CIPD Assessment Report Advanced HRM

CIPD Assessment Report Advanced HRM

Reward Management

Centre name: Candidate name: CIPD Membership Number: ICS student number: Qualification title: Advanced Reward Management

Unit title(s):

Reward Management Unit code(s):

7RWM

Assessment number 40572/35

Learning Outcomes

1. Analyse the relationship between the environment, strategy and systems of reward

Management.

4. Design internally consistent reward structures that recognise labour market and equity

Restraints.

5. Analyse executive and expatriate rewards in an international context.

Knowledge and Understanding

Fail

The candidate fails to employ an evidence-based approach with unacceptable and/or limited referencing to support their evaluation of the impact of these changes and demonstrates a poor awareness of some of the major changes.

The candidate provides a poor environmental analysis demonstrating an inadequate understanding of the analytical techniques employed. There is limited choice and use of analytical techniques. The candidate cites a limited or inappropriate range of dated third party sources, research and literature to support their analysis of the reward environment while demonstrating a poor awareness of the contextual issues. The candidate demonstrates a limited understanding of the issues to consider when dealing with expatriate workers and struggles with defining the different models of expatriate working.

Tutor comments and grade:

There was no reference to expats at all and whilst there was a good environmental analysis this was not applied to a single organisation but discussed generally for the industry. I suggest you apply this assignment to your current or last employer.

Business Orientation/ Application Capability

Fail

The candidate cites a limited or inappropriate range of dated third party sources, research and literature to support their analysis of the reward environment while demonstrating a poor awareness of the contextual issues. The evaluation fails to adopt a clear business focus and analysis of the impact of the major changes on the organisation is poor.

There is very little argument about the strengths and weaknesses of different ways of handling different types of expatriate workers. There is a disconnect, or very weak connection, between the first two sections of the assessment and the third. The recommendations lack credibility in terms of such things as: resourcing and/or time-scale; needs of the business; good and/or current practice; concern with trivia and/or wishful thinking.

Tutor comments and grade:

The recommendations were not clear and there was no consideration of priorities or timelines. How can your organisation improve its reward response to the changing environment?

Presentation and Persuasion

Fail

The candidate provides a partial approach to structuring a report. The language lacks formality and professionalism. At times the report is written without consideration of its recipient. The report does not flow logically and there are gaps in the information. The language takes limited account of the business context and does not draw upon words and phrases that are persuasive. What evidence there is within the report, is used in a very limited way.

Tutor comments and grade:

Your report is professionally presented but when answering the question set, it does not flow logically and does not persuade me to any recommendations.

Assessor feedback summary:

I can see that a lot of work has gone into this report, and you have a good understanding of reward. However, you havent answered the question set. You should undertake an analysis of Reward in YOUR organisation and focus on expat Reward too.

You should provide a report to your Chief Executive Officer (CEO) in which you critically analyse how changes in the reward environment will impact on your organisation; provide a set of recommendations that arise from your analysis; and critically analyse the factors to take into account when you are faced with including expatriate workers in your recommendations.

You should use your own organisation (or one with which you are familiar) for parts one and two of this assessment activity.

Produce a 3000 word report to present to your CEO that provides:

An analysis of your organisations external reward environment identifying the keyreward managementchanges that are likely to occur in the coming year;

A critical evaluation of the impact these changes will have on the pay and benefits of employees, management and executives.

What issues you would need to consider if you also had to take into account ex-patriate workers on long term assignments, and the implications of these for your current recommendations and/or the inclusion of other recommendations

Other advice:

Use word count to its limit, 3300 words

Make sure you know the difference between a References List and a Bibliography. Ideally have both, but make sure you use the correct ones.

I wish you well with your resubmission

Assessor name:

Sarah Burdaky

Signature: SB

Date: 6.8.22 Decision

Fail Pass

Merit

Distinction

Percentage

40%

Internal Verifier name:

Signature: Date: Decision:

Fail Pass

50-59% Merit

60-69% Distinction

70% +

Action to be taken by assessor(s) following I/V sampling (specify):

Table of Contents

TOC o "1-3" h z u 1.Introduction PAGEREF _Toc109388704 h 31.1 Business environment and HRM in PSFs PAGEREF _Toc109388705 h 42.External Environmental Analysis PAGEREF _Toc109388706 h 52.1 Remote work/hybrid work PAGEREF _Toc109388707 h 52.2 Holistic employee absence management processes PAGEREF _Toc109388708 h 82.3 Focus on mental health PAGEREF _Toc109388709 h 10Conclusion PAGEREF _Toc109388710 h 11Bibliography PAGEREF _Toc109388711 h 12

Introduction

As the COVID-19 pandemic has had a significant effect on the economy and businesses around the world, organizations were forced to review their reward and benefit policies to adapt to the impacts and challenges of remote working in 2020 and 2021. However, the efficacy of these changes showed little impact on employee wellbeing. CIPDs Reward Management Survey in 2021 reported that only 19% of participant companies believe that the applied changes to reward and compensation packages on employee financial wellbeing were positive, 38% said that financial wellbeing had only slightly improved, and 26% reported their packages to slightly worsen (25%) ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"oPL32Dt1","properties":{"formattedCitation":"(Chartered Institute of Personnel and Development, 2021)","plainCitation":"(Chartered Institute of Personnel and Development, 2021)","noteIndex":0},"citationItems":[{"id":21,"uris":["http://zotero.org/users/9676151/items/D995L7A2"],"itemData":{"id":21,"type":"report","call-number":"8098","language":"English","page":"5-17","publisher":"Chartered Institute of Personnel and Development","title":"Reward Management Survey 2021","URL":"https://www.cipd.co.uk/Images/reward-management-employee-benefits_tcm18-91393.pdf","author":[{"family":"Chartered Institute of Personnel and Development","given":""}],"accessed":{"date-parts":[["2022",5,15]]},"issued":{"date-parts":[["2021",2]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Chartered Institute of Personnel and Development, 2021). In 2022, CIPDs Labour Market Outlook survey forecasts the consequences of the pandemic will prompt employers to raise pay, review benefits and offer various work arrangements for both new hires and existing employees in efforts to boost recruitment and retention efforts ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"NFWG41Bt","properties":{"formattedCitation":"(Chartered Institute of Personnel and Development, 2022)","plainCitation":"(Chartered Institute of Personnel and Development, 2022)","noteIndex":0},"citationItems":[{"id":22,"uris":["http://zotero.org/users/9676151/items/87KJ2SR2"],"itemData":{"id":22,"type":"report","call-number":"8425","language":"English","page":"1-19","publisher":"Chartered Institute of Personnel and Development","title":"Labour Market Outlook Spring 2022","URL":"https://www.cipd.co.uk/Images/labour-market-outlook-spring-2022-web_tcm18-106241.pdf","author":[{"family":"Chartered Institute of Personnel and Development","given":""}],"accessed":{"date-parts":[["2022",5,10]]},"issued":{"date-parts":[["2022",5]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Chartered Institute of Personnel and Development, 2022).

Like many sectors, the professional services industry has destabilized over the past 18 months. Professional service firms (PSFs) were tested to implement remote working at scale, adjust their business strategies to rapidly changing market conditions and review their reward strategies. PSFs were one of the first industries to vocalize the importance of benefits associated with hybrid work setting as employees productive capacity increased when commuting hours became billable hours. Notwithstanding those short-term financial gains, PSFs were the second largest sector to cut pay during 2020-2021 by 41%, even though the industry itself suffered less financial distress compared to other industries ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"WuEtsP6o","properties":{"formattedCitation":"(Chartered Institute of Personnel and Development, 2021)","plainCitation":"(Chartered Institute of Personnel and Development, 2021)","noteIndex":0},"citationItems":[{"id":21,"uris":["http://zotero.org/users/9676151/items/D995L7A2"],"itemData":{"id":21,"type":"report","call-number":"8098","language":"English","page":"5-17","publisher":"Chartered Institute of Personnel and Development","title":"Reward Management Survey 2021","URL":"https://www.cipd.co.uk/Images/reward-management-employee-benefits_tcm18-91393.pdf","author":[{"family":"Chartered Institute of Personnel and Development","given":""}],"accessed":{"date-parts":[["2022",5,15]]},"issued":{"date-parts":[["2021",2]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Chartered Institute of Personnel and Development, 2021).

