Within his first few days back in office, President Trump issued executive orders halting DEI programs in federal agencies. On January 20, the first executive order directed the shutdown of federal DEI programs. Federal DEI staff were also put on leave, and federal grantees had to discontinue DEI practices deemed discriminatory or preferential.
The next day, the White House published another executive order emphasizing merit-based opportunities, individual initiative, and hard work. It also instructed the Attorney General to recommend strategies for enforcing civil rights laws and ways to “encourage businesses to end illegal discrimination and preferences, including DEI.”
While the executive orders primarily target federal agencies, grantees, and contractors, their impact was also felt across the private sector as companies reassess their DEI commitments.
Even before these orders, some major corporations had begun scaling back DEI initiatives. Last year, Walmart discontinued its DEI training and chose not to renew its racial equity center, instead shifting its language to emphasize “belonging“. Similarly, Target ended its three-year DEI goals and will no longer participate in diversity-focused surveys, including HRC’s Corporate Quality Index. McDonald’s announced restructuring its DEI efforts, transitioning its diversity team into a broader Global Inclusion Team, and will conclude its Supply Chain’s Mutual Commitment to DEI pledge.
However, some businesses are standing firm. Costco shareholders turned down a proposal to evaluate their current DEI practices. Cosmetics brand e.l.f. also has a similar stance and reaffirmed its commitment, maintaining its policies despite broader industry pullbacks.
What does it mean for your business?
Should you roll back your DEI programs? While recent executive orders may create pressure to scale back, it would be best to evaluate your policies before making any drastic changes.
Workplace fairness should always be a priority whether you have formal DEI initiatives or not. If you manage an hourly team, here are some ways to practice fairness and equality across your organization.
Hire without bias. If your hiring process includes explicit demographic quotas, it may be legally risky under the new executive orders. Instead, focus on qualifications, skills, and experience rather than factors like race, age, or gender. Use structured hiring practices that prioritize job-related qualifications. Workforce.com’s HR platform allows hiring teams to set preliminary screening questions on job listings, helping filter candidates based on essential qualifications, not personal demographics.
Distribute work hours fairly. Shift assignments should be fair and consistent to avoid unintentional favoritism. Use a scheduling system that allows you to distribute work hours and overtime evenly among team members. Workforce.com’s scheduling software enables managers to allocate work hours based on demand, availability, maximum hours allowed, and other compliance requirements.
Audit your current policies. While there’s still no definitive list of practices or policies deemed “illegal” under the executive orders, it’s wise to assess your current policies for anything that could be interpreted as preferential treatment. Review existing DEI programs to ensure they focus on merit, skills, and equal opportunity rather than demographic-based preferences. In addition, if your company receives federal grants or is a federal contractor, ensure that your policies align with the latest executive directives to avoid compliance risks.
Do businesses need to abandon DEI practices? Not necessarily, but they have to do it smarter. Focus on fairness, merit, and equal opportunity so that policies can remain compliant, maintain an inclusive work environment, and stay pace with evolving federal regulations.
85% of employees report experiencing workplace conflict.
Conflict at work results in personal attacks, frequent absences, and even health issues when not handled properly.
Conflict resolution takes up valuable time. Have processes and automation in place to handle HR admin work while dealing with workplace issues.
Workplace conflicts are inevitable to some degree, but mishandling them can lead to more significant problems. Whether it’s personality clashes, differences in work styles, or disagreements over responsibilities, managing these conflicts effectively is crucial for maintaining a healthy company culture and productive work environment.
According to a study by CPP Inc., 85% of employees experience some kind of conflict. When managed right, conflicts can result in a better understanding and working relationship among the employees, fostering a more positive work environment. But when not handled properly, conflict can transform into bigger problems such as personal attacks, frequent absences, and, yes, even health issues.
Unfortunately, many managers and HR professionals make common mistakes when dealing with employee disputes, often exacerbating the situation rather than resolving it. In this article, we will explore some of the most frequent pitfalls in employee conflict management and provide practical strategies for avoiding them.
Mistake 1: Sweeping things under the rug
A study by CIPD found that approximately 31% of employees who experienced conflict felt that their concerns were not taken seriously by the person they reported to, and 48% believed that the interests of the other party were given priority over their own.
Conflicts are typical in the workplace, but like most problems, they’re never really out of sight or out of mind. If anything, unaddressed conflicts can escalate to bigger issues, such as people leaving jobs, reduced productivity, or a full-blown outburst that can compromise safety and operations. So, the best thing is to tackle conflicts head-on.
How to avoid:
Unfortunately, managers and team leaders may tend to avoid conflict simply because they don’t know how to deal with it properly. The good news is conflict resolution skills can be developed. Equip your frontline managers with the right tools and training to help them navigate different communication styles and improve their problem-solving skills.
According to the same study from CPP, Inc., 60% of employees didn’t receive basic training on conflict management and resolution. The others who did, on the other hand, said that the training equipped them to manage workplace conflict and reach positive outcomes or solutions.
