Over the last several decades, new technologies in the workplace have been introduced to make our lives easier, make processes faster and make work more efficient. However, with all of these “improvements” we now interact more with technology than we do with people. How can employees make and keep personal connections with co-workers, and how can managers build engagement and team environments without technology getting in the way?

I just read an interesting article about how easily remote workers have jumped from job to job since the pandemic. These workers never met any of their colleagues or developed any personal connections, so found it easy to jump ship when a new opportunity came along. Certainly the pandemic lock downs and remote work have made many workers feel isolated, but this phenomenon of workplace loneliness has been growing for many years.

Back in the day (what some may say were the dark ages), employees spoke with their customers and co-workers in person or on the phone. The polite protocol to begin these conversations was to ask how someone was, or how their day was going. It would have been rude to just burst into your request or sales pitch. However, with the advent of email and text communication, that “polite chit chat” has gotten severely truncated, if not entirely deleted. Emails and texts do allow for us to answer queries when we have the time (not right away when the person calls), but we lose the face-to-face (or at least ear-to-ear) connection that in-person or phone calls provided.

Company meetings used to be in-person in on-site conference rooms, sometimes with doughnuts and coffee or other snacks brought in. The first few minutes of the meetings were spent filling your coffee cup and catching up on personal updates, like your weekend activities, etc. Now more and more companies are using video conferencing platforms for appointments and meetings. You would think there would still be a personal connection because you can still see each person as well as talk with them. However, the reality is that (as mentioned in last week’s blog) there is an inherent stress and nakedness to being on-screen and having all participants seemingly looking directly at you during the whole meeting. There are also often technical difficulties with these platforms. Someone’s low bandwidth may require they turn off their camera, or the audio gets choppy and everyone struggles to hear, etc. These technical distractions limit the camaraderie of the meeting and make participants feel distant.

So what can workers and managers do to combat the loneliness and isolation that technology has brought into our lives?

Upgrade Your Bandwidth - One of the first things companies should do is upgrade their internet connections to make sure they have sufficient bandwidth/service to support the technologies they are using. Employees should not have to battle slow program response times or disconnections when logging into virtual systems – not to mention video lag and garbled audio in meetings – whether they are on-site or remote.

Stay in Constant Contact - Next, make sure that managers are in daily communication with their reports. This is in addition to scheduled meetings. Managers should give remote workers regular quick personal calls to see how they are doing, what challenges they are facing, and what support they need. Even more so that on-site workers, remote workers need to feel that they are supported and cared for – not forgotten.

Encourage/Facilitate Team Projects – Help co-workers get to know each other by encouraging team projects. Mentor these groups by showing them ways to more easily interact and share personal stories. Reward their good work with a dinner or drinks out to allow them to connect even more. If team members are too far apart geographically to get together for a dinner or the like, then send say a drinks and games kit that they can open together and enjoy together virtually.

Management Should Lead the Way – If you want to change the culture of an organization, you have to lead from the top. If managers rush through meetings, or never share their own stories, then employees will feel that they shouldn’t. However, if top executives make a point to connect with workers at all levels of the company and create opportunities for employees to interact on a social level, it sends a very different message. The top brass needs to make sure that managers are building relationships with their reports and modeling inclusive and encouraging behaviors – not just getting the work out.

Some may think that these “touchy feely” efforts are unnecessary. However, over the past year and a half it has become resoundingly clear that companies need to do something to develop employee engagement and loyalty. If employees do not feel that their company cares for them, then it becomes oh so easy to jump ship at even the smallest increase in pay or benefits. Human resources are the most expensive assets for most companies. Protect your investment in your employees.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

If You Never Met Your Co-Workers in Person, Did You Even Work There?
By Kellen Browning and Erin Griffith       Sept. 8, 2021

Staying connected in a hybrid world
By Eric Schurke    Sept. 16, 2021

So far this month we’ve talked about adjusting to new technology in a general sense. Depending on the industry, “technology” can mean a wide variety of different things, so advice around it is kept purposely broad. However, there is a new technology change most industries are now familiar with: virtual meetings.

Here to Stay

Whether it’s Zoom, GoToMeeting, Google Meet, or any of the other many video-chat platforms, many of us have become familiar with at least one of these over the past year. Virtual meetings kept companies connected when their workforces were spread apart. They went further than a classic conference call and allowed coworker to see each other and share their computer screens for presentations. Many businesses would have suffered greater losses during the height of the pandemic if it weren’t for virtual meeting platforms and their ease of access. So why does everyone hate Zoom meetings?

Diagnosis: Zoom Fatigue

Despite all the clear benefits and necessities of virtual meetings, it’s commonly understood that videoconferencing can be mentally draining. The term “Zoom fatigue” was coined during the pandemic to describe this exhaustion, and it continues to be used as companies struggle with proper virtual meeting management. This term has merit, as scientists have stated that we spend more mental energy on virtual meetings than we do in face-to-face- or even telephone meetings. Research has shown that zoom fatigue develops from these four factors:

Eye Contact: In a face-to-face meeting, we make some eye contact, but our eyes are free to wander between the speaker and various other things in the room. In a virtual meeting, all the faces of the attendants are staring at the screen at once, creating an unnatural feel. Everyone is expected to appear attentive, so they stare into the camera. All this staring and “close up” eye contact causes a stress reaction in the brain, which interprets the event as a stressful situation.

Seeing Yourself: Have you ever caught yourself staring at your own video rather than the other participants? Seeing yourself on the computer screen is like having a mirror held up to you throughout the whole meeting. We tend to be our own worst critics – especially when it comes to looks – so seeing ourselves in the mirror while we’re trying to participate in a meeting can be distracting at best and detrimental at worst.

Mobility: In face-to-face and telephone meetings, attendants are able to move around the room, stretch, grab a drink of water, and generally do what they need to do. However, with virtual meetings, everyone is limited to the view of their camera. This can lead to more fidgety behavior and wear down a person’s ability to concentrate.

Cognitive Burden: Non-verbal body language plays a big role in how we communicate. Normally, we don’t have to think about all the small signals and cues we silently give, but in a virtual setting everyone needs to work harder for this language to be “heard.” Participants tend to exaggerate these non-verbal cues in order to be understood. With all this extra work to communicate, our minds become taxed mush faster than with an in-person discussion.

So What Can We Do?

Zoom meetings have now become part of the corporate landscape and they don’t seem to be going anywhere, so how can we make them better? For the eye contact stressor, try taking the meeting out of full-screen mode and adjusting the settings so everyone’s faces don’t appear as large. This will reduce the feeling of being stared at. For the mirror issue, the simple solution is click “hide self view” or whatever the equivalent is on your preferred platform. Settings can also be adjusted so that only the person speaking is visible. For the mobility stressor, try putting your camera farther back so you have more room to move around in the frame. It’s also worthwhile to make short camera breaks a regular practice among your team – especially during very long meetings. Taking brief audio-only breaks also helps with the last stressor, the cognitive burden. This gives your brain a rest from being in “presentation mode.

Tech Trouble

Of course, all this advice is given with the assumption that all your technology is functioning properly. There’s nothing more frustrating than a virtual meeting full of lag and garbled audio. Every company using video conferencing tech should make sure they have proper IT support. Proper tools such as headphones, mics, and speakers should be provided to employees who are expected to participate. These are the bare-bones elements of the meeting. If this stuff isn’t working, everyone will be working 10 times harder in order to participate.

While virtual meetings have quickly become a necessary evil of corporate life, there are some ways to make them more bearable. By studying our own human behavior, we can make adjustments and save our brains from the dreaded “zoom fatigue.”

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Stanford News - Four Causes of 'Zoom Fatigue' and Their Solutions

Forbes - 3 Things To Do Now That Zoom Meetings Are Here To Stay

Tech Target - Zoom Fatigue (virtual meeting fatigue)

As mentioned in last week’s blog, getting employees to adapt to new technologies has been challenging well before the pandemic. However, remote work has definitely brought this issue to the forefront. How can companies make learning and adapting to new technologies and digital platforms easier and smoother for their workforce?

