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The Typical Work Week: Always On, Always Meeting

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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.

 

 

Photo: Anika Huizinga

How to Stay Productive During the COVID-19 Crisis

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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

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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:

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

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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

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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

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

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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

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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: Christina @ wocintechchat.com

The Power of Check-Ins: 7 Proven Strategies

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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

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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


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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.

Photo: Aleks Marinkovic

#WorkTrends: Aligning Around Performance Management: New Findings

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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.

How, where, and when we work may have changed, but there still needs to be a way to manage performance. But do employees want that right now? Amid the uncertainty, the answer is yes. Employees are yearning for continuous feedback, according to a 2020 performance management benchmark report by Reflektive, which surveyed over 1,000 HR practitioners, business leaders, and employees. And the feedback process is bolstering the relationship between managers and employers. 

I invited Jennifer Toton, Chief Marketing Officer at Reflektive to #WorkTrends to shed light on this benchmark study and dig into some of the trends it reveals. But as Jennifer pointed out, what was surprising was what didn’t change. The formal process of performance management and the number of reviews are still intact, but the way we give and receive feedback has really evolved. “We saw a 90% increase in employees who want more formal feedback conversations on a monthly or more frequent basis.”  

Also compelling, to me, is that even in these times, employees have retained a sense of optimism. Many believe that six months from the time of the survey, business will remain as usual. A quarter believed they would learn more skills. Another quarter said they would feel proud of the work they accomplished, and about a fifth said that they will feel more productive. “Our employees are resilient and they’re adapting to the change,” added Jennifer. 

Much is up to the managers, though. They must be transparent in their communication, said Jennifer, particularly around salary freezes and pay cuts, as honesty feeds trust. In addition, 80% of employees said they were having regular meetings with their managers, and that they found the format was not only positive, but productive. 

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.)

 Twitter Chat Questions
Q1: Why do organizations struggle with performance management? #WorkTrends
Q2: What strategies can help improve performance management? #WorkTrends
Q3: How can leaders refocus performance management for better results?  #WorkTrends

Find Jennifer Toton on Linkedin and Twitter

This podcast is sponsored by Reflektive.

(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: Bill Oxford

5 Ways To Foster Belonging At Work

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What’s the worst thing an employee can say on any given day? How about, “I don’t belong here?” The schism that takes place when an employee doesn’t feel connected with the work culture can have wide-ranging impacts across engagement, performance, team dynamics and the bottom line. Companies need to ensure they cultivate a workplace where employees feel a sense of belonging, whether that workplace is in-office or remote. As much as we talk about the power of employee experience and the dynamics of employee engagement, we first have to address the primary need to belong. That sense of true connection is the foundation for how we feel about work — and indeed, how we work.

I’ve been having some really insightful conversations with Iain Moffat, Chief Global Officer of MHR International, about belonging. It feels right for the times we’re in right now. Some employees have been rapidly sprung out of the tangible community of the workplace and are now working from home. And some workforces are still in the physical workplace, but under increasing pressure as we continue to endure the pandemic and its fallout. But building a sense of belonging isn’t just a fix for now. It’s a powerful talent strategy that has long-term outcomes.

Iain and I agreed that building a sense of belonging needs to be part of any serious endeavor to build an exceptional work culture. We also both noted that while some organizations are surprised by how comfortable employees are working from home, it may be, ironically, because they’re home. So how can businesses provide employees with that same sense of being in the right place?