The report aims to critically analyse how external changes in the rewards will impact the companies in professional services industry and provide a set of recommendations reward strategy. The first part of this report will provide a brief overview of PSFs industry and analysis of their HRM practices. The second part will highlight changes in the external environment and their impact on PSFs reward strategy. Finally, the report will recommend the strategies for application when reviewing their reward strategy.

1.1 Business environment and HRM in PSFsOver the past three decades, the professional services sector has become one of the most rapidly growing, profitable and desirable industry to work in ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"hmEIpk5x","properties":{"formattedCitation":"(Empson {i{}et al.}, 2015)","plainCitation":"(Empson et al., 2015)","noteIndex":0},"citationItems":[{"id":20,"uris":["http://zotero.org/users/9676151/items/EIGSNDH5"],"itemData":{"id":20,"type":"book","abstract":"Features 21 specially-commissioned chapters by more than 40 leading academicsnOffers important insights into the contemporary challenges of organizationsnSuggests new lines of inquiry that shed further light on the activities and performance of PSFs and the professionals who work within themnInterdisciplinary in appeal - Management and organization studies; Law; Sociology","ISBN":"978-0-19-968239-3","language":"English","number-of-pages":"1-24","title":"The Oxford Handbook of Professional Service Firms","URL":"https://global.oup.com/academic/product/the-oxford-handbook-of-professional-service-firms-9780199682393?cc=de&lang=en&","author":[{"family":"Empson","given":"Laura"},{"family":"Muzio","given":"Daniel"},{"family":"Broschak","given":"Joseph P."},{"family":"Hinings","given":"Bob"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2015",8,13]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Empson et al., 2015). The industry plays a very significant role in the global economy as it drives the development of the human capital (being the sole asset PSF obtains) by setting professional standards. The industry develops innovative business services for sustainable development of the client companies and offers independent advice to government institutions to reflect the needs of the businesses and interpret the rules of financial markets ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"wY3M5AQX","properties":{"formattedCitation":"(Empson {i{}et al.}, 2015)","plainCitation":"(Empson et al., 2015)","noteIndex":0},"citationItems":[{"id":20,"uris":["http://zotero.org/users/9676151/items/EIGSNDH5"],"itemData":{"id":20,"type":"book","abstract":"Features 21 specially-commissioned chapters by more than 40 leading academicsnOffers important insights into the contemporary challenges of organizationsnSuggests new lines of inquiry that shed further light on the activities and performance of PSFs and the professionals who work within themnInterdisciplinary in appeal - Management and organization studies; Law; Sociology","ISBN":"978-0-19-968239-3","language":"English","number-of-pages":"1-24","title":"The Oxford Handbook of Professional Service Firms","URL":"https://global.oup.com/academic/product/the-oxford-handbook-of-professional-service-firms-9780199682393?cc=de&lang=en&","author":[{"family":"Empson","given":"Laura"},{"family":"Muzio","given":"Daniel"},{"family":"Broschak","given":"Joseph P."},{"family":"Hinings","given":"Bob"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2015",8,13]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Empson et al., 2015). Prominent employee features of PSFs are knowledge intensity and expert knowledge; those features are used to provide services and solve client problems. A professionalized workforce with its distinct identity and need for autonomy ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"whEpPgj3","properties":{"formattedCitation":"(von Nordenflycht, 2010)","plainCitation":"(von Nordenflycht, 2010)","noteIndex":0},"citationItems":[{"id":24,"uris":["http://zotero.org/users/9676151/items/JSYLKT86"],"itemData":{"id":24,"type":"article-journal","abstract":"I develop a theory of the distinctive characteristics of professional service firms and their organizational implications. I identify three distinctive characteristics—knowledge intensity, low capital intensity, and a professionalized workforce—with which I propose a taxonomy of four types of knowledge-intensive firms whose varying degrees of professional service intensity generate different organizational outcomes. The analysis highlights the danger of conflating the implications of professionalization with those of knowledge intensity and calls for comparative research across a wider range of professional services.","archive":"JSTOR","container-title":"The Academy of Management Review","ISSN":"03637425","issue":"1","note":"publisher: Academy of Management","page":"155-174","title":"What Is a Professional Service Firm? toward a Theory and Taxonomy of Knowledge-Intensive Firms","volume":"35","author":[{"family":"Nordenflycht","given":"Andrew","non-dropping-particle":"von"}],"issued":{"date-parts":[["2010"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (von Nordenflycht, 2010), and the professional partnership as a governance form ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"aZ9P1Hmk","properties":{"formattedCitation":"(Empson {i{}et al.}, 2015)","plainCitation":"(Empson et al., 2015)","noteIndex":0},"citationItems":[{"id":20,"uris":["http://zotero.org/users/9676151/items/EIGSNDH5"],"itemData":{"id":20,"type":"book","abstract":"Features 21 specially-commissioned chapters by more than 40 leading academicsnOffers important insights into the contemporary challenges of organizationsnSuggests new lines of inquiry that shed further light on the activities and performance of PSFs and the professionals who work within themnInterdisciplinary in appeal - Management and organization studies; Law; Sociology","ISBN":"978-0-19-968239-3","language":"English","number-of-pages":"1-24","title":"The Oxford Handbook of Professional Service Firms","URL":"https://global.oup.com/academic/product/the-oxford-handbook-of-professional-service-firms-9780199682393?cc=de&lang=en&","author":[{"family":"Empson","given":"Laura"},{"family":"Muzio","given":"Daniel"},{"family":"Broschak","given":"Joseph P."},{"family":"Hinings","given":"Bob"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2015",8,13]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Empson et al., 2015).

The challenge for HR professionals in the sphere is that HR function in PSFs is commonly perceived as a rationalized myth, where organisations feel obliged to conform to HR practices that meet the standards seen in the broader corporate world, and where HRM is a part of appropriate behaviour of a proper corporation ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"kmaTcaV3","properties":{"formattedCitation":"(Buc0u233{}vort and Poulfelt, no date)","plainCitation":"(Bvort and Poulfelt, no date)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":7,"uris":["http://zotero.org/users/9676151/items/UTJJIRH6"],"itemData":{"id":7,"type":"article-journal","abstract":"Why is it that HR specialists appear to have difficulty applying their knowledge, systems and techniques in a systematic way when it comes to professional services firms (PSFs) particularly when the drivers for developing powerful HRM practices within such businesses seem more pressing than ever? This paper analyzes the ways HR specialists and PSF managers/partners differ in their understanding of organizations and their management. The analysis supports the argument that, while HR specialists and the discipline of HRM are governed by bureaucratic logic in their approach to management, PSF managers by contrast are driven by professional logic. This creates a number of subtle as well as explicit tensions and disconnects that will have to be tackled if the practices of HRM are to prevail in PSFs. This paper contributes to HRM literature as well as institutional theory, by applying an analysis of institutional logics to HRM practice in PSFs. The paper builds on interviews with five HR managers who have held positions in PSFs, as well as a longitudinal case study of PSF managers in one of the Big Four accounting firms. The paper offers a number of tentative proposals around how HRM and PSFs might transcend the described gulf between the two approaches to management.","DOI":"https://doi.org/10.1177/239700221502900204","title":"Human Resource Management in Professional Services Firms: Too Good to Be True? Transcending Conflicting Institutional Logics","author":[{"family":"Bvort","given":"France"},{"family":"Poulfelt","given":"Flemming"}]}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Bvort and Poulfelt, 2015). Scholars argue that HRM initiatives in PSFs usually meet more resistance and obstacles from the management side than are other organisations of comparable size and complexity. The understanding is that HRM as a discipline is commonly being seen on a bureaucratic logic, while PSF managers tend to work according to professional logic. The entrenchment of HR practitioners in bureaucratic logic complicates the management practices of PSFs. The goal is to convince business partners and managers to support the implementation of proper HRM practices, including the reward strategy ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"W6CzCXdu","properties":{"formattedCitation":"(Harney and Collings, 2021)","plainCitation":"(Harney and Collings, 2021)","noteIndex":0},"citationItems":[{"id":29,"uris":["http://zotero.org/users/9676151/items/VK4IK6I5"],"itemData":{"id":29,"type":"article-journal","abstract":"A confluence of mega-trends mean that HR is experiencing disruption and change on an unprecedented scale. This special issue is designed to inform our understanding of these shifting landscapes of HRM. In this overview we detail the broad contextual backdrop of key changes, before providing an overview of the six articles that make up this special issue. The articles cover agile HR, HR disruption, strategic human capital, employee health and safety, HR co-creation and global flexible working arrangements. We conclude by threading key insights together with suggestions on how theory and research might seek to better embrace disruption and navigate the shifting landscapes of HRM. This includes striving for interdisciplinary insight, finding motivation in practice, looking back to go forward, using multiple pathways for understanding, challenging assumptions and accommodating HR agency. The understanding and insight offered in this special issue hold special relevance in the context of the COVID-19 crisis.","container-title":"Navigating the shifting landscapes of HRM","DOI":"10.1016/j.hrmr.2021.100824","ISSN":"1053-4822","issue":"4","journalAbbreviation":"Human Resource Management Review","page":"100824","title":"Navigating the shifting landscapes of HRM","volume":"31","author":[{"family":"Harney","given":"Brian"},{"family":"Collings","given":"David G."}],"issued":{"date-parts":[["2021",12,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Harney and Collings, 2021).

