HR & Recruitment

2w

Employees assigned more complex projects early in their work history had better outcomes later in their careers

Study highlights pivotal role of early assignments in career development

Employees' early work experiences in an organization can significantly affect their socialization. Much of the research on this topic has documented how certain organization-wide practices succeed or fail in making newcomers so-called good citizens, but little is known about how different early experiences lead to varied... socialization outcomes. In a new study, researchers examined the impact of early project team assignments on newcomers' career kickoffs. They found that those assigned to more complex projects during this phase had better outcomes later in their careers.

The study, by researchers at Carnegie Mellon University and the University of Kentucky, appears in Academy of Management Journal.

"It is critical to explore organizational socialization practices that simultaneously support newcomers' on-the-job learning and drive their status attainment, and to identify the conditions under which these practices yield optimal outcomes," explains David Krackhardt, professor of organizations at Carnegie Mellon's Heinz College, who coauthored the study. "This is especially important in the dynamic and rapidly evolving high-tech industry, where early career experiences can have a profound and enduring impact on employees' future performance and career progression, and the value they bring to their organizations."

New hires are a growing part of many organizations' workforce: Nearly a quarter of U.S. workers have been with their employer for less than a year, according to the U.S. Bureau of Labor Statistics. The initial phase of an employee's tenure is crucial because has the potential to exert far-reaching effects on careers over the long term.

In this study, researchers used longitudinal archival data from a private high-tech Chinese company focused on the research, development, and commercialization of new products in the space industry. Between January 2020 and December 2022, the firm randomly assigned more than 500 employees to projects during their first two years on the job.

The study sought to answer three questions: What features of on-the- job experiences generate early career benefits for newcomers? Through what mechanisms do these benefits occur? Who is best positioned to capitalize on these experiences?

New employees who were assigned to more complex projects obtained more professional certifications, reported higher levels of learning, and appeared more frequently in the company's newsletters than did new employees assigned to less complex projects, the study found. These outcomes were associated with higher promotion rates, increased monetary rewards, and better supervisor evaluations.

The study also found that previous experience in a similar industry amplified the positive effects of project complexity on employees' learning and status attainment. Researchers concluded that these two aspects of socialization -- learning and status achievement -- were fundamentally independent of one another.

"Our study is the first to consider status attainment as a key indicator of successful socialization by examining how on-the-job experiences during the entry period influence newcomers' integration into an organization's informal status hierarchy," says Nynke Niezink, assistant professor of statistics and data science at Carnegie Mellon and an affiliated member of the faculty of Heinz college, who coauthored the study. "Our findings underscore the pivotal role of early assignments in shaping newcomers' career development."

"Being assigned to projects with high coordination and component complexity gives newcomers substantial learning and status benefits, which subsequently unfold as advantages to promotion and performance," adds Shihan Li, assistant professor of management at the University of Kentucky's Gatton College of Business and Economics, who led the study. "And prior accumulated human capital plays a crucial role in enabling newcomers to effectively capitalize on their assignments to complex projects."

Among the study's limitations, the authors note that their measures of status may not fully capture the nuances that exist in all firms. In addition, they did not consider such factors as intrinsic motivation and a sense of meaningfulness in work. more

HR & Recruitment

2w

Ghostworking: 92% Of Employees Job Search On Company Time

The trend of ghostworking -- pretending to work while doing little to no meaningful work--isn't a new phenomenon. It has been a tactic for employees to react to demands imposed on them from management or the result of their desperation to prove they're working for fear of losing their jobs. It used to be called productivity theater or quiet quitting. Now, ghostworking has taken on a whole new... dimension--not just fake working but job hunting when on the clock.

Ghostworking is a sign of the growing mistrust and tug-of-war between employers and employees, as both sides display under-the-radar tactics. Since the pandemic, employers have been engaging in certain types of quiet maneuvering like "quiet cutting" and employee surveillance to assuage the needs of business and stabilize their workforce.