Here are a few tips you can use to introduce new technologies. Implementing some of these strategies can make things go a little smoother for everyone.

Show Them the Big Picture

Show your employee’s how the new software will help them and the company. Consider their needs, their problems, and how this new tool addresses them. Your employees need to connect with the value of the new technology before they can accept it. Take time to create a comprehensive presentation that really highlights these benefits.

Get Their Input Throughout the Process

Companies implement new technologies to help the operations run smoother, improve efficiency and increase production. Employees are not in a vacuum. They realize that change in inevitable. However, when management just drops new technologies and processes on them without asking for their input, opinions or concerns, employees feel disrespected. So, as much as possible, bring the ultimate users of the technology into the development loop. The more they are part of the process, the more likely they will champion the change and work harder for its successful implementation.

Get Your Early Adopters to Tackle the Change First

Some employees take to new technology better than others. This is true no matter the industry or the type of job. So if you can get your “early adopters” to fully learn and support the new technology, they can be a close resource for those that struggle. It is one thing to have IT support that you can call, but having someone in the cubicle right next to you available to help is so much better.

Make Training Relevant and Enjoyable

There are a number of ways to make technology training more effective and enjoyable:

• Show specifically how the new technology can improve their work lives – Don’t just give canned generic training, use situations that they will face in their work.
• Accommodate different learning styles – Incorporate demos and hands-on activities along with traditional lectures.
• Make the event special – Give employees a change of scenery, add in some free food and drink and a little socializing, and you will automatically have a more festive vibe.

Listen to Feedback

Make sure that you have a strong feedback systems in place. If employees know that their ideas and suggestions will be listened to, this will boost engagement. But be prepared for both positive and negative feedback. Introducing fresh tech will almost inevitably come with some issues and teething pains, or may conflict with established systems and practices.

Give It Time, But Be Willing to Reassess

There will almost always be some resistance to change at first, but if your employees have done everything they can to learn and adapt to the new technology and the results you are looking for are just not there, it may be time to reassess. You may need a competing product that works smoother, or this area may not be the one that you should be adding new technology to.

In both business and in life, change is inevitable. However, by keeping communication open, highlighting the real benefits of the change and making sure that everyone is supported, changes can be adapted to more smoothly. By helping your employees adapt to technology changes as smoothly as possible, they will know that you care and will be more willing to learn and engage in the process.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

5 ways to help your team adapt to new technology
By Alberto Lugo

How Introducing New Technology Into the Workplace Affects Company Culture
By ike Hunter, ORG President, on March 20, 2019

The shock of the new: Helping employees adapt to new technologies
By Nikos Andriotis

During the great office exodus of 2020, many people had to adjust to working remotely for the first time. For most, this meant learning how to use virtual meeting platforms, figuring how to forward calls from their desk phones, and reworking their processes to work with their new remote location. Technology was at the forefront of all these changes. However, adapting to new technology was already a challenge long before Covid, with heavy importance placed on staying up-to-date to compete with other businesses. So how good are we at adapting to new technologies? And how can we overcome these adaptation challenges?

Fast Tech

Ever since the Industrial Revolution, technology has been evolving at an exponential rate. It’s mind-boggling to think that only 66 years stand between the first plane flight (1903) and a man on the moon (1969)! Technological innovation is one of the things we humans do best. Today, a study by Office Depot found that the average employee uses 10 different forms of technology to perform their regular job duties. In the study, technology is defined as “any hardware, software, programs, or tools that require time to learn." A notable 10% of those surveyed used over 21 forms of technology! Most employees also said, on average, they learn a new technology system every quarter. That’s a lot to handle and keep abreast of!

Adaptation Nation

Despite the frequency of learning new technology, the same study found that 75% of those surveyed felt they were learning the ideal number of technologies. Most employees will look past the challenges and see that switching to a new device or software will ultimately benefit the company in the long run. Millennials in particular have shown they’re quick to pick up new things. This is perhaps due to growing up with rapidly advancing computers, phones, and gaming devices. Even if you aren’t a Millennial, you can rest assured that all our brains are pretty good at adapting to new things. In fact, our anxiety about the upcoming change is usually greater than the actual challenge of adapting to that change! According to that same Office Depot study, 76% of respondents said that adjusting to new technologies since going remote was either “not at all difficult” or “slightly difficult.” If you were required to work remotely this past year, think back to how you felt about the sudden change. Did it end up being as difficult as you imagined?

How Can We Be Better?

While most people are motivated and ready to adapt, they must be provided the right conditions in order to do so. When introducing new technologies, most employees desire more training so they can feel confident operating it. In addition, many employees wish they had adequate tech support in case they have a problem or question. Without these resources, employees feel unsupported and left to trudge through endless trials and errors. This in turn will slow down productivity and demotivate the company’s workforce. Strong leadership is also important during these times. Senior level employees are the most likely to get frustrated with new technology, so it’s important to always lead by example and keep your frustrations from boiling over. If the boss throws a fit over having to learn a new program, they can’t expect their employees to behave any better.

While staying abreast of constantly evolving technology can be daunting, rest assured that our brains are great at adapting. You’ve already adapting to more than you probably realize! When given enough time, training, and support, employees can overcome their frustrations and anxieties when learning about new technologies and propel the company forward.

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Office Depot - Adapting to New Workplace Technology

EFront Learning - The Shock of the New: Helping Employees Adapt to New Technologies

Psychology Today - Adapt or Perish?

Leadership competencies are leadership skills, knowledge and behaviors that contribute to effective leadership performance. By using a competency-based approach to leadership, organizations will have a framework to better identify and develop the appropriate leadership skills needed by their managers.

While some leadership competencies are essential to all firms, an organization should first define what particular leadership attributes are distinctive to their organization and those that create a competitive advantage for them. Also, by using a competency approach, organizations can determine what positions require specific competencies.

There are quite a number of specific competencies, but they generally fall into three categories: competencies for leading the organization, leading the self and leading others in the organization. So what are these specific competencies?

Competencies for Leading the Organization
• Social Intelligence
• Conflict Management
• Decision-Making
• Sharing a Compelling Vision
• Change Management

Competencies for Leading Oneself
• Agility (Ability to Learn and Adapt)
• Industry Expertise
• Self Management
• Courage
• Organizational Citizenship

Competencies for Leading Others
• Interpersonal Skills
• Emotional Intelligence
• Coaching Ability and Trustworthiness
• Inclusiveness
• People Management

So how can focusing on leadership competencies help companies?

Identifying, developing and mastering functional job related skill is generally straightforward and measurable. However, leadership and managerial skill mastery is more illusive. So honing in on identifying and developing specific sets of leadership skills give organizations a guide for selecting, training and promoting managerial employees. These competencies cut across industries and particular job roles, so are usable by almost any company.

One note however. Leadership competency models are effective in capturing the main qualities required in effective leadership. However, rapid changes in technology and the globalization of industry will require additional competencies to be mastered. The great benefit of the leadership competency model is that you have the framework for managerial development and evaluation, but this framework allows for companies to add or change particular competencies to best meet the company’s particular needs.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

Leadership Competencies
By Society for Human Resource Management (SHRM)
March 1, 2008

Leadership competencies and leadership competency models: What they are and why they matter
By Dr. Annette Towler
May 16, 2020

15 Key Leadership Competencies HR Professionals Should Know
Posted by Neelie Verlinden – AIHR Academy

So far this month we’ve covered both individual and company initiatives for skill development, but what if someone comes to you? If done properly, mentorship can be a fulfilling experience and create a positive impact on the mentee, the company, and you!

The Benefits

Mentorships typically develop between older employees in leadership positions, and young employees who are at the beginning of their career or considering a big shift. This connection with younger people is a great way to learn new things - especially as technology rapidly changes. You never know what you could learn from a younger, fresher perspective. It’s also a natural way to plan succession if you’re planning on retiring soon. Either way, making connections with other people at your company is a great way to grow personally and professionally.

