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5 Ways to Elevate Conference Room Technology

In the past few years, work environments have drastically shifted from day-to-day in-office experience with frequent in-person meetings to fully remote work, hybrid schedules and Zoom meetings. While studies have shown that remote work will remain prevalent, the new challenge is optimizing conference room technology and office spaces to create an in-person experience remotely for employees and customers.

READ — Managing a remote work team with communication and ease

A boardroom or conference room equipped with outdated technology doesn’t meet the efficiency, productivity, and sophistication of one that is integrated with the most up-to-date systems modern technology has to offer. To cater to the evolving remote and hybrid work models, it is critical that companies have a comfortable and innovative conference room that is outfitted with easy-to-use technology that boosts productivity and increases collaboration, no matter where they are located. Here are the five ways to elevate conference room technology:

1. Sound masking: Increasing privacy and productivity

Ensuring that a conference room has privacy is of the utmost importance. Sound masking reduces distractions and increases privacy through ambient sound or “white noise.” It can be implemented throughout an entire office space or in single rooms and the volume can be toggled with at any moment in time. Here’s how it works: the higher the privacy index, the more confidential the speaker’s conversation becomes. With this technology comes fewer distractions and increased productivity. Between 2006 and 2008, a laboratory study was conducted where researchers found that sound masking effectively increased speech privacy from 35% to 90%.

2. Meeting and presentation technology: A premium audiovisual experience

As technology continues to advance and more digital applications are released, delivering a premium audiovisual experience is expected. Having optimized meeting and presentation technology in the conference room captures the audience’s attention and provides room for effective communication without glitches and delays.

There are a few different ways to elevate meeting and presentation technology. The first is through an audiovisual projection system or display, which has become a powerful tool for presenting and creating strong connections for every company across all industries. Second, is a web camera with crystal clear video that allows users to deliver premium optics and life-like video calls to create the experience of sitting together in the same room. Lastly, a microphone that offers clear and highly intelligible speech captured with state-of-the-art sound quality can enhance the conferencing experience for all participants.

READ — How to build community for employees while working from home

3. Video: Perfecting the video setup

Perfecting the video setup in a conference room starts with distributed video. Multiwindow video enables single or multiple sources to be shared across multiple TVs. This technology allows for flexibility, hides all equipment and simplifies the user experience. Perfecting the video setup in a conference room so that it is easy-to-use for hybrid workers who aren’t in the office every day removes the extensive and time-consuming preparation and setup, which provides a convenient, simplified experience.

4. Interactive touch displays: The key to increasing participation

Interactive touch displays utilize touch technology to record information, deliver dynamic presentations, and provide audience engagement with a single touch of a finger. This advanced technology also connects to computers, which allows users to save any recorded information as a file directly to the connected computer. Not only does this reduce the need for an overflow of office supplies, but it also creates a richer, interactive environment.

5. Smart conference rooms: Utilizing automated technology

Smart or automized conference room technology allows users to control simple commands such as integrated room control, lighting, window shades, HVAC control, occupancy monitoring and room scheduling, centralized distribution and one-touch meetings. Integrating the technology and systems in a conference room provides a comfortable, productive and smooth experience for remote and in-office employees.

Poor technology oftentimes results in wasted time and an unpleasant experience for companies and their employees. Regardless of the conference room’s interior design, it should be equipped with technology that is easy-to-use and complements video meetings for both at-home or in-office participants.

 

Shawn HannsonShawn Hansson is CEO and founder of Logic Integration, a Colorado audiovisual and automation firm specializing in the design and installation of easy-to-use technology in homes and businesses. Since the company’s inception in 2004, Logic Integration has been recognized for numerous accolades under the leadership of Hansson. This includes recognition as a multi-year honoree of the Inc. 500/5000 “Fastest Growing Companies in the US,” a “Colorado Companies to Watch” winner, CEDIA’s “Contractor of the Year” and “Integrator of the Year” by CTA, in addition to numerous others. Logic Integration’s clients include Comcast, Dish Network, Lockheed Martin, US Army, US Air force, Denver Broncos, and Level 3 along with many Fortune 100 companies.

The Top 5 Ways You Can Support Mental Health in the Workplace

As a business owner, it’s important to create a work environment that is conducive to employee productivity and well-being. Unfortunately, mental health problems are common, and they can take a toll on both employees and employers. According to the National Institute of Mental Health, nearly one in five adults in the United States experiences mental illness in any given year. This can lead to absenteeism, decreased productivity, and increased healthcare costs.

