A Shift in Hiring Practices in 2022

Aug 24, 2022

By Deb Walker, Associate HR Consultant, Chemistry Consulting Group

Does it feel sometimes like you are immersed in a game of pick up sticks and someone has just dropped them all randomly on the table?  The chaos of all those sticks seems daunting in the beginning.  How to pick them up, in accordance with the rules, and get the most points to win seems overwhelming and definitely not a simple task.

Recruiting these days can feel a little bit like we are starting a new game of pick up sticks. Technology is rapidly shifting how and where we access candidates; potential employees are radically shifting their expectations of workplaces; and priorities are realigning for best practices in attracting and retaining candidates.

The Job Market Today and Why it Has Changed

There has been much talk about the Great Resignation that has risen to the surface in the last few years.  Within that discussion are thoughts about people reassessing what they want to do, how they want to do it and which organization(s) to connect with.  The advent of the gig economy where people are shifting from working for someone else to being their own boss and potentially working for multiple organizations has played a factor as has the role of AI and the rapid advancement of technology that can streamline the workflow process as well as open up new career paths that didn’t exist even a couple of years ago.

In addition to shifting work agreements, however, is something that has been forecasted for many years but we are now seeing come to fruition.  Baby Boomers started exiting the workplace beginning in 2011 and their ages as well as the pandemic has accelerated some of that movement.  In 2022, the youngest of the baby boomers will be 58 and there are not the numbers in the upcoming demographic groups to replace them.

(Source:  www.cbc.ca; www.forbes.com; www.washingtonpost.com)

What that translates to is there is more competition for fewer qualified candidates.

So what can we do as potential employers in this new environment to attract and hire good fits to openings and opportunities within our workplaces?

Best Practices Include Establishing and Maintaining Solid Foundations

  1. Conduct regular job assessments to validate that the activities for each position are removing non-essential duties and activities that are no longer required or provide minimal value-added.
  2. Ensure job descriptions are in place and accurately reflect the needs of the role, providing clarity for incoming employees and incumbents alike to connect with their roles and how they aid the organization in meeting core values of both the individual and the organization. That is, assist candidates to make connections between their purpose and values with those of the organization.
  3. Regularly review benefits that are available to employees, ensuring that they are aligned with expectations of employees as well as fitting their evolving needs. For example, learning and development is a mutual benefit for the organization and the individual.  As technology, in particular, shifts the deliverables for a position, proactively working with employees on their next career step is fundamental to developing skills and expertise in-house that may fill gaps otherwise accessed through recruiting.
  4. Being open to alternative work statuses may assist in bridging. Having options for employees such as: onsite vs remote work vs hybrid; full-time vs part-time; semi-retirement and consulting roles; leaves of absences to aid in work life balance; flexibility with work schedules.  All of these are hot topics for potential employees as well as existing and contribute to providing environments that allow employees the flexibility to meet both personal and professional demands.
  5. Psychological health and wellness in the workplace requires ongoing leadership development and fostering open dialogue for a culture of safety and wellness. Mental health and recognition of the impact on health and wellness are key cornerstones being actively sought by candidates.
  6. Respect in the workplace is not a new concept within work spaces but what this encapsulates is continuing to evolve. Diversity, Equity and Inclusion need to be integrated and woven into the culture of an organization as these are core values that employees are seeking out as part of their decision on which organization to devote their professional time to.
  7. Streamline and speed up your recruiting processes. In a different time, it can take weeks to complete a recruit, from drafting the posting, gathering applications, interviewing and making the selection/offering the position.  This is a luxury that few have in this market environment and many organizations are finding that by the time they complete their process, the candidates they wanted the most have long been scooped up.
  8. Interviews are two way information exchanges and marketing the organization through an effective and well strategized brand is key to leading with your best foot forward in attracting and selecting candidates for your organization.
  9. Continually re-evaluate the technology platforms that are accessed for finding where your potential candidates are spending their time. Gone are the Career page ads in newspapers but replaced are platforms such as LinkedIn, Instagram and Twitter.
  10. With a shrinking candidate population to draw from, total compensation is a factor, albeit not the sole one. Regularly reviewing to ensure that candidates are being offered a fair, market aligned wage but also that the structure of the compensation plan builds in strong opportunities for both reward and recognition.  These assurances are actively being sought out and monitored by candidates.

All of these are foundation building blocks for building effective tools for recruitment.  It is a sellers market out there at the moment and will continue for the foreseeable future.   Hiring practices in many ways are reflective of retention strategies.  It is the ground work with culture and communication that will provide the basis for attracting and developing employees that will sustain and nurture the sustainability of an organization.

(Source:  www.theglobeandmail.com; www.washingtonpost.com)

So here we are back at our game of pick up sticks.  The rules of the game have changed slightly so how we prepare to play now is to become familiar with the changes, adjust our strategies accordingly and then just roll up our sleeves to begin making sense of what seems at first to be haphazard chaos with sticks everywhere.

