By Vivo Team Development

Artificial intelligence (AI) is rapidly transforming the workplace, automating tasks, and opening new possibilities for innovation. But, as AI reshapes how we work, the skills that truly drive success are not just technical; they’re human. In an AI-driven era, people skills are more crucial than ever, as they form the foundation of highly-effective teams and successful organizations.

While AI excels at handling data, automating routine tasks, and improving workflows, it cannot replicate the creativity or contextual understanding that comes from human interaction and experiences. Empathy, flexibility, and active listening are becoming increasingly sought after skills.

“92% of US executives agree that people skills are more important than ever.”
(Source: LinkedIn US Executive Confidence Index Survey, June 2023)

The following people skills, along with effective leadership, provide a roadmap for high performance in an AI-powered workplace. These indicators ensure that teams can successfully integrate AI while maintaining the human touch that drives collaboration, creativity, and innovation.

Communication: Enhancing Productivity and Reducing Delays

Clear and open communication is critical to team effectiveness. Misunderstandings or gaps in communication can slow down progress and disrupt workflows, especially when navigating the complexities of AI integration.

By fostering an environment of transparent and consistent communication, leaders can minimize delays and ensure that both human team members and AI systems are aligned. Open communication also helps team members understand how AI fits into their work, ensuring everyone is on the same page and able to maximize AI’s benefits.

Interactive Feedback: Reflecting and Adapting for Continuous Improvement

AI provides a wealth of data, but its effectiveness depends on how well teams can interpret and apply that information. A strong feedback culture is essential for continuous learning and performance improvement. Regular, interactive feedback allows teams to reflect on past actions and anticipate future outcomes, ensuring they stay agile and responsive to both human and AI-driven insights.

This feedback loop enables employees to adapt to changes and identify areas for growth, leading to better decision-making and more effective integration of AI tools.

Emotional Intelligence: Navigating Emotions and Building Psychological Safety

While AI can process data at lightning speed, it cannot navigate the complex emotions that are part of human interactions. Emotional intelligence (EQ) is essential for building psychological safety within teams—where individuals feel comfortable expressing themselves, sharing ideas, and taking risks without fear of judgment.

High EQ enables team members to identify and manage their emotions while understanding the emotional dynamics of others. This reduces assumptions and fosters a supportive, collaborative environment where people can thrive. In workplaces utilizing AI, emotional intelligence remains critical for maintaining healthy interpersonal relationships and promoting innovation.

Structures: Building Efficient and Unified Workflows

AI can optimize many processes, but without strong organizational structures in place, even the best technology can lead to chaos. Establishing clear and unified behavior expectations and work processes is vital for ensuring that both human and AI contributions are aligned and effective.

Streamlined structures help teams work efficiently, preventing redundancies and confusion as AI tools are integrated into workflows. A well-structured environment allows employees to leverage AI’s strengths while focusing on higher-level, human-centered tasks like new innovations and strategic thinking.

Accountability: Driving Innovation and Building Trust

In an AI-enhanced workplace, accountability is more important than ever. AI can automate many tasks, but responsibility for outcomes still lies with human team members. Holding one another respectfully accountable fosters a culture of trust, innovation, and productivity.

When employees take ownership of their roles and their use of AI tools, it ensures that AI is used responsibly and effectively. This sense of accountability drives continuous improvement and helps teams stay focused on their goals, even as AI takes on a larger share of routine tasks.

Cohesion: Increasing Engagement and Collaboration

Team cohesion is the glue that holds high-performing teams together, and it becomes especially important when integrating AI. As technology reshapes roles and workflows, maintaining strong connections between team members is key to sustaining satisfaction, engagement, and collaboration.

Cohesive teams work more effectively together, leading to increased success and productivity. Leaders must focus on building and maintaining these bonds, ensuring that team members continue to collaborate and innovate as a unit.

Leadership: Guiding Teams Through Technological Change

Strong leadership is the cornerstone of success in any workplace. Leaders must guide their teams through the integration of AI, balancing technological advancements with human-centered development. Great leaders understand that while AI can optimize workflows, it is their role to inspire, motivate, and empower their teams to use these tools effectively.

By prioritizing people skills like communication, emotional intelligence, and accountability, leaders can ensure that their teams not only embrace AI but also continue to grow and develop the human capabilities that drive long-term success.

AI is a powerful tool, but it cannot replace the human qualities that make teams truly great. By focusing on key people skills—communication, interactive feedback, emotional intelligence, structures, accountability, and cohesion—leaders can build high-performing teams that thrive alongside AI. In the end, the future of work is not just about AI; it’s about empowering people to work smarter, more creatively, and more collaboratively.

