Company trips are a great opportunity to bond with your team, celebrate your successes, and discover new horizons. It’s an exciting event that the group looks forward to - and you’re in charge of planning it. With so much to coordinate, it’s easy to forget something that puts a halt on your entire trip. So how do you successfully plan your company’s trip and keep everyone on the same page?

Step One: Budget Breakdown

First and foremost, you’ll need to know your budget. Knowing the dollar amount allotted for a company trip will help when searching for a location, flights, hotels and any activities and transportation included in your plans. Once you get a firm number from your company, start researching travel and accommodation options. You’ll find that your budget will heavily deplete as flights and hotel will be your highest cost. Keep in mind that travel is cheaper when you book early. The longer you wait to book, the higher the cost will be. Once travel and accommodations are booked, you’ll have an idea of how much money is left over to spend on food, attractions, cab rides, etc.

Step Two: Follow The Leader

Although this is a group trip, there is only one planner - you! While it is okay to designate different planning activities to different people, make sure that nothing gets booked without your say-so. This will prevent double-booking, issues with going over-budget, and booking unpopular activities. Activities that have not been agreed upon by your team, should not be included as part of your group itinerary. If someone feels strongly about an activity, suggest they use the free time scheduled to check out whatever they wish that has not been included in the list of group activities during your trip.

Step Three: Sched(r)ules

Speaking of free time, make sure you build some into your trip! Yes, you’re there to celebrate and bond together, but everyone needs their alone time. These are opportunities to wander, explore, discover, and have stories to share later over dinner. Let the team know when these free times are on your group’s itinerary.

Your itinerary is the backbone of your trip. Everyone should have a copy as well as access to a digital version, such as a shared Google Doc. To keep everyone on the same page, it should not only include the time of each activity, but also the address and any relevant information. For instance, if you are going rock wall climbing, writing “make sure to wear closed toe shoes” underneath the activity title can’t hurt. Remember not to over pack your group’s itinerary - this is simply meant to keep everyone on track and informed about what’s happening, not to schedule their every minute.

Step Four: Be Prepared

We tend to forget things when traveling - so help your team out! Sharing a travel checklist and weather forecast can prevent travel woes from happening later. You could even make it a game to see who can guess the #1 item most travelers forget (i.e., a toothbrush!) to engage your team and get them thinking. If you are going to any upscale places or events, make sure your team knows to bring appropriate clothes. When everyone’s prepared, you’ll have a much smoother and enjoyable trip.

Whether you’re traveling across the state, the country, or the globe, it can be real work to coordinate plans for a group. By taking things a step at a time, making plans crystal clear, and preparing your team, your company trip should be a wonderful and memorable one. Bon voyage!

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

WeTravel Academy - 7 Tips You Need to Know Before Plannig a Group Trip

HR Tech Weekly - How To Organize a Business Trip for Your Employees

HelpScout - How To Plan a Fun and Productive Company Retreat

When considering strategies for employee retention, employee recognition is a must. Recognition is a powerful way to make people feel valued for their hard work, dedication, and stellar performance. How powerful exactly? The proof is in the (statistical) pudding.

The Cost of Ignorance

First, let’s start with some statistics for what happens when you don’t have any recognition program in place. According to a report by G&A Partners, the cost of replacing an entry level employee is about 30%-50% of that person’s yearly salary. For higher salaried employees, that percentage can grow to around 150%! So on top of the known pains of high turnover, companies are losing money trying to recruit and train new employees. A Gallup study added the costs up and determined that US business lose $1 trillion per year due to voluntary turnover.

The Desire to be Recognized

If those numbers were a little hard to swallow, these next statistics may help put your mind at ease. Recognition is proven to improve employee retention and is actively desired by most of the US workforce. According to a survey by OGO, 82% of American professionals feel they are not sufficiently recognized for their efforts. While that’s not a great statistic for American employers, it presents the opportunity for your company to rise above your competitors. By creating a culture of recognition, your company becomes more desirable to jobseekers. In addition, your long-term employees will want to stay where they’re valued. This, of course, can be backed up by studies as well. When SurveyMonkey partnered with Bonusly to conduct a survey, they found that out of 1,500 respondents, 63% of those who were “always” or “usually” recognized said that they’re also “very unlikely” to job hunt in the next 3-6 months. However, only 11% of respondents who are “never” or “rarely” recognized said the same.

