Employers can no longer pay lip service to collaboration, diversity, mental health.
From vaccine policies to new ways of measuring employee productivity, employers need to change their mindset and adapt to the new workplace "normal". Janet Candido discusses this and more in a recent interview, originally published in the Canadian HR Reporter.
Read the full interview in Authority Magazine.
Here are Janet Candido’s top 5 trends to watch out for in the future of work:
Remote work and virtual meetings are here to stay. The rise in virtual meeting technology like Microsoft Teams, Zoom, GoToMeeting, have facilitated the transition and we have all become more comfortable using these tools. Even though brainstorming, onboarding and negotiating are examples of things that do not work well remotely, the pros outweigh the cons. For employers, this means reduced office space requirements, reduced need for business travel, which saves the organization time and money. Employers will start to redefine productivity and redesign workspaces to accommodate the new styles of working. For employees, they benefit with a reduced commuting time and increased work-life balance.
Freelance and/or temporary contracts will become increasingly common. Employers and employees alike benefit from the flexibility such arrangements offer. Although the downside of freelance/temporary staff is that there are no afforded benefits, pension contributions or other traditional perks, I think we can expect to see increased innovation and uptick in individual benefit plans that are affordable and portable. I can also see more creative perks offered by employers to attract and reward temporary staff.
Diversity and inclusion are increasingly important considerations for talent management. Businesses are recognizing that having a workforce that better reflects our society makes connecting to our stakeholders more authentic and real. Competition for good employees will increase, as they can work from anywhere. Organizations will have to work harder and be more creative to recruit, attract and retain employees. Personal and corporate value alignment is more important as competition for employees increases.
Leaders will have to develop new skills to connect with their employees. Virtual leadership is very different and much harder than in-person leadership. Employees are less forgiving and leaders need to look for ways to support cross team collaboration, brainstorming and innovation. The future of work will need to focus more on monitoring performance and results rather than the process, meaning less about the hours you work and more about what you produced and accomplished.
Companies will continue to pay more attention to mental health. Mental health challenges will be destigmatized as people are more open to speaking about them and requiring their employers to support them whether it’s for depression, suicidal ideation, substance and domestic abuse. We will talk about mental health more and offer more resources and support available for employees. The traditional models of mental health support will be augmented by quicker, technology-driven solutions. Employers need to pay attention to mental health concerns and how they’re employees are feeling as it impacts their ability to work.
Businesses across Canada will soon begin to welcome employees back to the office – but what exactly will that look like, especially as Canada enters a time of mass resignations among many employees who are making significant career changes?
According to RBC, three times more people left their jobs in June 2021 compared to the same month last year, which means not only is a return-to-work policy a priority for employers, but it will require a delicate balance between the needs of the business and the employees – to ensure retention.
As it stands, many workplaces are making it up as they go along. Some companies have realized it’s a turning point in the workplace, while others are trying to get back to a pre-pandemic normal. While it may be tempting to go back to the pre-pandemic normal where the plans and policies are already defined, if there’s anything the last 18 months have taught us, it’s that there will be a new normal moving forward -- and Canadians’ switching careers/jobs en masse is a big indicator of this.
In order to retain employees during a return-to-workplace transition, employers will need to create a plan that takes into account both the needs of the business and those of the employees, allowing for accommodation – within reason. A recent report from Accenture revealed that 61 per cent of Canadians prefer a hybrid or remote work model, so if the business is able to work within these structures, this would be a reasonable accommodation to ensure talent retention.
Promoting Equity & Balance
One of the main challenges of hybrid or remote work is creating and maintaining the culture of the company – an integral part of the workplace that also aids in retaining talent. The pandemic has given employers a rare opportunity to reshape the company’s culture, and equity is one of the facets that will be critical to retaining talent. According to a Forbes article that references multiple studies, employees who feel they are being treated unfairly when compared to their colleagues may begin to exhibit withdrawal behaviours or leave the company altogether.
Prior to the pandemic, company culture had a tendency to focus on productivity and getting work done. The pandemic has created a shift where a flexible work/life balance has now become the norm, making it imperative for a company to prioritize and integrate it into the company’s culture as we transition through the return-to-workplace period.
Not only will fairness and flexibility create a positive corporate culture, it can also help to prevent employee burnout – just another reason why many Canadians are uprooting their careers in favour of jobs where these “perks” are present.
Dating app Bumble gives employees a week off to prevent burnout. What are the signs of burnout? And what are the costs to companies of ignoring it?
To learn more, listen to the full clip here:
This article was originally published in the Edmonton Journal.
As COVID-19 vaccination numbers ramp up and the Alberta government considers its economic reopening plan, many Edmonton workers returning to the office, in the coming months, may find it has changed since the pandemic.
Janet Candido, founder and principal of human resources firm Candido Consulting Group, said those who have been working from home likely won’t be returning to the same work environment or nine-to-five routine they remember from 14 or 15 months ago.
“I don’t think we’re going to be going back to the office the way we were doing it in the before times,” said Candido.
While the idea of working from home might have been popular in the beginning, it’s left many workers exhausted and disengaged, she said.
A recent survey conducted by Angus Reid for ADP Canada reported that 44 per cent of remote employees are working longer hours, and stress levels are also on the rise, hitting 41 per cent, up from 34 per cent in April 2020.
It also found that 46 per cent of remote workers surveyed were feeling less engaged with their work since the start of the pandemic.
“I did hear from a lot of people, ‘well you know, I don’t have anything else to do so I might as well do the work.’ But it’s gone on for a long time, and they’re a little sick of not having anything else to do. The other problem is that their employer has gotten used to an increased volume of productivity, creating expectations that are not necessarily well received,” said Candido.
Of those who spend an increased amount of time working, paying a kind of “COVID-19 tax,” one in 10 reported working an additional eight hours or more per week.