The rise of AI doesn’t diminish the importance of people—it elevates it. Leaders who invest in these skills today will build teams that are more innovative, resilient, and adaptable to the changes of tomorrow.

About Vivo Team Development

Vivo Team is a tech-driven learning and development company providing leaders and teams with the skills, analytics, and insights they need to succeed. This results in increased engagement and productivity—and the data to prove it!

By Melissa Montoril, Associate, Montridge Advisory Group Ltd.

In today’s competitive job market, attracting and retaining top talent goes beyond just offering a competitive salary. Companies are increasingly recognizing that their benefits packages play a pivotal role in demonstrating their commitment to diversity, equity, and inclusion (DEI). This growing focus on DEI not only helps in building a diverse workforce but also enhances the overall company culture. In this article, we’ll explore how organizations can craft inclusive benefits packages that support DEI initiatives and serve as a powerful tool in talent acquisition. 

Understanding the Importance of DEI in Talent Acquisition

Why DEI Matters

DEI initiatives are more than just a trend; they’re a necessity for modern businesses. A diverse workforce brings varied perspectives and experiences, which can drive innovation and improve problem-solving. Equity ensures that everyone has access to the same opportunities, and inclusion fosters a sense of belonging among employees.

The Business Case for DEI

Several studies have shown that companies with diverse teams outperform their less diverse counterparts. According to McKinsey & Company, firms in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability. This highlights that DEI isn’t just a moral imperative but also a strategic advantage. 

Crafting Inclusive Benefits Packages

Health and Wellness Benefits

Health and wellness benefits are the cornerstone of any benefits package, and by offering inclusive health insurance that covers mental health services, reproductive care, and gender-affirming support, companies can create a more supportive and equitable workplace. Empowering employees with access to fitness programs and wellness resources not only promotes their well-being but also strengthens a culture of care and inclusivity.

Flexible Work Arrangements

Flexible work arrangements, such as remote work options and flexible hours, are increasingly important for attracting diverse talent. These arrangements can help accommodate different lifestyles and responsibilities, making it easier for employees with caregiving duties or those pursuing further education to balance their work and personal lives.

Parental Leave Policies

Inclusive parental leave policies are crucial for supporting employees of all genders. Offering paid parental leave for both mothers and fathers, as well as for adoptive parents, demonstrates a commitment to gender equality and supports the diverse family structures within the workforce. 

Financial Benefits and Support

Competitive Salaries and Equity

Competitive salaries and equitable pay are key to drawing and retaining top talent. Regular salary audits ensure fairness and transparency, while offering stock options or profit-sharing plans strengthens the connection between employees’ success and the company’s growth, fostering a sense of shared achievement and commitment.

Financial Planning Services

Providing access to financial planning services, including retirement planning and budgeting workshops, can help employees manage their finances more effectively. These services can be particularly valuable for employees who may not have had access to such resources previously.

Professional Development Opportunities

Continuous Learning and Development

Investing in continuous learning and development is vital for retaining top talent and driving innovation. By offering access to online courses, certifications, and professional development workshops, companies empower employees to grow, which not only fuels personal advancement but also strengthens the organization’s competitive edge and future success.

Mentorship Programs

Mentorship programs can help employees from underrepresented groups build networks and advance their careers. Pairing employees with mentors who can provide guidance and support fosters a culture of inclusion and helps bridge the gap between different levels of the organization.

Leadership Development

Leadership development programs are crucial for cultivating a diverse pipeline of future leaders. These programs should focus on identifying and nurturing talent from all backgrounds, ensuring that the leadership team reflects the diversity of the workforce. 

Creating a Culture of Inclusion

Employee Resource Groups (ERGs)

Employee Resource Groups (ERGs) are voluntary, employee-led groups that foster a diverse, inclusive workplace aligned with the organizations they serve. ERGs provide support, enhance career development, and contribute to personal development in the work environment.

Inclusive Communication

Inclusive communication means ensuring that all employees feel heard, respected, and valued, regardless of their background, language, or abilities. This involves using inclusive language that avoids bias or exclusion, offering translation services for non-native speakers, and providing accessibility in all forms of communication. Inclusive communication practices help build a more supportive, cohesive work environment where every employee can fully participate and contribute by sharing their stories and experiences.

Celebrating Diversity

Celebrating diversity involves recognizing and honoring the various cultures, traditions, and backgrounds of employees. This can include hosting cultural events, celebrating heritage months, and encouraging employees to share their stories and experiences. 

The Role of Technology in DEI

AI and Recruitment

Artificial intelligence (AI) can play a significant role in reducing bias in recruitment. AI-driven tools can help identify diverse candidates and ensure that job descriptions are inclusive. However, it’s essential to continually monitor these tools to prevent the perpetuation of existing biases.

