by Fronetics | Apr 20, 2015 | Blog, Leadership, Strategy, Talent
It’s true. You need to work less and stop checking your emails.
Somewhere in California, in the middle of the Redwood Forest, lies Camp Grounded. The school bus on which campers arrive comes alive on weekends with the activity of its new passengers – sing-alongs, face painting, snacks. Undoubtedly that energy is driven by the excitement of what the imminent camp experience will hold. The small cabins, which serve as the home base for campers to rest with their bunkmates in between sessions of arts and crafts, archery, and campfires, are nostalgic throwbacks to the 1930s American camp experience. The camp owners, indeed aiming to recall a slower, simpler time, have built the 2,000 acre camp to offer all the typical activities and (lack of) amenities you’d expect from a secluded camp.
What you might not be able to immediately discern about this camp, though, is that it caters exclusively to adults. That’s right, campers range in age from 19 to 72. The other most striking feature of Camp Grounded is their policy on digital technology; it is strictly prohibited.
Why are these people giving up their laptops, cellphones, tablets? What would make a grown person want to digitally disconnect from the world? Turns out, quite a few things.
A 2014 Gallup poll reported that the average workweek now clocks in at 47 hours a week. And troublingly, nearly four in ten Americans are working at least 50 hours a week. It’s not a far jump to conclude that advancements in digital technology have made it difficult for workers to set firm time parameters for job-related responsibilities. It certainly fits with Pew Research Center’s finding that 61% and 54% believe email and the internet, respectively, to be “very important” in doing their work. The lack of conventional parameters and the pervasive ability for workers to access tools of productivity outside standard work hours has some startling implications for the state of the American workforce and might just explain why adult campers are flocking to Camp Grounded in droves.
Long hours are making employees sick and causing injures.
A University of Massachusetts study revealed workers who routinely work long hours are thought be at risk for numerous physical conditions including high blood pressure, diabetes, chronic infections, and even death. Research has also linked that those who spend four or more hours sitting per day to a 125% increase in heart disease risk, even when controlling for diet and exercise. Another study, in which the University College in London found that long work hours can double the risk of depression, shows the emotional health of workers who log long hours suffers too. Alarmingly, a high number of work hours are also correlated with increased risk of workplace accidents. A National Institutes of Health report states that working at least 60 hours per week increases a worker’s likelihood of injury by 23%.
Workers are stressed as a result of not setting firm work-life boundaries.
Many of the health concerns presented by employees working protracted hours are stress-based diseases and illnesses. Stress can be characterized by a cyclical progression; the cycle of poor performance and impaired decision making, brought on by illness, sluggishness and decreased productivity, can all exacerbate stress. Furthermore, working long hours away from home can cause familial stress since, often times, one spouse shoulders the burden of unequally spilt household tasks and child rearing responsibilities. For businesses, the bad news about stress is just as alarming. Between 5% to 8% of all annual healthcare-related costs are stress-related – passed on to employers to the tune of $180 billion each year.
The more hours employees work, the less productive they are.
Probably a universal experience for office employees is the dazed feeling that comes after spending an extended amount of time working in front of a computer screen. The eyes tend to gloss over, the back becomes stiff, and the mind goes a little fuzzy. The evolution of the modern workweek notwithstanding, it’s interesting to note that logging long hours doesn’t make employees more productive. In fact, it can have the opposite effect. The Economist wrote a piece in 2013 which concluded “with higher working hours, labor output per hour fell.” Meaning, the correlation between working more hours and being more productive simply doesn’t exist. Taxing the mind and body with work for extended periods of time leaves employees tired, sluggish, and unproductive.
Overworked employees are typically disengaged employees.
Despite all the aforementioned negative consequences employees are willing to endure in order to work long hours, there’s really little employees or employers are getting in return. That’s because, for all the extra hours workers are putting in, it actually drives disengagement. Left wholly left unchecked, the culmination of issues arising from an unbalanced work-home life can increase absenteeism and turnover. Simply put, employees logging long hours are significantly more prone to burnout.
