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Tag: Employee Experience & Recruiting

  • Why Age Is the Most Overlooked Piece of the Diversity Puzzle

    Why Age Is the Most Overlooked Piece of the Diversity Puzzle

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    Opinions expressed by Entrepreneur contributors are their own.

    Generational diversity is diversity. Diversity is broader than just race and gender. We often oversimplify diversity to attributes we think we can see — like race and gender, yet the richness of diversity goes beyond our skin color and gender identities. Most attributes of diversity are fluid — gender, race, ethnicity and age — they can change over time or people may associate along a spectrum or identity with multiple categories within a dimension.

    Age is a fluid dimension of diversity as it’s constantly changing.

    Our workforce currently has four generations participating in it. Although there is no formal authority to define generations, generations are commonly defined by birth year:

    • Baby Boomer Generation: People ages 56 to 75 (born between 1946 and 1965)
    • Generation X: People ages 41 to 55 (born between 1966 and 1980)
    • Generation Y (millennials): People ages 25 to 40 (born between 1981 and 1996)
    • Generation Z: People ages 9 to 24 (born between 1997 and 2012)

    Related: Diversity Starts at the Top: Embrace Different Perspectives for Maximum Success

    Gen Z is the most diverse generation of all time

    Because Gen Z grew up in a time of peak immigration in the U.S., they had more exposure to other racial groups and ethnicities. They also grew up in a more welcoming and accepting environment for the LGBTQ+ community.

    Neurodiversity is also a key dimension of difference for Gen Z. Rates of diagnosis for autism, ADHD and other neurodivergence have increased significantly in recent years. With exposure comes a broader acceptance of differences. People have not changed; it is the awareness that has. For organizations that want to attract top talent, addressing the unique aspects of generational diversity is key.

    Gen Z expects inclusion

    In a recent study by Monster, 83% of Gen Z individuals stated an employer’s commitment to diversity and inclusion is significant when choosing where to work. Another poll found 75% of people in Gen Z said they’d reconsider applying to a company if they weren’t satisfied with their diversity and inclusion efforts. It is common for younger generations to ask about diversity efforts at organizations during the interview process. They want to know if it’s simply window dressing or if it’s authentic and is quick to decipher authenticity.

    Related: 6 Ways Multi-Generational Workforces Lead to Business Growth

    Age bias is the biggest area of bias

    According to Project Implicit, the most common bias people have is age. Most people have more positive associations with younger people than older people and 93% of older Americans have experienced age bias, one study said. As with many dimensions of difference, there are common stereotypes about age:

    • Older people are poorly skilled with technology (and younger are better)
    • Younger people are entitled (and older people work harder)
    • Older people are more conservative (and younger people are more liberal)

    These are just a few commonly held beliefs about people based on age. While biases and stereotypes can be rooted in some truth, it is important that we don’t apply a stereotype about a group of people to an individual. Here are some problematic ageist statements/actions with potential corrections:

    • Giving the social media project to a young person vs. Delegating the social media project to a person with the most expertise/passion, regardless of age.
    • “I don’t want to hire them because I am afraid they won’t work as hard” vs. “Let’s have objective criteria to determine fit rather than using outdated stereotypes.”
    • Thinking “I know who they voted for” based on their age vs. Getting to know the person and their beliefs.

    Related: Why You Need to Become an Inclusive Leader (and How to Do It)

    One of the biggest challenges with ageism is that we have a primal fear of getting old. We discriminate against our older selves. In Ashton Applewhite’s Ted Talk, they discuss why we fear getting old and how the stigma of being “old” manifests itself in our culture. This fear can lead to unhelpful behaviors that discriminate against older employees.

    In fact, ageism does not make sense. Most research shows that we are the happiest at the beginning and end of life given the data on the U Curve of Happiness. Happiness bottoms out in the mid-40s and often increases with age. Coupled with research on Blue Zones, studies find having a strong community as you age has the biggest influence on longevity.

    Ageism is real. It’s often the biggest source of bias. Let’s be careful not to be biased against our younger, current or older versions of ourselves. As conversations on diversity and inclusion continue, expect them to intensify with Gen Z demanding more diverse representation and inclusive behavior in organizations. If generational diversity is not addressed, organizations stand to lose out as younger generations vote with their dollars and feet.

    Generational differences are a part of the diversity conversation, yet often overlooked or not included. By including generational diversity in the overall diversity, equity and inclusion conversation you bring more human experiences and potential allies into the work.

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    Julie Kratz

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  • Are Basic Industries a Good Career Path?

    Are Basic Industries a Good Career Path?

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    As a child, most people were asked what they wanted to become when they grew up. It’s a tough decision. Finding the right combination of talent, passion, practicality and job security is no easy feat.

    You might discover basic industries as you decide what industry you want to enter. The field provides several options, so it can take some exploration.

    Keep reading for the need-to-know information on basic industries, what it entails and whether or not it is a good career path.

    Related: 3 Traditionally Offline Industries That Are Going Online

    What are basic industries?

    A basic industry is one that manufactures materials and provides those materials to other industries. Basic industries are integral to a country’s economy, as they supply, process and develop the vital raw materials it needs to operate.

    Types of basic industries

    Jobs in basic industries are often labor-intensive and require various technical skills and qualifications. See some of the sectors below to see if a career path in basic industries might be interesting to you.

    Agriculture

    Agriculture falls under the supersector of natural resources and mining. Jobs in this sector entail crop growing, animal raising, timber harvesting and fish and animal harvesting. Any of these actions must occur on a farm, ranch or the natural habitat of the plant or animal.

    This industry is irreplaceable, as it is the beginning of the food supply chain, which is the process by which food gets from its raw form, to distribution to people’s home tables.

    Common locations for jobs in this sector include:

    • Farms
    • Ranches
    • Dairies
    • Greenhouses
    • Nurseries
    • Orchards
    • Hatcheries

    While it is not absolutely mandatory to have a degree to enter the field of agriculture, many workers study the major in college and prepare for their careers as early as middle school through programs like the Future Farmers of America (FFA) and 4-H.

    Those who do study agriculture in higher-education complete majors including:

    • Animal sciences
    • Agriculture production and management
    • General agriculture
    • Plant science and agronomy
    • Agricultural economics

    The top 10 universities in the United States for Agricultural Sciences include:

    1. University of Massachusetts Amherst
    2. Cornell University
    3. University of California, Davis
    4. University of Florida
    5. Harvard University
    6. University of Illinois, Urbana-Champaign
    7. Michigan State University
    8. Purdue University, West Lafayette Campus
    9. University of Wisconsin, Madison
    10. Iowa State University

    Whether or not you’re considering pursuing an agricultural degree, you might be interested in some information on workers who enter the field.

    Key career statistics about the agriculture workforce:

    • Employment: 627,210
    • Median wage: $52,000
    • Percentage of part-time employees: 13%
    • Percentage employed with occupations requiring a bachelor’s degree: 42%
    • Percentage employed with an advanced (post-bachelor’s) degree: 27%

    Common titles in the agricultural field:

    • Veterinarians (Doctoral or professional degree required)
    • Postsecondary teachers (Doctoral or professional degree required)
    • Soil and plant scientists (bachelor’s degree)
    • Sales representatives for wholesale and manufacturing (high school diploma or equivalent)
    • Crop, nursery and greenhouse farmworkers and laborers (no formal educational credential)
    • Retail salesperson (no formal academic credential)
    • Farmers, ranchers, agricultural managers (high school diploma or equivalent)
    • First-line supervisors of retail sales workers (high school diploma or equivalent)
    • Chief executives (bachelor’s degree)

    Related: How Technology is Fighting Agriculture’s Unsettling Age Problem

    Steel and metals

    With the rise of the Industrial Revolution in the 18th century, metal and steelwork became a considerable part of the world’s mechanical ecosystem. The technological advances shifted much of the focus from agriculture to industrial.

    While agriculture will likely always be necessary, steel and metalwork has continued to evolve with modern technology and is a thriving industry today.

    Steel and metal work jobs exist all over the country; however, five states have the highest employment of structural iron and steel workers.

    The top five states, their employment numbers, mean hourly wage and annual mean wage as of 2021 are:

    California

    • Employment: 7,850
    • Hourly mean wage: $34.07
    • Annual mean wage: $70,870

    Texas

    • Employment: 7,240
    • Hourly mean wage: $22.00
    • Annual mean wage: $45,760

    New York

    • Employment: 4,400
    • Hourly mean wage: $43.41
    • Annual mean wage: $90,280

    Florida

    • Employment: 3,710
    • Hourly mean wage: $22.78
    • Annual mean wage: $47,380

    Ohio

    • Employment: 3,320
    • Hourly mean wage: $29.60
    • Annual mean wage: $61,570

    The five parts of the industry with the highest employment rates are:

    • Foundation, structure and building exterior contractors
    • Nonresidential building construction
    • Fabricated metal product manufacturing (3323 and 3324 only)
    • Building equipment contractors
    • Other specialty trade contractors

    Generally, the steel and metal industry has positions requiring a high school diploma, an equivalent degree and a subsequent apprenticeship.

    Apprenticeships allow prospective steel and metal workers to learn necessary skills and knowledge through hands-on experience and training. Many technical schools or contractor associations provide apprenticeships.

    Apprenticeships in the steel and metal field can equip students with skills like:

    • Metal framework construction
    • Reinforcing and installing metals and measuring
    • Cutting and laying rebar
    • Basic math skills
    • Basic sketching skills

    If you are considering an apprenticeship in this industry, be prepared to dedicate your time and attention. Apprentices complete around 144 hours of technical training and 2,000 hours of real-world job experience.

    Related: 3 Stellar Steel Stocks to Buy Now

    Mining, quarrying, oil and gas extraction

    The mining, quarrying and oil and gas extraction industries fall under the natural resources and mining supersector.

    A miner’s job includes actions like:

    • Quarrying
    • Well operations
    • Beneficiating: crushing, screening, washing and flotation
    • Preparation at a mine site

    During these job performances, miners seek to extract naturally occurring mineral solids like coal, ore and liquid minerals like crude petroleum.

    There are approximately 593,300 workers in this industry and 5.7% of workers are members of a union.

    Five occupations and their mean salaries in this industry include:

    1. First-line supervisors/managers of construction trades and extraction workers: $88,290
    2. Helpers — extraction workers: $42,930
    3. Mining and geological engineers, mining safety engineers: $100,000
    4. Operating engineers, construction equipment operators: $52,000
    5. Roustabouts — oil and gas: $44,890

    For all other hourly employees, the average hourly earnings are approximately $33.85 per hour.

    To begin work in the mining industry, you must undergo training to prepare. The National Mine Health and Safety Academy is located in Beaver, West Virginia and holds in-person courses for prospective mining professionals.

    The institution also provides materials and resources for trainees who prefer to complete their training at their local training program.

    The job requirements are different if you are interested in the mining sector and are drawn toward geological engineering.

    Although geological engineers often work alongside miners, their roles are different. Geological engineers identify risk factors and terrain at worksites to ensure health and human safety.

    Geological engineers need, at minimum, a bachelor’s degree in a major like:

    • Chemistry
    • Fluid Mechanics
    • Physics
    • Math
    • Lab Work
    • Field Experience

    The top 10 U.S. universities for geosciences are:

    1. California Institute of Technology
    2. University of Colorado, Boulder
    3. Columbia University
    4. University of Maryland, College Park
    5. University of Washington, Seattle
    6. Harvard University
    7. University of California, Irvine
    8. Princeton University
    9. University of California, Los Angeles
    10. Massachusetts Institute of Technology (MIT)

    In addition to higher education, you will likely need to complete an internship or fellowship to gain real-world experience in the geological field of your choice.

    There are also types of geological engineers that need to complete additional licensing to be qualified for positions.

    Related: 4 Oil and Gas Stocks to Buy Before the Winter Freeze

    Chemicals

    Chemical manufacturing is a subsector of the manufacturing sector. This subsector takes organic and inorganic raw materials and transforms them into products through a chemical process.

    Groups in the chemical manufacturing industry include:

    • Basic chemical manufacturing
    • Resin, synthetic rubber and artificial synthetic fibers and filaments manufacturing
    • Pesticide, fertilizer and other agricultural chemical manufacturing
    • Pharmaceutical and medicine manufacturing
    • Paint, coating and adhesive manufacturing
    • Soap, cleaning compound and toilet preparation manufacturing
    • Other chemical products and preparation manufacturing

    Occupations in the chemical manufacturing industry and their salaries include:

    • Chemical equipment operators and tenders: $52,470
    • Chemical technicians: $57,140
    • Chemical engineers: $105,550
    • Chemists: $83,960
    • Mixing and blending machine setters, operators and tenders: $42,820
    • Packaging and filling machine operators and tenders: $37,980

    While some of the occupations on this list require higher-education degrees, others do not. For example, becoming a chemical technician requires a high school diploma or GED equivalent.

    In addition, a chemical technician must have prior experience in the sector, a HazMat certification, likely a forklift certification and general skills.

    On the other hand, a chemical engineer requires a bachelor’s degree, Fundamentals of Engineering (FE) certification, a master’s degree, a Professional Engineering (PE) certification and a state license.