Data Analytics

Data analytics can provide insights into the effectiveness of DEI initiatives. By tracking metrics such as employee demographics, retention rates, and engagement levels, companies can identify areas for improvement and measure progress over time.

Accessibility Tools

Investing in accessibility tools ensures that all employees can fully participate in the workplace. This includes providing screen readers, voice recognition software, and other assistive technologies that support employees with disabilities. 

Measuring the Impact of DEI Initiatives

Setting Clear Goals

Setting clear, measurable goals for DEI initiatives is essential for tracking progress. This might include targets for increasing the representation of underrepresented groups, reducing pay disparities, or improving employee engagement scores.

Regular Assessments

Regular assessments, such as employee surveys and focus groups, can provide valuable feedback on the effectiveness of DEI initiatives. These assessments should be conducted regularly to ensure that the initiatives continue to meet the needs of the workforce.

Transparency and Accountability

Transparency and accountability are crucial for building trust and demonstrating a genuine commitment to DEI. Companies should publicly share their DEI goals, progress, and challenges, and hold themselves accountable for achieving their objectives. 

Conclusion

A commitment to diversity, equity, and inclusion is not just a moral imperative but a strategic advantage. Crafting inclusive benefits packages is a powerful way to attract and retain top talent, build a diverse workforce, and foster a culture of inclusion. By offering comprehensive health and wellness benefits, flexible work arrangements, equitable financial support, and professional development opportunities, companies can demonstrate their commitment to DEI and create a workplace where all employees can thrive.

Ready to take your DEI initiatives to the next level? Start by evaluating your current benefits offerings and identifying areas for improvement. Engage with your employees to understand their needs and preferences, and consider partnering with experts to design and implement effective DEI strategies. Together, we can create workplaces that are not only diverse and inclusive but also innovative, resilient, and successful.

By Vivo Team Development

In today’s rapidly evolving business environment, change is the only constant. Navigating through change and uncertainties requires a deep-rooted resilience and strategic adaptability. Let’s dive into the principles of change resilience, with a focus on actionable behaviors for teams and leaders to be resilient to change and maintain momentum.

Embrace the Basics: Navigating Short and Long-Term Plans

Start with the basics: balance long-term and short-term planning, clearly communicating any shifts or pivots to the team, and making strategic, informed decisions. Avoid getting sidetracked by every new trend or “shiny object.” Instead, remain focused on your strategic goals while keeping the team informed and engaged in the decision-making process.

Actions:

• Regular Communication: Keep the team updated on changes and strategic plans to foster a sense of inclusion and direction.
• Strategic Focus: Resist the urge to chase every new trend. Stay committed to your strategic goals and evaluate new opportunities against these goals.

The Power of Yes: Small and Big Yeses

Focus on saying “yes” rather than “no,” even if it’s just a series of “small yeses” rather than big ones. A “big yes” is a confident, well-informed decision based on comprehensive data. A “small yes,” on the other hand, involves taking small, manageable risks with the information currently available, allowing for frequent check-ins and adjustments.

Actions:

• Frequent Check-Ins: Implement regular check-ins (daily, weekly) to review the progress of small decisions and adjust as necessary.
• Encourage Iteration: Adopt a mindset of continuous iteration, where small risks are taken, tested, and refined based on feedback and results.

Fostering Collaboration: Leveraging Diverse Strengths

Teams often consist of members with varying risk tolerances and decision-making styles. Some may prefer to take risks first and think later, while others require more information before acting. This is why it’s important to foster collaboration without boxing individuals into rigid roles. Remember those small yeses—they can unlock true collaboration and help to build trust and competence within the team.

Actions:

• Collaborative Environment: Promote a culture of collaboration where diverse perspectives are valued and integrated into decision-making.
• Build Trust: Establish a safe space for team members to take small risks and learn from them, reinforcing trust and confidence.

Strategic Reflection: Short-Term and Long-Term Thinking

Balancing short-term tasks with long-term strategic thinking is crucial for navigating change and sustaining growth. Take time for periodic reflection to integrate learnings and adjust strategies accordingly. Leaders should support their teams in developing strategic thinking skills, helping them transition from tactical day-to-day tasks to broader, long-term planning.

Actions:

• Dedicated Reflection Time: Schedule regular reflection periods to review recent activities and plan future actions.
• Mentorship and Development: Provide opportunities for team members to develop their strategic thinking skills through mentorship and training.

Preparing for the Future: Learning from Past Transitions

Every organization has learned valuable lessons with all the transitions experienced since 2020. These learnings should inform current strategies and help prepare for future uncertainties. Leaders must ensure their teams are resilient and adaptable, capable of navigating ongoing changes and challenges.