Train your managers to identify different types of conflict effectively. More often than not, the root of the problem is something deeper and something that’s not always apparent on the surface. Is the issue rooted around a task, or is the problem more relational? If it’s the latter, conflict typically stems from differences in values and emotions. Emotional intelligence comes in handy in such cases. Train managers to improve or develop how they read emotions, empathize with others, and manage feelings. Active listening and knowing to use neutral language are also vital for managers and HR professionals.
Administrative tools are equally important as conflict management training, enabling managers to spend more time on the frontlines spotting issues and resolving conflict. Software like Workforce.com streamlines and automates HR processes, scheduling, timesheets, and payroll. When frontline managers finish admin tasks quickly, they get more time on the floor with staff, leading to better conflict management.
Aside from the functionality mentioned above, Workforce.com also has a shift feedback feature that allows employees to rate their shifts. They can also say what was effective and what needs improvement. Using this information, managers and supervisors can help spot potential conflict or have a clearer perspective of what’s causing tension or challenges.
Mistake 2: Not communicating the outcome of the investigation
It’s great when employees are given the chance and platform to air their grievances, but that’s just the start. Employers often miss the other important part of conflict management, which is letting all parties involved know the outcome of the investigation and what next steps to take.
Some team leaders may treat post-conflict procedures as an out-of-sight, out-of-mind matter—this definitely won’t work. Just because time has passed after the initial conflict doesn’t mean that everything should go back to normal. If anything, leaving team members hanging would further fester ill feelings, cause disengagement among staff, and even increase attrition.
How to avoid:
Establish a process for conflict resolution and stick with it. Designating clear ground rules sets the tone and direction. The clearer the steps, the higher the chances of issues being resolved. It’s also easier to track the case’s progress and determine roadblocks to conflict resolution.
Every organization’s conflict resolution process differs, but here’s a brief framework to help you create yours.
Determine the source of conflict – Gather information. You can begin by getting statements from all involved parties but don’t take anything at face value. Ask the right questions to probe further and determine the root cause of the issue. Watch out for possible indicators to better understand the reason. For instance, is the issue really about a co-worker, or could it be because of another underlying issue rooted in your operations? In addition, you can look at supporting data from your systems if needed, such as performance evaluation or time and attendance data.
Define possible solutions – Ask the people involved how they would want to see the issue resolved. Doing so will give you insight into their point of view and what they value most, and that’s key to coming up with the best possible solution that everyone can agree on.
Communicate the solution – Once you develop a solution, communicate it — whatever it is. Make sure to explain how the resolution benefits all parties involved and the organization as a whole. The key here is not always to create a perfect situation for everyone but a space where both sides can move forward, agree, and collaborate.
Document the process and agreement – Make sure to document the agreement and ask them for steps they would take to avoid the same issue or conflict moving forward. Note that preventive measures ideally must come from all parties involved, including the organization, if need be. If it would result in change in company policies, ensure that it is appropriately communicated to everyone else and reflected in your employee handbook.
When conflicts arise, staff must see accountability from the parties involved. It’s not about revenge or getting back at the other but about being heard and seeing the company’s rules correctly implemented.
Furthermore, seeing conflicts resolved and given the proper attention would encourage staff to speak up and provide feedback. Having that culture would be beneficial in terms of improving your operations and employee engagement.
Mistake 3: Having a reactive approach to managing conflict
In an ideal world, there would be no conflict in the workplace. But we’re not in an ideal world. Conflict will always eventually arise. However, most organizations tend to fall into the trap of taking a reactive approach to conflict or not taking an approach at all. And this is where things can get messy.
Typically, most organizations’ policies tend to be reactive, which means they only take action once conflict presents itself. While conflict cannot be completely avoided because people are…well… people, having a more active approach to dealing with issues is still key.
How to avoid:
Create a work environment that’s less prone to conflict. What does that look like exactly?
First, you must equip your organization with tools that allow work to be clear. Sure, the job may have nuances, but it’s best to have a system for clearly black-and-white areas. Take, for instance, software like Workforce.com. It helps reduce or avoid disputes around time and attendance, scheduling, PTOs, and payroll because it’s automated. Should there be any concerns, they are easy to clarify or correct since there is only one source of data.
Furthermore, you need to create a feedback system that helps spot conflicts and prevent them from blowing up. Aside from regularly scheduled check-ins and performance reviews, it also helps to incorporate a more spontaneous feedback process. Workforce.com’s shift rating and feedback can help. Asking people to rate their shifts can be crucial to identifying conflict early on.
For instance, if consistent feedback or comments about how a certain piece of equipment delays closing time occurs, you can address it before it causes any further tension among staff. Another example would be if you’re getting reports about staff not endorsing properly for the next shift; you can also address it more ahead of time.
Typically, conflict starts with small things or minor grievances. By creating a working environment where you can identify those triggers, you can manage conflict before it becomes big enough to disrupt your operations.