But many Canadians see the perks of continuing to work virtually, at least for some of the time.
A recent survey from KPMG found that most Canadian workers want to get back to the office, but about three-quarters prefer a “hybrid” model that allows some flexibility to work remotely.
“I think we’re going to see more flexibility and more hybrid situations. Some people really enjoy working remotely and would rather continue to do that, some people really hate it, and then there’s a whole bunch of people that say, ‘well, I’d like to come into the office a few days and work at home a few days,'” Candido said.
She added the challenge will be for employers to figure out how they’re going to accommodate that.
Felicia Mutheardy, Edmonton’s acting chief corporate economist, said in an email the return to work may be industry-dependent, with some in the professional services, finance and insurance industries more likely than others to permanently offer employees the possibility of remote work after the pandemic.
Candido said after months of working in relatively isolated spaces, workers value in-person social interaction and the opportunity for group work even more – which could change the way office space looks.
“Instead of individual offices you might have more communal spaces, you might reduce your footprint. You might even decide to make some changes to how you work together, like capitalizing on the in-person time for innovation and collaboration and, tapping into the collective brain of colleagues,” she said.
She added that she hopes the resources employers have put into mental health supports continue beyond stay-at-home orders.
“Up until now we’ve done little other than just pay lip service to mental health,” said Candido, adding she’s concerned about the number of people who have opted not to take time off, like a vacation, which can lead to burn out.
This article was originally published by CTV News.
TORONTO -- Remote workers in Canada are logging more hours, experiencing more stress, and feeling less engaged with their work, according to a new survey.
The online survey, conducted by ADP Canada and Angus Reid, asked 1,501 Canadians working remotely and in person to evaluate their experience working during the pandemic, including their work hours, productivity, engagement, stress levels, and quality of their work.
The survey found that 44 per cent of remote workers reported they were logging more hours of work than they were in pre-pandemic times. Of those, one in ten reported working an additional day, or more than eight extra hours per week.
In contrast, only 15 per cent reported working fewer hours and 38 per cent said there was no change in the hours they worked.
Janet Candido, a human resources professional of 20 years and founder and principal of Candido Consulting Group, said she thinks people are working longer hours because they’re not as busy in the evenings or on weekends due to pandemic-related restrictions.
“I heard this from my own team a year ago: ‘Well, I don't have anything else to do so I might as well get this done,’” she told CTVNews.ca during a telephone interview on Thursday.
Candido, who was not involved in the survey, said workers’ output is increasing as a result, and this increased productivity has almost become an expectation.
“I don’t think it’s an expectation so much in terms of companies saying, ‘Well, now you can work 10 hours a day.’ I think the expectation is around the production,” she said.
It seems employees agree their output has increased as a result of their long workdays with 42 per cent of remote workers reporting that they feel more productive and 37 per cent saying they have noticed an increase in the quality of their work.
While increased productivity sounds good on paper, the survey also showed that employees’ stress levels were on the rise and engagement with their work was down.
Stress levels rose seven per cent over the past year, from 34 per cent in April 2020 to 41 per cent in April 2021.
In terms of engagement, the survey reported that 46 per cent of remote workers said they felt less engaged with their work since the start of the pandemic.
Candido said these findings should be a cause for concern for employers.
“They’re burning out,” she said. “They’re exhausted.”
Candido said a lot of employees haven’t been taking their vacation days during the pandemic because they’re not able to travel or do a lot of the activities they would normally do.
“They can't go play golf, they can't travel, they can't go to a concert. So they kind of feel like it's a waste of their vacation,” she said.
This only adds to employee burnout and stress, according to Candido. To prevent this, she said employers should force their employees to take their vacation time so they can have a break.
And Candido says employers should strongly discourage workers from putting in longer hours on the job.
“[Say to them] ‘I don't want to hear from you after six o'clock, I don't want to hear from you on the weekend.’ If you don't reward it, the behaviour will stop eventually,” she said.
Candido also recommended that employers pay close attention to their remote-workers’ mental health and well-being by scheduling regular check-ins.
“Do you see signs of anxiety? Are they short-tempered? Do they appear to be really tired? Or, like, ridiculously awake? Are you seeing any signs that not all is well? And then you have to address it,” she said.
From her own experience, Candido said she’s had employees tell her they’ve really appreciated hearing from their manager or their supervisor while they’ve been working from home.
“They're not telling me that they're happy their manager called to find out if the report was done on time, they're happy the manager called just to check in on how they're doing,” she said.
Candido said it’s also important for companies to have mental health resources available to their workers, even when they’re not physically in the office.
“We all pay lip service to it, but it's not always effective,” she said. “So they have to put more effort into making those resources available and making it OK for employees to access them.”
If you or someone you know is in crisis, here are some resources that are available.
Canada Suicide Prevention Helpline (1-833-456-4566)
Centre for Addiction and Mental Health (1-800-463-2338)
Crisis Services Canada (1-833-456-4566 or text 45645)
Kids Help Phone (1-800-668-6868)
If you need immediate assistance call 911 or go to the nearest hospital.
Morning show host Kelly Cutrara interviewed Janet Candido about the potential for a workplace resignation boom that could be on the horizon.
To learn more, listen to the full clip here:
News talk radio host Jeff McArthur interviewed Janet Candido about Canadian office worker burnout during the pandemic.
Gain valuable insight by listening to the full clip below.
Please note, Janet’s interview runs from 00:00 to 08:48 of the above clip.
According to a new study from Microsoft, the wave of remote work caused by the pandemic is leading to a bigger – and more permanent – disruption to the workplace: hybrid working. This means that some employees may work from home while others go to the office, or a mix of both.
However, business leaders may be ill prepared to deal with this, from employees with a lack of home office supplies to unreliable internet connections. And, while productivity of working from home is high, so is employee exhaustion – with many feeling overworked and lacking a work-life balance. A number of employees are reportedly considering leaving their employer sometime this year -- a feat made easier with the abundance of remote working possibilities. This is supported by another study, by Robert Half, which found that one in three employees would consider quitting if they are required to return to the office full time.