First, five key points on belonging and businesses:

  • Given the push-pull of working from home or working through the turbulence and challenges of COVID-19, belonging bolsters our realization that we’re in it together, no matter where we are. It’s been linked to improved retention and a far more successful employer brand. Employees who feel like they belong tend to invite others to experience that as well. 
  • We all need to feel like we belong — and when we do, there’s a marked increase in our engagement, overall happiness and health. In that sense, belonging is a benefit that should be part of the employer’s offering to employees: working with us, you will feel like you belong, and we will be intentional about that. 
  • In our consumer-driven society, belonging is more than just a feel-good. It’s a strong driver of brand alignment. When we feel comfortable with a brand, we tend to stay with it. We feel like it speaks to our values, our sensibilities. That loyalty easily translates into the workplace context: employees want to stay with their employer because they believe in the brand and are comfortable with its values and purpose. 
  • Belonging isn’t just a social component. It should be seen as a business strategy that considers and addresses the real needs of your employees in terms of safety, career growth, feeling a part of a work community, and balancing work and life.
  • A culture of belonging doesn’t aim to homogenize everyone into a shared identity, but rather fosters diversity and inclusion as a way of improving and enhancing a shared culture. There’s a big difference. You don’t need to steamroll over differences to find the common ground, particularly in the workplace.

Marshmallows, Spaghetti, and Teamwork   

That said, what does a culture of belonging look like? Iain provided a telling example of the complex dynamics of belonging in action: the marshmallow challenge, originally created by Peter Skillman — and the subject of a great TED Talk by Tom Wujec. In this collaborative training exercise, teams of four have a fixed amount of time to build a tower out of spaghetti and tape that can support a marshmallow. The team with the highest tower wins.

“What’s interesting about the challenge is the pattern of consistently high-performing and low-performing teams,” when you compare kindergarteners and business school graduates, he said. What I found interesting as well is that in general, the five-year-olds outdid the business school grads. 

The children walked into the challenge with no training or preconceived notion of how to work together. So they just did — “in short bursts of collaborative effort, prototyping to find the best solution,” as Iain described. “They have no pre-fixed view of how they should act in the group and no hierarchy. Instead, they just focused on how to solve the problem.” They worked inclusively, unconcerned with status or protocols. 

 But the business school grads got hung up on who would be in charge, wasting valuable time jockeying for position. “They acted in a way they think they should behave given their lengthy investment in an advanced education,” Iain said. “They focused on trying to come up with a single solution rather than collaborating, prototyping, trying and doing. They were held back by a set of assumptions of how they should behave.” Often they ran out of time, or built a tower that collapsed.

We’re not building spaghetti towers, to be sure. But we do tend to walk into work with a sense of hierarchy and how we’re supposed to behave. If, instead, we’re free to abandon our certain assumptions on status and protocols and just work together, we forge a new kind of teamwork that’s far more productive. A team in a culture of belonging can simply focus on the task and the output, and is comfortable enough to be open to each others’ ideas and relish the collaborative process. The overarching attitude is: “Let’s try it, if it doesn’t work, let’s try something else.” Without anyone in charge, there’s no agenda besides tackling the problem. Instead of being driven by ego, the team is driven by the energy of working together. Instead of feeling pressure to arrive at a perfect solution, the team has the freedom and confidence to prototype until they get it. 

Two factors changed the outcome for the business school grads, Iain said: “First, when someone with facilitation skills joined the business school graduates, they often performed better, as the group was organized around the task.” Second, “If the group received feedback on their performance, and had the time to reflect and then perform the task again, they outperformed by several hundred percent.” 

We have a remarkable opportunity right now to foster a sense of belonging within our workplaces. So many of us have taken the veneer off: we’re meeting from kitchens, we’re video conferencing with children in the background; we’re seeing each others’ lives. We’re seeing how important it is to protect employees working on the front lines or out in public, and how to include their perspectives in how we better safeguard our workforce. 

The climate of working during a pandemic has removed so many of the assumptions we bring into the workplace, and replaced them with a basic understanding that on a fundamental level we are people, working together. When you can build on that understanding by meeting one of our most fundamental needs — to feel that sense of belonging – it drives peace of mind, focus, productivity, collaboration and performance. In so doing, it fosters everyone’s success — that of the business, and that of its workforce. If you want to see how cohesive and collaborative your work culture really is, break out the spaghetti and the marshmallows. Then build on that until those towers are as high as they can be.

This post is sponsored by MHR International.

Photo: Chris Montgomery

#WorkTrends: Navigating the Obstacles of Remote Work

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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.

