Issue 15

Today's Lede Is Not Buried

Author

Chris Hagood
December 12, 2024 • Estimated Reading Time: 10 minutes

Table of Contents

Opening Salvo

Dear Reader,

Today is my birthday and that has nothing to do with the rest of this issue, but it did feel like important information to share—subjectively and respectfully.

Last week, I chose not to mention the murder of UnitedHealthcare CEO Brian Thompson because, then as now, it remains a developing and complicated story. What stands out most is the boldness of people to scream from the internet mountain tops how okay they are with this homicide. It’s wild—big wild—and that’s where the complexity lies.

I’m not here to litigate, politick, or justify the alleged motives of the shooter. Nor am I here to defend the insurance industry, whose coverage practices seem to grow less empathetic and humane each year. What I am saying is that what happens in the country at large inevitably affects our workplaces.

During the pandemic, we saw a notable decline in workplace violence claims. This isn’t about turning anti-RTO, but I am concerned that we’ve further blurred the lines of acceptable stakeholder responses—whether from employees, customers, communities, or vendors—to difficult business decisions made by organizational leaders.

In my opinion, allowing insurance companies to remain publicly traded entities as long as we have is a fundamental misstep (I understand the genie left the bottle long ago and the heavy economic interdependencies, but I said what I said). The inherent conflict between maximizing shareholder returns and providing resources to people and businesses during some of their darkest moments will always tip toward serving the almighty share price and dividend. Far too many people still seem disturbingly okay with that reality, too.

Did You See This?

Bridging the Gap: Business Confidence vs. Worker Job Security

Two recent reports reveal a growing disconnect in the U.S. labor market: small business optimism is climbing, while many workers continue to feel insecure about job stability and wages. According to The Hill, the National Federation of Independent Business (NFIB) reported a rise in its Small Business Optimism Index to 94.8 in October 2024, driven by strong consumer demand and increased hiring, a separate Pew Research Center survey found that 55% of U.S. workers are concerned about the future of the economy and their job security.

Why This Disconnect Matters

  • Business Optimism Isn’t Worker Assurance: While 59% of small business owners expressed confidence about future economic conditions , many employees optimistic. Business growth doesn’t automatically translate into better job stability or wage increases for workers.

  • Wages Lag Behind Inflation: According to a Pew Research Center survey, only 30% of workers are "very satisfied" with their pay, down from 34% the previous year. Among those dissatisfied, 80% believe their wages haven't kept up with the cost of living.

  • Job Security Remains Precarious: The same survey indicates that 69% of workers feel they have at least a fair amount of job security, with 33% reporting a "great deal" of security and 36% a "fair amount."

The growing divide between business confidence and worker job security highlights an urgent need for companies to translate financial success into meaningful employee benefits. Offering competitive wages, career development opportunities, and stable work environments can help businesses ensure their optimism is shared by employees.

When employers align their growth strategies with employee well-being, optimism becomes more than just a market trend—it builds a resilient and equitable labor market.

From Tragedy to Digital Dissent: How Companies Are Managing the Fallout

Favoritism Isn’t Leadership—It’s Bias in Disguise

Talent Management 101 (TM101)

Andragogy, or adult learning theory, focuses on how adults learn best—a crucial concept in talent management. Introduced by educator Malcolm Knowles, andragogy highlights that adult learners bring unique experiences, self-motivation, and a desire for practical knowledge to the learning process. For talent development professionals, applying andragogical principles can improve training effectiveness, employee engagement, and organizational performance.

Core Principles of Andragogy in Talent Management

  1. Self-Direction: Adults prefer taking control of their learning. In a talent management setting, this means offering self-paced courses, personalized learning paths, and professional development plans that align with individual goals.

  2. Experience as a Resource: Employees come with valuable prior experiences that shape how they learn. Training programs should encourage peer learning, knowledge-sharing sessions, and mentoring opportunities to tap into this collective expertise.

  3. Relevance and Application: Adults are driven by learning that solves real-world problems. Effective corporate training should link lessons directly to job-related challenges. Simulations, role-playing, and case studies can help employees apply concepts in meaningful ways.

  4. Readiness to Learn: Employees are more willing to learn when training aligns with immediate professional development goals. Offering timely training tied to promotions, new projects, or changing job roles increases motivation.

  5. Goal-Oriented Learning: Adults thrive when learning has clear outcomes. Talent managers should define learning objectives and explain how completing training programs benefits both employees and the organization. Certifications, promotions, and increased responsibilities can serve as tangible rewards.

  6. Intrinsic Motivation: While rewards like bonuses and promotions help, adult learners are often intrinsically motivated by personal growth, job satisfaction, and professional pride. Building a culture of continuous learning can reinforce this internal drive.

Applying andragogical principles helps organizations create learner-centered development programs that meet both business and employee needs. This approach enhances engagement, boosts retention, and fosters a culture of continuous improvement. Training that respects employees’ autonomy and values their expertise transforms learning from a required task into a career-building opportunity.

The Plug

This newsletter is brought to you by AstutEdge, a consultancy dedicated to developing and deploying a people-first talent management culture. We solve both obvious and hidden challenges by optimizing performance, engagement, and development across the entire HR, People, and Talent spectrum.

How We Help:

  • Optimize Team Performance: Implementing tailored strategies that improve efficiency, engagement, and collaboration.

  • Develop Leadership: Nurture leaders who inspire and drive organizational success through targeted development.

  • Enhance Employee Experience: Boosting morale and retention with data-driven engagement programs.

  • Improve Organizational Culture: Providing insights and solutions to create a positive, high-performing work environment.

  • Increase Business Growth: Aligning talent management practices with business goals to drive innovation and growth.

  • Strengthen Collaboration: Facilitating team cohesion through CliftonStrengths-based coaching and development.

This plug is shameless and should be shared widely. If your organization or a partner organization could benefit from talent management support, we’d love to help!