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♦ Leadership & Management ♦

Recession takes a toll on engagement, productivity: 9 tips to reengage employees

Winning Over Candidates

♦ Communication ♦

Posting Information in the Workplace

Workplace Email Communications

Working Through Conflict with a Withdrawn Employee

♦ Workplace ♦

Food Safety Training

Mature workers in hospitality: Why older is more desirable

Culture: What is Workplace Culture

The Advantage of Corporate Wellness Programs

Employers prepare for H1N1 in the workplace

In Erratic Economic Times, Businesses Rely on their Friends More than Ever

Staff Parties

Recession takes a toll on engagement, productivity
9 tips to reengage employees

The recession has led to a widespread loss of employee engagement that could cripple organizations even as the economy heads into recovery, according to Jon Gordon, author of The Shark and the Goldfish: Positive Ways to Thrive During Waves of Change.

“Even if companies haven’t literally lost their employees, many have lost them psychologically,” said Gordon. “And if leaders don’t strive to change that — to create a positive culture that energizes people — there will be dire consequences.”

Tired of working more hours for less pay under the threat of termination, many workers have mentally checked out of their jobs, he said. They are simply doing what they need to in order to hang on until something better comes along.

A recent study by the Workforce Institute at Kronos found in organizations that have experienced layoffs, 40 per cent of employees report their productivity has suffered. Of that 40 per cent, two-thirds think morale has been negatively impacted and they aren’t as motivated as before.

“For leaders, now is the time to improve your company’s culture and get inside your employees’ heads,” said Gordon. “You need to personally make sure that your company is a place where people want to work. You can allow the current economy to crush your morale, confidence and spirit, or you can choose to proactively shape your organization into one that is positive, resilient, and prepared to take on challenges.”

The following nine strategies will help leaders boost morale and engagement in the current economy:

1. Focus on people, not numbers. Leaders need to take a step back and remember their company isn’t what shows up in the finance department’s spreadsheets — it’s the finance people themselves, and the HR department, and the salespeople, and support staff. Ultimately, an organization’s failure or success is determined by the moods, innovation, energy, thoughts, and behaviors of the people who work there, said Gordon.

2. Model good behavior. Leaders set the tone for how employees respond to almost every situation. They can inspire, or they can extinguish. Whatever an organization expects from its people, it must also expect from the senior leadership.
"Now is not a time to be barricaded in your office. Now is a time to be in the trenches with your people, leading, working, and building a successful future," said Gordon.

3. Practice positive leadership. While it’s important to acknowledge the obstacles an organization is facing, don’t dwell on them in meetings or in individual conversations, and don’t bring up bad news before pointing out one or two things that are going well.
“Right now, negativity and fear are probably knocking your people off balance,” said Gordon.

4. Fill the void. In the absence of clear and positive communication, people start to assume the worst, and they will act accordingly. Leaders should personally meet with employees and continually communicate through town hall meetings and face-to-face meetings, said Gordon.

5. Tell energy vampires, “It’s time to get on the bus…or off the bus.” No matter how many pep talks leaders give or good behaviors they model, their efforts won’t go far unless everyone is on the same page.

“Once you’ve identified the naysayers on your team, gently approach them and give them a chance to get on the bus and share in a positive vision,” Gordon advises. “However, if these energy vampires refuse to get on board, then you must get them off the bus.”

6. Forbid complaining. Successful organizations with great cultures focus on solutions, not on complaints, said Gordon. Let employees know they are not allowed to complain unless they also offer solutions.

7. Teach employees to be heroes, not victims. Both heroes and victims get knocked down, but heroes get back up while victims simply give up. Remind employees they have a significant influence over how things turn out.

8. Focus on the small wins. When leaders focus on small wins, the team gains the confidence to go after and create the big wins, said Gordon.

9. Make sure you have sharks in key positions. When the economy was thriving, it didn’t matter as much if key employees turned in a mediocre performance. Now, it's important to figure out which people display the characteristics of driven, go-get-’em “nice sharks,” and which are “goldfish,” or more natural relationship managers.

“Your sharks are the people you need in sales or business-driving positions,” Gordon suggests. “Your goldfish, or relationship managers, are better suited to answering phones, taking orders, and cultivating customer goodwill. People who aren’t in the right positions won’t thrive—and your organization will constantly find itself struggling.”

Source: Canadian HR Reporter
Published by Thomson Reuters Canada Ltd
www.hrreporter.com
Publish Date: 10/13/2009

Some things to remember when searching for new employees is that the job interview is not only a way to find out more about the suitability of the applicant, but it is a great way to sell your business to the perfect candidate. Interviews are also a way to brand your business as being friendly and approachable. Even if the interviewee is unsuccessful, you may be able to acquire a loyal customer and positive word of mouth advertising.

1. Arrange the room for the interview in a way that is non-threatening. ~ A simple suggestion is to use a round table rather than square so that it feels less like a stand off between two parties and more like a conversation.