Working from home has been a learning experience for many of us. Maria Orozova and Scott Thomas, co-founders of MODintelechy, joined me on #WorkTrends to share their perspective on how to navigate the many obstacles of WFH, from kids to focus to time management — and how to reap the benefits of remote work. 

Maria and Scott are veterans of working from home — their strategies have proven invaluable for their hectic days. And full disclosure: they not only work together, they share a family and a home as well. They’ve learned to stagger work hours so they can spell each other on the day-to-day. And instead of video calls all the time, they decided it depends on the client. What a relief to balance “strategic video versus no video time on Zoom calls,” said Maria. Scott swears by “simple stuff,” like taking a quick swim or walk to stay sane. I can relate.

Of course it’s not just about the leaders and managers. It’s about employees. One way this power couple keeps their employees engaged and balanced now is by “really being conscious” of how and when to show their human side. They know when to keep the camera off, and they stay present for people. Maria talked about the importance of giving people “some grace” for the mundane disruptions that can occur with WFH. After all, we agreed, this isn’t just bringing our whole selves to work. It’s bringing work to our whole lives.

Embrace it, they said. “Sharing your own vulnerability first kind of gives people the task or permission to share,” said Scott. When the Zoom fatigue is real, take the pressure off by just picking up the phone. Is there a bright side to all this? I asked them. Absolutely, they said: WFH enables us to gain new focus and clarity into how we work, and how we can work better together.

We covered so much ground in this discussion, and I encourage you to have a listen for yourself. And feel free to weigh in on Twitter or on LinkedIn with your feedback. (Just make sure to add the #WorkTrends hashtag so others in the TalentCulture community can follow along.)

 Twitter Chat Questions
Q1: How can brands create and drive a positive remote work culture? #WorkTrends
Q2: How can brands help remote workers adjust and be productive? #WorkTrends
Q3: What tactics can remote workers use to maintain their mental well-being?#WorkTrends

Find Maria Orozova on Linkedin and Twitter

Find Scott Thomas on Linkedin and Twitter

(Editor’s note: In August we’ll be 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: Jose Mizrahi

#WorkTrends: Building Trust In Uncertain Times

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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.

It’s safe to say uncertainty is universal these days. But how do we get past it and stay engaged in our work? Remember the T-word: trust. So I invited Iain Moffat, Chief Global Officer of MHR International, to #WorkTrends to share his best practices for building workplace trust during these uncertain times.

Iain said we need to be better listeners to be better communicators. And organizations really need to step up their game on this, and “address and communicate aspects around safety, the relationship, and the connected aspects of work,” he added. I wanted to know what else companies can do to enable their employees to trust them and feel trusted. 

Iain’s answer: make a conscious effort. Managers must regularly communicate, actively listen, and continue to work through the kinks of being remote and virtual. You only learn by doing, so start now. Treat trust as a collaboration. 

Here’s another straightforward way to build trust between managers and employees:  invest time in really checking in. Don’t just run a checkup. Regular check-ins can help employees stay motivated. Plus, it’s an opportunity to tackle deeper questions about where your organization is heading and how that employee fits into it all. Creating this sense of belonging can even lead to better employee performance. And besides, it makes everyone feel better.

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.)

Twitter Chat Questions

Q1: Why do organizations struggle with building trust? #WorkTrends
Q2: What strategies can boost trust and a sense of belonging remotely? #WorkTrends
Q3: How can leaders overcome uncertainty and promote a sense of trust? #WorkTrends

Find Iain Moffat on Linkedin and Twitter

This podcast is sponsored by MHR International.

(Editor’s note: In August we’ll be 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: Ali Yahya

#WorkTrends: Going Gig: Freelancing in HR

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Meghan invited both Chris Russell, the founder of HR Lancers, and Jim Stroud, VP of Marketing at Proactive Talent, to talk about the new trend in HR: hiring freelancers and consultants to fill in the gaps. 

