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Executive Onboarding During the Pandemic: Both Pitfall and Opportunity

January 13, 2021/Hiring and Retention, Leadership, Remote Work /by Bob Ryan

Talent managers, human resources practitioners, and executive coaches continue to perfect work-from-home and make it the new norm. As they do, they find a hidden pitfall in their work becoming more evident each day. We’re talking about executive onboarding – specifically, for those new team members C-Suite and just below.

So how, in a remote world of work, does the new team member get to know their new colleagues?

Let’s say you just started that new position in the (now virtual) executive suite. You are looking to become part of the team quickly. Chances are you have already thought about how you are going to talk to your direct reports. You have a sense of how to communicate and collaborate, of course. To help matters, your new boss and you have already figured out how you will interact. As some of our clients initially thought, there is a general sense of feeling good about their new situation. And yet, the piece that is missing is an important one.

The fact is we miss the opportunity to connect in person – especially as the new addition. And we haven’t yet learned how to get to know our peers in the organization while working remotely.

Executive Onboarding: A Challenge Even in “Normal” Times

As is the case when working in-person at an office, remote teams and group leaders tend to become siloed. After all, when working alone, it is easy to become narrowly focused on our own departments. Although a natural occurrence, this makes it difficult for the new chief marketing officer, for example, to know much about what the chief financial officer is doing.

Scheduling video calls with equals is not typically on executives’ wavelengths. But in today’s world of work, it should be – it must be. Because when the left-hand does not know what the right hand is doing, problems result. Company efficiencies and productivity suffer. As we coach our clients: You are not just joining the team you will run, you are joining your boss’ team. Neglecting to invest in the development of relationships with team members and leaders at your level, in your situation, creates a leadership dysfunction that is not good for the company – any company.

Developing Relationships in a Virtual World

The key to a successful onboarding process and the development of one-on-one relationships is active listening. In the new work-from-home landscape – where the watercooler conversation, spur of the moment “let’s grab a coffee,” and unannounced pop-in are absent – how does one develop those relationships? Where are the opportunities for active listening? It is not through only one’s direct reports, nor is it solely from your boss – a key source of learning comes from peers.

Your peers will likely have various levels of experience and institutional knowledge about the company. That experience and well-earned knowledge will likely become essential resources for your own team’s success at some point. After all, the Chief Procurement Officer will likely need to rely upon the Chief Supply Chain Officer, and vice-versa, to succeed. Not only will they know the business, but they will also know your people. And developing those relationships, over time, is an integral part of being a good executive.

So how does a new executive team member develop those relationships while working from home? Here are three suggestions:

Develop a Comprehensive Communication Plan

Along with your hiring manager, develop a detailed onboarding plan that ensures you will communicate with all stakeholders. This is especially important for connecting with new peers, an oft-forgotten cohort. It is natural to devise a plan to configure best practices for your new boss and those reporting to you. But developing those relationships with your equals is critical to your success because these people will help you navigate the workplace culture from your same vantage point.

Plan for Spontaneous Connection

Leaders at every level must find a substitute for the unplanned office drop-in to say hello. Those interactions are typically low-stress and ultimately derive high returns when it comes to relationship-building. For WFH, we suggest keeping a pad near your computer to write down a reminder of what you might say when you virtually drop in. That means preparing what you want to say in that short text and quick call—no need to schedule a videoconference to relay that “job well done” encouragement.

Schedule Virtual Happy Hours

Carve out some valuable end-of-the-day time for an after-hours virtual coffee or cocktail with your new team and with your peers. New leaders should accomplish this task through one-on-one meetings or in small groups. Be sure to develop these relationships in a more casual setting because everyone a more relaxed environment will encourage team building and team bonding.

Connecting with one’s peers within the organization should happen regularly for established leadership teams, regardless of work circumstances. When it comes to onboarding in a remote work situation, we encourage our clients to intentionally reach out to their new colleagues via video call or telephone call. Not to accommodate formal meetings, but just to say hello. This aspect of virtual executive onboarding will also help understand the company culture and, just as importantly, what you can anticipate others will expect of you.

How Will You Improve Executive Onboarding?

Deliberately making that introduction, sharing enough personal information to form a bond, and offering your help to new colleagues will surprise some new coworkers and fellow leaders.

Those actions will also make an excellent first impression and go a long way toward easing the transition into that new position—all while working from home.

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Our Now Normal: Why is There No Culture Button in Microsoft Teams?

January 11, 2021/Company Culture, Pandemic and Post-Pandemic /by Martin Lindstrom

In our now normal, company culture seems to have taken a back seat to… well, everything else. So how do we retain our best talent?

Statistics tell us that 2020 was “the year of productivity.” As the world of business moved all its staff into their bedrooms, efficiency levels skyrocketed. Gone were those unproductive hours in the air, on the road, in the canteen, and at conferences. They were replaced by an endless stream of back-to-back Zoom meetings, with hardly a minute left for a toilet break or a single creative thought. Instead, we belong to the next Outlook notification: “Reminder: Microsoft Teams meeting: 15 minutes.”

But I’d suggest that while quantifiable productivity rose in 2020, company culture went into free fall. Not an especially big deal, one might argue, as business owners found themselves caught in limbo between panic and delight. While bent over backward, they watched the bottom line swell while transportation and real estate costs plummeted.

Ironically, this new reality might spell the end of the very concept of the corporation. At the very least, it raises a truly fundamental question. One that millions of employees are secretly asking themselves behind closed doors…

Why bother working for a corporation?

Our Now Normal

Here’s the issue. As employees dropped like flies, cut loose throughout the COVID-19 pandemic, the fata morgana of a “permanent job” showed its true colors: a nice idea, but with very little solid underpinning. Instead, employers rewarded employees with an unexpected bonus, a pipeline of bureaucracy channeled straight into their bedrooms. Forget about the separation of private life and work life in our now normal. Many families found themselves with multiple family members juggling multiple conference calls while simultaneously handling the baby and the toddler, the dog, the cooking, the cleaning. And in return? They heard that their salaries might be reduced, since their remote work took place in a low cost-of-living area.

Friday afternoon happy hours were a thing of the past, along with birthday songs, late afternoon hangouts, company parties, and townhalls. In their place, you guessed it: another Zoom meeting.

Some have realized that maybe it’s time to rethink the workplace. Or at least how they fulfilled their role in the workplace. Perhaps it’s time to go freelance. Not a big difference when you think about it. No concerns about distance, or the fear of receiving notice, or the monotonous workday. For many of the most highly skilled people, it won’t take very much convincing.

What is Next?

In the aftermath of COVID-19, with countries like China, Korea, Taiwan, and Australia finally seeing the light at the end of the tunnel, there’s been a dramatic surge in such search terms as “personal branding.”

Here’s the situation. Many employees are coming to the conclusion that a future working for one employer simply does not make sense. Instead, now they’re building their personal brand, making contacts, attracting business, and offering their services to the world at large.

I’d argue that we’re reaching the tipping point, at which the very idea of working for a corporation no longer makes sense. Why bother fighting a never-ending stream of politics, bureaucracy, red tape, rules, and regulations when you can keep a nice arm’s length from all of them? How does a good night’s sleep sound, without the constant worry of losing your job?

In sales, they say it costs ten times more to acquire a new customer than to retain an existing one. It’s at least that much in the case of employees, but most companies seem to have forgotten that fact.

Investing in Culture

Which brings me back to the beginning, when I observed that Microsoft didn’t pre-install a “culture button” in Teams: As a leader, that’s your role – not Microsoft’s (or Zoom’s, or Google’s). It’s your job to start focusing on your organization’s culture. That money saved in rent and travel costs? That money doesn’t belong to the bottom line. The truth is, it belongs to a bleeding culture in crisis.

Now is the time to reinvent what culture means. As managers and leaders, we need to be aware that many of our employees ask themselves, “Why should I, as an employee, stick with a company when the only connection I have is through the internet?”

As managers and leaders navigating our now normal, we need to ask ourselves: How can we reinvent the sort of culture that leads our best people to decide to stay with us?

To learn more about Martin’s new book, please visit MartinLindstrom.com/Ministry-of-CommonSense.

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HR Challenges: How to Connect, Recognize and Support Employees

January 5, 2021/Company Culture, Employee Experience, HR Strategy, Remote Work /by Robert Hicks

We’re all ready to say goodbye to 2020 and hello to 2021. But even though a new calendar year has started, some of our HR challenges are likely to stay with us into the new year. Those challenges include how to best support employees not just in 2021 but in the years ahead.

The reality is that employees are tired and stressed; many are on the verge of employee burnout. HR and People professionals are feeling it too. In a recent survey of 751 HR leaders, 71% agree that 2020 has been the most stressful year of their careers.

Even as we move forward and look toward a better 2021, one of the biggest HR challenges remains: How can organizations best connect, recognize, and support their people as they lead them through this ever-changing, unpredictable environment?

A Focus on Digital Transformation

The data from the survey mentioned above shows just how important this question is to most organizations. Specifically, professionals elaborated on the biggest HR challenges ahead:

When HR leaders have the tools they need at their fingertips, they have more time to focus on strategic initiatives; they spend less time dealing with administrative burdens. With a customized employee engagement platform, HR leaders can do more with less and make a more significant impact company-wide.

This is a win-win for their people, too. After all, these platforms provide a centralized place for employees to find vital company updates and help them stay connected to their colleagues. And they ensure stability in their sometimes unstable environments.

Making the shift to digital and modernizing your toolkit will set your business up for success in 2021. In a short time, digital solutions will leave you better equipped to face whatever challenges may come next.

Fostering Deeper Connections

Unsurprisingly, as many move into the tenth month of temporary remote work, people feel less connected. During these uncertain times and long periods of isolation, reinforcing your company’s mission, purpose, and values are even more critical.

With a dedicated employee communications tool, you can foster a sense of belonging and unity by sharing updates from various teams or leaders that your people need to hear from. For example, here at Reward Gateway, our CEO Doug Butler posts a weekly blog called “Mission Mondays.” Our people can comment on and react to that post, which helps build connections, boost visibility, and create a sense of community.

These updates are available on any device, at any time. That way, people can read them on their own schedules, whether that’s before their morning coffee, during a work break, or after the kids go to bed.

Keeping Workplace Culture Alive

Boosting morale for remote workers has always been important. And it’s no surprise leaders and co-workers must show appreciation for the hard work of employees. This is especially true now as employees may not be getting in-person contact with their colleagues or manager. Digital tools are also helping organizations improve workplace culture and reward and recognition programs across dispersed team members and support employees.

With an employee reward and recognition platform, HR leaders can spotlight all the excellent work happening across the company – even when others don’t get to see it every day. As shown below, available real-time analytics help HR teams know which departments are sending the most recognition. They also know which ones could use some extra appreciation, which helps boost collaboration and creates a culture of gratitude – even while working remotely.

The need to combat employee burnout and stress isn’t going away overnight. In 2021 and beyond, we’ll need to find better ways to connect dispersed employees. An improved reward and recognition program isn’t going to happen organically. But with the right tools, leaders can better face the HR challenges ahead. Specifically, they can connect, recognize, and support their people to set their organizations up for success in 2021.

To learn more about how Reward Gateway can help you future-proof your organization, get in touch today.

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A Quick Look Back: TalentCulture’s Top 5 Posts of 2020

December 29, 2020/Employee Well-Being, Healthcare and Benefits, HR Strategy, Pandemic and Post-Pandemic, Remote Work /by TalentCulture Team

It’s that time of year again. Time to look back on TalentCulture’s Top 5 posts of 2020!

Not surprisingly, many of our most-read posts of 2020 were influenced by the pandemic that dominated the world of work. Also not surprising: Our community came through with insightful, actionable posts just as relevant today as the day they were published.

Take a look (or a second look) at each of these posts. Then put this solid advice to work at your organization!

5) Job Descriptions: How to Eliminate the Hidden Bias Within

We start this countdown with recruiting insights from Cyndy Trivella – Managing Partner here at TalentCulture. Cyndy took a bold look at how the typical job description adds bias to the corporate hiring process. As Cyndy so eloquently says, “Job descriptions are indicative of systemic injustice that impacts the lives and careers of women, the disabled, people of color, members of the LGBTQ+ community, and specific religions or nationalities.” Read Cyndy’s post, and learn how your company can better meet your diversity goals by changing how you write job descriptions.

4) How to Establish a COVID-19 Safety Policy

The fourth most-read post of 2020 provides powerful insight into COVID-19 safety policies. And not just how to establish those policies, but how to use them to build trust among employees. Courtney Mudd, Director of Human Resources at Influence and Co., doesn’t stop there, though. She goes to great lengths to show us how full transparency is the key to creating supportive, safe work environments for employees.