Chemistry Consulting Group offers HR consulting services to clients across Canada.  We have consultants based in Vancouver, Victoria, Nanaimo, Toronto and Montreal with virtual services offered in all other cities. We offer a range of solutions tailored to meet the diverse needs of businesses in these regions.

Chemistry Consulting Group provides Professional Recruitment services that offer a range of solutions to help businesses find and hire the best candidates. These services utilize the skills of our certified recruitment specialists who identify and attract top talent.  Chemistry Consulting Group also offers value-added services such as background checks, skills assessments, employment agreement development, salary negotiations, and onboarding support to ensure a smooth transition for new hires. By leveraging our extensive networks and industry expertise, our professional recruitment services can significantly streamline the hiring process and improve the quality of hires.

Contact us today!

Changing Up Your Employee Perks and Benefits Program

Jul 16, 2022

By Jamie Laprise, Associate, Montridge Advisory Group Ltd.

People drive the success of your organization. As an employer of choice, you see the connection between your success and the need to support your employees’ physical, emotional, and financial health.

So what’s the secret to attracting and keeping the best talent? Studies show over and over again it’s all of the things you offer over and above the paycheque.

Personalisation

The talent market is more competitive than ever before. Along with this, employers are beginning to realise just how costly employee retention is on their budget. Today’s employees want their employer to really care about them. It is safe to say that personalised perks are more relevant and important than ever before. The way to figure out what makes your employees tick is to simply ask them.  Below are some suggestions you may wish to incorporate into your strategy.

Customized Rewards

Blueboard is a rewards and incentives program that allows you to provide meaningful experiences to your employees. The days of cash rewards are dwindling away because the new wave of workers value memorable, shareable moments. With Blueboard your people can go through a catalogue of different experiences, organised by topic – travel, food and drink, exhilaration, entertainment, outdoors and more.

Unique Features

Did you know that only 12% of people leave a job for more money? Today employers require a greater understanding of an individual’s circumstances, and a willingness to cater to them. If people are leaving you,  it might be because you didn’t provide them with the value they’re looking for. Here are some benefits you can look at offering to make a difference and stand out for competitors:

  • Housing Down Payment
  • Retirement & Savings Plans
  • Financial Education Support – Credit Counselling, Financial Literacy, Investing
  • Health & Lifestyle Spending Accounts
  • Employee Vacation / Travel Benefits
  • Pet Insurance
  • Fertility Treatment Coverage
  • Child Care
  • Extending Prescription Coverage to include Obesity Medication & Sexual Dysfunction Medication
  • Flexible Hours / Working From Home, If Possible
  • Fitness Reimbursement Plan
  • Stock Options
  • Paid Bereavement Leave
  • Employee and Family Assistance Programs
  • Support Programs for Substance Abuse, Addiction
  • Gender-Reassignment Assistance
  • Paid Industry Certifications/Training
  • Summer Half Day Fridays
  • Catered Lunches / Snacks

Showing Appreciation to Workers 

No one has ever complained when they have received a compliment for their work. A simple “great job!” or “kudos!” when an employee is doing well can have a hugely positive impact on performance. This is extremely important to do amongst virtual and hybrid teams to stimulate productivity.

Slack is a messaging platform where you can create chat rooms with all of your employees to give recognition, when they hit milestones, complete projects, etc. These can be organised by team, department, topic or by project.

Discounts

It is no secret that people love discounts and feeling like they got great value for their money. Discount perks enable employees to live the kind of lifestyle that they want (especially in today’s economy!).

WorkPerks gives companies a competitive edge when it comes to attracting potential  candidates and keeping current employees happy. This discount program allows employees to have access to thousands of exclusive discounts from big and local brands across Canada, both in -store and online. As a bonus, Workperks manages the whole program for you. Whether it is clothing retailers, dining out, travel, or recreational activities this program caters to every worker.

It allows you to search a specific area you are in and show you what discounts are close by and where (see image below). They also allow each employee signed up on the platform to add 4 people to their account for no added cost so they too have access to these discounts. See a demo here.

Final Thoughts 

The perks and benefits program offered to employees is the key to what brings in and keeps employees in your company. Not adapting to today’s new work environment will leave employers behind. Combining employee feedback with a thorough data analysis from your benefits advisor is the best way to determine which changes may be most beneficial to create  a comprehensive, modern benefits plan that will go a long way to enhance both your company’s culture and productivity.

Turn Conflict into a Competitive Advantage For Your Team

Jun 16, 2022

By Ashli Komaryk, MBA, ACC, Chemistry Consulting Group

Yes! You heard that right – conflict as an advantage!