COVID-19’s uncertainties are leaving no field untouched, including HR. As Jim said, “if employees hear the whiff of a rumor, or a layoff or have any kind of indication that their job might be in jeopardy or a furlough,” they might venture to freelance as a quick way to gain income and stay afloat. Further, freelancing is on the rise among millennials who are leaving the city. They can make their living at home — now more than ever before, noted Meghan. 

But not everyone’s cut out for the gig, Jim said. It takes self-discipline and the ability to self-structure, particularly now. Schedules may be more flexible, but kids and mounting responsibilities can add up. But the demand is there: Companies are hiring experts to help bridge the gaps, and sourcing out project-based, niched assignments like crafting job descriptions or writing a handbook. For smaller companies, this may be an effective solution. 

And if we see universal healthcare, said Chris, we’ll also see an explosion in freelancers. Meghan concurred: If benefits weren’t tied to employment, a lot more people would go independent. And that’s something companies need to think about, Jim added. Companies could be much more competitive at attracting top freelancers if they offered to cover healthcare expenses for the duration of a gig. And Meghan predicts we’ll see HR shifting along with the rest of the gig economy‚ and it’s going to be interesting to see how that changes our practices. 

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

Twitter Chat Questions

Q1: Why are more organizations hiring freelancers for HR? #WorkTrends
Q2: How is freelancing changing the nature of HR? #WorkTrends
Q3: How can leaders better attract top HR freelancers? #WorkTrends

Find Chris Russell on Linkedin and Twitter

Find Jim Stroud on Linkedin and Twitter

Photo: Ben Stern

#WorkTrends: Incorporating New Hires into Work Cultures

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The big question: Can managers effectively integrate new hires into a company work culture when everyone is working from home? The answer is a resounding yes. But how?

To explore this question further, Meghan invited John Baldino to share strategies that can help businesses successfully hire and onboard top talent remotely. John is the president and founder of Humareso, an HR firm that’s helping organizations not only manage their talent, but better onboard new hires into the culture.

John stresses communication as a key component of any culture, but especially important for remote workplaces. Seasoned employees may have the advantage of familiarity, “but that’s not really fair to the new person coming in,” John said. Managers need to take an intentional approach to communication that isn’t just about the nuts and bolts of tasks at hand, as Meghan noted. It’s got to have plenty of room to be human and have real conversations. 

Where are the blind spots? Look at the camera, John said. Too many of us don’t know where to look, and that can make for very awkward meetings. And that’s as true for managers as for anyone. So we all have to make sure we’re comfortable with the tech. And don’t try to make eye contact, because it doesn’t translate on video. You’ll look like you’re not looking at the person you’re talking to. Just making sure the tech is up to date is important as well, and that’s every company’s responsibility. We all have to get more comfortable with the technology and being remote, Meghan said. It’s a steep learning curve, and we’re still on it. 

So much has changed in the process of hiring. Consider the old normal orientation schedules — which played an effective role in portraying a company’s culture. Now we need to deliver that via chat across managers and departments, said John. But you can’t glean the essence of a culture (let alone participate in it) in just a few days of Zoom calls, Meghan said. Build in the time to let it all sink in. And make sure your managers have the resources they need to support new hires, and can provide flexibility to accommodate the new work/life construct.  

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

Twitter Chat Questions

Q1: Why do organizations struggle with onboarding? #WorkTrends
Q2: What strategies help bring new hires into the work culture? #WorkTrends
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The Contact Center Evolution Will be Remote

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The pandemic has thrown nearly every industry into a state of rapid-fire transformation, and that includes contact centers. Chances are, nearly everyone reading this has reached a contact center and talked to an agent; during the pandemic, agents have become a direct and human — and welcome — point of contact. And if you’re an employee at a contact center, you’re likely experiencing a whole different way of working right now, on the virtual front lines, in some cases, and I have to say this directly: thank you for being there.  

Nearly overnight, as we launched into lockdown and work-from-home orders, the on-site call center had to be replaced by remote locations with agents and managers working from their homes. Given the high-touch, fast-moving, highly managed nature of call center work, would such a shift be successful? Given the traditional model of a call center workspace, would it work for agents to operate from home? 