3) After COVID-19: Improving Your Employee Wellness Program

In the third most popular post of last year, Antonio Barraza of Innovative Employee Solutions looked into the future to give us some much-needed insight into improving our post-pandemic employee wellness programs. From the accessibility of fitness classes to flexible office hours, Antonio covered many of today’s hot topics. More importantly, he suggests many improvements to wellness programs many companies should consider now.

2) Five Industries Poised to Thrive Post-Pandemic

In our second-most-read post of 2020, Daglar Cizmeci – CEO at Red Carpet Capital Limited – offered a close look at the five industries that were sure to thrive once the pandemic was over. The post originally appeared during the first major spike of the COVID-19 crisis. Today, we see several of these industries already doing well, including healthcare, collaboration technology, and organizations focused on remote learning.

1) Remote Work During Coronavirus: Leadership Matters

And in the top post of 2020, our own Meghan M. Biro – Founder of TalentCulture – contributed this inspiring post on the impact of leadership during the Coronavirus crisis. Her words could not have been more prophetic: “…if you approach remote leadership with a real commitment to staying human and staying present, this is just the beginning. And when this is all over, and it will be, your whole organization will be in a far better position to meet the future of work head-on.” Yes, leadership – today more than ever before – matters.

2020’s Top 5 Posts

These top 5 posts of 2020, and so many more on TalentCulture, are social proof that not all of 2020 was bad. As always, we’re incredibly grateful to our community members for sharing the insights that helped us get through a challenging year. And, of course, we must thank you, the readers, for once again making TalentCulture a go-to resource in the world of work!

Here’s to making 2021 the best year ever, together.

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The Remote Era: 6 Ways to Cultivate a Strong Company Culture

December 22, 2020/Company Culture, Remote Work /by Sean Hoff

In the remote era, where face-to-face meetings aren’t routinely possible, how do you cultivate a strong company culture?

Before the global health crisis hit, our experiential travel company, Moniker, planned creative corporate retreats, off-sites, and incentive trips for clients worldwide. Think ‘Amazing Race’ using tuk-tuks in Thailand or sailing on the Amalfi Coast. Or maybe hosting a game of ‘Survivor’ on the beaches of a Caribbean resort. Things changed rather quickly when global travel restrictions started piling up back in April. Soon, all (literally, all) of our clients began to cancel one-by-one until what initially looked like a banner year of sales and growth for our company became one chilling glare at a giant zero for the rest of 2020.

The Eureka Moment: Company Culture

As the old saying goes…

“Out of crisis comes clarity.”

As the situation unfolded, we realized what we were to our clients beforehand wasn’t a travel company. Instead, we were a one-stop-shop for them to outsource culture-building experience(s). We were co-architects of their company culture. As companies moved into a remote-work setup, engagement became more of a challenge. So, clients would lean on us to boost morale. We would help them maintain strong engagement and keep their teamwork and company culture strong in a remote world.

We decided to create a limited series of nine virtual concepts over six months, from scratch. With no prior experience, no existing product, and quite frankly no idea of how to do it, we crossed over the $100,000 sales milestone in a short span of three months. Now, after seven months, we have just crossed the $1 million mark. Along the way, we’ve learned several things both large and small companies can do to engage employees, jump-start team (re)building, and cultivate strong team cultures in the new remote-work era:

1) Shared Team Experiences

It could be as simple as introducing a company-wide, at-home fitness challenge. Perhaps rewarding employees or teams when they meet critical deadlines or hit work milestones works in your company. Or maybe facilitating a bi-weekly virtual ‘Coffee Chat’ so the group can discuss a book or movie everyone has watched. An optional after-hours ‘Cooking Club,’ where people can learn new recipes and techniques from colleagues with different culinary backgrounds, was quite well-received.

Whatever you choose, finding new ways to get people participating in something outside of work helps foster a strong sense of camaraderie. Don’t be afraid to get partners and children involved either. After all, involving employees’ families creates a more personal connection to their colleagues and positively impacts team morale.

2) WFH Swag

Gone are the days of getting dressed up for work or attending meetings with company-branded stationery. The reality is that most of us in the work-from-home setup have embraced a much more casual approach to work attire and have carved out a little niche in our homes as our new office space. We’ve also gotten wise to “below-the-screen” (vs. “on-camera”) wardrobe, where comfort is king.

Consider getting everyone some premium-quality, company-branded jogger sweatpants, Or maybe comfy indoor shoes, or a ‘go-to’ work top for team meetings and client-facing calls (a black crewneck sweater with your logo works well). Not only is this swag practical, but you’re also taking some of the thought out of what to wear to “work” each morning.

3) Non-Traditional Rewards

Just as appreciated as physical items and gifts, non-tangible rewards are another great way to let employees know they are valued. Acknowledge hard work or major milestone achievements with a day off for everyone. Or give teams some flexibility with the option of starting later one day or shutting down the laptop early on Fridays around the upcoming holiday season.

It’s also important to acknowledge that working from home comes with its own set of challenges. The reality is, even after several months of experience, some remote workers struggle to separate their work lives from their personal lives. Show you understand this problem by encouraging them to take a vacation (even if it is just a staycation). Then respect that time by leaving them alone during their PTO.

4) Ask for More Frequent Feedback and Encourage Input

For companies used to providing employee feedback in person, change your approach by engaging employees more frequently. Also, adapt the conversation to a remote-first situation.

Consider introducing quarterly or even monthly “Pulse Checks,” asking about their opinions on work performance or the business and asking for insight into their mental, financial, and physical wellness. Please encourage them to share their thoughts on how they are adapting to the new setup. Ask if there is anything that would help improve their situation (a second screen perhaps?). Finally, solicit ideas on how to improve morale. Most importantly, be upfront and sincere about your willingness to incorporate their input into implementing changes going forward.

5) Virtual Team-Building Activities

In addition to the shared experiences mentioned above, consider hosting monthly or bi-weekly virtual team-building events. During these events, be sure to mix up teams of employees who don’t often work together. Also, introduce a few games to lighten the mood and break up the cycle of daily work.

There are thousands of options out there – a simple Google search will turn up everything from pub quizzes to escape rooms. At-home scavenger hunts and improv comedy classes are popular. Are you feeling more adventurous? NASA-inspired lunar disaster scenarios and virtual murder mysteries can bring teams closer together, even when far apart.

6) Show Appreciation

Unfortunately, we underappreciate the simple gesture of a personal thank-you — a powerful motivator and culture-building tool. According to a Glassdoor survey on workplace retention, 81% of employees work harder when their boss shows appreciation for their work. That is a staggering number for what can be as easy as a personal note of sincere thanks or shout-outs during a team meeting.

Sure, mass messages are an effective means of communicating. But they don’t necessarily come off as thoughtful when used to show appreciation. Instead, opt for a personal phone call or draft individualized messages in Slack or e-mail. In the process, show you’re paying attention by point out the specific contributions made by the employee. This gesture often leads to significantly higher productivity and engagement down the road.

As we adapt to the remote-work era, these are several ways companies can show appreciation and boost morale. For more ideas on building strong cultures in a virtual world, check out Moniker’s blog here.

Photo by Milkos

4 Effective Ways to Execute 2021 Employee Training

December 9, 2020/Company Culture, HR Strategy /by Sofia Hernandez

There is no doubt employee training boosts motivation and reduces turnover. But did you know that training also provides employees greater direction, purpose, and peace of mind?

According to a recent report, 94 percent of employees say they would stay with a company longer if their employer invested in their learning. The report also found that heavy learners are 47 percent more likely to find purpose in their job. They’re more likely to know the direction of their career. And they’re 47 percent less likely to feel stressed at work.

Ongoing employee education should be a top priority for every organization. Unfortunately, the abrupt shift to remote work sparked by the pandemic forced many companies to push training to the back burner. As companies reexamine their 2021 budgets, many HR and training professionals seek smarter ways to invest in and execute employee training in 2021.

Here are four tips for getting the very best training for your employees — even if you have a smaller budget:

1. Ask Managers and Employees to Help Identify Gaps in Knowledge

According to a recent McKinsey memo, CFOs budgeting for 2021 should be looking to unlock more profound value from every investment. That includes employee training. Of course, for some companies, maintaining certifications will require training. In other cases, you may be completely clueless about the gaps in employees’ knowledge.

To ensure you’re investing wisely, talk to department managers and employees about what type of training would be most beneficial. Their knowledge and support will be helpful if you have to make a case for the investment. Plus, employees are likely to get more out of training they’ve already identified as needed.

2. Invest in Private Group Training

The pandemic may have disrupted your training in 2020, but that doesn’t mean 2021 should be a lost year. You can set up private group training either on-site or virtually, depending on current COVID-19 restrictions and your organization’s comfort level. Private group training gives you ultimate flexibility on scheduling, and the instructors come to you.

Private group training is an excellent investment, in part because you can tailor training to your company and employees’ needs. For example, IT training solution provider IBEX offers a customized curriculum to ensure the training aligns with your organization’s goals. They also incorporate your internal processes and terminology into the curriculum. Plus, educating an entire team or department is more cost-effective than training individuals.

3. Set-up Video “Lunch and Learns”

Executing employee training isn’t just about giving your team the technical skills they need to level up. It’s also about igniting their curiosity and creating a culture of growth. Of course, this idea gets a little nebulous when your team is remote. After all, where does that spirit of inquiry live when your employees are working from home?

One way to keep this growth mindset during a lockdown? Coordinate virtual “lunch and learns.” You’ve probably heard of TED Talks, but now you can get customized video recommendations based on your interests with TED Recommends. Pick a new video every week, and then discuss it as a team via Zoom. Not only will this help spark curiosity and innovation, but it will also give your team some much-needed social interaction.

4. Book Virtual Conferences Early

As COVID-19 cases surged, many organizers canceled major 2020 conferences. It’s unclear if big festivals such as South by Southwest will have physical events in 2021, but many are planning online events. While digital experiences don’t bring all the excitement of in-person events, there are certain advantages to booking online conferences.

First, many conferences are making their panels and keynotes available on-demand. This approach allows for greater flexibility and means your team can be sure not to miss the most relevant sessions. Second, these virtual events enable HR and training professionals to score tickets for a fraction of the typical cost. Tickets to SXSW usually cost upwards of $1,700, for example. But early-bird tickets for the virtual event are going for just $149. Plus, your company won’t have to foot the bill for plane tickets and hotel rooms.

Now more than ever, the future is uncertain; no one has any idea how 2021 will look.

The one thing we do know? Ongoing employee education provides enrichment that boosts job satisfaction and morale. Training is also an investment in your human capital that pays dividends for years. So as you look ahead to 2021, pay extra attention to how you will execute employee training for your company.

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Reality Check: 5 Business Myths Completely Busted by 2020

December 7, 2020/Company Culture, HR Strategy /by Vikas Dua

The year 2020 has been a watershed year. Or, as I would prefer to say (if allowed to coin a new term) – a ‘tearshed’ year. The breakout of the COVID-19 pandemic has impacted economies, businesses, and individuals at an unprecedented level. This crazy year has also completely busted many long-standing business myths.

Research conducted by the Centre for Risk Studies at the University of Cambridge took a look at the impact of the coronavirus on the global economy. The consensus projection: A loss of $26.8 trillion, or 5.3%, of global GDP in the coming five years. To make this data point more relatable, however, one needs to review it from the perspective of jobs. And this is where the numbers hit home harder. According to an ILO (International Labour Organisation) study, about 1.6 billion workers in the informal economy (nearly half of the global workforce) risk having their livelihoods destroyed. Even for the sharpest minds amongst us, to fathom the humanitarian implications of such displacement would be challenging.

Then, it is no surprise that leaders – ranging from Heads of State to religious figureheads to business leaders – have scrambled. They’ve called on all their intellectual, technological, and financial resources to rewire how we operate. What has emerged during this radical transformation? Some of society’s well-ingrained business myths have been turned on their head. Not surprisingly, given that our business and personal lives are so intertwined, these changes are being experienced across both work and life dimensions.

So, which business myths have we busted this past year?

Business Myth No. 1: The Bottomline Rules

The pressure that comes with the quarterly results cycle has kept CXOs on edge for far too long, forcing them to watch every dollar. While social causes have been the focus of many CSR (Corporate Social Responsibility) programs over the years, the pandemic encouraged many to truly understand that in the interest of long-term sustainability, adding value to their entire eco-system was the raison d’être.

In a heartwarming move, the United States was ground zero for the ‘Together Without Hunger‘ initiative by the bakery-café fast-casual restaurant chain, Panera Bread. In association with Feeding America, the goal is to feed half a million children and families during the US lockdown. Like many others, this organization stepped up to support the community, showing that capitalism has a heart, and not all business myths have a home in today’s corporate world.