Wouldn’t it be wonderful if we could channel all the energy, focus and passion invested in conflict so that it yields a positive outcome? As a leader at any level, think about all the extra time you would get back! You’d have more time and energy to devote to your strategic work of leading instead of dealing with exhausting and stressful conflict resolution.

We’re used to thinking about conflict as bad, negative, unhelpful, dysfunctional, decidedly undesirable. Yet not all conflicts are created equally and some of them can be downright helpful. Let’s take a closer look and make a distinction between two main types of conflict:

 1. Relationship Conflict (Dysfunctional)

This type of conflict is characterized by personal attacks, ego-driven agendas, focusing on one party’s personality or communication style, facial expressions, or even tone of voice. Relationship conflict is quite common. This is not surprising when we consider that we don’t get to choose our colleagues. Sometimes (often) we can find ourselves on a team or having to collaborate with individuals we may not have chosen, were we given the opportunity.

Relationship conflict is decidedly dysfunctional, destructive and demoralizing. Through it, we’re not working to resolve any important issues, or find better or new ways to do things. Instead, it distracts our attention, absorbs our energy and destroys our team’s functionality.

2. Task or Process Conflict (Functional)

This type of conflict deals with issues, ideas, different ways to do a task, the prioritization of action items, or choosing which process or methodology to adopt.

If the conflict is task- or process-focused, then having your team engage in what we would call functional or productive conflict makes sense. The exchange of differing points of view (even heated exchanges) regarding the way to accomplish a task, set out a process, or put priorities in order of importance, could be of great benefit! Especially if you have diversity on your team.

It’s important to remember that leveraging the benefits of diversity doesn’t come easily. It takes time and patience because this very element that could yield rich dialogue and debate, requires a deliberate investment of time and effort for that richness to be given the chance to flourish.

Task- or process-conflict are not personal. Thus, when your team engages in these types of functional or productive conflict the results will likely include:

  • More viewpoints
  • Diverse viewpoints
  • More options
  • Higher quality solutions
  • A greater sense of collaboration as the debate may fuel additional new ideas and solutions
  • Creative thinking

Psychological Safety is a Key Ingredient  

So how do we achieve this wondrous and productive practice of functional conflict?

One fundamental element is creating and maintaining a climate of sincere psychological safety within your team. Dr. Amy Edmundson, author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, defines psychological safety as “the belief that the work environment is safe for individual risk taking” and “the experience of feeling able to speak up with relevant ideas, questions or concerns…when colleagues trust and respect each other and feel able – even obligated – to be candid”.

We want all members of the team to feel at ease expressing their thoughts and ideas.

When everyone knows the rules of engagement and that it’s safe to say “I don’t agree!”, that’s when everyone has permission to share and explore ideas. The benefits of psychological safety to an organization’s financial health, overall safety, the quality of the customer experience and also the degree of engagement and retention of top talent are well-documented in research by Dr. Edmundson and others.

Strategies to get more Comfortable with Conflict

Here are six strategies you can experiment with on your team to build trust and psychological safety. These strategies set the stage for more creative solution-finding, improved operational efficiencies in every department and a generally heightened state of well-being on your team.

  1. Co-create rules of engagement for discussion in meetings, including behaviours that all agree are acceptable.
  2. Thank others for their ideas and perspectives.
  3. Apologize for inappropriate behaviour (taps into vulnerability-based trust).
  4. Speak up when something is bothering you about what’s being discussed.
  5. Whiteboard different points of view and their pros and cons to help everyone follow the discussion.
  6. Use the “yes, and…” technique: follow each team member’s contribution with “yes, and…” instead of NO… (this is a collaboratively constructive approach, rather than a confrontational one that could potentially make your team members defensive)

Good luck implementing some (or ALL!) of these strategies to help your team kick dysfunctional conflict to the curb, on the road to becoming an even more cohesive, creative and high-performing team!

Call us at Chemistry Consulting to discover how our customizable Leadership Development programs will help you learn and implement MBA best-practices in leadership. Give your team a competitive edge and reap the benefits.

Chemistry Consulting Group offers HR consulting services to clients across Canada.  We have consultants based in Vancouver, Victoria, Nanaimo, Toronto and Montreal with virtual services offered in all other cities. We offer a range of solutions tailored to meet the diverse needs of businesses in these regions.

Chemistry Consulting Group offers Leadership Development services that are designed to enhance the skills and capabilities of individuals at various levels within an organization. These services often include personalized coaching, team development programs, and organizational leadership solutions. Chemistry Consulting Group offers a range of services such as leadership training, 360° feedback assessments, and workshops tailored to both individuals and organizations. Additionally, Chemistry Consulting provides comprehensive, research-based leadership development programs that can be customized to fit the unique culture and needs of any organization. These programs aim to broaden mindsets, develop critical leadership skills, and drive transformational change across all levels of leadership.

Contact us today!