According to a new report by Calabrio in collaboration with Ravel Research, the answer to both questions is yes. The just-released study surveyed contact center managers from a broad range of industries, in both the U.S and U.K., to find out what major changes the pandemic has caused for contact centers. Among the factors investigated: how the pandemic has created changing customer expectations, how it changes the dynamic of employee management, how viable remote working is for contact centers, and how business intelligence plays a role in customer-centricity, innovation and operations. 

Such are the issues we all need to focus on as we collectively make the leap from the way we used to work to the way we work now — and beyond. And the study found that overall, the shift to remote working has been good — it’s had a positive impact on engagement, performance and results among agents, as managers note. What’s so compelling to me is that this new, transformed landscape wasn’t hard to navigate at all. In fact, it’s made the job easier and the experience better for call center agents and managers in no less than five key areas:

 1. Remote Improves Performance and Satisfaction

It’s worth noting that pre-pandemic, some contact centers already had a remote component: 36% of contact centers had at least half of their employees working remotely. But with the onset of the pandemic, that number soared, with 89% of contact centers having at least 50% of their employees working remotely. While the shift was triggered by necessity, there has been a groundswell of approval on the part of agents. Necessity triggered the shift, but once agents settle into their remote roles, what’s clear is that many see it as an advantage. Call center managers believe 72% of agents are happy working remotely. 

As far as the positive impact on productivity, again, the numbers are in remote’s favor: 73% of managers surveyed express satisfaction with the productivity of employees now working remotely, and 85% are satisfied with employee productivity on account of flexible hours. Moreover, this is not just a passing fad: the adjustment is expected to stick. Citing remote’s benefits for employee satisfaction, service flexibility, and overall employee performance, 72% of managers say a remote environment is likely to continue in the long-term. It’s a clear sign that to many in this workforce, the changes were not only welcome, they may have been overdue. That’s a relief considering that across the country, reopening plans aren’t exactly going as, well, planned. We may have to shutter those back-to-the-workplace goals in favor of maintaining remote arrangements for everyone’s safety. The good news is that in terms of contact centers, that should not have a negative impact on how well agents are doing, or how they feel about their jobs.

2. An Emphasis on New Skills 

For countless employees, shifting to remote (as well as to flexible schedules) has also shifted the emphasis to new skills; the same is true for contact center agents. Managers in the study report that 49% of their employees are better at self-management, 42% have improved their problem-solving abilities, and 42% are better at both technology set-up and security awareness. 

Being a contact center agent has always required excellent soft skills — ask an agent what he or she thinks and I’d bet the answer is that these are hard-won, carefully developed, and endlessly practiced; they’re not really “soft” at all. But now add these three critical skills to the toolbox of abilities — soft or not — that call center agents need, such as clear communication, empathy, patience, attention to detail, and the ability to maintain a positive attitude, and you have the new paradigm for recruiting. It’s not just about being able to ‘give good phone,’ as they used to say, but now also about being able to stay on track no matter where an agent is working from. And again, this reflects the overall trend in remote working: we’re all learning how to balance, integrate, and think on our feet in a new context. The difference is that we don’t always have a customer on the other line, with urgency, possibly stress, and an increased need for our empathy, responsiveness and great service. 

 3. Evolved Training and Coaching

The Calabrio/Ravel survey also reveals that while training and coaching have been able to continue without too much interruption, there will be a greater need to develop new methods and leverage the shift to a virtual workspace. As their top three training resources, managers name video calls and web conferencing (53%); live online training classes (44%); and recorded online training classes (35%). More than half of managers anticipate that moving forward, they will inevitably be able to do less in-person, one-on-one training. 