After being presented with the destructive effects clocking long hours can have on our bodies, relationships, and careers, revisiting the issue of a voluntary digital detox seems like a virtuous approach to our constant connectedness. But you don’t have to shell out hundreds of dollars in order to reap the benefits (device-free! no j-o-b talk!) Camp Grounded offers. Start by setting firm boundaries for work and home life. Ask a spouse or partner to hold you accountable. Block access to email on your devices during nights and weekends. If that seems too extreme, consider delaying your email responses until the next work morning. Implementing these small changes in the way you interact with your job responsibilities outside typical business hours can improve your physical and mental health and advance your career. If you find that you need a little more motivation to unplug and disengage from work, you’ll likely find it in the sing-alongs and talent shows performed by weary workers, turned cheery campers at Camp Grounded.
by Fronetics | Apr 15, 2015 | Blog, Leadership, Strategy, Talent
You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
The way we work has fundamentally changed. There’s no doubt it is still evolving, but what we know about the way we work is that it can no longer be summed up by the decades-old “going to work” experience. Company-owned buildings, offices, and cubicles are no longer required to accommodate employees and the growing trend of companies offering flexible scheduling and remote work options for employees has substantial implications. There’s good news in that these new employment structures are impacting employee satisfaction and productivity in ways that employees and employers alike can celebrate.
Of the most significant factors affecting employee satisfaction is the employee-manager relationship. Communication is essential for relationships to flourish – especially employee-manager relationships. A recent Gallup poll found that employee engagement was highest among those with daily communication with their managers. By leveraging digital communication tools, employees who work remotely are able to have just as much, if not more, interaction with supervisors. Consistent, regular access to management creates a culture of connectedness and accountability – a culture where employee satisfaction is high. Not only does this allow for nimble adaptations in project approach or client strategy, but the immediate feedback loop positively affects employee engagement and motivation. The emergence of this unique employee-manager structure has allowed for managers to effectively monitor work and provide meaningful feedback, but to avoid micromanagement.
The most effective managers have been shown to be the ones who have respect for their employees as individuals. These managers actively work to help their employees find an ideal work-life balance. Recognizing and responding accordingly to situations where employees are disengaged, either physically or emotionally, from their work responsibilities is at the heart of building a relationship of trust and conviction.
Even though remote work arrangements seem to run counterintuitive to expanding the capacity of workplace productivity, giving employees the flexibility to fit work around their life actually improves worker productivity. The effects of building a company culture where employee satisfaction is valued translates into increased efficiency. That is, a happy and well-managed staff is likely to stay engaged, motivated, and committed to company objectives.
The flexibility that working remotely provides makes it easier for workers to strike their ideal work-life balance. A significant finding emerged from a 2000 study in which researchers found that on average workers reached peak productivity in their 30s and 40s. Most often concurrently, these same workers are tasked in their home lives with parenting responsibilities and the care of aging parents. Giving employees options to maintain flexible work schedules allows employees to give equal attention to both home and work life, enabling maximum productivity. What’s more, by eliminating commute time and spending less time in meetings, people who work from home actually spend more time working. Some find managing work responsibilities from a quieter environment, as opposed to a noisy office, more conducive to productivity.
Presented with all the benefits flexible scheduling and remote work options have to offer, some companies might find it tempting to quickly implement a flexible work program in order to start realizing benefits. But consider that this new work structuring also brings with it a new set of issues for managers to navigate. Supervising employees who aren’t location-specific and monitoring performance without personally interfacing require companies to put thoughtful initial focus on building a solid communication structure and setting manageable expectations for employees. Clear articulation of these expectations and structures is required for success.
While this type of work structuring might not be a good match for every employee or every workplace, the opportunity exists for employers to positively affect worker happiness while simultaneously increasing productivity. If your company is interested in exploring the benefits of offering flexible scheduling and remote workplaces, consider a trial period or experimental program. You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
by Fronetics | Apr 15, 2015 | Blog, Leadership, Strategy, Talent
You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
The way we work has fundamentally changed. There’s no doubt it is still evolving, but what we know about the way we work is that it can no longer be summed up by the decades-old “going to work” experience. Company-owned buildings, offices, and cubicles are no longer required to accommodate employees and the growing trend of companies offering flexible scheduling and remote work options for employees has substantial implications. There’s good news in that these new employment structures are impacting employee satisfaction and productivity in ways that employees and employers alike can celebrate.
