News
Employers Are Providing Necessary Changes in Routine
Listening to employees’ needs
In talking with colleagues and scrolling through LinkedIn and other social media, I noticed a surprising number of companies that either shut down for a week this summer or instituted “quiet week”. Quiet week is time dedicated to minimal meetings and is meant to be used to think strategically about work or catch up on projects that require focused or heads-down time.
In the past, many leaders looked at breaks from the rigorous day-to-day routine as a loss for the company. Employees desperately needed a break from everyday schedules to re-energize and focus on their work or personal lives to feel successful at work and home.
Breaking from routine
Finally, there’s recognition that shifts in routine are benefiting both companies and employees. What’s at play? Employees are being heard when they say they are struggling in their personal and professional lives because there just isn’t enough quality time for either aspect of their lives to feel they’ve successfully met expectations. The pace can be too hectic on a daily basis and leaves employees feeling inadequate in all aspects of their lives.
Employers are finding they see more engagement and better results when they have a culture that acknowledges the employees’ whole life. This became obvious when employees proved they could work productively from home during the pandemic. Organizations realized that they get their best work and creative ideas from employees when employees are feeling a break is coming or have just refreshed after one. In my corporate life working for a European company, I experienced the benefits of companywide breaks.
Many companies in Europe traditionally slow down for summer and winter holidays and employees are strongly encouraged to use their generously allotted personal time off to refuel. While here in the US, vacation allotments tend to be more restricted and it’s difficult to take more than a week or two at a time. Many employees end up either carrying time over to the next year or forfeiting it altogether.
According to the United States Bureau of Labor Statistics (BLS), after one year of service the average vacation time is 11-13 days per year and after 10 years of service, the average increases to about 18-19 days per year.
Making room to meet employees’ needs
The trend in the US to offer company shutdowns or quiet weeks helps bridge a gap in personal time off while allowing employers the flexibility of determining each year if their company can sustain the time off.
Ultimately, we’re talking about the culture of a company, what it values, and the flexibility to break from tradition to ensure employees’ needs are being met. Most importantly, these companies are listening because it’s important that their employees are healthy, productive, and feeling successful in all aspects of their lives.
One might argue that not all companies can shut down or have week-long heads-down time. Finding the balance between employees’ and the company’s needs is what’s important.
Comment below how you have benefited from a company-sanctioned shutdown or quiet time.
Susan O’Connor is an internal communications expert and executive coach with experience working in various global industries including pharmaceuticals, technology, consulting, specialty chemicals, and manufacturing. She currently leads Paradise Workplace Solutions where she helps businesses create or improve their communications to employees.
Feeling Blocked or Uninspired? Finding inspiration from Chris Rock, yep, that Chris Rock!
I was exercising the other day and listening to Chris Rock being interviewed on SiriusXM’s What a Joke. I love Chris. He’s funny, real and unabashedly honest. He challenges himself but he’s also like everyone else. He gets writer’s block.
He made a comment that tingled my senses. He said, “If you aren’t reading, you aren’t writing.” The more you do to challenge yourself intellectually, the easier it is to create. He went on to explain that anytime you have a writer’s block it’s because you haven’t been reading enough. Hmm…that intrigued me especially since I’m an avid book lover. Any excuse to read brings me joy.
I’m not a psychologist but I started to think about what people do when they feel stuck and unable to move forward. There are two main options, complain and do nothing or do something. The “do something” can be destructive or constructive. I choose to take constructive action. Here are some easy ways to break out of a funk.
- Read an article or book on the topic. Whenever I have to do something I’ve never done before I look up the subject online or go to the library (yes, they still exist) to learn more about it.
- Watch a video or show on the topic. I’m not a fan of videos. For some reason I don’t learn as quickly or as much from a video as I do from reading. But many others are huge fans of learning through videos. Choose what you enjoy.
- Listen to a podcast. I listen to podcasts and music when I’m driving or exercising. Those are the times I’m most creative at solving issues that are on my mind.
- Talk to others. Reach out to someone who has done what you’re trying to do. People are usually flattered to be asked how they accomplished something. If you don’t know anyone who does what you’re trying to do, then ask people if they know someone and can connect you.
When I started my business three years ago, I knew nothing of being a small business owner. I spent days at the library, going to in-person lectures for small business owners, signed up for a SCORE mentor to get advice from seasoned professionals and I read. I read so much my mind was exploding with creative ideas. There were many times I felt overwhelmed with my lack of knowledge. That’s when I reached out to others who were successful business owners for their advice. They gave it and I moved forward.
