiveness. In line with this shifing perspective, acilities management

is increasingly seen less as a tactical unction, and more o a strategic management discipline that can produce

significant value or an organization by enabling workers to be more engaged and productive. We certainly see this

at Sodexo; we are having these conversations in our C-Suite, and we know that other orward-thinking organizations

are also embracing this new way o thinking.

Technological advances, coupled with globalization, continue to play a significant role in todays ever-evolving

workplace, shifing the landscape toward a true virtual work environment. Collaboration is king and inormation is

available on-demand, allowing almost everyone access and connectivity whether at work, home, or play.

We have also learned that the expectations o the most recent generations entering the workorce are more and

more pronounced in this years trends. How this generation expects to be recruited, recognized and retained is

reflected in many o the trends: social media has become the primary method o sourcing talent, establishing buy-

in and endorsing ownership is a key component o recognition, and alignment o values, mentoring programs, as

well as a culture o inclusion, have all become driving orces in employee satisaction. All have a significant impact

on the holistic well-being o todays workorce.

And finally, with continuing pressure on companies to be lean and efficient, these trends are not only a direct

reflection o todays new economic reality, but they reflect a global influence that tells us that the only thing

constant is change. The workplace as we know it never ceases to evolve, and will continue to do so through 2013

and beyond.

2013 WORKPLACE TRENDS

ForewordMichael Norris, COO & Market President, Sodexo


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Published by Innovations 2 Solutions |3

Sodexos experts in human capital solutions used an integrated methodology to monitor trends that affect the

quality o daily lie o their consumers in the workplace. This approach included traditional quantitative measures

observations and interviews rom over 1,000 client sites, as well as a robust bibliographic review o academic and

trade journals within Human Resources, Inormation Technology, Facilities, Real Estate and Hospitality. In addition

Sodexo collected interviews and reports rom panel discussions at Society o Human Resource Management (SHRM)

American Psychological Association, International Facilities Management Association (IFMA) and CoreNet.

We have also incorporated an analysis o social media to understand context o less-structured data, such as

discussion boards and ad-hoc surveys within LinkedIn and Twitter. The 2013 Workplace Trends Report represents

a sample size in excess o 800 end users.

Our research demonstrates the employees desire to be aligned with their employer. The impact: Organizations

must tangibly demonstrate a holistic level o empathy and commitment to their employees at both a personal

and proessional level. As one would expect, health and wellness, inspirational workspace design, flexible work

arrangements, inclusion and the overall experience at work round out trends or engaging and retaining the

workorce o 2013. Most importantly, we must underscore that these trends are outcome-driven. Each o the top

12 trends is quantifiable and has been shown to drive business outcomes.

Research Methods &

Summary of FindingsRachel S. Permuth PhD, MSPH, Sr. Director, Workplace Research, SodexoKevin Rettle, FMP, Director of FM/CRE Market Research & Insights, Sodexo

Rebecca Scott, MPH, Research Fellow, Sodexo


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2013 WORKPLACE TRENDS

TOP 12 TRENDS AT A GLANCE

1. The Built Environments Crucial Role in Organization Perormance

2. Superstar Recruitment - The Power o Community

3. Inspiring A Connection To People, Community, & Brand through CSR

4. The Contemporary View o Inclusion & Its Effect on Psychological Health

5. 21St Century Mentoring

6. Thriving in The Cloud

7. Ushering in The New Era o Recognition

8. Facilities Management: A Strategy, Not A Tactic

9. Data Reporting OUT; Predictive Modeling IN

10. International Design & Construction; A Shifing Paradigm

11. The Changing OfficeLiterally

12. Integration as THE Solution


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1. THE BUILT ENVIRONMENTS

CRUCIAL ROLE IN ORGANIZATION

PERFORMANCE

Employers increasingly recognize theimportance o the built environmentin promoting better health, qualityo lie, and work-related engagementamong their employees. Sodexointerviewed two leaders in the fieldabout the impact that environmentalactors can have on employee healthand engagement, and the rolethese outcomes play in supportingorganizational perormance.LuAnn Heinen, VP at NationalBusiness Group on Health, sharedher insight about the impact thatenvironmental actors can have onemployees health. Richard Kadzis,VP o Strategic Communications atCoreNet, discussed the role o thebuilt environment in promoting orhindering employee engagement.

Both o our subject matter expertsconcluded that environmentalchanges can strongly supportemployers efforts to improveemployees health behaviors.Specifically, tactics that enhancethe physical environment o theworkplace, ensure its saety, andprovide a wide range o programsthat help employees manage work/lie balance issues have a positiveimpact on employee health andengagement. These outcomesbring about improved employeeperormance and effectiveness,which ultimately translates intolong-term organizational success.

2. SUPERSTAR RECRUITMENT - THE

POWER OF COMMUNITY

One o the key trends influencingmany aspects o the workplace but especially HR is the increaseduse o social media, especiallyas it relates to recruitment and

employment branding. The waywe communicate with candidates

today is vastly different thanit was even just a short fiveyears ago. Today, social mediaand mobile communicationsdominate over traditional e-mailcampaigns. In act, a recent studyreleased by Jobvite ound that92 percent o U.S. companiesused social media networks in2012 as part o their recruitmentefforts. Additionally, 7 out o 10employers have successully hireda candidate through social media up rom 58 percent in 2010.

As an early innovator with socialnetworking, Sodexos TalentAcquisition team has continuedto innovate and expand our reachthrough new technologies to meetour talent needs now and intothe uture. We use these tools toenhance our ability to engagetalent in new and interestingways, while building an online,interactive talent community andmeaningul communication withcandidates. Our social media toolsmake it possible or us to continuecommunicating over time with thispool o talent, easily articulating ouremployment brand while keepingthem abreast o new companyinitiatives and opportunities.

3. INSPIRING A CONNECTION TO

PEOPLE, COMMUNITY, AND BRAND

THROUGH CSR

To succeed in todays marketplace,companies must have the rightpeople on board and know howto inspire their best perormance.

Yet, the most talented candidatestoday are ofen seeking more thana paycheck. They are looking or avalues match. Companies are findingthat they can attract, motivateand retain top talent by creating

meaningul work environments withtheir sustainability and Corporate

Social Responsibility (CSR) strategy.

CSR initiatives represent thepassion and commitment o peoplewho choose to live their valuesthrough their work. Sodexo hasembraced initiatives to protectthe environment, promote healthand wellbeing, and support thedevelopment o communitieswhere we do business. Thesestrategies have proven to bebeneficial to the organization a2011 study o Sodexo managersound that positive perceptionso Sodexos corporate citizenshipwere significantly related to jobsatisaction, motivation, and intentto remain with the organization.

CSR can also be an important actorin attracting and retaining memberso tomorrows workorce. One studyo new college hires ound that 86%o them would consider leaving anemployer whose social responsibilityvalues ell short o theirexpectations. But the values matchis not just important to the newestgeneration o workers. As valueshave evolved over time, we see theconnection with sustainability andCSR as a potential motivating actoror each o the our generationsthat make up todays workorce.

TOP 12 TRENDS AT A GLANCE >


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>TOP 12 TRENDS AT A GLANCE

4. THE CONTEMPORARY VIEW OF

INCLUSION AND ITS EFFECT ON

PSYCHOLOGICAL HEALTH

Even in todays challengingeconomic times and volatilebusiness world, there are elementsin the workplace that are just as,or more important to employeesthan adequate pay and benefits.Recent research supports the ideathat creating a psychologically saeand healthy workplace is absolutelyessential or companies aimingto bring about better outcomesor their employees and improve

organizational perormance.

A key component o apsychologically healthy workplaceis having an atmosphere odiversity and inclusion. However,both diversity and inclusionhave expanded definitions andmeaning in this day and age. Adiverse and inclusive environmentis one that encourages differentviewpoints among employeeswith various backgrounds,opinions, and even workstyles.