But in order for a hybrid workforce to work well, the normal structure of the workplace needs to be updated. As offices in Canada prepare to reopen now that vaccinations are underway, what do employers and employees need to consider as they shift to the new workplace model?
Be Flexible: There is no single policy or plan that would likely fit all the circumstances of the hybrid work model, so ensuring a flexible work environment will promote productivity and help maintain a work-life balance. For example, some people may be strictly in-office, others strictly at home, and some a mix of both. Some may also put in time before or after typical 9-5 hours, so acknowledging that but still keeping emails and texts to within typical office hours will help prevent burnout. The time to experiment with a range of solutions is now.
Create New Norms: When part of the team isn’t in the office, it’s important to create new norms that are beneficial to both onsite and offsite teams. For example, in an office setting, if there’s a team meeting, everyone gathers in a conference room and bounces ideas off of each other or updates colleagues on their part of a group project. As a new norm, group meetings that include off-site employees should be conducted as if everyone is working from home, where onsite employees connect from their desks. This allows offsite employees to better hear and see their in-office colleagues and can help those working remotely to feel more comfortable participating.
Maintain Social Connections: Studies throughout the pandemic have shown that those who are able to maintain connections to their colleagues are more productive now than ever before. Encouraging colleagues to keep in touch, even about matters not related to work, is important. Setting aside time before or after meetings for colleagues to catch-up, setting up casual group chats via text or organizing regular video lunches are all ways that employees can maintain contact with one another.
Once a hybrid workforce has been established, there are a variety of benefits that everyone can take advantage of:
Freedom and flexibility of where and when to work. And with that autonomy, employees have an increased satisfaction of the job
With less employees in the office, costs of overhead are reduced as employers find themselves needing to rent less office space to accommodate the in-office workers
Since those who work best in the office can be in an office, and those who work most effectively at home can work from home, there’s increased productivity
A better work-life balance as a result of the hybrid model also encourages increased productivity, as it promotes mental wellbeing, prevents burnout and minimizes stress
COVID-19 has provided a stage for change to how the world works, and by implementing a hybrid work model now, you’re setting your business – and employees – up for success in the future.
It’s been nearly a year since the World Health Organization declared COVID-19 a global pandemic, an event that saw many office workers setting up shop in their own homes. And while some thrive in an exclusive work-from-home setting, for many, the cracks are beginning to show.
Human resources expert Janet Candido, Principal Consultant at Candido Consulting Group, says the effects of long-term remote work is having a noticeable impact on the structure of the workplace, affecting both employees and employers. She offers four top tips for mitigating some of the stressors:
Don’t just ‘talk shop’: Both employees and employers are less engaged at home. Unlike the workplace setting, where people would contribute to “water cooler talk” and personal chats, there’s now less engagement both among co-workers and management. Employers can help mitigate this by having weekly one-on-one phone check-ins with employees where conversations do not focus on work.
Adapt to managing a remote workforce: While employees still need to get the work done, it’s imperative employers don’t inadvertently create a ‘hustle’ culture that can lead to burnout. For example, give employees enough time to deal with emails or tasks during their workday, and be mindful of sending emails after hours or on weekends, which could set unreasonable expectations. Especially for parents with kids – they may not always be working within the typical 9-5 schedule.
Set clear expectations: Although the now work-from-home workforce needs some accommodations, employees shouldn’t expect employers to cater to all their needs. Employers should aim to instil perimeters around what a work-from-home situation should look like, such as having a relatively private workspace, the time to devote to the work and reliable internet.
Effects on mental health: Mental health issues as a result of the pandemic are on the rise, particularly for those who live alone. A study by CAMH reports that 80 per cent of Canadians indicated the pandemic has had a negative impact on their mental health. Managers can help mitigate some of these effects by periodically distributing resources and helpful information, such as CAMH, CMHA, KidsHelp, etc., many of which are free or low cost. If possible, employers should consider including mental health coverage as part of their benefits plan.
This article was originally written by The Canadian Press and includes coverage in The Toronto Star
TORONTO - In the wake of Julie Payette’s resignation from the role of governor general on Thursday after an investigation into harassment allegations, some Canadian workers may find themselves relating to the rank and file at Rideau Hall.
In many cases however, workers who have the courage to complain about mistreatment from their managers find all too often that their boss doesn’t face any consequences, notes human resources consultant Janet Candido.
“If it’s somebody that nobody likes, or if it’s a fairly low-level person, companies are usually much more apt to take action,” says Candido, founder of Candido Consulting Group.
“The problem really comes in when the person is very senior, or popular, or a good producer. And then people turn a blind eye.”
Candido says that any employee experiencing bullying should take detailed notes about each clash, including the day, time and whether there were any witnesses. Workplaces should focus on anti-harassment training that empowers managers from other departments to step in when they see a fellow manager bully a subordinate, she says.
“Don’t expect a subordinate to be able to stand up to their boss and say, ‘You are harassing me and haven’t stopped,’ she says. ”They’re afraid of being ostracized. They’re afraid of their career being finished.“
Many workplace policies, however, do exactly that, says Fredericton employment lawyer Dan Leger. Most workplaces are required to have policies to deal with harassment, but many vary in how they define harassment or require employees to start with informal discussions.
“It all starts with confirming to the individual that behaviour is not welcomed,” says Leger. “We all know what it looks like, at the far end: If somebody’s making a sexual advance to a subordinate employee, that’s easy to classify. But what about the employer or the boss or the manager who decides to shun an individual in the copy room?”
Leger says workplace policies are often designed to mediate and diffuse disputes without ever reaching the point where investigators are called in. A good policy, Leger says, includes at least one backup mediator if an employee cannot safely complain to the manager.