Business partners and managers can understand the economic and functional arguments for HRM, they have considerable difficulty accepting the practical consequences and necessity of professional HRM. Therefore, while the ideology of the rationalized myth of HRM may be hard for PSFs to contradict , the practical implications of implementing HRM are much harder to accept ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ACM1fug1","properties":{"formattedCitation":"(Harney and Collings, 2021)","plainCitation":"(Harney and Collings, 2021)","noteIndex":0},"citationItems":[{"id":29,"uris":["http://zotero.org/users/9676151/items/VK4IK6I5"],"itemData":{"id":29,"type":"article-journal","abstract":"A confluence of mega-trends mean that HR is experiencing disruption and change on an unprecedented scale. This special issue is designed to inform our understanding of these shifting landscapes of HRM. In this overview we detail the broad contextual backdrop of key changes, before providing an overview of the six articles that make up this special issue. The articles cover agile HR, HR disruption, strategic human capital, employee health and safety, HR co-creation and global flexible working arrangements. We conclude by threading key insights together with suggestions on how theory and research might seek to better embrace disruption and navigate the shifting landscapes of HRM. This includes striving for interdisciplinary insight, finding motivation in practice, looking back to go forward, using multiple pathways for understanding, challenging assumptions and accommodating HR agency. The understanding and insight offered in this special issue hold special relevance in the context of the COVID-19 crisis.","container-title":"Navigating the shifting landscapes of HRM","DOI":"10.1016/j.hrmr.2021.100824","ISSN":"1053-4822","issue":"4","journalAbbreviation":"Human Resource Management Review","page":"100824","title":"Navigating the shifting landscapes of HRM","volume":"31","author":[{"family":"Harney","given":"Brian"},{"family":"Collings","given":"David G."}],"issued":{"date-parts":[["2021",12,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Harney and Collings, 2021).

External Environmental AnalysisThe priorities for employees have changed during the pandemic, pushing companies to re-examine their employee rewards and benefits for 2022. The pandemic has tremendously affected labour markets around the world. Not only did it destroy millions of jobs (study completed by the Economist in 2021 concludes the effects the Great Resignation led to a resignation 14 times bigger than during the previous financial crisis) but it also unravelled inequalities under the surface ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"lyxxFrsP","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021). Prior to pandemic, the unemployment rate in developed economies was at its lowest since the 1960s and labour share (the measurement of total pay and benefits as a proportion of national income) has been rising across the United States, the United Kingdom, the European Union, and Japan ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"TySukTgl","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021).

Pandemic-induced work settings such as remote/hybrid work has highly affected employee job satisfaction levels. Gallups survey results in 2020 demonstrated that only 48% of Americans found themselves completely satisfied while the number for 2021 was 48% ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"NjrMfABL","properties":{"formattedCitation":"({i{}Work and Workplace}, 2022)","plainCitation":"(Work and Workplace, 2022)","noteIndex":0},"citationItems":[{"id":31,"uris":["http://zotero.org/users/9676151/items/SUJ5QTU5"],"itemData":{"id":31,"type":"report","publisher":"Gallup","title":"Work and Workplace","URL":"https://news.gallup.com/poll/1720/work-work-place.aspx","accessed":{"date-parts":[["2022",5,20]]},"issued":{"date-parts":[["2022",4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Work and Workplace, 2022). On the other hand, 39% of participants were somewhat satisfied in 2021 comparing to 33% in 2020. Global Benefits Attitudes Survey which studied 35,549 employees from large to medium private organisations in 23 markets found that while employee work-life has improved in general, employees find themselves disconnected from company culture and traditional employee interactions ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"TCX26KCs","properties":{"formattedCitation":"({i{}2022 Global Benefits Attitudes Survey}, 2022)","plainCitation":"(2022 Global Benefits Attitudes Survey, 2022)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":32,"uris":["http://zotero.org/users/9676151/items/VYT8CGLQ"],"itemData":{"id":32,"type":"report","publisher":"WTW","title":"2022 Global Benefits Attitudes Survey","URL":"https://www.wtwco.com/en-US/Insights/2022/06/2022-global-benefits-attitude-survey","accessed":{"date-parts":[["2022",6,20]]},"issued":{"date-parts":[["2022",6,2]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Global Benefits Attitudes Survey, 2022). Therefore, remote or hybrid work and people switching employers are the two biggest trends to affect the compensation and benefits sphere of human resources management.

2.1 Remote work/hybrid workThe pandemic normalised remote work by promoting flexibility in the workforce. Since lockdowns were lifted in 2021, companies are now negotiating various work settings when trying to combine work from the office and work from home. The Economist reports that before the pandemic, employees in the US only spent about 5% of their working time at home, while by spring 2020 the amount of employees working from home has reached 60% ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"nOPNUAAr","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021). This shift was a positive experience for employees with many reporting higher levels of happiness and productivity, although acknowledging the fact of being more exposed to working longer hours. Barrero, Bloom and Davis (2021) survey concluded that the average employee in the US would like to keep work from home (WFH) for half of the week.

Employers are less keen on employees working from home and expect their employees to work from home for one day a week ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"okvG1LBx","properties":{"formattedCitation":"(Barrero, Bloom and Davis, 2021)","plainCitation":"(Barrero, Bloom and Davis, 2021)","noteIndex":0},"citationItems":[{"id":33,"uris":["http://zotero.org/users/9676151/items/2XYC9Z43"],"itemData":{"id":33,"type":"report","event-place":"5757 S. University Ave. Chicago, IL 60637","language":"English","number":"2020-174","publisher":"Becker Friedman Institute","publisher-place":"5757 S. University Ave. Chicago, IL 60637","title":"Why Working From Home Will Stick","URL":"https://bfi.uchicago.edu/wp-content/uploads/2020/12/BFI_WP_2020174.pdf","author":[{"family":"Barrero","given":"Jose Maria"},{"family":"Bloom","given":"Nicholas"},{"family":"Davis","given":"Steven J."}],"accessed":{"date-parts":[["2020",5,15]]},"issued":{"date-parts":[["2021",4,21]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Barrero, Bloom and Davis, 2021). Therefore, the complete shift to a hybrid work is likely to happen. Companies with remote-only work option will remain a minority and employers will not be swapping their full-time employees with freelancers ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"xy9lfPrN","properties":{"formattedCitation":"({i{}The rise of working from home}, 2021)","plainCitation":"(The rise of working from home, 2021)","noteIndex":0},"citationItems":[{"id":34,"uris":["http://zotero.org/users/9676151/items/EXS4KLEK"],"itemData":{"id":34,"type":"report","abstract":"The shift to a hybrid world of work will have a big impact on managers.","publisher":"The Economist","title":"The rise of working from home","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/the-rise-of-working-from-home","issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (The rise of working from home, 2021). However, hybrid work contributed to improved communication between managers and the team and also encouraged more trust in technology as the only means of communication during the pandemic.