The Power of Recognition

Some may believe that recognition is more of a subconscious feature of the workplace landscape, but receiving recognition is very much at the forefront of many jobseekers’ minds. A 2018 study by Achievers found that out of 1,700 respondents, 55% were planning to switch jobs, citing the lack of the recognition as the top reason. When asked if better rewards and recognition would encourage them to stay at their company, 69% of all respondents said yes! This is all the more reason to embed recognition into your company’s culture. By adopting a formal recognition program, you can avoid inconsistencies, fleeting trends, and empty gestures. Align your program with your company’s values and choose rewards that will help motivate employees and create meaningful professional relationships.

It All Adds Up

The numbers don’t’ lie - properly rewarding your employees for their efforts will boost your company’s retention. No one likes to do a thankless job. By creating a well-thought-out recognition program, your employees won’t feel overlooked and taken for granted, causing them to seek other opportunities. (Plus, saying “thank you” is just good manners.)

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

Toolbox - 6 Statistics That Confirm Employee Recognition and Retention Are Related

The HR Digest - Employee Recognition Drives Retention and Productivity

In 2021, finding the right talent that is willing to stay long term is a rigorous process. For a company, the goal is to find and retain employees’ long term. For job seekers, employees no longer seek a job where they can stay at a company for 20 or 30 years. The “new” normal, is to accept a position that satisfies their financial and title growth, remain in that role for a year or two, and move on to a new company. So how can a company achieve their goal? The first step is to have a stellar onboarding program as it can be the catalyst in forming a long-term relationship with your employees.

WHAT IS ONBOARDING?

Often, onboarding is the act of downloading as much information as possible to a new hire during their first week on the job. There are many problems with this tactic as a new hire can feel overwhelmed with the data dump they are receiving at once. In turn, they become stressed as they may have lost some of the information transferred to them. As the newest member on a team, they may not feel comfortable asking the trainer to slow down. The person training can also feel drained as they may feel the pressure to transfer as much knowledge over in a short period of time in order to be able to move on to their new task or role.

Onboarding is the process in which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members and insiders. The reality is that a successful onboarding program should engage both managers and employees in an ongoing fashion. Managers reflect the company culture and work ethics more than anyone. Since they will be the ones to set the goals and objectives for the new joiners, it’s only logical to involve them from the first day of onboarding. Managers can start by conducting a one-on-one with the candidate, explaining the company structure, roles, responsibilities, etc. Introducing the new hires to all the key stakeholders is also key in making them feel appreciated and a part of the team. New hires should be armed with understanding their roles and responsibilities, they should get comfortable in their new setting, meet their teammates, and learn company policies and protocols.

WHAT DOES A SUCCESSFUL ONBOARDING PROGRAM LOOK LIKE?

A successful onboarding program could last up to 3 months or more, which requires patience on both sides, so that the necessary information is transferred properly. Research conducted by Urbanbound has shown that up to 20% of turnover happens within the first 45 days of employment, but 69% of employees are more likely to stay with a company for at least 3 years after a great onboarding experience. Welcome your new teammates with a recognition reward. Some companies provide new hire pins with the company logo, computers, notepads with the logo, etc. Remember, first impressions count! Make sure you have ways to implement positive feedback that will both help your company and the employee by making them feel recognized. Staying current with your training materials is key! Sharing old information and outdated programs with the thought “you may need this in the future”, will most likely turn a new hire off. Unless those outdated programs and files are an everyday need, wait a few weeks before sharing that knowledge. Assign a buddy for the new hires. Even the best of onboarding programs require time for the new employees to perform their tasks confidently. Thus, assigning them a mentor or buddy can be an effective way to support them while they’re still finding their way around. A buddy can help the candidates understand the company’s work culture and how their roles fit in. They can train the joiners, monitor their progress, and identify their strengths and weaknesses.

STEPS FOR A STELLAR ONBOARDING PROGRAM

1. Pre-onboarding
   This phase begins when the candidate accepts the job offer and ends when that candidate joins the organization. The necessary paperwork is completed during this stage. HR managers and employers are constantly in touch with the new hire to ensure smooth onboarding.
2. Welcoming
   As the name suggests, the organization welcomes the recruits onboard, provides them an orientation to take them through the firm’s structure, policies, and so on. HR managers discuss paid time off, medical insurance, payroll policies, etc. Employers aim to finish the orientation within a week.
3. Training
   The training phase forms much of the onboarding tenure. Depending on the employee role or experience, the training period and modules may differ for each of them. For instance, seasoned employees may only require a run-through of the work processes, etc., while entry level employees will need detailed training from scratch.
4. Transitioning
   The transitioning phase helps new joiners put their training into work and perform their responsibilities as required. To monitor their productivity, designated managers conduct timely performance reviews, one-on-one meetings, etc.