Altruism

The first ingredient of a good mentor is altruism. The mentorship isn’t about you, it’s about the mentee and their development. The focus should always be on them, their interests, ideas, strengths, weaknesses, ambitions, and so on. Take the time to learn about your mentee on both a professional and personal level. What makes them tick? Ask them what they want to do, and what brings them joy - and listen. After all, mentorship isn’t about molding the mentee into the next “you,” it’s about building upon their unique strengths and passions.

Candidness

Everyone makes mistakes, and most times that’s the best way we learn. Be open and honest about the mistakes you’ve made. Not only will this help your mentee during their own activities, but it will encourage them to be more forthcoming about their own mistakes. Oftentimes newer or younger members of an organization want to impress the higher-ups and are scared of backlash, so they hide their mistakes. Having these conversations will help put them at ease and build trust between the two of you.

Perceptiveness

Once again, listening is very important when mentoring. Practice waiting until you give your input. Sometimes launching into a story about your past experience can bowl over what the mentee was actually talking about. Instead of giving advice straight away, try to ask guiding questions about the mentee’s options and possible solutions. Once you’ve heard everything, then it’s time to offer your sage advice. If you don’t have any advice at the moment - tell them so! Don’t feel pressured to come up with something on the spot. Simply tell your mentee that you want to take some time to think on the subject in order to give them your best advice. The mentee will appreciate your thoughtfulness and care.

A Set of Cheerleading Poms

...Metaphorical ones of course (unless you’re really corny!). The mentorship will be over before it begins if you don’t believe 100% in your mentee. Boost their confidence by showing your unwavering support and belief that they can reach their goals. This simple action is such a powerful way to aid in your mentee’s success. Of course, when they do meet their goals or overcome obstacles make sure you recognize them for it! We here at Dion can go on and on about the importance of recognition, but I’ll try to keep it concise: recognition reinforces good behavior, keeps people motivated, makes them feel valued, boosts confidence, and inspires others to do good too!

Being a mentor is a big responsibility, but if you’re ready to put your pupil first and pass on some of your knowledge, you can make a positive impact on someone’s career.

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Together - How to Mentor Someone at Work

Hubspot - How to Be an Amazing Mentor: 12 Ways to Make a Positive Impact on Others

Fortune - Want to Be a Better Mentor? 7 Surprising Ways to Improve

In last week’s blog, we discussed how an individual can work to develop their leadership skills. However, if companies want to excel in the long-run and retain valuable employees, they need to make leadership development a priority for all managers. How can companies create a leadership development plan to support all of their managers with leadership skill building and growth?

Generally companies promote workers to management positions because they excel at the technical aspects of their job. However, being good at ones functional job does not make one a good manager. The skills needed are often very different than what got one into the management position in the first place. But many companies leave their managers to sink or swim on their own – hurting not only the manager, but the entire department being managed.

So what is a leadership development plan? It is a strategic plan to help companies identify their leadership talent and then provide the resources to develop their leadership competencies and prepare them for management/leadership roles. These plans are long-term and unique to each employee. So how do you get started? Here are seven steps from AIHR Digital.

Identify Talent – First you need to identify which employees should be included in a leadership development plan. If your company doesn’t currently have a formal leadership talent assessment tool, this 9 Box Grid Tool is a good start.

Buy-In – For any plan to work, you need buy-in from senior leadership. You will also need the support of the employee’s supervisor, as you may need to pull the employee away from their day-to-day responsibilities to train and take on new projects, etc. Finally, the employee has to want to participate. If they are not interested in taking on a leadership position (or at least not now), then your efforts will be wasted

Leadership Style – Each person may gravitate to a particular style of leadership, but each company may have unique leadership styles that they promote based on company culture/business needs. However, managers need to be aware of and able to function using a number of styles, depending on any given situation.

Determine the Leadership Competencies Your Company Needs – There are also a number of different leadership competencies that should be mastered. Each company needs to identify for itself which competencies are critical to the success of the business – so they can focus on those first.

Assess Employee’s Leadership Competencies – The logical next step is to assess the employee’s mastery of those key leadership competencies, and where their training needs to focus.

Develop Employee’s Leadership Development Plan – Next comes putting together the specific plan for the employee. This plan should include a variety of different learning opportunities, from peer mentoring and job shadowing, to professional development courses and certification, and more.

Conduct 360-Degree Assessment – Finally, throughout the process, and even after the development plan is considered complete, companies should conduct 360-degree assessments. This will tell not only the employee how they are progressing, but also how well the program is working as a whole throughout the company.

There will be numerous challenges along the way to building a robust and sustainable leadership development program. Time and budget resources are always tight, and the urgencies of the day will push to delay employee training and needed assessments. However, if companies want to succeed in the long run and retain not only their future leaders, but the talent that will be working under those leaders, then companies will push past these challenges and make leadership development a priority.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

7 Steps to Create a Leadership Development Plan
By Rhonda Gardner

The 9 Box Grid: A Practitioner’s Guide
By Erik van Vulpen

15 Key Leadership Competencies HR Professionals Should Know
By Neelie Verlinden

Whether you’re in a management position already, or aspiring to be in one, sharpening your leadership skills is a great way to reach your professional goals. Leaders are incredibly important to the overall wellbeing of a company; as the old saying goes, “people don’t leave companies, they leave managers.” By ensuring your leadership skills are up to par, you’re setting yourself, your team, and your company up for success.

Know Thyself

The best place to start when trying to improve one’s self is with a self examination. What are your goals? What are your strengths and weaknesses? Good leaders should have a strong sense of self awareness. By recognizing what you excel at, you can lean into those actions while improving the things you’re not as skilled at. If you’re having trouble assessing your strengths and weaknesses, try chatting it out with a friend or even a career guidance counselor. Once you have reflected, try choosing a leadership style that best fits your personality and goals. There are many different approaches you can take. Indeed has a handy list of leadership styles here.

Study Up

Once you know which leadership style fits you best, use that as a guide to look for books and blogs about leadership. This will help you narrow down the wide variety of resources available. Leadership courses are also a helpful and interactive way to study these skills. Perhaps you can find a leadership podcast or audiobook to listen to in the car. No matter which medium you choose, make sure you set reasonable goals and stick to them. For example, make it a goal to read 3 chapters a week. The philosophies and practices you learn will become the basis for all your future “real-world” experience.

Go To Work

When you feel ready, try asking for more responsibilities at work. The key here is to take a little at a time so you don’t overwhelm yourself at the very start. Ask to lead projects, meetings, special events, or whatever opportunity works best. This is where you can put all you’ve learned so far into practice. Make note of which strategies worked and didn’t work so you can be an even better leader on the next project. You could even ask one of your superiors to be your mentor and keep you on track. If you’re not ready to put yourself out there at work yet, look for opportunities outside of the office! Look for volunteer leadership roles in your community, or through a charity you’re passionate about. These are great ways to gain experience, do good, and alleviate any pressures from the workplace.

Soften Up

Working in a management role requires a strong set of soft skills. While hard skills are your technical knowledge and training, soft skills are personal habits and traits that shape how you work, on your own or with others. These skills include creativity, empathy, problem-solving, adaptability, etc. Being technically highly skilled is great, but if you can’t communicate, motivate, and organize a team effectively, you’re not going to be a very good leader. Read up on, and become aware of, your soft skills so that you can actively test them in the field. Just becoming aware of your own body language is a great place to start when working on your communication skills. Is your position relaxed and open, or stiff and closed? Again, much of this is about assessing yourself and building up your strengths.

If you’re willing to put effort into sharpening your leadership skills, you have the potential to boost any company you work for, and keep your team motivated. Great leaders are hard to find, making you that much more valuable to the company and poised to rise in the ranks. These skills transfer outside of the workplace too, benefitting you always. Happy leading!