“That’s not uncommon in workplaces: A boss might have an employee in the management team that they’ve worked with, that they go camping with, and employees know that,” says Leger. “If you can’t go to your immediate supervisor, then who is the default after that, and who was the default after that?”
Leger says any workplace policy should also have a clause that protects good-faith complainants from retaliation. If violated, that could be a violation of a work contract — and entitle the employee to monetary damages, Leger says.
Ottawa lawyer Yavar Hameed says more workers have reported feeling isolated and vulnerable to difficult employers during the COVID-19 pandemic. Hameed says that there are several different routes of recourse for workers who are being bullied. For example, a unionized workplace may allow an employee to file a grievance.
If an employer request is unlawful, discriminatory or a threat to health and safety, Hameed says that merits workers raising an instant alarm, and can open the door to the province’s human rights tribunal or Ministry of Labour. A traumatic workplace incident that ends in a diagnosis of post-traumatic stress disorder means that an employee now has a medical condition that must be accommodated by the employer, Hameed says.
On the other hand, if a workplace is proven to be so toxic that a worker is impeded in carrying out their duties, Hameed says an employee could try to build a legal case for constructive dismissal, sometimes called “quitting with cause.”
But each legal option has its risks, Hameed says, as does the option of “going public” with complaints without having a lawyer or union to advocate for you.
“The caveat for all of these kind of interventions is that legal processes are long and drawn out,” says Hameed.
“The danger of going public with something is ... you have to have the confidence that then you will be able to weather a vigorous response by the employer.”
When harassment is between two co-workers, the worker on the receiving end should make a complaint to management requesting protection, says Hameed.
“The liability of management is triggered when you let management know that this co-worker is harassing you, and they just condone that behaviour,” he says.
What’s tougher, he said, is when management is accused of abuses. Hameed says workplace complaints are more likely to be investigated if there are multiple employees willing to come forward with similar experiences — which, he admits, is easier said than done.
“Even if there’s a group of them, they may still not feel that they have that safety,” says Hameed. But, he adds, when it comes to a group complaint, “in most circumstances, it would be highly imprudent of management to just sort of whitewash that or dismiss that.”
As we approach the holiday season in the wake of rising COVID cases, many businesses may have thought of cancelling the annual holiday get together. But before they write it off, there’s a strong case to be made for bringing the team together – virtually – is more important now than ever.
Canadians’ mental health continues to be significantly more strained than prior to the pandemic. Employers play an important role in supporting employee wellbeing, and this can extend to creating critical opportunities for them to connect and build community – and the holiday party is a good example. With no shortage of companies offering a host of interactive virtual events, there are plenty of solutions for businesses to find fun and engaging ways to provide some much-needed levity and camaraderie for employees working at home or remotely.
The winter season, and the holidays in particular, can already be stressful or even depressing for many people. Add to that the social isolation from work and fears about COVID, and it can really have a negative impact on people’s motivation, productivity and – ultimately – their mental wellbeing.
Why it’s important
This is the one time of year when everyone expects to have a party and -especially now – it’s a good idea to do something fun and different to provide a mental shift. It’s hard to care about the work we do every day if we feel disconnected to the team that surrounds us. The holiday party can be a good reminder of this and add social glue that helps keep teams motivated.
Be inclusive
Whether planning it yourself or outsourcing it to pros, make sure you get some input from employees – it is for them after all. The key is to design events for a virtual environment, which means plenty of interactivity to keep people engaged and having fun. Be inclusive in your planning; consider things like culture, food allergies, disabilities and even time zones if your team is spread out geographically.
Go pro
The holiday party is a ‘thank you’ for employees. Without the need for expensive venue rentals or transportation costs this year, there’s plenty of room to hire professional companies that can deliver amazing virtual experiences – from hosted trivia games or creative activities to holiday-themed cooking and cocktail classes. Unless you’re a wizard at virtual party planning, consider going pro.
There are good reasons why it’s important to keep to tradition and celebrate the season, even if it needs to evolve to accommodate the new normal. Luckily, a virtual holiday party doesn’t need to be particularly stressful. Unlike an in-person party that requires longer lead times and many facets to coordinate, virtual events can be planned and executed quickly and still shows appreciation for your employees.
This article was originally published on TalentCanada.ca.
Employers should work with HR to implement, communicate clear steps that ensure safety measures are being followed
As many companies struggle to remain sustainable and competitive amid COVID-19, employers and employees are concerned they may need to reevaluate their current work situation yet again as case counts soar.
And as government regulations continue to evolve, both sides may have misconceptions about their rights and responsibilities.
In general, employers and managers have so far been great at being flexible and accommodating, whether allowing people to work from home or rotating workplace shifts.
And they should be — as far as is reasonably possible — since there is much to be gained; providing flexibility not only makes it easier for employees to complete their work, it also engenders loyalty.
In addition, with many Canadians working from home during the pandemic, a recent survey from PricewaterhouseCoopers shows that the majority of employees rate their productivity as either remaining the same or increasing during the pandemic.
While employers should strive to develop creative, hybrid solutions there are circumstances where accommodation may not make sense.
This includes when roles require on-site attendance or are time- or process-driven, when the accommodation may endanger someone else, when it is cost prohibitive or otherwise just not doable.
But what about accommodating employees who are still working from home and nervous about returning to work?
A good first step to easing concerns is to have an open conversation and actively listen to, and empathize with, their specific fears.
Show understanding that this is a stressful situation by providing mental health support, if necessary, via resources such as the Canadian Mental Health Association, or encouraging them to practice self-care activities even while on the job.
Be proactive about communicating plans and procedures that are in place to manage their safety and limit the risk of exposure.
An employee has the right to refuse unsafe work under the Canada Labour Code and provincial health and safety legislation if there is “reasonable cause to believe that the job presents a danger to themselves or another employee.”