In conclusion, remember that the initial experience of an employee at your firm decides their long-term relationship with you. Recognizing their talents, providing them with a sense of belonging, and making them feel welcomed from day one is important if you are hoping to have a long-lasting relationship with them.

BY CHRISTINE CATARINO, MARKETING DIRECTOR

Christine Catarino recently joined the Dion team as the Marketing Director. She is an ambitious and driven Brand Marketing Strategist with proven success developing, managing and implementing communication strategies and measuring results across both traditional and digital channels. She has a unique ability for creating marketing strategies that considers the business as a whole. She also has an in-depth global perspective that fosters success across diverse international markets.

Sources:

People Goal: Why Great Employee Onboarding Leads to Employee Retention
Hireology: Employee Turnover: It’s Time to Focus on Retention
Savion: 4 Reasons Why an Effective Onboarding Process is Essential for Employee Satisfaction

We’ve talked about the “turnover tsunami” in previous blogs, and as people continue to reevaluate their careers it’s a good idea to look at why employees leave. Even though the pandemic has changed many things, these reasons have been established long before. Examining them is a great way to begin the process of improving your business’ retention numbers.

Why They Leave

There are many reasons an employee may cite for leaving. It’s a great idea to conduct exit interviews during your off-boarding process to stay informed about your company’s weak spots. People who are on their way out are free to speak candidly and are usually happy to have their input heard. When an employee leaves, their reasons generally fall under one of their categories:

• Employee dissatisfaction: An employee who feels overworked and unsupported is definitely going to have their eye on the door. Many people have also reported feeling stalled at their jobs and don’t see any career advancement opportunities. This causes them to look elsewhere for those opportunities. They could also be dissatisfied with management, the company’s culture, their work-life balance, or the lack of recognition for their efforts. They could also have concerns about the company’s direction or financial health.
• Better alternatives: If your employee can make more money doing the same job at another company, what’s stopping them? Competitive benefits packages can also convince your employees to make the switch. If another company is offering the remedies to the dissatisfactions listed above, it makes sense why someone would seek employment there.
• A planned change: Sometimes life events happen. Having a baby, moving, taking care of a sick loved one, and other family events take priority; sometimes causing a restructuring of their professional life.
• A negative experience: The employee could be fed up with any number of negative experiences. This can range from unfair treatment to harassment.

Why They Stay

According to SHRM's Employee Job Satisfaction and Engagement: The Doors of Opportunity are Open research report, employees identified these five factors as the leading contributors to job satisfaction:

1. Respectful treatment of all employees at all levels.
2. Compensation/pay.
3. Trust between employees and senior management.
4. Job security.
5. Opportunities to use their skills and abilities at work.

People stay at rewarding, fulfilling jobs where they are treated fairly and valued for their ideas and opinions. We spend the majority of our waking hours at work, so it needs to be a positive part of one’s life.

Strategies to Increase Retention

• Accurate Recruiting:  Realistically present the job description to your applicants. If they step into a job that’s not what they thought it was, they are very likely to leave.
• Proper On-Boarding:  Make sure new employees are set up for success. Introduce them to people, tell them about the company’s history, and check in with them to make sure they’re adjusting well.
• Career Advancement: Provide opportunities for employees to learn new skills and advance themselves in the company. Leadership programs are a great way to motivate your best employees to climb the ladder.
• Compensation:  Keep an eye on the job market and make sure you’re paying your employees what they’re worth. It’s also helpful to use a cost-of-living calculator to see what a living wage is in your area.
• Recognition:  No one likes a thankless job. Have your HR team keep track of work anniversaries, promotions, sales goals, certifications, or anything else that deserves a round of applause. Show your employees that you appreciate the effort they’re putting into making your company great.
• Fair Treatment:  Make sure there are ways for workers to speak up when they feel things are not fair. Address workplace drama head-on instead of hoping it goes away. This only leads to resentment and will come back later.
• Engagement:  Build a community at your company through events, volunteer opportunities, classes, and more. This will help build company pride and help employees feel more connected.