Hybrid work has transformed the labour market by introducing new ideas for meeting employees needs and expectations. Williams (2021) analysis of the number of legal filings about work from home in the US has doubled since pre-pandemic levels. The most frequent issue in those filings is employers mismanagement of record-keeping for home workers during and after the pandemic which then affects the matter of overtime pay. Another example of visible limitation of employment legislation during the pandemic can be found in Russia, where enterprises exploited a loophole in the law that allowed them to decrease employee compensation who is no longer working in the office ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"zbRkgzGN","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021). Notably, workers in many countries do not have the right to ask for working from home option as it is not regulated in their countrys employment legislation.

Therefore, with afore-mentioned challenges arising from shifting employee demands and an unpredictable and evolving work environment, companies are looking to review their compensation and benefits packages, total reward programs and define clear Employee Value Proposition (EVP) to ensure that staff appreciates the benefits offered by an organization ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"nsKIsxfn","properties":{"formattedCitation":"(Woolnough, 2022)","plainCitation":"(Woolnough, 2022)","noteIndex":0},"citationItems":[{"id":35,"uris":["http://zotero.org/users/9676151/items/9WA77B83"],"itemData":{"id":35,"type":"post-weblog","abstract":"Hybrid working has been widely hailed as the new normal for office workers, especially now that the Government has removed the advice to work from home where possible. But there are challenges involved for businesses in moving to a hybrid working model.","container-title":"Equiniti","language":"English","title":"How Reward Strategy Can Support A Hybrid Working Model.","URL":"https://equiniti.com/uk/news-and-views/eq-views/how-reward-strategy-can-support-a-hybrid-working-model/","author":[{"family":"Woolnough","given":"Andrew"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2022",1,25]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Woolnough, 2022). The following improvement is particularly important for PSFs, as human sustainability is especially evident in the context of professional service firms. Humans are the primary resource in PSFs ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"gSrxiy9n","properties":{"formattedCitation":"(Massaro, Bagnoli and Dal Mas, 2020)","plainCitation":"(Massaro, Bagnoli and Dal Mas, 2020)","noteIndex":0},"citationItems":[{"id":37,"uris":["http://zotero.org/users/9676151/items/ICS9DF5D"],"itemData":{"id":37,"type":"article-journal","abstract":"Abstract Sustainability is a central topic for an increasing number of companies, as a part of their business strategies. Human sustainability, that is, preserving and improving the quality of human life, in other words, maintaining and advancing human capital, appears as one relevant issue in that context. Humans and human capital are the foremost resources for professional service firms. Their role in the international economic scenario will most likely depend on how they deal with human sustainability and the wellbeing of their people. In this perspective, the paper investigates the antecedents, and organisational implications, of human sustainability in such firms using a structural equation model (SEM) developed on 4,301 questionnaires filled by Italian Chartered Accountants. Findings shed new lights on some implications of human sustainability. Results show that human sustainability has a direct and significative impact on a firm's ability to innovate, fostering creativity and intellectual capital, thus being significant for corporate performance. As a practical implication, firms should accordingly shape their business strategies towards accounting for human sustainability aspects.","container-title":"Business Strategy and the Environment","DOI":"10.1002/bse.2528","ISSN":"0964-4733","issue":"6","journalAbbreviation":"Business Strategy and the Environment","note":"publisher: John Wiley & Sons, Ltd","page":"2668-2678","title":"The role of human sustainability in professional service firms. Evidence from Italy","volume":"29","author":[{"family":"Massaro","given":"Maurizio"},{"family":"Bagnoli","given":"Carlo"},{"family":"Dal Mas","given":"Francesca"}],"issued":{"date-parts":[["2020",9,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Massaro, Bagnoli and Dal Mas, 2020) because their bottom line depends on the knowledge and competence of human agents ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"nmxu5ZxJ","properties":{"formattedCitation":"(Docberty, Kira and Rami, 2009)","plainCitation":"(Docberty, Kira and Rami, 2009)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":39,"uris":["http://zotero.org/users/9676151/items/GSVG6MCG"],"itemData":{"id":39,"type":"book","abstract":"Since the first edition of this book was published, the subject of sustainability has risen to the forefront of thinking in almost every subject within business and management. Tackling the latest developments and integrating practical perspectives with rigorous research, this new edition sheds light on a vital aspect of working life.nn nnCurrent trends reveal that increasing intensity at work has major consequences at individual, organizational and societal levels. Sustainability in work systems thus requires a multi-stakeholder approach, emphasising a value-based choice to promote the concurrent development of various resources in the work system. This sustainability grows from intertwined individual and collective learning processes taking place within and between organizations in collaboration.nn nnIn exploring the development of sustainable work systems, this book analyzes these problems, and provides the basis for designing and implementing 'sustainable work systems' based on the idea of regeneration and the development of human and social resources. The authors, who are leading researchers and practitioners from around the world, consider the existing possibilities and emerging solutions and explore alternatives to intensive work systems.","collection-title":"Developing Social Sustainability","edition":"2nd Edition","ISBN":"ISBN 9780415772723","language":"English","number-of-pages":"324","publisher":"Routledge","title":"Creating Sustainable Work Systems: Developing Social Sustainability","URL":"https://www.routledge.com/Creating-Sustainable-Work-Systems-Developing-Social-Sustainability/Docherty-Kira-Shani/p/book/9780415772723","author":[{"family":"Docberty","given":"Peter"},{"family":"Kira","given":"Mari"},{"family":"Rami","given":"Shani"}],"accessed":{"date-parts":[["2022",5,15]]},"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Docberty, Kira and Rami, 2009, p.53). Thus, providing needed rewards and benefits together with fair compensation to maintain human capital is essential for a PSFs future. In their research, Massaro et al. (2020) also found that human sustainability practices were positively related to accounting firms abilities to innovate because they fostered creativity and intellectual capital among their accountants, resulting in a positive effect on overall firm performance.

Therefore, PSFs will need to reoptimize their Total Rewards portfolio as needs are different for hybrid, remote and onsite employee group ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"5rCzEGhh","properties":{"formattedCitation":"(Zuech, 2022)","plainCitation":"(Zuech, 2022)","noteIndex":0},"citationItems":[{"id":40,"uris":["http://zotero.org/users/9676151/items/5PVMYCNS"],"itemData":{"id":40,"type":"article-journal","abstract":"The future is hybrid. Make sure your total rewards function is ready.","title":"Total Rewards Leaders, Don't Lose Sight of These 4 Crticial Components in Your Hybrid Work Strategy.","URL":"https://www.gartner.com/en/articles/total-rewards-leaders-don-t-lose-sight-of-these-4-critical-components-in-your-hybrid-work-strategy#:~:text=To%20reap%20the%20full%20benefits,today's%20increasingly%20tight%20labor%20market.","author":[{"family":"Zuech","given":"Teresa"}],"accessed":{"date-parts":[["2022",6,15]]},"issued":{"date-parts":[["2022",3,21]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Zuech, 2022). Research shows that a top advantage for hybrid and remote employees is saving time and money by not going to the office. However, employees expressed lack of social interactions and tendency to work longer hours. Organisations need to equip their employees to work from both home and office. Additionally, companies need to promote effective communication. Many organisations agree that essential development for employee engagement for a hybrid environment supports flexible culture where employees are given a change to set their own working schedule and where they are given an option which benefits, they are interested in. This can especially be appreciated by employees with children, caregivers and employees trying to establish a much healthier work-life balance. The result will be reduced mitigated burnout which is a very acute challenge for PSFs ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"Q1chYeKu","properties":{"formattedCitation":"(Powers, Gazica and Myers, 2022)","plainCitation":"(Powers, Gazica and Myers, 2022)","noteIndex":0},"citationItems":[{"id":41,"uris":["http://zotero.org/users/9676151/items/7XL6LS5V"],"itemData":{"id":41,"type":"article-journal","abstract":"This study examines the role of work-related emotional communication in promoting the well-being and sustainability of professionals working for professional service firms (PSFs), which depend upon the well-being of their professionals for their own organizational sustainability. Using survey data from 1465 attorneys, a structural equation model was tested including key work-related emotional communication variables as mediators between a dichotomous variable of professional seniority and three dimensions of burnout. Results showed that more experienced attorneys’ reliance on automatic regulation over surface acting has a significant effect on reported burnout. There is no difference based on professional seniority in use of deep acting or communicative responsiveness. We conclude with a discussion of the findings and theoretical and practical implications, as well as provide suggestions for future research.","container-title":"Sustainability","DOI":"10.3390/su14074054","ISSN":"2071-1050","issue":"7","title":"Emotional Communication and Human Sustainability in Professional Service Firms (PSFs)","volume":"14","author":[{"family":"Powers","given":"Samantha R."},{"family":"Gazica","given":"Michele W."},{"family":"Myers","given":"Karen K."}],"issued":{"date-parts":[["2022"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Powers, Gazica and Myers, 2022).