Leading a Multi-Generational Workforce

Apr 21, 2022

By Renée Safrata, Founder and CEO, Vivo Team

The generation you grew up in can influence your behaviors. In the workplace, you might even notice fundamental generational differences regarding expectations, culture, performance, and engagement. Smart leaders will learn to work with these differences rather than against them.

Simply start by recognizing and understanding the generations and consider generation-specific values and blind spots (from Management Library):

  • Generation Z (1997-2015) is motivated by security, may be more competitive, desires independence, will multi-task, is more entrepreneurial, wants to communicate face-to-face, is truly digital-native, and wants to be catered to.
  • Millennials (1981-1996) value collaborative workplaces, are achievement-oriented, highly creative, positive, diverse, fun, flexible and continuously provide feedback.
  • Generation X (1965-1980) values workplaces that are positive, fun, efficient, fast-paced, flexible, informal, and have access to leadership and information.
  • Baby Boomers (1946-1964) value workplaces that have flat hierarchies, democratic cultures, humane values, equal opportunities, and warm and friendly environments.
  • Traditionalists/Silent Generation (1928-1945) value workplaces that are conservative, hierarchical, and have a clear chain of command and top-down management.

Once you’ve identified these values and potential blind spots, it’s time to transition your focus to the workplace: How can you actively apply these differences and more importantly, how can you use them to your advantage? The key is clear and open communication.

We all make assumptions; we can’t help it! The kinds of assumptions one makes can differ greatly from one generation to the next. This can lead to misunderstanding and low collaboration.

Manage assumptions and misunderstandings by learning and practicing The Communication Loop—a model for effective team communication that facilitates active listening.

Let’s dig into this a little more.

Step 1: Person A (the sender of the message) should be clear and succinct.

Step 2: Person B (the receiver of the message) may make assumptions or filter the message based on their generational values. If the communication ends there, there could be misunderstandings that lead the receiver to defend, attack or avoid instead of understanding the intended message.

Step 3: Here, the receiver of the message should engage in a two-way conversion by listening for clarity/understanding and repeating the message back to the sender. This can be done with either precision listening (“I heard you say…”) or active listening (“My understanding of what you said is…”).

Step 4: The sender then has the opportunity to agree (“Yes, that is what I said…) or clarify if there is a misunderstanding—in the latter case the receiver would continue to repeat back until the sender acknowledges that the message received is correct.

Step 5: Now that the message is clear and agreed on, the sender and receiver can agree on a plan of action.

Actively trying to understand what the other person is saying by repeating back is the most constructive approach for clear communication and to bridge the generation gap. If the receiver brings an ability and a willingness to consider the message, the two-way conversation can be very effective.

The best part is, with an agreed-upon model of effective communication assumptions and perceived differences between the generations will not come into play.

Commit to The Communication Loop; be mindful of the filters and assumptions you make; commit to active listening to increase cohesion and productivity; and ask for and give feedback to make necessary course corrections.

By following these steps and upholding these commitments you’ll be set up to successfully lead a multi-generational workforce.

About Renée Safrata, Founder and CEO, Vivo Team

Having worked with more than 3,000 companies and executives over the past 30+ years, Renée firmly believes that connection is what ultimately drives productivity and directly contributes to results. Recognizing early on the future demand for digital workplace learning, she now has over 10 years experience creating and delivering educating, entertaining, and unique virtual learning experiences.

About Vivo Team

Watch your workplace culture and profitability soar! Vivo Team’s full spectrum learning experience develops competence, motivation, and collaboration among your leaders and teams through live, online training, coaching, and people analytics. The content and format are based on the latest, proven research in learning and development.

 

Building Your Policy Manual From the Ground Up

Feb 16, 2022

By Tierra Madani, CPHR, HR Consultant, Chemistry Consulting Group

Why do we need Employee Policy Manuals? What are their purpose?

Employee Policy Manuals are a must-have for organizations, large and small. Whether you’re a team of 10 or a team of 500+, an Employee Policy Manual is an incredibly valuable tool in establishing not only expectations for workplace behavior, but provides a guide to your employees by highlighting your core values, code of conduct while outlining current and comprehensive policies and procedures.

Although Employee Policy Manuals are not legally required, there are mandatory policies that employers must have in place, such as a Bullying & Harassment Policy as required by the BC Workers Compensation Act. A well crafted Employee Policy Manual can mitigate risk for the employer while providing a ‘one-stop shop’ for all policies and procedures, whether required by law or a best practice.

So how does one go about developing and designing what is arguably one of the most critical employment documents aside from your employment agreement? Here are four tips to help in developing an effective and engaging employee policy manual.

Four Tips on Developing Your Policy Manual

1. Whatchamcallit?!

Employee Handbook? Employee Field Guide? Culture Book? Staff Manual?

