by admin | Jun 28, 2020 | Hot Topics, Human Resources
If you search Merriam-Webster for the meaning of “leader,” you will find some interesting definitions:
- Something that leads: such as something that ranks first
- A person who leads: such as a person who has commanding authority or influence
Now, think of those in leadership in your life. Do they line up with these definitions of a leader? What about you? Would others say you lined up with these descriptions? Effective leadership is achievable when you work at building the leader-muscles in you. Here’s a quick list of the traits that leaders possess so you can begin exercising these muscles in your next leadership workout:
- Self-manage: Make a list in your planner or phone that outlines your goals for the week and how you plan to achieve them. You cannot manage others if you cannot manage yourself.
- Good communication: Many of us have heard the phrase “You have two ears and one mouth so you can listen twice as much as you talk.” An effective leader “knows when to talk and when to listen.” Leaders can communicate company goals and tasks to all levels in the organization and can gather information from all levels by listening.
- Accountability: A successful manager gives credit where it is due and is not afraid to take responsibility for mistakes made by them or the team. Shifting blame does nothing more than undermine your team. Taking all the praise does the same thing. Leaders evenly distribute both in a respectful manner.
- Promote teamwork: When building a team it is important for the leader to create a culture of teamwork. This is beyond the task of sharing workload, it is also the leader’s skill of team-led problem-solving, communication, and reliability.
- Set clear goals with vision: Good employees can follow instructions and complete tasks. Good leaders share vision and good employees are motivated by it. “Vision can be defined as a picture in the leader’s imagination that motivates people to action when communicated compellingly, passionately and clearly.”
Just as you cannot build strong muscles in your body by occasionally going to the gym, you cannot shape leadership muscles by sporadically flexing these traits—you have to work them out daily. This means you are doing the hard work of leading a team at all times and as you build your team’s culture of respect and cooperation, you will prove yourself to be effective.
by admin | Jun 23, 2020 | Human Resources
It’s an interesting time for the workforce as big changes are in store for everyone across the spectrum of the professional landscape. Every industry has been impacted COVID-19 and the continuous evolution of the situation, the economy and the workplace means that data and our understanding of all these things is shifting with it.
More reliable than the data itself sometimes is people thirst for more of it. We love our numbers and there are no shortage of people looking to provide it. Luckily, a good amount of that data ends up in our inbox!
So here are some of the latest workforce surveys that have caught our attention and what statistics you need to know as you look to address the issues within your own organization.
People Feel Isolated, but Want to Stay Home
According to a recent survey from Finance Buzz, around half of remote workers say they feel isolated, but less 20% of them want to go back to the office.
The perks of remote work are becoming clear to employees, with the ability to work from anywhere, flexibility of schedule and time saved from not commuting proving to be the most universal of the bunch.
But at the same time, in addition to feelings of isolation, employees are finding it harder to build relationships with co-workers, they struggle to separate work time and personal time and they aren’t getting enough face time with their leaders. Most of the issues can be addressed simply by committing to the principles that make operating remotely different.
“Remote work is not traditional work which is simply conducted in a home office instead of a company office,” says Darren Murph, Head of Remote for Gitlab. “There is a natural inclination for those who have not personally experienced remote work to assume that the core (or only) difference between in-office work and remote work is location (in-office vs. out-of-office). This is inaccurate, and if not recognized, can be damaging to the entire practice of working remotely.”
Employers are Ready to Return Workers, but at What Pace?
Dykema, a national law firm for businesses, surveyed employers asking about their plans to return employees to the office. One thing that became clear is their intent to do so. But what was less clear is how they plan to do it.
According to the data, 58% were planning to phase employees back into the office over the course of a month. Meanwhile, 21% want to get things back up and running much quicker than that, and another 21% say they won’t reopen until all Centers for Disease Control and Prevention (CDC) guidelines have been met. Only about half of all respondents have established a criteria for which employees will return to the office.
How Prospects are Prepping for Your Interview
Employee screening and background check service, JDP, released a new survey looking at how candidates prepare for job interviews and the results reveal how vital it is to manage digital assets and the organization’s reputation.
On average, prospects spend around seven hours researching a company before taking an interview. As you might expect, they start by examining the company website, search engine results for the company name, LinkedIn and Glassdoor. Aside from looking at your reputation, they want to know who your customers are, what kind of leadership the organization has, who your competitors are and last but not least, the financial health of the company.
Around 64% look to research the person who will interview them. Their biggest fears include speaking in front of a group, not knowing how to answer a question and looking nervous. Despite this, 63% do not do a mock interview with someone.
Automation is Expected Post COVID-19
It’s no surprise people believe automation is on the way, with research showing that the biggest believers fall into the 35-44 age group, according to research from global business process outsourcing firm SYKES. The survey showed that in all, around 59% of participants believe that COVID-19 will lead to more automation.