Business Myth No. 2: Scale is King

Ever since humanity started congregating around communities and building the structure of modern-day nation-states, we have grown to believe that there is safety in numbers. The explosion of social networks with the ‘follower count’ metric fuelling the growth has further solidified this belief, at least, until now.

With the exponential spread of the coronavirus, we’ve learned that social distancing and limiting contact with others can save lives. Cocooned in their own homes, with additional time available to themselves, many have realized that it is not quantity but the quality of our relationships that is paramount. Similarly, we’re redesigning our workplaces to ensure the right balance of physical and virtual contact. Worldwide, organizations emphasize that our safety lies in our ability to be agile, not our ability to scale.

Business Myth No. 3: Size Does Matter

Maybe fifty square centimeters of cloth has become a critical weapon. A small mask now protects millions of people worldwide. Leading healthcare bodies, including the WHO (World Health Organization) – whose guidelines unequivocally mention that “Masks should be used as part of a comprehensive strategy of measures to suppress transmission and save lives” – strongly advise wearing a mask.

Now as ubiquitous as the mobile phone, the mask has become an extension of our beings. (Not to mention a new addition to our daily wardrobe.) Until we welcome a vaccine, a small mask has emerged as our biggest and best defense tool. In effect, the mask has proven that size doesn’t matter. It is what role one plays that does.

Business Myth No. 4: The World is Flat

Through his 2005 bestseller book, The World Is Flat: A Brief History of the Twenty-first Century, Pulitzer prize-winning American political commentator and author Thomas Friedman introduces us to the concept of the “flat world.” In this world, boundaries had melted, and trade flowed (almost) freely.

Today, as the world reels under the pandemic’s ravaging impact, global supply chains have been hit hard. During the middle of India’s lockdown, Prime Minister Narendra Modi launched the ‘Atmanirbhar’ (‘Self-reliance’ in Hindi) campaign. The initiative includes built-in incentives for Indian industry to enhance local production and reduce dependency on imports. Given the calls for protectionism in countries as diverse as the United States, Japan, and many in the EU (European Union), it is clear the world is fast developing an undulating (and perhaps self-serving) character.

Business Myth No. 5: Remote Means Distanced

As the pandemic took hold, people isolated themselves as a precautionary measure. Many leveraged video-conferencing platforms to maintain contact with their elderly parents and their social circle. Similarly, workers transitioned into a ‘work-from-anywhere’ mode to keep the engines of the economy running. Soon, they began to increasingly rely on the same platforms to remain connected to their colleagues.

If anything, humankind has realized that remote connecting can help meet much of the objectives of in-person meetings. This realization has lead us to far-reaching benefits such as a reduced carbon footprint. Bill Gates, known for being a visionary apart from his philanthropy, has already predicted that in the post-COVID-19 era, 50% of business travel will disappear.

Yes, over the past year, the changing world has completely shattered these five myths. Of course, even more will come to light as we segue into 2021.

For people who have seen their entire world changed in the span of a few months, the implications are immense. However, the dexterity with which we have accepted change shows that – like battle-hardened soldiers – we will continue to push forward against all odds. No doubt there will be scars, but they will be symbols of a victorious campaign.

Frank McKenna

[#WorkTrends] Unmute Yourself! How Remote Workers Can Self-Advocate

November 20, 2020/Company Culture, Podcast, Podcast Recaps /by Meghan M. Biro

As an isolated team member, how do you sustain an effective communication chain, stay productive, and get what you need out of your employer? How do you unmute yourself?

For many, the coronavirus crisis has meant working conditions they could not have anticipated. Now, collaboration and face-to-face contact — once common practice — are non-existent. We can no longer lean over the cubicle to ask a quick question. An experienced co-worker, assistance from a trusted colleague, and feedback from a manager can be hard to find. Today, we go it alone, working from home.

Which means we must put ourselves in a position to get what we need from our employer. We need to find a way to be seen — and heard. For that to happen, we must first hone and then leverage finely tuned communication skills. Skills we may not have previously mastered.

I wonder: How many of us are genuinely comfortable advocating for ourselves?

Our Guest: Rachel Druckenmiller, Wellbeing Expert at UnmutedLife

Our guest on this week’s episode of WorkTrends is Rachel Druckenmiller, a wellbeing expert recognized as the No. 1 Health Promotion Professional in the U.S. and a national thought leader in the field of employee engagement. When I asked why more people aren’t speaking up and advocating for themselves during these trying times, we jumped right into this timely topic. Rachel’s answer was enlightening:

“We thought this was all going to be over by now. Then we thought, ‘Oh, we’ll have Easter. Then Thanksgiving.’ Now we’re realizing, ‘No, this is gonna be a long haul.’”

“So the important thing is to step back and recognize that we’ve been in chronic fight or flight mode — an acute response that puts us in a reactive part of our brain. And we stay there. Not just because of pandemic fatigue, but because of the climate crisis, political, social, and racial injustice, and work demands and homeschooling.” Rachel went on to add for people working from home, the timing couldn’t have been worse: “We lost our outlets and social connections. We lost a method of release.”

“We stopped speaking up.”

Combined with the prolonged trauma many of us are experiencing, this form of self-silencing, Rachel told us, can have a negative impact on each of us. “It ends up being a host for emotional, relational, mental health challenges like depression and loneliness, marital problems, eating disorders, low self-esteem, and more.”

Learning How to Unmute Yourself

Rachel used an interesting analogy to help us learn how to unmute ourselves…

“In the wild, a gazelle is getting chased by a tiger. The gazelle gets caught. So now, it will play dead. The gazelle will go limp; it will try to trick the tiger into thinking that they’re already dead. Often, the tiger will leave. The gazelle will get up and shake it off. And when they do, they release all that negative energy. They feel new again.”

Rachel went on to say: “Animals in the wild release energy, and humans don’t. We compound it. We have one stress, and we never resolve it. Then we take on another stress, and we never resolve that one. Eventually, the body has to do something with all that stress. We need the release. We need to speak up!”

I mentioned to Rachel that leaders also need to help with this release. They must step up in an emotionally intelligent way and intentionally interact with their people. Leaders must serve as, or provide, a form of release. Rachel agreed, “In times of crisis, what followers need most from leaders is trust, compassion, stability, and hope. To do that, they must ask for feedback, then act on what was said.”

Leaders as Release

Rachel went on to say the leaders who provide this form of release — that enable us to unmute — are highly valued. We rate them as the most likable, approachable, and trustworthy.

Our conversation only got better from there. We discussed practical methods of releasing unwanted energy, increasing self-awareness, and how to be your own advocate by taking action.

I thank Rachel Druckenmiller for joining me on the #WorkTrends podcast this week. I enjoyed every minute… and you will too. Listen in!

Find Rachel on LinkedIn.

Editor’s note: We’ve updated our FAQ page and also our #WorkTrends Podcast pages. Take a look!

Photo by Visually Us

5 Best Tactics for Optimizing Remote Team Collaboration

November 17, 2020/Company Culture, HR Strategy /by Pola Henderson

Many companies have been doing remote work for some time now. But most haven’t yet optimized remote team collaboration.

Many businesses will remember 2020 as the year that forced them to go remote. And the reality is: Some have adapted more quickly than others.

While many managers feared the switch, citing fears over lost productivity, others embraced remote team collaboration. They recognized the trend that had been boiling under the surface for quite some time. In fact, what 2020 did was accelerate the ongoing changes already happening in the workplace.

The Workplace is Changing (And Has Been For a While)

As we look towards the post-coronavirus environment, we are likely to see more businesses adopt new ways of working. Those new methods will leave them better-suited to foster remote team collaboration. Those methods include management models based on trust, transparency, and more autonomy; digitization of all work; next-generation online tools for team communication, and; work management (more about this below).

For a long time, many have associated remote work with startups and tech companies. Indeed, our company Digicoop has operated as remote-first since our humble beginnings in 2015. While we do not expect more traditionally-structured companies to adopt a fully remote model – a hybrid one is more likely – we believe that businesses of all sizes can benefit from a more flexible environment.

Tried-and-Tested Tactics for Remote Team Collaboration

Whether you work with fully remote teams or your current model is a mixture of home and office working, there are five remote team collaboration tactics worthy of emulation. At Kantree, we started implementing these long before the pandemic began; we hope they will come in handy for your organization going forward.

1. Embrace a New Management Mindset, Company-wide

The changing, more distributed workplace requires an environment where employees take control of their processes. In other words: More trust and less micromanagement. This transition starts with the buy-in of everyone in the organization.

Within our team, which operates as a worker cooperative, we derive our approach from co-op values: Team collaboration, shared responsibility, self-management, accountability, and flexibility in terms of when and where you work.

When you hire the right people and trust them with such a high level of autonomy, teams will feel more invested in their work. They will produce better outcomes, allowing businesses to take full advantage of their skills and stay competitive.

2. Improve Communication with Synchronous & Asynchronous Tools

Once everyone gets used to operating remotely, the next crucial step in digital transformation and improving remote team communication is providing the right mix of digital tools. Without them, teams will be stuck with clunky spreadsheets, post-it notes, email overload, and the real productivity killers: excessive meetings.

What is the right mix? First, asynchronous tools (e.g., email or discussion boards) where team communication doesn’t occur simultaneously. Second, synchronous tools for real-time communication (instant messengers like Slack or Mattermost and video tools such as Zoom, Google Meet, or MS Teams). Lastly, flexible project management and work collaboration platforms like Kantree. These platforms enable teams to keep a pulse on their work from anywhere and at any time.

3. Digitize Work; Make it Accessible from Anywhere

Online work management platforms perform many functions. For instance, these platforms serve as project HQ for the whole distributed team: Remote, in the office, and on the go.

Kantree, for example, can replace spreadsheets and to-do lists. The platform also helps reduce email clutter with built-in tagging and project assignee features. And Kantree provides an overview of the work at hand (displayed as a kanban board, spreadsheet, timeline, calendar, or interactive checklist). Just as important for some, platforms like Kantree allow sharing chosen information with ‘external’ people, such as clients or other departments, limiting the need for conference calls. Teams can start any project instantly with workflow templates, from sales to IT to HR.

It’s important to remember that to ensure successful remote team collaboration, all work needs to be digitized, and everyone needs to be on board. Providing clear guidelines and training sessions at all levels while fostering a learning-oriented culture will help avoid frustration and reverting to old methods.

4. Encourage Self-Management and Accountability

Self-management in the remote business setting means two things: First, you are trusted by management to do your job and do it well, and; second, you trust yourself to organize your work in such a way as to stay productive and motivated.

In a company culture that encourages self-management, the project is the driving force and becomes “the boss.” The idea is that relaxing control-based management models will lead to a more engaged and content workforce, positively affecting the company’s bottom line and further growth.

5. Last But Not Least: Focus More on Employee Well-Being

More people than ever now work remotely (43% in the United States alone). That means many are still going through a period of adjustment. For some, it’s not an easy switch. This is especially true if you don’t have a quiet home office or need to juggle working remotely with homeschooling children.

Therefore, managers and teams must be empathetic and communicate openly about remote work challenges. Encouraging flexible hours, physical exercise, good nutritional habits (including proper lunch and work breaks) can help maintain employee well-being. Of course, this also helps keep employees engaged and performing at their best.

It’s Time to Do Remote Right

Digital transformation and fostering successful remote team collaboration don’t happen overnight. And, for many organizations, it may prove to be a daunting and time-consuming task. But with the right management approach, long-term strategy, and digital tools, building an effective remote team more than possible and is quickly done.

This post is sponsored by Kantree.

Open Enrollment: A Flexible Guide to Healthcare Benefits for Freelancers

October 22, 2020/Career Development /by Misty Guinn

The global health crisis sparked by the pandemic has shown people, no matter their job status, need effective and reliable healthcare benefits. Employees often have an HR team to help them with healthcare education and to sort through their options. Freelancers, though, know the responsibility to remain informed – and then secure comprehensive coverage – lies entirely with them.

Indeed, during open enrollment freelancers are in a unique situation. True: When it comes to health benefits providers freelancers enjoy a greater amount of choice. However, there is less access to full coverage with comprehensive care and decision support tools. Throw in the changes in healthcare brought about by the pandemic, and it has never been more difficult to make strategic healthcare decisions.

When sick or hurt, we’re often advised not to give in to our worst impulses by Googling our symptoms and searching for medical advice. But when researching insurance coverage, that is where we tend to start. However, we need to modernize our thinking. Because, just as a Google isn’t the best way to obtain medical advice, not all of the best answers about healthcare come from internet searches.