Of the most significant factors affecting employee satisfaction is the employee-manager relationship. Communication is essential for relationships to flourish – especially employee-manager relationships. A recent Gallup poll found that employee engagement was highest among those with daily communication with their managers. By leveraging digital communication tools, employees who work remotely are able to have just as much, if not more, interaction with supervisors. Consistent, regular access to management creates a culture of connectedness and accountability – a culture where employee satisfaction is high. Not only does this allow for nimble adaptations in project approach or client strategy, but the immediate feedback loop positively affects employee engagement and motivation. The emergence of this unique employee-manager structure has allowed for managers to effectively monitor work and provide meaningful feedback, but to avoid micromanagement.
The most effective managers have been shown to be the ones who have respect for their employees as individuals. These managers actively work to help their employees find an ideal work-life balance. Recognizing and responding accordingly to situations where employees are disengaged, either physically or emotionally, from their work responsibilities is at the heart of building a relationship of trust and conviction.
Even though remote work arrangements seem to run counterintuitive to expanding the capacity of workplace productivity, giving employees the flexibility to fit work around their life actually improves worker productivity. The effects of building a company culture where employee satisfaction is valued translates into increased efficiency. That is, a happy and well-managed staff is likely to stay engaged, motivated, and committed to company objectives.
The flexibility that working remotely provides makes it easier for workers to strike their ideal work-life balance. A significant finding emerged from a 2000 study in which researchers found that on average workers reached peak productivity in their 30s and 40s. Most often concurrently, these same workers are tasked in their home lives with parenting responsibilities and the care of aging parents. Giving employees options to maintain flexible work schedules allows employees to give equal attention to both home and work life, enabling maximum productivity. What’s more, by eliminating commute time and spending less time in meetings, people who work from home actually spend more time working. Some find managing work responsibilities from a quieter environment, as opposed to a noisy office, more conducive to productivity.
Presented with all the benefits flexible scheduling and remote work options have to offer, some companies might find it tempting to quickly implement a flexible work program in order to start realizing benefits. But consider that this new work structuring also brings with it a new set of issues for managers to navigate. Supervising employees who aren’t location-specific and monitoring performance without personally interfacing require companies to put thoughtful initial focus on building a solid communication structure and setting manageable expectations for employees. Clear articulation of these expectations and structures is required for success.
While this type of work structuring might not be a good match for every employee or every workplace, the opportunity exists for employers to positively affect worker happiness while simultaneously increasing productivity. If your company is interested in exploring the benefits of offering flexible scheduling and remote workplaces, consider a trial period or experimental program. You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
by Fronetics | Apr 14, 2015 | Blog, Leadership, Marketing, Talent
As much as 80 percent of employee turnover is due to bad hiring decisions, which doesn’t fare well for a company since a poor hiring choice can cost from 1.5x to 3.5x of that person’s annual salary. Consider an employee who earns $50,000 a year. If that person is a bad hire it could cost a company up to $175,000. The higher the position, the higher the salary, the higher the cost is to lose or fire that person.
More than ever companies are hiring project-based professionals who provide a specific skill-set. These placements might be short-term or long-term, depending on the company’s needs. According to the Wall Street Journal, in March 2014, more than 2.8 million workers, or 2.5% of the workforce, held temporary jobs, up from 1.7 million in 2009. One reason for the spike in numbers is due to companies having to reassess their processes and spending after the recession. Some of these employees, many of whom hold multiple part-time jobs as temps or contractors, are the new semi-permanent, temporary, or “perma-temp” work force. They are in charge of their own brand, skill-set, and advancement.
Why do companies continue to lean in this direction, even while the economy is recovering?
Let’s have a look at the benefits for employers:
- Hiring a temp or contractor allows a company to meet work demand and deadlines without having to make rushed decisions about long-term, expensive, permanent staffing.
- By hiring a contractor or temp employee companies cut expensive benefit, administrative, and payroll costs, not to mention unemployment insurance.
- Bringing in temps or contractors can boost morale amongst other employees who may feel overtaxed. A temp or consultant can take some of the work overflow from other employees.
- Temporary and contracted employees are often eager to work hard to prove themselves and gain experience. Some may be coming off of a period of unemployment and anxious to get back to work. Temporary and contract workers may work creatively and tirelessly to meet their own financial obligations. They might not have the same loyalty as full-time, permanent employees, but since they have to fend for themselves, they are not complacent. According to University of Illinois professor Joe Broschak, “On average, these temporary workers displayed better performance relative to goals compared to their full-time counterparts.” When those temps were hired on as full-time employees “they continued to become better workers after becoming permanent.”
