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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.

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:
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:

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.
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.
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.
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.

Outsourcing your HR or keeping it In-House? Which way to go and why?

Jul 14, 2021

By Kim Osborne, Partner, Chemistry Consulting Group

HR outsourcing is an arrangement through which a business owner hires a third-party consulting firm such as, Chemistry Consulting Group, to oversee some, or all, of their HR functions. HR outsourcing is a smart business strategy that many small and medium size business owners overlook while assigning HR functions to their accounting or payroll staff, managers who oversee a team, or worse, trying to do it themselves off the side of their desk. Entrusting the HR function to employees who are not properly trained in HR practices or who do not have current knowledge of federal and provincial employment legislation or human rights law exposes the company to a high level of risk, which in the end may cost profoundly. Business owners attempting to manage HR off the side of their desk inevitably take valuable time away from overseeing the general operation of the company and its bottom line.

HR plays a critical role in any size of business. Research out of the University of Ottawa – Tefler School of Business Management shows that 70% of businesses outsource all or part of their HR needs allowing business owners to focus on their core competencies. In fact, one survey indicated that 81% of small business owners handle the HR on their own – and more than 45% were not entirely sure they were doing everything correctly or according to legislation and Employment Standards. Most business owners don’t realize how exacting the rules and legal precedents for HR can be until they run into a problem, which then may lead them to a lawyer to help resolve.

By outsourcing the HR functions, business owners can put their trust in professionals who focus on HR and will know when rules and regulations change within Employment Standards. Certified HR professionals can also help protect a business and its employees to mitigate risks and ensure all disputes are properly handled. Additionally, outsourcing the HR function is the most cost-effective and fastest way for growing startups and SMEs to scale-up.

It is time to consider outsourcing the HR when:

You do not have access to the expertise you need.
Your current HR processes and documentation are outdated or not in line with legislation and Employment Standards.
The administration of HR is slowing down productivity.
You are scaling up rapidly or rebuilding after a downsize.

For an SME, the most important services to consider outsourcing are the following:

New Hire Documentation
Onboarding and Orientation Processes
Employee Policies and Procedures
Recruitment and Executive Search
Performance Management
Disciplinary Processes / Termination
Health and Safety
Workplace Wellness and Culture

Although larger companies will typically keep strategic HR functions in-house, they will often outsource administrative and tactical projects to an HR consulting firm. Frequently outsourced functions for larger companies include:

Executive Recruiting
Executive Coaching
Strategic Planning
Launching Organizational Development Projects
Change Management Consulting
Specialized Training
Implement New Technology such as an HRIS
Terminations and Downsizing Assistance

Outsourcing HR enables lean organizations to continue to utilize the expertise of an HR department, without the added costs of employing one. A best business practice is to align yourself with an external HR team that sees themselves as your business partner, who understands and represents your business brand perfectly while recruiting your new top talent or while overseeing the day-to-day functions of your HR.

Our team of certified CPHR strategists excels in major HR development projects, including organizational reviews, people and culture audits, 360 evaluations, employee engagement surveys, performance management tools, policy development, orientation and onboarding programs, compensation reviews, job descriptions, EDIB strategies, and team-building workshops. We also offer HR on-call and on-site services for workplace support.

Getting on Solid Ground with DEI

Jun 15, 2021

By Deb Walker, Associate HR Consultant, Chemistry Consulting Group

Have you ever had a conversation with someone where you believe there is common understanding (as you are using everyday words) but as you get further into the conversation you realize you could actually be speaking different languages? That can happen when using words that are cavalierly bandied about frequently, with an abandon that indicates the meaning may be getting lost in translation. If you say a word often enough, the meaning and even the sound of the word starts to fade, then blur and morph into something you don’t even recognize.

As an example, clichés are terms, phrases, or even ideas that, upon their inception, may have been striking and thought-provoking but became unoriginal through repetition and overuse. Popularity made them seem trite, turning them into what we now know as clichés.

Such is becoming my observation with the concepts of diversity, equity and inclusion, often referred to as DEI. These concepts are very important and we would suffer if they were to devolve to a cliché.

I often hear organizations state that they want to diversify their employee base and they have a strong belief that this is the entire scope required of their plans. Reference is made to the concept of DEI as one singular concept without acknowledging the distinctness between the components or the use of the words interchangeably as if they are all one phrase.