Don’t let a slump, fear or lack of motivation stop you. Fight through it with knowledge in any form you prefer to get the inspiration that is all around you.
Thank you, Chris Rock, for inspiring me and being the ultimate professional that you are.
Susan O’Connor is an internal communications expert and executive coach with experience working in various industries including pharmaceuticals, specialty chemicals and manufacturing. She currently leads Paradise Workplace Solutions where she helps businesses create or improve their communications to employees. She enjoys seeing her clients reach their goals, improve their business environment and lead rich and rewarding lives.
Navigating our way back to the office
The office environment is changing. Know how to be equipped for it.
Now that the FDA has approved the Pfizer vaccine and vaccines are widely available in the US, companies are preparing for employees’ return to the office. They’re doing this slowly and for good reason. The recent increase in COVID-19 cases is making them re-evaluate their protocols and timing. They want employees to feel “safe” AND they want to get back to a routine that benefits the business and employees.
The initial change and anxiety people felt in March 2020 with most forced to work from home is now factoring into how we feel about going back to the office. This is not unusual or unexpected because change is change. It’s always difficult to adapt when you feel you’re not in control.
We’ve gotten accustomed to isolating in our homes and working online. There was an element of safety in isolating. Now, we’re about to experience the change with returning to the office. Many companies are taking it slow and helping employees adapt to how they will be working in the future. And the resistance is present.
Large and small corporations are revisiting their workplace policies with the knowledge they’ve gained over the past 17 months. Several clients report an uptick in productivity because there is more trust and flexibility in getting the work done. There’s also a change in how managers are working with their employees. Over the past year, leaders have focused on outcome-based performance rather than time in the office or busy work.
Readjusting to working in the office along with workplace flexibility enhancements a company is offering has some issues. Here are three for you to consider.
Personal wellbeing
Going back into an office environment where you’re around people you don’t live with will likely be uncomfortable at first. It may feel unsafe, like you’re doing something wrong. Fortunately, after a few days or experiences of being around others, most people get used to it and the anxiety goes away. If that doesn’t happen, talk to your family or friends to see if they’re experiencing the same challenge. If you still don’t feel better, talk to your doctor or a mental health professional to guide you through acclimating. There is no reason to suffer needlessly.
Co-workers
Your co-workers are going to return to the office with similar anxiety or differences of opinions on how to move forward. Co-workers may be territorial of their workspace or want specific precautions to be taken around them. For example, some people will want everyone to wear a mask, others won’t want to wear them at all. Consider the violence and confrontation happening on airplanes. People are getting into physical altercations over mask mandates. Don’t let this happen in your workplace.
Adding conflict to any anxiety you may have can cause situations to escalate quickly. You can de-escalate disagreements by being patient with others and showing compassion. Company leaders and managers can provide clear guidelines and expectations on behavior.
Changes in the workplace
Companies quickly adapted to remote work because the environment was universal–all office workers were working from home. With planning for the return to the office, however, many companies are establishing hybrid flexibility policies to address their employees’ needs. To be able to support a hybrid workplace, they need supportive hybrid technology. Many companies have some work to do to make the hybrid approach work so all employees (in person and remote) have the same access and quality to meetings and information. Until the appropriate technology is in place it may be frustrating or difficult to collaborate.
Other aspects of the office may change too. Coffee machines and water coolers may be touchless or there may be hygiene precautions put in place. Initially, visitors may not be allowed into the office. There are many considerations each company may adopt to ensure the safety of their employees. Adjusting to new technology, physical changes in the office and new protocols will quickly become routine.
What you can do
• Practice going into the office if your company permits it before the actual return date. The office will be less crowded and you’ll be more comfortable with the changes that have been implemented.
• Establish routines that help calm you.
• Pay attention to what triggers your anxiety or fear.
• Take the necessary precautions that make you feel safe.
• Avoid criticizing or judging others if they have different opinions or safety measures.
The most important action companies and employees can take is to be patient, show empathy and work together to create the best environment for their business.
Susan O’Connor is an internal communications expert and executive coach with experience working in various industries including pharmaceuticals, specialty chemicals and manufacturing. She currently leads Paradise Workplace Solutions where she helps businesses create or improve their communications to employees. She enjoys seeing her clients reach their goals, improve their business environment and lead rich and rewarding lives.