Employees, under pressure to perform and "prove" they're working, have retaliated with quiet workaround tactics of their own such as mouse shuffling, "coffee badging" and "quiet vacationing." A new study reveals that ghostworkers are adding insult to injury, not only pretending to work but job hunting on company time.

Resume Now's latest Ghostworking Report indicates a growing productivity crisis of employees faking productivity and even job searching instead of working. The survey was conducted with 1,127 American workers on February 25, 2025. Participants were asked about their time-wasting habits, workplace distractions and the frequency of procrastination at work.

As companies explore ways to prevent killers of productivity, researchers insist that data from this study suggests time-wasting is about the pressure to appear busy. Employees have developed creative strategies to maintain the illusion of productivity, even as many report wasting more time while working remotely than in the office.

The findings reveal that 58% of workers admit they regularly pretend to work and 34% do so occasionally -- often due to pressure to appear busy rather than actually being productive. The survey listed the common strategies employees use to create the illusion of productivity at work:

The researchers explain that these behaviors are the result of a widespread disconnect between expectations and engagement. The study reveals that, when you think the divide couldn't get any worse, shocking numbers of employees confess that they job search when they're supposed to be working.

Perhaps the most shocking survey findings are what ghostworkers are doing to kill time. A whopping 92% admit that they have job-searched during work hours, 55% have regularly searched for a new job while on the clock and 37% have occasionally searched for a new job during work hours.

The most common bold job-hunting move is the 24% of ghostworkers who use company time to edit resumes. Another 23% confess to applying for jobs using work computers, 20% admit to taking recruiter calls from the office and 19% say they have sneaked out for an interview.

Keith Spencer, career expert at Resume Now, sees ghostworking as a symptom of poor communication and burnout. "Many employees feel pressure to appear busy rather than actually being productive," he says. "Rather than focusing on monitoring, companies should explore why employees feel the need to fake productivity and consider addressing underlying issues like unproductive meetings and communication gaps."

On the surface, the profile of all ghostworking looks the same. But it's important that employers exercise caution in judging employee motives without knowing the whole story. A deeper look unearths a variety of factors that can lead workers to check out and not measure up to their potential.

Don't judge a book by its cover. The first step employers can take is to distinguish between ghostworkers who are dragging their feet and doing the bare minimum for the wrong reasons and an A-team worker who is engaged, doing the best but burning out. Or a disheartened employee, overlooked for a promotion, but has been committed to the company. It's important to heck in with employees on a regular basis in a non- threatening way and engage employees in a two-way conversation about their emotional state and individual goals that indicate you care and appreciate them.

Give employees a seat at the table. Let them know you see and hear them. Connect with individual workers on a regular basis so they feel valued and appreciated. Open and honest conversations with staff about expectations can make employees feel like they have a vested interest in the company.

Celebrate and acknowledge workers. Most surveys show that the number one quality employees want above all others is feeling valued and appreciated by their company. Create employee appreciation initiatives so team members feel celebrated and acknowledged for their hard work.

Offering growth opportunities for advancement is the ticket to company loyalty. Workers want to know that their company values their development, wants to see them meet their full potential and is willing to support their training, mentoring and coaching.

The Resume Now survey asked employees whether monitoring employee activity would increase productivity, and 69% answer they would be more productive if their employer monitored their screen time, 19% say monitoring would not change their work habits, 10% say they would just find other ways to take breaks and three percent say it wouldn't matter because they already stay focused.

The larger, more significant view, however, is building employer-employee trust. It's a vicious dance. When employers micro-manage employees, ghostworking is a natural consequence, and when management is aware of ghostworkers, supervision is the result. Both reactions are productivity killers that fuel the cycle. Both sides can end the ghostworking cycle when they place value on productivity over mere visibility and grow a healthier, more productive and engaged workforce. more

HR & Recruitment

3w

How humor at work boosts retention and engagement

In an era where employee retention has become one of the biggest challenges in business, leaders are constantly searching for new strategies to keep top talent engaged and committed. While competitive compensation, career development, and flexible work arrangements are essential pieces of the puzzle, there is a surprisingly powerful and often overlooked tool available to every leader: levity and... humor.