Another reward to eliminate burnout and drive retention is applying four-day workweek, which will help companies attract best talent and allow people to unplug more and drive creativity (Patel, 2021). One of the most recent cases of PSFs supporting the hybrid model is PwC case which announced, new people program which allows employees to decide where, when and how much they work. Possible options include fulltime work from the office, from home and hybrid roles as well as expanded options of reduced schedules, paid absence leaves and the possibility to work from various international locations if needed ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"DsAaWgN1","properties":{"formattedCitation":"(Mayer, 2022)","plainCitation":"(Mayer, 2022)","noteIndex":0},"citationItems":[{"id":42,"uris":["http://zotero.org/users/9676151/items/YL8XZZRS"],"itemData":{"id":42,"type":"article-journal","title":"Elon Musk is ending remote work. Will other employers join him?","URL":"https://hrexecutive.com/elon-musk-is-ending-remote-work-will-other-employers-join-him/","author":[{"family":"Mayer","given":"Kathryn"}],"accessed":{"date-parts":[["2022",6,10]]},"issued":{"date-parts":[["2022",6,3]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Mayer, 2022).

The pandemic has greatly affected the financial health of employees and their families, thus competitive compensation, including salary and bonuses (salary and bonuses). Additionally, the pandemic makes a huge difference for employees willing to switch jobs. President of Salesforce recruitment firm, Zo Morris mentioned that financial incentives are the most crucial part of any rewards system, particularly after such a rough couple of years; you can put as much emphasis as you like on mental health days, but if youre not paying your staff properly, their standard of living will significantly slip and they will struggle ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"6ZZRUIpT","properties":{"formattedCitation":"(Beaudry, 2021)","plainCitation":"(Beaudry, 2021)","noteIndex":0},"citationItems":[{"id":43,"uris":["http://zotero.org/users/9676151/items/EFTGIMLL"],"itemData":{"id":43,"type":"post-weblog","container-title":"Lattice","title":"How Has Hybrid Work Changed Employee Total Rewards?","URL":"https://lattice.com/library/how-has-hybrid-work-changed-employee-total-rewards","author":[{"family":"Beaudry","given":"Ernst"}],"accessed":{"date-parts":[["2022",5,1]]},"issued":{"date-parts":[["2021",11,15]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Beaudry, 2021). Tina Hawk, SVP of Human Resources at GoodHire, an employment background check platform, adds to the statement above and says that the industry is currently under a shift where employees are changing their attitudes towards benefits as a result of quality of life decreasing during and after the pandemic.

On the other hand, Hawk emphasizes that companies who offer high compensation and bonus amounts but lacked to adjust their company culture could be facing the challenge of not being able to resist employees and their higher power in the industry. Benefits that used to make an impact, such as a higher salary, paid time off, and other monetary incentives, simply don't engage the workforce of today like they used to ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"393TYR8h","properties":{"formattedCitation":"(Beaudry, 2021)","plainCitation":"(Beaudry, 2021)","noteIndex":0},"citationItems":[{"id":43,"uris":["http://zotero.org/users/9676151/items/EFTGIMLL"],"itemData":{"id":43,"type":"post-weblog","container-title":"Lattice","title":"How Has Hybrid Work Changed Employee Total Rewards?","URL":"https://lattice.com/library/how-has-hybrid-work-changed-employee-total-rewards","author":[{"family":"Beaudry","given":"Ernst"}],"accessed":{"date-parts":[["2022",5,1]]},"issued":{"date-parts":[["2021",11,15]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Beaudry, 2021).

2.2 Holistic employee absence management processes

COVID-19 pandemic has heightened the development of a more holistic approach to absence management due to changes in health policies, legal and regulatory processes as well as technology advancements ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"81DqapeX","properties":{"formattedCitation":"({i{}Absense Management Redefined. During the COVID-19 pandemic and beyond.}, 2021)","plainCitation":"(Absense Management Redefined. During the COVID-19 pandemic and beyond., 2021)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":44,"uris":["http://zotero.org/users/9676151/items/3UV5ADFC"],"itemData":{"id":44,"type":"report","abstract":"Eight in ten employers say that COVID-19 has raised senior leadership awareness of the importance of leave management. Throughout the pandemic, states continued to propose and pass their own paid leave laws. These challenges led to several emerging leave trends for employers:nnRevising existing leave policiesnIncreasing outsourcing of leave administrationnUsing technology to bolster employee communicationsnEnhancing support for employees at key points in the leave processnAs employers prioritize employee health and a safe return to work, absence management policies and practices will remain more important than ever. nnDownload our Absence Management Redefined report for insights to help you navigate the rapidly evolving absence management landscape","collection-title":"2021 Guardian Absence Management Activity Index & Study","event-place":"New York","language":"English","page":"32","publisher":"The Guardian Life Insurance","publisher-place":"New York","title":"Absence Management Redefined. During the COVID-19 pandemic and beyond.","URL":"https://www.guardianlife.com/s3fs-public/2021-01/Guardian_Absence_Management_Study_and_Index_2021.pdf?_YQ6PDwnp7W9fUG2ddbKMYxVfzMFYaaK=","accessed":{"date-parts":[["2022",5,22]]},"issued":{"date-parts":[["2021"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Absence Management Redefined. During the COVID-19 pandemic and beyond., 2021). The Guardians survey (2021) shows that 80 percent of surveyed companies reported that their leadership evaluate the importance of leave management during the pandemic. Absence management changes included new or separate COVID-related policies, a bigger number of benefits with longer durations, and waived elimination periods ( ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"VOq2WMPr","properties":{"formattedCitation":"({i{}Absense Management Redefined. During the COVID-19 pandemic and beyond.}, 2021)","plainCitation":"(Absense Management Redefined. During the COVID-19 pandemic and beyond., 2021)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":44,"uris":["http://zotero.org/users/9676151/items/3UV5ADFC"],"itemData":{"id":44,"type":"report","abstract":"Eight in ten employers say that COVID-19 has raised senior leadership awareness of the importance of leave management. Throughout the pandemic, states continued to propose and pass their own paid leave laws. These challenges led to several emerging leave trends for employers:nnRevising existing leave policiesnIncreasing outsourcing of leave administrationnUsing technology to bolster employee communicationsnEnhancing support for employees at key points in the leave processnAs employers prioritize employee health and a safe return to work, absence management policies and practices will remain more important than ever. nnDownload our Absence Management Redefined report for insights to help you navigate the rapidly evolving absence management landscape","collection-title":"2021 Guardian Absence Management Activity Index & Study","event-place":"New York","language":"English","page":"32","publisher":"The Guardian Life Insurance","publisher-place":"New York","title":"Absence Management Redefined. During the COVID-19 pandemic and beyond.","URL":"https://www.guardianlife.com/s3fs-public/2021-01/Guardian_Absence_Management_Study_and_Index_2021.pdf?_YQ6PDwnp7W9fUG2ddbKMYxVfzMFYaaK=","accessed":{"date-parts":[["2022",5,22]]},"issued":{"date-parts":[["2021"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} Absence Management Redefined. During the COVID-19 pandemic and beyond., 2021).