    The top skills required by chemical engineers include:

    • Technical skills
    • Mathematics
    • Analytical skills
    • Critical-thinking skills
    • Creative thinking

    The top 10 U.S. universities for chemical engineering are:

    1. Massachusetts Institute of Technology (MIT)
    2. Georgia Institute of Technology
    3. University of Delaware
    4. University of California, Berkeley
    5. Stanford University
    6. University of Illinois, Urbana-Champaign
    7. California Institute of Technology
    8. University of Texas, Austin
    9. University of Minnesota, Twin Cities
    10. University of Wisconsin, Madison

    The states with the highest employment level and their corresponding annual hourly wage and annual mean wage are:

    Texas

    Annual hourly wage: $79.07

    Annual mean wage: $164,470

    Pennsylvania

    Annual hourly wage: $49.26

    Annual mean wage: $102,450

    California

    Annual hourly wage: $46.60

    Annual mean wage: $96,920

    Michigan

    Annual hourly wage: $52.72

    Annual mean wage: $109,650

    New Jersey

    Annual hourly wage: $59.28

    Annual mean wage: $123,300

    Related: From Salt To Sustainability: How Tata Chemicals Is Driving Growth On the Back Of Innovation

    Textile mills

    Textile mills are a subsector of the manufacturing sector. Textile mills take a natural or synthetic basic fiber and transform it into a product that is manufactured further into items used for industrial or individual use.

    Textile mills transform materials into items like:

    • Apparel
    • Sheets
    • Towels
    • Textile bags

    Textile mills consist of three different types of mills, which are:

    • Fiber, yarn and thread mills
    • Fabric mills
    • Textile and fabric finishing and fabric coating mills

    Common occupation titles in textile mills and their mean salaries include:

    • First-line supervisors/managers of production and operating workers: $59,450
    • Inspectors, testers, sorters, samplers and weighers: $33,960
    • Textile bleaching and dyeing machine operators and tenders: $31,620
    • Textile knitting and weaving machine setters, operators and tenders: $34,250
    • Textile winding, twisting and drawing out machine setters, operators and tenders: $32,110

    Related: Future of Textile Technology and Apparels Trend

    Utilities

    Utilities are a subsector of the trade, transportation and utilities supersector. The utility sector has several different establishments and services that go with those establishments.

    Industry groups in the utilities subsector include:

    • Electric power generation, transmission and distribution
    • Natural gas distribution
    • Water, sewage and other systems

    Utility establishments and their services include:

    • Electric power: Generation, transmission and distribution
    • Natural gas: Distribution
    • Steam supply: Provision and distribution
    • Water supply: Treatment and distribution
    • Sewage removal: Collection, treatment and disposal of waste through sewer systems and sewage treatment facilities

    Common occupation titles in utilities and their mean salaries include:

    • Control and valve installers and repairers, except mechanical door: $77,160
    • Electrical engineers: $110,230
    • Electrical power-line installers and repairers: $87,660
    • First-line supervisors/managers of mechanics, installers and repairers: $105,750
    • Meter readers, utilities: $58,120

    Electrical engineering may stand out to you as a potential occupation in the basic industries. To become an electrical engineer, you will need a bachelor’s degree and participation in an internship or other practical experience.

    The top 10 U.S. universities for electrical engineering are:

    1. Massachusetts Institute of Technology (MIT)
    2. Stanford University
    3. University of California, Berkeley
    4. California Institute of Technology
    5. Georgia Institute of Technology
    6. University of Illinois, Urbana-Champaign
    7. University of Michigan, Ann Arbor
    8. Carnegie Mellon University
    9. Cornell University
    10. Purdue University, West Lafayette

    Related: 3 Utility Stocks to Weather Market Storms

    Paper

    Paper manufacturing is a subsector of the manufacturing sector. The paper manufacturing subsector is also made up of converted paper products, paper and pulp.

    Pulp is a raw material generally made from cellulosic (vegetable) fibers or other materials like minerals, artificial fibers, rags, straws, grasses and bark. Paper, pulp and converted paper products are grouped because they are part of a vertically connected process.

    This process includes three parts:

    1. Pulp manufacturing: Separating the cellulose fibers from other impurities in wood or used paper
    2. Paper manufacturing: Matting fibers into a sheet
    3. Converted paper products: Paper and other materials are cut and shaped with techniques that include coating and laminating activities

    Occupations integral to the paper manufacturing industry and their mean salaries include:

    • Cutting and slicing machine setters, operators and tenders: $44,150
    • First-line supervisors/managers of production and operating workers: $75,050
    • Industrial production managers: $119,980
    • Industrial truck and tractor operators: $42,780
    • Paper goods machine setters, operators and tenders: $45,430

    Industrial truck and tractor operators make up approximately 758,290 jobs in the U.S. workforce. This occupation is vital to the industry.

    To become an industrial truck and tractor operator, you must fit job requirements like having a high school diploma or GED, a relevant driver’s license and a completed apprenticeship or other practical experience.

    Related: 3 Reasons Why Paper Packaging Can’t be Beat

    Pros and cons of working in basic industries

    Like any other industry, every job title has pros and cons. See below for more information about the ups and downs of working in basic industries.

    Pros of working in basic industries:

    • Job stability: Basic industries are only attractive to some. While it takes a particular dedicated type of worker to embrace a basic industry job, that also means plenty of job opportunities and a high level of job stability for those in the industry.
    • Low barrier to entry: There are thousands of jobs in basic industries that do not require higher education. Instead, many occupations require practical experience or certifications, which are much more affordable than college degrees.
    • Training opportunities: Once a worker enters the field, there are many adjacent jobs for which their employer may provide training. Technology is constantly evolving, so there are many training opportunities for workers to learn how to operate new technologies.
    • Opportunity for growth: Basic industries are niche, so there are many opportunities to train and grow in that environment.

    Cons of working in basic industries:

    • Labor-intensive jobs: Basic industry jobs can be tough on the body and the mind. They are the opposite of desk jobs — workers must constantly move, lift and operate heavy machinery. The environment often has high stakes and long work hours, which can affect mental health.
    • Workforce based on the economy: While many basic industry jobs are essential and ineffective by the economy, others might be subject to furloughs or layoffs in an economic downturn.
    • Possible hazardous working conditions: Some basic industry occupations are subject to unsafe working conditions like chemicals, pollutants and other dangerous situations with locations and machinery that often contribute negatively to personal and environmental health.

    Basic industries and the environment

    It’s no secret that industrial practices have damaged the environment and contributed to climate change. The Industrial Revolution was one of the most significant inciting incidents to the manufacturing industry boom.

    At the time, people had no idea the long-term effects fossil fuels from large manufacturing plants would someday have on the planet. While so many improvements have been made, industrialization’s carbon footprint from basic industries still occurs today. Keep reading for specific environmental impacts from basic industries.

    Water pollution

    Water pollution occurs when natural or manufactured chemicals contaminate a water source.

    While some water pollution can be identified as murky, odorous or containing trash, the even more dangerous situation is when contaminated water looks completely safe. Natural gas and oil leaks, generally from human activity, cause water pollution.

    Air pollution

    Air pollution occurs when natural or manufactured hazardous substances contaminate the air. Sometimes, air pollution can be seen, like smog; however, other times, the air might look normal.

    According to the World Health Organization, 99%of the world’s population breathes in air contamination, such as particulate matter, carbon monoxide, nitrogen dioxide or sulfur dioxide. Too much inhalation of any of these chemicals can cause serious health issues.

    Soil pollution

    Soil pollution comes from contaminated soil and can harm people or animals who touch, breathe or ingest its toxic properties. It might not seem like soil contamination would affect a large amount of society; however, contaminated soil can be a massive detriment to the entire ecosystem.

    Contaminated soil can generate pests and diseases. The animals who eat those pests or the soil are then eaten by larger animals up the food chain.

    This is not only harmful to the animals affected but to the humans who consume those animals that now contain bacteria. Contaminated soil can affect the health and food security of the entire planet.

    Global warming and climate change

    Greenhouse gases, like carbon dioxide and methane, are emitted from landfills and agricultural industries, which ultimately causes global warming.

    Climate change is caused by global warming, as temperatures shift and weather patterns change. These changes affect the entire planet’s ecosystem.

    Top sources of greenhouse gas emissions

    Six significant industries contribute to greenhouse gas emissions. Three of those six are basic industries, including utilities, agriculture and other basic industries. Look below to see where the manufacturing industry ranks compared to the other greenhouse gas emitters.

    • Utilities: 25%
    • Other basic industry: 24%
    • Commercial and residential: 13%
    • Land use and forestry: 13%
    • Agriculture: 11%

    How can basic industries reduce their carbon footprint?

    As the world learns more about climate change and prevention, basic industries can adopt strategies to do their part in cleaning up manufacturing practices.

    Waste management

    Hazardous waste is a huge contributor to pollution and must be treated and discarded properly to protect the ecosystem. Basic industries can practice strict and clean waste management strategies, including treatment, transportation and disposal, to help reduce their carbon footprint.

    Recycle, reduce, reuse

    How basic industries treat, transport and dispose of recyclable materials matters. Making sure recyclables are separated is the first step. Large manufacturing plants can also practice upcycling by reusing materials or finding alternative uses when possible.

    Mitigate greenhouse gasses

    Making the switch to clean and renewable energy is a massive step toward reducing greenhouse gas emissions. In addition to that, gas capture programs can reduce overall gas waste.

    More intelligent land use

    Before large plants build locations, they should consult ecological experts to ensure the site does not threaten or destroy nearby wildlife. Sites should also have emergency plans in place should a fire, oil spill or another accident occur.

    Current technology

    Technological advances have produced much cleaner, safer and more efficient machinery. Basic industries can implement these new technologies to reduce their carbon footprints and improve energy efficiency.

    One of the most significant switches to consider is utilizing renewable energy, like sun, wind or water.

    Promoting environmental awareness

    For industries to grow in this area, they must stay current with environmental education.

    Two ways to stay up-to-date include performing environmental impact assessments and studying ecological changes. Employee training and company policies are other ways to raise industry-wide awareness.

    Related: 5 Ways Technology Can Help Tackle Air Pollution

    Companies that care

    Each year, more and more companies in various industries pledge to reduce their carbon footprint. The United States Environmental Protection Agency (EPA) created the Green Power Partnership Fortune 500® Partners List, highlighting companies that have adopted green power resources to conduct operations.

    Below, you will find eight companies in primary industries that have made commitments and the green power resources they utilized the most.

    8 basic industries companies committed to green power

    1. Owens Corning: Solar, wind
    2. The Boeing Company: Small-hydro, solar, wind
    3. Crown Holdings, Inc./USA Beverage Division: Wind
    4. Cummins Inc.: Solar, wind
    5. Lockheed Martin: Various
    6. Textron Aviation: Wind
    7. General Dynamics Land Systems/Central Office: Wind
    8. General Dynamics Land Systems/Scranton: Various

    The bottom line: Are basic industries a good career path?

    Basic industries are widespread, have a low barrier to entry and many are essential occupations. If you are looking for a career that generally offers solid job security and plenty of opportunity for growth, basic industries can be a good career path.

    One drawback to working in basic industries is the health and environmental risk that comes with the territory. Because many sectors of basic industries involve manual labor, there can be dangerous jobs you must complete or hazardous materials you must work with.

    When choosing the right industry for you, it is essential to weigh all the details and logistics of each occupation. However, if you conclude that working in basic industries has more pros than cons, then basic industries is a good career path for you.

    For more information on job searches and other industries, visit Entrepreneur.com.

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    Entrepreneur Staff

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  • 8 Reasons You Should Give Your Employees More Control

    8 Reasons You Should Give Your Employees More Control

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    Opinions expressed by Entrepreneur contributors are their own.

    If you are an employer, you might think giving employees clear direction is the best way to get things done and keep your business moving forward. And while it is true that everyone needs some structure and guidance, constantly telling your employees what they should be doing can be incredibly damaging to your organization. Your employees want you to trust them. If they feel like you tell them what to do instead of trusting them with their decisions, they may not be happy with their jobs.

    Here are the reasons you should stop telling your employees what to do and give them more control:

    Related: 4 Ways to Give Employees More of the Control They Want

    1. Employees hate micromanagement

    You might think this is a given and should not even need saying. However, many companies are still guilty of micromanaging their employees, especially when delegating tasks and projects. As mentioned by HBR, micromanagement is still a dirty word in today’s workplaces

    The problem with micromanagement is that when you constantly tell your employees everything they need to do, they do not feel like they are contributing anything of value or making any impact on their job. This can cause them to feel bored and underappreciated, which could lead them to leave your company for a new one where they have more freedom.

    If you want loyal workers who care about their work and feel they are contributing something valuable, you should trust them enough to get the job done.

    2. Employees want your trust

    Employees also want to know that they can make mistakes without being punished. If you value your employees’ input and let them contribute ideas, they will feel like they are a part of the team and that you listen to them. This will keep them motivated in their job and make work more enjoyable for everyone involved since it shows that you trust them and care about the work they do.

    3. Employees want to know that their opinions matter

    It is important to note that employees want to feel like they are contributing and that their opinions matter. Nothing is worse than being told what to do all the time and not feeling heard. The point is that employees want you to value them for their knowledge, skill and ability. They do not just want someone telling them what they need to do.

    4. Employees want to try something by themselves first

    Your employees want to learn on their own or at least be allowed to try something for themselves first. As discussed by Gartner, people are motivated when they feel valued and create an impact. The most productive employees do not have time for micromanagers. They are too busy smashing out tasks at lightning speed while thinking up creative solutions to problems.