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Indeed Career Guide - How To Develop Leadership Skills and Become a Great Manager

Resume.com - How to Develop Leadership Skills With Examples

With employees increasingly hard to find, companies have to get the very best out of their workforce; and make their workplace as attractive as possible to new talent. A big step in this direction is making sure that we take care of our employees’ long run wellbeing. This past month we have discussed many aspects of employee health such as physical and mental wellbeing, work-life balance, mental health issues, etc. However, in today’s article I would like to talk about a lesser known employee issue - that of employee boreout.

What is Boreout?

Most people are familiar with the term employee burnout, where employees become exhausted due to prolonged stress or excessive work hours. But the other – more insidious – problem to be on the lookout for is employee boreout. Employee boreout, is a growing workplace trend. According to co-authors of the book, Diagnose Boreout, Peter Werder and Philippe Rothlin, boreout can lead to burnout and illness.

Early symptoms of boreout include demotivation, anxiety, and sadness. In the long term, burnout will develop, generating a strong feeling of self-deprecation, which can turn into depression, and even physical illness.

How Does Boreout Happen?

Burnout often occurs when employees, who are passionate and committed, work too hard without taking sufficient moments to relax and rest. On the contrary, a boreout occurs when employees lack a passion for their work. These employees feel structurally insufficiently challenged.

Certainly every job has some boring aspects to it, but for those suffering from boreout they no longer find any joy or challenge in their work. Many of these sufferers once had a healthy passion for their position, but somewhere along the line the work stagnated or they lost the meaning in what they do.

However, unlike burnout which generally comes on quickly and is relatively noticeable, those with boreout can suffer for quite a long time. Boreout employees don’t collapse from exhaustion. They are present, but not in spirit – and they can keep doing this for a long time. They not only have lower productivity and more sick days, but spread their negativity across the whole company.

So How Big Is This Problem?

According to a study published by Udemy, 43 percent of workers report feeling bored at work. The research found that more women than men report workplace boredom (48 percent vs. 39 percent) and Millennials are almost two times as likely to be bored. 51 percent of respondents who described issues with boredom stated they feel this way for more than half of their work week. According to a survey published by the Korn Ferry Institute, the leading reason respondents reported looking for a new job was that they were bored with the job they currently hold.

What Can Employees and Companies Do?

So what can employees and managers do to avoid boreout, or combat it once it occurs? Ultimately the position needs to change so that the employee can find meaning and purpose again in their work. This may only require some minor changes, or it could mean a lateral move to an entirely different position.

Here are some tips to turn a tedious job around:

• Determine exactly what bores you
• What kinds of new responsibilities seem appealing
• Ask your manager for new challenges, career counseling or a brainstorm idea session
• Increase networking inside and outside of your company – ask others to talk about their jobs and what they find interesting
• Volunteer for outside projects within your company
• Ask about job shadowing
• Consider taking part in your company’s fellowship program (if you company offers this) – 3-6 month programs in other parts of the country or even abroad.
• Work with a career coach to help build meaning into your work

Companies should work to structure positions right from the start that provide variety, learning and growth potential. Have all employees round robin through a variety of duties, so that they are constantly learning new skills and taking on new challenges. Management also needs to create a culture where employees are appreciated and recognized for their work. Employees need to know that the company finds their contributions valuable.

Particularly during the pandemic, many positions became very stagnant, and previously vibrant and engaged employees lost the spark they had for their work. The rewards for tackling boreout among your employees are many. You will get increased productivity, lower absenteeism and greater retention. By tackling the issues of boreout, you will create a culture of engagement, skill mastery, purpose and ultimately fun!

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

You're Not Burnt-Out. You're Bored-Out
By Melissa Lamson,  June 7, 2018

The damaging effects of 'boreout' at work
By Bryan Lufkin, July 4, 2021

Burned-out or bored-out? How to recognize your employees’ bore-out!
By Robin van der Meulen, October 24, 2019

We touched upon mental health in last week’s blog when discussing the supreme importance of work-life balance. Now, I’d like to take a closer look at some of the other ways companies can support mental health in the workplace.

Dollars and Cents

Protecting your bottom line shouldn’t be the only reason for promoting a mentally healthy workplace, but it’s worth looking at how much it can influence a business. The World Health Organization (WHO) has estimated that depression and anxiety cost the global economy $1 trillion per year in lost productivity. In 2019, the American Heart Association’s CEO Roundtable released a report called “Mental Health: A Workforce Crisis” which found that the cost of not doing anything was far greater than the costs of promoting effective mental wellness. The WHO’s findings agree with this, stating “For every US$ 1 put into scaled up treatment for common mental disorders, there is a return of US$ 4 in improved health and productivity.” Mental health is a truly powerful component of a healthy business. Just think, if poor mental health can impact a company this much, imagine how much more the impact is felt on the person afflicted.

Start at the Top

Discussing mental health is a difficult task for most. Many lack the vocabulary to discuss how they’re feeling, and worry that speaking up will negatively affect their employment. Put these fears to rest by creating an open environment for discussion. Talk about your own mental health experience and encourage other leadership positions to do so as well. This will help set the tone for the entire company and quell the stigma against such discussions. Providing mental health courses to managers is a great way to jumpstart these conversations and provide training in recognizing mental health warning signs.

Repeat Your Resources

There are many great resources companies can provide to help aid in mental health. Depending on the size of your company you could provide free therapy sessions, retreats, stress management programs, meditation/yoga classes, access to meditation apps, online resources, employee assistance programs, etc. There are many mental health programs out there tailored for businesses. Start with your company’s healthcare provider, see what they offer, and build from there. Whatever resources you establish, make sure they are promoted often. Instead of simply tacking a flyer up in the breakroom, send out regular emails promoting these benefits. Discuss them at appropriate meetings, and stress the confidentiality of programs like employee assistance and therapy sessions. This is again to counter the stigma and shame many people feel when reaching out for help. By encouraging people to use these resources and keeping them in the forefront, they’ll be much more effective.

Live a Little

We all have lives outside of work. Having a good work-life balance is key to keeping stress levels down. It’s also crucial to make sure you’re paying employees enough to actually enjoy themselves outside of work. If your full-time employees are having to work extra jobs to make ends meet, they’re going to be constantly burning themselves out. Make sure you’re not falling behind the living wage in your area by using this Living Wage Calculator as a guide. People will be able to focus a lot better when they’re not agonizing about how to pay rent.

Other ways to promote healthy lives outside of work are to encourage vacation day usage and to provide places where employees can bond. These places could be social events, outings, or even employee chat rooms.

An Apple A Day

By implementing these practices, employees are much more likely to receive help when they need it - not when they’ve gotten to crisis mode. It goes beyond the preaching of “self care” and shows that they are cared about. By caring for your employee’s mental wellbeing, you’ll be creating a company people would love to work for.

By Aubrey Dion
Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Understood - Workplace Mental Health: 5 Ways to Support Employee Wellness

LinkedIn Talent Blog - 5 Ways Companies Are Supporting Employees’ Mental Health and Preventing Burnout

Goodpath - 7 Ways Great Employers Help Workers with Mental Health & Avoiding Burnout

MIT - Living Wage Calculator

As we continue on this month’s theme of employee well-being, an important topic that must be included is work-life balance.  Long gone are the days of one person working and one taking care of the home, so that the working partner has no outside conflicts or family obligations.  Even if this is the case for a worker, there are still going to be outside life forces that need to be taken into consideration for the long-term wellbeing of the employee.  So how can companies address these needs, and how will doing so ultimately benefit the business?

Achieving a work-life balance not only improves an employee’s mental health, but it benefits the business too.

Employees with a good work-life balance are more efficient, productive and motivated.  However, the current state of work-life balance is troubling.  According to a study by Mental Health America:

• More than half of respondents said they do unhealthy things (e.g. drinking, drug use, lashing out at others) to cope with workplace stress.
• More than two-thirds have had their sleep negatively affected by workplace issues.
• Over 75% were afraid of getting punished for taking a day off to attend to their mental health.
• Those who worked in manufacturing, retail, and food/beverage jobs were most likely to report that work stress “Always or Often” impacted their personal relationships.