Above all, the pandemic helped organizations to get rid of presenteeism where employees were attending work while sick with their performance suffering as a result (some studies report the productivity is affected by 1/3 or even more) ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"hUJScUjn","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021). Before the pandemic, employees took annual leave or unpaid time off instead of taking sick leave due to experiencing reluctance to increase their workload by being absent. Studies show that presenteeism can cost employers two or even three times more than the cost of medical care which is covered by insurance premiums and employee claims ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"0F7bLfWx","properties":{"formattedCitation":"(Hemp, 2014)","plainCitation":"(Hemp, 2014)","noteIndex":0},"citationItems":[{"id":45,"uris":["http://zotero.org/users/9676151/items/SC3TWB8J"],"itemData":{"id":45,"type":"article-journal","abstract":"Employers are beginning to realize that they face a nearly invisible but significant drain on productivity: presenteeism, the problem of workers being on the job but, because of illness or other medical conditions, not fully functioning. By some estimates, the phenomenon costs U.S. companies over $150 billion a yearmuch more than absenteeism does. Yet its harder to identify. You know when someone doesnt show up for work, but you often cant tell when, or how much, poor health hurts on-the-job performance.nnMany of the health problems that result in presenteeism are relatively benign. Research in this emerging area of study focuses on such chronic or episodic ailments as seasonal allergies, asthma, headaches, depression, back pain, arthritis, and gastrointestinal disorders. The fact is, when people dont feel good, they simply dont perform at their best. Employees who suffer from depression may be fatigued and irritableand, therefore, less able to work effectively with others. Those with migraine headaches who experience blurred vision and sensitivity to light, not to mention acute pain, probably have a hard time staring at a computer screen all day.nnA number of companies are making a serious effort to determine the prevalence of illnesses and other medical conditions that undermine job performance, calculate the related drop in productivity, and find cost-effective ways to combat that loss. Indeed, researchers have discovered that presenteeism-related declines in productivity sometimes can be more than offset by relatively small investments in screening, treatment, and education. So organizations may find that it pays to make targeted investments in employees health careby covering the cost of allergy medication, for instance, or therapy for depression.","title":"Presenteeism: At Work - But Out of It.","URL":"https://hbr.org/2004/10/presenteeism-at-work-but-out-of-it?fbclid=IwAR3IkOlB3cYRfEJbfViP5ZzJ2kVSm1mbaPX0ZVAs3jNWf-rzKUBNGDn_Zz0","author":[{"family":"Hemp","given":"Paul"}],"accessed":{"date-parts":[["2022",6,3]]},"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Hemp, 2014). Presenteeism is a common issue in PSFs due to a high commitment organizational culture, especially among junior employees. Employees of entry positions are expected to work very long hours for a low-quality work. Junior employees are accepting these poor working conditions and lower pay in return for the opportunity to learn from licensed experienced professionals and prospective substantial compensation which comes with the higher positions in the company. A study by PwC in 2013 identified key drivers of emotional commitment in professional services industry: flexibility; people and teams; engaging work and development opportunities; and competitive pay ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"Yrbq6E8S","properties":{"formattedCitation":"(Kinman and Wray, 2017)","plainCitation":"(Kinman and Wray, 2017)","noteIndex":0},"citationItems":[{"id":50,"uris":["http://zotero.org/users/9676151/items/QEXTQN7Y"],"itemData":{"id":50,"type":"report","abstract":"This article looks and when and why academics in the UK work while theyre ill and the systemic factors at play. It pulls together a concept called the twilight zone of work and looks at the effects of presenteeism on academics. It was written by Gail Kinman, Professor of Occupational Health Psychology at the University of Bedfordshire, and Siobhan Wray, a senior lecturer at York St. John University Business School.","language":"English","title":"Presenteeism in academics: a shift to the twilight zone.","URL":"https://www.hrzone.com/lead/culture/presenteeism-in-academics-a-shift-to-the-twilight-zone","author":[{"family":"Kinman","given":"Gail"},{"family":"Wray","given":"Siobhan"}],"accessed":{"date-parts":[["2022",6,15]]},"issued":{"date-parts":[["2017",3,13]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kinman and Wray, 2017). While pay in PSFs is indeed competitive on market level, it is not fixed to charged hours and what engagement team makes from overtime does not end in employees pay slips.

Although most organisations have established processes for absence management, presenteeism is an invisible behavior which is a complicated issue to measure. Staff wellbeing surveys could be the most practical solution for PSFs to follow employee health complaints and associated attendance behaviors. For instance, CIPDs annual survey in 2016 demonstrated that organisations which reported higher employee presenteeism typically had longer working hours and twice likely to report workplace-related mental health issues ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"0iuvUzEH","properties":{"formattedCitation":"(Miraglia and Johns, 2015)","plainCitation":"(Miraglia and Johns, 2015)","noteIndex":0},"citationItems":[{"id":46,"uris":["http://zotero.org/users/9676151/items/VBB6YDCV"],"itemData":{"id":46,"type":"article-journal","abstract":"Interest in presenteeism, attending work while ill, has flourished in light of its consequences for individual well-being and organizational productivity. Our goal was to identify its most significant causes and correlates by quantitatively summarizing the extant research. Additionally, we built an empirical model of some key correlates and compared the etiology of presenteeism versus absenteeism. We used meta-analysis (in total, K = 109 samples, N = 175,965) to investigate the correlates of presenteeism and meta-analytic structural equation modeling to test the empirical model. Salient correlates of working while ill included general ill health, constraints on absenteeism (e.g., strict absence policies, job insecurity), elevated job demands and felt stress, lack of job and personal resources (e.g., low support and low optimism), negative relational experiences (e.g., perceived discrimination), and positive attitudes (satisfaction, engagement, and commitment). Moreover, our dual process model clarified how job demands and job and personal resources elicit presenteeism via both health impairment and motivational paths, and they explained more variation in presenteeism than absenteeism. The study sheds light on the controversial act of presenteeism, uncovering both positive and negative underlying mechanisms. The greater variance explained in presenteeism as opposed to absenteeism underlines the opportunities for researchers to meaningfully investigate the behavior and for organizations to manage it. (PsycINFO Database Record","DOI":"10.1037/ocp0000015","title":"Going to work ill: A meta-analysis of the correlates of presenteeism and dual-path model.","author":[{"family":"Miraglia","given":"Mariella"},{"family":"Johns","given":"Gary"}],"issued":{"date-parts":[["2015",11,9]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Miraglia and Johns, 2015).

