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 Chemistry Consulting Group

At Chemistry Consulting Group, we know that exceptional employee engagement starts with effective communication. For decades, employee surveys have shown that communication consistently ranks as one of the most critical factors impacting the employee experience. Three essential elements—often referred to as the 3 C’s of communication—drive this: clarity, conciseness, and consistency.

Over the past year and a half, we’ve seen that when even one of these elements is missing, workplace issues can quickly spiral into what we call the 4th C: chaos. While engagement is often associated with job satisfaction, high morale, and productivity, it is fundamentally rooted in the quality of communication employees receive about the aspects of their work that matter most. When communication is clear, consistent, and concise, employees feel more connected, committed, and proud of their organization.

The Challenges of Modern Workplace Communication

Today’s workplace leaders face unique communication challenges. From remote work arrangements and shifting health and safety protocols to diversity, equity, and inclusion (DEI) initiatives and changing workforce demographics, the landscape of employee communication is complex. At Chemistry Consulting Group, we help organizations navigate these challenges with proven human resources consulting strategies that enhance employee engagement and workplace culture.

Clarity

Effective communication begins with ensuring your audience understands the key messages you want to convey. Before communicating, consider your audience’s level of knowledge, provide context, and fill any information gaps. Avoid jargon or overly technical language that could alienate employees and distract from your core message.

Our HR consultants recommend developing your message before delivery, ensuring it’s focused, accessible, and aligned with your employee engagement strategy. This approach improves understanding, fosters trust, and promotes alignment across all levels of the organization.

Conciseness

In the era of instant messaging and social media, brevity is more important than ever. Short, direct sentences help your message land effectively, regardless of whether you’re using email, video conferencing, or in-person meetings. Clearly define what you want employees to understand and identify any calls to action.

For written communication, format matters. Using bullet points, headings, and bold text makes important details—such as deadlines, meeting times, and policy updates—stand out. At Chemistry Consulting Group, we help businesses implement communication templates and systems that keep messages clear, concise, and consistent, while ensuring compliance with BC Employment Standards.

Consistency

Consistency in communication is about repetition, frequency, and compatibility. During periods of change—such as the COVID-19 pandemic—policies and procedures can shift rapidly. Leaders who communicate regularly, repeat key messages, and ensure all channels align build trust and reduce uncertainty.

Our HR experts often help organizations set a communication schedule to ensure employees receive regular updates and feel informed, even during turbulent times.

Two-Way Communication

The employee experience isn’t just shaped by what leaders say—it’s also influenced by how they listen. Providing opportunities for employees to share feedback, voice concerns, and contribute ideas significantly improves engagement and retention.

This is where performance management programs, ongoing training and development opportunities, and a culture that values innovation play a crucial role. At Chemistry Consulting Group, we design HR strategies that encourage open dialogue, allowing employees to see how their contributions directly impact organizational success.

Respect at the Core

No communication strategy is effective without respect. Employees must feel seen, heard, and valued, and workplaces must remain free from harassment and discrimination. Recognizing individual contributions and fostering a respectful environment not only improves morale—it enhances employer branding, making it easier to attract and retain top talent.

The Bottom Line

A culture of effective, respectful, and consistent communication transforms the employee experience. Organizations that prioritize these strategies enjoy higher retention rates, improved recruitment results, and greater productivity.

At Chemistry Consulting Group, our team of certified HR professionals works with organizations across BC to implement employee engagement programs, streamline communication practices, and create workplaces where employees thrive. The result? A win-win for both employees and the business.

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. 

Contact us today!

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.

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

Jul 14, 2021

By Kim Osborne, Partner, Chemistry Consulting Group

When it comes to managing human resources, the decision to outsource or keep HR in-house can directly affect compliance, efficiency, and overall business growth. Across BC, many small and medium-sized enterprises (SMEs) are partnering with Chemistry Consulting Group for expert HR outsourcing, executive search services, and compliance support—allowing them to focus on their core business while reducing risk.

Why HR Outsourcing Makes Sense

HR outsourcing is when a business hires a professional human resources consulting firm—such as Chemistry Consulting Group—to oversee some or all HR functions. For SMEs, this is often a smarter business strategy than assigning HR to accounting staff, operational managers, or handling it themselves “off the side of their desk.”

Managing HR without formal HR training or up-to-date knowledge of Employment Standards and human rights legislation can expose a company to costly compliance risks. Business owners who attempt to manage HR themselves often lose valuable time they could be spending on strategic growth and profitability.