Actions:

• Past Learnings: Document and reflect on past change responses to identify successful strategies and areas for improvement.
• Future Preparedness: Use these insights to develop robust contingency plans and enhance the organization’s overall resilience.

Defining Long-Term Goals: The Beacon of Vision

Having a clear, long-term vision, or “beacon,” that guides the organization is paramount. This vision should inspire and direct efforts without becoming bogged down in overly specific, long-term targets that may become irrelevant in a rapidly changing environment. Instead, focus on quarterly and annual milestones that align with this broader vision.

Actions:

• Vision Statement: Develop a clear, inspiring vision that serves as a guiding beacon for the organization.
• Quarterly Milestones: Break down the vision into achievable quarterly milestones to maintain progress and adaptability.

By implementing these actionable behaviors, teams and leaders can enhance their change resilience, navigate crises effectively, and drive sustained growth and success.

By Andrea Raso and Catherine Repel at Clark Wilson

Between the prevalence of living life publicly on social media and the rise of so-called “cancel culture”, employers are often left wondering what actions they can take regarding their employees’ online activities.  As with many matters in law, the answer is: it depends.  Employers, however, can take one concrete step to be proactive in dealing with employees’ social media activities.

Employees have a general right to engage in activities of their choosing when they are not engaging in work for their employer.  Some such activities may be protected under applicable human rights legislation if they overlap with a protected ground.  Of note is that in British Columbia, the Human Rights Code (the “Code”) lists political belief as a protected ground such that employers cannot discriminate against employees in relation to their political belief.  While political belief is not defined in the Code, it has been interpreted as including matters beyond partisan politics, but it must typically include some type of government action or matter of general public importance.  As an example, if an employer is concerned about an employee who frequently posts about support for Trump, that activity is likely protected if the employee is based in BC.

That said, employees’ rights to engage in the activities of their choosing can reach a limit as certain off-duty conduct has been found to justify termination of employment for cause and without notice where the conduct is prejudicial to the interests or reputation of the employer.  Additionally, employers have an obligation to all employees to provide a safe workplace free from bullying and harassment, which can include online activities if they are work-related.  In short, employers are not required to tolerate all off-duty conduct of their employees and, in certain circumstances, an employer may be required to step in to ensure they are meeting their obligations under applicable health and safety and/or human rights legislation.

The legal risks in any given circumstance will depend on the specific facts, but employers who are concerned about their employees’ online activities should put a social media policy in place.  The policy will not likely be able to dictate the activities the employees engage in, such as preventing them from going on social media at all. The policy may, however, prevent them from identifying themselves as an employee of the organization on social media unrelated to employment (such as LinkedIn) or may require them to ensure that any posts or their activities clearly represent their own views and not those of the employer.  Employees may be further barred from posting about internal matters relating to their employment or the employer.  At the very least, a social media policy can provide a framework for notifying employees of what conduct is and is not permitted and provide notice of consequences for breaching the policy.  While there are limits to what an employer can permissibly regulate, employers are wise to be proactive and set expectations before issues arise.

In the absence of a social media policy, or if an employee breaches the policy and an employer is considering further action, it is best to seek legal advice to understand the potential risks of the different courses of action.

About Clark Wilson

Clark Wilson is one of Western Canada’s largest law firms, providing comprehensive legal expertise across 35 distinct areas of business law and private client services. Our Employment & Labour group works exclusively with employers, providing strategic and practical guidance to organizations nationwide, helping them create high-performing teams and advocating for their interests in contentious disputes.  

Andrea Raso

Andrea Raso is a partner at Clark Wilson where she chairs the firm’s thriving Employment & Labour group and offers complementary services in Mediation & Arbitration, Privacy Law, and Indigenous Law.

Catherine Repel

Catherine Repel is a partner at Clark Wilson where she practices exclusively in the area of Employment & Labour.

By Tierra Madani, Associate HR Consultant, Chemistry Consulting Group

How can employers create a positive online brand by calling upon ambassadors within the organization for content?   

Take a moment to think about what your Employer Brand is online today. How would you describe it? How do you measure it? How is it currently viewed by the general public or within the community? Is there any value given to it during strategic planning?

As with any strategy in your organization, it is always best practice to start with a vision. When it comes to employer branding, the ultimate goal and result is to have a positive reputation and one that is true to the employee experience.

But why is this important? Everyone is watching and they care to know how you treat people.

It is commonplace now (more than ever) that people are choosing more carefully which brands they want to associate with, whether they are your potential customers, partner organizations, or your current clientele. Our marketing teams are already onto this big shift and many organizations have already capitalized on the joint HR/Marketing strategy specifically focused on employee branding.