For as many reasons as employees leave, there are reasons for them to stay. By examining your former employees’ reasons for leaving, you can build a strategy to make your company a fantastic one to work for.

BY AUBREY DION, MARKETING ASSISTANT

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

Robert Half Talent Solutions - 14 Effective Employee Retention Strategies

SHRM - Managing for Employee Retention

As noted in earlier blogs this month, employing various generations of workers can cause conflicts between individual workers and departments. However, companies that build a positive company culture of learning and respect can overcome these challenges, boost morale and improve employee engagement across generations. Consider some of these recommendations to build a company culture that not only respects generational differences, but benefits from the multigenerational dynamic.

Hire for a good cultural fit

Make sure when you are hiring new employees that you consider their cultural fit, and make sure departments are staffed with all age ranges, races, genders, etc. Job specific skills can be taught, but it is much harder to change personalities to make them fit in with a specific company culture.

Encourage new employees to integrate with one another

If you are hiring more than one employee at a time, find ways to encourage them to bond (in orientation meetings, at new hire mixers, etc.) This will give new employees support as they travel the “new hire road" together. This will also support multigenerational understanding if the new hires are of various generations.

Build Camaraderie

Plan events on a regular basis to bring employees together from across the company. Consider some of the team building activities noted in last month’s blogs  to bond employees young and old. However, the most important benefit of a multigenerational workforce is that everyone brings their own perspective and background to the table. A multigenerational workforce is truly powerful when each individual brings their best self forward and doesn’t feel a need to conform. That means acknowledging differences rather than shying away from them.

Encourage Mentorship

We have mentioned this in previous blog articles. It is a great way for older employees to pass along corporate tribal knowledge, while bonding with younger generations one-on-one. However, companies should also practice some Reverse Mentoring. This is where younger employees teach older workers about technology, social media and other newer trends in the marketplace. This allows younger employees to also feel valued, and encourages even further collaboration and communication across generations.

By creating an environment in which all employees are respected, feel free to be themselves, and contribute their unique skills, you are creating a company that will outperform its competitors in the long run and be a place employees want to come to each day.

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

The One Value That Unites Generational Differences in the Workplace
By Caroline Miller    Feb 16, 2021

Unlocking the Secret of a Multigenerational Workforce
May 10, 2021 Updated: September 30, 2021

As discussed in last week’s blog, our November theme is the multi-generational workforce.
This unique mix of demographics seems to present just as many advantages as it does pitfalls. Each generation brings a different perspective to the table, but their differing opinions, expectations, and communications styles can lead to conflict. So how do manage such a diverse group?

Stop the Stereotypes

While each generation generally observes their own set of values, it’s important not to go overboard with generalizations. Every person is different and may not fall squarely into their generational labels. You may have older employees who love technology and instant messaging, just as you may have young employees who love physical copies and face-to-face conversations. So while it’s a great idea to read up on the profiles of each generations, understand that these are broad brush strokes. The best method of management is always to know who your employees are and what needs they have. Maybe even monitor yourself for any negative stereotypes you may be holding about other generations.

Encourage Respect

One of the major pitfalls of having a diverse workforce is all the misunderstandings and miscommunications that occur. Older and younger employees may see each other in completely different ways. For instance, younger employees may feel energized and excited to begin working and bring their fresh ideas to the table, whereas older employees may just see an overeager “kid” who wants to upset the norm without knowing enough first. Likewise, younger employees may see older employees as out-of-touch and using outdated methods of operation. Encourage respect among the group by highlighting your powerful diversity and the opportunities to learn from one another. Gather everyone together for occasional informal chit-chats or other teambuilding events to foster better trust and communication. You can also establish mentorship programs between your older and younger employees. Mentorships are a fantastic idea because they A) satisfy the older employee’s desire to be valued for their time and experience, and B) satisfy the younger employee’s desire to develop their skills and move up the ranks. However, it is important to note that mentoring is a skill, so make sure your employees are up to the task before pairing them with someone.