Whichever title you choose, make sure it vibes with your team and your culture. The title you choose does not matter as much as the content that is inside of the document, where the language and terminology you use will need to ensure your policies and expectations are clearly communicated and understood by your employees.

If your culture boasts having fun and is more casual, then choose a name that matches that. Rather, if you’d like to promote a more professional and structural culture, then sticking to a more traditional title is appropriate.

2. What’s included?

For small business, creating an Employee Policy Manual can be simply focused on fundamental policies and procedures. There is no pressure to go into every detail, rather provide an outline of your policies to help your employees become familiar with the workplace and the organization’s mission, values and culture.

General policies may include (but are not limited to):

  • Code of Conduct (ie. behavioural guidelines, harassment & discrimination policies, progressive discipline)
  • Attendance & Work Hours
  • Payroll & Benefits Information
  • Paid Leave Entitlements
  • Training Programs
  • Dress Code
  • Parking
  • Observed Holidays
  • An Equal Opportunity Statement

Customize your Employee Policy Manual with the inclusion of policies that are specific to the way your team works and the benefits offered to eligible employees. Some considerations include a Diversity, Equity and Inclusion (DEI) Policy and a Maternity & Parental Leave Top-Up Program. Facilitate a discussion with your team and/or seek expert advice from a third-party certified HR professional who can provide guidance on what should be included within your manual based on your unique needs.

3. Who Reviews & Approves?

Whether your manual is drafted internally or developed with the help of an HR consultant, it is critical to involve the owner, GM, or top executive in drafting the policies from the start and for the ultimate approval once the document is finalized.

Reviewing the policies and drafted document with your senior leadership team can elicit valuable feedback about the flow of the manual and to address any sections that are not as clearly understood. Consider engaging your culture champions and communication teams to add any additional feedback on the design and to ensure it is inclusive. Revise as needed as you engage the appropriate stakeholders during the review process.

4. Is it Accessible?

The Employee Policy Manual is to be shared with a new employee either prior to their start date or during their onboarding/orientation on their first day of work. A printed copy is not recommended to mitigate outdated versions being kept on hand, while a pdf email attachment is the simplest way to share your Employee Policy Manual. In our evolving digital world of work, documents can be shared in a variety of ways and in different formats which can make things much more accessible. Employee online dashboards and web portals are examples of accessible spaces for your employees to access your most up-to-date policies, including your manual.

Most organizations follow an annual review process of their Employee Policy Manual, and this is suitable only if there are no significant or regulatory policy changes to be made. How do you keep up with changes and how often are you revisiting your workplace policies? Have a discussion with your people team or engage with an HR consultant to ensure your organization is in step with any regulatory changes that may affect your policies.

As well, be sure to ask your new employees for feedback after their initial review of the policy manual. A fresh perspective can help determine if any areas could be improved or built upon.

Chemistry Consulting Group offers HR consulting services to clients across Canada.  We have consultants based in Vancouver, Victoria, Nanaimo, Toronto and Montreal with virtual services offered in all other cities. We offer a range of solutions tailored to meet the diverse needs of businesses in these regions.

The Chemistry Consulting Group team of certified CPHR strategists deliver comprehensive HR solutions, including organizational design, culture audits, 360 evaluations, engagement surveys, performance tools, policy development, onboarding, compensation reviews, job descriptions, and EDIB strategies with training. We also offer flexible HR support through on-call and on-site services.

Contact us today!

6 Things You Need to Build a Successful Cross-Functional Team

Dec 15, 2021

By Renée Safrata, Founder and CEO, Vivo

TeamBuilding and leading cross-functional teams, especially in this new hybrid world, can be daunting. But, leaders and managers who embrace the challenge will be rewarded with increased productivity and satisfaction – for themselves and their teams.

If you’ve ever been a part of a cross-functional team you probably already know some of the difficulties that can arise. It can be challenging to prioritize, motivate, make decisions, and manage performance when collaborating with people across different departments.

All successful teams, at their core, have these six skills in common: communication, accountability, feedback, structures, cohesion, and emotional intelligence. The more developed in these areas your teams are, the more productive and successful they will be. By evaluating leader and team effectiveness within these indicators you can predict future success, and if you can measure and track improvement over time, even better!