Flexible and hybrid work settings are able to reduce presenteeism, especially among people with long-term health conditions ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ShChObES","properties":{"formattedCitation":"(Irvine, 2011)","plainCitation":"(Irvine, 2011)","noteIndex":0},"citationItems":[{"id":47,"uris":["http://zotero.org/users/9676151/items/YG7QPLNC"],"itemData":{"id":47,"type":"article-journal","abstract":"Abstract Recent developments in UK policy on health and employment have sought to change perceptions about what constitutes ?fitness for work?. With the aim of reducing the incidence and duration of sickness absence, a range of initiatives, including the introduction of the ?fit note?, are challenging the belief that it is necessary to be 100 per cent well in order to be at work. However, this article suggests that contextual factors independent of health may also influence people's decisions about whether or not to attend work at times of reduced wellness. Drawing upon data from a qualitative study of mental health and employment, this article illustrates how the terms and conditions of a person's employment may influence sickness absence decisions in a number of ways. It is argued that sick pay provisions, size of employer and nature of work may influence both decisions to take time off and decisions about when to return to work. The degree of flexibility to manage one's workload around times of poorer health may also have a bearing on whether people feel able to carry on with their work without recourse to sickness absence. Therefore, it may be important for policy interventions to consider not only health circumstances but also structural/contextual influences on conceptualizations of being ?fit for work?. The implications of such contextually-influenced decision-making for ?presenteeism? are also considered. It is suggested that current conceptualizations of presenteeism are somewhat ambiguous; employees coming to work despite ill health is simultaneously presented as a problem and an aspiration.","container-title":"Social Policy & Administration","DOI":"10.1111/j.1467-9515.2011.00795.x","ISSN":"0144-5596","issue":"7","journalAbbreviation":"Social Policy & Administration","note":"publisher: John Wiley & Sons, Ltd","page":"752-769","title":"Fit for Work? The Influence of Sick Pay and Job Flexibility on Sickness Absence and Implications for Presenteeism","volume":"45","author":[{"family":"Irvine","given":"Annie"}],"issued":{"date-parts":[["2011",12,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Irvine, 2011). Flexible and hybrid working arrangements along with developing effective return-to-work programs and helpful workplace adjustment enable employers to support employees working from home while receiving treatments. This approach has proven both lower levels of sickness absence and performance growth among employees due to better accommodation of sick employees ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"FEyeOWvu","properties":{"formattedCitation":"(Noonan and Glass, 2012)","plainCitation":"(Noonan and Glass, 2012)","noteIndex":0},"citationItems":[{"id":49,"uris":["http://zotero.org/users/9676151/items/CVCWA9IE"],"itemData":{"id":49,"type":"article-journal","container-title":"Monthly Labor Review","page":"38-45","title":"The hard truth about telecommuting","volume":"135","author":[{"family":"Noonan","given":"Mary C."},{"family":"Glass","given":"Jennifer L."}],"issued":{"date-parts":[["2012",6,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Noonan and Glass, 2012). Therefore, the always on culture could be a serious detriment for flexible work arrangement for employees with health conditions, as organisations could encourage such behaviour which significantly delay recovery and most importantly, could breach employers duty of care ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"jHgzqcvE","properties":{"formattedCitation":"(Kinman, 2019)","plainCitation":"(Kinman, 2019)","noteIndex":0},"citationItems":[{"id":52,"uris":["http://zotero.org/users/9676151/items/NHSGK6EI"],"itemData":{"id":52,"type":"article-journal","abstract":"Presenteeism is defined as continuing to attend work during illness. As a growing health concern, awareness of the factors that encourage presenteeism and the risks of this behaviour is needed.A narrative review of research obtained via several databases, including Medline and Psycinfo, was conducted.A range of contextual and individual factors is associated with presenteeism. Workers in some sectors, such as healthcare, appear to be at greater risk. Presenteeism may facilitate rehabilitation and recovery but it can exacerbate existing health problems and increase the risk of subsequent illness and absence as well as impair workability.The incidence of sickness presenteeism is rising, alongside reductions in absenteeism. The growing awareness of the costs of presenteeism, especially in safety-critical environments, suggests that it should be considered a risk-taking behaviour and carefully measured and managed.Measuring presenteeism as well as absenteeism will provide more accurate information about employee health. Raising awareness of the risks of working while sick and the economic, moral, cultural and social pressures on employees to do so appears crucial. Systemic interventions to manage presenteeism based on research evidence are required.","container-title":"British Medical Bulletin","DOI":"10.1093/bmb/ldy043","ISSN":"0007-1420","issue":"1","note":"_eprint: https://academic.oup.com/bmb/article-pdf/129/1/69/28073626/ldy043.pdf","page":"69-78","title":"Sickness presenteeism at work: prevalence, costs and management","volume":"129","author":[{"family":"Kinman","given":"Gail"}],"issued":{"date-parts":[["2019",1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kinman, 2019). Therefore, understanding the factors that motivate work while sick is fundamental.

Employers that monitor market trends, keep up with emerging technology and then adjusting their strategy accordingly are reporting meeting their absence management goals. The report also shows positive results among organisations that have been focused on improving their leave policy especially return to work policies and improving employee experiences were the most resultative from all outcomes measured over the last 3 years into the pandemic ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"wMsIjYnh","properties":{"formattedCitation":"({i{}Absence Management Redefined. During the COVID-19 pandemic and beyond.}, 2021)","plainCitation":"(Absence Management Redefined. During the COVID-19 pandemic and beyond., 2021)","noteIndex":0},"citationItems":[{"id":44,"uris":["http://zotero.org/users/9676151/items/3UV5ADFC"],"itemData":{"id":44,"type":"report","abstract":"Eight in ten employers say that COVID-19 has raised senior leadership awareness of the importance of leave management. Throughout the pandemic, states continued to propose and pass their own paid leave laws. These challenges led to several emerging leave trends for employers:nnRevising existing leave policiesnIncreasing outsourcing of leave administrationnUsing technology to bolster employee communicationsnEnhancing support for employees at key points in the leave processnAs employers prioritize employee health and a safe return to work, absence management policies and practices will remain more important than ever. nnDownload our Absence Management Redefined report for insights to help you navigate the rapidly evolving absence management landscape","collection-title":"2021 Guardian Absence Management Activity Index & Study","event-place":"New York","language":"English","page":"32","publisher":"The Guardian Life Insurance","publisher-place":"New York","title":"Absence Management Redefined. During the COVID-19 pandemic and beyond.","URL":"https://www.guardianlife.com/s3fs-public/2021-01/Guardian_Absence_Management_Study_and_Index_2021.pdf?_YQ6PDwnp7W9fUG2ddbKMYxVfzMFYaaK=","accessed":{"date-parts":[["2022",5,22]]},"issued":{"date-parts":[["2021"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Absence Management Redefined. During the COVID-19 pandemic and beyond., 2021). Thus, the effective management of both long- and short-term absences is essential to avoid unauthorized absence or inappropriate use of sick pay schemes.

2.3 Focus on mental health

Taking care of employee wellbeing and mental health could also be beneficial for other aspects other than addressing presenteeism. As well-being awareness had been the major headline during the pandemic, the shift to expand well-being resources will be a major focus for the coming year. Mental health awareness became a priority question for benefits specialists during the pandemic as 1 in 5 adults were reported to experience mental health issues at the workplace with younger employees being the largest employee group to report mental health issues ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"wSLeJiv8","properties":{"formattedCitation":"({i{}The top five benefits trends of 2022}, 2021)","plainCitation":"(The top five benefits trends of 2022, 2021)","noteIndex":0},"citationItems":[{"id":53,"uris":["http://zotero.org/users/9676151/items/TEXCTYE9"],"itemData":{"id":53,"type":"report","abstract":"The future of well-being, technology, and flexibility in the workplace.","event-place":"New York","language":"English","publisher":"The Guardian Life Insurance","publisher-place":"New York","title":"The top five benefits trends of 2022","URL":"https://www.guardianlife.com/top-five-benefits-trends-2022","accessed":{"date-parts":[["2022",6,22]]},"issued":{"date-parts":[["2021"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (The top five benefits trends of 2022, 2022). The shift has been quite dramatic with 48 percent of employers making sufficient developments to employee wellbeing programs in comparison with previous years ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"9SzQxwqp","properties":{"formattedCitation":"({i{}10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era.}, 2022)","plainCitation":"(10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era., 2022)","noteIndex":0},"citationItems":[{"id":54,"uris":["http://zotero.org/users/9676151/items/4I29HE6H"],"itemData":{"id":54,"type":"report","abstract":"With the global influence of COVID-19, well-being has been brought to the forefront within the workplace. While many businesses made seamless shifts to accommodate lockdowns and new ways of working, many employees felt the stress of an uncertain era disrupting their lives. nnHow has the mental, physical, and financial health of working Americans been impacted, and what role are employers playing in workforce well-being in the pandemic era and beyond?nnRead on to learn about how the minds, bodies, and wallets of American workers have changed.","publisher":"The Guardian Life Insurance","title":"10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era.","title-short":"Mind, Body, and Wallet. Workforce well-being in the pandemic era.","accessed":{"date-parts":[["2022",6,20]]},"issued":{"date-parts":[["2022"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era., 2022). The same survey suggests that 70 percent of employers reported the need to address emotional and mental health, work-life balance and anxiety and stress level. However, only 47% of employers agreed to be provide an adequate level of mental health support to their employees ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"0BKZix0B","properties":{"formattedCitation":"({i{}10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era.}, 2022)","plainCitation":"(10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era., 2022)","noteIndex":0},"citationItems":[{"id":54,"uris":["http://zotero.org/users/9676151/items/4I29HE6H"],"itemData":{"id":54,"type":"report","abstract":"With the global influence of COVID-19, well-being has been brought to the forefront within the workplace. While many businesses made seamless shifts to accommodate lockdowns and new ways of working, many employees felt the stress of an uncertain era disrupting their lives. nnHow has the mental, physical, and financial health of working Americans been impacted, and what role are employers playing in workforce well-being in the pandemic era and beyond?nnRead on to learn about how the minds, bodies, and wallets of American workers have changed.","publisher":"The Guardian Life Insurance","title":"10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era.","title-short":"Mind, Body, and Wallet. Workforce well-being in the pandemic era.","accessed":{"date-parts":[["2022",6,20]]},"issued":{"date-parts":[["2022"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (10th Annual Guardian Workplace Benefits Study. Mind, Body, and Wallet. Workforce well-being in the pandemic era., 2022).