The findings expand upon previous research from SYKES that has shown people don’t fear automation taking their jobs. A November report found that 73% of American workers said the idea of humans and automation working together interested them and 68% said they would be more likely to apply to work for a company investing in new automation technologies.
By HR Exchange Network Editorial Team
Originally posted on hrexchangenetwork.com
by admin | Jun 2, 2020 | ACA, COVID-19, Human Resources
The coronavirus crisis has forced human resources teams to juggle more challenges than ever before, from employee benefits and sick leave to new teleworking policies. On top of this, the drastic change in the American workplace has spawned new laws and protocols, while raising questions about how these new regulations affect standing legislation like the Americans with Disabilities Act (ADA). In order to remain fully compliant, HR departments need to keep abreast of the latest developments, especially regarding the Families First Coronavirus Response Act (FFCRA), which officially went into effect April 2. Here’s some guidance on how to remain ADA-compliant while your company implements new policies in response to COVID-19.
Calling In Sick & Recruitment
According to the EEOC, the reasonable accommodation and nondiscrimination regulations mandated by the ADA, as well as the Rehabilitation Act, are still in effect; however, they “do not interfere with or prevent employers from following the guidelines and suggestions made by the CDC or state/local public health authorities about steps employers should take regarding COVID-19.” So as a general rule of thumb, any guidelines or protocols made by the CDC are considered independent from the ADA, and can be acted on accordingly while remaining compliant. Still, there are a few scenarios where the coronavirus takes precedent.
For example, if an employee covered by the ADA calls in sick, employers may request information about the illness, in order to protect the health and wellbeing of the workforce, as reported by the EEOC. If the employee exhibits symptoms of COVID-19, the ADA allows the employer to require the employee to stay home.
The EEOC also offers guidance if an employer is hiring during the crisis. After making a conditional job offer, employers can screen potential hires for coronavirus symptoms—so long as this practice is applied to all employees that are entering the same or similar position.
Employees With COVID-19
If an employee contracts coronavirus, their symptoms would likely not qualify as a disability according to ADA guidelines. Temporary impairments with no substantial long-term impact, like broken limbs, concussions, pneumonia, and influenza, are typically not considered disabilities under the law.
However, according to Littler Mendelson P.C., a legal firm specializing in labor and employment law, an employee with severe COVID-19 symptoms, or one whose symptoms worsen or complicate a pre existing health issue or concern, could be entitled to ADA accommodation or protection. A panel consisting of Littler counsel, shareholders, and associates report that “the ADA requires employers to assess whether a particular employee is “disabled” under the ADA on an individualized basis, taking into account the employee’s particular reaction to the illness, their symptoms and any other relevant considerations.”
It’s also important to refer to your state’s specific disability laws, and pay particular attention to how your state defines disability. If those laws are more lax than the ADA’s, it’s possible an employee with COVID-19 could qualify for disability.
By Bill Olson
Originally posted on ubabenefits.com
by admin | May 28, 2020 | Hot Topics, Human Resources, Workplace
The health of our businesses during these uncertain times may be called “sickly” but the health of your employees and your bottom line doesn’t have to be. While we know cigarettes are a danger to your health, we are just now learning the risks associated with vaping. This trendy new method of nicotine delivery may not only be affecting your employees who vape, but also those who don’t.
FACTS
Vaping is also known as e-cigarettes, e-cigs, and vape pens. The electronic cigarette was first developed in 2003 by a Chinese inventor, Han Lik. The way it works is the vape device heats up a cartridge of nicotine, flavorings, and other chemicals. Once heated, this mixture turns into an aerosol the user can inhale and then exhale a vapor. Since its introduction over 15 years ago, the use of e-cigs has grown exponentially as people believe that this device and vapors are a better alternative to smoking. While not more harmful than traditional cigarettes, using vape devices is definitely not “safe.”
HEALTH RISK
Because it is such a new product, experts are still learning how it affects users. Findings have shown that some of the chemicals that make up the cartridge used to deliver nicotine are linked to serious health issues and even cancer. Recently there’s been an uptick in the number of hospitalizations of young adults with lung disease as a result of vaping. It is also widely available to purchase extra-strength cartridges with double the amount of nicotine in a traditional cigarette. Users are easily addicted to this nicotine which leads to an increase in their use and an increase of long-term health issues.
VAPING IN THE WORKPLACE
As with any addiction, vaping use has spilled over into the workplace. Cigarette smokers usually cost their employer around $5, 800 a year. This is attributed to higher healthcare expenses and lower productivity of smokers due to frequent smoke breaks and greater absenteeism. Those who are non-smokers report that they believe that their own productivity is decreased when their co-workers are allowed to vape in their workspace. Not only that, but the Americans with Disabilities Act (ADA) says that there have been an increased number of those claiming to have odor and chemical sensitivities. This group of people may request coverage under the ADA and therefore the employer must make accommodations in the workplace to protect them and this cost goes against the business’ bottom line.