However, as long as an employer has done their due diligence and is complying with provincial and federal health and safety regulations, a fear of catching the virus is not a reasonable concern for an employee to refuse returning to work.
In fact, employees bear responsibilities of their own concerning health and safety, particularly in the context of COVID-19, such as following management’s directions regarding reporting to work and workplace health procedures.
That said, employers should keep up to date on the regulations and make changes as needed.
For example, Ontario now requires employees to complete a self-declaration survey each day to determine if they may enter the workplace, leading to the development of self-screening apps that businesses can easily and quickly implement.
In addition, the Ontario government has made temporary amendments to the Employment Standards Act during COVID-19, though these are expected to change once again in January 2021.
While most provincial governments and municipalities have “snitch” lines for reporting public flouting of pandemic legislation, how should employees deal with this in the workplace?
While most Canadians respect COVID safety precautions, many employees and even managers may not have a defined playbook for how to handle rule-breakers at work.
A recent survey from O.C. Tanner suggests workers believe there should be consequences, including:
verbal warnings from supervisors (61 per cent)
written warnings from supervisors (59 per cent)
job suspension (37 per cent)
financial repercussions, such as paying a fine (34 per cent)
mandatory return to working from home (24 per cent)
Employers should work with HR to implement and communicate clear steps that ensure safety measures are being followed, what to do if they are not, and outline the repercussions.
With a clear priority on health and safety, employers can continue to inspire confidence in their people to return to work as appropriate.
This article was originally published in HR.com
With many children returning to school for the first time since the pandemic, many employers are exploring how to best accommodate working parents as they navigate through so many unknowns.
Already a stressful situation for families under normal circumstances, this year, the return to school is fraught with additional hurdles and anxiety. For some, it may signal a return to business as usual. But factors including inconsistent government guidelines, limited childcare options and obligations to keep kids at home at any sign of sickness means that employers looking to retain their workforce should be proactive in planning for disruption.
Accommodating working parents
But how far should employers or managers go to accommodate employees with children? The answer is as far as is reasonably possible; there is nothing to be gained by being inflexible or worse, threatening. Working parents are already experiencing heightened anxiety, fear of making a wrong decision, and dealing with kids who may also be anxious and restless given the pandemic’s restrictions.
It’s not that these employees are unwilling to work or are less productive, they are just simply unable to keep the same schedule/hours as before. In most cases, they are still able to maintain their performance and meet deadlines when working remotely or outside of the traditional 9-5 workday. Numerous studies have shown that flexible hours promote a greater work-life balance, resulting in employees who are not only more productive, but also happier. In the case of shift workers, this may mean adjusting schedules or rotating employees, when possible. Keep in mind that what works for some will not work for others. And what works today may not work next week.
An employer who is flexible and supportive will make it easier for employees to be successful in their role, and they will also gain greater loyalty from them.
What employers can reasonably expect
Of course, this isn’t just a one-way street. Employers have a business to run that pays for employees’ salaries and depends on their productivity and mutual good faith. Naturally, employers can expect their employees to make every effort to do the job for which they are being paid. Employees must also be realistic in their expectations of their employer, be equally flexible and work together to find a solution or make concessions where possible.
Employers can also expect employees to be honest about their situation, whether related to meeting responsibilities or – especially at this time – any potential exposure to, or positive test results for, COVID-19. Children’s return to school can present new opportunities for exposure and employees are responsible for following their employer’s directions regarding reporting to work and workplace health procedures.
Certainly, there are times when making accommodations for employees may not make sense or just cannot be done. This includes situations where the work is time-based or process-driven, when a specific accommodation may endanger someone else or is cost-prohibitive, or when an employee is unwilling to adapt as necessary.
Strategies to maintain productivity
Good management practices are more important than ever to help maintain productivity and engagement. Parents in particular are juggling many responsibilities and competing priorities. With many people working from home, managers will need to be extra aware of factors that can impact motivation, starting with environment. Employees should have an appropriate, private workspace at home. If they need specific or proprietary software, provide a computer for business use with the necessary features to facilitate their role. Other important strategies include:
Introduce flexible hours. This is applicable whether an employee is at their home or in the office. Working parents may have to work in the evening or are only able to handle part time hours, so flexibility around school/day care schedules can help with productivity.
Maintain a connection. Beyond regular contact to discuss performance and other work-related issues, it’s important to stay in touch with the team for informal conversation. Make regular calls just to ask how they are doing, how are they finding this time, and how are they managing with the challenges of the pandemic.
Pay attention to wellbeing. Now more than ever, it’s critical for managers and employers to recognize symptoms of stress such as irritability, sadness or low mood leading to decreased productivity. Provide stress relieving tips and remind employees of their group benefits, access to employee assistance programs (EAP) or other counselling services and communicate the resources available through associations such as the Canadian Mental Health Association.
Get social - virtually. With many people living and working at home alone, social activities and team building exercises – even if only online – can help maintain motivation and provide a sense of community. Plan for social activities, encourage employees to share their hobbies, for example, post their artwork, photography, or volunteer activities, or even trivia games via video-conferencing calls can add some fun to their work.
It bears repeating that this is an unprecedented and challenging time. By working together to find mutually acceptable solutions while being sensitive to individual circumstances, employers and managers can proactively plan for disruption to continue to get the best out of their employees – and their business.
There is such a thing as the Global Happiness Report, and it was released at the World Government Summit earlier this year. Among other things, it notes that in the workplace, employee happiness has a marked impact on productivity, and companies with higher levels of employee well-being tend to do better in terms of stock market performance and growth. It makes a compelling business case for promoting worker wellbeing and employers should pay attention.
While it’s not news that higher levels of wellbeing – in terms of job satisfaction – is associated with higher morale and thus productivity, what is new is the recognition that an employee’s emotional state at work can drive performance. This concept is based on the Emotion theory that suggests higher levels of positive emotions will lead to better performance when it comes to creativity, interpersonal tasks and decision making.