Different Life Stages

When putting together your benefits packages, take note of the different life stages your employees are at. Typically, younger employees prefer tuition reimbursement, student debt assistance, and formal training opportunities. Slightly older employees who might be married, have kids, and have recently purchased a house may prefer mortgage services, family healthcare plans, stock options, onsite daycare, monetary gifts, and career development programs. Your oldest employees are most likely thinking about retirement, so retirement planning services and a 401k match are great benefits to offer. Healthcare benefits are always important, no matter how old an employee is, as well as flexible working conditions. Flexibility is a huge benefit for employees who have school, a second job, family members to take care of, upcoming retirement, or who simply want to attain a good work-life balance.

Communication Lines

Technology is ever-changing, so it’s important to recognize that different generations feel comfortable connecting in different ways. Oftentimes younger jobseekers will check out a company’s online profile before applying. Make sure that your social media presence is up-to-date and that you have ways to apply online. Many offices will also outright ban access to social media sites – but they’re a huge resource for younger generations. Consider lifting your office ban to keep this line of communication open. Email, paper, and face-to-face communication are generally preferred by older folks, so keep these going, but investing in an office-wide instant messaging software is a great idea to keep younger employees engaged and communicating. By keeping multiple lines of communication open, everyone can use what’s most comfortable to them and no one is excluded.

Though each generation is unique in their values and modus-operandi, there are far more similarities than differences between them. Everyone wants to achieve, build better lives, be fulfilled by their work, and feel valued for the work they do. By ensuring that everyone is communicating effectively, being respected, and considered in company decisions, all 5 generations can work in powerful harmony.

By Aubrey Dion, Marketing Assistant

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

Mindtools - How to Thrive in a Multi-Generational Workplace

Paychex - How to Manage the 5 Generations in the Workplace

FoWLAB Blog - When Generations Fight

Among the other challenges faced by companies these past few years, an employee dynamic that was growing long before COVID is the fact that now as many as five different generations of employees make up the workforces of many companies. As average life spans increase, employees stay in the workforce longer and longer – with younger generations being added as the decades roll on. However, if the various strengths of these generations are managed properly, multigenerational workforces can actually be an opportunity – allowing employers to better compete in their industries. How can companies tap into this potential?

Each generation of worker has different strengths, needs and concerns. Their work styles, preferred communication methods and expectations can cause conflict. However, if management seeks to understand each generation’s unique qualities, they can harness each group’s strengths and find ways to build their teams to respect generational differences and work more closely together. This can result in a real competitive advantage in the market.

So who are these generations?

• Generation Z
• Millennials
• Generation X
• Baby Boomers
• Silent Generation

Beyond just age difference, these generations were shaped differently by their experience with (or lack of) technology, the cost of their education (and educational debt), whether they entered the workforce during a boom or a recession, and how they feel as a generation about social and environmental issues. Throughout this month, we will dig deeper into the mindset of each of these generations, with the purpose of better understanding them and learning how to better communicate across generations, to learn each generation’s strengths and how to best engage, and to reward and incentivize them to bring out the best in all employees – no matter the generation.

Benefits of a Multigenerational Workforce

There are a host of benefits from having multiple generations in your workforce.  Here are just a few:

Multiple Perspectives – Different generations have different ways of looking at their jobs and how to handle responsibilities. Sharing different views will expand the perspectives of all generations involved.

Problem-Solving Abilities – Older employees have more experience and history in the industry, but younger generations may have more experience and skill with technology options and communicating with these younger generations. Teaming up generations on projects can result in more creative solutions to problems.

Family Knowledge-Sharing Culture – Recruiting talent has never been more difficult, so the need to retain employees and train them for the long-term is more important than ever. Companies with many generations of employees can tap into the older generations to mentor & train younger staff. In addition, a mentor/mentee culture in a company creates unique multigenerational bonds that mimic the family structure and lead to greater job satisfaction for everyone.

Some Ways to Bridge the Gaps

Understand that different generations have different work styles and preferences of communicating. Make sure that managers are aware of the ways their reports prefer to work and try to accommodate their styles. Gen Zers and employees with children may prefer working remotely and with flexible hours. Even your oldest employees may stay longer if they are given flexibility with their hours. Also, make sure to communicate with your teams in various ways. Some may prefer digital communication, while others prefer face-to-face interactions, hard copy information sheets or phone calls.

Younger generations want career development and to be heard. Older generations want to be recognized for the contributions and experience they provide. Pair up younger employees with senior staff member as mentors that can help guide them and transfer important job skills. Both will benefit, and in the process learn to appreciate each other more – dampening negative stereotypes of the other’s generation.