WRITING POLICY
The number one way to combat the issue of vaping in the workplace is to cover it under your current non-smoking policy. If your business does not have a written non-smoking policy, that should be your first action point to tackle. There are currently 13 states that have banned vaping in the workplace including California, Colorado, Delaware, Florida, Hawaii, Maine, New Jersey, New York, North Dakota, Oregon, Rhode Island, Utah, and Vermont. Banning smoking of any sort in the workplace is a good start. Also, a part of this policy should include the business’ means of supporting some sort of smoking cessation program. For example, the EX program (developed by the Truth Initiative and the Mayo Clinic) gives employers a way to virtually support not only those who are trying to kick the habit, but also incentivizing your workforce to never start smoking. Once you have written this non-smoking policy, introduce it to your employees and then give them a timeframe of 60-90 days to comply.
CONCLUSION
Vaping is definitely a danger for the workplace. Both the smokers and the non-smokers are affected by the vapor of chemicals that is emitted from the vaping device. The best way to protect both groups of people is to write a non-vaping policy into your current non-smoking policy. Not only does this benefit both groups, it will benefit your bottom line.
by admin | May 19, 2020 | Human Resources, Work From Home, Workplace
The traditional workplace of physical offices and desks has changed. The new normal we are all experiencing is the remote workplace. While some are adjusting to this change without any growing pains, some may find it difficult to transition. Follow these tips to help manage your time in this new space.
SET UP A PHYSICAL WORKSPACE
You don’t need to have a home office with a door and desk to have a workspace in your home. Grab a space at your kitchen table or a card table in a corner or even a lap desk on your couch. Make this dedicated workspace the place you do all your work. Doing so creates a familiar location where your brain knows you do your work.
SET A ROUTINE
Just as you had a routine for the normal work week, you need to set up a routine for your home-based work week. This can get tricky because the things that you would normally do to get ready for work like take a shower, get dressed in work attire, eat breakfast, and drive to work may not happen anymore. The folks at Entrepreneur said it best when they said, “Now when you wake up, you’re already at work.” You have to work at setting up a routine so you can accomplish your work goals from home. Set an alarm and wake up at a scheduled time. Set a time that you begin and end work. Take a lunch break. Make sure you schedule in some breaks throughout the day as well.
SET GOALS
Look at your work and set goals to have it finished. This may look like a list of prioritized tasks so you stay on schedule. Goals can be daily or weekly or task oriented. By setting these goals you set a schedule for yourself and you can follow this outline towards their completion. Goals also help you eliminate distractions like the TV being on, looking at your phone, or surfing social media by requiring you stay focused on work to achieve them.
SET UP CONNECTION TIME
A remote workplace does not mean an isolated life. Work to stay connected with your co-workers in creative ways. Have a parking lot happy hour in your cars or in camp chairs to reconnect with your office mates at socially distant lengths. Office Zoom calls allow you to see familiar faces all at once. When you stay emotionally connected with your co-workers, you create a culture of support in your office and that’s something we all need!
During this uncertain time in all of our lives, there are tools to help us. Keeping up with work tasks and staying connected to others helps provide the stability that we all crave in this moment. Make sure you keep these tools handy!
by admin | Apr 30, 2020 | COVID-19, Human Resources
The day where people return to normal routines around work doesn’t seem as far off today as it did just a few weeks ago. As politicians itching to “re-open” the world look at ways to revive normalcy, companies now have to do the same as they consider operational needs and employee safety.
As the work environment shifts back toward what it was, what HR teams will find is that a new normal must now exist. Procedures that were once an afterthought, such as how the break room was cleaned, are now top of mind for everyone from entry level employees to the C-suite. Having the trust of your employees that the workplace is safe for them to return to is paramount to productivity.
And it isn’t just during a period of time when the virus subsides temporarily. The lasting impact of the coronavirus pandemic is that even after a vaccine is developed, it will alter the way people view the cleanliness of public spaces and the amenities at their disposal for things such as washing their hands or cleansing shared surfaces, be it a meeting room table or door handles.
There is a lot more to consider than simply reassuring everyone that the facilities are clean and that the company is doing the best it can to assure everyone’s health. There are cultural aspects of day-to-day business to address as well as implications for the organization’s reputation to consider. As an article from the Society for Human Resource Management notes, job candidates interviewed in the future will ask how the company handled this situation and “about the organization’s business continuity plans, pandemic-specific plans and other coronavirus-oriented practices.”
HR departments have a significant challenge ahead, but not one they should shy away from or feel overwhelmed by.