    Of course, you will find those who will never change: the people who think it is fun (or funny) to prank call your office. There are those who think nothing of walking into work 15 minutes late every morning. There are workers who think it is acceptable behavior to skip meetings and leave early without letting anyone know why and others. These people need constant reminders about expectations set forth by management.

    Related: 3 Proven Ways to Keep Employees Happy

    5. Employees want to be able to ask questions

    Employees need to know that their questions are important. They need to know that it will not hurt their feelings if they ask for clarification or more information about something you have said or done. If you do not make people feel like their questions are welcome, they will stop asking and do what you tell them without understanding why.

    6. Employees want to know that you’re collaborating with them and not against them

    Employees want an environment where they can collaborate with their colleagues. This can be as straightforward as letting your team members know you appreciate their input. When employees feel like they are a part of the company, they will be more likely to take pride in their jobs and create innovative ways to solve problems.

    One study from Gallup found that employees who felt engaged were more productive than those who did not feel the engagement. Another study found that when managers recognize employees for their achievements, it indicates trust between the two parties.

    7. Employees need a clear idea of what success looks like

    You can only expect your employees to figure out how to achieve a goal if you provide them with a clear vision of success. If you want them to be motivated by the result, give them a picture of how they will feel when they reach it instead of just telling them what to do.

    This will help them stay motivated during challenging times and prevent burnout. You should also provide examples of people who have successfully achieved similar goals, so workers understand what you expect of them and how they might achieve those same results.

    8. Employees should have access to the job information

    Employees need access to the information they need to do their jobs, including knowing any specific project deadlines. If your staff can access the job instructions they need to complete their projects, they will know how much time and effort they should put into whatever task.

    Employees also need to know why they are doing something. This will help them understand how their actions affect customers, clients or other parts of your business. On the other side, employees might only sometimes be able to see that what they do affects other departments or divisions within a company. Access to the correct information can inspire them and give them a clear purpose in their role at work.

    Related: 6 Ways to Encourage Autonomy With Your Employees

    Your employees want you to trust them. It is no secret that if your employees feel like you trust them, they are happier with their job. A good strategy is to have weekly or monthly check-ins with them vs. hovering over everything they are doing. If they feel like you tell them what to do instead of trusting them with their decisions, they may not be happy with their jobs. That is because people are more motivated when they feel like they have some autonomy and control over their lives.

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    Steve Taplin

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  • Why You Need to Consider Implementing the 4-Day Workweek

    Why You Need to Consider Implementing the 4-Day Workweek

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    Opinions expressed by Entrepreneur contributors are their own.

    The four-day workweek concept isn’t new. New Zealand and many European countries have proven it successful over recent years. Yet, with the shift to hybrid work and the need for increased flexibility, more companies are rethinking the work week. One study showed that 40% of companies have implemented or are beginning to implement a four-day workweek.

    Having managed my diversity speaking business for eight years, my organization is trying the four-day workweek in 2023. We studied the benefits, discussed our preferences and decided as a team to commit to the shift. As with any change, we anticipate there will be challenges short-term and are hopeful about the long-term results.

    Research shows the four-day workweek boosts productivity, improves retention and increases access to diverse talent. This work schedule is more attractive to those that are caregivers, younger employees, those from different socioeconomic classes and those with disabilities.

    According to Four-Day Week, organizations with successful implementation take into account the differing preferences of their employees with the flexibility to co-create their work schedule. LinkedIn’s Workforce Confidence survey, which surveyed 19,000 workers in 2022, found that for 54% of people, the four-day workweek is among their top three priorities when it comes to workplace benefits. Support is especially strong for the younger generation of workers, with 62% of both millennials and Gen Z supporting the shift. The four-day week was also more popular among women (57%) than among men (51%).

    One wrinkle to this — most senior leadership teams have significantly lower interest in four-day work weeks at just 43%.

    What does it take to boost diversity and inclusion with the four-day workweek?

    Related: The Case for a 4-Day Work Week

    Ditch the “traditional worker” mindset

    Most senior-level leaders grew up under the “traditional worker” mindset where men were more likely to occupy leadership roles with stay-at-home partners to help with tasks outside of work. The preference for workers to always be “on,” respond to emails right away, be visible in the office for more hours, have back-to-back meeting schedules and emphasize being busy over actual results is outdated. The “traditional worker” model needs to shift from the four-day workweek to work.

    For women that are caregivers, folks with disabilities and those from different cultures and backgrounds, it is more difficult to fit into a culture that reveres the “traditional worker.” Burnout and turnover are much higher for leaders in diversity work. More flexible work environments are known to create more psychological safety for workers with different backgrounds and reduce the number of microaggressions they face.

    Barnes‘ organization, which is working with university researchers to test the four-day week across different industries, promotes the 100/80/100 model: 100% productivity, 80% of the time, with 100% pay.

    Oftentimes people don’t reduce their workloads, they’re simply more intentional and efficient with the time they have when they lose one working day. People are forced to evaluate trade-offs and set clear priorities instead of saying yes to everything.

    Related: This is What It’s Actually Like to Work a 4-Day Workweek

    Be clear on what good performance looks like

    Instead of glorifying the “traditional worker,” have objective criteria to measure performance. Reduce meetings by asking “could this meeting be an email,” set clear boundaries on business hours and do not reward work done outside of those business hours.

    Teams that flourish in the four-day workweek have a concise set of documented goals and expectations. They know what is in scope for their role and out of scope for their role. They have the confidence to push back on work outside of their job descriptions.

    Also, encourage employees to set healthy boundaries based on their primary job responsibilities. Normalize pushing back when people ask more from you with clever phrases like, “If I helped you, I’d be letting others down” or “I would be unable to do a good job on your project and my other work would suffer.”

    As a leader, paint a picture of what good looks like. Measure performance objectively based on specific, measurable data to set your team up for success. For example, my team does quarterly key performance indicators (KPIs). Each team member selects three broad goals with specific tactics that are easy to measure completion on. We evaluate them at the end of each quarter to inform quarterly bonuses and pay increases.

    Related: Want to Work A 4-Day Workweek? Here’s What It Takes

    Do a trial run

    If your team is skeptical about the four-day workweek, try it first. Set an expectation for a time period for the trial, define what success looks like and gather perspectives at the end of the trial. My team has committed to our trial period at the start of the year. We are shifting to longer hours Monday through Thursday, proactively managing expectations with our clients and blocking time on our calendars for critical tasks aligned with our KPIs.

    We also looked ahead to the year and blocked time off when we know we are traditionally slow. We plan to take time off on holiday weeks, summertime and spring and fall break times. That way we can be available when our clients are traditionally busier by proactively planning our work schedules around past known seasonality.

    One of the few downfalls to the four-day workweek is time for creative work for folks with diverse backgrounds. With less time to wonder and banter with colleagues informally, the status quo can endure. Innovation time should also be prioritized and fit into the new work week. Our team schedules regular creative project time throughout the month to remind us to continue to rethink work.

    Flexible work environments like the four-day workweek are known to help diversify workplaces. With this new model, our team hopes to retain our diverse team and also attract more talent from diverse backgrounds.

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    Julie Kratz

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  • How to Build the Right Culture by Building the Right Team

    How to Build the Right Culture by Building the Right Team

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    Opinions expressed by Entrepreneur contributors are their own.

    As the founder of a successful real estate investment platform connecting investors with national holdings in commercial and residential properties, I have learned a great deal about leadership, culture and talent. In building a team of employees at 1031 Crowdfunding, I have had to learn the basics of managing a workforce and building up a healthy, productive and fun internal culture while also attracting accredited investors.

    I have some tips for entrepreneurs that might apply across various businesses and industries that involve hiring and honing talent and growing the right culture that pleases employers, employees, customers and clients. Culture, combined with passion, is the key to success and longevity as a business, regardless of your industry.

    Related: 5 Ways to Create a Great Company Culture

    Ask for help: Manage and delegate to a team

    Whether you work in real estate or another industry, and you want to start up your own business, the most important thing to understand is that just because you’re an entrepreneur, you’re not automatically also a good manager. In this situation, you have to surround yourself with colleagues who are highly skilled at the art of managing other employees. I prefer to isolate myself, put my head down and focus on my job. With the high-functioning team around me, it’s easier for me to allocate more time to sales, strategy and growth, as opposed to employee management.

    Managing also requires a grasp on psychology: You have to understand people’s unique personalities and feelings. When it comes to starting a business, stick with what you know, and be cognizant of what you don’t and of where you need support. The bottom line: If you’re not a good manager, bring good management around you.

    Achieve a strong culture: Select team members whose values align with your own

    Once you have a senior management team in place, the next step is to create a healthy culture by hiring individuals with the right drive and goals. According to PwC’s 2021 Global Culture Survey, 67% of people believe culture is more important than strategy or operations. Make sure that whatever your passion is, it’s matched by those you hire.

    I have some team members at my company who are in my family, but they have earned their place and continue to work hard to showcase their value. If you hire family members, I recommend keeping your company a meritocracy. Blood relation isn’t enough of a reason to hire and keep an employee; like-mindedness and enthusiasm for the business are also deciding factors. When I hire outside of my family, I do so based on referrals. Cultural alignment is critical to sustaining a healthy internal culture, which boosts productivity and output, ultimately keeping investors happier.

    Related: 6 Steps for Hiring the Right People to Build Effective Teams

    What should you look for when making a hire?

    Employees should share a sense of urgency, responsibility and passion for your business. It’s also a two-way street in that, as a business owner, you need to provide an opportunity for your employees to grow their careers by working to earn higher titles, promotions and raises. A strong culture is one where employees can not only educate themselves but also strengthen their skillset. While it’s necessary for many employees to start at a more entry-level position because of their experience level, it’s critical to create an environment for them to be able to work their way up. These are key to building a business that can survive and thrive.

    When assessing potential candidates to join your company, being a good judge of character and work ethic is important as well. I can tell when I look into somebody’s eyes how much and how hard they work. I personally have dark circles under my eyes constantly. Many entrepreneurs are sleeping in their offices, working seven days a week, maybe 16 hours a day. When you try to start a business, it’s not a 9-to-5. It’s 24 hours a day, seven days a week.

    While you shouldn’t expect your employees to sleep in their offices or burn the midnight oil all the time, having a deep commitment to hard work is important, especially for an entrepreneurial firm with a lot of growth potential. Success is never overnight, and the journey can be arduous. But once you reach a point of success, you can appreciate what you have built. By relying on the right team, you’re going to sustain success by making wise and reasonable decisions.

    Overall, building out the right team to manage the entire workforce and selecting employees whose cultural values align with your time are key to running a successful, productive and healthy business. Now more than ever in a post-pandemic working world, culture is critical to helping sustain startups and even more established businesses.

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    Edward Fernandez

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  • Cyclical Unemployment: Causes, Examples & More

    Cyclical Unemployment: Causes, Examples & More

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    Unemployment has many types, causes, and specific features. While the pandemic and its aftermath created considerable economic shifts, unemployment has always ebbed and flowed for several reasons.

    With the word “recession” in the air, you may wonder where cyclical unemployment falls on the spectrum and what it entails.

    Read on for more about:

    • Definition and cyclical unemployment examples
    • Causes of cyclical unemployment
    • Ways to prevent cyclical unemployment

    What is cyclical unemployment?

    Cyclical unemployment is the percentage of people without work during an economic cycle. Economic activity typically follows the fluctuations of the gross domestic product (GDP). When the GDP experiences a significant fall, layoffs and sometimes even a recession can follow.

    As economists study and predict trends toward cyclical unemployment, the government may employ its policymakers to create new fiscal policy and monetary policies to promote a more robust labor force and overall economic upswing.

    The stages of cyclical unemployment

    Because cyclical unemployment fluctuates and follows a pattern, it looks relatively similar each time it occurs. Read below for the stages of cyclical unemployment.

    1. A recession begins

    Recessions can be caused by many things — some from a burst in the economy, like the housing market crash of the Great Recession, and others are a slower burn of the business cycle.

    Either way, consumer demand is down, which makes jobs more scarce because there is a higher amount of people in the workforce than there is demand for goods and services.

    2. Layoffs occur

    When demand is down, there becomes less profit and an excess of workers. This results in companies having to lay off employees. This can result in more people collecting unemployment benefits, which puts an even more significant strain on the economy.

    3. The recession progresses

    As the economic downturn continues, cyclical unemployment rates continue to experience fluctuations. Throughout this time, economists analyze macroeconomics and microeconomics and their aggregate demand variables to predict trends and help the government create policies that may fuel the economy.

    Macroeconomics examines big-picture factors like:

    • National markets
    • Employment
    • Gross domestic product
    • Inflation

    Microeconomics examines little-picture factors like:

    • Individual markets
    • Supply and demand
    • Goods and services

    4. An economic upturn begins

    The upside to a recession is that the economy operates on a cycle, just like cyclical unemployment. This means that the economic contraction might eventually end, the economy can enter an upturn, and the quest for full employment may continue.

    During this period, the business cycle begins to self-correct, consumer demand can increase, or the Federal Reserve may provide incentives to boost the economy.

    5. Employees return to work

    In the final stage of the cycle, people begin to return to the workforce. Ideally, this can mark the beginning of lowered unemployment rates. However, other types of long-term unemployment can happen due to a changing economy and its after-effects.