Not only do consumers have more choices, but job seekers also currently have the upper hand when it comes to seeking employment. Your employer brand attracts potential applicants in a unique and important way. It is beneficial to stay in the know on how your organization is being portrayed and to continuously improve upon your “go-to-market” strategy to ensure it is authentic and speaks to your actual culture and values.

4 Tips to Achieve a Positive Online Employer Brand

1. Align your employer brand with your team’s core values.

The guiding light within your organization is your shared core values. These are collectively the glue that binds your team together and strengthens its culture. Let your values drive your decision on what stories to share with the outside world.

For example, if your team values community, then create a social media campaign to highlight your community partnerships. This perpetuates the awareness of those organizations as well, which further promotes their cause and need for support. Was there a recent event that can be shared on social media? Is there an opportunity to highlight hardworking team members who went above and beyond to support the event? Think of creative ways to share this type of content on your social media networks or even during the event itself.

2. Team up with Marketing.

Are there ways that the employer brand, or visa versa can support the overall brand name? How should HR and Marketing collaborate on which social media channels to use and how can each measure success? Marketing teams hold the key to data-driven work and can provide support on how best to measure success when it comes to audience engagement and brand awareness.  Set a recurring meeting for these two departments to collaborate, brainstorm and touch base.

3. Leverage your employer brand to support functions within your organization.

Investing in your employer brand further supports several strategies and departments including HR, Marketing and Sales. Functions such as recruiting top talent, engaging with your community and/or your customers, and establishing new partnerships and collaborations. Include your employer branding strategy in your overall strategic plan and collaborate with other departments to achieve multiple objectives simultaneously. 

4. Invite your culture ambassadors to join in the conversation, authentically. Who best to speak to your culture and what it’s like to work for your organization than your own employees. Are there stories untold that should be brought to light? An employee or team that could be recognized for being a shining ambassador? A new partnership that creates a positive impact in the community?

This is an important step in validating your organization’s reputation as an employer. An employer brand must be true to who you actually are as a team and an organization, and this then invites your employees to shout out their company pride to others. Consider adding a section to your employee handbook that outlines what is encouraged through social media, for example. This is a direct invitation to engage with your organization’s social channels and further promote the stories waiting to be told that highlight your employer brand positively.

Revisit the things you are already doing to promote your employer brand and take it to the next level to ensure you’re sharing effectively and authentically!

By Damien Lacey, Marketing Specialist, Montridge Advisory Group Ltd.

In today’s fast-paced and demanding work environments, prioritizing employee wellness, particularly mental health, has become more critical than ever. As our understanding of mental wellbeing evolves, organizations are increasingly recognizing the importance of creating a supportive and nurturing workplace culture. This shift is not only beneficial for employees’ health and happiness but also for the overall productivity and success of the organization. In this blog post, we’ll explore the concept of wellness at work and discuss strategies that organizations can implement to better ensure the mental wellbeing of their workforce.

The Importance of Wellness at Work

Work-related stress and mental health issues have become a growing concern in many industries. According to the World Health Organization, stress-related illnesses cost businesses roughly 33 billions of dollars each year in lost productivity and healthcare expenses. Additionally, employees who experience high levels of stress are more likely to suffer from burnout, absenteeism, and reduced job satisfaction.

Creating a workplace that prioritizes wellness can help mitigate these issues. When employees feel supported and valued, they are more likely to be engaged, motivated, and productive. Moreover, promoting mental wellbeing can enhance employee retention rates, as employees are more likely to stay with organizations that prioritize their health and happiness.

Strategies for Promoting Mental Wellbeing

Create a Supportive Work Environment:  Cultivating a workplace culture where mental health is valued and openly discussed is crucial. Encourage managers to engage in regular check-ins with team members, not just about work progress but also about their overall wellbeing. These conversations can help destigmatize mental health issues and create a supportive atmosphere where employees feel comfortable seeking help if needed.

Provide Mental Health Resources:  Consider leveraging the resources available through the company’s extended health plan to enhance mental health support, providing access to additional services such as counseling and therapy sessions. Offering these resources alongside support groups and educational materials can help employees navigate mental health challenges more effectively and maintain their mental wellbeing. Consider partnering with mental health professionals to provide onsite support and workshops to educate employees about mental health issues and coping mechanisms.

Promote Work-Life Balance: Encouraging work-life balance is key to supporting employees’ mental health. Providing flexible work arrangements, such as remote work options or flexible hours, can help employees manage their work and personal responsibilities more effectively. Encouraging employees to take regular breaks and vacations can also help prevent burnout and improve overall wellbeing.