The notion o workplace bullyingin the workplace is the antithesiso a healthy environment andis the diametric opposite oinclusion. The Workplace BullyingInstitute defines this conceptas repeated, health-harmingmistreatment [] that takes one

or more o the ollowing orms:verbal abuse, offensive conduct/

behaviors (including nonverbal)which are threatening, humiliating,or intimidating, and/or workintererence sabotage whichprevents work rom getting done.

This issue is one o the mostexplosive trends that has gainedmomentum in the past decadeand has been linked to severalmeasures o employee ill healthand absenteeism. As this issueis brought to the oreront o HR,we will see more people speak out

about the bullying issue, how it isrelated to the mental health o theworkplace, and how it can trulyhurt a companys bottom line.

5. 21STCENTURY MENTORING

A November 2011 Accenture SkillGaps Study ound that 55 percent oworkers in the U.S. reported they areunder pressure to develop additionalskills to be successul in their currentand uture jobs, but only 21 percentsaid they have acquired new skills

through company-provided ormaltraining during the past five years.

One way companies are addressingthis skills gap is with a new ormo mentoring that is emerging.Modern mentoring uses technologyto create knowledge sharingconnections among colleagues atall levels, in all areas, and at all

locations within a company. Todaysdefinition o mentoring allows

or a richer experience and moreutility than mentoring o the past,and it looks vastly different thanmentoring o even 10 years ago.

Virtual relationships and multi-participant engagements ormthe basis or modern mentoring,which incorporates a moreinclusive mindset about whoshould participate, a broaderscope or making meaningullearning connections, and anopen flow o knowledge among

participants. No longer just aboutone-to-one relationships betweensenior leaders and potentialsuccessors, todays mentoring isocused on removing the barriersbetween people and engagingthem in rich learning and teachingopportunities in a broad, networkedmanner so that knowledge canflow to the point o need.

Todays definition of mentoringallows for a richer experienceand more utility thanmentoring of the past


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6. THRIVING IN THE CLOUD

The cloud is like a virtual public

utility or computing power, enablingus to use sofware virtually toshare ideas, collaborate, and buildknowledge. The industry is lessthan a decade old, but more thaneight in 10 companies currentlyuse some orm o cloud solution,and more than hal plan to increasecloud investments by 10 percent ormore this year. The research firmInternational Data Corporation (IDC)calls cloud computing the oundationor the technology industrys next20 years o growth, saying, it is

nothing less than the completetransormation o the industrys coreoffering and business models.

The significance o the trendtoward cloud computing is that itmoves communications rom thedesktop to a virtual environment,making everything available onan on-demand basis. Need extrastorage capacity? It is there on thecloud on demand. Need access tosophisticated sofware programs ora one and done project? You can rentaccess on the cloud rather thanhaving to buy expensive programsthat you many never use again.Need to collaborate with colleagueson a project? Cloud services areavailable.

The cloud makes access toinormation available rom anywhereat anytime, so that workers are

no longer hostage to desktops ornetworked devices. The cloud truly

is transorming industries, and willhave a proound and positive impacton the way we live, shop, interact,and work in the near uture.

7. USHERING IN THE NEW ERA OF

RECOGNITION

Its no secret that achieving buy-in and ownership are essential tothe success o any incentive andrecognition program. Both can beseen as measures o commitmentthat will ultimately determine thededication o necessary resourcesrom management, as well asthe acceptance and enthusiasticparticipation o the workorce.

Buy-in and ownership can beachieved through a strategy oplanned involvement. This strategyis based on the knowledge that themore people eel included in theormative stages o your incentiveand reward program, the higherthe degree o their involvementand the more likely they are tosupport the final program.

Think o buy-in and ownership as acontinuum in which the immediategoal is to establish buy-in thougha strategy o involvement. Oncebuy-in has been achieved, chooseappropriate ways to strengthenthat support through ongoingcommunications, reviews, peer-to-peer dialogue, and status meetings.And always remember thatownership is most easily achievedwhen people eel they have taken anactive part in the process and believe

that the outcome reflects at leastsome o their own ideas and efforts.

8. FACILITIES MANAGEMENT: A

STRATEGY, NOT A TACTIC

There have been many assertions,over many years, that acilitiesmanagement (FM) should be

more strategic. Recent researchprovides evidence that FM can

have a strategic impact, andshould play a strategic role inthe enterprise, but whether it willachieve that level o influencein any particular organizationdepends entirely on the actionstaken by senior FM executives.

A survey o almost 400 proessionalsacross six continents was conductedin order to review the currentstate o the practice o FM. Theresearch ocused specifically onhow FM is currently organized,governed, and measured, aswell as on how FM proessionalsinteract with their peers in otherinrastructure disciplines. Ourinsights were enriched by directconversations with a selectiono senior FM and corporate realestate (CRE) executives, as wellas with thought leaders romacademia and internationalproessional associations.

To be effective, FM leaders mustchange their behaviors, and indeedtheir very identity. FM is not aboutmanaging acilities per se; rather, itis about enabling the workorce tobe productive and engaged, and toproduce value or the organization.In our view, and in the view oleading FM executives, the workplaceis nothing more (or less) than a toolor supporting work, or shaping theexperiences o the workorce, and orproducing competitive advantage.

9. DATA REPORTING OUT;

PREDICTIVE MODELING IN

Organizations are complex systemsthat operate using connected setso physical, financial, and socialstructures. Policies, procedures,and programs in each aspect oa business can affect behaviorsand outcomes in other areas andhave specific impact on humancapital job perormance.



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>TOP 12 TRENDS AT A GLANCE

Until recently, companies seekingto manage human capital risk

have ocused on silos o data andattempted to develop interventionssolely rom analyzing dataindependently within these silos.Given that interventions developedin this manner have not producedthe desired cost savings, manyinnovative organizations haveturned to a Big Picture approachin an attempt to understand theinterrelatedness between thesilos and the business policiesthat ultimately determinehuman capital perormance.

A Big Picture approach to humancapital risk management ocuseson strategic connections amongcritical data elements that comprisean organizations human capitalmanagement efforts, with specificocus on those connections thatinfluence job perormance. Thisapproach provides decision makerswith actionable inormation thatthey can use to integrate humancapital management activities andoptimize their overarching human

capital management strategy.Only through this Big Pictureintegration approach can a broadarray o seemingly disparate humancapital data elements interconnectin a meaningul, actionablemanner resulting in true humancapital management changes andimproved business perormance.

10. INTERNATIONAL DESIGN AND

CONSTRUCTION; A SHIFTING

PARADIGM

The downturn in the United Stateseconomy that began in early 2008has had serious repercussions orthe design proessions. However,globalization strategies crafedduring the recession were thesaving grace or some firms,and still provide opportunitiesor those that are interestedin testing the waters abroad.Overall, approximately 13% o U.S.architecture firms reported overseas

work between 2009 and 2011.

O firms that have not had anyinternational projects in the lastthree years, approximately one-quarter are interested in overseaswork. Global opportunitiesare driving more interest ininternational work, as only 18%o firms were actively pursuingor considering pursuit ointernational projects in 2008.

International projects will require

more due diligence and research.Understanding the local culture isthe actor that the largest share ofirms takes into account when theyare preparing to enter a oreignbusiness market. Many firms alsotake into account relationshipdynamics, such as having clients,riends, and colleagues in the marketas well as the ability to work with

local consultants, architects, andengineers. Regulatory actors are

also important to take into account,including understanding the localmonetary system, tax regulations,and revenue repatriation.

11. THE CHANGING OFFICE

LITERALLY

In 2013, there will be a newawareness o office design, onethat emphasizes how offices mustadapt to fit the way people workinstead o the other way around.Companies see todays offices as

customized tools or working andliving better. While those designs areas varied as their inhabitants, somecommon characteristics stand out.

Todays offices are brighter, withartificial light taking a backseatto daylight that fills the space, anemphasis that affects the design oeverything rom floor plans to the

Overall, approximately 13%of U.S. architecture firmsreported overseas workbetween 2009 and 2011.