    Cyclical unemployment vs. other types of unemployment

    While cyclical unemployment is a temporary state based on the economy, other types of unemployment have different causes and characteristics. Look at a few other types of unemployment below that can happen in addition to cyclical unemployment.

    Structural unemployment

    Structural unemployment occurs when the economy changes and the job market mismatches workers’ skills. This is generally caused by government policy changes or technological advances that replace human skills.

    Frictional unemployment

    Frictional unemployment happens when an employee leaves a position by choice and looks for their next venture.

    This can also refer to the gap recent graduates may experience before finding their first job. Because workers are financially stable enough to support themselves during this time of purposeful unemployment, it often indicates a healthy economy.

    Natural unemployment

    Natural unemployment is an indicator that inflation is on its way. Rises in the natural unemployment rate often result from a combination of structural and frictional unemployment, which may increase the cost of goods and services.

    Related: Everything We Know About Unemployment Benefits During the Coronavirus Pandemic

    10 examples of cyclical unemployment throughout history

    Cyclical unemployment is directly correlated with the cycles of an economic recession. Tracking the recessions throughout history can indicate the cyclical unemployment of the U.S. economy. See below for examples of each recession and the corresponding unemployment cycles since World War II.

    1. End of World War II: February 1945 to October 1945

    The war resulted in substantial economic growth for the United States, with a high demand for jobs to support the needs of the military. However, when the war ended and government spending dried up, the labor market collapsed, and the economy followed.

    Fortunately, this recession lasted less than a year as the manufacturing industry was able to adapt and create non-war related new jobs, especially for construction workers.

    2. Post-war consumer spending slows: November 1948 to October 1949

    During the war, there were government-mandated rations and restrictions. But when those were lifted, American citizens went wild with spending. However, after the spending craze slowed and soldiers struggled to find their new place in the workforce, the economy struggled to balance.

    4. Asian flu pandemic: August 1957 to April 1958

    In 1957, a pandemic in Hong Kong spread to India, Europe, and the United States. It killed over one million people and crushed U.S. exports by more than $4 billion, triggering another recession. During this time, unemployment surged to 6.2 percent.

    Related: What Does High Unemployment Have to Do with Your Investments?

    5. Foreign automobiles and recession: April 1960 to February 1961

    In the late 1950s, Americans adopted a growing interest in foreign cars, which was incredibly detrimental to the U.S. auto industry. This new fascination, combined with rising interest rates designated by the Federal Reserve, caused a recession.

    Related: 72% of Economists Predict a Recession Next Year — If We’re Not Already in One

    6. The oil embargo: November 1973 to March 1975

    In 1973 the Organization of Petroleum Exporting Countries imposed an oil embargo that caused gas prices to soar. This kicked off a spending cut by Americans to save money. This, combined with inflation, wage freezes, and layoffs, caused a stagnant economy and unemployment to rise to 8.8 percent.

    7. The double dip recession: July 1981 to November 1982

    There was a very short-term recession due to an energy crisis just before 1980, but this was much more detrimental. This recession was caused by the inconsistent and low levels of oil exports, which caused prices to surge.

    During this time, interest rates were not raised enough to slow down the rate of inflation until the Federal Reserve hiked rates to 21.5 percent. The spike created a ripple effect and drove statistics to a labor force with over 10 percent unemployed workers.

    8. 9/11 and the dot com crash: March 2001 to November 2001

    In the late 1990s, the Internet burst onto the scene, and many investors put everything into their new dot com ventures. Because of this, unestablished businesses were inflated to unsustainable levels, and the bubble burst in 2001.

    The dot com crash, combined with 9/11 and several corporate scandals, caused the first recession of the new millennium.

    9. The Great Recession: December 2007 to June 2009

    The Great Recession is the biggest financial collapse since the Great Depression. The heavy investments caused financial institutions to put into the mortgage market, specifically mortgage-backed securities.

    However, homeowners lost their homes, and investment banks collapsed when people defaulted on their loans. During this time, the stock market crashed, people lost their retirement funds, and 10 percent of Americans were unemployed people. The government had to pump $1.5 trillion worth of stimulus money into the economy to correct this mess.

    10. The COVID-19 recession: February 2020 to April 2020

    When the COVID-19 pandemic hit, the world faced a financial crisis. With lockdowns, job losses, and a massive decline in consumer activity, the economy lost 20.5 million jobs, and unemployment surged to 14.7 percent.

    The government quickly stepped in with stimulus money, approving $6 trillion in relief.

    Related: We Might Be Headed Toward a Recession, But a ‘Bigger Catastrophe’ Could Be on The Horizon

    What cyclical unemployment means for you

    Cyclical unemployment is the percentage of people without work during an economic cycle that generally predicts a recession. Throughout history, there have been multiple recessions that have caused unemployment rates to fluctuate.

    When cyclical unemployment happens, the government often uses a stimulus package to help boost the economy back into a more positive cycle.

    Now that you’ve seen causes and trends throughout history, you might be able to identify signs of cyclical unemployment in the present-day economy.

    For the most up-to-date information on the economy, finance, and the state of the workforce, visit Entrepreneur today.

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    Entrepreneur Staff

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  • 10 Ideas to Drive Your DEI Initiatives in 2023

    10 Ideas to Drive Your DEI Initiatives in 2023

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    Opinions expressed by Entrepreneur contributors are their own.

    The new year brings new ideas. Following the tumultuous years of 2020 and 2021 where we saw surges in diversity, equity and inclusion (DEI) efforts at organizations, 2022 saw a slight decline in activity.

    Compare with younger workers under age 35 considering a new job, 80% say that DEI is very or somewhat important, which is 20% higher than past generations. The workforce and customers of the future want more action from organizations.

    2023 comes with renewed energy with headwinds of burnout and slow systemic change. Consider these ideas to drive DEI more at your organization.

    Related: How to Promote Diversity, Equity and Inclusion in Your Workplace

    1. Discuss power and privilege

    The “P” word can be daunting to discuss, yet it is essential to understand to understanding DEI and the power of allies. Privilege is a chance to be an ally for someone different from yourself. It does not mean you are a bad person or that you did not work hard for your accomplishments, it simply means the hardships you faced did not have to do with a part of your identity (race, gender, LGBTQ+, age, disability, etc.)

    All humans experience challenges, it is important to know that some identities experience more challenges based on factors outside of their control. Our favorite way to introduce this is through a privileged activity with statements where people can identify and learn more about their unique privileges as a positive source of power to help others.

    2. Broaden diversity beyond race and gender

    Too often, DEI programs are solely focused on race and gender and alienate the majority group (white men) that feel they are not a part of DEI. When we bring in more layers of identity — neurodiversity, mental health, LGBTQ+, disability, age, social class, education, housing, body size and more — we engage more potential allies in the conversation. We also see the benefits of diversity more clearly when unique perspectives are welcomed and listened to leading to higher rates of innovation and better business outcomes.

    3. Include neurodiversity

    An estimated 15-20% of people worldwide identify as neurodiverse. Neurodiversity could include ADHD, autism or Asperger’s and many more diagnoses. Neurodiversity means cognitive differences where people’s brains work differently than those that identify as neurotypical. Including neurodiversity in DEI work helps maximize the full diversity of the workforce, especially younger people that have higher rates of diagnosis and awareness.

    Related: 6 Ways to Lead on Neurodiversity in the Workplace

    4. Try bite-sized DEI efforts

    Many well-intentioned organizations jumped into DEI work in 2020, only to find out that it is a long game. Centuries of inequality will not be solved overnight or even in our lifetimes.

    Breaking DEI into smaller chunks of learning, communications and experiences threaded over time creates a more lasting impact. Some examples are regular communications, training, guest speakers and leadership discussions — essentially putting DEI wherever important topics are communicated on a regular basis.

    5. Measure DEI

    Without knowing the baseline, it is hard to know where to start or how to show the ROI of DEI. Consider a validated survey approach, combing through pay data, demographic and employee engagement data or focus groups or listening sessions to determine the current state, problems and opportunities.

    6. Ensure you have full leadership engagement

    Without leadership’s full commitment to DEI, it does not work. That means that all leaders at all levels of the organization need to be well-versed in DEI issues and ready to engage in conversations on a regular basis. Most people leaders feel ill-prepared to discuss issues of diversity and avoid participating as a result. This can be achieved through leadership retreats, ongoing DEI topics on existing agendas or book discussions on key topics.

    Related: Diversity, Equity and Inclusion Initiatives Are Incomplete Without This Essential Dimension

    7. Use inclusive language

    One of the biggest opportunities for teams is to know how to surface issues with DEI without othering or offending someone unintentionally. Having go-to phrases to call people in with helpful language to say about issues with race, gender, disability and LGBTQ+ is key. People want to know what to say and not say so they can be better. There are many helpful training programs that can help and everyday communications and reminders help nudge people toward more inclusion.

    8. Implement intersectionality

    Kimberle Crenshaw coined the terms over 30 years ago and many still do not fully understand the concept. For example, women of color or those with disabilities who are also gay experience not one form of diversity — they experience multiple dimensions simultaneously. It is impossible to be a woman one moment and a person of color another moment. Discussing these intersections during Black History Month, Women’s History Month and Pride Month (and all year) is important.

    9. Address burnout sooner than later

    People in marginalized communities are more likely to experience burnout and are exiting the workforce at higher levels. The major causes of burnout are unsustainable workloads, perceived lack of control, insufficient rewards for effort, lack of a supportive community, and lack of fairness or mismatched values and skills. This can be addressed by freeing up time for DEI work, compensating people for leading DEI work in addition to their day jobs and making DEI a part of performance management.

    10. Take accountability for toxic behavior

    Toxic workplace culture is the leading cause of negative attrition. If the “always on” ideal or traditional worker model continues to be rewarded even when the employee’s behavior is toxic, that signals that DEI is a nice to have, not a must-have. Having toxic employees on the team disrupts the team dynamic and lowers the psychological safety necessary to drive DEI.

    There are many more DEI issues than these, yet these ideas are intended to be a starting point. Consider sharing them as a team, brainstorming other ideas and prioritizing a few to focus on for 2023. DEI is a long game — one that requires nudges along the way. By continuing to emphasize the importance and commitment to DEI, organizations achieve more.

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    Julie Kratz

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  • 3 Simple Ways to Show Your Employees You Care

    3 Simple Ways to Show Your Employees You Care

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    Opinions expressed by Entrepreneur contributors are their own.

    Leadership is about more than just giving orders and making decisions. It’s about guiding and motivating your team to achieve common goals, and one of the most effective ways to motivate your employees is by showing them you care about them as individuals.

    I’ve seen this time and time again as the CEO of StoneAge. I recall several years ago when a key team member called to tell me he was considering leaving the company. “I received another job offer, Kerry, and I am considering taking it,” he told me tentatively. “I’ve got too much going on in my life, and this new role will keep me closer to home, which I need right now.” Instead of getting upset, I asked him about the offer and what drove him to consider looking outside the company for a new job.

    Soon, it was clear that he didn’t really want to leave; he just needed some time to get his life in order. So, we agreed that he would take a month-long sabbatical to focus on his family and personal life. He came back refreshed, focused and committed. Last week, he and I talked about his sabbatical and its impact on his life. He said, “Kerry, I will go to the ends of the Earth with you and StoneAge. Thank you for caring about my well-being. I wouldn’t want to work for anyone else.”

    Related: 4 Ways Employers Should Show Their Employees They Care

    Ways to show your employees you care

    Who doesn’t want to hear these kinds of statements from their employees? A leader can do nothing more impactful than inspire their team members to live their very best lives. Here are some things you can do today to show your team you care about them:

    1. Offer opportunities for personal and professional development: This can include training programs, mentorship programs or opportunities to take on new responsibilities. Or it can come in the form of taking time off, such as in the example I shared above.

    2. Provide a supportive and inclusive work environment: At StoneAge, we promote a culture of open communication, provide resources and support for work-life balance and build a sense of belonging by creating opportunities to share personal stories and experiences that help us connect with one another.

    3. Recognize and reward employees for their contributions: “I get all the recognition I need!” said no one ever. Don’t underestimate the powers of recognition and acknowledgment. You can create formal programs like employee of the month or peer recognition systems that allow teammates to recognize each other. You can also create less formal methods like regularly thanking employees for their hard work and achievements. I make sure to acknowledge a job well done by each of my direct reports weekly.

    Related: Show Employees You Care About Their Well-Being. Here are 5 Ways.

    Why it matters

    Showing you care about your employees matters. According to a Gallup survey, those who feel their manager cares about them are twice as likely to engage at work. That’s a powerful statistic. Here are a few more reasons why leaders should make an effort to demonstrate their concern for their employees:

    • Improved morale: When employees feel valued and supported by their leaders, they are more likely to be motivated and engaged in their work, leading to higher job satisfaction and overall happiness.

    • Increased productivity: When employees feel cared for and supported by their leaders, they are more likely to feel comfortable asking for help and advice, leading to more effective problem-solving and higher productivity levels.

    • Greater retention: Employees who feel valued by their leaders are more likely to stay with their company long-term, saving the company the time and resources required to continuously hire and train new employees.

    • Enhanced reputation: Companies known for treating their employees well tend to have a positive reputation in the community and the industry, leading to better recruitment and retention of top talent.

    Demonstrating that you care about your employees builds trust and fosters a positive work culture. By showing your employees that you value them, you can create a more productive and enjoyable work environment for everyone. You can inspire your employees to say, “Why would I work anywhere else?”