Open Enrollment 101: Benefits Plan Customization for Freelancers

To help us begin to look at insurance coverage options differently, let’s use the choosing of a cable television plan as an example. In the recent past, we would purchase a basic cable subscription, then pay for additional add-ons and special channels. But today, the right combination of streaming subscriptions offers similar content and more on-demand convenience than basic cable service. Those streaming services also provide solid recommendations based upon our preferences and behaviors. For many subscribers, this customization ultimately means more options, better value and better service.

Freelancers can apply a similar line of thinking when securing healthcare benefits. Traditional plans, like a Preferred Provider Organization (PPO) or high-deductible health plans (HDHP), may not be the best option for freelancers. Instead, look for ways to tailor coverage through products and resources like a HealthSherpa and Transamerica. These highly regarded providers can help you create a benefits plan that best fits your needs – at the best price and at the highest possible level of service.

Building Your Benefits Plan

When building your benefits plan, start with the core components: medical, dental, and vision. Next, perform a self-assessment of specific health care needs. For example, consider any chronic conditions that might be considered pre-existing or medication prescriptions that require a comprehensive pharmacy benefit option. Your goal: Determine the factors driving your plan and where more coverage or voluntary benefits are needed.

Next, determine your budget (and appetite for financial risk) by asking yourself three questions:

How much coverage is my plan going to provide?
Within the plan as designed, how much must I pay in out-of-pocket expenses when receiving care?
What is the amount of your total monthly payments or premiums?

With the answers to these questions, you’ll know how much you’ll be paying – and for what combination of services.

Should You Add Voluntary or Supplementary Benefits?

What voluntary benefits should you take advantage of when personalizing benefits?

Typically, those are the supplemental insurance plans that provide a financial safety net. This is especially true in the event of a critical illness, accident, or hospital stay. Also, freelancers – just like everyone else – should look into enrolling in other lifestyle benefits such as personal protection plans. After all, as we continue to live online, it is important to protect yourself from the growing threat of fraud and identity theft.

On the positive side of supplemental benefits, consider joining those who have leveraged virtual wellness options. Also, with more and more people working from home, we’re likely to see an increase in off-the-shelf voluntary benefits that meet the unique needs of freelancers. Those plans include coverage of ongoing education, childcare options, and set-up of in-home office ergonomics.

Community and Freelancing: Find Your Emotional Support System

While most everyone is experiencing feelings of isolation and disconnection, freelancers – without an organization to call home base – might be feeling it just that much more.

To combat these feelings, consider getting involved in industry-focused communities. Today, there are thousands of options available online to connect. Social media groups and online communities often organize virtual coffee breaks and happy hours. During these events, they cover various topics and based on shared interests and hobbies. So, find like-minded solidarity that serves an important source of support throughout your career. Those groups also foster a a greater sense of wellbeing through emotional engagement.

Freelancers: Take Control of Your Open Enrollment

At a time when all aspects of our health, wealth, and wellbeing need protection, there are more resources and support available than you may have previously realized. And you don’t have to figure it all out on your own.

The realities of our new world of work will continue to impact our lives. But freelancers can meet those challenges head on by being strategic and thoughtful about their benefits plan designs. Ultimately, the key to success during this open enrollment period means careful evaluation and proactive planning for future life events – both expected and unexpected.

We will eventually move forward to a post-pandemic world.

Between now and then, set yourself – and your freelance business – up for success.

William Daigneault

5 Post-COVID Global Work Trends in HR and Hiring

October 21, 2020/Company Culture, HR Strategy /by Devin Partida

Working from home. Schooling from home. Social distancing. New workplace norms. New consumerism rules. Mask mandates. It’s difficult to identify one aspect of personal life or society left untouched by the novel coronavirus pandemic. Not surprisingly, the global workforce — including hiring after COVID-19 — will also look different for the foreseeable future. Here are five global work trends that will most affect human resources professionals.

1. Some Previously On-Site Employees Will Work Remotely Forever

Working from home was already a widely accepted option before COVID-19 happened, but some employers still decided not to offer the possibility. Once remote work became the safest arrangement for many companies during the pandemic, some decision-makers realized that people stay productive at home, and many get even more done.

Netflix, Microsoft, Shopify and Fujitsu are among the companies where people will be working remotely for the long term. Some businesses provide it as a permanent possibility. Gartner’s April 2020 survey found that 74% of leaders would move at least 5% of their workforces to a remote working model for good post-COVID-19.

2. Companies Will Invest More in Reskilling Employees

Even before the pandemic affected the world, advanced technologies like artificial intelligence (AI) necessitated that some employees learn new skills soon to stay competitive. Analysts say it’s even more vital now that employers double down on their educational efforts related to reskilling. If they do, they’ll be better prepared for the technological changes on the horizon, plus be more resilient during future significant disruptions.

This trend may slow, but not stop, hiring after COVID-19. Some reskilling efforts will teach workers new roles adjacent to their original ones. One example from a company operating in West Africa during the Ebola crisis was that truck drivers learned to operate excavators. However, reskilling also involves getting acquainted with digital activities. Doctors may need to become more comfortable with using tools to conduct remote visits, for instance.

3. Efforts to Hire International Workers May Need Longer Timelines

Companies that want to hire international workers have several options. One commonly selected choice due to convenience is to work with an employer of record. That entity handles all payroll, taxes and benefits necessities. That approach could mean a company could hire a top-choice candidate in a matter of days. However, hiring after COVID-19 could become more complex due to new rules and delays associated with aspects like visa processing.

For example, authorities in Ireland ruled that medical-related employment permits took precedence during the pandemic. They warned that applicants for all other types should expect delays — even if they previously submitted their documentation before the decision occurred. The United States disallowed people to arrive on certain permissions through at least the end of 2020. These changes mean employers must show more patience when hiring global workers.

4. Employers Will Stop Requiring Such Rigid Schedules

One of the most anticipated global work trends: Besides the additional flexibility that comes with working remotely instead of on-site, employees can likely expect more opportunities to participate in four-day workweeks. New Zealand Prime Minister Jacinda Ardern recently joined people backing shorter workweeks for numerous reasons. She believes the switch would promote domestic tourism in her country.

Others supporting the idea point out that it would help people have a better work-life balance. When Microsoft workers in Japan participated in a four-day workweek trial, their productivity increased by 40%, and employees earned the same amount. COVID-19 has made managers think about work differently. That means many will feel more open to the idea of breaking schedule norms.

5. Creative Motivation of Remote Employees

Helping remote employees feel like part of the team and upbeat despite possibly working in total solitude meant employers had to show appreciation differently. While an on-site worker might have their promotion celebrated with a cake in the break room, remote employees might receive something in the mail and relish in their achievement alone. Showing gratitude now requires more creativity due to so many people working from home.

One company had a virtual wine and cheese tasting where participants had supplies sent to their homes. Another tried a summer-picnic-in-a-box concept after canceling its annual in-person event due to COVID-19. All employees received mailed goodies, including a blanket, water bottle, snacks and sunscreen. This trend could have long-lasting effects, especially as managers realize they can give appreciation in more ways than they previously thought.

Global Work Trends: Post COVID-19 Will Be Different

Our ongoing global health threat has forced us all to become more agile; more open to doing things differently while abiding by new norms to stay safe. And these five global work trends show how the novel coronavirus may have forever reshaped how companies hire employees. They also demonstrate how we’ll need to create appealing work arrangements for those we hire.

Perhaps there is, however, and upside. After all, moving forward it is highly likely people worldwide will enjoy improved, less restrictive workplace opportunities. If so, those outcomes would arguably be some of the few positives associated with the pandemic.

Jon Tyson

4 Proven Tips to Improve Performance of Your Remote Team

October 19, 2020/Company Culture, HR Strategy /by Rahul Varshneya

Remote work, and working within a remote team, is now a part of the new normal—but not everyone was prepared to make that transition. This change happened suddenly, forcing employees and managers alike to plot a route across this new, and sometimes uncomfortable, reality. At the same time, we had to learn how to balance personal concerns—ranging from poor bandwidth to home-schooling while working—while dealing with anxieties about a global health emergency.

According to a 2020 research study published by the Society for Human Resource Management (SHRM), close to 71% of organizations are struggling to adapt to remote work. Communication and productivity were reported to be the areas of greatest concern. In addition, 65% of the respondents cited maintaining employee morale as a top challenge.

Without intentional efforts to create innovative solutions from both employees and management, remote work—especially during these tense, uncertain times—can leave staff feeling isolated, distracted, unmotivated and stressed.

Here are four proven productivity tips businesses can leverage to improve the overall performance and morale of their remote team:

1) Leverage Technological Solutions

With entire teams working remotely, technologies must be a consideration. In a recent survey conducted by FlexJobs, 54% of HR leaders indicated that poor technology and/or infrastructure is the biggest barrier to effective remote working in their organization.

Web-based applications such as Trello can provide you with a brief overview of the tasks assigned to your team at a single glance. Other important features such as client contacts and reminders are automatically organized and embedded so your remote workers always know what’s going on and what they should be doing next. Since every member on your team has access to everything happening on the work front in Trello, they are better coordinated, which leads to increased productivity.

Another technological solution that can help your company in more ways than one while working remotely is transcription. This is especially true if your business utilizes huge troves of data on a regular basis.

Audio-to-text transcription can help you convert unstructured data into a structured format, which can help you better manage your resources. By converting your virtual meetings and client calls to written text, you can make more informed decisions and better comprehend their requirements. This can also significantly reduce stress among your employees.

Other technological solutions that can help businesses boost employee productivity include: time tracking and to-do tools such as DeskTime and Nozbe and storage platforms such as Dropbox.

2) Promote Flexibility within the Organization

Under current circumstances, rather than taking a rigid stance, your company’s policies need to be more flexible in manner. Try leaning toward a flexible work environment and trusting your employees as opposed to constantly monitoring and measuring results.

Also, make sure the selected approaches and tools align well with your employees’ strengths. It also helps toreate efficient workflows where humans and technology can work hand-in-hand to deliver desired results. For example, Slack can serve as home for the virtual water-cooler conversations that no longer happen within the office.

Some company cultures, of course, value structure in equal doses with flexibility. So to provide security through structure, schedule regular team meetings. For example, consider a low-key, non-intrusive Zoom meeting on the same day and time every week. Not only will this keep your employees from feeling isolated and unproductive, it will likely encourage the building of trust and a sense of community.

3) Positively Over-Communicate with Your Remote Team

Communication, as many leaders have already discovered, is one of the most critical aspects of remote work. Managers need to over-communicate to make sure their remote teams have all the information they’re possibly going to need to be effective at their jobs. The more positive communication received, the less likely the employee is to feel disconnected.

Each communication should be relevant, frequent, and consistent. Whenever possible, it should be tailored to the needs of each employee. Since everyone’s candor radar is on high alert right now, communication must be sincere and transparent.

Also, consider sharing success stories of other teams, and perhaps other companies, that find themselves in the same situation as your team. After all, crises do furnish opportunities for businesses to recognize unique stories of organizational resilience. And they give us a chance to look at how others have overcome challenges.

Finally, give people a voice. Move from asking your remote employees “Are you safe and well?’ to “How are you connecting?” “How are you working?” “How are we responding?” Don’t just ask, listen. Then make sure the feedback loop is complete by reporting back what you’ve learned. The more you enable them to express what they are experiencing, the more productive they’ll be.

4) Encourage Employee Engagement

You want to keep your remote employees engaged. You also want to prevent them from feeling disconnected. And you need to strengthen your team by investing in low-pressure activities to promote camaraderie and friendly competition amongst them. Encourage them to tell dad jokes. Or share pictures of children or pets. The more team members know about how others on their team live, the more empathy they’ll gain. And more empathy means more engagement.

Also, consider tech solutions to help with engagement. QuizBreaker, for example, is a super fun way to keep a remote team engaged and connected. Players answer icebreaker questions and then have to guess each other’s answers in automatically generated quizzes. Admins can set up the quizzes to go out via email at set times during the week. The end result: a non-intrusive way to get people talking about something other than work.

In addition, leaderboards keep your team members aligned with your goal at all times and keep them motivated. They encourage healthy competition and improve engagement. To set up a leaderboard for your team, try Spinify. This app adds gamification to nearly every part of your team’s day. Through engagement and friendly competition, team members become more productive.

To achieve maximum productivity from each of your remote team, we must constantly innovate and create strategies that keep them motivated. And there’s no better time than now—while the COVID-19 pandemic continues to mandate work from home contributions—to create solutions that improve the performance of your team.

Nataliya Vaitkevich

More Employees Want Remote Work, But Do Yours (and Why)?