So, what does this mean, practically speaking, and should happiness be a responsibility of employers?
Are your employees happy?
While they certainly don’t bear 100% of the responsibility, employers do play a role in supporting an employee’s happiness. To a certain extent, the business’ success depends on it, given that employee wellbeing ultimately has an impact on your bottom line. A look at the business indicators will often reveal whether something is amiss – or whether improvements can be made. If your company is not meeting its key performance goals or achieving your strategy, if turnover is high, recruitment efforts are difficult or customer loyalty is low, then there’s likely a problem you need to address.
Employees need to connect with their co-workers and this requires time for social interaction. They need adequate vacation time, a supportive environment, resources to effectively do their job and, ideally, autonomy over their schedule. All of this is determined by the culture that an employer dictates, which always comes from the top.
For example, if a leader is miserable and doesn’t communicate or engage with anyone beyond the executive team, doesn’t care about his/her employees or tolerates toxic behaviour, this will permeate across the organization. Furthermore, people pay attention to what you do, not what you say, and will spot a discrepancy between the two. A CEO or manager who espouses work-life balance yet sends emails after working hours is signalling to employees that they are expected to respond right away. If you never take time off or work through lunches, if you don’t champion wellbeing or provide a supportive environment, employees will notice and believe that is what is expected of them.
People who aren’t happy at work are only doing the bare minimum or enough to get by. By contrast, the report shows that a “meaningful increase in well-being yields, on average, an increase in productivity of about 10%.” What’s more, positive emotions lead to higher levels of creativity and cognitive flexibility – meaning happy employees have a greater number of diverse thoughts and ideas that contribute more value to the business.
What you can do
Having the right culture in place is a good starting point, but happiness isn’t just defined by table tennis in the lunch room. A benchmarking survey can establish a baseline of happiness and tease out areas for improvement. These can be repeated at intervals to measure the impact of any new strategies that have been implemented. Use questions that point to factors of wellbeing, such as: “what opportunities exist to connect with your co-workers?”, “do you feel you are appropriately recognized for your contribution to your department?”, and “do you feel you have an adequate work/life balance?”
Employers can look to the top small and medium employers (SMEs) in Canada who are leading the way when it comes to HR innovation and alternative work options. This includes a holistic approach to employee wellbeing, everything from financial counselling, career development and flexible health plans to maternity and parental leave top-up payments. Additional initiatives to consider include:
· Wellness programs - These can be very effective, and many don’t have a large price tag attached. It can be as simple as lunch and learns on health topics, yoga classes, or even access to online tools that address a wide range of mental and physical issues that can negatively impact performance. These programs indicate an interest in your employees’ wellbeing. It is important that the executive(s) participate in the wellness activities to tangibly demonstrate their commitment, otherwise it’s an empty gesture.
· Policies for work-life balance - It’s critical to implement – and champion – wellbeing. Jobs are designed to be done during a regular 8-hour workday, without requiring consistent overtime. Make sure that employees use their vacation time. Assuming someone is already well or fairly compensated, increasing their salary is not the only lever for adjusting happiness and works only in the short term. Respecting the need for employees to have adequate downtime does more to impact employee well being in the long term.
· Employee recognition - Good communication and involving employees as much as possible are best practices that contribute to their sense of purpose in the organization. Ensure a good match between their skills and the work they do, and how it aligns to the overall company purpose. Implement robust, authentic recognition programs that show you value their contribution. Such practices must be authentic otherwise employees will perceive them to be manipulative.
I have seen the impact of employee happiness on company performance in practice. One client I worked with had an ineffective management team that did not display good work behaviours, which created an unpleasant work environment that resulted in poor financial performance. When that team was removed, those who stepped up into the roles had better attitudes, better work ethic and better relationships with staff. It quickly became obvious that employees were more relaxed, happier and had more clarity around their roles. Firm profitability and employee productivity went way up very quickly with virtually no turnover. In another organization, we adopted a focus on results which included a flexible work schedule, telecommuting and an unlimited vacation policy. Far from being taken advantage of, our biggest problem that has resulted is that we have to chase people to use the time off.
Ensuring employee happiness doesn’t mean giving them everything they want. It means providing the tools, resources and environment in which they can do the best job they can, recognizing their contributions and having adequate supports in place to enhance their wellbeing. The ROI is the happy result on your bottom line.
This article was originally published in the Globe and Mail
It’s no secret that the annual review stirs anxiety among employees as well as their managers, who usually dread its tediousness and potential for confrontation. Yet despite being widely documented as ineffective and demotivating, the annual review remains a continued practice with changes over the years made only to the format and tone.
What it really needs is an actual overhaul.
Today’s reality is that, for the first time in history, any given company may have multiple generations working alongside each other, with millennials influencing as much change on policy and procedures as their boomer predecessors did.
These differences bring their own challenges, especially when older workers may find themselves reporting to someone younger. In addition, the increased pace of modern business has led to new and rapidly changing roles, making the traditional annual review an antiquated exercise, at best.
While a formal, on-the-record summary of performance is still necessary, the annual review should be just a step in a continual process of performance management throughout the year. Employers must shift their mindset as to the performance review’s function and value for the employee, while balancing the individual needs of each generation in the workplace when it comes to the following three points:
Thanks to the digital age we have all come to expect instant responses. And having grown up in an era of “instant gratification” from social media, instant messaging and text, millennials and their younger counterparts are especially more likely than older workers to require constant feedback and more frequent check-ins.
This is actually a good thing.
While managers have long been encouraged to provide regular feedback and periodic check-ins, what actually makes feedback meaningful is when it’s given in a timely manner. Employees benefit more from in-the-moment praise for a successful achievement, while immediate coaching for a “teachable moment” provides a stronger learning opportunity, regardless of age.