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buildings aade. Technology andthe means to accommodate it areso pervasive that a workstation isanywhere networks can be accessedwirelessly. Workspaces are more

versatile to suit not only the workperormed but also the personalpreerences o the individual doingit. Because companies are lookingor ways to engage their employeesand create a sense o community,common spaces get the lions shareo money and attention, with morereal estate devoted to these areasthan ever beore; administrativeand filing spaces are the losers inthis exchange. Individual officesarent disappearing, but theyare shrinking in size, sometimes

even in number. And in an erawhen no sharp line can be drawnbetween home and work, officesare borrowing traits rom housesto offer more amenities and toreflect the same destinations oundin any residence: kitchen, pantry,living room, and amily room.

Meanwhile, sustainability an officeeature once considered special has become standard. Whether orreasons o economics, environmentalconsciousness or both, the must-have lists o clients, even thosewith no interest in green building,routinely include recycled products(including buildings), locally

sourced and sustainable materials,energy-efficient HVAC systems,and better indoor air quality. Theresult is a pronounced shif towardoffices designed to attract and

retain top talent while emphasizingproductivity over cost savings andcomort over square ootage.

12. INTEGRATION AS THE SOLUTION

As organizations grapple withboardroom issues such as talentcliffs, financial uncertainty, imagevalue, and the ability to makequick and decisive moves in theirown markets, it is the CRE&FMexecutives responsibility to identiyand deliver solutions that deliver real

organizational value, aligned withthese issues. Enter integration 2.0.

Integrated solutions work bestwhen complex problems have beenclearly defined. Today, the complexproblems we reer to involve theability to meet unique human centricneeds. The needs o todays workinggeneration are more complex anddynamic than ever, and creatingefficient, effective, and flexible workenvironments that take into accounttotal well-being has become critical.

Progressive organizations arebeginning to understand andsolve or human needs when

designing workplace servicesand solutions by redefiningintegration to mean having theskills and resources to expand itscapabilities on our specific ronts:

1. Viewing individuals andorganizations holisticallyand dynamically.

2. Translating these needs tocreate new and more effectiveoperational/business models.

3. Designing strategic Lie/WorkEcosystems (interventions) thatsynergize insight and solutionsrom multiple unctional areaswithin the organization.

4. Evaluating the impact o theseecosystems on improvedservice effectiveness, peopleeffectiveness and well-being.

At the intersection o each othese expanded capabilities is themoment where integration becomesTHE solution human needsare met resulting in heightenedorganizational perormance, top-line revenue generation, bottomline profitability, and increasedimage value or the organization.



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Employers increasingly recognize the importance o the built environment in promoting better health, quality o

lie and work-related engagement among their employees. Sodexo interviewed two leaders in the field about the

impact that environmental actors can have on employee health and engagement, and the role these outcomes

play in supporting organizational perormance. The ollowing excerpts rom interviews with subject matter expertsLuAnn Heinen and Richard Kadzis provide an overview o the work environment as it relates to employee health

and engagement.

The Built Environment and Employee Health1,2

Q: How do environmental actors impact individual health status, and how can employers effectively leverage

these actors to improve their employees health?

LuAnn: According to the Centers or Disease Control and Prevention (CDC), 20% o an

individuals health status is the result o the environment. I an individual who is trying

to lose weight only has access to high-at, high-calorie oods, his effort will be thwartedHowever, i he has access to nutritious oods and opportunities or physical activity

success is much more likely.

In the workplace, even small changes to the work environment can improve employees

diet, increase physical activity levels and decrease tobacco use without negative effects

Combined with work-site health promotion programs, environmental changes can

improve the overall health o employees, including their weight and BMI. Because o this

and according to the ecological model o health, health promotion interventions need to

target both individual behavior and the surrounding environment.

One example o an intervention that successully targeted environmental actors in the workplace is the NIH-unded obesity prevention trial conducted at the Dow Chemical Company. At worksites receiving the intervention

environmental prompts and point-o-choice messages were strategically placed in ront o stairwells, vending

machines and in caeterias, to encourage employees to make healthy ood choices and be physically active

Employees at sites where environmental changes were added to existing wellness programs maintained their weight

and BMI over the course o two years. On the other hand, employees at sites without environmental alterations

gained an average o 2.1 pounds and 0.3 BMI points.3

The Built Environments Crucial Rolein Organizational Performance

Sodexos interview of LuAnn Heinen, VP at National Business Group on Health

& Richard Kadzis, VP of Strategic Communications, CoreNet

LuAnn Heinen

VP at National BusinessGroup on Health


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Q: Why are employees more sedentary in todays workplace, and how can organizations create a work

environment that promotes physical activity?

LuAnn: Office automation including printers, elevators, telephones and e-mail improves productivity but

significantly reduces employee physical activity. This is especially true or office-based employees who are sedentary

or up to eight hours or more a day. Employers can create a work environment that supports physical activity in

a variety o ways. According to a 2010 quick survey o Business Group members, 71%-73% o respondents offer

employees an on-site fitness center or walking trails. Twenty-three percent use stairwell signs and prompts. A

smaller percentage o employers design parking lots and offices to encourage additional movement throughout

the day.4

Q: Is there evidence to support the effectiveness o strategies that promote workplace physical activity?

LuAnn: Research on environmental strategies used to promote workplace physical activity ocuses on three different

categories: stairwell signs and prompts, access to places or exercise and flexible work time. In a systematic review

o 11 studies, point-o-decision prompts increased stairwell use by a median o 2.4 percentage points. Though the

increased use appears small, it actually represents a 50% relative increase in stair use. 5Small incentives offered

in the stairwell, such as ruit, along with stairwell enhancements including paint, carpeting, artwork and music,

increased stair use even more. However, most studies evaluated short-term behavior change; limited evidence

supports long-term behavior change.

Limited research also demonstrates the beneficial effects o walking paths and fitness centers. In two studiesindividuals with access to fitness centers were 1.8 times more likely to participate in leisure-time activity and 1.3

times more likely to meet national physical activity recommendations. Additionally, employees with access to sae

places to walk near work were nearly twice as likely to engage in physical activity during work breaks. 6

In addition to environmental modifications, corporate policies that provide flexible work time or physical activity

were associated with increased employee activity levels in several studies. Flexible work schedules allow individuals

to come in early, work late or take an extended lunch in order to exercise during the day. In 2010, 62% o the

Business Groups Best Employers for Healthy Lifestyles platinum winners offered flexible work time or physica

activity.

Q: How can the built environment negatively influence employees health status, and what can organizationsdo to control these threats?

LuAnn: In 2010, the direct costs o occupational injuries and saety incidents or U.S. companies were more than

$53 billion, in addition to the indirect costs o absenteeism, the hiring o temporary staff and diminished custome

service.7By promoting a healthy and sae working environment, employees will have ewer injuries and employers

will experience reduced costs and improved productivity.


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Engagement also plays a role in keeping workers sae. Research indicates that the most engaged employees have

nearly hal as many saety incidents compared to the least engaged employees.8In addition, the average cost o

a saety incident or an engaged employee was $63, compared to an average o $392 or a disengaged employee.9

The keys to maintaining a sae environment are managerial support and organizational commitment. Companies

that promote saety are more likely to have higher rates o employee adoption o sae work practices as well as

lower rates o workplace injury. Saer workers are also more likely to be satisfied with their jobs.

The Built Environment and Employee Engagement

Q: We hear a lot about the costs o occupational injuries and saety incidents, and

the importance o flexible work schedules that permit employees to engage in

physical activity. With these actors in mind, why do companies still need a physica

workspace why not have all employees work virtually?

Richard:There is a synergy between the built environment and the people who reside

in it, whether its physical or virtual space. One o the many predictions made within

CoreNet Globals Corporate Real Estate 2020 research is that virtual work will not trump

the physical workplace. While there are proportionately more knowledge workers doing

their jobs rom home, or rom a third place beyond the office or home, theres still an

overriding need or people to connect in person.