  1. Communication: It is critically important in cross-functional teams to break down silos and turf-protecting behaviors by openly sharing information and agreeing on norms of engagement. With an effective communication model, not only can you achieve clarity of shared information, but you can make collective decisions, even when priorities are different!
  2. Accountability: Reviewing overarching organizational objectives is essential to avoiding tunnel vision, which can lead to a collapse of accountability. Accountability requires a shared perspective – holding one another accountable to project completion by way of specific, related tasks. If Sales has a big presentation coming up, they will naturally focus on that, while the Marketing department might be focused on launching a new website feature. The two teams need to come together to collectively weigh priorities and establish what is most urgent and important.
  3. Interactive Feedback: It’s important to provide noticed, behavioral feedback on stuck points in interdepartmental conversations to gain alignment and set expectations. After putting these agreed on behaviors and processes into place, they should be revisited, reviewed, and followed up on (e.g., in 30 days and 60 days) to ensure the discussed feedback is still sufficient.
  4. Structures: Creating structures and organizational processes that put collaboration at the forefront helps keep team members from being siloed. Consider establishing regular meetings where cross-functional team members come together to discuss a given item, topic, or project. For example, a scheduled weekly or monthly meeting to review and discuss current initiatives and priorities. This will also decrease ad hoc meetings which can disrupt productivity.
  5. Emotional Intelligence: In particular, with cross-functional teams, you have to focus on bringing forward your empathy, social skills, and leader assertiveness. Teams and leaders need to practice empathy by trying to understand others’ worlds in comparison to their own. They need to use social skills to have effective conversations, weigh pros and cons, and to understand and align with the overall objectives. Finally, all team members need to be leader assertive and bring forward their viewpoint when working together to find a solution.
  6. Cohesion: It takes multiple perspectives and opinions to effectively and innovatively complete a project. To achieve the best outcome, don’t be afraid to break outside of your lane! Be inclusive. Indulge new ideas. Create a safe place to bring different viewpoints together. It’s also important to recognize that you’re not always the expert; ascertain who is and bring them on board.

When building your cross-functional team, make sure to provide the tools and training to set them up for success and ensure everyone puts in the effort to stay connected.

Don’t know where to start? Get a snapshot of where your teams rank within these six key indicators. Simply answer a few short questions and get your results right away: https://train.vivoteam.com/demo

About Renée Safrata, Founder and CEO, Vivo Team

Having worked with more than 3,000 companies and executives over the past 30+ years, Renée firmly believes that connection is what ultimately drives productivity and directly contributes to results. Recognizing early on the future demand for digital workplace learning, she now has over 10 years experience creating and delivering educating, entertaining, and unique virtual learning experiences.

About Vivo Team

Watch your workplace culture and profitability soar! Vivo Team’s full spectrum learning experience develops competence, motivation, and collaboration among your leaders and teams through live, online training, coaching, and people analytics. The content and format are based on the latest, proven research in learning and development.

Maximizing the Employee Experience

Oct 18, 2021

By Debra Walker, Associate HR Consultant, Chemistry Consulting Group

Since almost the beginning of their existence, employee surveys have highlighted that communication is consistently on top of the issue pile that is impactful on employee experience.  Specifically, there are three components to effective workplace communication that are repeatedly the source of the dissatisfaction which are often referred to as the 3 C’s of communication – clarity, conciseness, and consistency.

This last year and a half, at a minimum, has demonstrated that issues of all types can get derailed or lost if any of these three elements are lacking.  This in turn can lead to the 4th C – chaos.   People associate engagement with all types of concepts such as job satisfaction, happiness, high employee morale, etc. but it all stems back to the communication employees are receiving about aspects of their employment that directly affect them.  An engaged workforce is satisfied with their jobs, leading to high productivity and a commitment to the organization.  There is pride in where they work and what they do.

Communication becomes a more daunting task for leadership when adjusting to shifting workplaces, particularly in times of uncertainty outside of the organization.  Remote working, shifting health and safety concerns, diversity and inclusion, and fluctuating employee demographics all add to the complicated landscape that is communication in today’s workplace.

So let’s look a little more closely at ways we can positively impact the employee experience through effective communication strategies.

Clarity

It is vital in communications with employees that they are able to identify your key messages.  Spend time thinking about your audience and the knowledge they may or may not have about the content that is being shared.  Provide context and a recap to bridge any knowledge gaps.  Avoid jargon or other language that could confuse your audience or distract them from your central message.  Technical language or high levels of detail may seem important to you, but they can be a barrier to audience engagement.  Above all, developing the key message before you communicate will help focus in on what is wanted to communicate and deliver that message with clarity.

Conciseness

Aim for short, direct sentences.  Remember, this is a world where Twitter exists.  Saying less forces you to focus, and the more focused you are, the higher the chances of your message being received.  Pay particular attention to defining exactly what you want people to understand and what your call to action is, if anything.  Saying less also has the ability to be adaptable, regardless of your method of communication (e.g. email, phone, in person, virtual platform).  Once you have written down your message, take out the filler.  Watch for overuse of filler or redundant words such as “very” and “really”.  Engage the KISS principle – Keep it Super Simple.  Quite often it benefits the receptivity of your message if you steer clear of fancy or technical terminology as it may not only confuse your audience but alienate them.  Stick to language that is familiar and accessible and also matches with the audience.