With the rising attention on diversity, inclusion and equity, it seems like a good time to roll back to the basics to ensure we have a shared understanding of these terms, their respective meanings and how they interplay. Only then will we have the ability to develop the tools to transition from merely talking about these concepts to integrating them into a foundational and integral cultural value complete with goals and action plans that will affect change in our workplaces. Diversity, equity and inclusion can’t be held as mutually exclusive concepts without understanding how they interact.

To help us visualize how the three concepts are different and yet interdependent, I would ask you to picture a three-legged stool. If any one of the legs is broken, bent or a different size than the other two, the stool doesn’t sit straight and it can be precarious – if not dangerous – to sit on. Now imagine each of those legs as the three cornerstones of an effective DEI plan. With that image in mind, let’s take a deeper look at what the differences are between the three and how they are interlinked together.

Diversity often refers to protected classes under Human Rights Legislation in Canada. These include race, national or ethnic origin, colour, religion, age, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability and a conviction for which a pardon has been granted or a record suspended. Individuals/identities that have received (or continue to receive) systematic discriminatory treatment and create barriers to opportunity and resources. Often organizations refer vaguely to goals with wording such as “we are working to diversify our employee base” or they have narrow definitions around the identities that constitute diversity.
Inclusion is when we take those different identities and now speak to creating an environment where all are being valued, leveraged and welcomed within a given setting (team, workplace, industry, community). Inclusion is not a natural consequence or outcome of diversity. We might all be at the table but still served different food and not all of it is nourishing.
Equity is the third leg on our stool and ensures everyone has access to the same opportunities. Equity is different than equal, and not just in the spelling. It recognizes that advantages and barriers exist and we don’t all start from the same place. Equity “levels the playing field” and involves acknowledging those unequal starting places and making a commitment to correct and address the imbalance.

DEI educator and noted diversity advocate Verna Myers put it this way: “Diversity is being asked to the party; inclusion is being asked to dance.” Building on that analogy, equity is when we find a way that everyone can actually get to the dance.

Equitable processes seek to identify these imbalances and then create processes and activities where the disparate outcomes wouldn’t exist. When considering where to focus attention, consider two aspects:

Processes: recruitment, onboarding, terminations, promotions, succession planning, salary progression, leaves of absence, team creation, task assignment, performance evaluation, communication, and mentorship programs.
Activities: celebrating successes, running meetings, team building activities, making introductions, scheduling, vacations/time off, learning opportunities, and coverage under an EAP.

As we start to build the legs that support the stool, asking questions in 3 areas may aid in achieving focus and the appropriate level of detail in DEI plans:

How does equity support diversity and inclusion? Why do we value diversity? Why is it part of our values?
For whom are we creating a more inclusive environment? How do we ensure that inclusion is real?
What systemic barriers exist?

Understanding can be impacted by confusion and misuse of the concepts so that ongoing dialogue and working through our own personal understanding of the distinctions between these concepts will aid in bringing greater clarity to conversations.

Revisiting commitments, including processes and activities, regularly needs to be a foundational tenant of plans developed to ensure effectiveness of initiatives and take the DEI from a line item on our “To Do” list to being an integrated cultural value. Think of it like inspecting the connections for those stool legs. Best to check regularly as things that were once firm and solid can become wobbly over time. Diversity efforts without equitable practices and intentional inclusion will always fall short (or fall over).

At Chemistry Consulting Group, our team of certified CPHR strategists excels in major HR development projects, including organizational reviews, people and culture audits, 360 evaluations, employee engagement surveys, performance management tools, policy development, orientation and onboarding programs, compensation reviews, job descriptions, EDIB strategies, and team-building workshops. We also offer HR on-call and on-site services for workplace support.

Who are your culture champions?

May 12, 2021

By Renee Safrata, CEO & Founder, Vivo Team

Who are your culture champions?
If you’re not able to readily answer this question, it’s time to take a deep dive into why.

A culture champion is someone who understands that company culture—how work gets done—influences leader and team results. A strong workplace culture can contribute to increased employee engagement, retention, alignment, and productivity. On the other hand, when norms are not established or practiced around what are appropriate behaviors the opposite is true, indicating there could be culture gaps.

You may be thinking, “we have standards and guidelines around how we operate!” That might very well be true, but is everyone in agreement? Does everyone know what they are? Do they practice them? That’s where your culture champions come in! It’s time to seek them out and develop them so they can influence, inspire, and instill confidence in others.

Here are three avenues to explore to help identify your culture champions so they can shape and align your culture and help keep the needle moving in the right direction.