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    Kerry Siggins

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  • If You Do Any of These 3 Things, You Might Be a Toxic Co-Worker

    If You Do Any of These 3 Things, You Might Be a Toxic Co-Worker

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    Roughly one in 10 U.S. workers consider their workplace toxic, according to research conducted by MIT Sloan School of Management.


    PeopleImages | Getty Images

    What’s more, MIT’s meta-analysis of thousands of studies of corporate culture reveals the best predictors of workplace toxicity, with leadership, social norms and work design rounding out the top three.

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    Amanda Breen

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  • The 3 DEI Lessons That Dr. Martin Luther King Jr. Can Teach Us Today

    The 3 DEI Lessons That Dr. Martin Luther King Jr. Can Teach Us Today

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s been more than 50 years since Dr. Martin Luther King Jr. passed away. At the young age of 39, he managed to change the entire course of American history, from his influence as a pastor to his on-the-ground presence as a civil rights activist. Dr. King made the United States a more inclusive and equitable place not just for Black Americans but for all Americans. However, Dr. King’s success wouldn’t have been possible without courage, consistency and community.

    These are the three C’s that we as entrepreneurs can use as guiding principles in our work toward diversity, equity, and inclusion (DEI). What can Dr. King teach us about courage, consistency and community – even in the face of resistance? Times have changed but the lessons live on. Here’s how the three C’s can help you progress DEI in your workplace.

    1. Choose courage over comfort

    The 1960s were a difficult time for people of color. Forced segregation, domestic servitude and limitations on what people of color were able to accomplish were solidly in place. Despite the pain and trauma this period caused so many people, those in power found plenty of reasons to leave the system in place.

    Comfort can be paralyzing. Comfort can preserve the status quo so that a particular situation remains unchanged. Traditions and practices continue simply because “we’re used to them” or “it’s how things have always been.” It takes courage to see the other side, challenge the status quo and say, “We want change.” Dr. King demonstrated to us what it means to choose courage over comfort.

    Dr. King once said, “We are not makers of history. We are made by history.” The history of enslavement, segregation and the demoralization of Black people in America inspired a new dawn of leaders who were ready to tell a different story — a story of freedom, resiliency and courage.

    Nowadays, some of us in the business world can be risk-averse when it comes to creating change. We don’t want to “switch it up” because having an all-white leadership team or having no women or minorities in the executive suite is how “things have always been.” How courageous would it be to implement Dr. King’s approach of choosing to speak up, having courageous conversations and pushing the envelope even when the larger group is resistant?

    As leaders, how can we start conversations with those least affected by pay gaps, missed advancement opportunities, and racial inequality? What can we do today to be courageous in DEI? These are the questions that can help guide your progress in DEI.

    Related: Here’s How to Have the Most Powerful DEI Conversations

    2. Consistency is key

    As a DEI consultant who’s been doing this work for decades, I’ve noticed a desire in people to have instant gratification with their DEI efforts. They invite me to speak or host a workshop in their workplace and they expect an instant change in their employees and culture.

    If the instant gratification isn’t there, people jump ship quickly on their DEI efforts. It can feel frustrating to not get fast results in days or weeks. However, DEI is a journey, not a destination, and continuing to move forward is the key to getting lasting results.

    Dr. King once said, “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” When it comes to DEI, the work becomes more rewarding as you move forward. As you remain consistent, patient and committed, you will notice a slow but steady change in individuals, cultures and workplaces.

    While organizational change can take years, consistency is something you can commit to now to ensure incremental change happens sooner. Dr. King knew that, and despite years of defeats on a personal, professional and societal level, he remained committed and consistent with his pursuit of advancing civil rights.

    Dr. King said, “Change does not roll in on the wheels of inevitability, but comes through continuous struggle.” Being consistent with your DEI efforts will pay dividends. But giving up too soon or losing steam can negatively affect your business’ DEI progress.

    Related: 3 Important Leadership Lessons From Dr. Martin Luther King, Jr.

    3. Build energy with community

    Dr. King knew how to speak to the Black population and get them on board with civil rights. But what about the white folks or those less affected by civil rights advancements? How was he able to advance his agenda to give Black people civil liberties while getting white folks on board?

    It would have been impossible to advance civil rights in the 1960s without the allyship and comradery of people from all walks of life. Dr. King knew connecting across lines of race and gender to unite folks under a common mission was the key to advancing civil liberties.

    We can learn a lot from Dr. King about how reaching across gender, race, age and class can help make the workplace more inclusive, diverse and equitable. Dr. King taught us that finding allies and utilizing each person’s influence and skillset for the betterment of the movement is an effective way to drive change.

    If you want to advance DEI in the workplace, bravely reach across and get a privileged executive team member to join you, then invite people across different departments, and be sure to include those most impacted.

    The more diverse, wide-reaching, and inclusive your community is, the more likely you are to be able to advance DEI at all levels of the organization, just like Dr. King did in the civil rights movement.

    Related: How Brands Can Go From Performative Allyship to Actual Allies

    Dr. King gave us the tools, now we have to use them

    Dr. King gave us the three C’s before he passed: courage, consistency and community. They are proven and effective tools for advancing DEI in society and the workplace. Now is the time to implement them and carry your DEI efforts further than they’ve ever gone before. There will always be resistance to change. We saw it in the 1960s and we see it now in the 2020s. However, change only comes when a brave group of people can build alliances, get organized and consistently work toward their DEI goals.

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    Nika White

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  • Get an Elite Employee Engagement Tool for Less Than $30

    Get an Elite Employee Engagement Tool for Less Than $30

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    Opinions expressed by Entrepreneur contributors are their own.

    Process is everything when you’re an entrepreneur managing a lean team. In the days of the Great Resignation, employee engagement is more important than ever, which is why it’s beneficial to have tools in place to make their work easier — especially if they’re working remotely.

    Trusted by 50,000 companies from IBM to Google, Standuply is the ultimate Slack and Microsoft Teams app that simplifies management and promotes effective employee engagement. For a limited time, you can get a lifetime subscription for just $29.

    Standuply offers dozens of templates with prefilled questions and configurations to help you adapt its tools to your business needs. Some of the processes it supports include standup meetings, retrospective meetings, employee satisfaction surveys, 360º reviews, one-on-one meetings, time tracking, sprint planning, OKRs, employee onboarding, task feedback, and more. From automating management processes to meeting scheduling, project management, and more, Standuply leverages Slack or Microsoft Teams to make your company more integrated and connected than ever.

    Standuply has earned 4.5/5 stars on Trustpilot, 4.7/5 stars on Capterra, and perfect 5-star reviews on AppSumo and G2. It’s a former #1 Product of the Day on Product Hunt and has been named a Brilliant Bot/Essential App on the Slack App Directory. James Straub, CTO at Peek, writes, “As a remote team working across five time zones, Standuply is imperative to my team staying connected. With Standuply, I can get perspective on the progress of stories and check in on the team’s mood in the first ten minutes of my day without impacting individual productivity and work-life balance.”

    These days, it’s all about working smarter, not harder. So give your team the support they need with a lifetime subscription to a Standuply Business Plan for just $29 (reg. $2,000).

    Prices subject to change.

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    Entrepreneur Store

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  • 10 Tips to Help You Pick Your Next Great Employee

    10 Tips to Help You Pick Your Next Great Employee

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    Opinions expressed by Entrepreneur contributors are their own.

    In its recent monthly jobs report, the National Federation of Independent Businesses revealed what many small businesses already know: finding quality labor is a challenge.

    In fact, the report noted that filling open positions is the single largest issue facing small firms. Nearly one-quarter of owners said the worker shortage is affecting their ability to fill open positions and limiting their ability to grow.

    Among the respondents, 46% said they were unable to fill job openings in September. That brings the number of unfilled job openings to a historic high.

    While finding the next great employees may seem futile, it is not impossible. Contrary to popular belief, there are qualified candidates in the market. It’s just a matter of knowing where to find them and capturing their interest in a compelling way.

    Sourcing talent requires a strategy and creativity that reaches beyond posting positions online and praying for a rush of candidates to apply. A more effective approach is to unearth passive candidates who may not be looking for a career move but would entertain the right position. That means searching for high-performing individuals through trade associations, events, universities and even those who may be working in another industry but whose skills are applicable to the open position.

    Related: How Entrepreneurs Can Find Great Talent Despite a Labor Shortage

    Here are some proven ways to re-energize your recruitment process and unearth candidates with the skills and passion for your business:

    1. Revisit your company’s mission and values to use as selling points in attracting talent

    As a business owner or department leader, you undoubtedly are familiar with your company’s mission. But do you understand what separates your firm from others in your industry? That is, does your company have a unique product or service, a nurturing culture or a penchant for giving back to the community? Use this information to craft a compelling company story that will pique the interest of job-seekers and passive candidates alike.

    2. Audit your brand to find out what others are saying about you on popular websites and social media platforms

    Shoring up your reputation with positive reviews from current and past employees and customers will go a long way in selling a position to a potential new employee.

    3. Put yourself in the candidate’s shoes

    Why would someone want to work in this role? What are the opportunities for advancement (a key consideration for job candidates)? In what ways can the employee contribute to your company’s mission and the greater good? Equip your hiring team and recruiting partner with details that serve as selling points for the organization.

    4. Consider what’s most important to candidates in a changing work environment

    Pay remains a top driver in attracting quality candidates to jobs, but work-life balance and an opportunity for employees to do what they do best rank high on the list too. In a study among 13,085 U.S. employees conducted by Gallup earlier this year, 61% of respondents said greater work-life balance and personal well-being were important — a steady rise since 2015. This includes more flexibility in how and where they work. It may sound obvious, but workers also want to focus their efforts on areas where they have strength and training. As such, hiring leaders must be in sync with what candidates want, and in the words of Gallup “sell what employees want to buy.”

    Related: Why Small Businesses Struggling to Hire New Employees Should Embrace Gig Workers

    5. Plan for your hiring needs today and devise a strategy for filling open positions

    Some things to think about: What is the budget for recruiting? How will you plan to find candidates in a tight labor market and for hard-to-fill positions? And what does your company’s diversity hiring plan look like? Answering these questions before you begin the recruiting process will help crystallize your hiring plan and move the recruiting process along quickly and efficiently. Remember to start the search now for positions that need to be filled in the first quarter. And consider engaging an outside recruitment partner to get a fresh perspective and uncover candidates in unexpected places.

    6. Before initiating a job search, understand the candidate’s journey

    Where do they congregate? What are their circles of influence? How do they get their information? Then put your detective skills to work by searching for “passive” candidates – those who may not be actively looking for a job but may consider the right opportunity for a career change online, through professional networks and even cold-calling.

    7. Ensure your company and the candidate are aligned

    If you are wondering about the focus on passive candidates, it’s because some of the most desirable individuals are not looking for work. Oftentimes, their skills are in direct alignment with the open role. They are also transparent, sharing exactly what they want in their next career move, including opportunities for advancement, plus how they would approach the job at hand.

    8. Create a story that humanizes your company and piques your candidates’ interest in the job

    For example, share ways the company engages employees, celebrates success and gives back to the community. Using information gathered in your fact-finding exercise for the company and the position, craft an interesting “pitch” to attract best-in-class talent to your company.

    9. Strategize ways to keep in touch with top candidates

    Your candidates are probably entertaining multiple offers. Find reasons to check in and do it in ways, such as texting, that are effective without being intrusive.

    10. When the search is over, create customized, in-depth candidate profiles

    Include details on their skills, abilities and passions that may not be evident in a resume. Highlight silver medal candidates who may be a perfect match for your next job opening.

    Recruiting new staff members can be a laborious task. But the investment you make into recruiting will pay dividends in the form of stellar employees who can help your business prosper.

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    Kathleen Duffy

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  • Your Employee Wants A Raise. Here Are 7 Ways You Can Afford It.

    Your Employee Wants A Raise. Here Are 7 Ways You Can Afford It.

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    Opinions expressed by Entrepreneur contributors are their own.

    Your employee is asking for a raise. And you can’t blame them. Inflation is running between 7-8%, and people need to, at the very least, keep up with the cost of living. This is now the norm in 2023. It’s happening everywhere. Payroll company ADP recently reported that employees received 7.3% more pay over the past months — with employees changing jobs seeing more than double that amount. And many experts say that trend will continue through this year.

    But giving raises is certainly easier said than done. Big companies may be able to absorb the additional costs. But if you’re running a small or even mid-sized business doing so isn’t so simple. The good news is that there are options. So before handing out that raise and shouldering that extra expense, here are seven things you can do that may lessen the impact.

    Related: ‘Ask For a Raise Now’: Salaries Aren’t Keeping Up With Inflation. Here’s What to Do.

    1. Tie the increase to performance

    Consider a profit a sharing plan for your employees or a bonus tied to achieving agreed-upon goals. When someone asks for a compensation increase, this can be viewed as a mutual opportunity. You can be the one to happily agree to pay that increase — perhaps even more than what’s being requested — as long as you receive something in return. People don’t have to be in sales to earn a commission. You can set specific job-related goals that either increase revenues and productivity or decrease expenses so that a specific return on investment can be achieved, with added profits shared.

    2. Offer more PTO and flexibility

    Instead of increasing pay, consider increasing paid time off. Or provide more flexible work hours. Or maybe this is the time to implement a four-day workweek program or expanded work-from-home benefits.