If the communication is in written form, formatting provides tools to get the message home.  Again focusing on brevity, the longer the update, the more likely it is that important details such as dates, calls to action and key decisions may be lost.  Use formatting such as bullet points, headings, or bold emphasis) to highlight vital information.

Consistency

One of the hardest challenges for leaders in the last couple of years is consistency, which in communication means three things:  repetition, frequency and compatibility.  External circumstances were dictating to organizations policies and procedures that were evolving as knowledge of COVID and our respective actions came to be known.  With entire populations under high levels of stress and uncertainty, there are some actions that can help smooth those rough waters.  Don’t be afraid to repeat key messages.  It can be hard for people to miss a point when they’ve seen or heard it multiple times, especially if they are stressed or the message is crucial.  Regularity of communication is another important aspect.  Depending on the project or situation, this may involve creating a set communication schedule to provide updates.

Open Door For Two Way Communication

So far we have been talking about how to conduct effective communication with employees but that can all fall by the wayside if no attention is paid to the stream of communication coming FROM employees.  Research shows that the employee experience is significantly enhanced when employees have an environment to provide their feedback AND be heard.  Making a contribution towards a common purpose impacts an employee feeling of self-worth and allows them to connect how their contributions make a difference.  That communication involves having an effective performance assessment program, ample training and development opportunities and an environment that doesn’t penalize for failure but actively seeks out innovative approaches and solutions.

Always Temper Communication With Respect

Above all, individuals are looking to be seen and heard as well as being treated with respect and dignity.  That includes not only listening to their point of view but providing an environment free of harassment and a recognition of their individual contributions.  To have a disrespectful workplace, such as through all communications, will not only have a negative impact on the employee experience, it can damage the organization’s reputation externally and hamper productivity and, therefore, the bottom line in a myriad of ways.

With an effective give and take flow of information and communication, the employee experience becomes richer and more fulfilling.  This can lead to so many benefits for the organization from being able to recruit easier with a target applicant pool, being able to retain employees to minimize the negative impact of turnover and creates an environment where all employees want to and can do their best.  Sounds like a win-win to me.

Chemistry Consulting Group offers HR consulting services to clients across Canada.  We have consultants based in Vancouver, Victoria, Nanaimo, Toronto and Montreal with virtual services offered in all other cities. We offer a range of solutions tailored to meet the diverse needs of businesses in these regions. 

Chemistry Consulting Group offers Leadership Development services that are designed to enhance the skills and capabilities of individuals at various levels within an organization. These services often include personalized coaching, team development programs, and organizational leadership solutions. Chemistry Consulting Group offers a range of services such as leadership training, 360° feedback assessments, and workshops tailored to both individuals and organizations. Additionally, Chemistry Consulting provides comprehensive, research-based leadership development programs that can be customized to fit the unique culture and needs of any organization. 

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How to Improve Your Benefits Plan Through Employee Feedback

Sep 16, 2021

By K. Cantwell, Benefits Advisor, Montridge Advisory Group Ltd.

As a benefits advisor for over twenty years, I can’t begin to count how many times an employer has looked to change their benefits offering without first assessing what their employees really require.

Their “research” will be based on what employees mention in passing; trends they read about; what their competitors are doing; or something they themselves are looking to utilize.

One of the biggest shifts to come from the COVID pandemic is the employer-employee relationship, and the need for not only creativity, but also sustainability in an employer’s compensation offering. Benefits make up a significant portion of an employee’s overall compensation, so fine-tuning it takes more than haphazard research.

Benchmarking is Feedback

Most employers don’t have buckets of cash lying around. As well, depending on the industry, there’s potentially a serious labour shortage to consider. Consequently, knowing what’s needed to bring the right people in the door and keep them from walking out it is paramount.

Benchmarking is the perfect place to start. What’s being offered by your industry in your current size band? How about a larger size band if that’s where you look for talent? In your geographical area?

Knowing what’s being offered out there is fantastic groundwork to explore your plan further.

Look at Your Claim Pattern

Your employees may already be telling you what they need in the form of what’s already being claimed under your current plan. Unless your staff count is very small, the data will tell you:

  • types of prescription drugs (and what they’re used for) that are being claimed,
  • how much of a certain benefit is being submitted, how much was eligible, how much was paid elsewhere (province, spousal plan), and then what your plan paid.

This is valuable data to see what types of issues your employees are already dealing with. Are drugs for depression and anxiety consistently making your top 10? Maybe your plan needs more mental health resources. Is the dollar amount of submitted claims substantially different for paramedicals than paid claims? This may be worth exploring in more detail.

Asking Employees, the Right Way

When asking employees their thoughts on the current benefits plan, keep in mind that there will be an expectation by staff that you’ll do something with the info. Therefore, don’t ask unless you’re ready to act.