A more formal structure may include a weekly or monthly meeting with each employee to discuss their progress, performance and their developmental needs. Other programs may be less formal but, in all cases, they should keep to the spirit of frequent and regular “coaching” rather than evaluating, with the focus being on the employee and what they need to succeed.
While all generations value communication, each has a different opinion on what is the best way to communicate. For example, older employees tend to prefer face-to-face interaction while young people tend to favour digital communication.
Generally speaking, preferences should be taken into consideration, but when it comes to performance-related communication, this is still best done face-to-face (or video conference calls for remote workers).
Most employees appreciate a tangible expression of their worth to the company, demonstrated by your time and full attention. This also helps provide more certainty that feedback was clearly received through body language and other visual cues that could provide useful positive – or even negative – insight.
That said, feedback should never flow in one direction only. Managers need to build trust with two-way dialogue that encourages the exchange of candid feedback, so employees feel comfortable sharing ideas. Save the digital communication for sending out timely meeting summaries and confirmation of next steps.
Just because something was always done a certain way doesn’t mean that’s how it has to be done now. There’s a new kid on the block, literally. Compared with older generations, who were more concerned with tenure and loyalty, millennials are more likely to change employers often and therefore will want specific feedback that relates to their career progression.
So, while “how you can help the company” may resonate with older workers, it means little to the younger ones. In this case, think about how you can shift the conversation to opportunities for growth and development and demonstrate how they can achieve their career objectives. Be clear on the competencies required for success and be prepared to discuss how you can help them further develop them.
Working together to set goals that actually have meaning to the employee, as well as the business, will help with motivation, engagement and retention, while encouraging ownership of their own development. Hence, some companies are shifting to a more supportive system of frequent coaching that focuses on the future, rather than dwelling on the past.
While a mechanism for providing feedback and supporting the merits of a raise, promotion or even termination are still necessary, to think that the annual review and one style of process works across the board just doesn’t make sense. Instead, design for a more flexible performance system that can be tweaked, and that provides frequent and better opportunities to engage and grow employees in an efficient and meaningful way.
This article originally appeared in the Globe and Mail
With the holiday season just around the corner, the planning of office festivities is already well under way for many companies. But with everything from the #MeToo movement to legal cannabis to budget cuts, some business owners may be considering eliminating the holiday office party all together. Despite the potential pitfalls, there are good reasons why it’s important to keep to tradition and celebrate the season with employees.
Why it’s important
The most important reason to throw a holiday party is that it’s a tangible expression of appreciation for your employees. Everyone likes to feel that their efforts throughout the year are noticed and rewarded. Even if your employees are well compensated, it’s still a nice gesture to acknowledge their contributions to your success. A well-planned party can go a long way toward building loyalty and retaining top performers.
If done right, a holiday party goes beyond team building to one of culture building. It’s hard to care about the work we do every day if we don’t care about the team that surrounds us. The holiday party can be a good reminder of this and add social glue that helps keep teams motivated. Keep in mind that the party is an expression of your culture; as Richard Branson said, “The way you treat your employees is the way your employees will treat your customers.”
It’s also a good idea to occasionally just let people do something fun, despite the potential for social faux-pas or legal cautions. Employee engagement includes opportunities to relax, have fun and connect with each other in social settings. This is the one time of year when everyone expects to have a party – whether they celebrate Christmas, Hanukkah, Kwanza, or another holiday. Of course, that doesn’t mean employees (or executives) should treat it as a frat house crawl. Include a friendly (not policy-driven) message in the invitation about responsible use of alcohol or cannabis to establish your concern for safety of all employees and follow best practices such as providing taxi chits to and from the event. Be the first to abide by this message; executives should, under no circumstances, get drunk or otherwise partake in bad behaviour if they still want to be respected the next day.
Party planning: How to do it right
Don’t scrimp. The holiday party is a “thank you” for employees so – within your means – don’t be cheap. One of my larger clients plays to host to an extravagant four-course dinner at prime locations each year, where everyone is dressed in their finest. Another client – a small business – plays to host to a lovely late afternoon cocktail party in the office. In each case, the employees equally appreciate and look forward to the event because the gesture is authentic and generous, commensurate with the company’s size and financial performance for the year. Also, allow people to bring a spouse. If budget doesn’t allow it, do something at the office during working hours instead.
Gauge the situation. If you haven’t had a good year or had to lay people off, a glitzy party will be poorly received as employees will question money spent on a party rather than saving their co-workers’ jobs. In this case, a low-key lunch at the office is probably more appropriate. Use the opportunity to speak to the challenges the company has had but let employees know how much you appreciate their efforts and be positive about the year ahead.
Get feedback. Again, this event is about your employees, not you. Sometimes it can feel as if decisions are made in a vacuum by the higher-ups, and the holiday party feels more like a perk designed for executives. Create an employee social committee, preferably with a representative from each department, to get input on the location, decor, entertainment, food and drink. Give the committee parameters and a budget and have them come to you with ideas on what to do. You won’t make everyone happy, but you’ll increase the chances that it’s well received.
Be inclusive. One of the reasons my aforementioned client’s party is so successful is that the executives are not sequestered away, talking among themselves. Instead, they seat one executive at each table and then, between each course, mingle with everyone in the room.
Express genuine appreciation. Employees can see through a false thank you. And don’t grand-stand or make lengthy speeches; thank everyone for their hard work, encourage them to enjoy themselves and wish them a happy holiday. Then get out of the way and let people have a good time.
If you think your business is too small to need Human Resources processes, think again. As most small business owners will tell you they wear many hats but often put more focus on customers, finances and their particular area of expertise. Good HR process is an area that can get overlooked, but the minute you have employees on the payroll, HR issues will abound.