Finally, while there are general commonalities within various generations, it is more important to understand your individual team members and reports. Each person has unique life experiences that shape them. If managers seek to better understand each employee’s needs, motivations, hopes and dreams, they will be able to access their full potential, better engage them, and provide rewards and incentives that are truly meaningful for them individually.

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

How to Manage the 5 Generations in the Workplace
Last Updated July 26, 2019

The 37-Year-Olds Are Afraid of the 23-Year-Olds Who Work for Them
By Emma Goldberg
Oct. 28, 2021

Understanding Today’s Multigenerational Workforce: Benefits, Challenges, and 9 Best Management Practices
Posted by Andrea Boatman

Earlier this month we discussed the benefits of team building done right and also the need to be consistent with team building over the long term. However, employees don’t want to feel like they have to “perform team building” in order to make management happy. So how can you reap the benefits of team building exercises without making your employees feel like they are being put on the spot?

One way is to routinely inject team building exercises into the work day. Include them in meetings, daily to-dos, etc. If they are part of the regular workday these activities won’t seem so unique and out of place, and they may be activities you should be doing for other reasons anyway.

Some examples of these might be:

Went Well/Went OK/Could Be Better - Use this process for quarterly retrospectives and project post-mortems. Have everyone jot down on Post-it notes things they thought went well, things they thought went OK, and things that didn’t go well or could have been done better, and sort the Post-its into their respective categories. Next talk it out and come up with potential solutions to the problem areas. This exercise feels like just another aspect of the meeting – not specifically team building.

Solve a Puzzle – At the beginning or end of daily or weekly meetings, ask members to solve a puzzle or a brain teaser that requires thinking and brainstorming out loud. The key is that everyone has to contribute to the success of the project. Once they’re done or time runs out, ask your team: What was your strategy to solve it? Who did what? Why did you make the decisions you did? Allowing everyone to think through their process can highlight unique perspectives or strengths in each individual.

Idea Board – When starting a new project or event, have everyone come to the meeting with three to five ideas. Talk through them, and have people contribute additional thoughts, questions, or concerns. By making new projects and event planning team activities you get more perspectives and ideas and ultimately a better outcome – you also get a more bonded team.

These “during the day activities” won’t feel like team building exercises, but these work related discussions will create closer team bonds, highlight new and different perspectives, and (if well facilitated) include all team members – not just the strongest voices.

Companies can also offer out of the office events that don’t specifically have to be put in the “team building activities” box. Some ideas might include:

Volunteering – Participating in a community service effort might either be an all company or all department event for a day, or a sign-up activity just for those employees interested. Volunteering with co-workers is a great way to bond and make a positive impact on the community!

Intramural League Sports – If you have employees that like to compete, creating a team that plays against your competitors or other corporate teams in the area might be a great bonding experience. Even more employees can get involved to cheer on the team, help with cooking burgers after a game, or more.

Start a Book Club – This could be focused on business books related to your industry or department’s function, or just books everyone is talking about. Set aside a special time to discuss the book, encouraging everyone’s input. Adding snacks or lunch will make it even more fun. This could be a great way for remote workers to connect, and for everyone to learn something new.

With a little creativity and out-of-the-box thinking, team building can become an integral part of your company culture. Just make sure that your efforts are consistent and you don’t get into that “just need to check this off the list” mentality. The effort is well worth the long term benefits in employee engagement, improved communication and retention!

SOURCES:

22 Team-Building Activities Your Coworkers Won’t Hate (We Promise)
By Alyse Kalish
https://www.themuse.com/advice/team-building-activities-games-for-work-office#meeting

75 Insanely Fun Team Building Activities, Games, & Exercises For Work In 2021
By Jeff Murphy
https://snacknation.com/blog/team-building-activities-for-work/

Oftentimes when we talk about team building we think of face-to-face activities, but with a significant portion of people working remotely, a little bit more brainstorming is required to plan team building exercises. Remote workers arguably need planned team building more than their on-site peers due to the absence of typical “water cooler” chats and other casual, spontaneous communication. So how do you build camaraderie among a team who is never in the same building together?

