b'FACULTY SPOTLIGHTSTHE DOWNSIDE TO ANThe COVID-19 pandemic has forever changed the workplaceORGANIZATIONS POLITICALTHERE IS NO GOING BACK ACTIVITY IS A SHRINKING POOL BY SARA DIEDRICHOF JOB APPLICANTS Amid the threat of a looming global pandemicabout pursuing a job that required them to be in in March 2020, leaders of public relations firms,the office every day, Brengarth said. To hire new advertising agencies and all forms of integratedtalent, managers have to take into account their communications were forced to shift gears quicklyexpectations of work-life balance and give consid-and make tough decisions or risk total collapse.eration to offering remote and/or hybrid options to While pivoting to a predominantly remote work- attract new employees.BY SARA DIEDRICH place, leaders faced new employee burdens andAmong the main findings, researchers discovered: responsibilities, client upheaval and the addedThe circumstances of the pandemic encouraged In recent years, more and more organizations areJob seekers who dont identify with an organiza-stress of trying to hold together businesses chargedimprovisation and flexibility among the leaders entering the world of politics.tions political affiliation have decreased feelingswhile responding to chaotic world events. Somesurveyed, which generated fresh possible solu- Some contribute money to political parties, in fact,of perceived similarity and liking of the organiza-agencies were losing clients while others faced tootions to both new and long-standing challenges. Lauren Brengarththe political contributions of Fortune 100 companiestion.much work with too little staff.Then, in the wakeLeaders found more success communicating more than doubled between 2000 and 2018. An organizations affiliation with political issues,of the pandemic, came the increased workplacewith transparency and trust while providing space such as gun control, also influenced perceptionsturnover of the Great Resignation, creating evenand autonomy to empower their teams rather While the reasons behind the increase in politicalof similarity and liking among job seekers. more challenges for leaders trying to hire staff andthan micromanaging them.activity are varied among organizations, a recentmaintain client accounts.Through difficult circumstancesand often going study from John Arnold, assistant professor ofAccording to the study: This is the first test ofagainst traditional agency culturesmany leaders management and Trulaske Deans Advisory Boardthe effects of organizational political affiliation onSo, what type of leaders survived these seismicprioritized disclosure and open communication Faculty Scholar, found these actions are having ajob seekers. This is important because there is noshifts that led to major functional changes? with their teams, while also working to overcome John Arnold profound impact on the amount and type of poten- evidence regarding whether or how the increasedA new study from a University of Missouri researchperformative positivity and top-down manage- tial employees these organizations attract. Thepolitical activity of many organizations affect theirteam that included Lauren Brengarth, assistantment approaches. research team found that one-third of participantsability to attract job applicants . . . . professor of management, found leaders who wereDemonstrations of care, empathy and a holistic said they did not apply to an organization becauseWhile political activism in business is nothing new,the most creative and innovative were most likely torecognition of employees as peopleparticularly of its political affiliation or stances.some research suggests organizations are predis- survive due to their willingness to listen, reflect onduring the periods of pandemic isolationwere The realtheir own values and find new ways to build more That was striking to us, said Arnold, whose researchposed to these actions based on their companycrucial to building team resilience.downside withteam gathered its information before and after theleaders. Additionally, many CEOs believe an orga- inclusive teams. Prior to this study, we had seen evidence in the these political2016 U.S. presidential election. The real downsidenizations core strategy should include addressingWe found that managers who wanted to not onlyworkplace that times had changed, but our find-affiliations iswith these political affiliations is organizations maysocial problems. Some organizations choose tosurvive the COVID-19 crisis, but thrive throughings here reinforce [that idea] . . . . Brengarth organizationsbe repelling up to one-third of the workforce. [I] take political stands to build brand loyalty whilethe crisis and beyond, had to take a newsaid. Expansion of virtual collaboration, n an economy where there is a war for talent . . .others take political stands as part of their humanapproach that included innovation andinitially prompted by the pandemic, may becompanies that are making these political decisionsresources policy.understanding, Brengarth said. It washas spurred innovative thinking across repelling up are limiting their talent pool. Though researchers didnt delve into the implicationsimperative to factor in the humannessvarious businesses, enabling improved to one-third ofResearchers gathered data from a survey of 334 jobof limiting the pool of potential job seekers, Arnoldof colleagues and clients and meet eachadaptation to the needs of employees seekers. Participants were required to work in thesaid, the shrinking pool of potential employeesof their constituents where they wereand stakeholders.the workforce. during this time. These approaches are now United States, speak English as their first languagecould lead to companies becoming more politicallyResearchers also found that while not everyThe paper: Permanent John Arnold and currently be seeking full-time employment.homogenous.embedded into management practices for modern,leader described or demonstrated flexibility,scars, improvisation Among the findings, researchers discovered:I think we definitely show that it is likely to happeninclusive organizations.empathy and learning, the vast majority of thoseand new paths forward: Job seekers are aware of an organizations polit-based on our results, he said. Companies that takeThe study was based on interviews with agencysurveyed showed a clear change in their perspec- Communication agency leadersvice presidents and aboveof 18 large toleadership responses ical affiliation and stances and consider themthese political stands will end up with a more polit- tive toward leadership and management that hasto COVID-19 was when seeking a job. ically homogenous workforce, and politics tends tomid-sized integrated communication agencies increated both personal and structural workplacepublished in Corporate be polarizing . . . .the United States. The interviews were conductedchanges, such as new management styles, updatedCommunications: An The more a job seeker identifies with an orga-between March and September 2023, lasting 24 topolicies toward remote work and work-life balance.International Journal.nizations party affiliation, the more positive theirThe consequences of which are yet to be discovered. 63 minutes. The research questions were developed reaction is to the organization and the more likelyArnoldspaper,OrganizationalPoliticalfollowing a literature review on agencies, internalWorkplaces were forever changed by the COVID they are to pursue employment there.Affiliation and Job Seekers: If I Dont Identifycommunication and leadership.pandemic, Brengarth said. Innovation and open-With Your Party, Am I Still Attracted? wasness to change and caring for others were key to published in the Journal of Applied Psychology.People who began their careers working virtuallysurviving through the pandemic and remain key and have continued in that mode indicated duringcomponents to attracting, retaining and motivating our interviews that they would have to really thinktalented employees.28 2024 MANAGEMENT MATTERSMANAGEMENT DEPARTMENT 29'