Planning For Employees’ Return to the Office? Don’t Overlook Differences in Employee Opinions
Employee trust and appreciation are on the rise. The COVID pandemic presented leaders a substantial opportunity to put their employees first, to communicate often and with authenticity. This has paid off in building trust and connection among employees, their managers and leaders.
With companies planning for the return to the office, maintaining these improved connections is paramount. One aspect of returning to the workplace you may not be thinking about is the span of opinions your employees have about the virus and how they will treat others whose views differ. You can lose your bump in engagement by not reinforcing respect in the office when it comes to employees’ diverse behavior, opinions and actions on the virus and safety guidance.
Learn from the media’s mistakes
If you haven’t completely stopped watching and reading the news, you’re aware of the conflict between people who diligently follow the guidance given to protect vulnerable populations and those who resist wearing the protective equipment. One cause of the conflict is that the directives given by health experts and our state, local and federal governments are inconsistent.
Complicating the guidance given is media headlines that convey an incomplete description. Recently, a USA Today headline read “New Jersey will require face masks to be worn outdoors, governor says.” Missing from the headline and first four paragraphs of the article was the critical additional information “if you can’t socially distance.” Disputes on social media were rampant. The initial headline and that of many news stations caused fear among those who feel vulnerable contrasted with outrage from the people that don’t believe you need a mask everywhere.
Preventing conflict among employees
For business leaders, have you considered how this could play out in your workplace when employees return to the office? People have very different fears and opinions for many reasons. Employee conflict around issues of safety and preference can erupt when least expected. Some employees will be extra cautious by wearing masks when they’re not required and others will want the restrictions lifted as early as possible. This can cause disagreements and ridicule among employees if not openly addressed. You want to avoid situations where employees are mocking a colleague for being extra cautious or blaming someone for not caring about others.
What you can do to reduce employee disagreements
Employees tend to be on their best behavior in the workplace but there are actions you can take to limit teasing or accusations from eroding the improvements you gained in employee trust and appreciation.
- Be clear on your mandatory expectations and where there is flexibility.
- Be upfront with employees on unacceptable behaviors and the consequences.
- Hold managers accountable for enforcing the expectations as soon as an issue arises.
- Provide a resource for employees to go to for consistent, accurate information.
- Let employees know that the health and safety guidelines will be adjusted over time and no changes will be effective until the company notifies them.
- Reinforce importance of respect in the workplace.
- Communicate, communicate, communicate.
You want to avoid contention, blaming and ridicule during this very sensitive time. And you want to enhance the positive culture you’ve gained so your employees like coming to work and building on their and the company’s success.
Randy Lumia joins Second Breaks Podcast
Randy Lumia recently joined Lou Blaser’s Second Breaks podcast to speak about the role of HR and business leaders during times of uncertainty.
132. The HR Perspective During Uncertain Times with Randy Lumia
Improving Communication Strategies for Leaders in COVID and Beyond
Susan O’Connor joins Kristen Walker of Clearview Consulting to discuss common communication issues that have made it more difficult for companies to connect with their employees during the social isolation and what leaders can do to help their employees get the information they need. Click on the link below.
Improving Communication Strategies For Leaders in COVID and Beyond
The Power of Leadership: Your Employees See You As A Trusted Source Of COVID-19 Information
If you’re not openly communicating with your employees on the impact of COVID-19 you’re making a mistake. Frontline managers and business leaders are in a position to build trust, establish a culture of support and show empathy during this pandemic. The benefits of good communication now can payoff for years to come in strong employee engagement and trust.
Employers as trusted sources
Employees are relying on their companies as trusted sources of COVID-19 information according to an annual Edelman Trust Barometer. The global communications firm surveyed about 10,000 people from 10 countries including the U.S. on virus-related communications March 6-10.1 Employers rose to the top as the most credible source of information employees are receiving, over non-government organizations, the mainstream media, the government and social media.
Many companies took the lead to increase their communication to employees once businesses started shuttering offices and plants—reassuring employees their health and safety were of utmost importance; providing them information, resources and equipment they needed to work from home if possible; and furnishing updates on the business impact of COVID-19.
Return to work communications
Another shift is taking place in the content of communications with planning the return to work (physically), what the new normal for work could be and how to protect employees in the office or plant environment.
The physical workspace will change. Employers are talking about rotating in-office workers—one week in, one week at home; shortening the work week or the exact opposite–allowing the flexibility to work any of the seven days of the week; retrofitting common use areas like collaboration spaces, restrooms and conference rooms; rethinking building HVAC; reconsidering travel. Employees are concerned about these changes and want to hear more.