Connecting isnt just about collaborating on projects or goals and objectives, which is a

critical aspect o contemporary workplace design. Its also about the need or people to touch base again with the

company culture and to see or be with their co-workers and, o course, their managers.

Still, its becoming a proven act that companies should address people, technology and place in that sequence; so

that technology is clearly understood as a way to empower peoples work and that place is a resource or people

to engage with their companies, bosses and co-workers. Place enables work, as does technology, but its no longe

just about bricks and mortar.

A big realization is that buildings or offices arent so much assets or transaction or arbitrage as they are resources

to enable work and engage employees. Interrelationships among stakeholders are keys to understanding thecorrelation between the environment and person, and their subsequent impact on business outcomes.

Q: Can you tell us more about employee engagement and its impact on organizational outcomes?

Richard: Data shows that 70 percent o employees are not ully engaged with their jobs. Employers cant influence

or control actors in their peoples personal lives, or the corresponding outlooks and behaviors that result in lower

perormance levels. But orward-acing companies that understand the importance o meaningul employee

engagement are good at connecting their people to the big picture.

Richard Kadzis

VP o Strategic

Communications, CoreNet


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In his book, The Connected Company, Dave Gray argues effectively or collaborative leadership and management

models that engage all stakeholders and give employees a voice in the process o change. Gray also outlines the

critical nature o instilling purpose and meaning in the employees work experience. 10

In other words, the more an employee can grasp how he or she fits into the mission and business plan o the

company, and how that individuals contributions impact business outcomes or even the bottom line then

employees eel much more connected. Its one o the hallmarks or attaining higher employee engagement levels,

and it starts with collaborative leadership styles that allow or bottom-up influence on the uture direction o

a company, whether its a workplace transormation, a new product launch, a post-merger consolidation, an

integrated sustainability strategy, or something else.

Q: In addition to collaborative leadership styles, what strategies can companies implement to adopt a more

holistic approach to employee engagement?

Richard:In 2013, we have the ability to transorm key practices and resulting measures that have tended to shape

the perception o corporate real estate (CRE) as a cost center or cost-cutting mechanism. This revolves around the

growing number o companies that are adopting people-centric approaches driven by employee engagement

workplace well-being and employee wellness. We can evolve away rom 2D metrics like cost per square oot or

revenue per person to 3D metrics like value created per square oot, or even quality o lie per square oot. 11

As mentioned, a major step in that direction happened in 2012, with the finding that the work-lie supports

enabling this model are no longer just a CRE strategy, they have become a business model. Were beginning to seea transormation in the way CRE is viewed inside orward-acing organizations, where its being integrated with

Human Resources, Inormation Technology and other key support unctions at a strategic level to become a Supe

Nucleus. Two global ast moving consumer goods companies and an American multinational sofware company

are among the companies taking this approach.

One o CoreNet Globals 10-year strategic objectives is to create a network outside o CRE or our members to

connect more closely with those critical internal partners, and the Super Nucleus concept provides a channel or

that. In doing so, we can start to work to change rom an activity-based model or mobility to a people-ocused

model or engagement and higher productivity. The metrics we use to track perormance need to become more

empirical and evidence-based, so we can ultimately improve the quality o work environments and work experiences

while addressing people, technology and place in that sequence.

ConclusionEnvironmental changes can strongly support employers efforts to improve employees health behaviors

Specifically, tactics that enhance the physical environment o the workplace, ensure its saety and provide a wide

range o programs that help employees manage work/lie balance issues have a positive impact on employee

health and engagement. These outcomes bring about improved employee perormance and effectiveness, which

ultimately translates into long-term organizational success.


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One o the key trends influencing many aspects o the workplace but especially HR is

the increased use o social media, especially as it relates to recruitment and employment

branding. The way we communicate with candidates today is vastly different than it

was even just a short five years ago. Today, social media and mobile communicationsdominate over traditional e-mail campaigns. In act, a recent study released by Jobvite

ound that 92 percent o U.S. companies used social media networks in 2012 as part o

their recruitment efforts. Additionally, 7 out o 10 employers have successully hired a

candidate through social media up rom 58 percent in 2010.

Another staggering statistic describes the growth o mobile data. In 2009, an estimated

100 million Smartphones were in use. This number is projected to be close to 1 billion

in 2013. And, mobile Web usage is projected to increase 17 old by 2016 with more

people accessing the Web using a mobile device than a desktop computer by the end o

this year.

At Sodexo, our Talent Acquisition team has worked hard to harness the power o social media and leverage it with

mobile access, says Arie Ball, Vice President, Sourcing and Talent Acquisition. We were an early innovator with

social recruiting and now were finding ways to innovate and expand our reach through new technologies to meet

our talent needs now and into the uture.

In March o this year, the company launched the Sodexo Careers and Job Search mobile app that ties all o the

companys social recruiting efforts together in one simple on-the-go platorm where candidates can engage with

recruiters on all o Sodexos social networks and search and apply or jobs straight rom their Smartphone.

The Social Connection

Social media is used as more than a one-way conversation with companies simply pushing ino out to applicantsBy using social media, applicants can see multiple sides o a company and get a true picture o their potential

employer. In the Career Builder 2012 Workorce Planning and Talent Acquisition Survey, data shows that job

candidates actively look or inormation about companies when job hunting. In act, 70 percent o job seekers

reported using Glassdoor, Yelp or another ratings site to learn more about an employer beore applying to a job

This data alls in line with consumer research that shows potential buyers will use 10.7 sources beore making a

purchase.

Superstar Recruitment:The Power of Community

Trish Freshwater, Senior Communications Manager, Sourcing & Talent Acquisition, Sodexo

Trish Freshwater

Senior CommunicationsManager, Sourcing & Talent

Acquisition, Sodexo


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Social media has allowed us to develop deeper relationships with our talent

community, explains Ball. Rather than rely on job boards, phone calls and

e-mails, we can reach out to candidates on the platorms they preer to use

and provide them with inormation about our company, our culture and wha

its like to work or Sodexo. Its also a abulous way to reach passive candidates

and expand our talent pool, as were able to engage with them in meaningul

ways, easily articulating our employment brand and keeping them abreast o

new company initiatives and opportunities.

Early social recruiting was ocused on LinkedIn. Now, however, all socia

networks are air game in the recruiting arena with approximately two-thirds

o HR departments searching Facebook or top talent and more than hal using Twitter. Still, LinkedIn remains

strong with 93 percent o HR/recruiting proessionals using this site up rom 78 percent in 2010. Not surprisingly

o the social media hires, 89 percent come rom LinkedIn, 25 percent rom Facebook and 15 percent rom Twitter.

But, based on the June 2012 Jobvite Social Recruitment Survey, social recruiting not only expands a companys

reach or top talent, it also impacts the quality o hire and employee reerrals. O the more than 1,000 HR and

recruitment proessionals who participated in the study, 43 percent o recruiters who use social recruiting saw an

increase in candidate quality and 31 percent cited a sustained increase in employee reerrals. Given that industry

data shows that people have an average o 150 social network contacts, Sodexo North Americas 125,000 employees

offer a potential social reach o nearly 18.8 million second-degree connections.

Mobile AccessThe rapid growth o mobile technologies and the way society is embracing

this access offered by 24/7, anywhere, anytime technology is o particular

interest to recruiters. Through developing technologies, candidates are

approaching their job searches in new ways, as they use mobile devices to

research and interact with companies, and search or and apply or jobs all

on the go.

Our mobile initiative aims to help us meet the companys ambitious growth

goals by expanding our reach and engagement with candidates both internal

and external by providing on-the-go access to all o our online propertieswhere they can interact with recruiters on the social network o their choice,

said Ball. Whats even better is that they can search and apply or jobs directly rom their mobile device regardless

o immediate access to a desktop computer. And, our employees can make reerrals directly rom the mobile app

anytime, anywhere.