The Value of Professional HR Expertise

Research from the University of Ottawa’s Telfer School of Business shows that 70% of businesses outsource all or part of their HR needs. Yet, 81% of small business owners still manage HR themselves—and over 45% are unsure if they’re fully compliant with employment law.

By outsourcing HR to Chemistry Consulting Group, organizations gain access to certified HR professionals who stay current on legislative changes, employment law updates, and workplace best practices. This helps protect the business, support employee well-being, and mitigate risks. For growing startups and SMEs, outsourcing is one of the most cost-effective ways to scale up quickly while maintaining compliance.

When to Consider HR Outsourcing

It may be time to work with Chemistry Consulting Group if:

  • You lack in-house HR expertise.
  • Your HR policies and documentation are outdated or not aligned with BC Employment Standards.
  • HR administration is slowing productivity.
  • Your business is expanding rapidly or recovering from downsizing.

Core HR Services for SMEs

Chemistry Consulting Group offers a wide range of outsourced HR solutions, including:

  • New hire documentation and onboarding programs
  • Employee policies and procedures
  • Recruitment and executive search services
  • Performance management systems
  • Disciplinary process and termination support
  • Workplace health, safety, and compliance
  • Wellness and culture development

Outsourcing for Larger Organizations

Even larger companies often outsource specific HR functions, such as:

  • Executive recruiting and leadership coaching
  • Strategic workforce planning
  • Organizational development and change management consulting
  • Specialized training and skills development
  • HR technology implementation (including HRIS)
  • Downsizing and termination assistance

A Strategic Partnership for Business Success

Outsourcing HR to Chemistry Consulting Group allows lean organizations to benefit from the expertise of a full HR department—without the overhead costs. Our team works as a true business partner, aligning with your company’s brand, culture, and goals. Whether you need executive search, ongoing human resources consulting, or project-based HR support, we provide scalable, compliance-focused solutions that keep your business competitive and prepared for the future.

Contact us today!

Getting on Solid Ground with Diversity, Equity and Inclusion (DEI)

Jun 15, 2021

By Chemistry Consulting Group

At Chemistry Consulting Group, we work with organizations across Canada to build strong, sustainable workplace cultures rooted in diversity, equity, and inclusion (DEI). But one challenge we often encounter is that these terms — while widely used — are not always fully understood. Sometimes, it can feel like two people are speaking the same language yet hearing different meanings.

When certain words or phrases are repeated too often without clear definition, they can lose their impact. This is what’s happening with DEI: important, meaningful concepts risk being reduced to corporate buzzwords or clichés. That’s why it’s critical to revisit what diversity, equity, and inclusion truly mean, and how each plays a distinct yet interconnected role in creating an inclusive workplace culture.

Understanding the Three Pillars of DEI

We often compare DEI to a three-legged stool — each leg representing diversity, equity, and inclusion. If one leg is weak or missing, the entire structure becomes unstable. For a DEI strategy to succeed, all three pillars must be strong and balanced.

Diversity
In the Canadian workplace, diversity often refers to characteristics protected under Human Rights Legislation, including race, ethnicity, religion, age, sexual orientation, gender identity or expression, marital status, disability, and more. But true diversity means going beyond simply stating “we want to diversify our employee base.” It requires intentional action to welcome and represent a broad range of identities, experiences, and perspectives.

Inclusion
Inclusion goes further — it’s about creating an environment where all individuals feel valued, respected, and supported. A workplace can have diversity without inclusion if those diverse voices are not heard, recognized, or given equal opportunity to contribute. Inclusion means more than just “having a seat at the table”; it’s about making sure everyone is engaged, empowered, and able to thrive.

Equity
Equity ensures fairness in access to opportunities and resources. Unlike equality, equity acknowledges that not everyone starts from the same place and works to remove systemic barriers. In the workplace, equity involves reviewing processes like recruitment, promotions, performance evaluations, and succession planning to ensure they actively level the playing field.

As DEI advocate Verna Myers famously said: “Diversity is being asked to the party; inclusion is being asked to dance.” We like to extend that: equity is making sure everyone has the means to get to the party in the first place.

Putting DEI into Action in the Workplace

An effective DEI plan should address both processes and activities:

  • Processes: recruitment, onboarding, promotions, salary progression, team creation, mentorship programs, and communication practices.
  • Activities: team building, recognition programs, learning opportunities, meeting facilitation, and cultural celebrations.

