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O.C. Tanner Unveils 2023 Global Culture Report as Workplaces and Organizations Continue to Evolve and Rebuild Connection in a Post-Pandemic World

O.C. Tanner Unveils 2023 Global Culture Report as Workplaces and Organizations Continue to Evolve and Rebuild Connection in a Post-Pandemic World
PR Newswire
SALT LAKE CITY, Sept. 28, 2022

As employees around the world collectively seek out a great…

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O.C. Tanner Unveils 2023 Global Culture Report as Workplaces and Organizations Continue to Evolve and Rebuild Connection in a Post-Pandemic World

PR Newswire

As employees around the world collectively seek out a greater sense of connection, community, and fulfillment, the comprehensive fifth annual report examines the most pressing issues relevant to employee retention and great work in the midst of ongoing transformation

SALT LAKE CITY, Sept. 28, 2022 /PRNewswire/ -- O.C. Tanner, the global leader in employee recognition and workplace culture, today announced the release of its 2023 Global Culture Report. Now in its fifth year, the report details the latest trends and strategies to win and retain people, including: reconnecting workplace community, creating fulfilling employee experiences, fortifying weary leaders, and integrating recognition and symbolism early and often. Based on data gathered from over 36,000 employees, leaders, HR practitioners, and executives from 20 countries worldwide, the report was announced at O.C. Tanner's sold-out annual culture conference, Influence Greatness.

"The future of work depends on embracing change and rebuilding community within the workplace. This year's report demonstrates the importance of reconnecting employees with purpose and meaning," said Dr. Alexander Lovell, Director of Research and Data Science at the O.C. Tanner Institute. "Organizations should be deliberate in creating opportunities for employees to feel fulfilled in their work. Not only do they do better work, but we found that highly fulfilled employees want to stay at their organization for an extra three years. We hope this report will act as a guide for organizations and enable leaders to support, challenge, and inspire their employees to do great work."

As organizations continue to adjust to a new era of work and manage the uncertainty of a subsiding global pandemic and looming economic recession, the report highlights what employees want most: connection, community, and fulfillment. As organizations prepare for the next crisis, employees are still trying to heal from the disconnection caused by the pandemic. A sense of community is more important now that employees are returning to the office and searching for fulfillment and connection, but unfortunately, many organizations' current programs are failing to meet evolving employee desires. Successful organizations are the ones reconnecting with their people by adopting a community mindset where employees find meaning in their work, believe that they belong, and experience greater personal fulfillment.

"There's no such thing as 'work-life balance' – it's just 'life balance.' With that, a meaningful focus on employees' holistic wellbeing is crucial for organizations to retain and attract talent in today's environment," said Gary Beckstrand, Vice President of the O.C. Tanner Institute. "Data from our 2023 Global Culture Report shows that when organizations enable life balance, support the growth and development of everyone holistically, create a thriving workplace community, and help each person contribute to the collective purpose, great business outcomes are abundant."

Sample key findings include:

  • Highly fulfilled employees plan to stay three years longer at their organizations than unfulfilled employees.
  • Nearly one third (32%) of employees are unfulfilled in their jobs. These employees have 399% greater odds of looking for a job elsewhere, 71% decreased odds of promoting their organization as a great place to work, and 47% decreased odds of putting in extra effort to help their organization succeed.
  • When feelings of community, connection, and belonging are strong at an organization, the odds that employees will do great work (236%), take pride in the organization (318%), and want to stay (252%) are far better.
  • Most employees (76%) consider their workplace a community and almost as many (72%) say it's important for them to feel like part of a community at work.
  • When organizations score high on the Community Index, they experience great outcomes. Strong workplace communities have:
    • 957% higher odds employees will be Promoters on the eNPS scale
    • 100% higher odds of aspirational levels of great work
    • 62% increase in employee estimated tenure (from 7.1 years to 11.5 years)
    • 58% lower probability of employees actively looking for a new job
    • 785% higher odds employees feel like they belong
  • A sense of belonging leads to better retention (+43%), higher satisfaction with employee experience (40%), less burnout (-38%), and more great work (+20%).
  • With numerous new responsibilities and expectations placed on them, many leaders are succumbing to stress and burnout.
    • Leaders are 43% more likely to say work is interfering with their ability to be happy in other areas of their lives.
    • Just under two thirds (61%) of leaders report having more general responsibilities at work since before the pandemic, versus only one third (34%) of individual contributors who say the same.
    • While 79% of leaders think they have a "good sense" of what their employees want, only 48% of employees agree. Nearly one third (29%) of employees say there is a notable conflict between what their managers want and what their coworkers want, and only a little more than half (54%) believe their managers are "on my side."
    • Mid-level and entry-level leaders are 33% and 47% less likely to feel appreciated, respectively, compared to senior leaders. They also don't have as much access to resources and support as senior leaders do.
  • Despite the value they bring to the workplace and the high demand for them, many generalists feel under-recognized by their employers:
    • 50% feel their contributions are overlooked
    • 44% rate their employee experience positively
    • 43% feel unsupported in their work
  • Employees are three times more likely to remember a recognition experience when it includes a symbolic award.
  • When recognition occurs regularly in teams, the odds of having a strong community improve 508%. When it's integrated into the organizational culture, the odds improve 387%, and the strength of that community increases 19%.
  • Frequent, tailored recognition experiences spread throughout the year have a larger, more lasting impact on recognition integration and workplace culture than singular company-wide events—those  "Employeepaloozas"—no matter how much organizations spend.