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More interestingly, research shows that minority groups are using mobile technology at higher rates, creating

an opportunity to support Sodexos efforts to build a diverse and inclusive workorce. According to the Pew

Internet Research and Nielson Company, nearly hal o all minorities embrace mobile technology and make it their

primary method o accessing social media and other Internet sites. Thereore, with the anticipated rapid growth

o Smartphone use, the marriage o Sodexos social media and mobile recruitment strategy seems a natural fit to

attract top diverse talent and engage top internal employees with a tool to help them advance their career anytime

anywhere.

By the NumbersWith active representation on nearly all o the popular social networks, Sodexos Talent Acquisition team has seen

tremendous growth in their outreach efforts. Here are just a ew examples:

The Sodexo Careers Facebook fan page has over 8,700 fans (2,340 new fans in 2012 to date) and averages

more than 250,000 impressions per month.

The Sodexo Careers LinkedIn group grew by more than 2,650 members to 8,725 in 2012.

@SodexoCareers has approximately 9,000 Twitter followers. The proles TweetReach averages 360,000

impressions or 50 tweets a notably small part o the overall reach o Sodexo recruiters and recruiting

leadership active on Twitter.

The SodexoCareers blog receives about 3,600 visitors and 6,500 page views per month. More than 8,900

additional readers receive the blog via e-mail subscription; more than 270,000 receive a synopsis o the posts

in our monthly blog update. In 2012 to date, the blog update has directly generated 800 applications.

The relatively new Sodexo Careers Pinterest page has 22 boards, more than 580 pins and new pins daily. Since March 2012, the Sodexo Jobs mobile app has seen 8,500+ downloads and resulted in 36 total hires (20

internal). Additionally, more than 3,400 candidate applications were submitted via mobile.

Mobile has led to more than 1,400 new Sodexo Talent Community members


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A social media utilization survey distributed to all FY2010 new hires revealed that:

During their job search and interview process, internal and external hires utilized one or more SodexoCareers

Talent Community properties at virtually the same rate (46-47%).

The careers blog was the most frequently used property, read by 32% of internal hires and 17% of externa

hires (25% o total).

Facebook was the next most popular for both internal (12%) and external (11%).

The Career Connections eNewsletter was the third most popular for both groups but utilized a bit more by

externals (11%) than internals (7%).

Although Sodexo was an early innovator with

social networking, we have continued to innovate

and expand our reach and enhance our ability to

engage talent in new and interesting ways, says

Ball. Clearly, our results map directly to our overall

objective: to leverage social media to build an

ARIE BALLVice President Sourcing & Talent Acquisition, Sodexo

online, interactive talent community to help meet

Sodexos need or talent, now and into the uture.

Through our social media and mobile initiatives,

we have vastly expanded our outreach to the

various pools o talent and engaged that talent in

a more meaningul way.


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The ability to attract and retain the right talent can make or break companies. To succeed

in todays marketplace, companies must have the right people on board and know how

to inspire their best perormance. Yet, the most talented candidates today are ofen

seeking more than a paycheck. They are looking or a values match. Companies arefinding that they can attract, motivate and retain top talent by creating meaningul work

environments with their sustainability and Corporate Social Responsibility strategy.

The International Organization or Standardization defines Corporate Socia

Responsibility (CSR) as a balanced approach or organizations to address economic

social and environmental issues in a way that aims to benefit people, communities and

society.1 Businesses that have incorporated a CSR strategy may choose to address

any number o issues, typically including human rights, workplace saety, local and

international community involvement, social development, air business practices, and

increasingly, employee health and wellness.

Sodexo has embraced CSR initiatives to protect the environment, promote health and

well-being, and support the development o communities where we do business. We also

have a strong track record working to address the root causes o poverty worldwide and

have taken action to stop hunger and set the standard or ethical business conduct. At

Sodexo, we believe that good corporate citizenship is integral to achieving our business

goals. More importantly, our CSR initiatives represent the passion and commitment o

our people who choose to live their values through their work.

Recent studies have shown that social responsibility is a particularly important acto

in attracting and retaining members o tomorrows workorce. In just one example, a

PricewaterhouseCoopers study o new college hires conducted in 2009 revealed that86% o them would consider leaving an employer whose social responsibility values el

short o their expectations2. In a 2012 report on What Workers Want, a national non-

profit called Net Impact ound that 58% o students would accept a pay cut to work or a

company that shared their values3. But the values match is not just important to the newest generation o workers

As values have evolved over time, we see the connection with sustainability as a potential motivating actor o

each o the our generations that make up todays workorce.

Inspiring A Connection to People,Community & Brand through CSR

Kristen Rainey, Director, Sustainability, Corporate Services, SodexoRachel Sylvan, Director, Engagement, Office of Sustainability & Corporate Social Responsibility, Sodexo

Kristen Rainey

Director, Sustainability,Corporate Services, Sodexo

Rachel Sylvan

Director, Engagement,Office o Sustainability

& CSR, Sodexo


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Sodexo has ound that our sustainability and CSR strategy is already

benefiting our talent recruitment, motivation and retention. According to a

2011 study o Sodexo managers conducted with Proessor Ante Glavas a

the University o Notre Dame, positive perceptions o Sodexos corporate

citizenship were positively and significantly related to job satisaction

motivation, and intent to remain with the organization. That is, or every

increase in perceived Corporate Citizenship, there was a corresponding

increase in the job satisaction, motivation, and desire to remain with the

organization or Sodexo managers. There was no difference in the strength

o these results when we looked across age ranges; our commitment and

actions in the area o sustainability are a powerul motivating acto

or all generations participating in this study. However, each generation

might have its own reason or valuing a companys commitments in this

space. Keep in mind that not everyone identifies with the generation in which they were born, but making sure the

approach to sustainability appeals across generations can help a company maximize the employee engagement

results rom its sustainability efforts.

Company matching programs are an effective way or a company to

demonstrate with dollars that it will support organizations and causes that its

employees value.

TraditionalistsBorn beore 1946 and representing 7% o the workorce,4 traditionalists

lived in a time when the country had to pull together to win World War II, and

companies gave back to their communities through corporate philanthropy

programs. Traditionalist workers ofen eel a personal responsibility to

improve their communities, and companies will want to demonstrate the

immediate impact they are making at the local level through the value

o their products and services in peoples lives, their local hires, and their

community outreach through corporate philanthropy. Company matching

programs are an effective way or a company to demonstrate with dollars

that it will support organizations and causes that its employees value.

In addition, this is the generation most personally impacted by the Great

Depression; as a result, many will likely buy in to programs ocused on reducing waste. Finally, traditionalists tend

to preer discussing important matters in person, so scheduling meeting time to address important topics is key

to obtaining their commitment.


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Baby BoomersBorn between 1946 and 1964 and representing 42% o the workorce,

Boomers grew up post-war and typically value hard work. Many want to be

involved in their communities beyond corporate philanthropy and will look

or opportunities or personal involvement through hands-on volunteer

experiences. Baby Boomers tend to find company-sponsored volunteer

programs to be o value. It is impactul to engage Baby Boomers in the process

o selecting recipient organizations that are aligned with both the companys

and the employees values. And keep in mind their preerred communication

vehicle is ofen by telephone. Take the time to pick up the phone and seek thei

perspective.

Generation XBorn between 1965 and 1977, Gen X-ers represent 29% o the workorce. 6

They came o age in a new era o rapid technological development. Gen X-ers

view sustainability through a lens o innovation, seeking out ways to make

products and services not just greener, but greener and better. They are known

to be skeptical and value the transparency involved in honest reporting o CSR

perormance. Many also preer e-mail as their orm o communication. Providing

online resources (such as e-newsletters and/or links to a sustainability report) is

useul in allowing them to learn more about a companys sustainability efforts attheir own speed and convenience.

Connecting to Millennials about a companys sustainability efforts is most

effectively achieved through social media.

Generation YBorn between 1978 and 2000, Gen Y-ers are also known as Millennials

and represent 21% o the workorce.7 They are digital natives, tending

to preer texting over other orms o communication. It is not uncommon

to find a Gen Y-er texting someone who is literally in the same room, nor

is it uncommon to find Gen Y-ers who do not check their voice mail at all.