Tips to improve your conflict resolution strategy:
Have an open-door policy
Conflict needs to be brought to light before it can be solved. But how would that happen if employees don’t feel safe speaking up?
Staff may refuse to talk about conflict or concerns bothering them because they fear retaliation. In some instances, they don’t know where to begin. Having an open-door policy promotes open communication and a safe space for your employees to come up and talk to you if they’re facing any issues.
When you implement such a system, ensure staff are aware of it. Reiterate that they can access their superiors if they need to raise concerns. Ensure, as well, that whatever’s discussed will be confidential or only be disclosed to others to the extent necessary to resolve issues.
Practice active listening
In conflict management, facilitators must know how to listen, not just to respond but to understand.
Active listening is vital to gathering information for conflict resolution. It takes into account everything being communicated, including nonverbal cues. When you listen actively, you become more conscious not just of the facts being stated but also of the person’s tone and emotions.
Furthermore, it also pays to ask questions to validate information and recap what was discussed.
Understand different conflict management styles
People tend to approach conflict in different ways. Here’s a general overview of these styles and why people resort to them.
Accommodating – This approach means setting aside one’s needs to give way to the other party’s needs and concerns. People tend to lean toward this approach when they want to keep the peace or if they realize they’re at fault and just want to move forward.
Avoiding – As the word suggests, it means to steer clear of conflict. Some people approach conflict this way when they think the issue is trivial or not worth fighting over. Meanwhile, others avoid facing the problem because they need more time or space to think about it.
Compromising – This approach aims to reach a common ground between two conflicting parties. Note that this approach aims to reach a solution that both parties can be okay with but not necessarily fully satisfied with. While it is not the most ideal, reaching a compromise can cause things to move forward, especially when there’s a deadline.
Collaborating – Unlike compromising, collaborating is about reaching a win-win situation for both parties. This approach aims to reach a resolution that both parties can be happy with.
Competing – Unlike accommodating, competing means standing one’s ground and not budging until the issue is resolved how they see fit. This approach is common among people who think that a rule or law was violated or if they believe that they are in the right.
Understanding conflict resolution approaches is not just about finding the best way to tackle issues as a manager. It’s also a way to gain deeper insight into why employees approach a situation differently. For instance, if you learned of an issue concerning an employee, yet they chose not to report to you, you would want to probe if it’s just a non-issue for them or if they fear resentment.
Use a system that keeps employee and workforce data accurate
Conflict can stem from workplace disputes around time and attendance, schedules, payroll, PTOs, and other employee information. That’s why it’s best to use a system that records all of this information, giving you a paper trail to refer back on.
Information and data from a single source can help thwart conflicts or clarify things more easily.
Don’t fall behind while resolving conflict
Conflict resolution is a stressful and time-consuming responsibility for HR practitioners, especially in smaller companies. Resolving issues eats up valuable time, which is often spent on administrative tasks. To prepare for inevitable workplace conflicts, equip yourself with software that handles the admin work for you so you don’t fall behind.
Discover how Workforce.com can streamline PTO requests, payroll processing, timesheet approvals, applicant tracking, and more so that you can handle strategic HR better.
Cristian Grossman may be a newly minted author with the recent release of his first book, “The Rise of the Frontline Worker: How to Turn Your Frontline Workforce Into Your Biggest Competitive Advantage.”
But the co-founder and CEO ofBeekeeper, a mobile collaboration platform, also has toiled as a frontline worker. A former waiter, factory worker and chemical engineer, Grossmann meshes his time in the trenches with his entrepreneurial savvy to argue that technology is imperative to making frontline workers more effective employees.
From health care to manufacturing to retail employees, Grossmann deftly addresses the importance of frontline workers. Since the pandemic began, millions of North America’s frontline workers found themselves in the spotlight for the first time, with appreciation initiatives in almost every city. Despite the recognition, Grossmann argues that the reality is many frontline workers don’t have the support and tools they need to do their jobs.
Workforce caught up with Grossmann for an in-depth Q&A in the days leading up to his company’s “Frontline Future” virtual conference on May 6.
Workforce: Define a frontline worker.
Cristian Grossmann: Frontline workers are employees who do not sit at desks or work at computers. Their jobs are most often mobile, like sales associates, first responders, construction workers and restaurant servers. As their name implies, they are on the frontlines of their company, either in a customer-facing role or a hands-on role, like a production worker in a manufacturing facility.
What many people don’t realize is that frontline workers actually make up the vast majority of the world’s workforce. In the United States alone there are approximately50 million frontline workers. Worldwide there are about2.7 billion frontline workers, which is 80 percent of the world’s workforce.
Workforce: So, the book title — “The Rise of the Frontline Worker” — are you saying these employees have been overlooked and now employers are coming to understand how valuable they are?