    Compensation does not always have to be in cash. People value their time just as much. Flexibility is important, and one of the biggest benefits of working for a small business is the ability to have that flexibility without the bureaucratic oversight experienced by employees at larger companies. Yes, paying someone not to work is still an added cost to you. But if you both agree on job deliverables, you and your employee can together make sure the work gets done on a schedule that suits you both.

    Related: Employers Need Workers. Now They’re Realizing The Untapped Talent of These People.

    3. Pay more for health insurance

    Many business owners forget that, in most cases, health insurance payments are both non-taxable to the employee while still being deductible for the employer. If you just give a salary increase, the employee gets taxed, and you have to pay employer payroll taxes. But if instead, you offer to pay more for health insurance, you both save money on taxes, and the employee gets more in their net paycheck. It’s a win-win. Of course, talk to your tax accountant to make sure there are no other factors that would impose on this benefit.

    4. Pass through the cost to customers

    If you increase your employee’s pay, you may consider passing that cost increase to your customers in the form of higher prices or fees. But be careful. You don’t have to pass on the full amount of a pay increase if you can find savings elsewhere. And if you spread the cost across your entire overhead so that it’s fully absorbed, you may find it easier to spread the price increase across many customers and products and therefore cushioning the impact.

    5. Offer a long-term employment contract

    When an employee asks for more compensation, you can also ask for something in return: a longer-term commitment. Although most employer/employee relationships are “at-will” which means that both can end things whenever they want, by entering into a longer-term contract you can not only set goals and include future benefits that can be earned, but also agree on a fixed compensation increase over the term of that contract that will enable you to better budget your future costs.

    6. Do a 401(k) match

    Instead of a salary increase, you can offer to increase your 401(k) retirement plan match for that employee. Not only does that employee receive that money on a pre-tax basis (which means that you can pay a lower amount to the employee). It also means more money in your employee’s 401(k) account, which they can put away for retirement. You also don’t fail any of the required “discrimination tests,” which limits your contributions as a higher-paid employee or owner. Also, thanks to the recently passed Secure 2.0 retirement legislation, some businesses will soon receive a tax credit of up to $1,000 per employee every year for five years when they contribute to a 401(k) plan. This means you can give your employee added compensation and the government will pay for it!

    7. Finally, consider an ESOP

    Thanks to an aging population, there has been a significant increase in interest in employee stock ownership plans or ESOPS. So rather than dolling out increased compensation to your existing workers, you can create an ESOP where you get paid for a portion of your equity that you sell to an entity owned by your employees, and then you receive significant future tax benefits on both your payback to the bank for financing the transaction and for the income allocated to that ESOP. A great resource to figure out whether an ESOP is right for your business is here.

    You’re going to have to pay your employees more this year. That’s a given. But just because your employees request (and need) a raise doesn’t mean you have to bear the entire cost burden. There are options.

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    Gene Marks

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  • 5 Best-Practice Tips for Onboarding Remote Employees

    5 Best-Practice Tips for Onboarding Remote Employees

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    Opinions expressed by Entrepreneur contributors are their own.

    Few companies pay enough attention to employee onboarding — according to a recent Gallup survey, only 12% of employees think their company does it well. And it’s clear that effective onboarding is crucial for both company productivity and employee retention: Successful onboarding can improve employee performance by up to 15% and means an employee is nine times more likely to stay with the company.

    Our organization supports companies all over the world with remote onboarding. Here, I want to highlight some onboarding practices that we have found useful both within our own team and when supporting other teams.

    Related: 4 Building Blocks for a Successful Remote Employee Onboarding Process

    What does remote onboarding cover?

    Standard employee onboarding covers all the steps that must be taken to set up a new employee to be successful within the company. This includes introducing new hires to the team, ensuring that they have the right equipment and providing training on key company policies.

    In remote onboarding, the process must be applied virtually, losing the in-person element which may make it easier to make employees feel at ease and welcomed. To succeed with remote onboarding, we recommend the following:

    1. Master “preboarding”

    “Preboarding” covers all those steps for setting up a new team member before the formal employment period begins. This includes:

    • checking that all contracts and additional documents (such as non-disclosure agreements) are signed

    • providing essential company documents and policies, such as the code of conduct and health & safety policies

    • ensuring the remote workstation is set up with everything the new hire needs to hit the ground running (e.g., the company laptop has been dispatched and accounts with all the necessary remote work software have been created).

    Nailing the preboarding process ensures that the employee can begin building momentum in their new role from the very first day of employment.

    2. Apply a culture of documentation

    In a traditional office environment, it is relatively easy for new hires to approach other staff and ask how things are done. This more casual approach doesn’t work in a remote-first work environment. Many prefer to work asynchronously (so may have limited availability), and Zoom fatigue means that many want to keep meetings to a minimum.

    This means, more than ever, the collective knowledge of the company needs to be documented and accessible for new staff. This should extend from process (e.g., how to use the employee HR portal or how to change passwords) to substantive knowledge for specific roles (e.g., sales scripts or answers to common customer queries).

    A documentation culture means:

    • a secure repository (we have found Confluence a useful tool for retaining information in a familiar ‘wiki’ structure)

    • regular updates, so that documents are a source of trust

    • access privileges, which means that employees can view and edit all documents that they need to, but access to sensitive information is restricted.

    Related: 4 Strategies to Successfully Onboard New Remote Employees

    3. Take cybersecurity seriously

    Remote work enlarges the potential “attack surface” of an organization — employees are likely to be working from non-secure connections and locations. This means they may be putting company IP or employee/customer personal data at risk or opening up the organization to phishing and other cyberattacks.

    Onboarding remote employees for cybersecurity means not just reciting the company’s security policies, but implementing online training and putting controls in place to ensure that those processes are being followed. Important steps here usually include applying two-factor (2FA) identification, requiring password resets at regular intervals and only allowing employee access through a VPN.

    4. Ensure new employees are welcomed and feel included

    Without the benefit of in-person introductions and social events, onboarding managers need to be intentional in helping new employees feel part of the team. This might include team members creating introduction videos for the onboardee (Loom is a good tool for this) and establishing virtual coffee breaks with key team members.

    As part of this, ensure new employees are included in all existing community-building initiatives: Make sure they have access to socially-oriented Slack or Teams channels and are invited to upcoming company events.

    Welcoming new employees with company “swag” is also a nice touch (stationery, coffee mugs and company hoodies are all popular).

    Related: 3 Onboarding Tips That Close the Gap for Remote Employees

    5. Implement “buddies” for all onboardees

    All remote onboardees should be assigned a “buddy” to whom they can feel comfortable asking any questions in relation to the company and their new role within it. Different than a mentor or supervisor, it can be advantageous for the buddy to be peer of the onboardee. Buddies should volunteer for the role, have a thorough understanding of the company and its processes and have a good reputation within the company.

    When you implement a buddy system, it is important to regularly check in on the system and make sure it is refined based on onboardee and buddy feedback.

    Onboarding new employees is a challenge for the remote-first work environment. Lack of physical proximity, use of remote work tools and a tendency towards asynchronous work can all make it more challenging for an employee to thrive in their new role. To get ahead of this challenge, companies need to be strategic about employee onboarding and ensure all new hires have the company support and tools to thrive in their new role.

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    Antoine Boquen

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  • How Leaders and Their Teams Flourish Through Continuing Education

    How Leaders and Their Teams Flourish Through Continuing Education

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    Opinions expressed by Entrepreneur contributors are their own.

    After likely spending years in college and excitedly anticipating a professional life, it’s easy to be sympathetic to an entrepreneur’s hesitancy about returning to the classroom. But being excellence-and stability-driven, like it or not, also means nurturing knowledge and skills as leaders, as well as those of staff members. Put simply, at some point, to keep careers, businesses and overall satisfaction growing, it’s occasionally necessary to plunge back into the scholastic pool.

    Why further education could be the right choice for you

    Significant payoffs of ongoing learning include value creation, career satisfaction and engagement, as well as closing collegiate skill gaps and reducing churn.

    Let’s look at the value side first: The more you know and can do, the greater your value to all parties — investors, partners and staff. Diverse and up-to-date knowledge increases the ability to identify opportunities and problem-solve.

    Keeping your knowledge and skills current also puts you in the best position to explore new business opportunities and lead authoritatively. In doing so, you’re positioning both yourself and (ideally) your team as experts as a way to stay market competitive. If you’re starting a company or buying an asset, that extra education symbolizes commitment and capability that can give you an edge in attracting partners and winning over investors.

    Sometimes, college doesn’t prepare new graduates for everything needed to be capable and successful in entrepreneurial or other professional pursuits. Many industries, such as tech, finance, commercial real estate and other dynamic fields are evolving so quickly that a gap exists between expertise needed in the real world and that provided via college curriculums. So, you and/or your team may well need specialized vocational training provided by industry organizations and experts to build and maintain a competitive advantage. And for enterprises that require licensing, it’s often obligatory to do so.

    This brings to mind another essential reason to stay current: avoiding liability. If you operate a business in an industry that carries a fair amount of malpractice risk, such as law, architecture or real estate, showing that you took best-practice measures to keep team abilities at their peak will help protect against professional negligence claims.

    Data abundantly points to the value of continuing education, particularly as it applies to providing ongoing learning to employees. According to LinkedIn’s 2018 Workplace Learning Report, 94% of employees reported being more loyal to employers that invest in their education, and no less than 63% of working adults described themselves as being “professional learners” (taken career courses or other training in the last twelve months according to a 2016 Pew Research Center article. That latter research also indicates that 69% of workers living in households earning more than $75,000 per year are likewise self-described professional learners.

    Related: Here Are Some of the Best Continuing Education Options for Entrepreneurs

    Growth and satisfaction

    Both business and personal lives can become tedious when a person is stuck doing the same task repeatedly, particularly without variation or the opportunity to expand. This is what tends to happen when knowledge and experience in new areas haven’t been developed for an extended period.

    When we’re trying to build a reliable team, boredom is among the primary opponents. Intellectually stymied employees are likely to become disengaged and have diminishing views of their futures, making them much more likely to look for a new job.

    Further education challenges entrepreneurs and employees personally and professionally and opens opportunities for growth and creativity. The chance to try something new, get a better or novel result or simply offer a different perspective keeps work fresh and boosts engagement and fulfillment. The potential opened by ongoing learning allows us to redefine entrepreneurial and professional identities and find what truly fits our personalities and talents.

    Related: What Benjamin Franklin and Tony Robbins Can Teach You About Self-Improvement

    Educational avenues

    Fortunately, depending on preferences, objectives, budget, industry and available time, there are plenty of options for pursuing additional education. If you’re considering diversifying into a new sector, the conventional route is going back to college (or hiring managers and technicians with the needed skill sets). While this can be costly and time-consuming, it’s also valuable and rewarding. Even if you already have a particular level of degree (bachelor’s, master’s, etc.), there’s no limit to how many degrees you can get on the same level. In other words, just because you already have a bachelor’s doesn’t mean that the mandatory next step is a master’s, particularly if the goal is to change industries.

    As an alternative route, higher education institutions offer certificate programs that can be completed in three to 18 months. These allow you to supplement a skill set in your current leadership role and broaden your capabilities.

    Related: How to Recreate Your Career and Start Over

    Beyond formal education channels, industry organizations provide many professional and vocational options. These include credential/designation programs, industry conferences, academies and workshops. These can be a great choice, even fresh out of college, if you or your employees need to reinforce knowledge that’s fueled by practical insights from active experts in your industry.

    Finally, leaders and workers alike can learn by exploring new roles in the current company or in a new venture, where existing skills can be applied while being exposed to new ideas, methodologies and skill sets. So, if you have a staff, consider offering in-house training programs, because supporting and sponsoring this education pays substantial dividends, including being an incubator for new leaders.

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    Robert Finlay

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  • Why Mental Health in the Workplace Is a Conversation for the Chief Financial Officer (and Not Just HR)

    Why Mental Health in the Workplace Is a Conversation for the Chief Financial Officer (and Not Just HR)

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    Opinions expressed by Entrepreneur contributors are their own.

    The workplace has been grappling with significant change and turmoil over the last few years. From shuttering offices in March 2020 and returning 18 months later to a time capsule of year-old calendars and dead plants, some businesses (like ours) have pivoted to being fully remote while others struggle to find the right hybrid or return-to-office roadmap.

    As the physical workplace changes, so have workplace culture and employee well-being. From the Great Resignation to quiet quitting, to whatever the next phase is, changes in the way we work have led to a lack of connection and feeling of belonging between colleagues, in addition to the challenges of proximity biases — all of which can have negative effects on employee mental well-being.

    While I’m glad to see the U.S. Surgeon General taking a proactive step to curb toxic workplaces by recently releasing a framework to help employers take action to support the mental well-being of their employees, it doesn’t address one key component to make it happen. Employee mental health support has long been the responsibility of the Chief Human Resources Officer (CHRO) or Chief People Officer (CPO). But in today’s world, this is also a business operations conversation for the Chief Financial Officer (CFO). Why?