This comprehensive report, which serves up actionable data for business leaders seeking change, can be accessed at O.C. Tanner's website here: https://www.octanner.com/global-culture-report.html.   

About O.C. Tanner
O.C. Tanner is the global leader in software and services that improve workplace culture through meaningful employee recognition experiences. Our Culture Cloud™ employee recognition platform helps millions of people thrive at work.

Our team of more than 1,500 programmers, researchers, designers, client professionals, and craftspeople hail from 58 countries and speak 62 languages. Together, we create the technology, tools, and awards that help our clients shape productive work environments, drive innovation, and fuel positive business results. Learn more at octanner.com.

Research Methodology
The O.C. Tanner Institute uses multiple research methods to support the Global Culture Report, including interviews, focus groups, cross-sectional surveys, and a longitudinal survey.

Qualitative findings came from 10 focus groups and 81 interviews among employees and leaders of large organizations. The groups and interviews were held throughout 2021 and 2022, each representing various types of employers, including both private and public entities.

Quantitative findings came from online survey interviews administered to employees multiple countries, including Argentina, Australia, Brazil, Canada, China, France, Germany, India, Japan, Mexico, the Netherlands, Philippines, Saudi Arabia, Singapore, South Africa, South Korea, the United Arab Emirates, the United Kingdom, and the United States. The total sample size was 36,441 workers at companies with 500+ employees.

 

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International

Decrease in Japanese children’s ability to balance during movement related to COVID-19 activity restrictions

A team of researchers from Nagoya University in central Japan investigated how restrictions on children’s activities during the COVID-19 pandemic affected…

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A team of researchers from Nagoya University in central Japan investigated how restrictions on children’s activities during the COVID-19 pandemic affected their life habits and their abilities to perform physical activities. By comparing medical examination data before and after the onset of the pandemic, they found that physical functions among adolescents deteriorated, including their dynamic balance. They also found that the children had higher body fat levels and worse life habits. Rather than a lack of exercise time, this may have been because of a lack of quality exercise due to activity restrictions.  

Credit: Credit must be given when image is used

A team of researchers from Nagoya University in central Japan investigated how restrictions on children’s activities during the COVID-19 pandemic affected their life habits and their abilities to perform physical activities. By comparing medical examination data before and after the onset of the pandemic, they found that physical functions among adolescents deteriorated, including their dynamic balance. They also found that the children had higher body fat levels and worse life habits. Rather than a lack of exercise time, this may have been because of a lack of quality exercise due to activity restrictions.  

During the COVID-19 pandemic, in Japan, as in other countries, schools and sports clubs tried to prevent the spread of infection by reducing physical education and restricting outdoor physical activities, club activities, and sports. However, children who are denied opportunities for physical activity with social elements may develop bad habits. During the pandemic, children, like adults, increased the time they spent looking at television, smartphone, and computer screens, exercised less, and slept less. Such changes in lifestyle can harm adolescent bodies, leading to weight gain and health problems. 

