First impressions count, especially for workplaces. A new hire will determine within their first few months of starting a new job whether they will stay with that employer for the long term. Starting an employment relationship off on the right foot is critical if you want to retain talent, and it starts with ensuring that day one leaves a positive impression. A survey by Glassdoor found that employees who had a highly effective onboarding experience were 18 times more likely to feel committed to their organization. Effective orientation is necessary to set up employees for success in their new role, welcome them to the team, and ease their first-day jitters.
Employees come and go, but are you prepared for when they come back? In the movie Back to the Future, Marty McFly goes on an adventure through time, returning to a profoundly changed present. Employees who return from a prolonged leave of absence can feel like they, too, have travelled through time, uncertain of exactly where they are, what’s different, or what they should do next.
It’s easy to presume that when employees return to the workplace they will pick up right where they left off. But if an employee has been gone a long time, getting back into the daily flow of their job could be difficult. Your company might have grown, workspaces been rearranged, colleagues left and been replaced by new faces, and processes been altered. Even slow, small changes you don’t notice from day to day can be overwhelming for an employee who encounters them all at once after an absence.
Employers today are likelier than ever to offer flex-work, or flexible working arrangements, like variable schedules, telecommuting, or core hours. In a recent survey by the Conference Board of Canada, more than 85% of employers said they offer some form of flex-work to their employees.
Despite this generosity, uptake from employees often falls short—the same survey found that less than 40% of employees actually use the flex-work options their employer offers. And yet flexible working arrangements are a consistent draw for candidates, with a flexible schedule consistently ranking high in desirable features for a job—often just behind competitive pay and good culture. So if lots of employers offer it, and lots of employees want it, why don’t more employees actually use flex-work?
The end of warmer weather may be fast approaching, but don’t let the end-of-summer blues distract you from sending off your seasonal employees with a bang. Many employers know that summertime and seasonal contracts are the perfect way to meet business deadlines and ensure coverage for permanent employees’ vacation time during peak seasons.
Despite how important these employees are to organizations, they are often forgotten or their efforts are neglected, and they are rushed out the door as fast as they were brought in. Failing to recognize these temporary employees before they leave is a mistake many organizations make that could be costing you time and resources.
Topics: Employee Management
Sometimes life gets in the way, and employees have to step away from work to devote their time to an illness, a family member, or something else. Whatever your jurisdiction, legislation offers protected leaves for a variety of needs so that employees can tend to their lives without sacrificing their jobs. These leaves generally include maternity or parental leave, various kinds of sick leave, bereavement leave, depending on the jurisdiction.
Not only are leaves legislatively required, they can also offer many benefits for your organization. Allowing employees time off can reduce unplanned absences and improve morale, which boosts retention rates. Productivity is another major benefit, with 89% of companies allowing paid time off reporting a positive effect in overall productivity as reported by Business.com. A study by Business Wire found that 58% of workers want paid family leave from their employers, outranking the demand for other popular perks.
No matter what type of company, no matter what industry, how you categorize the people who work for you matters a lot. Each jurisdiction has strict rules about employers’ responsibilities towards workers, but these responsibilities change depending on just what kind of worker we’re talking about. For example, Ontario’s Ministry of Labour outlines a six-part test to determine whether someone is an intern or an employee, but what about a volunteer?
Generally speaking, neither an intern nor a volunteer is paid for their efforts, neither receives employee benefits, there’s no understanding of a job at the end of the relationship between the organization and the individual, and only a negligible material benefit to the company. So, what exactly is the difference, and why does it matter? The easy part to answer is that it matters because misclassifying workers is one of the commonest mistakes employers make, one that government regulators regularly watch for, and one that can have significant legal consequences for noncompliant organizations. As regulators crack down on exploitative and misleading ‘internships’ across the country, it’s more important than ever to make sure that all categories of workers are appropriately classified.
Statistics Canada estimates that one in every five working-age Canadians lives with some form of disability. The most common types of disabilities are related to mobility, pain, and mental health. Most people living with these conditions can work and do seek meaningful employment, yet nearly 40 percent of working adults with disabilities are currently unemployed. Those living with disabilities could enter the labour market, actively participate in the workforce, and contribute to the economy if organizations made improvements to workplace accessibility. This is why it is important for all organizations to promote accessibility in their workplace, both for employees and customers, even if they are not specifically required to do so by legislation.
Businesses that work to identify and reduce barriers and improve accessibility for job seekers, employees, and customers can see considerable economic gains. So why isn’t everyone creating an accessible workplace?
Have you ever been involved in workplace training with a group of employees and felt the energy in the room slowly decrease? The trainees’ eyes glaze over, their attention shifts elsewhere, and soon the room might as well be empty for all the good the training is doing. It’s a situation that most of us have experienced, whether from the perspective of the trainer or the trainee.
The memory of sitting in a room listening to a monotonous presenter might come to mind, or images of PowerPoint presentations filled with outdated clip art and big, boring blocks of text. The trainee might manage to pick up a few facts, but are they really learning? The good news is, training doesn’t have to be this way anymore!
Topics: Employee Management
Everyone wants and deserves to be compensated fairly for their work, and employers bear responsibility for meeting that need. Unfortunately, 46% of professionals feel they are underpaid at their jobs.
You might be thinking, “If my employee is unhappy and money is the problem, I’ll just give them a raise!” But it is important to consider more than just the wants and needs of the employee who receives the raise. What about that employee’s colleagues? How will they react when they are not given comparable raises? Unexplained differences in pay only stand to cause greater unhappiness and other negative effects on the workplace.
For so many small businesses, the owners wear multiple hats and take care of tasks that they may not be traditionally trained in. But as the company grows, business owners often find that their business needs have exceeded their knowledge or capacity.
As a business owner, you may know a lot of things, and may have even built your business from nothing, but as a business grows, processes change, which can include developing more specialized areas to adapt to that growth. At some point, you will need to hire someone for a specific role or function that is outside of your area of expertise. But where do you start?