    Related: 5 Steps to Creating a Workplace Focused on Mental Wellness

    A unique bird’s-eye view of the company

    Responsible for the financial performance of the company, CFOs have unique access to data and insights throughout the business. This access gives them unique insight into every department — from sales and engineering to people/HR. CFOs are able to overlay this departmental data to gain real insights into not only how the company is performing, but go a layer deeper to see how this affects employees. Are employees that go into the office more likely to receive promotions or salary increases? Has engagement across company-focused events dropped? Is there a decrease in productivity? Has attrition increased? All of these metrics can help a CFO assess employee mental well-being and the impact it has on the business.

    The cost of inaction

    Seventy-two percent of employers fear that focusing on mental health could have a reverse ROI with employees working fewer hours in order to care for their mental health and being less available. That’s simply not true.

    In fact, companies can’t afford to not support the mental health of their workforce. The World Health Organization (WHO) found that depression and anxiety disorders cost the global economy $1 trillion annually predominantly from reduced productivity. Twelve billion working days are lost every year to depression and anxiety alone. It’s metrics like these that indicate CFOs, in particular, are uniquely positioned to make a difference when it comes to supporting the mental health of employees as well as the overall health of the business.

    Related: What Leaders Get Wrong About Mental Health

    The business case

    As companies navigate an uncertain economic environment, they can’t afford to lose their top talent. Our research commissioned by Forrester found that high-performing employees — those who are highly engaged and committed to their roles in the organization — are working more hours and are even more productive than last year, but are also burnt out.

    Despite a reported high enthusiasm for their jobs, more than half (53%) of high performers report feeling burned out in their roles. The good news is that, for the second year in a row, employees said they’d be more likely to stay at a company that provides high-quality resources for them to care for their mental health.

    But while 84% of employers plan to enhance employee mental health benefits in the next year, there is still a significant gap in how employees perceive their employer’s commitment to mental health and wellness. Seventy-four percent of employees report wanting their employer to care about their mental health, but only half (53%) feel they actually do.

    This disconnect should alarm every business leader. It underscores how many companies are still fundamentally approaching mental health in the wrong way. When you consider the cost of employee turnover — $600 billion in 2018 and $680 billion by 2020 — from a business perspective, mental health benefits become a simple ROI equation. From a human perspective, it’s the right thing to do.

    As strategic partners to the CEO, CFOs have a unique seat at the table to assess and advocate for the importance of mental health support in the workforce. And as purses tighten across industries, it will be key for CFOs to strategically assess budgets and spending to maximize not only productivity but employee mental well-being as well — two sides of the same coin.

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    Alyson Watson

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  • How to Make Your Weekly Status Meetings More Exciting

    How to Make Your Weekly Status Meetings More Exciting

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    Opinions expressed by Entrepreneur contributors are their own.

    Team meetings are often the most telling sign of the culture of an organization. And who among us hasn’t attended the painfully dry and dull weekly status meeting? The format is predictable: Each person shares their work status and then ends up with a brand new to-do list by the end.

    Status meetings can be useful. But most employees tune out of these meetings until it’s their time to speak. This defeats the whole purpose of sharing information and engaging in a meeting. This format couldn’t be worse for employee engagement and organizational morale. It causes employees to daydream, put themselves on mute, pretend they are taking notes on their laptop while perusing Facebook, browse other jobs on LinkedIn, etc. And with remote meetings, disengagement becomes even more likely.

    Unproductive meetings are more than just an occasional nuisance. According to research, the average employee spends 35% of their time in meetings, approximately 67% of which are considered unproductive. This results in a total cost of $47M per year in labor cost hours.

    Do you want to transform meetings at your organization from a routine, unvaluable experience to a motivating and inspiring one? If so, start by addressing the following questions and using the tips below:

    1. Are our meetings efficient and purposeful?

    Do our meetings have a clear, specific agenda beyond updating each other on statuses? Are there topics spelled out ahead of time that need to be discussed? Are materials sent ahead of time to reduce time wasted in meetings? Are meetings facilitated strongly so that they don’t stray off-topic?

    Tip: Set context for the meeting beforehand by denoting specific areas that need to be discussed. Ensure that only employees relevant to meeting topics are required to attend, and keep it optional for others. Often, meetings can veer off topic by one or more attendees expressing other concerns. Ensure that the meeting leader is able to keep the meeting on course and make progress on the topic(s) at hand while making note of other issues for a follow-up discussion if needed. Try to keep to the scheduled agenda of the meeting and end on time. Keep meetings snappy and efficient.

    Related: When Meetings Get Stuck: Getting Past the ‘Cork in the Bottle’

    2. Are our meetings inspiring?

    Routine meetings that occur on a weekly or daily basis can start being taken for granted by both leaders and employees. The meetings then have a tendency of jumping right into the weeds: current status updates and upcoming action items and steps. Do you take the time to inspire employees and keep them tethered to the big-picture goals?

    Tip: We can make these meetings more inspiring by setting big-picture context at the onset and conclusion of the meetings: iterating the project vision, long-term goals and outcomes (and why they are exciting). Encouraging an attitude of innovation and openness to solve problems in new ways. Rather than jumping into the weeds right away, start the meeting by setting intention and ground rules that focus on inviting input, innovation and crazy ideas from all members of the team, regardless of level. Just voicing this intention can help inspire a mindset of openness and non-judgment across the team.

    Related: How to Lead Effectively and Inspire During Virtual Meetings

    3. Do our meetings foster inclusion and collaboration?

    Do meetings maintain a clear hierarchy or differential in terms of contribution level? Is the meeting conversation dominated by one or two people? Is there enough space for each member to contribute not just status, but ideas as well?

    Tip: One way to increase inclusion in meetings is to remember that not every individual communicates best through words and may find it difficult to voice his/her ideas in a group. Meetings often form a competitive and stressful environment in which every voice struggles to be heard, and the loudest and most assertive ones usually win.

    Consider other forms of gathering input from all members: menti.com is a great tool for polling and crowdsourcing ideas or using chat features on Zoom. If you want to be more creative, lead a drawing/diagramming exercise in your meeting, where each individual is able to pictorially show their vision and ideas and share them with the group. Look for parallels/synergies between ideas to create a collaborative whole.

    4. Along the same lines, do our meetings give space for conflicting ideas?

    Are meetings dominated by groupthink, or are team members empowered to speak up in disagreement? Often the quietest members in a meeting are the ones who aren’t quite on board, and these are the individuals that may need to be heard from.

    Tip: One of the most important points for a meeting leader to remember is that silence does not necessarily equate to agreement. A valuable skill of a leader is a keen awareness of the collective field of the team and each individual. If a participant seems less engaged or enthusiastic, as a leader, it behooves you to encourage and support that person to speak up — even if, and especially if, he/she has a differing viewpoint. Addressing individuals by name, you may say something like, “Kate, it looks like you might feel differently. What are you thinking?”

    5. Are our meetings appreciative?

    Do we show recognition and appreciation to individuals for successes big and small by naming them in meetings? Do we thank all members of the meeting for their unique contributions?

    Tip: To foster a healthy organizational culture, remember to celebrate both financial and non-financial successes. Emphasize all of the goals of the organization (e.g., diversity, collaboration, acts of kindness) — not just those directly related to financial gain. Often, the simple act of showing you noticed good work is enough to boost morale.

    Truly constructive company meetings depend on both clarity of agenda and cross-functional and cross-organizational openness to sharing ideas and opinions. These are the types of meetings that everyone in the team looks forward to attending each week. They know they will have a chance to be heard and introduce something new. Aim to use new facilitation techniques and collaborative technology to revamp your company’s meetings. Then watch your employee engagement, innovation and performance dramatically boost.

    Related: 3 Tips for Getting the Most Out of Your Meetings

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    Sam Basu

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  • How to Be the Empathetic Leader Your Team Needs

    How to Be the Empathetic Leader Your Team Needs

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    Opinions expressed by Entrepreneur contributors are their own.

    Can you feel it? The tides of the workplace norm are quickly shifting. Which side are you on? Are you stuck in the past where traditional plug-and-play marketing methods are fading away as the revenue runs dry? Or are you sinking into your more empathetic side to support a lean team through every ebb and flow of the business world?

    Melodramatic maybe, but true nonetheless. Without a doubt, the business market evolved, and the typical consumer avatar shifted in the past few years. No industry was safe from this drastic change.

    Clients know they deserve more when it comes to the customer journey, and they’re not afraid to keep searching until they find a company that is willing to make good on their investment. Right now, you need to ask yourself one simple question … Are you that company? Better yet, are you that leader?

    The answer to these questions, among other factors, lies in your ability to empathize with both your clients and your team.

    Related: Why Empathetic Leadership Is More Important Than Ever

    To create a meaningful customer experience, you have to know how to read people’s nonverbal cues, understand their verbal language and see the world from their perspective — not just your own.

    It takes a high level of emotional intelligence to truly comprehend what others are experiencing and then be able to adjust your words or actions accordingly. This is the empath’s gift. Being an empath doesn’t mean you are a pushover.

    We both know you can’t let others run over you if you desire to be a true titan of business. That being said, your team members need to know that when they come to you with concerns, you’ve got their back — always.

    On the other hand, clients need to feel confident in your abilities from the start. They also need to know without a shadow of a doubt that you’re always working on their behalf and in their best interest. When they feel this connection with you, they’ll be much more likely to remain a customer for life.

    How to develop your empathy skills

    So, ask yourself again … are you that company? That leader? If not, it’s time to start developing your empathy skills so you can be. Here are a few actions you can take to get started:

    • Pay attention to nonverbal cues
    • Listen with the intent to understand, not just reply
    • Seek out diverse perspectives
    • Practice mindfulness and meditation
    • Check your ego at the door
    • Be patient and present in every moment
    • Allow yourself to feel emotions fully, both positive and negative

    The ability to empathize is a crucial business strategy that all leaders should master to be successful. Empathy allows you to connect with your team members and customers on a deeper level, understand their needs and wants and create a more meaningful customer experience.

    In a world where traditional marketing methods are beginning to fade away, empathy can be the key to differentiating your company from the rest.

    The role of an empath in business

    In its simplest form, an empath is a person with the ability to understand and feel the emotions of others. It goes beyond being able to put yourself in someone else’s shoes; an empath experiences the world of others as if they were living it themselves.

    If you’re not an empath, reading the sentence above probably left a large question mark in your mind. How can anyone feel exactly what someone else is feeling at any given moment? What an enlightened question. Here’s the science behind it.

    Every human has what’s called a mirror neuron system. This system is responsible for our ability to understand the emotions and intentions of others by simulating their feelings in our own brains. In other words, we can feel others’ emotions because our brain is wired to do so.

    Some people have stronger mirror neurons than others, which makes them more empathic. These individuals are typically more in tune with the emotions of those around them and can easily read nonverbal cues. They’re also quick to build relationships and trust because people feel understood when they’re around them.

    It doesn’t matter whether you’re an empath or not; the most important thing is that you understand how empathy works and why it’s such an important business tool. The first step to using empathy in business is to understand the different types of empathy. There are three main types:

    1. Cognitive empathy: This type of empathy allows you to understand how someone else is feeling by putting yourself in their shoes and seeing the world from their perspective. It’s the ability to see things from multiple angles and understand another person’s point of view.

    2. Emotional empathy: Emotional empathy is the ability to feel what another person is feeling. It’s different from cognitive empathy because it doesn’t require you to put yourself in someone else’s shoes; you simply feel their emotions as if they were your own.

    3. Physical empathy: Physical empathy is the ability to understand and respond to another person’s physical sensations. This includes both pain and pleasure. For example, if someone is telling you about a difficult time they’re going through, you might physically mirror their expressions or body language to show them that you understand what they’re feeling.

    Related: How Understanding the Power of Empathy Makes You a Better Leader

    For business owners: Why an emotionless human being is difficult to trust

    Yes, we’re all humans, but we probably all know that one person who is stone-cold all the time. And not in a good way. If you’re that person, do you truly believe your employees are going to enjoy working for you?

    Being unapproachable and unwilling to listen causes low employee retention rates and low company morale. Everyone comes to work knowing they have to walk on eggshells because their boss isn’t going to understand that an unexpected family emergency is the real reason why the assignment was a day late.

    As the leader of a team with varying emotional needs, you must step up to the plate and develop your empathetic side. Empathy is a crucial quality for any leader who desires to build trust, rapport and understanding with their team.

    Empathetic leaders are also able to see situations from multiple perspectives and make better decisions as a result. When leaders can empathize with their team, they create a safe and supportive environment where people feel comfortable sharing their thoughts and ideas.

    How can you become the empathetic leader your team needs?

    Once you tap into this side of yourself, you’ll quickly start seeing a shift in your team’s dynamic. Here’s how:

    1. Try to put yourself in other people’s shoes: This means trying to see things from their perspective, without judgment.

    2. Pay attention to both verbal and nonverbal cues: What are they saying? How are they saying it? What is their body language telling you?

    3. Be present in the moment: This means being fully focused on the other person and what they’re saying or doing.

    4. Practice active listening: This means not only hearing what the other person is saying but also trying to understand the meaning behind their words.

    Remember, empathy is a skill that takes time and practice to develop. The more you do it, the better you’ll become at it.

    To scale your business with sustainable systems that succeed, your employees need to feel free to open up and share their thoughts and feelings. You hired each and every person on your team for a reason — that reason being that you see a creative and innovative spark in them that presents itself as an incredible asset to your business.

    Why shut down their creative flow before they have the room to flourish? Your business’ next big breakthrough could come from the mind of one of your talented team members. Imagine how much impact and income you could miss out on by silencing your team member with a billion-dollar idea they’re too afraid to share.