October 15, 2020/Company Culture, HR Strategy /by Indie Bollman

In a recent remote work survey of some 1,200 office workers, PwC found that in the wake of the Coronavirus pandemic 77% would like to work from home at least two days per week. Most (83%) want to work from home at least one day per week. That’s a lot of employees wanting to get out of the office and onto their computers from home.

Months after the pandemic hit, teams are still adapting to this new remote-first world—it’s the latest organizational buzzword. But let’s hold the phone just a second. What might this desire to get out of the in-house work environment really mean?

The question isn’t whether your people will be able to work remotely over the long-term. We have the communications and collaboration technology to make it happen. The real question is whether your company can survive a sustained remote environment.

Business leaders need to begin this evaluation of remote vs. in-house work by asking themselves a really difficult question:

Why don’t your people want to come back in and work together?

Work Has Changed — People Haven’t

The thing is, people haven’t changed one bit. We’re still made of the same stuff… no one has suddenly developed a whole new set of emotions. Nope, still just the basic ones. And don’t kid yourself, emotions still drive much of what we do (and what your team does). Of course, some employees are struggling to meet the needs of children and other family members at home creating the need to work out of their homes. Others are experiencing for the first time a workspace without the commute and expensive wardrobe. And let’s not forget the very real, legitimate concerns about safety and exposure to Coronavirus.

The transition to remote work may well prove the most profitable and successful choice for some. But if you don’t have the company culture to support that shift, going remote as a knee-jerk reaction to this trend could be a massive mistake.

In fact, remote work can introduce a whole new host of problems for your people. Harvard Business Review researchers identify social isolation, distractions at home, interpersonal challenges, and reduced access to managerial support as among the top challenges of remote work.

Without the underlying culture to solve the initial set of in-office concerns for your team, how on earth are you going to combat remote work issues like that?

What we need to be doing now as leaders is asking our employees what they want.

Remote Work: What Does Your Team Need?

It’s going to be different for your team than it is for mine, and you’re going to find a whole host of diverse issues and concerns across your organization.

Company culture isn’t just a concept at the executive level—it’s the heart and soul of your company, from bottom to top and everywhere in between. People need to know that they can make a difference regardless of their job title. After all, the culture IS the people; it’s theirs. They comprise company culture. Leaders don’t dictate the culture, but rather are responsible for keeping it going strong.

You can’t just ask what your team needs and then fail to act, though. Leaders must follow through. You must be willing to listen—really listen—and act on those suggestions that are in the best interests of your company, customers, and employees.

Since you’ve asked for the truth, be prepared to hear that you and your policies may be part of the problem. That can definitely smart, but that’s just the nature of the beast. Hearing only what’s great doesn’t change anything. In fact, this kind of honest, clear feedback is part of the process of learning how you need to show up for your employees.

Ask them, and they’ll tell you if the environment has been made safe for open feedback. Hearing directly from your people what would make their work better gives you a free and concise direction on what to tackle. There is a huge bonus to this as well; when you make their needs a priority (and they trust that it’s important), they’ll show up for you in the most surprising ways.

Ask the Right Questions

If you haven’t been receptive and open in the past, you may need to work a bit harder at gaining employees’ trust. Enable employees to give their feedback anonymously. Don’t ask questions that simply confirm what it is you already think you should do; ask open-ended questions and give your people space and time to respond freely.

Ask your employees:

Why do you want to work remotely instead of the office?
Why do you want to keep coming in and not work remote?
What challenges do you feel are preventing you from doing your best work?
Which supports would make your life easier?
What do you feel is missing from your at-home work environment?
What do you feel is missing from your in-office work environment?
How can leadership do better?

You don’t need to run out and implement every idea that surfaces. Instead, be willing to evaluate each employee’s needs and have an open conversation about which supports you can put in place and which you cannot. Don’t make change just for the sake of change—make the right change based on that clarity about what you’re doing and why. And then, do it all again down the road. You have to stay in touch with what’s going on, and it can change quickly.

Assume the Best of Intentions

Assume your employees have the best of intentions in sharing feedback. Don’t presume there is negative sentiment driving their input, even where a negative experience may have been shared. Show kindness and appreciation for their input by discussing it openly and sharing feedback back to the team. Stay connected, stay curious, and never lose the sense of fun and love that brought all of these people together in the first place.

The right change may be a transition to flexible hours or some variation of a remote work environment. But you might just as easily find that the solution for your people involves in-office supports you hadn’t considered, activities and programs that energize the team, incentives that help them celebrate one another’s successes or some combination of all three.

Industry trends are one thing, but the way forward comes from within. It comes from your people. They will love you even more if you’re willing to listen and make a change for them.

Now that’s magic.

Pixabay

The Typical Work Week: Always On, Always Meeting

October 6, 2020/Company Culture, Employee Experience /by Renato Profico

All work and no play makes Jack a dull boy. So goes the saying. For American professionals, however, the work week — and work itself — tends to be all-consuming. We tend to be running from meeting to meeting. So why not make those meetings more productive?

The United States, as a nation, has become synonymous with a culture of overworking.

According to the ILO, Americans work 260 more hours per year than British workers and 499 more hours per year than French workers. That is almost 10 extra hours each work week. And while at least 134 countries have laws in place to limit the number of working hours each week, the United States has no such laws.

This coincides with the findings of Doodle’s Q2 2020 State of Meetings report. The report was based on analysis of more than 30 million meetings booked worldwide during Q2 2020. The findings: There is no time in the workday when Americans are less likely to have meetings. The one exception: At noon when there was a slight dip to 9 percent (from 10 percent at 11 a.m.). But then, the percentage of meetings jumped up to 13% just one hour later at 1 p.m. This shows a clear pattern: Americans are ‘always on and always meeting.’

The Typical Work Week: No Productivity Flow

Making themselves available (and accepting meeting request after request) non-stop throughout the workday might seem like they’re being collaborative and open to feedback. But in reality, it’s interrupting their productivity ‘flow.’ Over-scheduling their workdays with too many meetings could also impact their ability to get work done, cause delays in larger projects, and affect their individual performance.

Interestingly, just a little more than 7% of American meetings in Q2 2020 took place between the evening hours of 7 p.m. and 11 p.m. While this might seem surprising to some, I believe this may actually contribute to the country’s overworking culture. Here’s why.

Because Americans are scheduling so many meetings during the actual workday (between 9 a.m. and 5 p.m.), they are likely using their evening time to catch up on work they couldn’t finish due to the excessive number of meetings booked during the workday. Essentially, they’re making up for ‘lost time’ by completing work outside of business hours. That leads them right back to being overworked, stressed and burned out. And worse yet, this meeting overload can be a major drain on employees’ energy and lead to exhaustion, stress and burnout. That’s certainly not what anyone wants or needs right now.

The Pandemics’ Impact on Scheduled Meetings

The pandemic certainly has also had a huge impact on how American employees are meeting with their teams, colleagues and customers. For one, time management has become much more difficult and complicated than before the pandemic. Employees are juggling working from home, while managing their families, taking care of their children and making sure their children are also getting an education. So the distractions have quadrupled from what they were for employees who worked in office environments before COVID-19.

This has led to a massive spike in the number of virtual meetings over the last few months. For example, virtual group meetings jumped up 109% compared to the previous quarter. Meanwhile virtual one-to-one meetings grew by 136% in Q2 2020, compared to the previous quarter. When you look at both of these statistics, one thing comes to the top of my mind: Zoom fatigue.

Having to be present with the video on — let alone engaging and dynamic in online meetings, is a lot to ask of employees right now. And it’s incredibly draining and exhausting, both mentally and physically.

Meetings Don’t Have to Be 60 Minutes

It’s even more draining when people choose one hour as the default duration of every meeting. People choose one hour as their default meeting duration for a few reasons. For instance, they may not want to rush participants through the meeting. If a meeting is larger in size and includes both internal and external stakeholders, they might want to give everyone involved ample time and opportunity to share their ideas and provide feedback. And then there’s the simpler reason — they want to safeguard against a shorter meeting running too long and cutting into other meetings scheduled after.

But as Doodle’s Q2 2020 State of Meetings report reveals, shorter is better. In fact, the most popular meeting duration in Q2 2020 was 30 minutes (36%), followed by 15 minutes (31%). One-hour meetings came in third place. Limiting the length of meetings to 30 minutes or less can be vital in fending off Zoom fatigue. It can help keep the discussion more focused, prevent participants from veering off-track and result in better outcomes.

Let’s face it — no one likes sitting in a long meeting that’s poorly organized, lacks a clear focus and results in confusion. Those meetings are the worst and usually require having to set up more meetings to get clarity and direction that should have been provided during the original meeting. That’s more time wasted and less productivity for you. It’s a lose-lose situation.

Keep Meetings Productive

To ensure your meetings each work week are as focused, productive and worthwhile as possible, I have a few recommendations. First, don’t invite everyone to meetings. It’s ok to be selective. Only those people who will directly contribute and make an impact are essential. Inviting people just to make them feel included is a common problem and it hinders the focus and effectiveness of meetings. Second, don’t use one hour as your default meeting duration. If you can, keep meetings shorter (no longer than 30 minutes).

Now beyond that, give people sufficient notice ahead of booking meetings. If possible, aim for 5 days’ notice, at minimum. Try to avoid scheduling last-minute meetings with less than 24 hours’ notice. That isn’t respectful of other people’s time, their workload, and their priorities.

More importantly, don’t set the meeting and forget it. As the organizer, take ownership and hold yourself accountable for the success of your meetings. Do the prep work and make sure participants have also been briefed on the overall goals, key discussion points and expectations. This will provide structure to the meeting and prevent the meeting from going off-track.

Finally, since the work week is packed with meetings anyway, make better use of time during meetings. If critical information (background, perspectives, data) is needed ahead of a meeting, then ask these questions before the meeting takes place. And if you don’t get those responses before the meeting? Chances are that the meeting will be unproductive, go off-track and be a waste of everyone’s time. And if you can include those critical pre-meeting questions in the meeting invite itself? That’s even better. And means less waste of everyone’s time.

Bali

6 Reasons to Do Away With the Nine-to-Five Workday

September 29, 2020/Company Culture, HR Strategy /by TalentCulture Team

Is the nine-to-five workday still feasible? For some companies and some people, sure.

But at an accelerated pace, COVID-19 has altered how, where and when we work. It has also proven why the end of the nine-to-five workday may work better for companies and their employees in our climate — and beyond.

Here are six reasons your company should consider doing away with 9 to 5:

There’s Flexibility Like Never Before

Many organizations had no choice but to shift a remote workforce. That in itself shows the power of agility. Since then, employers have become more aware of the mounting responsibilities (and uncertainties) that working from home amid a pandemic brings. And therefore, they have become more accommodating of changing work schedules. They get it. They must accommodate the needs of their employees’ as well as their families.

There’s Productivity Like Never Before

According to a Citrix study, in April 2020 more than half of all countries worldwide said their productivity levels were the same or higher. That number includes more than two-thirds of the U.S. (69 percent). Employees are working more frequently in the morning and evening hours, as well as weekends — well outside the 9 to 5 bubble.

There’s Autonomy Like Never Before

We’ve all enjoying working without a manager ‘seeing’ our every move. This doesn’t mean you work less. It does not mean you put in less effort.

But it does mean you can take charge in how you operate when working from home. It means you can do so without feeling like someone is watching or micromanaging. And underscores you can have agency — and still be productive. This autonomy helps build better working relationships between managers and employees. Most importantly, it builds trust.

There’s Technology Like Never Before

We are using emojis as shorthand communications tools. We’re learning how to communicate virtually through Zoom. Seemingly each day, we’re exploring different tech and communication channels. In real-time, we’re building a remote culture while learning new skills.

And with each passing day, we’re only getting better at it.

There’s Empathy Like Never Before

According to Microsoft, 62% surveyed for its latest Work Trend Index Report said they now feel more empathetic toward their colleagues. The key factor: They now have a better view of life at home via video calls.

From the natural interruptions of WFH to the issues of internet connectivity or bandwidth, we are working together differently. We’re getting to know each other even better. Because we’re human, we’re even bring fun into the workday. Children and pets interrupt video calls. We take calls in our pajamas. And colorful filters and a picture in the video frame are common occurrences in Zoom meetings.

There’s Perspective Like Never Before

The nine-to-five workday isn’t everything anymore. Why? Because there’s more to just staying stuck inside an office. There’s a new freedom in thinking about how we want to approach work where work-life balance is possible. Sharper focus. Less commute/travel time. More exercise. Family time.

Life — not just work.

Maybe the Nine-to-Five Workday is Done

And likely, there will continue to be a blend of remote with on-site work. After all, for many members of the workforce the nine-to-five workday just won’t cut it anymore.

That’s more than a good HR strategy. It’s a great plan for our next normal. And a better life.