Financial Wellness: Financial wellness is a crucial component of mental wellbeing, encompassing a sense of security and control over an employee’s financial situation. Employers can promote financial wellness among their employees by offering educational resources, such as workshops on budgeting and saving, and by providing access to financial planning tools and services. By supporting financial wellness, employers not only enhance employee satisfaction and productivity but also contribute to a more positive and resilient workforce.

Encourage Physical Activity: Physical activity is known to have numerous benefits for mental health, including reducing stress and anxiety. Encourage employees to incorporate physical activity into their daily routine by offering onsite fitness classes, gym memberships, or incentives for participating in physical activities. Also, consider walking meetings, providing standing desks, supply yoga mats for stretch breaks or just emphasizing the need to stand and move for a few minutes regularly throughout the day can also help promote physical activity in the workplace.

Provide Health & Wellness Days: Offering paid health and wellness days can give employees the opportunity to prioritize their mental wellbeing when they need it most. These days off, which would be in addition to vacation days or sick days, can help reduce stress, prevent burnout, and allow employees to recharge and refocus. By supporting employees’ health in this way, organizations can improve overall productivity and employee satisfaction.

Offer Employee Assistance Programs (EAPs): Employee Assistance Programs (EAPs) provide employees with confidential access to counseling and support services for a wide range of personal and work-related issues. Offering an EAP can help employees manage stress, anxiety, and other mental health issues, and can be a valuable resource for those in need of support.

Promote Mindfulness and Stress Management: Mindfulness and stress management techniques can be powerful tools for improving mental wellbeing. Offer workshops or training programs to help employees develop these skills, providing them with practical tools to manage stress and improve their overall mental health. Encouraging practices such as meditation, yoga, or deep breathing exercises can also help employees incorporate mindfulness into their daily lives.

Lead by Example: Leadership plays a critical role in shaping organizational culture. Senior leaders should prioritize their own mental wellbeing and openly discuss the importance of mental health with their teams. By leading by example, leaders can help create a culture where mental health is valued and supported, and where employees feel comfortable seeking help when needed.

Conclusion

Wellness at work is not just a buzzword; it is a critical component of a healthy and productive workplace. By prioritizing mental wellbeing and implementing strategies to support employee health, organizations can create a positive work environment where employees can thrive. Investing in wellness not only benefits employees but also contributes to the overall success and sustainability of the organization.

By Arlene Keis, Associate HR Consultant, Chemistry Consulting Group

Most companies know that no matter how much effort and investment they put into developing, delivering and marketing their product or service to their customers, it’s the customer’s perception of the experience that ultimately has the most lasting impact on the success of the business. Often called a customer journey, the experience that a customer has at each specific interaction with your company over time  makes a significant impact on whether or not the customer will come back or be an advocate for your product or service.

Until more recently, many employers did not consider how this same concept could also apply to the experience of their current and future employees, and how it can affect the bottom line.  Much research in Canada and internationally has shown a strong link between positive employee experience, excellent customer service and increased business results.

So, what is “the employee experience?”  The Conference Board defines it as “how the employee thinks and feels about the journey they take with your organization, from beginning as a prospect to becoming a candidate to being hired; through onboarding, internal movement or promotion; and then finally, at retirement or exit, including all interactions along the way.”  A  positive employee experience leads to engaged, motivated and loyal employees, and a negative experience leads to disengaged employees, productivity loss and higher turnover.

Many think that the employee experience starts on their first day of work. However, there are a number of critical macro touchpoints in the journey, which start at the attraction and recruitment stage and extend right through until they exit your company.   Each of these macro touchpoints include a wide range of micro touchpoints which will vary from organization to organization but looking at the big picture is a good place to start.

The employee experience starts when they first spot your advertisement, visit your website career page, or meet you at a job fair.  What attracts them to your company to motivate them to apply? Put yourself in the shoes of potential employees and consider how your company comes across at each stage of recruitment from your initial job posting, the application process, interview, and job offer. Some questions to consider in designing your recruitment and selection process is as follows:

• Is there consistency across each stage of the process? For example, isthe warm and inviting tone used in your job advertisement reflected during the interviewing process?
• Do you communicate with the candidate regularly throughout the process at key touch-points, or do you leave them hanging for weeks on end?

Their experience during the recruitment phase has a strong influence on whether or not the candidate chooses to continue or abandon the process with you.

The next macro touchpoint is the onboarding stage. How would you feel if you booked a vacation at a well-reviewed hotel and arrived to find that your room wasn’t ready and when you arrived, the room was too cold, the TV didn’t work and there was no wi-fi as advertised?  Now think about the employee arriving excitedly on their first day at your company to find their workstation and digital tools weren’t set up, their supervisor or any other manager isn’t available to greet them, or they were sent to a meeting room for a few hours to read the company policy book and other documents. While the details associated with an employee’s first few days and week may seem minuscule in comparison to the years of service you hope they will have with your organization, these initial first impressions can dramatically alter the tone of the employee’s onboarding process.