Cristian Grossmann, author of “The Rise of the Frontline Worker”
Grossmann: Early into the pandemic, frontline workers were thrust into the public spotlight. Beneath their masks, they put on a brave face and continued providing the services that society needs to sustain itself and its people. Now, frontline workers are appropriately recognized as essential workers, because they are vital to our economy. In fact, according to the Department of Homeland Security, essential workers are now officially recognized as part of our critical infrastructure operations.
When office employees transitioned to remote work, many frontline teams continued to work onsite throughout the duration of the pandemic. Without these essential workers, many companies and industries would not have been able to operate. Hospitals are filled with frontline workers, as are grocery stores, manufacturing facilities and delivery services. These are the workers that society relies on most and the pandemic highlighted just how important they are.
When it comes to workplace technology, frontline workers have been underserved for a long time. Companies typically spend most of their IT budget on desk workers while frontline employees often rely on outdated, inefficient communication channels. Paycheck stuffers, break room bulletin boards and word of mouth are just a few examples of outdated communication channels many companies still use to reach their frontline employees.
Now, with the rise of the frontline worker in the public spotlight and advances in mobile collaboration technology, business leaders are stepping up and investing more into productivity and collaboration technology that will reach and connect their frontline teams.
Workforce: It seems like an overarching theme is, by enhancing frontline workers’ access to technology, employers can gain a competitive advantage. Is that accurate?
Grossmann: I believe that digitally empowering frontline employees will be one of the single most important competitive advantages for businesses in the new post-pandemic normal. A high-performing workforce can only be cultivated when every worker is included and digitally enabled. If a company is only connecting with a small portion of their workforce and not including their frontline teams, they’re missing out on a huge opportunity to improve the safety, agility and overall productivity of their business.
Access to cutting-edge workplace technology creates a frontline workforce that is more productive, collaborative and ultimately happier. A connected workforce experiences fewer on-the-job accidents, sees higher retention rates, and is more innovative. All of these factors ultimately improve the customer experience and the bottom line of the business.
Let’s consider the hotel industry. Almost every guest interaction customers have occurs with frontline workers — they are the de facto brand ambassadors of the business. The happier these employees are and the more empowered they are to do their jobs with the right collaboration tools and access to information, the better guest experience they will create.
When companies digitize their frontline workers they are boosting productivity, safety and agility of their workforce, which fuels their competitive advantage.
Workforce: How can digitalization bring out the best in frontline workers?
Grossmann: When companies invest in their employees, it helps build a more engaged, committed workforce and lays the groundwork for a more collaborative, productive company culture.
This cultural transformation brought about through digitalization happens for a few reasons. First, simply connecting with workers and getting their input and feedback not only dramatically improves morale, but it also makes their jobs easier. The average frontline worker spends three hours each week just searching for information they need to do their jobs.
With a mobile collaboration and productivity tool, they have all the information they need at their fingertips. It streamlines operations by making their day-to-day tasks and work lives easier. They become more productive and more engaged. According toGallup, a connected workforce leads to a 17 percent boost in productivity, 21 percent profitability increase and a 40 percent decrease in turnover.
And on a human level, just connecting workers to the company and to each other, creating space for team members to build social connections at work goes a long way in driving engagement and boosting morale.
Workforce: Talk about the technology divide that you’ve seen between desk-based workers and frontline workers.
Grossmann: Historically, companies have invested most of their technology budget in desk-based workers while not really knowing how to connect with the frontline. It’s created a digital divide within the workplace. While desk workers have access to IT systems, email, telephones and much more, frontline workers lack the digital identity that desk-based workers are used to. It favors one group by giving them a voice while frontline workers are left without a way to contribute and connect.
Companies often resort to adapting an existing platform in their tech stack designed for desk-based workers for their frontline teams. But frontline workers have their own set of unique needs that often require different technology solutions.
Workforce: Many organizations with hourly employees still use manual, paper-based processes like scheduling and onboarding. Why should they digitize?
Grossmann: COVID-19 has accelerated the need for unified productivity and collaboration tools and the process of digitization that comes with them. If there was ever a moment to invest in frontline worker enablement, this is it. Companies are realizing just how much more efficient they are when they digitalize workflows and empower their teams with mobile technology.
First, paper-based processes are inefficient and are more likely to lead to miscommunication, which costs small companies about$460,000 a year. What’s more, completing this paperwork is repetitive and time consuming for staff. Automating routine tasks can free up employees’ time to spend on value-add tasks.
For example, if HR used a digital platform to automate the onboarding process and digitize employee paperwork, they could then spend more time on high level initiatives like recruitment and retention. This is also true of shift management. With a digital tool,creating schedules and communicating changes with employees is streamlined through one hub.
Grossmann: At Beekeeper, we have actually seen HR departments initiate the digital transformation journey in their own organizations. However, no matter who gets the ball rolling, it’s critical that top leadership supports and invests in digital transformation to set the tone for the project. If the CEO is passionate about progress, then frontline workers will follow their lead and support it, too.
From automating the onboarding process to digitizing payroll, HR teams can dramatically benefit from productivity tools, too. We have one customer, a casino with over 600 workers, that saved nearly $100,000 by digitizing paper-based processes, including HR forms that once had to be filled out manually.