Visiting Researcher Tadashi Ito and Professor Hideshi Sugiura from the Department of Biological Functional Science at the Nagoya University Graduate School of Medicine, together with Dr. Yuji Ito from the Department of Pediatrics at Nagoya University Hospital, and  Dr. Nobuhiko Ochi and Dr. Koji Noritake from Aichi Prefectural Mikawa Aoitori Medical and Rehabilitation Center for Developmental Disabilities, conducted a study of Japanese children and students in elementary and junior high schools, aged 9-15, by analyzing data from physical examinations before and during the COVID-19 pandemic. They evaluated the children’s muscle strength, dynamic balance functions, walking speed, body fat percentage, screen time, sleep time, quality of life, and physical activity time.  

The researchers found that after the onset of the pandemic, children were more likely to have decreased balance ability when moving, larger body fat percentage, report spending more time looking at TV, computers or smartphones, and sleep less. Since there were no changes in the time spent on physical activity or the number of meals eaten, Sugiura and his colleagues suggest that the worsening of physical functions was related to the quality of exercise of the children. The researchers reported their findings in the International Journal of Environmental Research and Public Health.  

“Since the outbreak of the novel coronavirus in Japan after April 2020, children have not been able to engage in sufficient physical education, sports activities, and outdoor play at school. It became clear that balance ability during movement was easily affected, lifestyle habits were disrupted, and the percentage of body fat was likely to increase,” explained Ito. “This may have been because of shorter outdoor playtime and club activities, which impeded children’s ability to learn the motor skills necessary to balance during movement.” 

“Limitations on children’s opportunities for physical activity because of the outbreak of the novel coronavirus have had a significant impact on the development of physical function and lifestyle and may cause physical deterioration and health problems in the future,” warned Ito. “Especially, the risk of injury to children may increase because of a reduced dynamic balance function.” 

The results suggest that even after the novel coronavirus becomes endemic, it is important to consider the effects of social restrictions on the body composition of adolescents. Since physical activities with a social element may be important for health, authorities should prioritize preventing the reduction of children’s physical inactivity and actively encourage them to play outdoors and exercise. The group has some recommendations for families worried about the effects of school closings and other coronavirus measures on their children. “It is important for children to practice dynamic balance ability, maintaining balance to avoid falling over while performing movements,” Ito advised. “To improve balance function in children, it is important to incorporate enhanced content, such as short-term exercise programs specifically designed to improve balance functions.” 


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These Are The World’s Richest Billionaires Over The Past 10 Years

These Are The World’s Richest Billionaires Over The Past 10 Years

The last decade has seen a number of changes in the world’s richest billionaires…

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These Are The World's Richest Billionaires Over The Past 10 Years

The last decade has seen a number of changes in the world’s richest billionaires list.

For one, there are new faces at the top of the leaderboard that were never there before. But, as Visual Capitalist's Nick Routley details below, one of the most obvious changes though, is that the richest billionaires have accumulated a lot more wealth in recent years.

Using annual data from Forbes on the richest billionaires, Routley has visualized the wealth and ranking of the top 10 billionaires over the past decade.

Who are the World’s Richest Billionaires?

While the pecking order has fluctuated, the leaderboard remains very exclusive. Out of a possible 10 spots, there are only 19 individuals that have made the list over the last decade.

Here’s the current list of richest billionaires in 2022, including when they first made the list (if in the last decade):

 

*Billionaires with “-” first made the list at an earlier date. Example: Mukesh Ambani made the 2008 list.

 

Microsoft co-founder turned philanthropist, Bill Gates, is a perennial presence at the top of these lists. Gates is currently at his lowest rank over this time period, but is still in fourth spot. The billionaire has pledged to give away nearly all of his fortune to the eponymously named Bill & Melinda Gates Foundation.

From 2018 to 2021, Jeff Bezos sat at the top of the world’s richest people ranking, only to be bumped out by Elon Musk. In 2020, Bezos became the first person to amass a $200 billion fortune after Amazon’s stock price surged during the pandemic. In recent months, Bezos’ net worth has taken a hit as Amazon’s share price has fallen back down to Earth.

Today, Elon Musk is the world’s richest person.

The Rich Get Richer

Over time, the median net worth of the richest billionaires has grown significantly.

 

Most fortunes are held in the form of business equity, real estate, and publicly-traded stocks—all asset classes that have benefited from the era of cheap money and ultra-low interest rates.

 

Over the decade period, the median net worth of the top 10 billionaires has nearly tripled from $39 billion to $115 billion.

In fact, the first billionaire to pass the $100 billion threshold was Jeff Bezos in 2018, when he took the top spot on the list from Bill Gates. However, now all but two on the top 10 wealthiest list are centibillionaires.