1. Values lead the head and the heart of every organization. Are your company values driving innovation, boosting morale, and creating the foundations for quality decision-making? If not, it’s time to dust the rust off them, because they’re not working. This doesn’t necessarily mean a long and arduous strategy session. Start by getting a group of your culture champions (or potential culture champions) around a table and discuss and brainstorm your top values.Start by looking at them one-by-one. If respect is one of your values, think a little harder, unpack it to understand the behaviors that demonstrate respect. For example, if respect is your top value, but in meetings there’s people talking over one another, then that value is not carrying through all aspects of the organization. Make values more relevant and clearer: A culture where all viewpoints and opinions are heard. Then, use tools to ensure a balanced form, such as ending each meeting with appreciations, difficulties, and final statements.

2. You’ve probably heard people say that the best leaders are the ones who tell stories. It’s true, repeating stories builds company intelligence and helps people understand how hiccups and success points were handled in the past.

3. Boosting morale and building culture means that everyone within the organization has a voice, has an opportunity to participate and influence projects and company growth. Often new hires, emergent leaders, and individual contributors get lost in the shuffle of executive leaders, directors, and managers. That is a wealth of knowledge many are not tapping into. When companies consider accessing the wisdom, the knowledge, and the judgment of these groups they bring forward out-of-the-box thinking and thought-provoking ideas to iterate the status quo.

Find your culture champions and arm them with clarity of values, norms of behavior, and the courage to up-lead and you will be on the road to attaining a high-performance work culture.

About Renée Safrata
CEO & Founder, 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 of experience creating and delivering educating, entertaining, measurable, and unique virtual learning experiences.

https://vivoteam.com/

How to Manage Workplace Stress

Apr 13, 2021

By Judith Mewhort, Managing Partner, Montridge Advisory Group Ltd.

Stress and anxiety are omnipresent in our lives and the pandemic has only increased its intensity. As an employer, supporting your workers’ mental health is of paramount importance to the success of your business. However, given the many causes of employee stress, you may feel that your ability to help is limited. The truth is that the root cause of stress for many employees can be improved or resolved through changes in the workplace.

Companies that help their people be the best version of themselves, reap the rewards of lower rates of burnout, absenteeism, and employee turnover while experiencing higher rates of productivity and profitability. Unfortunately, many organizations, although well intentioned, simply respond to employee stress by prescribing self-care. While exercise, meditation, and cognitive behaviour therapy improve well-being, they do little to identify and resolve the root causes of negative emotion.

Common Sources of Workplace Stress

The most common causes of workplace stress stem from:

Inflexible or overly demanding working hours
Relationships with supervisors and co-workers
Organizational culture
Career development
Working conditions

Even before the pandemic, too many of us were working outside of regular hours. Now with so many of us working from home, the lines between work and home have become so blurred, they’re almost erased. Emails and text messages arrive in the evenings and on weekends. No one actually takes a vacation because they can’t travel and even if they could, they worry about the pile of work upon their return and how it will look to management if they disconnect completely.

Working from home has also disrupted the social aspect of work and created feelings of loneliness. It’s difficult to connect with co-workers, and communication with your peers and supervisors is less fluid. The goodwill that builds up from casual conversation is diminished as is the ability to seek and receive immediate feedback.

And while the current pandemic has increased stress, many of the factors were present prior to the spring of 2020. In fact, since Milton Friedman declared that the only purpose of business is to maximize shareholder value, organizations have tried to do more with less. Reducing the workforce and asking those who remain to work longer and longer hours in a bid to increase profitability. But this short-term focus is having long-term consequences. Employee presenteeism, absenteeism, and turnover is increasing and with it many associated costs. However, there is good news. Organizations that truly put their people first are rewarded in many ways—including increased profitability.

How-To Create a Healthy Work Environment

So how does your company create a people first culture that provides career development and favourable working conditions? It starts with leadership. Senior management sets the tone around working hours, provides the training and equipment needed for people to do their jobs, helps those not suited to be part of the organization to move on quickly, encourages and provides purpose for those who wish to stay, and ensures a safe and healthy working environment.

People often feel adrift and unsupported or micro-managed. And if one person is struggling, others feel the added burden. As Seth Godin, entrepreneur and author, states “when one person doesn’t contribute, the entire system loses impact. There’s a cost when we’re stretched too thin to lead, train and motivate new colleagues or veterans.” Given that the number one reason people leave an organization is due to issues with their immediate supervisor, it is incumbent on all levels of leadership to pay attention to the patterns of who needs your help and when. Regular check-ins with your people will yield valuable information. Find time to walk your leadership through your observations and offer recommendations to lift your entire team.