A survey by the Mental Health Foundation confirms these findings.  They noted:

• 1 in 3 feel unhappy about the time they devote to work.
• 40%+ are neglecting other aspects of their life because of work.
• When working long hours 27% feel depressed, 34% feel anxious and 58% feel irritable.
• Nearly two thirds of employees have experienced a negative effect on their personal life such as a lack of personal development, poor home life and physical and mental health issues.

The MHF survey also found that as weekly hours increase, so do feelings of unhappiness. In addition, the more hours employees spend at work, the more hours outside of work they are likely to spend thinking or worrying about it.

So how can companies address these issues?

There are many ways businesses can help employees achieve a better work-life balance.  Some examples are:

• Flexible working options (e.g. compressed hours, job sharing, remote working)
• Paid time off policies
• Supporting employees with caregiver duties
• Implementing reasonable time and communication expectations when outside of work (allowing employees time to truly be unreachable from work)
• Mental and physical health promoting activities (e.g. gym membership, cycle to work programs, lunchtime meditation classes)
• Medical services such as access to healthcare and health assessments at work to help employees fit appointments around their work and other commitments.

It’s worth noting that a one-size-fits-all approach to work-life balance is unlikely to be suitable.  An employee dealing with elder care issues has very different needs than a Gen Z worker that wants more time to travel or to go back to school.

You also want to check that the level of satisfaction with the health and wellness benefits you are providing is aligned with what your employees want and need. Conduct an anonymous survey to understand what issues workers need support on, whether it's balancing work with family obligations, identifying the signs of burnout, creating a safe and healthy work environment at home, or ways to feel less alone. 

The benefits to companies that support employee work-life balance

Ultimately the efforts a company goes through to help employees achieve work-life balance will come back to benefit them.  An ACAS report (www.acas.org.uk) on flexible working and work-life balance showed how a poor balance can lead to absence, low productivity and stress. But when balance is achieved, benefits can include:

• Better levels of efficiency and productivity
• Lower levels of absence, sickness and stress
• A motivated workforce
• Improved customer service
• Higher retention levels
• More applicants for vacancies

Employee work-life balance programs can be manageable and cost-effective, and result in a more engaged and energized workforce.  If employees know that their company supports their aspirations and obligations outside of the workplace, they are motivated to work harder and have more loyalty than to a company that ignores their needs.  These programs and policies also need to be modeled from the top.  If employees see managers and senior officers exhibiting healthy work-life balance practices and using the company programs provided, they will be more likely to take advantage of the work-life benefits offered to them.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

4Mind4Body: Work-Life Balance
By Mental Health America

Helping employees reach work-life balance
By Anna Mittag    May 21, 2021

Why employee work-life balance matters (and how you can improve it)
By Benenden Health

10 Reasons Why Work Life Balance Is Important (2021 Edition)
by Heather Moulder, J.D., ACC

As discussed in last week’s blog, there are many ways in which a company can aid in their employees’ wellbeing. This week I’d like to take a closer look at the promotion of physical health in the workplace.

Sedentary Slumps

One of the biggest drawbacks of the traditional workspace is the sedentary lifestyle it causes. Many full-time workers spend hours sitting at desks or in vehicles - then go home and sit some more to unwind from work. This causes many Americans to fall short of the recommended weekly activity minimum: 2.5 hours of moderate physical activity, or 1.25 hours of vigorous physical activity. In fact, Americans spend approximately 7.7 hours a day being sedentary! If that doesn’t have you squirming in your seat, according to the CDC, “sedentary behavior increases the risk of death from all causes.” Who knew sitting could be so scary?

Movin’ and Groovin’

Just as sitting still causes harm to one’s health, getting up and moving can provide instant benefits, even if the activity is short. Physical activity not only enhances positive feelings, but minimizes negative ones. It boosts confidence, mood, memory, and productivity, while reducing stress, burnout, and tension. A physically healthy workforce is also less prone to illness or injury. This means they’ll take fewer sudden sick days, reducing the stress of their coworkers who would then have to cover for them. Incorporating physical activity into the workday is a win for everyone.

Start Small

Incorporating physical wellness into your company culture can be a challenge. Employees’ lack of confidence, urgent work deadlines, lack of guidance and many other factors can contribute to the demise of your wellness initiative. Simply telling employees to hit the gym, even if your company can provide one, just isn’t going to cut it. So start small. Establish a “get moving” policy to educate employees on the dangers of sitting too long, and encourage them to get up, take a walk, stretch, or find their own way of getting their blood pumping. The “policy” acts as a way to give people permission to move about and shouldn’t actually be policed. Invite people to take a walk during lunch and encourage use of the stairs. Provide healthy snack options such as fresh fruit, nuts, and string cheese in your eating areas. All of these little actions add up to a healthier workforce.

Larger Initiatives

While maintaining your small changes, get your employees excited with new benefits and events! Round up a group to participate in local sports leagues. If that’s too much of a commitment, try a single-day event, such as a walk-a-thon or charity relay race. Here at Dion, we’ve participated in a number of Heart Walks, Spin-a-thons, and Relay for Life’s, and it’s always a blast!

Another great initiative is to subsidize digital equipment, such as a fitness tracker. This will encourage people to keep fitness in the forefront of their minds and show your company’s literal investment in their health. Encourage some friendly competition by awarding a price to the person with the highest step count each month. The more fun you can make it, the better! Please note that physical fitness can exist in a variety of body sizes, so I wouldn’t recommend a “biggest loser” challenge – that could leave people feeling worse and overly focused on weight as the only fitness metric.

Whatever you do, make sure you lead by example. Staying physically active is hard and requires a lot of motivation. You need to set the bar, and champion those who rise to the occasion. Now get up and get going!

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

SOURCES

Vault – 7 Ways to Promote Physical Wellness in the Workplace
The CDC – Physical Activity Breaks for the Workplace
Gibson – 3 Ways to Improve Physical Wellbeing in the Workplace

As noted in last week’s blog, as the economy has opened up again, employees at all levels are looking at their options and deciding if their current position is fulfilling their needs. In addition, COVID brought to light the importance of family and work-life balance, so employees’ priorities may now be very different from what they valued before. Employee wellbeing is at an all-time low, and its effects are being seen as many employees look not just for a bigger paycheck, but more importantly for a better work-life experience. How should companies respond to these new needs from their staff?

Actually, taking care of employee wellbeing is not a new concept. A number of HR institutes have conducted studies on this topic and unfortunately the results are not rosy. Well before the pandemic, a study of over 2,000 employees rated their life at work at an average of 5 out of 10; and when the study was done again five years later the results were the same. Employee wellbeing affects turnover, performance and the overall health of an organization; and the pandemic only amplified the stressors employees face. So let’s look at some ways employers can improve these statistics.

Wellbeing is not just about physical wellbeing, it also involves aspects such as social satisfaction, job engagement, and financial security.

Social Wellbeing

Most people spend the majority of their waking hours with their co-workers, so having a fun supportive social environment at work is vital for having a healthy wellbeing. Managers can help create this environment by:

• encouraging team interaction on projects,
• including small talk and personal updates in meetings and throughout the day (esp. if employees cannot be physically together/work remotely),
• regularly checking in on employees in 1-on-1s, etc.

Sure we have to get the work out the door, but taking the time to simply show you care about your staff will reap many rewards in higher productivity, retention and engagement.