2. Offer water/coffee to individual to ease them into the discussion. ~ This also offers a prop for him/her to feel they have some personal space.

3. Introduce the interview process by explaining the method of questioning and time frame. ~ If there is more than one interviewer, introduce each person and explain their reason for being involved.

4. Listen "actively" to your interviewee. ~ Ensure that you engage them in the process. Body language speaks volumes so be attentive, make eye contact, ask questions but avoid interrogating, and nod when appropriate.

5. If the candidate does not seem to understand the question, rephrase. ~ Avoid giving examples of the answer you are seeking. This can be difficult as it is something that we often do in regular conversation. However, to properly assess the individual's fit for the position it is important to avoid answering questions for them.

6. After the question/answer part of the interview, ask if they have any questions for you.
~ If they are really interested in the position they will probably be inquisitive about the job, your company or the process of completing the competition. Keep in mind, however, that this is not always the case as nervousness can sometimes cut the conversation short.

7. Finish the interview by describing the process that will be used to select the candidate.

~ Provide a date by which they can expect to hear from you. It is a general courtesy to get back to those who participated in the interviews with either the offer or rejection in a timely manner. Individuals looking for employment would rather know that they have not been selected for the job than not know either way. Also, the sooner that you respond to the candidates the better.

The key to a positive interview is to keep in mind this question: "How would I like to be treated?" Chances are that you have been through the interview process as an applicant before, so remember what you liked and disliked to guide your own process.

There are many responsibilities employers have when considering communications with staff. This is not only limited to verbal but also to posting information on relevant policies, legislation, safety, etc. Below are some things to keep in mind:

2. Keep the posters up. Ensure the information that is required to be posted remains posted.

3. Make sure the information is current. Legislation sometimes changes through the year, so check that what is posted is accurate. (The Royal Gazzette publication reports many of the legislated changes.)

4. If you have employees who do not speak English as their primary language, you may be required to post the information in the language they can read. Contact the pertinent government department for translated version.

5. Ensure compliance. Posting the information is the first step, however the employer is also responsible for enforcing staff follows the posted information.

Examples of legislation that should be posted are below. (This list is not an exhaustive list.):

Workplace Email Communications

Email has become a preferred method of communications for many, especially with younger
generations. Employers are getting on board with sending schedules, updates and other notices to staff digitally. These efforts are keeping working groups connected. However, as with any method of communication, there are nuances in the language that must be considered. Below are some email etiquette tips:

Check the Tone
It's easy to get the tone wrong in your business e-mails. Check these three examples, which convey the same message, but in very different tones of voice:

Abrupt:         Get me the revisions by Thursday.
Polite:           Please be sure to get me the revisions by Thursday.
More polite:   I would appreciate your getting me the revisions by Thursday.

USE ALL CAPS SPARINGLY
Using all caps conveys an abrupt and demanding tone even if the subject is relatively tame. For example:

IF YOU ARE PLANNING TO ATTEND THE MARCH MEETING,
WE NEED YOUR REGISTRATION FORM BY FEBRUARY 15.

However, all caps may be used for emphasis without being offensive, for example:

If you are planning to attend the March meeting, we
need your REGISTRATION FORM BY FEBRUARY 15.

What about all lower case?
That gives the impression that you don't consider the message very important. For example:

if you are planning to attend the march meeting, we
need your registration form by february 15

When to Hit Send
A good practice is to enter the recipient's email after you have finished writing your email. To be extra cautious, set your email account to send on a delayed schedule. Many times I have gone into the Outbox to renege on an email that was almost on its way... then sighed in relief to find it hadn't left.

Another useful hint comes from WORK THE POND! by Darcy Rezac with Judy Thomson and Gayle-Hallgren-Rezac:

Most people want to avoid conflict and want it to just "blow over". However, if we don't work through conflict we are in a way condoning it and although the root of the problem may seem trivial at times, our behaviours and actions can amplify the situation. In some cases where an individual is particularly anti-conflict he or she may become withdrawn. Here are a few practical tips borrowed from Customer Service for Dummies (California, 1995) on how to be effective in these situations.

1. Resist pushing - realize that not everyone is ready to have a discussion on demand and you may push the person away.

2. Be empathetic - if you sense your employee is pulling away from the conversation try approaching the subject differently. Monitor your approach " if you sound aggressive in your tone, your conversation will not improve the situation, so try to engage the employee in an open discussion.

3. Seek input - once your employee begins opening up, help him understand why there is a problem and that dealing with it is best for everyone. Ask, with sincerity, "What would you do in my position?"

4. Make an appointment and stick to it - set up a time that is mutually acceptable and as soon as possible. Ensure both you and the environment is respectful and appropriate (i.e. turn off the phone and focus on your employee).

Food Safety - It's the Right Thing to Do
By Monira Kayhan, Operations and Development Manager, TrainCan Inc.

Running a foodservice operation requires attention in many areas of the business but overwhelmingly the issue of food safety has become a top concern...