Work does not have to be all serious to be taken seriously. In fact, science and experience both confirm that a workplace filled with moments of laughter and lightness can drive deeper engagement, stronger relationships, and longer tenure. In short, humor is not just a "nice to have," it is a strategic advantage for retaining employees in today's fast-moving, high-pressure work environment.

The business case for humor

Let us begin with the research. According to a study by Gallup, employees who report having fun at work are more likely to feel connected to their coworkers, feel engaged in their roles, and stay with the company longer. Deloitte's research found that workplaces with a positive culture, including levity and humor, experience 20 percent lower turnover.

In their book "Humor, Seriously," Stanford professors Jennifer Aaker and Naomi Bagdonas note that leaders who use humor are perceived as more competent, motivating, and trustworthy. They also foster psychological safety, which encourages innovation and collaboration.

The point is clear: humor is not just about telling jokes. It is about creating a workplace culture that feels human. And in doing so, companies can build deeper loyalty and increase retention.

Why humor increases retention

Shared laughter creates bonds. Think of your closest friendships; chances are, they are built on a lot of laughs. The same applies to the workplace. When leaders and teams laugh together, they build a relational foundation that helps people feel emotionally invested in the organization.

When employees know that their workplace allows and even encourages moments of lightness, they are more likely to stay resilient and less likely to disengage or quit.

Authenticity in the workplace fosters deeper satisfaction and loyalty. It is the difference between enduring a job and enjoying it.

When leaders are approachable, retention improves. Employees are more likely to express concerns early, ask for help, and remain committed to the team's success.

Strategies to add more humor and levity in the workplace

If you are ready to start using humor as a retention tool, here are practical ways to integrate it into your leadership style and company culture:

The fine line: Humor that helps vs. humor that hurts

It is important to remember that humor in the workplace should always be inclusive, never at someone's expense, and appropriate to the context. What is funny to one person might feel alienating or offensive to another.

That is why the goal is levity, not comedy. Levity creates lightness. It is about joyful moments, not sarcastic jabs or edgy jokes. A strong culture of humor is one where everyone feels safe to participate and no one feels like the punchline.

Real-world examples of humor in action

Southwest Airlines -- Known for their humorous flight announcements and internal culture, Southwest fosters employee satisfaction and loyalty through fun. Their approach leads to strong employee retention in a highly competitive industry.

Zappos -- Zappos' core values include "Create Fun and a Little Weirdness." They embrace employee individuality and creativity, which leads to happier employees and lower turnover.

HubSpot -- Their internal Slack channels include spaces for jokes, memes, and team banter. Leaders regularly post humorous content that aligns with company culture, helping employees feel more engaged and connected even remotely.

Final thought: Laughter is loyalty

In today's competitive talent market, people do not just want a paycheck. They want to feel something. They want to feel connected, valued, and like they are part of something meaningful and fun.

Levity and humor are some of the simplest, most human ways to provide that. They do not require a huge budget or a sweeping cultural overhaul. Just a shift in mindset; a willingness to lead with warmth, laugh at ourselves, and bring a little joy to the daily grind.

If you want people to stay, make them smile. Because in the end, happy teams do not leave. They laugh, grow, and thrive together. more

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Joseph Resto, Jr
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3w
So I am studying HR, and I couldn’t agree with you more on this post. I work for a wonderful company and I work in the lobby. When people are on their... way out to go home at the end of their shifts, I always make sure that they have a smile on their face when they leave. people come up to me and start talking to me like I’m a therapist. People like being told the truth instead of lies because I tell how it is. People respect that more. Many individuals have told me we need more people like you and that brings me hope that if I can make someone smile, they can make someone else smile. more
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