Some tips for going through this process:

  • Based on benchmarking, claim analysis, and what you think will be the requests, ask your insurer to run some amendment options first. You’ll know how much it costs before taking it to your staff and can leave the too-expensive options off the table for now.
  • Conversely, ask some questions with the caveat that they’re being asked for future-looking strategic planning if you’d like that info now.
  • Keep the questions simple, straightforward, and keep the survey on the shorter side.
  • Some people yell louder than others, listen to everyone’s opinion, and not just the few.
  • Don’t simply ask about specific benefits offered in the plan also ask about:
      • Employee benefits communication (being unsatisfied may simply be a lack of understanding)
      • Financial wellness – it’s severely lacking with employers across Canada, and employees are begging for help. It doesn’t mean you need to splash out for a pension plan if it’s not in the budget, it could simply be lunch seminars on topics such as budgeting, saving for a home, how to prepare for retirement, etc.)
      • Non-traditional benefits (pet insurance, virtual care, Health & Lifestyle Spending Accounts, innovative drug programs, etc.)
  • If you share premiums with staff, ask how much more they’d be willing to pay if the plan was enhanced. Many studies have shown that employees will not only take better benefits vs. cash but will be willing to contribute more if benefits are meaningful to them.
  • If your survey will be anonymous, ask some questions that segment your answers by age band, single vs. family, etc. This will give you valuable data about the generational needs of your employees, and you can track these changes over time.
  • If you implement something resulting from this survey, market that! In your communication materials, have a graphic that says, “you asked, we listened!” beside those benefits that resulted from this process.

Many employers are nervous to glean employee feedback about the benefits plan understandably, there’s always some “ask and you shall receive” mentality when this question is raised. However, when careful thought and phrasing is involved, the feedback process can be rewarding for all involved.

Workforce Restructuring: Four Legal Landmines to Consider

Aug 12, 2021

By Kristen Woo, Fasken

As we continue our efforts toward economic recovery, many businesses are contemplating a workforce restructuring, which may involve downsizing and eliminating jobs, merging the responsibilities of two or more positions, and reorganizing reporting structures. While restructuring a business may result in reduced labour costs, it can also attract costly and stressful litigation if poorly handled. Below is a list of four legal landmines to consider when planning a workforce restructuring:

      1. Individual and Group Termination Liabilities. Preparing for termination liabilities is an essential step. Employers will need to consider employees’ statutory, contractual, and/or common law entitlements to notice of termination, whether to provide employees with working notice, severance pay, or a combination of both, whether additional group termination obligations under employment standards legislation are triggered by the restructuring, and whether to seek a release of claims from employees, among other things.
      2. Constructive Dismissal. If an employer changes fundamental terms of employment without the employee’s consent, the employee may treat the employer’s actions as a constructive dismissal and sue for damages as if they had been terminated without cause or notice. Reduced compensation, changes to hours of work or job responsibilities, or new reporting hierarchies are just some examples of changes that may give rise to constructive dismissal. To secure an employee’s consent to the changes, the employer may want to communicate that the changes are necessary to keep the business viable and to allow for their continued employment, as job security has been top of mind for most employees throughout the pandemic.
      3. Employees on Leave. Employers are often hesitant to eliminate the positions of employees who are on a maternity leave, disability leave, or another leave of absence. However, the fact that an employee is on a maternity or disability leave does not automatically mean their employment cannot be terminated without cause in the context of a legitimate business restructuring. Employers should document their restructuring plans in writing to prove that no ground protected by human rights legislation, such as sex or disability, was a factor in the decision to eliminate an employee’s position. Employers should also be mindful of termination liabilities for employees on leave, as working notice cannot be provided if the employee is not working.
      4. Discrimination and Retaliation Complaints. Employees may claim that decisions to promote, demote, or terminate were discriminatory on an individual basis (for example, where an employee is terminated because of their race, age, or gender) or on a systemic basis (for example, where objective selection criteria has an adverse impact on a group of employees of the same race, age, or gender). Employees may also claim that decisions to demote or terminate were unlawful retaliation for complaints they filed against their employer, such as unsafe work refusals or bullying and harassment complaints. Accordingly, the importance of carefully considering and documenting the selection criteria used for restructuring decisions cannot be stressed enough.

With proper planning, these landmines can be successfully navigated to mitigate the risk of employment-related litigation. Seeking legal advice is recommended, as the impact of workforce restructuring on individual employees will need to be assessed on a case-by-case basis.

Kristen Woo is an associate in the Labour, Employment and Human Rights practice group at the law firm Fasken. Fasken is one of Canada’s leading business law firms, with more than 700 lawyers, spread across 7 offices in Canada and 3 offices around the globe. More information can be found at www.fasken.com.

This column is intended to convey brief, timely, but only general information and does not constitute legal advice. Readers are encouraged to speak with legal counsel to understand how the general issues noted above apply to their particular circumstances.