Communication is Key

Rule number 1 of remote work is communication communication communication! Instead of popping your head over the cubicle wall and getting a quick answer, you have to type up a message and wait for the other person to get back to you. Of course you could always call them, but they may be busy and unable to pick up. Communication in the remote world is often stagnated and limited to just the necessities. That’s why good communication should be in the forefront of your mind when dealing with a remote team. Having daily morning check-ins is a great way to get everyone together and make sure everyone is on the same page. Here at Dion, every department has a morning “standup” meeting, meaning the department stands in a circle and discusses their progress, what lies ahead, and any other relevant news. This translated seamlessly into our morning virtual standup meetings with our remote workforce. We always make time at the end of each meeting to talk about accomplishments, both big and small, that everyone has had in the last day. This could include a sale, a process improvement (we love a kaizen), or praise for ongoing work on a project. It’s important to keep these positive lines of communication open so the team can feel bonded and proud of themselves.

Create The Space

Speaking of communication, curb the feelings of disconnect and isolation by establishing a chat room where employees can talk about something other than work. This should be a safe space - not monitored by management - where they can share photos, videos, memes, birthday wishes, compliments, concerns, etc. This allows the team the space to interact on a human (not worker bee) level. There are many products out there that are built for this very purpose, but even if you don’t go all out, a private Facebook group will work just fine.

The Fun Stuff

Just because your workforce is remote doesn’t mean they can’t get together and have fun! There are plenty of game ideas on the web to choose from. Contests are also a fun way to learn more about your coworkers. Things like the funniest pet, cutest baby photo, trivia, or best zoom background can be great ways to break the ice and learn more about each other. Spice it up by offering prizes such as virtual gift cards they can immediately use. Whatever you do, try to make sure you have a solid end-time so it doesn’t drag on too long. Zoom fatigue is a real monster and usually people don’t want to seem rude by being the first one to log off. Definitely check out our blog on making Zoom meetings more bearable for some good tips!

The Bigger Gestures

On-site employees get things like day trips, cook outs, and field days - so why should the remote workforce only get trivia? If you’re able, host virtual events with your remote team. A virtual paint-and-sip night or cook-along class can be great ways to get people to let their guard down and have fun. If you’re not sure what your team would like to do - ask them! You could even put it to a vote. As long as you have the team’s best interests at heart, they’re sure to appreciate the gesture.

Though remote workers can sometimes seem like satellites floating in space, it’s important to make the effort to connect and establish team camaraderie. By maintaining proper communication, creating places for employees to socialize, and having fun together, you’re sure to build a strong team mentality.

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 - 3 Ways To Bolster Team Building in a Hybrid Work Environment

SmartSheet - 5 Ways to Build Camaraderie on Remote Teams

Hi5 - Virtual Team Building: A Way to Boost Morale for Remote Workers

There are hosts of benefits for companies that develop their teams, including better communication, increased productivity and improved morale. However, as noted in last week’s blog article, many employees have had bad experiences with team building activities, or companies do something once a year and expect this to result in well bonded teams immediately. So what do companies need to do to realize the long term benefits of team building without giving employees bad memories?

First off, as with all improvement efforts – whether they are team building, lean initiatives, or creating a positive company culture – one shot will never be enough. Just like learning to play the guitar, it will take many practice sessions, experiments with different learning styles, etc. to get you where you want to go. So don’t take on team building as something to “check off.” Make it a company initiative that you will invest in for the long run.

Off-site team building exercises/events can be a great way to kick off a program, and develop some team bonding. However, realize that much of what is happening at these events is socializing – not team building. Certainly socializing with coworkers has positive benefits, but if you want your team’s collaboration to improve in a work-relevant way, the team building should be built around developing skills they’ll need in their workplace.

Off-site events need to be followed up with consistent frequent in-house activities that the team should probably be doing anyway. Some ways to best facilitate teamwork development include:

• Lectures – Teams are given information on how to improve teamwork
• Interactive Workshops – Teams take part in activities and discussions, such as the team’s purpose or goals
• Simulations – Practice teamwork skills, such as communication and coordination, that mimic real department tasks
• Ongoing Team Reviews – Teams monitor/review the quality of their owns teamwork on an ongoing basis

However, research suggests that just lecturing, in which team members passively learn, is not an effective way of improving teamwork. Teamwork training should incorporate experiential activities that provide participants with more active ways of learning and practicing teamwork, in addition to just passing along information.

Lastly, make sure to avoid these pitfalls – whether the activities are off-site or in-house:

Don’t make people embarrassed and uncomfortable – Activities that are irrelevant to their role, require physical aptitude, etc. can make people feel exposed and vulnerable. People who already feel ostracized, may feel even more so. Consider all types of personalities and body types when planning activities.