Career Wellbeing

Liking what you do and being motivated to achieve your goals is a wonderful way to live each day. In “work speak” we call this employee engagement. There are many ways companies can help their employees engage with their work, such as:

• Make sure that new employees are well trained and supported. – Nothing is more frustrating that coming into a new work environment, just to be left to flounder with no support system. Providing new employees with a mentor they can turn to that is outside of their supervisor, gives them support and a resource to ask questions to that they may not want to bring up directly to a new supervisor.
• Once employees are up to speed, give them autonomy to make decisions about their day-to-day duties. - As frustrating as it is to be left to flounder as an untrained new employee, it is equally frustrating to be micro-managed and have no say in how you do your job.
• Provide opportunities to learn new skills and a path for upward mobility. – Knowing that there is room for growth and a chance to learn new skills will keep your employees motivated to engage in their work. They will see that their hard work is going to lead them somewhere.

These are just some ideas to help engage your employees (we have discussed this topic in more detail in other blog articles), but the need for improving employee engagement is well known.

Financial Wellbeing

Financial wellbeing is not about paying employees more. It is creating an environment and opportunities for employees to feel safe and secure financially. This may include making sure employees know how to access their financial benefits (insurance coverage, investing and 401K financial education and advising, etc.). It also includes making them feel safe about their future employment, by being transparent about the health of the company and regularly reminding employees that they are an important and integral part of the organization.

Physical Wellbeing

Taking care of employees’ physical health is still an important part of one’s overall wellbeing. Employee’s who take care of their physical selves have fewer sick days, have more energy to get things done and a brighter outlook on life, so are more engaged in their work. Employers can encourage physical health with wellness programs that include such things as rewards for annual physicals, nutrition counseling, weight loss program discounts, gym memberships, etc.

You can’t keep employees from seeing the other opportunities that are out in the work world. However, you can make the position they have and the company they work for as attractive as possible. By taking care of your employees and their wellbeing, you not only make your company attractive to current employees, but word will get out and you will be attractive to employees at other companies looking at their options!

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

SOURCES

Take Care of Your People, and They'll Take Care of Business
By Roberg Gabsa and Shurti Rastogi

Employee wellbeing: Caring for your people
By Alexandra Marinaki

Show Employees You Care About Their Well-Being. Here are 5 Ways.
By Heather R. Huhman

As mentioned in our earlier blog, jobseekers are in a unique position right now. This is causing what many experts are referring to as a “turnover tsunami.” It’s a perfect storm of conditions that are causing people to change companies or careers.

The Perfect Storm

So what are these conditions? For starters, the uncertainty brought on by the pandemic caused many people to stick with their jobs – regardless of their personal desire to stay. The job market was narrow and unfriendly to jobseekers at the time. Now that the job market has cracked wide open, people feel more secure in making the move. This pent-up job demand is viewed by some economists as the market “correcting itself.” Another contributing factor is widespread pandemic burnout. The last year has taken a toll on the mental health of many people. Stress about staying safe, keeping your job, staying afloat financially, adjusting to all the change, and working hard to make up for corporate downsizing left many people feeling overworked and underappreciated. Now no longer a simple buzzword, burnout has become a leading contributor to the turnover tsunami

The Costs

It’s no secret that turnover is costly. When an employee leaves, their work needs to be reallocated, often to other employees who have enough on their plate already. The departing employee also takes valuable tribal knowledge with them. These are all the techniques, tips, and tricks you can’t nail down in the job description. It’s what made them especially valuable to the company. Although fresh perspectives are valuable, a new employee is prone to trip in the pitfalls your old employee learned to skirt with ease. All told, the cost of recruiting and training a new employee is more than meets the eye.

Nervous Yet?

Do you have shelter from the tsumani? Or are you standing on the beach in your flip flops? Before the wave hits, take some time to check in with your employees. Conduct surveys and exit interviews to find out what’s working, and what isn’t. Most importantly, show your employees that all their hard work has been greatly appreciated! The key word here is “show.” While “telling” your employees you appreciate them is great, speaking in hollow phrases is sometimes worse than saying anything at all. Back up your statements by creating (and maintaining!) an environment where employees can voice their thoughts and concerns. Establish award programs to regularly and uniformly reward your employees for their valuable contributions to the company. Whether it’s for years of service, earning a certification, safe driving, meeting sales goals, or perfect attendance, find reasons to recognize your employees for all they do.

Inspire

To quote Gifford Thomas, author of The Inspirational Leader, “Appreciation is one of life’s greatest motivators, and now more than ever, all of our employees need to be shown some level of recognition for the incredible sacrifice and inspired work they perform every day during these unprecedented times.” Recognition is SUPER valuable! By making sure your employees feel appreciated, you’re creating an environment that people are happy to stay in – and the wave reduces to a ripple.

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

sources

Forbes - Why The 2021 ‘Turnover Tsunami’ Is Happening And What Business Leaders Can Do To Prepare

SHRM - Workers are Quitting in Record Numbers

Leadership First - A Person Who Feels Appreciated

Whether you want to recognize your staff for years of service, meeting a sales quota, finishing a project, or going above and beyond in some other way, knowing HOW to show your appreciation is just as important as recognizing them in the first place.

Each human is unique, so it should come as no surprise that each person has a way in which they like to be appreciated. A current bestseller looking at how we communicate is The 5 Love Languages by Gary Chapman. This book explains the five ways of communicating how we give and receive love in a way that is most relevant to the other person’s needs. However, all types of communication – including communicating appreciation – can be differentiated in this way. So Gray Chapman wrote another book: The 5 Languages of Appreciation in the Workplace, where he defines these five unique “languages of appreciation.” They consist of: acts of service, quality time, words of affirmation, tangible gifts and appropriate physical touch.

What is particularly important to note about matching the right “language” to the person is that if you don’t appreciate them in the way they prefer, then they may feel like they have not been appreciated at all. If you have been reading any of our other blog posts you already know that employee recognition is a huge contributor to employee engagement and workplace happiness, so the last thing you want to do is waste your efforts and potentially send the wrong message. So let’s look closer at these “languages.”

Acts of Service

This is really anything you do that eases the burden of responsibilities for someone. This could be bringing lunch/dinner in for staff that are time crunched or have to work late. It could be noticing that someone needs help with setting up a presentation room and pitching in, or debugging a program to make it work faster for a co-worker. Taking over some of the more menial tasks, even when you are the more senior employee, shows you care. Simply noticing that someone needs help without being asked shows that you see them and value them.

Quality Time

In our busy, technology centered world, offering our full, undivided attention to a report or co-worker is really impactful. Managers who get to know their team on a personal as well as professional level, and who regularly check in with one-on-ones or lunch meetings, demonstrate loudly that they recognize and appreciate each team member and their contributions.

Words of Affirmation

For employees that value words of affirmation, a simple “thank you” or “great presentation” means a lot. Shooting an email to a report to thank them for their efforts on a project doesn’t take much effort, but shows that you recognize their efforts and took the time to acknowledge them. However, it is important that your words be authentic and as specific as possible. You don’t want to seem insincere or forced.

Tangible Gifts

When giving gifts, the thought behind them is as important as the gift itself. Thoughtful gifts require attention to detail. Understanding what the employee values is the focus here. If your team has been working late nights to finish a project, then some time off or a dinner out may be appropriate. If an employee is a big fan of a particular sports team, then tickets to a game or some swag with that team’s logo on it shows that you really thought of them. Giving gifts that can only be earned - not bought – are very appropriate here, as the exclusivity of the award or gift has its own value.

Appropriate Physical Touch

Physical touch in the workplace is a sensitive topic, so observe caution here. However, a high-five, or just a proper handshake (now that we don’t have to physically distance so much), can convey the appreciation you want to show. And for those that value physical touch as a language of appreciation, a little can mean a whole lot.

Learning what form of appreciation your co-workers and reports prefer is worth the effort. Approximately 63% of employees feel that they don’t get enough praise. Feeling unappreciated leads to disengagement and could cause your employees to leave you for an employer who better meets their needs. It is difficult to find, hire and train good people, so don’t lose them because you didn’t understand their “appreciation language.”