“I think this is the beginning of the most exciting period we’ve ever been part of,” Eric Torigian, Vice President and Assistant General Manager of Global HR for Akebono Brake Corporation USA told us on a recent episode of the HR Exchange Network podcast. “People are going to figure out how to pour their passion into it. The world has been getting ready for this for a while. We’ve been moving to an online world, a gig economy, toward remote work groups. In the next 20 or 30 years, this world is going to change a lot and people are going to come back to this time and ask ‘who were the people that made the difference?’ I think they’re going to look at HR people and say they’re the ones who led us through this.”
Leadership Considerations
To help you manage current and future employee expectations, here are 5 tips for managing your teams’ return to the workplace.
- Get the Timing Right
The government telling everyone to get back to work isn’t likely to inspire faith in a lot of people given how things have been handled so far and the fact that social distancing has been as effective as it has. There are many people who would hesitate to return to a normal working environment in the near future and rushing them back early will likely undermine any good will accrued in facilitating remote work and establishing improved engagement practices during this period.
The first thing to consider is the situation in your local area. The number of new cases in the city and state will drive perception among your employees. Even if numbers are on the decline, a return may be seen as jumping the gun, particularly for large companies with bigger personnel footprints.
Once you decide to put things in motion, spend time discussing team needs with managers to determine which teams can remain remote and which ones are required to return. Then, assemble your operations staff and develop a plan to create safer physical spaces.
Finally, engage with your employees to find out how they’re feeling about a possible return to the office through surveys and town halls. Doing so and incorporating their concerns into your strategy will go a long way toward building the type of trust necessary to maintain a good reputation with your employees.
- Facilitate Social Distancing
Social distancing isn’t going anywhere any time soon. This means restaurants will likely have to re-think seating arrangements, cleanliness practices and personal protective equipment and testing for staff before they can re-open. That may mean limiting the scale of business and changing the way people flow through the every part of the building.
Offices will have to consider whether desks spaces are separated enough to comply with social distancing standards and retail operations will need to continue limiting the flow of people into their stores for the time being.
How companies react and commit to this new normal is going to determine how well they maintain morale and what the reaction of returning workers to physical locations will be. For new hires, seeing a commitment to social distancing will reassure them that they’ve joined an organization which has their health and wellbeing top of mind.
- Culture of Cleanliness
There is always a lot of talk about culture in HR, and in the wake of this pandemic, that is likely going to have to change as well. But as Torigian noted in our discussion, teaching people how to be responsible around each other and avoid the spread of the virus is a challenge for both organizations and society as a whole.
“That’s not just something that’s good for business, it’s something that is going to be required in the new world,” Torigian said. “We’ll learn how to do it and we’ll get really good at it.”
This means changing social norms. For example, banning handshakes in favor of greeting techniques that respect personal space and safety.
Beyond that, HR teams have to consider what mechanisms are in place to ensure cleanliness, such as handwashing stations and requirements for different roles. Which employees require personal protective equipment, for example, is a key consideration.
Additionally, using company resources to ensure safety will help employees feel the organization is doing everything in its power to prioritize their health and therefore, will be more dedicated to doing their part. Care packages with cleansing wipes, hand sanitizer, gloves, tissues and other items they can use to stay safe is one small act that could go a long way toward inspiring confidence.
- Career Transitions
Businesses are bound to operate differently from here on out and with that comes some new realities. People who have traditionally been in office may no longer be required to be there and some, unfortunately, will not be required at all. That, however, does not mean those people must be cut loose.
Now is an ideal time for companies to engage in career mapping exercises to better understand the capabilities and interests of their employees. There is already talk of mass efforts by some in government to retrain much of the workforce for positions that can be done remotely and for careers that offer different prospects going forward than what they’ve experienced in the past, but that is something that may be better led by HR professionals than government programs.
- Invest in Employee Wellness
It may seem an invasion of privacy at first, but given the implications for your staff as a whole, monitoring on-site employees’ health and wellness is a matter of public safety. Some public health experts say that office buildings and public spaces such as bars and restaurants cannot be re-opened until there are testing methods that can be done quickly and accurately to determine if someone is carrying the virus.
We’re likely a ways off from that being a possibility for many businesses, but others are already putting measures in place to conduct temperature checks at entrances and getting creative as they find solutions for social distancing buzzers and one way routes through shared spaces so that people don’t cross paths or come face-to-face with one another.
As an article from Bloomberg noted recently: “The way we work, shop, travel and eat in 2020 – and probably beyond – is being plotted out in boardrooms around the world.”
Meanwhile, office spaces may have to be redesigned, moving away from the open floor plans that have been trending for several years and toward cubicles with high walls so that employees have more isolated spaces.
To get ahead of these issues, now is the time for organizations to begin discussing what their path forward is and consider how much risk they are willing to take on in bringing employees back to work. What improvements need to be made to sanitation procedures, ventilation systems and the structure of the workplace are all things that need to be evaluated.
by HR Exchange Network Editorial Team
Originally posted on HR Exchange Network