The pandemic had also increased employee attrition. Employers focused on attracting and retaining the best talent and avoiding one-size-fits-all approach in their benefits schemes ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"lYQxuV7m","properties":{"formattedCitation":"(Williams, 2021)","plainCitation":"(Williams, 2021)","noteIndex":0},"citationItems":[{"id":30,"uris":["http://zotero.org/users/9676151/items/AZNYC72U"],"itemData":{"id":30,"type":"report","collection-title":"Special Report","language":"English","publisher":"The Economist","title":"A bright future for the world of work","URL":"https://www-economist-com.ezproxy01.rhul.ac.uk/special-report/2021/04/08/a-bright-future-for-the-world-of-work","author":[{"family":"Williams","given":"Callum"}],"accessed":{"date-parts":[["2022",6,1]]},"issued":{"date-parts":[["2021",4,8]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Williams, 2021). The goal was to normalize the matter of mental health within organizational culture. HR and benefits teams are recommended to address mental health more often together with companys leadership. Employees will be comfortable discussing their issues with the right people without thinking they may be wasting time instead of performing their duties ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"D0yaAuwn","properties":{"formattedCitation":"(Yang and Thuc0u248{}gersen, 2022)","plainCitation":"(Yang and Thgersen, 2022)","noteIndex":0},"citationItems":[{"id":56,"uris":["http://zotero.org/users/9676151/items/PZURRBAU"],"itemData":{"id":56,"type":"article-journal","abstract":"Previous research reported conflicting results on the effectiveness of economic incentives versus green appeals for promoting pro-environmental behavior and neglected the possibility of combining both as well as country differences. Through online experiments in Germany, the USA and China, we tested a monetary reward for recycling that is only redeemable for eco-friendly products a green reward in comparison to a standard reward (redeemable for any product) and a green appeal (highlighting environmental impact). In China, green rewards significantly increased recycling intentions via introjected motivation. In the USA, rewards improved intentions mainly via extrinsic motivation. In Germany, green appeals appeared to be the best strategy. Extrinsic rewards are expected to reduce perceived autonomy support, but only did so in the USA. Differences between countries are identified with regard to crowding-out of internalized motivation. It appears that under some conditions an environmental purpose can neutralize negative effects of extrinsic incentives.","container-title":"Journal of Business Research","DOI":"10.1016/j.jbusres.2022.01.086","ISSN":"0148-2963","journalAbbreviation":"Journal of Business Research","page":"217-235","title":"When people are green and greedy: A new perspective of recycling rewards and crowding-out in Germany, the USA and China","volume":"144","author":[{"family":"Yang","given":"Xisi"},{"family":"Thgersen","given":"John"}],"issued":{"date-parts":[["2022",5,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Yang and Thgersen, 2022). Organizations will consistently address mental health in announcements, emails, and other meetings to make everyone aware of the need to concentrate on their mental health.

Conclusion

The availability of transparent and diverse reward system will enable ease in ensuring high performance in the organization and maintain competitive advantage. When organisations rethink their insurance and employee benefits, there is no one size fits all solution for everyone in the organization. Employees, management, and executives will have different types of needs, requirements for budget, and approaches in embracing change that will lead to an increase or reduction in their benefits ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"1p0W24Cf","properties":{"formattedCitation":"(Maboya, Jita and Chimbi, 2022)","plainCitation":"(Maboya, Jita and Chimbi, 2022)","noteIndex":0},"citationItems":[{"id":59,"uris":["http://zotero.org/users/9676151/items/A6GA349G"],"itemData":{"id":59,"type":"article-journal","abstract":"Teachers cannot escape being learners if they are to be proficient practitioners.nThis study interrogates the effects of a professional development programme onnmathematics teachers pedagogical practices in South African primary schools.nUsing critical theory as the illuminating lens, this qualitative study, which is castnwithin the participatory action research paradigm, examined mathematics teachersnclassroom practices before and after a professional development programme. Datanwere collected from 41 mathematics teachers during the pre-intervention cycle, thenintervention programme, and the post-intervention cycle. Document analysis, focusngroup discussion, free attitude interviews and lesson observations were the datancollection tools. In the pre-intervention cycle, mathematics teachers blamednlearners for errors in solving complex mathematical problems, without reflectingnon their own pedagogical shortcomings. The instructional intervention programmenenabled teachers to reflect more critically on their teaching methods. It alsonenriched their mathematical content knowledge and pedagogical skills in usingnmanipulatives. Post-intervention lesson observations showed some improvementsnin the teachers classroom practice as they reaped the benefits of the professionalndevelopment programme. This study begins to demonstrate that, if properlynorganised, professional development activities can assist in filling gaps in teachersncontent mastery and pedagogical skills; ultimately improving learner performance.nThe implications of this study are that teacher professional development, if alignednto teachers pedagogical needs, can assist in improving classroom practice and isnnot a waste of resources as some previous studies have claimed.","container-title":"International Journal of Instruction","DOI":"10.29333/iji.2022.15150a","ISSN":"1694-609X","issue":"1","language":"English","page":"873-890","title":"Reaping the Rewards of Professional Development: Evidence from Mathematic Teachers' Pedagogical Practices","volume":"15","author":[{"family":"Maboya","given":"Manthake J."},{"family":"Jita","given":"Loyiso C."},{"family":"Chimbi","given":"Godsend T."}],"issued":{"date-parts":[["2022"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Maboya, Jita and Chimbi, 2022).PSFs who are keeping up with the opportunities from the pandemic could strengthen their competitive edge in attracting, retaining and developing people from all backgrounds.

Utilising the possibility of a new working reality, embracing remote and flexible work and new post-pandemic policies with more employees who are much more open to communicate challenges they faced, organisations can now create a much more sustainable operating model to match a broad range of their employees needs ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"g3Q2elTF","properties":{"formattedCitation":"(Alba and Glick, 2022)","plainCitation":"(Alba and Glick, 2022)","noteIndex":0},"citationItems":[{"id":60,"uris":["http://zotero.org/users/9676151/items/G7KMT66R"],"itemData":{"id":60,"type":"report","abstract":"Professional services firms that take advantage of changes to working models created by pandemic-fueled disruption could end up with a competitive edge in attracting and retaining top people from all backgrounds.","language":"English","title":"Profesisonal services focus. How a post-COVID-19 operating model could help create a more diverse leadership pipeline.","URL":"https://www.heidrick.com/en/insights/professional-technology-services/professional-services-focus-post-covid19-diverse-leadership-pipeline","author":[{"family":"Alba","given":"Gustavo"},{"family":"Glick","given":"Rebecca"}],"accessed":{"date-parts":[["2022",7,2]]},"issued":{"date-parts":[["2022"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Alba and Glick, 2022).

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