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

Expressing the Languages of Appreciation in the Workplace
By Osasumwen Arigbe
February 15, 2019

Employee engagement statistics from across the globe
By: The Officevibe Content Team
Published May 25, 2021

In Your Own Words: The 5 Languages of Employee Appreciation
By Ana Pazos and Dr. Paul White
December 13, 2017

Vaccines have been rolled out, restrictions have been lifted, and businesses are coming out of “survival mode.” Even though we are halfway through 2021, it feels like a new beginning. Our next few blogs will be focusing on employee recognition, and I believe the best place to start this series is by taking a look at the new 2021 recognition landscape.

Power to the People

With so many companies hiring at once, and temporary unemployment benefits keeping people afloat, workers have leverage in the job market that hasn’t been seen in decades. Many who lost their jobs due to Covid layoffs want to find something more secure. They don’t want just any job, but a fulfilling one at a company that cares about them. In this climate, it’s up to businesses to make themselves appealing to qualified candidates. A great way to do this is to establish a culture of recognition at the company. When people feel recognized and valued for their work, they tend to be happier, more productive, and more engaged employees. This helps to create a positive work environment that candidates are searching for.

The Multi-Gen Workforce

In a truly unique turn of events, for the first time in modern history, there are 5 generations currently active in the US workforce! This includes the “Silent Generation,” “Boomers,” “”Gen X,” “Millennials,” and “Gen Z.” These age groups have many quirks and differences, but recognition is a common denominator. No matter what their age, people want to be recognized for their contributions to the company. However, if you have a multigenerational workforce, consider making recognition as easy as possible for those who are less tech-savvy. The last thing you want is to make employees feel excluded because they can’t get the hang of a fancy new recognition app.

Return of the Remoters

While Covid may have permanently changed the work-from-home landscape, many companies are asking their employees to come back to the office at least a few days a week. If you have remote workers returning, it’s a great idea to recognize them for their achievements while they were out of the office. Many remoters have grown to feel isolated and distant from the companies they work for. Reestablish the personal connection by visiting these people in person and welcoming them back (way better than a cold mass email). If you’re able, host in-person award ceremonies where everyone can come together and celebrate each other’s accomplishments. Take advantage of the beautiful summer weather to have Covid-safe events – and recover from Zoom fatigue!

Award Trends

Not surprisingly, experiential gifts have taken a dive over the last year as travel and gatherings came to a halt. However, as more people get vaccinated, and barring any nasty variant outbreak, company trips and outings are expected to trend again. Health and wellness are also trending topics with more companies investing in the mental and physical health of their employees. It’s now becoming more popular to reward employees for meeting their wellness goals or completing a course to learn something new. This is a wonderful bounce-back from a year of stress, burnout, idleness, and uncertainty.

By now, we’re no strangers to change, and while the recognition landscape has shifted, it’s still as important as ever to recognize your workforce. Come back next week for more recognition insights from the recognition jewelry experts – us!

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

Sources

Source

E.A. Dion has been on a LEAN journey for over two decades now. It is hard to believe that it has been this long, but looking at all the changes that have happened because of LEAN thinking, you can really see that we are a whole new BETTER company because of LEAN. Through this journey, we have had our ups and downs. Some projects did not pan out. We had challenges with getting our staff onboard and committed to LEAN thinking. And we have had periods where it was difficult to keep the momentum up. However, in looking back, it was truly worth all of the effort. I want to share some of our experiences to hopefully help you move along on your own LEAN path to success.

Way back in the late 1990’s, company owner Dennis Dion was looking for a way for us to achieve better systematic quality control. Through the Massachusetts Manufacturing Extension Partnership (MassMEP), Dennis was directed to Dave Hess in New Hampshire. Dennis took one of Dave’s LEAN classes and determined that LEAN was really something we should look into. It didn’t require a doctorate to understand and seemed like something we could implement here at Dion. Dennis invited Dave to come to Dion to evaluate our operations and the rest is history….

Dave led a two week long immersive training and project execution session. This new “LEAN Committee” did a value stream map of factory operations. At the time, we were doing quite a number of high quantity jobs (30,000-50,000 pieces per job), and no one had a good idea of what to work on first. There was a lot of work in process (WIP) just sitting around waiting for the next operation. This resulted in long lead times and consistently late deliveries. It was a problem that we didn’t realize we had. However, once we improved the process to better monitor what projects were going through the factory, we were able to significantly reduce WIP, decrease our lead time and allow us to better schedule jobs so that we wouldn’t be late on deliveries. Since then, we have improved many more processes, including the quality issues that drove Dennis to LEAN in the first place.

Several years later we expanded our LEAN thinking even further - into the office. We created a new LEAN committee called “Lighthouse” that produced a value stream map of all operations from first project inquiry through art design, quoting and order taking/engineering. Every operation up to handing it to the factory to manufacture. This “map” led to multiple improvements in how we quote, how we communicate with the art department and tooling, and automating some accounting and shipping communications – saving countless amounts of time, energy and frustration.

Back in the factory, we created a one-piece flow line (which we call the Rhumb Line), and a factory management continuous improvement committee (that we fondly call “The Love Boat”). Aren’t you loving the nautical theme?!

Some of the LEAN improvements that we had implemented helped us a great deal during the pandemic. We had already installed remote desktop servers for a good portion of the office before the pandemic shut down on-site operations. These “RDS” servers allowed our Account Management, Accounting, Marketing and Order Entry/Engineering staff to work from home right away. Once on-site factory operations were allowed to resume, we could immediately identify the highest priority projects to work on and were back to full production very quickly.

Dennis describes LEAN as an evolution, and that is a very apt description. LEAN is not something you implement overnight and everyone buys into it and magically improvements start happening. It is a slow steady process that grows into the culture of the organization and pretty soon you can’t remember thinking about your processes any other way. That is not to say that there are not more things to improve at Dion. However, Dion is in a much better shape to face the challenges of the future because our mindset is on continuous improvement and making our processes and people the very best they can be.

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

As discussed in last week’s blog, instituting Lean practices in your company comes with it’s challenges. One of the most complicated challenges, however, is people. How do you get people excited and willing to participate in changes at work? Think about this past year. How did people react to the many policy changes due to Covid? On a scale from enthusiastic participation and advocacy, to outright refusal and vocal condemnation, where were they? Are there some things you wish you did differently? Here are some of our best tips to make change at work a positive experience.

Start with the “Why”

One of the biggest reasons employees will resist change is because no one told them why they’re even doing it! Without knowing the “end” to justify “the means,” people are disconnected from the purpose of their task. They’re more likely to revert to what makes sense to them, without realizing how it affects other departments, or the company as a whole. So make sure you clearly lay out the reason for the change. Risk over-explaining the big and small reasons, and don’t assume that everyone knows how it all works. Using some Lean terminology here can be helpful by describing your “current condition” and describing your “target condition.” Lasty, be excited! Present the change with enthusiasm so that others can see this is truly a good change. Balance your enthusiasm with acknowledgement of people’s anxieties and assure them that you have their back.

Set Up for Success

Set your employees up for success, and calm anxieties by making the change as easy as possible. Assign tasks that fit your employees strengths, perhaps even collaborating with them on what their duties will entail. This will help them feel a little more in control of the situation. Make sure they are absolutely clear on what their expectations are, how they will be held accountable, and who they can go to with questions or concerns. Reduce fear of failure by rewarding brave behavior, not just successful behavior. Let everyone know it’s okay to not get it completely perfect on the first try. Growing pains are simply part of the process! As long as they are putting the effort in and trying to reach their goal, they should be encouraged.

Stay Connected

Whenever you make a change, you’re conducting an experiment. Your hypothesis is that the change will improve some aspect of your company’s function. So just like with any scientific experiment, you can’t begin, assume it worked, and never check on it again. It’s important to stay connected to all those involved in the change. Make yourself visible, have an open door policy, and physically go to the area where the change is taking place (In Lean, this is called going to the gemba). Talk with your supervisors to get their first-hand knowledge of how their departments are handling the change.