A small business owner should make sure they are getting these five things right, in order to attract, develop and retain good employees:
Hiring: Don’t hire your friends, it is next to impossible to discipline or fire them. The boundaries between business and friendship are often either blurred or create resentment and tension if enforced. We think friends will be more loyal because of the personal connection, but often that is not true. Take the time to hire properly – consider your needs for the role, and the cultural fit within the organization. The more care you take in hiring, the more likely you will find a good employee.
Onboarding: Most small businesses don’t have a formal ‘onboarding’ process, and it’s a crucial step that is often overlooked. This is an introduction to your company culture, environment, and fellow staff. Taking the time to onboard a new employee will help set them up for success. Be specific about how they fit in with the organization and any performance metrics related to their role. As with any other important relationship, put in the effort to make them feel welcome. Introduce them to others. Take them out for lunch.
Salaries: It can be challenging to get salary data to pay people properly. Often small businesses pay too much or too little, because they rely on information from their colleagues, or the employees themselves. Look for independent, external, market data (recruiters often publish annual salary guides) and pay attention to internal equity (how employees are paid vis a vis each other. Note that when an employee believes their pay is not competitive, their loyalty and performance will suffer. It is difficult to recover from this.
Bonuses: Small/new business owners may often give their employees generous bonuses at year end out of gratitude for a good year, believing it will engender loyalty and motivate team members. However, a ‘thank you’ type bonus that is not attached to a performance metric will not actually impact the business or the employee’s performance if they do not know how to earn that bonus next year. Also, it can give rise to a sense of entitlement. Employees are happy as long as they get the annual bonus and as long as it is at least as much as last year, but the negative impact of a bad year is devastating to morale and performance. Bonuses are best tied to specific, measurable achievements
Compliance: Some small business owners may think they don’t need formal policies or try to develop them on their own, but not having them – or not meeting appropriate standards – could end up costing you more in the end. While some legislation is designed for larger businesses much of it is applicable to small businesses as well. These include, for example, accessibility requirements, harassment and violence policies, health & safety training. Don’t assume your business is too small; no matter your size, you need to meet certain standards and requirements.
Creating good HR policies and practices for your small business need not be expensive or time consuming. But you might be surprised at how much they will pay off in terms of productivity and reduced turnover.
Janet Candido's article on transparency in compensation was featured on the international website, BeingBetterMatters.online.
Janet is a proud member of Being Better Matters, a group of passionate and innovation-oriented professionals, from different countries, with different backgrounds, working on a volunteer basis to build and manage a new platform to share opinions, analysis, thoughts, and ideas about “improvement”.
Originally published in the Globe and Mail
If you’re a Canadian business owner or leader, the implications of the Facebook-Cambridge Analytica data scandal revealed by whistle-blower Christopher Wylie go beyond technology and data breaches to promoting and ensuring ethical conduct.
Have you given much thought to what role whistle-blowers can play in any organization? Every company – regardless of industry and size – should include a whistle-blower policy in its company documents.
WHAT IS A WHISTLE-BLOWER POLICY?
A whistle-blower policy should guarantee the protection of an individual (employee, volunteer) who reports on an employer’s activities that are deemed to be illegal, unethical or dishonest. Its intent is to:
Prevent retaliation – any adverse employment action such as termination of employment, poor work assignments, shunning by co-workers and/or threats of physical harm.
Provide confidentiality – where possible. The identity of the whistle-blower is protected, but if the individual is required to testify or otherwise provide information in an investigation, their identity may be revealed.
These policies generally cover corruption and illegal, fraudulent or harmful activity that affects the public, or at least the company at large. But they don’t include personal situations between an individual and the organization such as workplace bullying or harassment, and individual disputes around compensation or mismanagement. These cases fall under provincial laws such as the Employment Standards Act (ESA), the Occupational Health and Safety Act or, in cases of environmental issues, the Environmental Protection Act. However, the ESA has very few teeth and prosecution is challenging. It can take years for cases to be heard and there’s very little enforcement of whether complainants actually get the awards.
WHY COMPANIES SHOULD CARE
In addition to protecting employees, internal whistle-blower policies are also necessary to protect the employer through early detection of wrongdoing. The statement “our employees are our most valuable asset” is often seen as meaningless, designed as a public-relations gesture more than a true statement of worth. For those organizations that are serious about their values and have taken the time to create their culture and business ethics, it’s the logical next step. It shows that you’re so serious about ensuring that everyone is behaving in accordance with those values that you are providing a mechanism for employees to report something that contravenes them.
When employees believe they will be supported, they are more likely to report their concerns internally. When employees fear losing their job or feel that nothing will be done anyway if they speak to their employer, they might be more likely to go to social media instead.
Implementing a whistle-blower policy is also just good business. A values match is a key factor in whether organizations can attract and retain employees. Younger people, especially, have different priorities than previous generations and it has been widely reported that millennials are more concerned about corporate social responsibility and ethical business standards. Who they work for and what that company stands for is important, and they are quick to leave an employer whose values do not match their own. A whistle-blower policy serves to engender trust not only among potential applicants, but a business’s consumers and clients as well.
PUTTING POLICY IN ACTION
It’s important to remember that the work environment is not what the leadership says it is, it is what leadership does and how it behaves. It can be hard for a company to demonstrate a commitment to its policy unless something happens, but it can be reinforced by following some best practices.
Create a procedure: Don’t just write a bare minimum policy that says you support whistle-blowers. Define an actual procedure, set out clear steps and update the policy regularly.
Identify a point person: Provide employees with the name/position of the individual to whom they can report their concern. If the complaint is about the executive/leader, offer an alternative contact (usually the head of human resources or the chair of the board’s human-resources/compensation committee).
Communicate it: Talk about your policy and reinforce the company’s values in communications to employees, encouraging them to bring their concerns forward.
What’s required is a culture change, something that’s now seemingly being led by Mr. Wylie’s millennial generation, to mobilize both companies and government to meet international standards and truly protect their most valuable asset.