Workforce: So, I am a manager. We’ve just digitized our employee communications through a smartphone app. And I see my employee on the floor checking their phone instead of restocking the yogurt and sour cream. How should I react?
Grossmann: I realize that letting employees use their phones at work can be a sensitive subject. Objections such as: they’re too distracting; they negatively affect productivity; they just simply “don’t belong” at work. I get it. It can be tempting to throw your hands up and banish the use of cell phones at work once and for all.
But the truth is that a “no tolerance” take on cell phone policies may not be the best solution, except for highly sterile procedures or risky production processes. In the modern day workplace, cell phones are a needed resource to facilitate internal collaboration, especially for employees who don’t have computer access or a company email account and allow them to better serve customers
I believe that the benefits of allowing employees to use phones at work greatly outweigh the risks if implemented properly. The key to successfully allowing cell phones in the workplace lies in creating a clear BYOD policy and making sure everyone understands what’s expected of them. Proactively addressing the key concerns is the first step to creating a solution that fits your company’s needs. Don’t let fear of change cause your organization to miss out on all the advantages of mobile communication in the workplace.
Workforce: You make a really interesting point about employees taking communications into their own hands by using commercial products like WhatsApp or Facebook Messenger for workplace communications. Why is that wrong?
Grossmann: Aside from security concerns, another problem with using WhatsApp for workplace communication is that it can sometimes create more confusion and chaos for workers. Juggling multiple group chats, no user management, and unprofessional user names make managing business communication through WhatsApp very difficult.
All this confusion ultimately leads to unclear, disjointed and disconnected workplace communication. In the end, WhatsApp can hurt productivity more than it helps. If managers are spending 15 minutes of each shift trying to figure out which group chat the closing checklist was sent to, then it pretty much defeats the purpose.
Don’t get me wrong. WhatsApp is fine for social communication. But when it comes to business, workers need a robust, collaborative platform with features and capabilities (like integrations) that streamline workflows and communication and enable them to be more productive.
I like to compare social media apps to the Wild West: they’re unregulated, out of control, and carry potential security consequences for a business. Companies have no control over consumer-grade communication apps.
Workforce: Communicating with your employees through an app is all well and good. But with an hourly workforce, aren’t you treading on potential wage and hour or overtime violations if they are “on” 24/7?
Having access to employees around the clock does not mean they should be accessible and available to the company 24/7. With Beekeeper, employees can set the app to the “Do Not Disturb” mode that can also be linked to their shifts automatically and mute push notifications outside of work hours. This respects the free time of off-duty frontline workers and also reduces a company’s legal risks around wage and hour labor laws that can arise when contacting employees when they’re not working.
Fair play rules are also essential when it comes to integrating workplace technology. Employees must understand that they may only use employer-provided communication technology, such as an app, during work hours.
Workforce: While we’re on that subject, talk about avoiding potential compliance violations when you digitalize employee communications.
Grossmann: On top of labor laws and data security, each industry has regulatory agencies who have specific standards and rules for companies. For example, manufacturing and construction must comply with OSHA. Health departments and the FDA have rigorous laws that govern the restaurant industry. It’s a lot for companies to keep track of and a workplace platform can help make sure theystay compliant on all levels.
Another topic that must be considered when discussing employee communications compliance is privacy and how data is treated. GDPR, CCPA, and other regulations have clear guidelines on how personal data of employees must be handled. It’s crucial to have the proper certified systems in place to address this.
Workforce: You are the CEO of Beekeeper, but you’ve also spent considerable time as a frontline worker. Talk about your experiences, and how that helps you shape your company’s mission and goals.
Grossmann: Before I got into technology, I was actually a frontline worker myself. I was a factory worker, a waiter, and a chemical engineer. I started very early on learning how frontline industries work as one of my grandfathers worked in a copper factory and the other one in a paint production factory. Also, my father worked with a team of electricians and blacksmiths to produce and automate garage doors in Mexico City. I was fortunate to spend a lot of time with them learning how those businesses worked, and especially how crucial it was to have clear and simple systems in place — at that time many of their processes were all paper based! I draw on that perspective and experience to inform the ways we have been and continue to evolve and improve Beekeeper to support more frontline workers.
We serve some of the largest frontline-powered companies in the world and I also rely on what our customers want and need in a mobile productivity platform. We’re honored that companies rely on Beekeeper to support and connect their frontline workers.
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On April 27, the White House announced that effective Jan. 30, 2022, all federal contractors will be required to incorporate a $15 minimum wage in new contract solicitations, and by March 30, 2022, all federal agencies will need to implement the minimum wage into new contracts and into existing contracts with annual options to renew.
The Executive Order that implements these changes will also tie this new minimum wage to inflation and adjust accordingly annually, eliminate the tipped minimum wage for federal contractors by 2024, and extends the required $15 minimum wage to federal contract workers with disabilities.