Be Adaptable

Be prepared for this new change to not work out the way you wanted it to. Sometimes our hypothesis is wrong, and we need to consider other options. This does not mean the experiment failed - you have lots of useful information now! Take note of what worked and what didn’t, and work with affected employees on a better solution. Trying to force an unhelpful change won’t help anyone.

For the Extra Stubborn

Sometimes people are determined to dig their heels in and stay put. It’s easy to ignore these naysayers and press on, but it may come back to haunt you later. Instead, face the doubt head on. Listen to their concerns and offer your full explanations again. Change can truly be anxiety-inducing and there’s a perceived safety in staying put. Have them honestly answer “what’s the worst that could happen?” and “what would happen if we didn’t make this change?”. This gets their fears out in the open where you can discuss them and put them at ease. Sometimes people just want to know that they were heard. If they’re still not convinced, tell them to just give it a try and provide them a clear path for criticism; either yourself or a supervisor. This helps prevent them from complaining aimlessly and spreading negativity among the workforce.

Implementing Lean practices - or any change for that matter - is a task filled with obstacles. By giving proper attention to the human element of change, you are creating a space in which everyone is better equipped for the road ahead. Take these leadership tips and get people on board!

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

sources

Forbes - How the Best leaders Get People On Board with Change

Entrepreneur - Change is Good. Now, How to Get Employees to Buy In

Throughout the past couple of months, we have shared with you the philosophy and history of Lean Manufacturing, as well as some Lean tools. We hope this has made you consider pursuing your own Lean journey, if you have not already done so. However, although you now understand the concepts and benefits of Lean, you should also be aware of the challenges that await you when implementing Lean.

What are the Biggest Challenges?

Time Constraints
As much as we want to successfully implement Lean changes, we still have to get the business’ products/services out the door for our customers. So when planning to implement Lean, consider that significant time will be required at all levels of the company: time to train, time to value stream map, time to prioritize projects, time to implement specific projects, etc. In addition, each project implementation generally requires participation from multiple departments and levels of management and workers. The ultimate end goal may be time saved, but there is much time needed to get to this stage.

Lack of Adequate Resources
Not only does this include lack of budget, but also lack of training, lack of software solutions and lack of manufacturing hardware. As you progress on your Lean journey, you will not just be in need of more time, but you may need outside resources to help train everyone on the concepts and tools of Lean. You may find that a particular improvement requires automated computer processes that need to be programmed, or newer manufacturing equipment that can make items faster and/or at a higher quality level.

Miscalculations in Goal Setting
Poorly defined goals can end up being counterproductive to continuous improvement. Make sure that the areas you are looking to improve are business critical and that you have already done a thorough examination of all areas of the business to truly understand what problem areas need immediate attention and offer the greatest benefits from improvements made. At the very start, choose some improvements to work on that will be quick wins. This will build enthusiasm and help get you through the projects that are harder and longer to complete.

Resistance
Both front line workers and managers that are not fully informed of the objectives and benefits of continuous improvement may be resistant to the changes taking place from Lean. They may resist the time and effort needed to train on the concepts and tools. They may be concerned that their position in the company is threatened if improvements lead to layoffs. They may just internally resist changes to the comfortable status quo. Management at the very top of the organization must be fully onboard to address these concerns. Top level management has to lead the way and not just encourage employees to take this Lean journey, but show them how it is done and reward them for doing so.

Inconsistency in Efforts
One of the most important, and hardest, goals of continuous improvement is sustainability. Many companies have great enthusiasm and determination at the start of the journey, but once a few improvements are in place, the drive starts to dwindle and patterns/priorities begin to revert back to the old ways of doing things. It is imperative for companies to continually monitor their processes and make sure that improvements are sustained. The “continuous” in continuous improvement is there for a reason! The Lean journey never stops. Every company can find ways to further improve processes. If employees are not continuing to look for them, then it will be easy to fall back into the old ineffective processes of the past.

As daunting as these challenges may seem, the results are truly worth the effort. The greatest benefit of Lean is the change in the culture of your company. When employees begin to truly understand Lean and are focused on continuous improvement in their work environments, the improvements start to build exponentially. As employees are recognized and rewarded for their “Lean efforts,” employee engagement rises and improvements start to happen on their own – without poking and prodding from management. The result is not only a more efficient workplace, but a happier one as well!

By Ann Condon, Marketing Manager

Ann Condon has been with Dion for 17 years, working in Dion’s Marketing and Business Development Department. Although this was her first position with a jewelry manufacturer, she has learned a lot over the years. Ann enjoys getting involved in “All Things Dion” from volunteering at the Dion Golf Tournament to being a part of the Dion Diamonds Relay for Life Team. She has quite a number of Dion event t-shirts to show for it!

Five Obstacles to Implementing Lean in Small Business
By Nathan T. Navarro, MBA, Lean Six Sigma Black Belt

How to Overcome the Biggest Ogstacles to Kaizen Implementation
By Erica Rodrigues   November 7, 2018

We all know how easy it can be for employees to feel disconnected from upper management. This divide can lead to some serious “invisible” problems for everyone in the company. Employees may not feel seen, heard, or cared about, and management may falsely think they have a good grasp on the company’s day-to-day activities. So how do you prevent this wedge from being formed and help your company continuously improve? Go for a Gemba walk!

What is Gemba?

Gemba, or “the real place,” is a core Lean manufacturing philosophy that aims to promote collaboration and improvement. For manufacturing, the gemba is the factory floor, for an artist, it’s the studio, and for a farmer, it’s the fields. In short, the gemba is the place where value is being added to the product. It’s important for those managing these industries to leave their office and observe the everyday processes of the organization.

Pre Gemba

In order to have a successful gemba walk, you and your team will need to prepare. Picking a theme for your walk, like safety or cost efficiency, is a great place to start. Then apply that theme to a specific value stream within your company. That way, you and your team know what you’re looking for, and can stay focused. Next, brief the people you’re observing about the upcoming gemba walk. This isn’t a surprise drop-in by management, and your team isn’t there to “catch” anybody. Gemba walks are a common practice meant to benefit everyone and improve business processes. You’re all on the same team.

During Your Gemba Walk

You and your team’s behavior is absolutely crucial to the success (or failure) of your gemba walk. No matter how tempting it may be, you mustn’t offer advice or correction. Save all your thoughts and comments until after. You are there to observe, learn, and understand. Coming in and trying to take control will do more harm than good, and will only serve to alienate your employees. Instead, ask lots of questions! Ask people what they’re working on. Is there a standard process for what they’re doing? Do they run into any problems with it? If so, what do they think that is and do they have any ideas for solutions? How do they communicate to others when there’s a problem? Take detailed notes of your findings and thank everyone for helping you deepen your understanding.

Post Gemba

Take some time to think about all you’ve seen and heard. Again, this is not the time to offer your own solutions. It’s time to collaborate with your team and the appropriate representatives from affected departments. Share your ideas on how processes could be improved. Together, their first-hand experience and your outside perspective are a powerful combination for finding creative and practical solutions. Once you all have agreed on some solutions and started putting them in place, check back in to see how effective they are. Keep the lines of communication open and the focus on process improvement.

There really is no better way to connect with your company than by visiting your departments and asking questions with the intent to understand. Not only will this improve processes, but it builds trust and respect between employees and management. When employees feel valued and cared for, everyone wins. So what are you waiting for? Get to the gemba!

By Aubrey Dion

Aubrey Dion is proud to be back working for the family business she grew up in. Over the years, she has performed a wide variety of jobs in both the office and factory, becoming a true "jack of all trades." Aubrey credits her quick learning ability to her strong theatre background, where memorization and attention to detail are vital. Working in the marketing department allows her to stay creative and work on exciting new projects for the company.

sources

Kanbanize - Gemba Walk: Where the Real Work Happens

The Leadership Network - Lessons from Toyota: How to do a Gemba Walk and Why You Need To