Frontline manager communications is changing
Many companies are reviewing their work from home stance now that it’s been proven that working from home can be done effectively. In addition to working from home, leaders are realizing the importance of flexibility for their employees’ work priorities, family circumstances and mental health issues. Many companies are placing more emphasis on communication and interactions between the frontline manager and his/her employees. Consideration is being given to equip managers with the skills to accept the fluidity, and what may be considered personal nature, of their employees’ circumstances.
Whereas many managers were trained to keep discussions about their employees’ personal lives to a minimum, they are now obligated to ask about their health, family and mental health situations as it relates to their work. This can be uncomfortable for managers whose focus has always been on the work relationship. Managers’ flexibility will be tested from the ever-changing daily situation of an employee who may have everything under control one day and then be unable to perform their duties the next. Daily, meaningful touchpoints are necessary. Long gone are the times of checking in once or twice a week if businesses are to shift work and priorities to accommodate what is taking place in the employee’s life.
Rely on your employees
Employees will tell you what they need given the chance and when they feel you can be trusted. Feedback mechanisms should be a major component of your communications plan. Focus groups, short surveys, virtual suggestion boxes, feedback from managers’ conversations should all factor into the direction your communications are taking. Employees can be your greatest resource to problem solving the issues your business is facing to get back to growth. Involve and listen to employees, customers, suppliers, and others in and outside your industry.
Basically, the way we work will change. And communicating these changes clearly and in a timely fashion is critical to a smooth-running business and a well informed employee.
3 take aways
Everyone is operating in the unknown right now.
- It’s the perfect time to talk with employees and other business owners to get solutions.
- Get on calls, hold virtual meetings, show empathy and compassion, get to know your employees on a deeper level.
- Listen with your ears, listen with your heart, listen with your eyes.
Engage your employees now and build a bond that is hard to break.
Finding Resiliency In Times of Change
Social distancing has turned the world upside down for most people. Think about all the change that happened when states, then companies started to adapt the way they operated. I’m sure you and everyone around you felt the uneasiness, uncertainty and may even have been afraid of what could happen personally and for your work.
Resilience is the ability to move through such change or chaos quickly using the least amount of energy reserves. Many people equate resilience with “bouncing back” after being depleted. With change being constant in our daily lives, living in a state of persistent depletion will negatively impact your cells, your body, mind, family and co-workers. Consistently being in a state of high stress is not healthy or normal. Stress depletes your cells, muscles and mental capacity internally and likely impacts your family and work relationships. Fortunately, resilience is a skill that can be learned by anyone.
Preparation is key
You don’t have to wait to be depleted to prepare yourself with enough energy to adapt to changes/stress quickly and get back to living your best life. Having energy reserves is like having money in the bank. You’re being proactive and storing energy regularly to have it available when you need it.
Ways to build your resiliency
Here are 4 approaches to build your resilience that you can start today. Ideally, you will embed these four approaches into your life BEFORE you have a major change or issue. However, it’s never too late to start. As you practice these actions, they will become natural habits.
Consider your choices: We all have choices in how we deal with any situation. You can act/react out of fear and negativity or you can choose to look for the positive possibilities in the change. For example, you have a choice to learn about the COVID-19 virus or you can perpetuate the fear with everyone you talk to. Sharing accurate knowledge about the disease is more positive than being so fearful you become paralyzed.
Reassess your perspective: Are you seeing the whole picture in a difficult situation? Is it possible you’re missing information? Seek clarity to make sure your perspective is accurate so you don’t waste time worrying about something that doesn’t exist. How often have you assumed someone, maybe a boss, would be upset that you’re 10 minutes late in the morning because it took longer to get the kids to school? Your manager was likely too busy with his/her priorities to notice. That’s a wasted use of your reserves. Do the best you can during the moment.
Prioritize positivity: We create most of the stress we feel by allowing our negative thoughts to sabotage us. How often have you had an argument with someone in your head and it never materialized. Yet, you reduced your energy reserves to have that one-sided argument. How often do you feel not qualified for a job? How often do you tell yourself you’re not good enough of a parent? Replace negative self-talk with positivity to build your reserves. Tell yourself that you’re the best parent you can be. You are qualified for the job. Push aside the negative voices and replace them with positive affirmations of who you are. You will feel lighter and better about yourself.
Practice refueling: Consider mental, physical, emotional and spiritual activities that make you feel good. It can be as simple as sitting quietly for 15 minutes to change your perspective or breakthrough a mental roadblock you’re having. Reading or exercising may help you recharge. Find what works for you and give yourself the time to practice it. Refuel your energy daily or as often as possible. The energy you get out will be worth the investment.