“But Jon,” you ask, “I’m not a federal contractor; why should I care?”
You should care because this Executive Order will move the minimum wage needle. Other companies will have to begin voluntarily offering a $15 minimum wage to compete in the job market for new hires. As a result, eventually and over time a $15 minimum wage will spread to all employers nationwide. If Congress won’t act on this issue, President Biden will force employers to act on their own.
The workforce management solutions industry is one that is constantly innovating and evolving, bringing with it both challenges and opportunities. Workforce.com is adding to its experienced, talented leadership team to capitalize on the changing needs of the global market.
The latest addition to Workforce.com’s leadership is actually a company veteran who is leaving Australia behind to take on a new challenge in Europe.
Rod Schneider was recently named general manager of Workforce.com’s office in the United Kingdom. Now based in London, Schneider, who previously was head of partnerships for Workforce.com in Australia, will oversee the company’s operations throughout Europe. With offices in France and Croatia, Schneider said he is looking forward to building relationships across the continent.
“Taking on a whole different market is very, very exciting. Some may think that it’s an odd time to make this move, but if you think about the lockdown nearing an end, it’s really forward looking. Building our external engagement is going to be a big part of what we’re trying to achieve to become more broadly known and have that broader impact here,” Schneider said.
“His success across the board in Australia, aligning with our global mission, means that Rod is fully committed and his passion and talent is just what we need in the UK as companies emerge from the pandemic,” said Tasmin Trezise, president of Workforce.com.
Schneider, who joined Workforce.com in 2016 following a career as a financial adviser, said he is eager to help companies across Europe rebuild their post-pandemic business. He will be meeting with current customers and develop new business as well. “You have good businesses that are looking to bring back their former staff, but in some cases those staff have found other jobs,” he said. “That presents a real challenge to organisations as they rebuild their businesses.”
With a keen focus on customer relationship management and an increasingly broad workforce management product portfolio that continues to expand, Schneider will work closely with the rest of the Workforce.com leadership team to prepare the organisation for the opportunities that lie ahead throughout Europe.
Workforce.com is perfectly positioned to help companies effectively restart their business, he said. “A paper roster is not going to cut it anymore. Workforce will help organisations make sure they are rostering their teams as efficiently as possible,” Schneider said. “It’s exciting to help people get their businesses back up and running.”
A native of Toowoomba, Australia, Schneider has a master’s degree in business from the University of South Queensland. He currently lives in London with his wife.
For the past year, an astounding 44 percent of employees have been working remotely full time, and two-thirds of employees have done remote work at least one day per week. With vaccination rates on the rise and offering a light at the end of the pandemic tunnel, employers are starting to plan for bringing employees back to the physical workplace.
These decisions involve a lot of key questions an employer needs to answer in planning for where employees will work in a post-vaccine, post-pandemic world.
Here are four questions to think about.
1. How have employees performed during the pandemic while working remotely?
Has an employee been less productive, as productive, or more productive? Have they stayed connected and in communication? Can you trust them to continue to work remotely, or do they need closer monitoring? Have you gotten more productivity out of employees during the pandemic because of the resulting blurring of work time and personal time (i.e., if one’s home is now the workplace, do they ever really disconnect from working)?
2. What is an employee’s preference?
Do they want to continue working remotely, would they prefer to return to a physical office or workspace or do they want some type of flexible or hybrid arrangement? Do they have long commutes that eat into their available working time, and will remote work create greater productivity as a result?
3. Does remote work makes sense for your business moving forward?
How interactive do your employees need to be in performing their jobs? Is their work highly collaborative, and being with people, in person, will assist in getting the job done quicker and at a higher quality? Or does your business involve production processes that cannot be done or effectively managed remotely? Or can employee “get it done” just as well without being face-to-actual-face with others?
4. What about high-risk employees and working parents?
COVID-19 more disproportionately severely impacts older people and people with certain underlying health conditions. And, working parents who lost child care during the pandemic had other reasons to remain at home. Thus, separate from stay-at-home order and social distancing rules that have kept everyone home, these employees have a greater reason to have worked remotely and remain remote. As individuals are vaccinated and schools and childcare reopen, these concerns should melt away, but employers still need to be mindful of not discriminating on account of age, disability, and parental/caregiver status as they bring employees back to work and reintegrate them into the workplace.
COVID-19 has changed how most businesses think about work from home. That genie is likely never going back in the bottle. Each business will have to answer all of the above questions in deciding what work from home looks like for them and their employees as we move into a post-pandemic world and workplace.
Earlier this week, the House passed an extension of the FFCRA as part of its $1.9 trillion COVID-19 stimulus bill. (I’ll cover its details in a future post, but if you’re curious now, head over to Jeff Nowak’s FMLA Insights.)
One of the new measures in this proposed extension is the inclusion of leave taken by an employee to obtain a COVID-19 vaccine or recover from any injury, disability, illness or condition related to the vaccine.