Photo: Anika Huizinga

How to Stay Productive During the COVID-19 Crisis

September 15, 2020/Employee Experience, Pandemic and Post-Pandemic /by TalentCulture Team

Remote work isn’t new. In fact, working from home been on the rise since 2010. But this new decade brought with it COVID-19, triggering a complete paradigm shift for remote work, school and life — worldwide. As a result, how we communicate, learn, teach, and conduct business has changed. And staying productive has become a challenge all it’s own.

Back in April, FlexJobs reported more than half of all Americans were working from home. Since then, 65% said their productivity increased. In June, Stanford reported that 42% of the U.S. labor force was working from home full-time, signaling a return to the office for many. But in July, COVID-19 cases soared by more than a million globally. More than half of all states in the U.S. that reopened (or planned to), closed in an effort to curb the virus. Given this ever-evolving context and data, we soon knew it would be a tough summer.

How Do We Stay Productive?

Now that we roll into the fall, families and students grapple with how to return not just to school, but to some sense of normalcy. At the same time, organizations struggle with re-entry to the workplace. While Twitter says they’ll begin reintegrating employees into their offices soon, major companies like Amazon have decided to remain remote until the end of 2020. Google and Facebook have announce their employees will work remotely until mid-2021.

So amid this ongoing crisis and uncertainty, how exactly do we keep stay productive? In the workplace, how can we find the balance between completely safe and fully engaged?

For many leaders, these seven strategies now serve as a roadmap that helps teams stay productive during the COVID-19 pandemic…

1. Focus on Priorities

Location shouldn’t matter as long as the work gets done, especially now. Employees should think about what work needs to get done, in what order, and how they should tackle that work. Managers, on the other hand, should think about the work that must be produced today while keeping an eye on what’s on the horizon. Combined, this strategy helps set realistic priorities while reducing stress and burnout.

2. Boost Communication

For a remote workforce to be successful, strong communication is key. So managers must integrate communications technology like Slack, Trello, Basecamp, and Zoom. By leveraging these tools effectively and in a balanced manner (no Zoom calls at 6:15am!), managers can easily check-in with employees – perhaps even more often than they did when sharing an office. The win-win: this boost in communication builds even stronger working relationships across the organization.

3. Adopt New Approaches

As the world of work changes, managers must change their approach. True, we’re no longer in the same office. But that doesn’t mean we can’t continue to build mutually-beneficial, one-on-one relationships. One example is making remote work feel more human. Other approaches range from more informal meetings (just to connect), to co-created checklists and to-do lists (to build autonomy). Bottom line: The same rigid approaches to work we used to rely on may not work well now.

4. Set Clear Expectations

Clearly stating expectations and setting common goals is more important now than ever. Just as vital: A clear of understanding of how work will be measured. This will help ensure everyone understands what productivity looks like. At this time, being autocratic may not be the right answer. So welcome input and questions. After all, when managers encourage curiosity it naturally empowers each of us to do good work.

5. Offer Respectful Radical Candor

Managers and leaders must lead by example. So, no more excuses to others — or ourselves — as to why we can’t get work done. To excel, we must be honest about why we can’t be efficient during these times. Let’s accept responsibility and ditch the lies to hack productivity. Let’s consistently offer respectful radical candor. We can then co-create solutions to the challenges we face. By working together, we can overcome whatever keeps us from being productive.

6. Use Stress to Your Advantage

Not all stress is bad stress. Some stressors actually motivate us to better maintain our focus, stimulating a better work performance with goals and deadlines at the forefront. Of course, sometimes stress becomes too overwhelming. When that happens, take a deep breath. Refocus on the highest priorities. Where possible, reset expectations. By focusing on an employees strengths rather than what feels like a weakness during stressful moments, managers can help reduce the bad kinds of stress. And use the good for good.

7. Employ Empathy

Remote work has always meant a flexible work location, work schedule and dress code. But now, empathy plays a role in flexibility. Today, many of us must think about the pressures of working from home. We must integrate family responsibilities, distance or hybrid learning for children, and other life commitments. Showing empathy, and specifically knowing what each of us might be going through during the COVID-19 crisis, helps maintain – and even improves – our work culture.

Leverage these seven strategies. Help team members and leaders stay productive. Enable a positive company culture. Do it well, and you’ll help everyone feel more at ease during a complex time.

Photo: Danielle MacInnes

10 Tips to Stabilize Employee Experience During the Pandemic

September 8, 2020/HR News /by Mark Zupee

In an outlook where the future looks bleak, only true leaders guide their team through the storm and come out stronger on the other side. And only the best leaders will focus on employee experience during that storm.

That leader needs to be you.

During an unprecedented crisis such as COVID-19, your leadership becomes even more valuable. With so much uncertainty, your employees will look to you now more than ever for stability.

How Can You Maintain a Positive Employee Experience?

Here’s how you can provide stability for employees while keeping your business operating at maximum efficiency…

1. Foster Transparent Communications

During times of crisis, transparency becomes essential. If your employees think your business is in trouble, they’ll feel anxious.

As the person in charge, you need to keep everyone in the loop. That means sending regular updates about how the business is doing, what problems you’re running into, what you’re doing to deal with them, and more.

2. Keep Communications Positive and Hopeful

Since employees will be expecting to hear from you often, make sure any communications you send out don’t make your employees feel anxious any further.

For example, if you have daily or weekly meetings, start them off by talking about successes within the company. After all, recognizing your employees’ efforts becomes even more important during times of turbulence. And those people and teams recognized will certainly appreciate being recognized, a key aspect in improving overall employee experience.

3. Offer Ways for Your Employees to Relieve Stress

Since the lines between the office and home have become blurred, it can be a smart move to provide your team with ways to relieve stress such as:

Providing your employees with additional time off and breaks if needed.
Setting up team virtual game nights or remote “after-office” clubs. (That said, make sure to be considerate of parents and others who may not have the same flexibility with evening get-togethers.)
Encouraging your team to talk to each other about how they’re handling all the changes. Make it easier to share how colleagues in similar positions are managing — what’s working, what’s not.

Happy employees tend to be better at their jobs. Helping your team relieve stress shows them you care, and it can foster in-office ties.

4. Adjust Your Internal Processes to the “New Normal”

Nothing is the same as it was months ago, so the internal processes that help you deliver products/services and accomplish tasks also need to adapt to the new normal.

For example, now might not be the best time for performance reviews as few people may be thriving during the pandemic.

5. Be Empathetic and Patient with Your Team

The pandemic and near-global quarantines have had a massive impact on most people’s mental health. One of the key reasons is that a lot of employees don’t know if they’ll have a job in a month or two.

On top of being transparent about how things are going within the business, you also need to be patient with your team. Few people are performing at 100% now, so empathy is key.

Don’t simply assume you have empathy. Chat with three to five trusted people for their honest feedback and ask if they perceive a sincere effort to accommodate the team.

6. Ramp Up Employee Feedback

Although you may know your industry inside and out, your team probably has insights that you might not have considered.

If you want to stay ahead of the curve, encourage everyone who works for you to come forward with any feedback they might have. The best way to do that is to provide multiple channels for inbound feedback.

7. Set Up New Channels for Inbound Feedback

Some examples of the types of channels you can set up to encourage employee feedback include:

Employee engagement surveys
An anonymous feedback mechanism
A business voicemail or business SMS channel set up to receive feedback

By providing multiple channels, you increase the chance employees will share concerns and also information about protocol violations.

8. Promote New Safety Protocols

If part of your team isn’t working remotely, then it’s your job to enforce security protocols.

That means giving your team all the information they need to perform their job safely without adding to their stress levels.

So don’t make it sterile and forgettable. Promote your safety protocols in a fun way that’s “on-brand” and will click with your employees.

9. Help Your Team Recalibrate Expectations

Although it’s your job to ensure that employees don’t feel anxious, you also need to be forthcoming about what the pandemic might mean for the employee experience now and in the future.

Some companies are putting off raises others are cutting hours, and more. Being transparent about what the business is going through will help your team keep their expectations in line.

Your team will have the confidence to adjust if they see a transparent management that is doing everything to keep the ship afloat. And that confidence will become a huge element in their employee experience.

10. Recognize the Small Things

Now more than ever, your employees need to know that you recognize the work and effort they’re putting in.

Without people showing up to work every day (even if it’s from their living room) your company wouldn’t survive. By fostering an environment where hard work is recognized and praised, you can help your team weather the storm.

Your Leadership Can Make the Biggest Difference

No industry is coming out of the pandemic unscathed. So how good your footing is after everything is said and done will depend on the level of stability instilled into your employee experience during these times.

By fostering transparency, encouraging employee engagement, and by being more empathetic, you can ensure that your team knows you’re on their side.

#WorkTrends: Sexual Harassment In Virtual Workplaces

September 4, 2020/Company Culture, Employee Experience, Employee Well-Being /by Meghan M. Biro

An ill-suited conversation. A moment of innuendo. Or a comment targeted at our gender, wardrobe choices, and even our hairstyles. Each, depending on context, are considered sexually harassing messages. And yet, especially in a remote working environment, identifying harassment often comes down to a feeling you get rather than something you can prove. You feel the other person’s behavior or comment was inappropriate. But was it sexual harassment?

Don’t miss a single episode of #WorkTrends… subscribe to the podcast now!

Under any circumstances, this is not an easy topic. Now, with many employees working from home, the degree of difficulty has only increased. After all, sexual harassment does not always occur face-to-face or by touch; video conferences, emails and texts, and collaboration platforms like Slack are also delivery methods.

The Uncomfortable Conversation: Sexual Harassment

I invited Sarah Beaulieu, co-founder of The Uncomfortable Conversation and author of the book Breaking the Silence Habit: A Practical Guide to Uncomfortable Conversations in the #MeToo Workplace, to join me on #WorkTrends℠. In a frank discussion, we dove into the nuances of socially distanced forms of sexual harassment. I quickly learned this is an issue Sarah deeply cares about, and has since her first discussion on the subject: “In that moment, and in the conversations that followed, I learned about the power of a single conversation.”

Sarah emphasized that work cultures are work cultures, face-to-face or not – and harassment is harassment. Regardless of our working environment, she said we need to set our own personal boundaries, and organizations must set them as well. “Individually and organizationally – collectively – we’re responsible for holding the line,” Sarah said. “When we hold that line together, and in service of our work culture, it’s less likely sexual harassment takes place.”

The Role Silence Plays

During our conversation, I was particularly struck by the role silence plays in enabling sexual harassment — and how, over time, that silence can be so damaging to workplace culture. Sarah agrees, and astutely adds: “Silence is a choice – and culture is the conversations we choose to have, or not have, together.”

Yes, sexual harassment is a difficult topic. And yet I’m so glad we started this discussion. Please, listen to the entire podcast. In our time together, Sarah shares so much of herself and her work. And every word will help us start the uncomfortable – but absolutely necessary – conversations.

Find Sarah on Linkedin and Twitter.

(Editor’s note: Soon, we’re announcing upcoming changes to #WorkTrends podcasts and Twitter chats. To learn about these changes as they unfold, be sure to subscribe to our newsletter.)

Photo: Pixabay

5 Ways COVID-19 Will Continue to Change HR

September 1, 2020/HR News, Pandemic and Post-Pandemic /by Devin Partida

Many companies and job titles will go through drastic changes due to the ongoing COVID-19 pandemic. The HR sector and the people working in it will undoubtedly experience some of them. Here are five things people can anticipate regarding HR after COVID-19 — as well as during it:

1. Companies Will Show Employee Appreciation Differently

Even while people love working from home, many find it difficult to get through their days without the fist bumps, handshakes and pats on the back that often accompanied their most productive, successful days in offices. These changes mean HR departments may need to find alternative ways to thank employees for their hard work.

Hani Goldstein is the co-founder and CEO of Snappy Gifts, a company specializing in employee recognition products. She noted, “Working from home can be an isolating and disorienting experience for most of today’s workforce who are used to seeing their peers every day at the office.”

It’s also more challenging for employees to strike that all-important work-life balance. “Hours that were once dedicated to fun activities have been replaced with more work and increased responsibilities,” Goldstein explained. These things mean employers need to show their gratitude differently. Whether that means having team appreciation parties over virtual platforms or sending workers online gift cards, HR representatives must figure out safe, effective ways to express thanks.

2. Remote Hiring and Recruitment Practices Will Gain Momentum

Some analysts predicted remote methods would change hiring and recruitment methods long before COVID-19 impacted the world. They were right to some extent, especially as HR professionals realized doing things remotely cut out potential hassles like travel arrangements. Remote platforms let companies extend their hiring and recruitment reach instead of only looking for candidates in the immediate area.