Public and private personas are ofen blurred, with Facebook providing an

opportunity or them to connect with riends and work colleagues alike

Connecting to Millennials about a companys sustainability efforts is most

effectively achieved through social media. In addition, Millennials need

to eel their opinion is heard, so engaging them in online or text-based

surveys and providing them with opportunities to share their input is


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critical. Furthermore, offering them opportunities to share what sustainability initiatives your company is doing

via tweeting or posting to Facebook, can be an effective way o optimizing their role as public spokespeople or you

company. Finally, with Millennials, engaging them in short bursts is most effective, which allows them to continue

multi-tasking as they are accustomed.

As companies continue to ocus on attracting and retaining top talent, they need

to clearly articulate their sustainability and CSR values with their prospective

and current employees.

This internal communication piece is as critical as the companys external communication. Furthermore, they mus

recognize that in todays multi-generational workorce, sustainability and CSR mean different things to differenage groups. Just as good educators know to provide multiple educational methods to accommodate students

different learning styles, companies must also adapt their messaging in order to connect most effectively with and

motivate different age groups.

Note: The authors want to thank Sodexos Inter-Generational Employee Business Resource Groups for providing a

wealth of resources and greatly informing our perspective on generations in the workplace.


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In todays challenging economic times and volatile business world, what could be just as, o

more important to employees than adequate pay and benefits? Based on conclusions and

research data rom many experts,1,2,3creating and sustaining a psychologically sae andhealthy workplace is a easible solution that ofen creates better outcomes or individuals

and their employers. Recognizing employees mental well-being can directly impact

workplace perormance, as increasing numbers o todays successul companies excel at

creating and sustaining such environments to engage and retain employees.4

Psychologically sae and healthy work environments emphasize employee well-being and

encourage high perormance, which is associated with high levels o engagement and

high rates o retention,5,6 In act, according to the results o a survey rom the American

Psychological Association (APA), the top reasons working Americans will stay with current

employers are work-lie fit and enjoying what they do.1 Fewer employees cited economic

reasons or remaining on a job, such as benefits, pay and a lack o other job opportunities.

In addition to adequate flexibility, healthy relationships, and experiencing positive emotions

at work, employees want to eel heard and appreciated or their contributions. Based on the

responses collected rom a recent APA survey, 21% o American workers admitted eeling

undervalued at work.2 Hal o all respondents that reported eeling undervalued at work

stated they planned to look or new jobs within a year. Employees who elt valued at work

were more likely to report better physical and mental health, as well as higher levels o

engagement, satisaction and motivation, compared to those who did not eel valued at

work.

The creation o a psychologically healthy workplace is not a new idea in corporate wellnessbut it is ofen ignored in avor o other initiatives such as weight management, nutrition and

health screenings. Many best-in-class employers are recognized leaders or programs that

encompass the needs o the employee as a whole; this includes well-rounded programs that

include diversity and inclusion components. Fostering an environment where employees

can bring their whole sel to work not only evokes positive psychological health, but the

company is also rewarded with productive, loyal employees.

The Contemporary View of Inclusion& Its Effect on Psychological Health

David W. Ballard, PsyD, MBA, Assistant Executive Director for OrganizationalExcellence, American Psychological AssociationLaShanda Blissett, M.S., Chief Executive Officer, The Blissett Group, Corp.Rachel S. Permuth, PhD, MSPH, Sr. Director of Workplace Research, Sodexo

David W. Ballard

PsyD, MBA, Asst ExecutiveDirector for Organizational

Excellence, AmericanPsychological Association

LaShanda Blissett

M.S., Chief Executive Officer,The Blissett Group, Corp.

Rachel S. Permuth

PhD, MSPH, Sr. Director ofWorkplace Research, Sodexo


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According to Barry Hall, a Principal with Buck Consultants and the global leader o

Bucks Wellness Research, Employers are putting additional ocus on improving

employee morale and engagement, likely due to concerns that employees have

become disengaged throughout the recession. Employers recognize that retaining

workers will become increasingly challenging as the job market is revitalized, and

being a good place to work with a healthy culture will help them keep their best

employees. The difference between a good place to work and a not-so-good

one ofen comes down to the relationships workers have with bosses and peers

Well-planned and adequately implemented engagement and inclusion strategies

can create an environment where issues that negatively affect psychologica

health are the exception, not the norm. An example o such an issue that has gained increased attention in recent

years is workplace bullying.

What is Workplace Bullying?Workplace bullying is repeated, harassing behavior that is deliberately intended to cause harm to one or more

individuals and prevents them rom excelling at work. It is a orm o emotional harassment that is targeted

intentional and persistently instigated by an individuals peers and/or managers and supervisors.7Workplace

bullying can take one or more o the ollowing orms:

Verbal abuse;

Conduct that is threatening, humiliating or intimidating;

Work interference and sabotage that prevents work from getting done;

Exploitation of a known psychological or physical vulnerability.

According to the Workplace Bullying Institute, 35% o adult Americans (an

estimated 54 million workers) report being bullied at work; an additional 15%

witness it and vicariously are made miserable.

It is important, however, to distinguish bullying rom illegal or sexual harassment;

in act, bullying is our times more prevalent than illegal harassment, and 68% o

bullying is same-gender harassment, with women bullies targeting other women in

80% o cases.7On the other end o the spectrum, incivility, rudeness, or exercising

managerial prerogative should not be mistaken or bullying. Neither is bullying

conflict between employees who simply disagree over intellectual ideas. Bullying is

a orm o emotional violence and is thereore not subject to mediation.

The notion o bullies or jerks is nothing new but the measurement o their

effects on our people is astounding, which is why Golds Gym, Washington Mutual,

Berkshire Hathaway, and Mozilla are a ew o the firms that maintain a no jerk policy to sustain a healthy work

environment.8They know bullies affect the bottom line and create toxic environments in which quality work and

employee engagement are impossible.


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In act, within organizations where bullying is ignored or little to nothing is done

to stop or prevent it, the targets accrue a variety o costs that can range rom ill

health and tarnished proessional reputations, to reduced productivity.9,10 Many o

the indirect costs to individual targets add up to become organizational problems,

including high turnover rates, absenteeism, and even workers comp and disability

claims. More importantly, ignoring bullying in the workplace creates a toxic work

environment in which employees lack the basic level o trust needed or teams to

successully work and produce together.

Solutions or Workplace Bullying

So what can be done to prevent workplace bullies in the first place, or keep them at bay? Dr. David Ballard, thehead o the American Psychological Associations Healthy Workplace Program, suggests, Organizational leaders

can promote a psychologically healthy workplace by modeling desired behaviors, rewarding pro-social conduct

and training managers to identiy and address counter-productive interactions. Formal policies regarding bullying

and incivility can also help communicate clear expectations and promote a culture o trust and respect. It is

critical in the case o workplace bullying, thereore, or organizations to establish and sustain policies that enable

employees to identiy when it happens and to create a sae means o reporting the behavior to a neutral party

without ear o repercussion.

The Workplace Bullying Institute also notes the importance o education or the entire organization, and suggests

that organizations call upon workplace bullying consulting firms like The Work Doctor to conduct clinics, create

prevalence surveys, and assist with policy creation.11

The Work Doctor can also help employers create an ExpertPeers Team (EPT) comprised o individuals widely recognized as empathic, good listeners, and with a reputation

o standing up to abusive others. The EPT, whose primary task is to develop an expertise in workplace bullying and

serve the organization on this issue, should be large enough to be representative o most levels o the organization

and to cut across disciplines.