- Temp and contract workers can offer an area of specialization that a company might be lacking in current staffing. It might be less expensive to hire a new contracted employee with years of experience in a specific skill-set than to train a current employee.
Semi-permanent work is not ideal for everyone. Some employees, especially those seeking security, certainty, and the full gamut of benefits will not be satisfied with this work. One concern is how temporary or semi-permanent employees are paid and treated. If paid fairly and treated well, this paradigm will work smoothly for some people.
What are the benefits for employees?
- Many contracting and temporary positions allow for flexibility. The jobs might be part-time and allow for adjusted hours that could accommodate an employee’s home life, another part-time job, or other interests. Because these workers have a different status than permanent, full-time employees, the same “in-office face-time” expectations may not apply to a consultant or temporary worker.
- If a temporary worker or consultant is hired for a specific skill set, they are able to focus on work they’re good at and interested in. If they’ve been out of work they can use this as an opportunity to sharpen their skillset or, perhaps, learn a new one.
- Working on a short-term project might be freeing and invigorating. Having more of a sense of control over one’s own branding, hours, and projects is exciting for many people.
- This can be a wonderful opportunity for people to network, build their personal “press kit”, and garner new, current references.
- Temporary positions often turn into long-term, semi-permanent project based consulting positions. Some people find the combination of interesting work and flexibility perfect for their lives.
It is important to remember that every dollar paid to employees –temporary, semi-temporary, “perma-temp”, full-time, or part-time—is not a dollar taken away from the bottom line, but an investment in the company. Finding the right fit that benefits employers and employees is critical.
by Fronetics | Apr 14, 2015 | Blog, Leadership, Marketing, Talent
As much as 80 percent of employee turnover is due to bad hiring decisions, which doesn’t fare well for a company since a poor hiring choice can cost from 1.5x to 3.5x of that person’s annual salary. Consider an employee who earns $50,000 a year. If that person is a bad hire it could cost a company up to $175,000. The higher the position, the higher the salary, the higher the cost is to lose or fire that person.
More than ever companies are hiring project-based professionals who provide a specific skill-set. These placements might be short-term or long-term, depending on the company’s needs. According to the Wall Street Journal, in March 2014, more than 2.8 million workers, or 2.5% of the workforce, held temporary jobs, up from 1.7 million in 2009. One reason for the spike in numbers is due to companies having to reassess their processes and spending after the recession. Some of these employees, many of whom hold multiple part-time jobs as temps or contractors, are the new semi-permanent, temporary, or “perma-temp” work force. They are in charge of their own brand, skill-set, and advancement.
Why do companies continue to lean in this direction, even while the economy is recovering?
Let’s have a look at the benefits for employers:
- Hiring a temp or contractor allows a company to meet work demand and deadlines without having to make rushed decisions about long-term, expensive, permanent staffing.
- By hiring a contractor or temp employee companies cut expensive benefit, administrative, and payroll costs, not to mention unemployment insurance.
- Bringing in temps or contractors can boost morale amongst other employees who may feel overtaxed. A temp or consultant can take some of the work overflow from other employees.
- Temporary and contracted employees are often eager to work hard to prove themselves and gain experience. Some may be coming off of a period of unemployment and anxious to get back to work. Temporary and contract workers may work creatively and tirelessly to meet their own financial obligations. They might not have the same loyalty as full-time, permanent employees, but since they have to fend for themselves, they are not complacent. According to University of Illinois professor Joe Broschak, “On average, these temporary workers displayed better performance relative to goals compared to their full-time counterparts.” When those temps were hired on as full-time employees “they continued to become better workers after becoming permanent.”
- Temp and contract workers can offer an area of specialization that a company might be lacking in current staffing. It might be less expensive to hire a new contracted employee with years of experience in a specific skill-set than to train a current employee.
Semi-permanent work is not ideal for everyone. Some employees, especially those seeking security, certainty, and the full gamut of benefits will not be satisfied with this work. One concern is how temporary or semi-permanent employees are paid and treated. If paid fairly and treated well, this paradigm will work smoothly for some people.
What are the benefits for employees?