Don’t reinforce cliques or divisions – Especially at off-site events, people spend most of the day with only a few of their coworkers – the ones they already know and like. In addition, if you give people group challenges with little facilitation, it will often reinforce roles – strong characters become stronger, and quiet characters get quieter. Make sure that activities are planned in such a way that attendees will work with a variety of coworkers and that there is training on how to get input from ALL team members, not just the loudest ones.

Understand Your Team – If there are personal conflicts within the team, planning competitions pitting coworkers against each other may increase the hostility, rather than eliminate it. It is better to focus on collaborative group exercises, rather than competitive ones. Plan activities knowing what personal undercurrents may be present, so you can avoid conflict and work on ways to build team trust.

All of these activities and considerations may seem overwhelming, but if undertaken on a regular basis and in bite-sized chunks it is very doable, and will make your workplace more enjoyable and ultimately more productive.

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

Don’t waste your money on team building activities for work
By Hannah Price

Do Corporate Team-Building Events Really Work?
By Lindsay Olson

When you hear the phrase “team building exercise,” do you roll your eyes? Do you imagine corporate sanctioned bonding exercises been forced upon you and your coworkers? For many people, bad team building experiences seem to create a lasting, haunting memory. So what is the point of team building? And can it actually be… fun?

Camaraderie

It may be cheesy to say, but proper team building improves the camaraderie of the participants. Company outings create a relaxed and comfortable environment for employees to communicate in. It gives them a chance to talk about their life outside of work, their interests, and hobbies. By creating this experience, employees are better able to communicate with each other in the future. If they participate in a purposed team building activity (rather than just an outing), employees gain a better understanding of each other’s strengths, weaknesses, and interests. This helps them appreciate each other’s contributions and sets the tone for positive collaboration at work. You can also expect higher rates of creativity from bonded teams, since they are comfortable with one another and unafraid to pitch their imaginative ideas.

The Culture Connection

Team building days are a fantastic way to enhance your company’s culture. Your culture is the values, norms, and personality of your company. Many job seekers look for positions with companies that have a compatible culture. If you’re not feeling any company pride in the atmosphere, that’s a sign that you need to foster a proper culture. Be mindful, however, that employee cultures may not line up with management culture and you may need to find a way to bridge the gap.

An Investment

At the end of the day, team building is an investment a company makes in their employees. Happier, more communicative people are more productive, take better care of customers, and are less prone to misunderstandings. Brian Scudamore, founder and CEO of O2E Brands, describes his teambuilding investment:
“A few years ago, we took our top-performing franchise partners NASCAR racing. It wasn’t a fortune at $350 per person, but it was still a sizeable chunk of change for a growing company. At the end of the day, it was a totally worthwhile investment. The team felt appreciated. The experience - screeching around a track at more than 145 miles per hour - was absolutely unforgettable and we all felt like champions.”

So Why Do We Hate Team Building?

Despite all the ideals of team building, often the effort just falls flat. This is usually due to over-structuring. If the team building exercise feels more like a classroom with a lesson to learn about leadership, no one is going to find it fun. Oftentimes, the lingering management-employee structure remains. For instance, a manager may stand to the side and cheer on the employees who are actually participating. The comfort and relaxation just isn’t there – instead it seems everyone is forced to “perform teamwork” so management can check it off their list. The best remedy for this is to just have fun! Don’t shoehorn in a lesson or purpose, simply choose something fun and go do it! Let the bonding flow organically.

Another reason team building fails is lack of consistency. The company may host a fun trip or event, and then never schedule another one. Or maybe it knows no one liked the last team building exercise, so they drop team building altogether. This only works to demotivate employees and show that “fun things just don’t work here.” Try to have regularly scheduled events so people have something to look forward to. Encourage suggestions for your annual summer event, or monthly get-togethers.

Go Team!

When done wrong, team building can be a miserable experience. When done right, you can unlock loads of potential from your employees. It’s worth giving it a shot to strengthen bonds, motivate teams, and improve your culture. Stay tuned this month for more tips and insights about team building!

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 Team Building is the Most Important Investment You'll Make

TeamBonding - 12 Reasons Why Team Building Works

Get Out! - The Importance of Team BUilding Activities

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