HR after COVID-19 will likely prominently feature remote platforms and approaches. Suppose a human resources professional or recruitment expert can gauge a person’s candidacy for a role via a teleconferencing platform. That method saves time compared to bringing a person into the office.

Some remote interviews are for work-at-home jobs. However, if a person gets hired for a position at a physical location, companies may require that the new hire tests negative for the novel coronavirus before arriving.

3. Contracts Will Include COVID-19-Related Specifications More Often

As professionals navigate this new normal and ponder what it means for the future of HR, they should consider how the pandemic might impact their employment contracts. For example, a company might remove a line that guarantees the worker a certain number of hours per week to work, especially if the industry will experience the effects of the pandemic for the foreseeable future.

One emerging trend — especially seen in the construction sector — concerns the addition of force majeure clauses related to the pandemic in contracts. Those cover the natural and unavoidable disasters preventing a party from fulfilling a contract’s terms. However, it is not sufficient for that entity to claim it was inconvenient to meet the contract’s terms. Courts look at several variables, including whether the conditions made working impossible.

Contracts may also state that workers must report their COVID-19 risk or agree to get screened. Drug screenings are already commonplace, and the same could become true for coronavirus tests. Legal experts and HR representatives are still working out the specifics of contracts in light of the global health crisis. However, people should expect to see some noticeable changes in contractual language soon.

4. HR Representatives May Need to Reserve More Time for Training

The pandemic forced workplaces to adjust rapidly to new procedures to keep people safe. Cleaning happens more thoroughly and frequently, and many companies reduce or eliminate the time employees spend in close quarters. Customer-facing businesses also must adopt new procedures for keeping guests safe.

Human resources professionals regularly schedule training sessions. However, they may need to do that more often or for larger workforce segments due to COVID-19. Some businesses invested in robots to help workers or wearable gadgets to ensure that people stay far enough apart while on the job. It could take a while for some workers to adjust to those things, although dedicated training efforts could help.

If all or most of a workforce shifts to remote working, HR representatives may deem it necessary to plan training sessions that spell out safe practices online and give people tips for staying productive. Many employees now have to work in ways they hadn’t imagined. HR professionals cannot remove all the obstacles, but taking the time to educate the workers about what’s new could relieve the stresses they feel.

5. Businesses Will Adjust Their Time-Off Policies According to Government Guidance

The need to isolate confirmed or suspected coronavirus cases poses challenges for HR professionals who may already face workplace shortages for other reasons. However, following government guidance on that matter remains crucial. Workplace leaders must also stay abreast of recent changes.

For example, the U.S. Centers for Disease Control and Prevention (CDC) recently updated the guidance about workers caring for themselves at home after symptom onset. The most recent recommendation is that people can come back to work if at least 10 days pass since symptoms began and they stay fever-free for at least 24 hours after their body temperatures initially return to normal without medication. Their non-fever symptoms must also improve.

The CDC previously set the fever-resolution component of that three-prong test at 72 hours, so the change represents a significant reduction. These specifics mean companies may begin implementing time-off periods that people can use specifically for reasons connected to the virus. Doing that keeps people safer by minimizing the likelihood that they feel tempted to work while feeling unwell.

The Evolving Future of HR

No one knows the pandemic’s time frame, so it’s impossible to say for sure how things will change. However, the five things mentioned here are solid predictions, especially since some workplaces have already adopted the changes.

Photo: Mariya Pampova

#WorkTrends: Hiring Virtual Assistants

August 28, 2020/Hiring and Retention, Podcast Recaps /by Meghan M. Biro

Virtual assistants (VA) offer young brands the flexibility to focus on other areas of the business.

Don’t forget to subscribe to the podcast so you don’t miss an episode.

From multitasking between meetings and meal prep to the issues of internet and noise levels, many of us are still trying to adjust to this new normal. But we don’t have to do it alone. Big and small companies are hiring helpers to come to the rescue. These virtual assistants (VAs) and freelancers can take on the tasks that give employees a break and keep the business going.

Nathan Hirsch, co-founder of Outsource School, came to #WorkTrends to talk about this new trend. For entrepreneurs and leaders he’s got one rule of thumb: bring in help before you’re in dire straits early. “When you can’t walk away from your business for a week, a moment — that’s usually a good indication that you need to hire followers” — as he calls VAs.

The same approach applies as with bringing in any outside help: make sure everyone is on the same page and onboard well. Outsource School uses an onboarding process called SICC: Schedule, Issues, Communication and Culture. VAs also receive standard operating procedures for their first week at work and are tasked with not just reading them, but asking questions. A quiz determines whether they need more training or not — and at that point, if the fit isn’t right, each party may decide to part ways. “That’s how you protect your time, protect your investment and build trust,” he noted.

For managers, Nathan advises “making sure you set those communication channels up front” to get the process aligned — whether that includes emails, Slack, WhatsApp, Viber or all of them. Then coach VAs on which to use when. For VAs, asking for support when needed is critical. And I predict that we’re going to see more VAs coming onboard now and into the future, so this is an option I’d take seriously.

We covered a lot of ground in this discussion, so I encourage you to have a listen for yourself. Got feedback? Feel free to weigh in on Twitter or on LinkedIn. (And make sure to add the #WorkTrends℠ hashtag so others in the TalentCulture community can follow along.)

Find Nathan Hirsh on Linkedin and Twitter

(Editor’s note: This month, we’re announcing upcoming changes to #WorkTrends podcasts and Twitter chats. To learn about these changes as they unfold, be sure to subscribe to our newsletter.)

Photo: Christina @ wocintechchat.com

WFH Employees: How to Keep Them Safe

August 26, 2020/Employee Well-Being /by Andre Oentoro

In some countries, as lockdown measures continue to ease, businesses are opening and employees are heading back to work. But some of us are still working from home — a policy that has become the ‘new normal‘ and may continue for millions of people, even in the wake of the pandemic.

Companies need to make sure their employees still feel safe and connected at home to avoid WFH burnout. Here are some effective ways to make physical and mental safety and employee well-being a top priority:

Let’s dive in!

1. Keep the Lines of Communication Open

When it comes to working remotely or working from home, communication is key. According to a Buffer survey, 20% of remote workers struggle with communication.

Providing several communication channels can enable the company and employees to stay in touch. An HR manager can run conference calls (both video or audio) to help bring teams together and keep them aligned on projects. One-on-one calls are more personal and can give employees a way to reveal any struggles or concerns.

Not only does communicating make employees feel safe and connected, but it also helps them feel valued — even when they can’t draw on the support of an office or workplace environment.

2. Adjust Company Policies

With the pandemic still raging, we’re not quite at “business as usual” yet. So, it’s crucial to adjust or revise company policies and continuity plans to better protect your employees and meet their needs. Flexibility is key: more than two-thirds of employees say at a loss of flexibility would convince them to find another job. WFH security guidelines can ensure that employees can use their own devices without worrying about their data getting leaked or hacked.

As you anticipate your business demands, use workforce management software to unlock your workforce’s potential and keep employees from feeling overwhelmed. Adjust your policies regarding benefits, pay, sick leave, and paid time off to fit the circumstances.

3. Provide Team Building Activities

Since working from home isn’t the easiest task for some employees, it’s important to help them manage stress levels and feel connected to each other. One effective approach is to strengthen teamwork at the same time with team building activities, such as icebreaker or informal video conference calls. Consider movie nights, or get-togethers to just talk about life.

Such activities can help employees not only decompress, but build their sense of personal connection and trust. 75% of employers rate teamwork and collaboration as “very crucial” to strengthen employees’ work relationships and overall efficiency.

4. Promote Fair Workplace Practices

Make sure your WFH policy aligns with the company’s principles and maintains fair treatment for all employees. 54% of employees rank fair treatment as the second most valuable employer attribute, a strong factor in a decision to stay or leave.

Double-check that all employees have equal access to the company’s services, such as the devices they need to work remotely, such as laptops, internet connection, and cybersecurity. And extend sick or paid leave policies to employees even when they’re working from home.

5. Reward and Recognize Employees

When remote employees feel valued and safe, they are free to be productive, and get their projects done effectively and efficiently. They may be working remotely, but they feel appreciated and acknowledged. Over 79% of employees who feel under-appreciated consider quitting their job — and this is going to extend to employees working from home as well.

Build employee engagement with rewards and recognition — even just a note recognizing their efforts can go a long way.

Whether your employees work from home occasionally or exclusively, it’s always important to make them feel safe. Support them, engage them, and you’ll see the results.

Photo: Josh Appel

#WorkTrends: AI-Powered Financial Planning for Employees

August 21, 2020/HR Technology, Podcast Recaps /by Meghan M. Biro

Listen to the full conversation and see our questions for the upcoming #WorkTrends Twitter Chat. And don’t forget to subscribe to the podcast, so you don’t miss an episode.

Money talks — especially in the middle of a pandemic. So does security, safety and health. Right now, the key challenge for employers and HR professionals is living, working, and surviving through and beyond these unstable times. But saving some (or more) money can help relieve some of the financial stress embedded in this uncertainty.

So I invited my friend, Augie Smith, founder of Otherhood, to #WorkTrends to discuss how employees can maximize their savings for retirement, healthcare, and education. Automation and AI power an innovative platform that streamlines the process for both employers and employees, and bridges the distance between financial advice and employees — wherever they work. “We’re providing financial advice that employees might not have access to,” noted Augie.

His advice is well-taken. “Prioritizing, short-term decisions over long-term goals is really tough to do,” he said, and suggests turning savings into a passive action. Set up plans that set aside money for you. Also, saving pre-tax income will go a lot farther: money taken out of your paycheck before hitting your bank account can mean more savings in your pocket come retirement, he explained. And the strategy works for all incomes, and all ages.

Otherhood’s technology leverages AI to make data-driven recommendations that support all employees. By looking at patterns of how other people have saved in the past, it helps “employees to save the right amount of income in the future,” said Augie. Among its features are a holistic view that allows employees to see their savings all in one place, set personal saving goals, and reach out to HR reps for help. And HR pros can review and strategize on employee participation rates across accounts.

Twitter Chat Questions

Q1: Why do organizations need better savings options for their employees? #WorkTrends
Q2: What strategies can help improve employee savings plans? #WorkTrends
Q3: How can HR help their employees save more effectively? #WorkTrends

Find Augie Smith on Linkedin and Twitter

The podcast is sponsored by Otherhood.

Photo: Christina @ wocintechchat.com

The Power of Check-Ins: 7 Proven Strategies

August 19, 2020/HR News, Leadership /by Iain Moffat

A large component of any work culture is how managers assess and review employee performance and chart progress. Given the remote and hybrid nature of so many workplaces today, the approach is evolving — from top-down, unilateral, formal reviews to more dynamic and continual conversations. We’re seeing an increasing need for transparency and authenticity, and for recognizing how important it is for managers to reach out to employees — not just around a series of tasks accomplished, but around overall contributions to the organization and their own sense of goals and performance. Check-ins enable managers and employees to do just that. They create a framework of interaction and communication through a continuous cycle, and are proving far more effective than traditional reviews. They’re becoming a hallmark of modern talent management, and for good reason.

Done well, check-ins build a dynamic relationship between manager and employee that increases engagement, enhances employee experience, and organically aligns employee and employer goals. But they need to be conducted not as check-ups, but as two-way interactions focused on trust as well as growth.

The Value of Trust

For those already doing them right, check-ins with employees are focused on growth, albeit in small doses. It’s not hard to connect a cadence of conversations that include feedback, advice and dialogue to the development of our employees after all. But trust is just as key: all successful relationships are built on trust, especially in today’s workplace. It’s human nature to reject feedback and advice from someone we don’t trust, and that extends readily into the workplace. Without trust, the check-in process would fail before it started.

As with any other HR strategy there are best practices for conducting check-ins, whether from home or the office. Recently I sat down with TalentCulture’s Meghan M. Biro to level-set on seven critical factors that can standardize your check-in strategy — without diminishing either responsiveness or flexibility:

Approach: Check-ins are not about a top-down, unilateral approach. While the role of managers has always entailed authority and supervision, when it comes to check-ins, managers need to scale back that dynamic.

Replace the reflex to be assertive with a focus on the employee. Truly understand what makes them tick; this means listening to their thoughts, opinions and concerns and acting on them. Research by the Harvard Business Review shows that the more you listen to employees, the better they think you are at giving feedback, and so the more likely they are to trust what you say.

Purpose: Check-ins embody a shift in purpose. They depart from the static occasion of traditional reviews to setting up a highly effective and ongoing dynamic geared to building trust and fostering growth.

Dave Ulrich articulated the shift in his book, Victory Through Organization: “The foundational assumption is that feedback is not a leader’s side-responsibility; it is the leader’s primary work.” Instead of thinking of a check-in as an isolated moment or a mini-performance review, consider it a touchpoint on the employee lifecycle; an interaction that’s part of an ongoing conversation.