Tyler Durden Mon, 12/05/2022 - 20:40

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Government

Contradictions, Lies, And “I Don’t Recalls”: The Fauci Deposition

Contradictions, Lies, And "I Don’t Recalls": The Fauci Deposition

Authored by Techno Fog via The Reactionary,

Today, Missouri Attoney General…

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Contradictions, Lies, And "I Don't Recalls": The Fauci Deposition

Authored by Techno Fog via The Reactionary,

Today, Missouri Attoney General Eric Schmitt released the transcript of the testimony of Dr. Anthony Fauci. As you might recall, Fauci was deposed as part of an ongoing federal lawsuit challenging the Biden Administration’s violations of the First Amendment in targeting and suppressing the speech of Americans who challenged the government’s narrative on COVID-19.

Here is the Fauci deposition transcript.

And here are the highlights…

EcoHealth Alliance - the Peter Daszak group - is knee-deep in the Wuhan controversy, having been funded by the Fauci’s NIH for coronavirus and gain of function research in China (and having worked with the Chinese team in Wuhan). What does Fauci say about EcoHealth Alliance? Over two years after the COVID-19 pandemic began, and after millions dead worldwide, he’s “vaguely familiar” with their work.

In early 2020, Fauci was put on notice that his group - NIAID - had funded EcoHealth alliance on bat coronavirus research for the past five years.

This coincided with early reports - directly to Fauci, from Jeremy Ferrar and Christian Anderson - “of the possibility of there being a manipulation of the virus” based on the fact that “it was an unusual virus.”

Fauci conceded that he was specifically made aware by Anderson that “the unusual features of the virus” make it look “potentially engineered.”

Fauci couldn’t recall why he sent an article discussing gain of function research in China to his deputy, Hugh Auchincloss, telling him it was essential that they speak on the phone. He couldn’t recall speaking with Auchincloss via phone that day. But remarkably, Fauci did remember assigning research tasks to Auchincloss

Fauci was evasive on conversations with Francis Collins about whether NIAID may have funded coronavirus-related research in China, eventually stating “I don’t recall.”

The phrase “I don’t recall” was prominent in Fauci’s deposition. He said it a total of 174 times:

For example, Fauci couldn’t remember what anyone said on a call discussing whether the virus originated in a lab:

During that same call, Fauci couldn’t recall whether anyone expressed concern that the lab leak “might discredit scientific funding projects.” He also couldn’t recall whether there was a discussion about a lab leak distracting from the virus response. Fauci did remember, however, that they agreed there needed to be more time to investigate the virus origins - including the lab leak theory.

What else couldn’t Fauci remember? Whether, early into the pandemic, his confidants raised concerns about social media posts about the origins of COVID-19.

Yet Fauci did admit he was concerned about social media posts blaming China for the pandemic. He even admitted the accidental lab leak “certainly is a possibility,” contradicting his prior claims to National Geographic where he said the virus “could not have been artificially or deliberately manipulated.”

Fauci also couldn’t recall whether he had any conversations with Daszak about the origins of COVID-19 in February 2020, but admitted those conversations might have happened: “I told you before that I did not remember any direct conversations with him about the origin, and I said I very well might have had conversations but I don't specifically remember conversations.” And he couldn’t recall telling the media early on during the pandemic that the virus was consistent with a jump “from an animal to a human.”

Fauci said he was in the dark on social media actions to curb speech and suspend accounts that posted COVID-19 information that didn’t fit the mainstream narrative: “I’m not aware of suppression of speech on social media.” Yet it was Fauci’s proclamations of the truth, whether about the origins of COVID-19 to the effectiveness of hydroxychloroquine, that led to social media companies banning discussions of contrary information.

Regarding those removals of content, Fauci had no personal knowledge of a US Government/Social Media effort to curb “misinformation.” But he conceded the possibility numerous times.

Then there’s the issue of masks. In February 2020, Fauci informed an acquaintance that was traveling: “I do not recommend that you wear a mask.” Fauci would later become a vocal proponent of masks only two months later.

I’m near my Substack length limit - posting the excerpts does that - but you can see from Fauci’s testimony that his public statements about COVID-19 origins and the necessity to wear a mask didn’t match his private conversations. This has been known for some time, but it’s finally nice to get him on record.

Again, read it all and subscribe here.

Tyler Durden Mon, 12/05/2022 - 21:40

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