    Related: The Future of Leadership is Empathy—And Companies are Better for It

    Why empathy is your secret weapon

    Empathy is a critical business strategy because it allows you to:

    • Develop deeper relationships with your clients

    • Build trust and rapport

    • Create a safe space for sharing

    • Understand needs and how to best support them

    • Generate new ideas

    What is a business without its strong employee-client relationships? If clients can’t trust your brand, they’re not going to purchase your products or services. That’s simply a fact.

    Being authentic and showing clients that there’s an emotionally intelligent human behind your well-oiled machine helps you fully understand the needs of your target market and create products and services that meet those needs. When you have empathy, you’re able to see both the big picture and the smaller details. Soon, you’ll be making informed decisions that benefit everyone aligned with your brand.

    Start the process to see the impactful results

    Maybe you’ve run a successful operation by being that cold, calculating business person. But what if you’re missing out on something phenomenal by not opening yourself up to the power of empathy? Sure, it might be a little out of your comfort zone at first, but that’s how growth happens. By stepping outside of what’s familiar and exploring new territory, elevation is inevitable.

    Empathy is a learned skill that takes time and practice to master. But it’s well worth the effort because it will make you an impactful leader, an effective communicator and an enlightened human being.

    When you’re able to see the world through the eyes of others, you gain a greater understanding of the human experience. And that is a powerful tool that can be used to make a positive impact in the world. The bottom line is that empathy is essential for both personal and professional success. If you want to be an awe-inspiring leader that invites loyalty, you must first master the art of empathy.

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    Shaan Rais

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  • 5 Best Practices to Prevent Digital Fatigue from Derailing Training

    5 Best Practices to Prevent Digital Fatigue from Derailing Training

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    Opinions expressed by Entrepreneur contributors are their own.

    Today’s employees spend a lot of time in front of screens, which is undoubtedly necessary but can also lead to digital fatigue. This mental exhaustion can affect not only performance, but also the capacity to absorb and apply new knowledge, which can lead to training failure.

    To drive productivity, results and morale, it’s up to companies and learning and development teams to design training programs that reduce digital fatigue.

    Related: How to Help Your Employees Avoid Digital Burnout

    How does digital fatigue affect training?

    Digital fatigue can affect any professional sphere, including training. There are several telltale signs of digital fatigue, so you can take action to mitigate and even prevent it from spoiling training outcomes. For example, when employees frequently put off training or have higher-than-usual rates of poor training results, those can be indicators of digital fatigue.

    According to a study by Deloitte, about a third of Americans say that since the Covid-19 pandemic began, they’ve felt overwhelmed by the number of devices and subscriptions they need to handle. The pandemic may be waning, but digital fatigue is here to stay and take its toll. Research shows that 22% of remote workers want to leave their jobs because they’re inundated with email; in fact, half would rather scrub their bathrooms than clear an overflowing inbox!

    What can learning specialists do to prevent digital fatigue from derailing training in particular? Here are five best practices.

    1. Offer more communication opportunities online and offline

    While on-demand digital training is highly convenient, a constant lack of face-to-face communication can sometimes make employees feel disconnected and tired in front of their screens.

    But with the right tools, training designers can prevent this and encourage learners to connect and communicate. Social learning — where employees connect, often informally, and learn collaboratively and through real-life scenarios — remains a priority, even if training is more digitized than ever. In 2021, 28% of organizations relied on social learning, compared to 19% the year before.

    Some e-learning features that streamline communication are:

    • Chats that allow employees to quickly get instructions, feedback and support;
    • Forums that enable group communication on specific training topics;
    • Groups that keep everyone in the loop and allow users to easily share learning resources.

    Communication and collaboration tools are vital to making online training more engaging. However, employees also need some time away from screens to mitigate the effects of digital fatigue. Occasionally organizing in-person training sessions for people working in the same office, area or country can counteract digital fatigue. This provides employees the chance to connect, learn together and test their knowledge in a more traditional learning environment — adding some variety into the predominantly digital routine.

    Related: This Silent Productivity Killer is Draining 4 Hours From Your Week. Here’s How To Fix It

    2. Tap into learners’ competitive spirit

    Training shouldn’t be perceived as boring or useless — but when employees feel like that, engagement suffers. For example, a recent survey about cybersecurity awareness training found that boring training caused employees to disengage — and, as a result, persist in risky behaviors.

    At the same time, when 70% of employees say they lack the skills needed to do their jobs, training is, of course, crucial. How can L&D specialists motivate people to learn? One answer lies in gamification.

    Learners are often eager to know there’s something waiting for them at the end of their training (and along the way), aside from meeting their company’s requirements. Challenges and incentives, such as certificates, badges, leaderboards and group games (where two or more teams compete for points), can provide motivation. The prizes’ utility goes beyond their symbolic value. Knowing they’ve done well in an online course stimulates employees to keep up the good work.

    Related: 3 Ways to Make Corporate Training Fun

    3. Make training more “snackable”

    Microlearning — or short learning activities with single objectives — doesn’t only help employees acquire and retain knowledge more easily, but it also feels less overwhelming.

    By providing short courses and multimedia content to help employees with their tasks at hand, instructors can easily squeeze learning into employees’ schedules. L&D professionals need flexible technologies that support different training formats (like videos) and can streamline assessments, i.e. through automated quizzes.

    4. Tailor training to employees’ skills and preferences

    It’s the instructors’ responsibility to design training programs that address necessary skills and goals for their workforce, but these should also focus on employees’ specific needs and preferences.

    Technology makes it possible to personalize training at scale by creating individualized learning paths. Some learning systems choose the steps in learners’ journeys based on learners’ skills, aptitudes, goals, roles, competencies demonstrated, interests and more — automatically recommending, for example, whether someone needs a refresher in a certain area or can move on to the next learning activity. They might suggest course modules, videos, Q&A forums, articles or more for individualized skills development.

    Related: Workplace Learning Is Broken. These 5 Steps Tell You How to Fix It.

    5. Use different training models

    A combination of live and on-demand learning also optimizes training and makes it more engaging. Although live training (whether in-person or online) is often harder to organize, especially for large teams working across time zones, it offers undeniable benefits — especially when interactive components (e.g., role plays, Q&As, brainstorming) are involved. Live training sessions allow employees to engage with others, get feedback in real time and put names to faces. Social interaction can motivate learners to engage in training they perceive as more meaningful.

    On-demand training provides many benefits too, including the ability for learners to consume (and review, as necessary) materials when it fits into their schedules. And when training isn’t highly interactive, on-demand e-learning is both convenient and cost-effective.

    Taking a blended approach benefits learners and companies. Instructors can kick off a training program with a live call to explain its scope and goals, and take questions. Afterward, trainees can learn at their own pace, when time allows — consuming articles, course modules and videos, posting questions in forums, etc. Periodic group calls and a closing live session, where trainees put their skills in action, can wrap up the initiative.

    Related: How to Evaluate if Your Corporate Training is Working

    Avoiding digital fatigue

    Nowadays, employees are increasingly prone to suffering from digital fatigue. Uncontrolled, it can lead to burnout. Instructors need to catch the early signs of digital fatigue and design training programs that are engaging, rewarding, concise and flexible so that employees find the motivation to spend more quality time in the digital workplace learning environment.

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    Graham Glass

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  • How to Improve Mental Wellness in the Workplace

    How to Improve Mental Wellness in the Workplace

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s widely recognized that having a healthy mind and body is necessary to have a healthy, productive work life. But as life continues to move at an increasingly fast pace, this is much easier said than done.

    As a business owner, it’s important to stay aware of your mind and body’s needs so you can remain productive and creative. But it can be easy to let these things slip by the wayside during busy seasons — and honestly, what seasons aren’t busy as an entrepreneur? Many of us are familiar with late nights at work, forgetting to eat meals or exercise and unfortunately dealing with great deals of stress, exhaustion and burnout. Although it’s important to pay attention to the needs of your body and mind, it’s also important to remember your employees have the same needs.

    Life and work are intertwined in a way that cannot be separated. It might seem simple to put aside whatever you’re dealing with at home to focus on work for the day, but it’s not realistic. Similarly, problems at work come home with you. Both our personal lives and our work lives affect our moods, energy levels and ability to focus. If your child is sick or you’re having a tense argument with your spouse, of course you aren’t going to be able to fully engage in your job — what’s going on at home is more important to you. And problems in the workplace, such as stress, burnout or a negative work environment will affect your mood and energy level when you go home. You might make your argument with your spouse worse because you’re tense and stressed out, or you might be unable to sleep because you dread returning to your toxic work environment the next day, further exacerbating the problem.

    Related: How I Failed Miserably As a Leader and Ultimately Improved My Company

    By promoting the mental and physical health of your employees, you can create a better working environment and encourage employees to succeed, creating a more sustainable workplace in the long run. Happy, healthy team members will be more productive and create better results for your company. But promoting your team’s health isn’t as simple as putting some exercise equipment in your office, especially when you factor in mental health, which is complex and can majorly affect the way a person thinks, feels and performs their job. Strong mental health is reliant on several factors, but here are a few necessary things, which you can apply in various ways for you and your team:

    1. Fuel your mind with good food and hydration

    Staying hydrated and eating well is necessary to keep your body and mind running. And brain functions like energy, focus and creativity are some of the first to suffer when you don’t get these things. If you forget to drink enough water, it might be beneficial to use a large water bottle with measurements on it to keep track of exactly how much you’re drinking. This is an easy tool you can provide for your team as well. It’s a good idea to keep healthy snacks around the office, both for yourself and your employees. Some foods will give you a burst of energy, while others, especially fat- and carb-heavy foods, will slow you down or make you sleepy. Having healthy options easily available will help you make good choices. Another way to promote healthy eating for your team is to allow them to work from home, where they can cook healthy meals for themselves. When employees are in a rush to reach the office in the morning, where they might order takeout or pack things that are quick and easy rather than nutritious for lunch.

    Related: 6 Healthy Habits to Maximize Your Mental Health and Get You Through Your Worst Days

    2. Prioritize sleep

    Sleep is possibly even more important than food and exercise, but unfortunately, it’s overlooked by many people. A phenomenon in many offices is a sort of competition to see who slept the least. If you notice this kind of attitude toward sleep, it may be worth addressing. Often lack of sleep is due to bad habits, but it can also be a result of busy schedules that don’t allow enough time to sleep. To ensure you and your employees have enough time to sleep, consider offering flexible working hours, which will allow them to adjust their schedules if needed.

    Related: How Serving in The Army Taught This Leader The Importance of Employee Wellbeing

    3. Exercise stimulates the mind

    Did you know that sitting is literally killing you? Excessive sitting lowers your life expectancy, and it can lead to injuries from repetitive motions and weakened muscles. And as we all know, exercise is excellent for both the body and the brain. Have you ever noticed that some of your best ideas form when you’re exercising? Or have you ever taken an exercise break and come back to your work feeling energized and highly productive? Take regular breaks to go for walks, and encourage your team to do the same. Even if those breaks take 10-15 minutes out of the workday, they will increase your team’s overall productivity. You can also provide exercise equipment and standing desks in your office, or provide wellness benefits such as gym memberships to encourage your team to exercise outside working hours as well. Sharing links or apps for breathing exercises or mindfulness practices can help employees to better manage their stress levels.

    Related: 5 Steps to Creating a Workplace Focused on Mental Wellness

    4. Keep mental health in mind

    One of the words that’s most commonly used when someone is struggling with their mental health is “stress.” Mental health is innately tied to physical health, and just like treating your body right can help your brain, negative emotions can seriously affect your body. Reducing stress, burnout, depression and other mental health challenges is complex, but there are a few things you can do.

    First, ensure you’re getting enough sunlight. Not only does vitamin D improve your mood, but the light itself plays a major role. Working in an office without much sunlight can be draining, but if you can’t manage to arrange your office so everyone has access to sunlight, consider allowing at least part-time remote work.

    Related: The Truth About Loneliness During the Holidays and 5 Tips For Coping

    Burnout is another factor that affects many people’s mental health, and there has been an epidemic of it lately. Watch carefully for burnout in yourself and your employees, and when you identify it, take steps to improve the situation that’s causing it. Have managers include this discussion during their regular one-on-one meetings. Create a culture of support around burnout and other challenges people might be facing, such as family matters and health challenges, which can contribute to burnout significantly. There are many resources to help address burnout, as it’s a complex issue. Remember to prioritize your employees as people rather than workers. If you’ve hired well, your team wants to do a good job. If they’re struggling, there’s likely a reason for it. Ask for and listen to feedback, even if it’s not what you want to hear. Work and work-related activities take up a majority of a person’s waking hours, so the environment you provide plays a major role in an employee’s quality of life.

    I highly recommend offering some kind of mental health benefits, even telehealth options. This might look like paying for counseling for those who need it. Or try allowing mental health days. We’ve changed our sick leave policy to include a mental health day, not just a physical sickness day. Just knowing they have the option to take a day off if needed is likely to be enough for most employees, and you likely won’t experience a significant cost as a result.

    To keep a happy, healthy and productive workforce, the most important thing you can do is to create a positive workplace culture. A negative or toxic culture can easily wear on anyone, causing problems both at work and at home. With these steps, you’ll be on your way to improving the health of your entire team and creating a stronger and more sustainable work culture.

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    Jason Hennessey

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