From a talent development perspective, this is an immense possibility — to harness the remote environment to bring new modes of training and coaching to contact center hires. Virtual Reality could provide new hires with an experiential and impactful way to learn. Digital resources, such as mock scenarios that reflect larger social and behavioral changes, and other “walk in their shoes” approaches may help to mitigate concerns such as unconscious bias or help raise the threshold in terms of patience. By carefully crafting these to begin with, employees have a holistic but modern tool at their disposal. Another option: on-demand and self-service modules, speaking to people’s need for greater flexibility.  

4. Quality Evaluations and Predictive Analytics

Working in a vacuum is a common lament for remote employees. But there are certainly ways to counteract that sense of isolation — and an opportunity to increase feedback and coaching with digital tools. To improve brand impact and with a sense of increased customer urgency (a byproduct of life during a pandemic), managers have ramped up evaluations. According to the study: 1 in 3 contact centers have increased the number of quality evaluations of customer interactions. And while it’s true that evaluations can be a thorn in a manager’s side if done entirely manually, in this case managers are getting smart, leveraging digital tools to ease the heavier load. 44% of managers are using predictive analytics and/or automated quality monitoring. These tools are boosting their effectiveness when it comes to agent coaching, speeding up the process and promoting responsiveness in real time. Being able to spot key trends for the full 100% of interactions means that manual evaluations can be far more targeted. And managers are freed from the traditional reliance of “walking the floor” in favor of a smoother and more fluid agent development process.  

Is this the wave of the future? Managers’ responses on this may be an indication: only 30% think quality evaluations will be the same as they were before and 27% believe they will be doing more evaluations. Yet clearly, some are more forward-thinking than others: 20% believe they will be seeing more automated quality monitoring, and 19% say they will be using more analytics. What this speaks to, from my perspective, is that these tools are on the horizon for some, and already in use for others. And instead of seeing tools like automation or predictive analytics as a norm, managers may see it as a stopgap, envisioning a point when things get “back to normal,” and they can go back to how they conducted evaluations before. That may indicate a gap in perception: these are the same managers who believe remote contact centers will continue into the future; and sentiment around predictive analytics and automation will likely grow. We’ll see how this plays out.

5. New Technologies Offer New Opportunities

The new technologies coming to contact centers are having a profound impact on employee as well as manager experience, and offering new opportunities for support as well as growth. The old adage: If you build it, they will come, applies to a call center — and as we’ve seen as we pivot to remote, instead of agents and managers coming to a physical workspace, now remote innovations are coming to them. The survey asked its respondents: How have your contact center’s investments changed in the following areas, because of the pandemic? Not surprisingly, the biggest investments are in remote working solutions (65%); video conferencing tools (62%); and then, expanded channels for customer communication (52%). All are helping to modernize the manager and agent experience. And it may or may not be a kind of workplace irony to have a human call agent aided by a chatbot or virtual assistance, but these are not as high on the list. 

What is markedly on the rise is business intelligence (BI). A full 90% of respondents say they are maintaining or increasing their investment in BI solutions. And contact managers expect a higher demand for contact analytics to come from every department. We’re going to see call centers increasingly rely on data and more accurate reporting to better assess performance and set strategy — yet another sign that digital tools are leading the evolution. For a remote workforce, BI knits together people, interactions and operations in real time, allowing for a far greater sense of the big picture, elevated flexibility when it comes to key questions asked, and an increased sense of connection between individual effort and overall results.

None of these developments are going to take the place of human connection, however. The rationale behind grabbing the brass ring of better and better technologies is as a means to improve the interactions between agents and customers — by enabling agents to better do their job, from training to maintaining their performance. That includes the interactive dashboards being used by some call centers to provide agents with real-time data on how they’re doing. Designed to answer the questions an individual agent might ask, these provide a graphic as well as numeric scoreboard they can continue to monitor to track their own improvements. 

Self-accountability and a sense of personal stake in excellence may turn out to be our best asset of all. For agents and managers in call centers, these traits are clearly driving the evolution as much as any external forces — and pointing to an overall growth in workplace culture we may not have expected, but as the Calabrio/Ravel survey shows, it’s happening right now.

To find out more, download the study.

This post is sponsored by Calabrio.