- Many contracting and temporary positions allow for flexibility. The jobs might be part-time and allow for adjusted hours that could accommodate an employee’s home life, another part-time job, or other interests. Because these workers have a different status than permanent, full-time employees, the same “in-office face-time” expectations may not apply to a consultant or temporary worker.
- If a temporary worker or consultant is hired for a specific skill set, they are able to focus on work they’re good at and interested in. If they’ve been out of work they can use this as an opportunity to sharpen their skillset or, perhaps, learn a new one.
- Working on a short-term project might be freeing and invigorating. Having more of a sense of control over one’s own branding, hours, and projects is exciting for many people.
- This can be a wonderful opportunity for people to network, build their personal “press kit”, and garner new, current references.
- Temporary positions often turn into long-term, semi-permanent project based consulting positions. Some people find the combination of interesting work and flexibility perfect for their lives.
It is important to remember that every dollar paid to employees –temporary, semi-temporary, “perma-temp”, full-time, or part-time—is not a dollar taken away from the bottom line, but an investment in the company. Finding the right fit that benefits employers and employees is critical.
by Fronetics | Apr 9, 2015 | Blog, Leadership, Strategy, Supply Chain
Change management is the process of taking an individual or a group of people from a current state to a more desired state. Its recent prevalence, and often necessity, is heavily due to new technology and globalization. As humans we experience change constantly, on micro and macro levels. Today alone, around 350,000 babies will be born and 150,000 people will die. Gas prices might have dropped recently or your favorite flavor of potato chips might be discontinued. Stock prices rise and fall by the second. Nearly everything changes, yet the word change is often scary or stressful, especially when applied to the workplace.
Alan L. Milliken wrote in his article The Importance of Change Management in the Supply Chain that the key components of a successful business are process, technology, and people. He terms this the “Triad of Operational Excellence.” How is this “triad” involved in change management?
Process:
Sometimes process is the reason for implementing change. Are the processes in the supply chain preventing timely order fulfillment? Can the current process ensure proper, safe, and secure delivery? Are current processes compliant with regulations, nimble enough to weather unexpected change, efficient and modern enough to match innovative competitors? These are all good points to assess. When implementing change is it critical to understand a company’s current capabilities, what needs to be changed, and whether the current systems and finances can support change.
Technology:
Often change management can be spurred by a need for technological growth. If the end-to-end supply chain has antiquated practices, and one member of the chain is transitioning to modern technology, the rest of the players involved may feel the need to change despite being resistant to new technologies or feeling overwhelming by the cost and steps required to transition.
Some companies with decades or a century of business behind them, may be nervous about shifting to a social media driven, on-demand paradigm. There are many benefits to modernizing, and seeing the long-term view of how technology and media can assist business is critical. One company that has made changes to the way they present their business is the packaging supply company, Laddawn. Overhauling their website and providing customers with new purchasing capabilities has put them at the forefront amongst competitors. According to CEO, Ladd Lavallee, “It’s difficult for manufacturers to invest in service, or service technologies, because production can easily consume our time and money. But we need to make our customers’ lives easier if we want to keep winning their business in a shrinking world.”
People:
If leaders aren’t on board with a change management process their frustration or hesitation can seep into others’ mindsets. Studies have shown that emotional contagion occurs in society, and in business. People who cultivate a positive mind-set perform better in the face of challenge. When Bert’s Bee’s was rapidly growing on the global market, then-CEO, John Replogle, worked positive emotional contagion into his workplace, realizing, “Leaders, by virtue of their authority, exert a disproportionate impact on the mood of those they supervise.” He saw this change as an opportunity for people to grow as the company was growing.
In a sweeping meta-analysis of 225 academic studies, Sonja Lyubomirsky, Laura King, and Ed Diener found that happy employees have, on average, 31% higher productivity; their sales are 37% higher; their creativity is three times higher. According to executive coach and business consultant, Sara Regan, of Common Focus Consulting, thoughtful leadership during change is critical to success and employee satisfaction, “The biggest mistake I see leaders make is that they are too late in bringing others into the process. It usually creates more work in the end since it heightens anxiety and resistance then making the leader push harder instead of listen. The way in which leaders approach change impacts the end results but also the ongoing trust and engagement of the team.”
Certainly there are times when change is not necessary in a company, but when it is, aligning the process, technology, and people are key to reaching a new, more successful and desired state.