Tips for success
- Pick one or two of the above tactics and practice them every day.
- Make small changes and build on them. Make the changes small so you feel the accomplishment and progress.
- Pause occasionally to look around you and appreciate what you do have.
- Spend time examining the values you hold. Have they changed? If so, consider changing where you’re focusing your energy and time to reflect your current values.
- Treat yourself kindly.
Changing your behavior to build energy reserves can be challenging. However, you will feel the difference with each tiny step you take. When you continue to build on each new habit, you’ll end up with more ways of energizing yourself that will benefit you to move through any change quicker and easier. This is not to say that building your resilience will prevent you from life’s difficult challenges but having positive, healthy habits to draw on will better equip you to move through them.
Business leaders: Are you aware how fragile your employees are right now?
I’ve been talking with family and colleagues and am alarmed at the number of people working for mid to large organizations who are working harder, longer and with more distractions than ever. What is so concerning to me is that many of the organizations they work for are acknowledging the difficulties being faced and providing some additional time “off” or have lessened their work expectations. However, employees are still trying to work at peak performance while dealing with the havoc wreaked in their personal lives by the pandemic.
The stress of potential failure (whether real or perceived) is taking its toll on employee mental, physical, emotional and spiritual health. Our bodies aren’t built to sustain long periods of excessive stress without breaking down. These high performers, overachievers, workhorses are at risk for major fatigue in the coming months when a new normal emerges and they are expected to swing into the groove.
My question for business leaders is what more can you do to help your workers slow down, pause, take the time they need without worry or additional stress? Helping your employees take this respite now will allow them to come back stronger than ever when you get back to the new normal. They will engage, commit and be your biggest advocates if you take care of them now.
What will you do today, tomorrow and next week for your people?
Help with the Family First Coronavirus Response Act
Good afternoon everybody. Stressful times are certainly upon us
As you may be aware, the Families First Coronavirus Response Act was just recently passed.
On March 18, 2020, President Donald Trump signed into law the Families First Coronavirus Response Act (the “FFCRA”). The FFCRA seeks to assist employees impacted by novel coronavirus (“COVID-19”) and applies to employers with fewer than 500 employees. The U.S. House of Representatives originally passed the FFCRA on March 14, 2020; however, the House later made “technical corrections” to the bill, many of which were substantive—such as adding caps on the paid leave—prior to passing it to the U.S. Senate for approval. The pared down House version of the FFCRA approved by the Senate and signed by President Trump provides for, among other things, (1) one new category of paid FMLA leave related to child care disruption due to the current public health emergency and (2) paid sick time for certain reasons related to COVID-19. These provisions will take effect not later than 15 days after enactment, i.e., April 2, 2020, and are scheduled to terminate December 31, 2020. The FFCRA also includes related employer tax credits.
SHRM just posted on its website today (March 25, 2020), several U.S. Dept. of Labor, Wage & Hour Division information sheets: 1 for employees, 1 for employers, and a combined Q&A sheet. This is probably the most definitive and “official” information concerning how to comply with the FFCRA. Note: if you find out about this via a SHRM e-mail, you probably won’t be able to follow its links/URLs to get to those sheets; I found it easier to go to the SHRM website directly, and even then it was a little slow loading, probably due to heavy demand/viewing.
SHRM will be having another webcast this Friday, specifically pertaining to the FFCRA. From various employment law firms’ emails, it looks like a lot of them will be offering their own webcasts/webinars on this subject, too.
If interested in the ENTIRE Bill under the Act, you can find it here:
https://www.congress.gov/bill/116th-congress/house-bill/6201/text
The official US Department of Labor briefing on the Act can be found here:
https://www.dol.gov/agencies/whd/pandemic/ffcra-employer-paid-leave
Another source of information on the topic is this article that has some great information to assist employers in complying with the new legislation. In the article, there’s a link to a free webinar on the topic that gives extensive coverage.
Another source of free information is from ComplyHR:
We’re all in unchartered territory here, and unfortunately even the U.S. Dept. of Labor, SHRM, and our various employment law firm partners will not have all the answers, but from what I’ve seen they’ve taken a huge first step and I believe there will be more information/guidance to come.
If you need guidance and support with these new regulations, we are prepared to assist. Contact Randy Lumia at Paradise Workplace Solutions: 908-723-4609.
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