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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.

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!

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!
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.
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.
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.
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.
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

About Vivo Team

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 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/

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