After onboarding and orientation, the next touchpoint is ongoing growth and learning – which both have a strong influence on retention. A positive employee experience encourages ongoing personal and professional development. An employee’s access to, or lack of the following experiences are some of the micro touchpoints that make strong impressions on the employee’s journey with your organization:  regular performance reviews, mentoring and coaching, recognition and reward, asking for and listening to feedback, benefits, health and safety, diversity and inclusion, work-life balance, social events, and opportunities for new projects, challenges or advancement. Paying attention to the experiences your employees are looking for and making effort to provide this to them can greatly make or break their experience.

Employees will leave your organization for a number of reasons – by their own choice or by yours.  Regardless of the reason, the final macro touchpoint of the employee experience is how they are treated during the exit phase. Treating employees well in the bad times as well as the good times will leave them feeling positive about their experience working for your company. Ensuring a professional and appropriate off-boarding experience will go a long way in the word-of-mouth comments about your company made by former employees. Further, through conducting exit interviews, you can obtain valuable data about how the employee’s experience was within the organization from start to finish.

The points made in this article are just some examples of points in the employee journey but can be a guide to help you get started in designing your own employee experience journey map. Chemistry Consulting Group has expert HR professionals who can help you find opportunities to enhance the experience employees have with your company, which can make a significant difference to recruiting and retaining good employees during a tight labour market.

By Vivo Team

When looking for ways to manage costs, managers and executives are often trained to ignore money already spent, instead focusing on future spending. When it comes to tracking the cost and value of meetings, for example, managers commonly dismiss the cost of people’s time as a “sunk cost” because they’ve already committed to paying salaries.

Companies spend an enormous amount of money paying people to sit in meetings, but they fail to consider how efficient or effective those meetings really are. Furthermore, most people are not trained to participate in, or run, effective meetings.

Also frequently overlooked, the cost of lost productivity is a key culprit of financial drain for leaders, managers, and their company. Leaders now, more than ever, need to be equipped with data and insights about their people to succeed in this climate of uncertainty. Being aware of strengths, weaknesses, gaps, and leader/team effectiveness allows you to focus on areas for improvement.

For example, imagine an employee who loses 5 hours of productivity a day. If that employee is paid $50,000 a year, their lost productivity would cost the company approximately $32,370 annually.

Does 5 hours sound high? Lost productivity time can add up quickly:

Confusion/lost time due to poor communication (1-2 hrs/day)

Attending meetings you don’t need to be a part of (1-2 hrs/day)

Inefficiencies from a lack of structure or processes (1-2 hrs/day)

If proper structures and communication norms were improved on this employee’s team, the cost of lost productivity will be reduced. If reduced by 50%, that’s $16,185 in savings.

Now imagine that team has five other members who are also more efficient and productive as a result of training in structures and communication (5 x $16,185).

You just saved $80,925 in lost productivity costs.

Your company’s cost of lost productivity, as it relates to training and development, is a simple yet effective way to increase productivity and efficiency—ultimately leading to a positive impact on your bottom line.

Key indicators that lead to high-performing leaders and teams:

Communication – Clear and open communication reduces misunderstanding and costly errors, minimizes work delays, and enhances overall productivity.

Structures – Unifying and streamlining work processes and related behavioral norms builds the foundation for efficient and successful teams.

Interactive Feedback – A feedback culture provides essential information for decision making and performance improvement by reflecting on the past and anticipating future results.

Emotional Intelligence – Awareness and management of one’s emotions while navigating the emotions of others reduces assumptions and increases psychological safety and connection.

Accountability – Holding one another accountable drives innovation, trust, and productivity.

Cohesion – Team cohesion positively impacts project outcomes, client satisfaction, team engagement, and collaboration resulting in increased success and productivity.

By using behavioral analytics to evaluate your team’s effectiveness in these areas, leaders can uncover insights into where improvements need to be made to recoup losses. Team effectiveness and lost productivity costs are interdependent. Thus, by increasing your team’s effectiveness you will decrease your company’s lost productivity costs.

About Vivo Team

Vivo Team is a tech-driven learning and development company providing leaders and teams with the skills, analytics, and insights they need to succeed. This results in increased engagement and productivity—and the data to prove it!

By Arlene Keis, Associate HR Consultant, Chemistry Consulting Group

It seems as if every day there are headlines regarding staff shortages in virtually every sector of the economy and in every province and territory.  While the reasons for such shortages are many and complicated, they do not appear to be going away anytime soon.  The issue has become a business imperative in boardrooms across the country as organizations large and small grapple with the economic fall out of this gap in labour supply.