Bravo! But here’s the thing. Until this passes and becomes law, and even if it doesn’t become law, employers should be paying employees for time off related to the COVID vaccine. At least for now, vaccine appointments are scarce and employees who are eligible to get vaccinated must take appointments when they can get them. Many will need to get their vaccines during the workday. Moreover, post-vaccination, some employees will have a reaction serious enough to keep them house-bound for a day or so.
The way through the end of this pandemic and returning our lives to normal is by getting enough shots in arms as quickly as possible. As employers, want to encourage our employees to get vaccinated.
We don’t want employees to feel like they have to choose between obtaining a vaccine and obtaining a paycheck. Some will choose poorly. By paying employees for time off from work related to COVID-19 vaccinations, we are making the decision that these vaccines are a priority, and that we are not standing in our employees’ way from obtaining them as soon as possible.
Employee retention is a continually evolving metric for businesses and HR departments worldwide, set as a central guiding principle for maximizing profitability while simultaneously decreasing the expensive means of employee turnover and new hire training.
You could even argue that employee retention statistics are among the top markers any business could use to project its growth and overall health. So why is employee turnover such a big problem for companies?
Employers don’t always set proper expectations
One of the most common problems employers run into with high employee turnover is the simple fact that they don’t set appropriate expectations for their hourly employees. While many have focused conversations about the expected number of hours worked, uniform policies and job duties, unanswered questions left on the table can be the dividing factor between employees going or staying for the long haul.
Setting the precedent of days worked is a significant factor for many individuals, as most have outside priorities that can tie them down and change their availability. Effective communication is the lifeblood of any organization.
Having conversations about upcoming work events, potential scheduling conflicts, and holiday expectations is a simple way to ensure streamlined problem solving and proactive decision making. While unexpected situations are inevitable, stressors will always exist where systems do not.
Placing greater emphasis on employee expectations and companywide strategies can facilitate greater teamwork and minimize stress for all parties involved.
Build trust to improve productivity
Assumptions can crush employee morale, workplace productivity, and trust. When employers can set clear expectations, they can eliminate many of the common false beliefs created due to starting a new position at a new company. Leaders must be on high alert to ensure this has no place in their new hire’s thought process.
Prioritizing continuous and straightforward conversations with employees will cost you nothing on the front end and save you much more on the back end. Employee feedback is crucial for success, but if leaders and managers aren’t asking for that feedback, they may never get it.
The first step of giving feedback is asking for feedback, as this opens up the door for effective communication and will build trust with your employees. Plus, employees who can provide their input will feel a part of the company’s decision-making process and perceive it as an individual investment in the company’s future.
When leaders don’t ask the questions to get the answers they’re looking for, trouble starts to brew and may not show its ugly head for days, weeks, or even months down the road when an employee begins to act out of the norm.
Flexible leadership
The last piece of the puzzle involves company leadership, as this is a continually evolving role with its fair share of highs and lows. Being a flexible leader is crucial for maintaining integrity and high employee retention outcomes, as it facilitates high-level thinking and empathy towards your employees.
No one could have foreseen the unpredictability and chaos that 2020 has placed us in, so having a flexible approach to scheduling hours may be the deciding factor for workers who have children at home to take care of or another job to get to. Simple things like allowing someone to be flexible with their structured hours to enable them to pick their children up from the babysitter may be the reason why they decide to stay around for the long term.
Hours can always get made up, but personal responsibilities will always weigh heavier than a previously desired set number of hours to work.
Retaining employees versus hiring new ones
As with nearly everything in life, it will always be your responsibility as a leader to implement these strategies. Knowledge is useless without application. Keeping your existing employees happy through consistent communication is the fastest way to company growth and prosperity.
Technology can also be a great way to streamline scheduling changes and unexpected work events, as workforce management applications can make a big difference in eliminating unnecessary costs and time. Implementing these steps will lead you down a prosperous path of success and a fruitful career in leadership.
He just had a way of breaking down language into its most simple parts. Whether it was The 7 Dirty Words or The 10 Commandments, Carlin was just brilliant with language. For example, he dismantled each of the 10 Commandments into just two:
First:
Thou shalt always be honest and faithful, especially to the provider of thy nookie.
And second:
Thou shalt try real hard not to kill anyone, unless, of course, they pray to a different invisible man than the one you pray to.
I thought of this yesterday after stumbling upon a tweetstorm authored by Kate Bischoff reacting to the New York Times article suggesting that Jeffrey Toobin’s long and esteemed career justifies that he should get his job back despite his Zoom full monty faux pas.
After asking, “Is this even open to debate,” I settled on my one work rule to rule them all. Here it is:
Don’t be the asshole!
Don’t believe me?
Don’t cheat or steal = Don’t be the asshole.
Don’t sexually harass = Don’t be the asshole.
Don’t refuse to wear a mask or follow other safety rules = Don’t be the asshole.
Don’t no-call/no-show = Don’t be the asshole.
Don’t fight = Don’t be the asshole.