Communicate company policy clearly and note any exceptions. For example, the enforcement of work hours must come from the top down. One approach is to have your leadership team make a display of not working outside of core hours and make it clear that they’re not checking emails on the weekend, after work, or while on vacation. Of course, this isn’t always possible. Executives are busy and sometimes working long hours and on weekends is part of the job. In those cases, the leadership team can make it clear that just because they are working such hours doesn’t mean their employees should do the same. Make it a policy that executives or team leaders include a note in any emails sent to staff outside of regular hours stating that the email was sent at a convenient time and that there is no expectation of an immediate reply.

Flexible working hours also require leadership. Many managers fear a loss of control if their people are not working a structured schedule. Help front line supervisors to develop the attitude that as long as the work gets done, when it gets done is less relevant. Provide employees with the autonomy to set their working hours within a prescribed range. For example, employees with young children may prefer to work from six to eight in the morning, take an hour to get the kids ready for school, and then work from nine till three.

Ensure that your people feel that they are contributing to the success of the firm and that they have the opportunity to grow and learn even within a small organization that may have a very flat structure and few levels of promotion. Organizations grow and change, or they die. This means that roles within a firm must also grow and change providing your people with new skills and new duties.

Lastly, working conditions must be safe. Covid has created a whole new level of concerns in the workplace. Fortunately, most businesses have managed to adapt and comply with the public health regulations. But beyond the pandemic, workplace safety concerns are likely to continue. Pre-pandemic concerns such as ensuring workplaces minimize hazards and provide necessary safety equipment will now also give rise to managing Zoom fatigue and poorly designed home offices. Incorporating walking meetings, regular breaks for exercise, and providing sufficient time for a healthy meal while on the job site should all be considered part of our workdays moving forward.

Final Thoughts

Modern work environments show that the employee-employer relationship isn’t zero sum. Rather, it’s possible to create a dynamic where both parties benefit. These days, part of running a successful business involves a work environment that relieves stress and gives people a proper work-life balance. Make it easy for your team to show up to work everyday. In return, they’ll give you their best. No more absenteeism or presenteeism due to burn out or mental health issues. Your employees are happier, and your business is more efficient. It’s truly a win-win.

https://hbr.org/2021/02/beyond-burned-out

www.ccohs.ca/oshanswers/psychosocial/stress.html

www.phsd.ca/health-topics-programs/workplace-health/work-stress-mental-health

www.betterhealth.vic.gov.au/health/healthyliving/work-related-stress#what-are-the-main-workrelated-stressors

Taking Home a Health and Safety Culture

Mar 16, 2021

By Heather Caul, Recruitment Consultant, Chemistry Consulting Group

Health and Safety committees exist at work for good reason. Most employers are required to assemble a health and safety committee to address a required list of areas to reduce unnecessary harm and injury to employees. Most importantly, these committees address prevention and putting measures in place to reduce the chance of safety issues arising. Now that many employees have shifted to working virtually from home, this is a timely and valuable opportunity to influence employees’ health and safety culture at home.

In addition to parents working from home, in some jurisdictions, school-age children are learning virtually, and older siblings registered in post-secondary institutions may also have set up workstations to study from home. It’s not ideal for anyone but learning how to implement a culture of health and safety at home may influence work habits that students might take with them into their future workplaces.

The switch to at home learning has eliminated most outlets for face-to-face social interactions which we know are critical for mental and social development. Parents can encourage their children and young adults to be mindful of how much the structure of their normal day has changed. The little rewards and interactions that may have provided balance to their day, no longer exist. Parents can make suggestions and model a culture of health, wellness, and safety in the home. It’s going to look different from the workplace, but some of those core principles can be applied at home. Some suggestions include:

Having regular sleep hours. Most students will identify what works best for them but scheduling the right number of hours of sleep is usually the foundation of having a productive day. Parents can help model this by having a structured sleep routine themselves.
Eating healthy. The convenience temptation can be the driving force behind a student who just wants to eat quickly and often unhealthily to be on time for an online lecture or assignment. Provide lots of easy, healthy accessible food choices. Some favourite options include nuts, veggies and humous, nut butters, fruit smoothies with protein powder, yogurt, and fruit. Try to gather for a sit-down meal at least once a day to provide some much-needed discussion and interaction.
Set up workstations with ergonomic principles in mind. A quick google search will produce all sorts of at home suggestions to quickly and effectively set up a workstation that doesn’t contribute to chronic health issues down the road, including eye strain, body aches and pains and the requirement for treatment in order to reverse the effects of putting your body in an awkward sitting position day after day. Review and make a commitment to implement some ergonomic principles into your at-home workstations.
Get outside every day. Breath in some fresh air and decompress from the demands of the day. Plan hikes and walks and outdoor activities to continue to reap the benefits of interacting with nature. Start or continue to commit to a daily exercise routine. Making a regular commitment to meet and walk with a friend on a scheduled day and time will help you with your wellness goals. Take the initiative – everyone needs regular activities to look forward to right now.
Review at home safety precautions. Now is a good time to update batteries in fire detectors, install Carbon Monoxide detectors, purchase a fire extinguisher. Fix existing safety hazards that could cause tripping, slipping or electrical hazards or ventilation problems. Print off a household checklist and involve your students in addressing hazards – they will likely remember this process when they venture off to get their own homes one day.

Use this opportunity of working from home to get a fresh perspective on what changes and additions would not only enhance the learning and productivity for all household members but potentially could reduce the chance of a safety issue arising. Improving your health and safety culture at home will ultimately improve your overall family wellness.

At Chemistry Consulting Group, our team of certified CPHR strategists are experienced in taking on major human resources development projects such as organizational reviews and design, people and culture audits, 360 evaluations, employee engagement surveys, performance management tools, employee handbook/policy and procedure development, employee orientation program development, onboarding programs, total compensation reviews and comparative market research, job descriptions, equity diversity inclusion and belonging (EDIB) strategies with team-building and training workshops. We offer a convenient HR on-call service to support you as issues arise in your workplace, and HR on-site services as required.

Executive Search: Focus on Candidate Engagement in 2021

Feb 17, 2021

By Chemistry Consulting Group

We have seen many fluctuations within the local and global job market over the past year, and more so in the first few months of 2021 as we find ourselves still settling into an unsettling world. Sourcing talent continues to face many challenges with restrictions on travel, socializing, and work-settings. However, there have been new opportunities that have emerged in the world of work such as the capability to ‘work from anywhere’ which opens up the candidate pool more than ever before.

All of this change has led executive search professionals to refocus their search strategies. One of the most important factors in every search strategy continues to be candidate engagement. Here are some insights and opinions on how to continue to develop candidate engagement from within and outside of your business.

What is Candidate Engagement?

Different from the candidate experience, candidate engagement is continuous. By definition, candidate engagement is the process of continuous communication with your candidate pool.

Candidate engagement encompasses three key areas: People, Process and Technology.

The People involved include recruiters, hiring committees, and the candidate audience.
The Process is how recruiters will engage with candidates based on a recruitment strategy.
The Use of Technology determines how you and the candidate will maintain communication: mobile phone, text, email, LinkedIn, etc.

What does successful engagement look like in Executive Search?

Positive candidate experiences are critical in any type of search, whether executive or other. As the saying goes, ‘You will always be remembered for how you make a person feel’, so keep the engagement experience an easy feat. Making connections and networking as positive, continuous, and convenient as possible for the candidate, always.

Many executives are passive and not actively seeking new opportunities. They are perceptive to how an organization handles a recruitment process, and it significantly impacts their decision to engage. If there is a lack of communication or if they feel unheard then nothing you do will attract their trust. Be prepared to begin attracting them at the onset of the process, which is the beginning of their candidate experience and spans the course of the entire recruitment process right through to onboarding.

Today, attracting the best talent through engagement has now gone completely virtual which makes ‘running into someone’ and improving those connections much less opportunistic.

Turn inwardly to referrals but be mindful that this does not create a hiring bias, which is a whole other topic for another time.

It is more important now than ever to be intentional about communicating your culture. Rather than focusing on pre-COVID perks like free bagels and coffee or catered lunches, focus on a culture of respect, meaningful communication, and collaboration.

Executives are actively seeking to work for companies that will support work/life balance post-COVID. A high proportion of the workforce has saved countless hours commuting, allowing for a more balanced personal and family life.

This pandemic has taken so much but has fundamentally given so much and has encouraged, and often forced, us to think beyond our creative scope and innovate at a much faster pace.

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.

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