Frequency: Establish a cadence of check-ins that adapts to the circumstance, the context, and the nature of your work culture. Pre-COVID, our advice was to conduct check-ins around every 4 to 6 weeks. But these are uncertain times — and they call for increased communication that’s aligned and consistent with the organizational message, culture and values. The bottom line is that you can’t overcommunicate.

Your check-ins can take various forms, from a regular update focused on clarification and feedback; to a more comprehensive appraisal of performance (emphasizing personal development and employee contribution); to a marker of key events, such as onboarding, a promotion, a secondment, or even the shift to remote. But don’t do away with ad-hoc check-ins either. Employees and managers should be able to simply initiate a check-in regardless of whether it’s on the calendar.

Approachability: Both parties should remain open and responsive within the context of a check-in. But that hinges on successfully building that foundation of trust: trust must be in place first in order for both parties to commit effectively. For managers, that means creating a sense of trust in the first place. Two simple ways to build trust: first, make it clear that either the manager or the employee is free to request a check-in at any time, for any reason — whether a formal discussion or a quick catch up. Second, whatever is covered, make it a conversation, in which you combine a review of tasks with questions about overall state of mind, and give the employee plenty of room to answer. Listening to your team members reinforces the fact that check-ins are not an exercise in powerplay, but on the contrary, a forum for two adults to meet on equal terms.

In my discussion with Meghan, she pointed out the value of flattening the expected hierarchy: “For employees who may be used to taking a passive role in their own professional development, check-ins change the game. Instead of receiving advice and feedback, they get to play a lead role in assessing and guiding their own development.” This means it’s incumbent upon employees to not just discuss how the work is going, but also focus on the direction they want to be heading in, and the skills they need to get there.This dynamic empowers employees, strengthening their performance and loyalty.

Addressing the whole person: The manager needs to continually remind themselves that the check-in is not just about the job at hand. It’s not about a singular project. It needs to happen with an eye on the bigger picture, and the employee as a whole person, particularly right now. As well as addressing an employee’s performance and contributions, use the check-in time to reinforce a sense of social connection and foster the essential relationships we all need and depend on to work.

Go beyond this, addressing any safety concerns the employee may have, which are so common as we navigate the minefield of COVID-19. Discuss the future in terms of a trajectory, not a fixed point, including what kinds of skills and behaviors need to be developed and supported. And use deeper questions to address aspects of wellness and health. Employers have a duty of care, and the more we all experience the integration of work and life, the more check-ins can play a helpful role.

Language: This is not just a matter of tone; it’s also a matter of clarity. Managers in particular need to focus on how to clarify and improve their language during check-ins, and be accountable for what you say as well as how to say it. What’s come to the fore during the shift to remote as well as the increased pressure on essential workers is that we need interactions that convey a clear perception of what is expected and how we are performing.

That should seem a simple matter, but the nature of remote and hybrid working is that we’re communicating across multiple channels that may not deliver the same way as face to face. As Meghan pointed out, “Tone and language are more important than ever, and they’re harder to get right when we’re working virtually.” Managers should purposefully practice conducting check-ins until they’re comfortable enough that the action becomes a habit.

Measuring the change: Effective check-ins offer two dimensions of measurable impact over time. There’s the personal impact, or developmental path, and a business impact, or performance/contribution. Managers and leaders have a duty to effectively enable the workforce to achieve a high-high combination, in which both aspects see growth:

We’re been witnessing a sea change in how we work for a while. We’ve seen a shift to teams as the essential unit of operations, as opposed to individuals collected under a supervisor. We’ve seen a new emphasis on democratizing data. Further, there’s been a marked increase in the ability to work remotely. All have raised the bar on what constitutes a great work culture. The situation we find ourselves in now has put the onus on better communication overall, including how we provide feedback to employees, and even whether or not “providing” is the right term. We’re seeing the fruits of allowing both parties to be actively involved in feedback and reviews, and we’re seeing the benefits of grounding these conversations in trust and framing them as a continuing cycle rather than a rare event.

Check-ins are a powerfully effective tool for inviting employees to own their own growth and contribution in your organization. They provide a means to build and maintain better manager-employee relationships, align around shared goals, and turn the workplace into a high-performing, engaged community.

This post is sponsored by MHR International.

Photo: Tumisu

Recruit Top Talent With Tuition Assistance Programs

August 19, 2020/Healthcare and Benefits, Hiring and Retention /by Bryce Welker

What do Apple, Disney, Verizon, Google, and Starbucks have in common? They’re all multi-billion dollar companies, and they all offer tuition reimbursement to their employees. And they’re showing that a company benefits by paying fees for their employees’ education. Tuition assistance is a win for both employers and employees.

A Growing Trend in Employee Benefits

Tuition assistance programs are a type of employee benefits in which the employer pays for a predetermined amount of continuing education costs for their employees. Assistance may come in the form of reimbursements for tuition, fees, and books.

Some employers may opt to cover the full cost associated with the education, while others may choose to pay a portion. Some might pay upfront; others per course/semester.

To protect themselves from employees taking advantage of the program and leaving the company, employers take various measures, such as requiring the beneficiaries of the program to remain in the company for a specified time — or be required to reimburse the company for part of the fees paid on their behalf.

The Benefit for Companies

As skilled talent becomes harder to find, many companies are looking to grow from within. As of 2018, 85% of US employers surveyed were offering tuition assistance to some or all employees, according to a study by WorldatWork. Here’s what companies gain:

1. Reduced Tax Burden

Companies with tuition assistance policies for their employees can benefit from tax breaks. That’s because money spent on paying employee education expenses is tax-deductible if it meets the IRS requirements.

Under section 127 of the Internal Revenue Code, an employer can deduct up to $5,250 per year for each employee that qualifies and participates in the employer’s education assistance plan.

With the US government facilitating the implementation and adoption of tuition assistance programs, there is no reason for an organization not to take advantage of this opportunity.

2. Free Part-time Work (Depending on a Company’s Tuition Assistance Policy)

Besides the tax break, companies can also get free part-time work and increased brand awareness by offering tuition reimbursement.

For example, Finnegan, a Washington-based law firm that specializes in intellectual property law has an attractive reimbursement program that covers 100% of employee’s tuition fees.

To qualify for the program, staffers must work as “student associates” while they attend law school. This program is a win-win for all; the company gets part-time work from the student and the student gets free tuition. What’s not to like, especially if you’re going to a top law school like Harvard on someone else’s dime.

According to BLS, lawyers make $122,960 on average but can expect to pay anywhere from $12,000 to $70,000 for the LLM (Master of Law) program. But with a tuition reimbursement program, like the one for Finnegan, the cost can be reduced to nil.

3. Help Businesses Attract Top Talent

It’s no secret that every company wants to attract, recruit, and retain top talents.

To achieve this, many companies offer attractive benefits and perks. Some will opt for vacation days, others gym membership, and a few will stick to industry-standard salaries.

But when you look at the various generational cohorts in the workplace (Gen X, millennials, and Gen Z), you may come to realize that you’re not giving your employees what they actually want. For instance, millennials comprise a majority of the American workforce.

That means for a business to have the people it needs, it may need to fish from the millennials pond. And to attract and retain millennials, you’ll want to give them what motivates them most. And that is, you guessed right: tuition reimbursement.

Don’t take our word for it. In a recent Gallup’s survey on ‘The State of the American Workforce,’ 45% of millennials said they would change their current jobs for one that offers tuition reimbursement. By comparison, 24% of baby boomers and Gen Xers said they won’t change jobs on the basis of tuition reimbursement alone.

4. Helps Employers Reduce Turnover

Offering tuition assistance helps to reduce employee turnover and the associated costs.

And there is no better example to bring this point home than the case of Cigna, which was published by the Lumina Foundation.

From 2012 to 2014, Cigna Corporation invested millions of dollars in tuition assistance through its Education Reimbursement Program (ERP). By the end of 2014, ERP resulted in a staggering 129% increase in ROI as a result of the avoided talent management and recruitment costs.

When a company invests in its employees’ development and success, the employees feel obliged to reciprocate by helping the company grow. In a nutshell, a tuition reimbursement program fosters a sense of loyalty between the employee and the employer.

Wrapping Up

Tuition assistance provides an effective way for employers to nurture their employees’ skills through continuing education programs.

But as businesses and schools around the world cancel physical meetings in response to COVID-19, in-class learning is emerging as one of the hardest-hit activities. However, businesses can’t afford to put capability building on hold.

To foster employee development in the midst of COVID-19, employers can encourage their employees to do remote learning by offering tuition reimbursement programs. With remote learning, completions can be done from any location, and what better time than now when employees can’t do their normal jobs?

Photo: Anete Lūsiņa

Five Takeaways During COVID-19 As a Working-Mom-CEO 

August 14, 2020/HR Strategy /by Mikaela Kiner

I’m the founder and CEO of a 40+ person HR consulting business. My husband is a preschool teacher, and I have two kids — one going into her sophomore year of high school and my son who’s leaving for college soon. With offices and schools still closed, we’re doing all we can to navigate the uncertainty and make the most of our time together.

Keeping Kids Engaged

My daughter recently learned that her high school is going completely virtual. When her school moved online in March, she loved day one, and was exhausted by day two. Then my husband and son’s schools both closed. Suddenly our family of four was all working from home. We’re fortunate that we have plenty of space. When I’m upstairs my daughter takes over the living room. Sometimes we trade for a change of scenery.

My son’s school struggled to organize online classes, and he ended up with little to do from the time COVID-19 hit until he graduated in June. Friends made up for the lack of a formal graduation by hosting a socially distant ceremony in their backyard. With no school work, we found chores to keep him busy and got him volunteering at our neighborhood food bank.

Feeding a family of four — all of their meals from home has been a new experience since we used to leave the house at different times, and grab lunch at work or school. I’m keeping lots of healthy food and snacks in the pantry. We’re also cooking together more. Yesterday I made granola bars, while my daughter experimented with funfetti cake pops. Teenagers may disagree, but I’ve enjoyed slowing down and spending more time together.

Self-Care Helps Manage Uncertainty

In order to be there for your family, you’ve got to take care of yourself. Think about the instructions you get when you fly: put on your oxygen mask first, before helping others. I started 2020 with a new year’s resolution to do morning meditation and have experimented with affirmations too. Some mornings, I take a brisk walk to clear my head.

A big part of my business is leadership development. When the pandemic hit, I had no idea if or when people would invest in training. Would this part of the business fail? Obviously no one was going to join a live workshop anytime soon. Fortunately, virtual workshops quickly became the norm. My worst case scenario did not come true. Nonetheless, periods of worry and uncertainty combined with constant change are exhausting.

Routines keep us grounded, and no routines are more basic than eating, sleeping, and exercise. My number of steps dropped when I stopped commuting so now I’m intentionally walking once or twice a day. I’ve also given myself permission to be more flexible and less productive than usual. You can’t expect as much from yourself or others while the world is in turmoil, so give everyone some grace.

Gratitude Makes You Feel Better

There’s research that gratitude can actually change your brain over time. Practicing gratitude makes us more appreciative of what we have. Start small by making a list of things you’re grateful for each night before bed. Or have each family member share what one thing they’re thankful for when you sit down for dinner. It can be as simple as fresh air, a new puppy, or your health. There are many ways to practice gratitude.

My colleague from Milan and his wife were quarantined in different Italian cities during lockdown. All non-essential businesses were shut down, and there was no social life whatsoever. I commiserated with how hard that must be. He responded by saying that his grandfather had a much more difficult life during the war, so he never feels unlucky. What an amazing example of gratitude.

Wait! I’m Still a CEO

With my family continuously readjusting to new routines, I’ve had to think creatively about what my team clients need right now. They’re looking for guidance on remote work and virtual meetings, clear communications, and tips to stay connected and engaged. People are also grappling with how to engage in anti-racist work following the killing of George Floyd. Leaders want to be empathetic while struggling to manage their own anxiety. Working parents need strategies to function while keeping kids safe and occupied.

As a leader, I know it’s important to stay resilient and provide my team a sense of safety. We’re talking more often, checking in with each other. We’re inviting our kids and pets to online meetings, and hosting a Zoom celebration in place of our summer picnic.

Perspective Taking

I’m staying focused on how I can help myself, my family, my team, clients, and community stay strong and get through this. I’m grateful that my loved ones are healthy and my company has so far weathered the storm. I’m encouraged because everyday I see people taking care of those in need ranging from small businesses to kids who won’t have meals while schools are closed. I know eventually this will pass and I think about how it’s going to make us stronger, more flexible, and more appreciative.