Identiying the Causes o Workplace BullyingTo effectively examine the issue o workplace bullying, just one o the tangible

issues affecting psychological health in todays workplace, the root causes must be

considered. One o the root causes is, in many cases, difference in the backgrounds

liestyle choices, or even generational gaps between employees. Those are not the

only causes, however. I you take a more robust approach to inclusion and diversityin the workplace, these causes would include differences in liestyle and workstyle

as well. Some targets o bullies have a more sof-spoken approach to working that

is not seen as aggressive as perhaps a manager would like. Other targets are

absolute stars in the organization they are well-liked, perorm optimally, but

may outshine their peers and supervisors. A comprehensive inclusion strategy is a must or those employers

looking to provide or the workorce as a whole.


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For instance, Sodexo is well known or its Diversity and Inclusion efforts and in act, they are a cornerstone o

how the company does business. The companys efforts are centered on educating employees about the core

value o inclusion and the conscious and unconscious behaviors that can lead to an unhealthy environment

Courses on identiying and preventing micro inequities, providing constructive eedback, and leveraging diversity

o thought and inclusion o people are embedded in the curriculum o the Get Live! management onboarding

program. Sodexos Employee Network Groups also contribute to an education about issues o culture, race, sexual

orientation, disabilities and a multi-generational workplace and help oster a culture o inclusion to prevent some

o the bullying ueled by particular biases.

In conclusion, Corporate Wellness needs to be redefined to include comprehensive mental health programs and

inclusion strategies. As an industry, it is essential to ocus time and attention on employees needs in theirentirety. In the case o workplace bullying, the key is to develop new ways o teaching employees behaviors that

the company values, but more importantly teaching them what behaviors are unacceptable. One suggestion is o

the different parts o an organization to communicate with each other.

I Human Resources, Employee Assistance Programs, Inclusion Strategists and

Wellness Directors were all part o a universal plan to promote psychological

health, perhaps we would all be better employers.


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A November 2011 Accenture Skill Gaps Study ound that 55 percent o workers in the

U.S. reported they are under pressure to develop additional skills to be successul in thei

current and uture jobs, but only 21 percent said they have acquired new skills through

company-provided ormal training during the past five years.1

To support workers or uture challenges, organizations must:

Plug into and leverage the collective intelligence of the enterprise through learning

connections.

Encourage creativity and innovation through diverse learning networks.

Accelerate speed to competence through self-directed approaches that generate

real-time learning content.

Mentoring has proven again and again to be a powerul and effective workorce

development tool, and the need or mentoring, knowledge sharing and skill building continues to grow. However,

traditional mentoring is no longer adequate in todays hyper-connected and ast-paced world. Companies todaymust embrace a new orm o mentoring and

knowledge sharing that allows workers to find and

connect with their colleagues so they can learn

while on the job, share best practices throughout all

areas o the business, and collaborate with people

no matter where they may be located (see Figure 1).

This trend is being driven in part by the Millennial

generation. A growing contingent in the workorce,

this generation has a preerence or connecting

and learning digitally. They want to have access to

people rom throughout their organization and havethe reedom to choose who they seek knowledge

rom or share insights with. As employers modiy

processes to accommodate Millennial preerences,

the demand or making virtual connections or

learning will grow.

21st Century MentoringRandy Emelo, President and CEO of Triple Creek

Randy Emelo

President and CEO o TripleCreek (www.3creek.com)

Figure 1


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Modern MentoringWith the help o technology, the age-old practice o mentoring is being redefined into modern mentoring that

centers around connecting people across an organization to share critical knowledge and skills. Virtual relationships

and multi-participant engagements orm the basis or modern mentoring, which incorporates a more inclusive

mindset about who should participate, a broader scope or making meaningul learning connections, and an open

flow o knowledge among participants. No longer just about one-to-one relationships between senior leaders and

potential successors, todays mentoring is ocused on removing the barriers between people and engaging them

in rich learning and teaching opportunities in a broad, networked manner so that knowledge can flow to the point

o need.

Technology plays a large role in enabling this to happen because it allowsorganizations to view mentoring as a or the masses practice that

harnesses the collective knowledge, skills, abilities and passions o an

organizations entire workorce. Employees can create their own personal

learning and advising networks that grow and flex as their individual needs

and strengths change. This adaptability means insights are shared and

applied on the job in a just-in-time manner, with people seeing real work

results rom their mentoring activities (See Figure 2).

Adults want to drive their own learning, and as they address their own

personal real-time learning needs by connecting with colleagues rom

anywhere in the organization, they are in control o their learning. Theseknowledge-sharing connections help break down silos and spread expertise

and innovation quickly across the enterprise, which can spark new solutions

and creative ideas among employees that they can then bring to the job.

An ideal mentoring and knowledge-sharing network is:

5-15 people

Learners and advisors come from across functions, locations, generations, etc.

People shi in and out of the network and of the roles themselves, as learning needs and knowledge strengths

evolve, creating a diverse, fluid and dynamic network

The diverse networks that people orm can help them generate creative solutions, novel ideas, and uniqueapproaches to organizational problems or issues they are acing. In act, researchers Christoph Lechner, Karolin

Frankenberger, and Steven W. Floyd ound that among colleagues who are collaborating or work, the more diverse

the networks were in terms o values and viewpoints, the more they increased their perormance. 2

In light o this result, organizations looking to oster and encourage major creative solutions and thinking among

workers, as well as innovative improvements in current processes throughout the business, would do well to

encourage more diversity in individual learning networks. This type o inclusive knowledge sharing thrives at

Sodexo, where they actively support learning connections across generational, geographical and organizational

boundaries.

Figure 2


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Sodexo brings this practice to lie with their Spirit o Mentoring initiative that offers both ormal and inormal

mentoring options. Powered by sofware rom Triple Creek, employees throughout the company engage with

one another as learners and advisors; transer knowledge related to their experience, competencies and needs

and collaborate with colleagues around training, career development, on-the-job productivity, learning groups

and more. Sodexo makes great use o modern mentoring networks, reaching out to colleagues across locations

generations and unctions. Here are just a ew examples:

IMPACT:This acclaimed mentoring program connects individuals cross-culturally and across business lines. In

addition to the one-to-one experience, participants choose to engage in a virtual community to share resources

that hone their leadership competencies. Program metrics show that 30 percent o women involved in IMPACT

received a promotion.

Peer2Peer Mentoring:This inormal mentoring is made available through nine Sodexo

Employee/Business Resource Groups. Examples include iGen, Sodexos Intergenerational

Group, which is in the process o launching generational roundtables; WiNG, the Womens

Network Group, which offers mentoring circles; and several other groups that offer one-

to-one mentoring options.

Expertise in Action Collaborative Learning Groups: These groups are orming in

response to the development needs o the learners within the Spirit o Mentoring system.

Topics o mutual interest include communication, strategic leadership and leading change

to name a ew.

The richness o diverse views and understandings ofen grows more abundant when people

reach outside o their typical like-minded networks. People reaching across different

generations will gain insights into how people o various age groups tend to think and

behave. People reaching across cultures can leverage differences to better understand

colleagues and clients, and to increase creativity and effectiveness when working with

people rom other cultures. People reaching across unctions can harness the power o

best practices rom colleagues in other business units and locations so that they can

repeat what works well, rather than trying to invent a new process.

In addition, different perspectives within knowledge-sharing communities help novel ideas and approachesarise in answer to organizational problems or issues people are acing. Individuals in a different unctional area,

geographical area, or even rom a different department or age group will likely view situations and issues through

a distinctive lens. Their experiences and ocus areas give them a unique perspective, and this resh take on the

situation can produce innovative solutions. The best solutions sometimes come rom the most unexpected places


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The Power o PeersThe common theme here is that peers reach out across silos and barriers

to connect with and learn rom one another. While traditional mentoring

typically ocuses on a lower level employee seeking guidance and wisdom

rom someone higher up, the ocus o more expansive knowledge sharing

has broadened. Today, the value comes rom peers sharing insights with

one another at all levels and in all areas o a company.

In Triple Creeks 2010 Group Mentoring Research study, 72% o group

mentoring participants cited their peers and ellow group learners as good

or excellent sources o learning.3

Peers can be a great source o sociasupport and encouragement, since they understand and experience simila

organizational pressures that can lead to breakthrough insight and advice. Even i they dont work in the same

business unit or unction, peers understand the pressures their colleagues ace.