At Chemistry Consulting Group, we help organizations assess their current state, identify systemic barriers, and develop actionable DEI strategies. This includes equity, diversity, inclusion, and belonging (EDIB) plans that are tailored to each organization’s unique goals, culture, and industry.

Key questions to consider when shaping a DEI strategy:

  1. How does equity strengthen diversity and inclusion efforts?
  2. Who are we making the workplace more inclusive for?
  3. What systemic barriers prevent true inclusivity?

Keeping DEI Commitments Strong

DEI is not a “set it and forget it” initiative. Like the legs of a stool, it requires regular inspection and reinforcement. Processes that once worked can weaken over time if they are not monitored and updated. That’s why Chemistry Consulting Group recommends ongoing measurement, feedback, and employee engagement to ensure DEI remains an integrated cultural value, not just a line item on a checklist.

Without equitable practices and intentional inclusion, diversity efforts alone will fall short. But with the right strategies in place, organizations can create workplaces where diversity is represented, inclusion is practiced, and equity is achieved — building stronger teams and better business outcomes.

How Chemistry Consulting Group Can Help

With offices in Vancouver, Victoria, Nanaimo, Toronto, and Montreal, and virtual HR consulting services across Canada, Chemistry Consulting Group partners with organizations to build lasting DEI frameworks and strengthen organizational culture.

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.
By working with Chemistry Consulting Group, your organization can move beyond simply talking about DEI — and start embedding it into every process, policy, and interaction.

Contact us today!

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 Chemistry Consulting Group

At Chemistry Consulting Group, we understand that a strong health and safety culture is essential for every organization. Traditionally, Health and Safety Committees focus on preventing workplace injuries and ensuring compliance. Now, with more employees working remotely from home, employers have an opportunity to extend this safety-first mindset into employees’ home environments — creating a culture of workplace wellness that goes beyond the office.

Why Health and Safety Culture Matters at Home

Employers are legally required to assemble Health and Safety Committees to address workplace hazards, prevention strategies, and injury reduction. But when an employee’s “workplace” is their home, health and safety responsibilities shift — and often involve the entire household.

Many households now include school-age children attending virtual classes and post-secondary students studying online. By encouraging safe and healthy work habits at home, employers can help younger generations develop workplace safety habits they will carry into their future careers.

Tips for Building a Home-Based Health and Safety Culture

1.  Maintain Healthy Sleep Routines
Adequate rest is the foundation of productivity and employee wellness. Encourage a consistent bedtime and waking schedule for both adults and students.

2.  Encourage Nutritious Eating Habits
Support workplace wellness at home by promoting quick, healthy options — such as nuts, vegetables with hummus, yogurt, fruit smoothies, and lean proteins.

3.  Create Ergonomic Workstations
A well-designed home office prevents chronic health issues like back pain, eye strain, and repetitive strain injuries. Share ergonomic setup checklists and resources.

4.  Promote Daily Outdoor Activity
Fresh air and movement are key for physical and mental health. Suggest regular walks, hikes, or outdoor meetups with friends to help maintain employee engagement and balance.

5.  Review Home Safety Precautions
Encourage employees to check smoke and carbon monoxide detectors, secure fire extinguishers, remove tripping hazards, and improve ventilation. Provide a home safety checklist for all household members to complete together.

The Benefits of a Safety-First Mindset

Creating a health and safety culture at home benefits employees, their families, and their employers. A safer home environment reduces accident risks, improves wellness, and supports higher productivity — all of which contribute to stronger organizational performance.

Chemistry HR Consulting Services Across Canada

We are based in British Columbia and have HR Consultants in Vancouver, Victoria, Nanaimo, Toronto, and Montreal, and virtual services offered nationwide, Chemistry Consulting Group helps organizations enhance workplace wellness, improve employee engagement, and maintain compliance with HR best practices.

Our certified CPHR strategists offer a full range of human resources consulting services, including:

  • Organizational reviews and design
  • People and culture audits
  • Employee engagement surveys
  • Performance management tools
  • HR policy and procedure development
  • Onboarding and orientation programs
  • Total compensation reviews and market research
  • Job descriptions and role design
  • Equity, Diversity, Inclusion & Belonging (EDIB) strategies
  • Team-building and training workshops

We also provide HR On-Call support for urgent issues and HR On-Site services for in-person assistance. By partnering with Chemistry Consulting Group, your business gains expert support to strengthen culture, protect employee well-being, and drive long-term success.