There is no one-size-fits-all solution to address labour shortages, but there are many things that an individual business or organization can do to minimize the impact.  Many are finding that a multi-faceted approach gives the greatest odds of weathering the perfect storm that has produced the labour challenges. Consider applying the below strategies to your business strategy in the long and short term.

1. Become an Employer of Choice

In any competitive environment, people choose to go where they see the best value proposition.  This applies to their choice of employers, and the perceived value goes beyond just the salary.   The best employers recognize that creating an environment that shows their current and prospective employees they care for them gives them an edge in the war for talent. Becoming an employer of choice involves not only providing competitive compensation and benefits, but prioritizing  topics such as: recognition and appreciation, flexible and hybrid work schedules, open two-way communication, work-life balance, fair and respectful workplaces, mental and physical well-being, strong leadership and mentoring, opportunities for advancement and growth, diversity and inclusion, innovation, corporate culture, efficient and well-maintained tools and equipment, community involvement and last but not least, FUN!

2. Focus on Retention

Just as it is with customers, keeping employees you already have is easier and less costly than finding new ones. When employees leave, it is important to conduct exit interviews to gain insight about the reasons for their departure; better still, canvass your current employees to find out why they stay and how you can keep them engaged There are dozens of tactics, strategies, and many books and articles on how to improve retention, but one of the best ways to find what works best in your organization is to ask your employees. This can be done through employee engagement surveys or focus groups, and fostering a culture of open communication and an authentic, listening management team from the top down.  Employees have choices and most prefer to work for a great company with a positive and healthy culture so there is great value in focusing on becoming an Employer of Choice.

3. Raise Awareness About Your Brand

Whether they know it or not, most companies have an external employer brand that can help or hinder their recruitment efforts.  The brand may be positive or negative, well known or obscure.  Clever employers are using the same marketing and brand awareness tactics for recruiting that they use for attracting customers.  If you have a great brand and are a good place to work but nobody knows about you, then focus on getting your brand out there.  Visit local job fairs, sponsor school or community activities or sports events, create a careers page on your website and get active in social and other media, engage your current employees & families in recruitment efforts by offering referral bonuses. Above all, if you find that your employer brand is not very appealing, or is getting bad reviews, fix it.  Reflect on what may be tainting your brand, and take focused and determined steps to improve how your organization is perceived.

4. Fish in a Different Pond

With the strong competition for workers, you are not able to rely on the old tactics of just putting an ad out, sitting back and waiting for the resumes to come pouring in.  Go fish where the fish are – which means looking for under-utilized labour pools, such as hiring across generations. For example, many baby boomers have retired from their professional careers and therefore may not be considered as available labour, however many still want to stay involved in the workplace.  Such individuals have skills to offer, have a home and vehicle, don’t require high salaries and don’t want to climb the ladder and take over the manager’s job.  Other untapped labour pools are Indigenous youth, people with disabilities, new immigrants and individuals re-entering the workforce after lengthy absence. Each labour pool provides a number of strengths and advantages, and this may require you to get out into the community to tap into these circles.

5. Recruit Nationally and Internationally

Community or provincial labour pools may not be big enough so efforts to find someone locally may not be successful, especially if you are located in a rural or remote area.  Casting a wider net and recruiting across the country and internationally may achieve better results, but not without a cost. Relocation, housing and immigration issues need to be factored in so the recruitment budget should be adjusted to provide assistance as needed.  International students are also another valuable resource as they can work while going to school and could be eligible to sponsor for permanent employment and immigration through various provincial nominee programs such as in BC.

6. Invest in Training and Development

It is important that your staff have the skills to do their jobs today but training them for potential jobs or promotions in the future can help you avoid having to go to market and compete for new workers.  “Grow your own” by training and developing individuals also provides a wide range of benefits to your business from improving customer service, motivating your staff and supporting succession planning.  You could also provide training opportunities to those who are still in school and could become part of your future workforce.  This could include hiring a co-op student, summer student, work experience or sponsoring an apprentice (which may be eligible for tax credits or government subsidies in some jurisdictions).  Many of these students or learners could evolve into wonderful and loyal employees.

7. Increase Productivity

“Doing more with less” can cultivate innovation and creativity in improving both worker and workplace productivity.  Productivity gains could be found in areas such as organizational improvements, busyness vs. work that adds value, inefficient meetings, emails, time management, putting off technology improvements, staying with manual processes etc.

In summary, while we are in this extraordinary labour market of competing for employees, an organization’s HR practices are now under the spotlight.  Those companies that pivot quickly and embrace new ways of thinking about the employee experience may find they have an edge in the war for talent.