According to a 2011 report called The Power o Peers rom the Corporate Leadership Council, only 36% o

employees are effective at peer mentoring, and only 7% o organizations ocus engagement initiatives on improving

these interactions.4When employees are effective at critical peer mentoring interactions, average engagement

capital can improve by 66%. I companies can harness the power o peer connections within mentoring, they can

significantly improve their engagement. This is just what Sodexo has accomplished. Using open and dynamic

mentoring, Sodexo has created a central gathering place where people can come and go as needed, where they can

join in when their time and needs allow, and where learners can be met at their own unique point o need.

Using sofware to acilitate people-to-people learning helps make this happen. The vast majority o people are not

active learners, meaning that they need some structure to help guide them in this process. By using organizationa

competencies as the nucleus o mentoring engagements, users can take targeted action to meet specific work-

related goals and remain ocused on learning. Additionally, since all connections are competency-based and have

an intentional learning ocus, organizations can more easily measure things like speed to competence (i.e., how

quickly individuals are becoming proficient in specific competencies) and understand the impact that the process

is having on individuals and the organization as a whole. These types o measures, which have been historically

lacking in past attempts to understand the impacts o learning and development processes, provide the meat

that companies need today in their quest or ROI related to modern mentoring.


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This new mindset around mentoring is not a ad or flavor o the month type o HR process; it is an emerging

approach to enterprise-wide sel-directed development. It is the natural evolution resulting rom peoples desire

to connect with and learn rom others, and the organizations desire to have a better understanding o the impact

and ROI o learning and development processes. It is what both individuals and organizations have been asking or

without really knowing what to call it.

Modern mentoring is ast becoming a must-have solution or companies o

all sizes. Those organizations that wait too long to make the transition to the

modern view o mentoring will find themselves struggling to retain and find

talented employees who eel they can grow with the company.

Generational Views on MentoringTraditionalists(born between 1922 & 1945) are hardworking, loyal to their organization, and respectul o those

in authority. They want learning that is predictable, practical, and delivered by experts. They also need to share

their experience and expertise with others to eel valuable.

Baby Boomers (born between 1945 & 1964) believe in participative management and work hard or persona

gain. They want to be involved in learning that has an immediate payoff to their job. They need more help in

developing the complex relational skills involved in leadership.

Gen Xers (born between 1965 & 1980) tend to be skeptical o those in authority and seek a better work/lie

balance. They are also ofen fiercely independent and have more o an entrepreneurial spirit. They want learning

that is collaborative, peer driven, and relationally balanced. They need help settling on a career path that is both

challenging to them and fits the needs o the organization.

Millennials (born between 1981 & 2000) are hopeul, multi-tasking Web-surers. They want learning that is

on-demand but highly social and network oriented. They need help learning the oundational skills and social

awareness needed to be effective in the organizational culture. Due to the exposure and ready access that they

have had to inormation and resources as they have been educated, they dont have patience or learning processes

that take too long.


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Types o MentoringNew approaches to mentoring can empower workers to direct their own career development in greater ways.

Topical mentoring.Topical mentoring leverages both the expertise o leaders and the collaborative experience o

other learners. One or more advisors lead numerous learners in conversation, knowledge sharing, and practica

application related to a specific learning topic or around a point o affinity. People can find or create learning groups

on their own, or organizations can manage the process. People learn rom the advisors and rom other learners

helping to build deep expertise across the enterprise.

Situational mentoring.Situational mentoring gives individuals a way to address immediate learning needs with

one or more advisors. Several people can offer solutions and ideas at the same time so that learners get quick-hitting answers on a high-impact issue, problem, challenge, or opportunity within a short amount o time. Learners

then synthesize this knowledge into a solution that fits their need and bring that solution back to their job in a

timely manner.

Peer mentoring.Peer mentoring connects colleagues at the same hierarchical level in the organization but who

may be in different unctions or divisions. Learning relationships o this sort are particularly beneficial because

peers can be a great source o social support and encouragement. They understand and experience the same

organizational pressures based on position in the organization, and can provide breakthrough insight and advice

rom someone who truly gets it.

Reverse mentoring.Reverse mentoring places those who would typically be considered advisors into the learnerole, and those typically considered learners into the advisor role. Reverse mentoring ofen exposes organizationa

leaders to new trends in technology, new ideas and innovations, and new perspectives o younger generations

while also bringing bright young minds to the attention o seasoned leaders.

Open mentoring.Open mentoring programs that promote sel-directed relationships allow people to address thei

own learning needs in a manner o their choosing, while still aligning with overall organizational goals. Using

technology to acilitate distance mentoring lets people collaborate with one or more mentoring partners on a globa

basis and allows the programs and mentoring networks to grow organically throughout the entire organization.


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It was not so long ago when business executives did not know the difference between

hardware and sofware. In the early 1980s, when desktop computing was becoming

common in offices across America, the challenge businesses aced was how to adopt and

adapt their business practices to a new communications and computing environment.Over the years since the floppy disk dominated the landscape, the computing world

has undergone several iterations, as access to computing grew to become an integra

part o our lives and our work. And, in many ways, the best is yet to come, as the market

reaches or the cloud.

Cloud computing is what connects the data on devices like the iPhone and iPad. It is wha

enables us to use sofware virtually to share ideas, collaborate and build knowledge

The significance o the trend toward what is called cloud computing is that it moves

communications rom the desktop to a virtual environment, unleashing the true power

o inormation.

The trend is a move away rom content ownership and toward collaboration and sharing. The best way to think

about this transition is to look at the role public utilities played in the industrialization o America. At one time, every

actory was responsible or its own energy production. This meant that every actory had to own the equipment

needed to generate energy and power, like using a nearby stream or river to power a grist mill.

This is similar to offices o today owning all o the means o computing. This requires the purchase not only o a

sophisticated hardware and sofware network, but also a very expensive and sensitive array o servers on which

data is stored and shared within a company, creating expensive levels o redundancy.

Public utilities took advantage o economies o scale by creating centralized

points o power generation and then sharing power with their network ocustomers who paid or what they consumed. A single nuclear plant can produce

megawatts o power and send it out over power lines to their customers, saving

them the expense and hardship o having to generate power individually.

The cloud is like a virtual public utility or computing power. It makes

everything you would have on a proprietary system available to the customer

on an on-demand basis. Need extra storage capacity? It is there on the cloud

Thriving in The CloudJim Ludlow, MBA, Founder and CEO of Liquid Interactive

Jim Ludlow

MBA, Founder and CEOo Liquid Interactive


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on demand. Need access to sophisticated sofware programs or a one and

done project? You can rent access to these programs on the cloud rathe

than having to buy expensive sofware licenses that you may never use again

Need to collaborate with colleagues on a project? Cloud services are available

to enhance real-time communications.

The cloud makes access to inormation available rom anywhere at anytime

Workers are no longer hostage to desktops or networked devices. In the cloud

environment, your inormation is where you are and can be accessed when you

need it, using most any cloud-compatible device.

What Is ChangingThe cloud is transorming industries. In the book, The Mobile Wave, Michael Saylor talks about how products are

becoming sofware.1Nowhere is this more evident than in the music industry. Not too many years ago, recordings

were pressed onto vinyl, packaged and shipped to record stores where they were inventoried, stored and advertised

to promote sales. Today, songs are available online or less than a dollar, and all o the steps o creating and moving

product to market have been eliminated.

The same can be seen with newspapers, magazines and books. The cloud will also change the way we bank

educate, treat illness and interace with the rest o the planet in the near uture. In the services industry, the cloud

is transorming inormation into commodities, as more inormation becomes available to everyone. For example

consumers can now utilize the cloud to bypass real estate agents and sell their homes virtually.

The trend here is that as more people have computing power in their pockets, the ability o consultants to do

business on the pow

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