Don’t be insubordinate = Don’t be the asshole.
Don’t whip it out at work, or a Zoom call = Don’t be the asshole.
Don’t use the n-word = Don’t be the asshole.
If you don’t want to lose your job for something you do or say, don’t be the asshole. Employees, it’s really that simple.
Challenges related to the COVID-19 pandemic have affected most people in the workforce in one way or another.
Working parents have not only coped with their own retooled job responsibilities as many of them adjust to working from home, but in many cases they have also added daycare worker and classroom instructor to their resumes.
New research from Microsoft Corp. revealed that 54 percent of parents reported that it’s been difficult balancing household and professional demands while working from home. And according to a recent WalletHub study, 54 percent of parents with young children at home don’t think they are being more productive at home than they are in the office.
VF Corp., a Denver-based publicly traded global company of 50,000 employees, realized the plight facing many of their workers as summer was ending and as parents faced the specter of another school year of distance learning for their children. Leadership of the apparel and footwear company, whose brands include The North Face, Vans and Dickies, quickly prioritized providing educational resources to alleviate the extra pressure and stress that working parents whose children would be learning remotely may be experiencing. The pandemic created significant uncertainty and posed new challenges for everyone, said Anita Graham, executive vice president, chief human resources officer and public affairs at VF Corp.
“Through conversations with associates and responses to our employee surveys, we knew that many of our associates were struggling with balancing work and the responsibilities of caring for their families,” she said.
Technology partnerships ease remote learning
One program, Laptops for Learning, provided more than 500 reconditioned laptops at no cost to eligible U.S.-based employees at VF Corp.’s distribution centers, retail stores and customer service centers, providing children with the technology necessary to participate in distance learning. The organization also implemented Rethink, a resource for parents with special needs children, Graham said. Another initiative, Guidance Now, provides employees with access to tutoring support and free access to SitterCityto help identify baby-sitting resources that could serve as a substitute for traditional child care.
“We believe that a good education is a critical and significant stressor for parents, and we wanted to help alleviate the added stress,” she said. “Virtual learning has posed challenges that working parents haven’t previously encountered. How do associates keep their children engaged in virtual school while also doing their own work? How do they afford reliable technology needed for virtual learning? The laptop program emerged from this need.”
A boost for those needing elder care
VF Corp. also amped up its communications so that employees were aware of resources such as telehealth and the benefits available through a partnership with Bright Horizons, which provides backup child care as well as elder-care support.
“The coronavirus pandemic has been particularly impactful on older communities,” Graham said. “Adult children have had to take on more responsibilities for their elder parents, from running errands to providing full-time care. Our partnership with Bright Horizons has provided help to those employees who are providing elder care.”
Through the partnership, employees can take an online needs assessment, find information on selecting elder care resources, and utilize a search tool for finding and evaluating care providers, Graham said.
Moving to flex schedules and remote work
The pandemic has tested organizations’ agility to adjust to new ways of living and working. VF Corp. recognized early in the pandemic that it would need to introduce new programs and resources to keep morale up and employees engaged. Placing emotional and physical well-being at the forefront, they partnered with employee assistance program provider ComPsych to offer emotional well-being webinars to equip employees with the tools to keep themselves mentally healthy.
They also implemented new schedules and training programs to help employees put themselves first. Understanding that working from home poses child- and elder-care challenges, VFCorp. encouraged employees to rethink the traditional workday and create a flexible schedule that works best for them and their families.
“The flexible scheduling program is an initiative we introduced at the start of the pandemic as a result of the stressors we were hearing from employees,” Graham said. “An employee can work with their manager to develop a schedule that allows them to take afternoons off to take care of children before resuming work in the evening.”
Considering that within the United States 70 percent of VF Corp. employees are hourly, 17 percent are salaried and 13 percent are contingent workers, Graham said they are sympathetic to accommodate employee needs while maintaining organizational operations.
“We have a wealth of initiatives and programs available to all our employees, no matter their role, location or level,” she said. “However, we do recognize that there are different needs across the enterprise, so we have developed unique programs for employees in retail stores and distribution centers.”
Remote work into the future
Rather than declare an “at least until” date, VF Corp. intends to remain flexible as a permanent approach and launched a future of work workstream called “Workplace Next” to define their vision for how they work in the future. The outcomes will be shared with employees in early 2021, Graham said.
Placing the needs of employees at the forefront of their actions is crucial to VF Corp. successfully navigating the pandemic, she said. It’s important to listen and it’s OK to over-communicate, she added.
“By listening to our people and taking action, we have been able to successfully keep morale high and our employees engaged and ultimately meet our consumers’ needs, and we’ll continue to listen to them to understand how we can help support them moving forward as our world continues to change.”
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“The coronavirus pandemic has been particularly impactful on older communities,” Graham said. “Adult children have had to take on more responsibilities for their elder parents, from running errands to providing full-time care. Our partnership with Bright Horizons has provided help to those employees who are providing elder care.”