Health Canada says that there are more than 10,000 reported cases of foodborne illness each year and estimates that the actual number is closer to 2,000,000. This costs Canadian health services, industry and society an estimated $1 billion a year. It would be surprising if the risks went completely unnoticed. It should be mentioned that many of the cases occur from food prepared at home; nevertheless, an operator who takes on a role to serve food must make sure that they take all precautions necessary to ensure that the food they serve is safe to eat.

Safe food handling does not require expensive high-tech equipment; it requires learning the principles — which include such simple elements as proper hand-washing techniques — and putting them to practice. It is crucial that all food handlers in restaurants understand the causes of foodborne illnesses and know how to rectify them.

The Food Retail and Food Services Regulations and Code (FRFSRC) describes the minimum learning outcomes for both operators and food handlers and the importance of training. Depending on where you live, food handlers may be required by law to be trained in proper food handling. Even though the FRFSRC emphasizes the importance of training and highly recommends provinces to pursue such requirements, not all provinces have legislated mandatory food handler training...

The best way for operators to protect their customers, employees and business is to educate their staff to handle food properly by implementing the necessary training.

It might seem like a time-consuming and costly task to take on, but remember — for every dollar spent on food safety you can expect to save $10 in reduced waste cost and save up to $100 on legal liability.

Canadian airline company, WestJet, is well known for its positive workplace culture. Media campaigns, employee testimonials, and news reports all reflect the upbeat image the company prides itself on. In fact, in an industry where organized labour prevails, unions have not yet been able to get past the gate with WestJet employees.

Some of the reasons WestJet feels contributed to a union-free workplace include profit-sharing with employees, calling employees "owners", caring about their crews, keeping employees and executives connected, and encouraging fun and friendliness.

Employers prepare for H1N1 in the workplace

Although it is next to impossible for tourism employees to be sheltered from contact with others, there are some basic due dilligence steps that employers should take to face possible health risks. Below are some tips from Sarah Dobson's article in the Canadian HR Reporter: Employers prepare for the worst: Outbreak of swine flu sees organizations reviewing pandemic plan and boosting communication with employees

• Provide information to employees about swine flu and associated symptoms and risks.
• Determine who will be responsible for issuing communications.
• Carefully and clearly communicate information, policies and procedures to all employees.
• Ensure employees receive regular, updated training and information on hazards and hazard identification.
• Establish a system for employees to report their status during a pandemic, including what information they are required to communicate (and how) to the employer and when they are expected to not report to work.
• Ensure employee and employee emergency contact information is up to date.
• Inform employees of how the employer will communicate with them in the event of an emergency.

• Alert employees as to the symptoms and risks associated with swine flu, as well as prevention measures.
• Encourage employees to wash their hands prior to commencing work, after sneezing and coughing, and after they touch objects that may have been in contact with people exhibiting flu symptoms.
• Encourage employees not to touch surfaces that may be contaminated with the flu virus and to avoid close contact with people who are sick.
• Provide hand sanitizers and respiratory masks, where appropriate.
• Review cleaning procedures in place to regularly disinfect equipment, work stations and the workplace generally.
• Consider introducing a policy requiring disclosure of employee personal travel to a swine flu "hotspot" such as Mexico. Consider also a return-to-work guideline that outlines whether employees returning from a hotspot will be required to absent themselves from the workplace and whether they will be eligible to apply for sick pay or be paid for time away from work.

Here are some links to posters and publications on proper handwashing, differences between colds and flus, and information on the impact of the flu in the workplace (example: absenteeism verses presenteeism).

In addition, the PEI Workers Compensation Board has recently posted information on the responsibilities of employers and employees in relation to H1N1. Answers to the following questions can be found by clicking the questions below:

In Erractic Economic Times, Businesses Rely on their Friends More than Ever
By Darcy Rezac with Judy Thomson and Gayle Hallgren-Rezac

In these crazy economic times, money is on everybody's minds. While the temptation is to drastically cut back, local businesses can suffer. We're talking about the nearby restaurant where everyone knows your name, the 'mom and pop' coffee bar where you buy your morning paper and coffee, or the little flower shop that makes those great bouquets you love. Remember, just as you don't want your customers to abandon you, the same holds true for those who rely on your business. These are stressful times and everyone can use the support. Order a less expensive bottle of wine, coffee instead of latte, but show up. We are all connected.

Staff Parties

If you are hosting a staff party, either on your own premises, the home of an employee, or at another establishment, here are a few best practices for employers:

Provide taxi cabs, at the employer’s expense, to and from the party;
Before the party, communicate to all employees that they should use taxis if they will be drinking at the party. Make a similar announcement during the party;
If an open bar is provided, limit the time the bar is “open.” This discourages overindulgence and makes it easier to manage alcohol intake; and
Appoint managers to casually monitor guests’ alcohol intake.

Being a careful employer does not mean that you have to play "Scrooge" at office parties, but being mindful of your staff's safety is a best practice.