The past few years have been difficult for everyone, and the pandemic has taken a toll on mental health and employee well-being. In fact, The American Psychological Association reports 4 times higher rates of anxiety and depression in adults between April 2020 and August 2021. With the job market still tight, organizations are placing an increased emphasis on supporting their employees’ mental health. They know that happy and healthy employees are more engaged and productive, and they are also more likely to stay with the company. As a result, we are seeing more companies offering mental health support services, flexible work arrangements, and other programs designed to promote employee well-being.

This shift in priorities is good news for employees who have been struggling during the pandemic and beyond. It’s a sign that companies are finally starting to recognize the importance of supporting their mental health and well-being. However, many employers do not know where to begin and how to implement supportive practices in the workplace. Here are our top 5 tips for creating a supportive and healthy workplace:

1. Open the door for honest communication

First, make sure that you have an open and supportive communication policy. Encourage employees to come to you with concerns or problems so that they can be addressed early on. 82% of workers with a diagnosed mental illness do not inform their workplace managers about their condition (Sangar, 2019). It is important to establish early on that your workplace is a safe place to be honest about mental and physical health concerns without the fear of losing your job.

2. Provide mental health coverage

Despite the prevalence of mental health issues, many employers do not provide coverage for mental health services, leaving employees to pay for services out of their own pocket. Employees who are struggling with their mental health are more likely to call in sick, have more accidents, and be less productive. As a result, poor mental health in the workplace can actually lead to higher healthcare costs for employers. It makes good business sense for employers to provide coverage for mental health services and alternative care, plus it’s the right thing to do. Not only will it improve the well-being of employees, but it will also save money and boost productivity in the long run.

3. Train your staff on how to recognize and react to a mental health crisis

As the prevalence of mental health disorders continues to rise, it is increasingly important for businesses to train their staff in how to recognize and respond to a mental health crisis. Employees who are trained in mental health first aid are better equipped to identify the signs of a mental health crisis and provide support to employees in need. According to Pathways, employees who receive this type of training are more likely to feel comfortable speaking up about their own mental health struggles, which can help to create a more open and supportive workplace. Furthermore, businesses that invest in mental health first aid training can see a decrease in absenteeism and an increase in employee productivity.

4. Provide actual resources for your employees

Employee assistance programs, or EAPs, are designed to help employees resolve issues that could impact their work life. EAPs typically provide confidential assessment, short-term counseling, referral, and follow-up services for employees who are experiencing personal or work-related problems. While the specific services offered by an EAP may vary depending on the employer, all EAPs share the goal of helping employees address problems that could adversely affect their work performance. In most cases, EAP services are available at no cost to employees and are strictly confidential.

In addition, employers can look into offering different forms of therapy to their employees such as traditional and non-traditional forms of therapy. Programs such as corporate neurofeedback sessions can provide employees with a non-invasive and private way to optimize brain function and decrease or eliminate symptoms of anxiety, depression and more.

5. Lead by example: Take care of your own mental health

As an employer, one of the most important things you can do is lead by example. If you want your employees to be productive and happy, you need to set the tone by taking care of your own mental health. That means making time for self-care, maintaining a positive outlook, and seeking help when needed. By modeling healthy behavior, you can create a workplace that is supportive and nurturing. So make sure to set an example for your team and take care of your own mental health.

In the world today, employers should be providing mental health resources to their employees. These offerings will set you apart from your industry peers and are also cost-effective solutions to assist in recruiting new talent and retaining key employees.

READ — Hiring and Attracting New Talent

As we move into a new business era, employers are financially conscious of the revenue impact of COVID-19, it is more important than ever to have productive employees who are present at work. There are many affordable and accessible solutions available, which leaves employers with a lot of flexibility with the benefits they offer. There are many affordable options available, which leaves employers with a lot of flexibility in the benefits they choose to offer.  When your employees are thriving, it is highly likely that your business will too. We hope these tips will get you started in the right direction.

 

Jennifer Tierney Headshot

Having worked in operational management for 15+ years, Jennifer Tierney, COO at Full Velocity Consulting, possesses a distinct skill set and is known for complex analysis of operations, finance, and technology to improve core business strategies. Jen is also the founder and CEO of Parker Neurofeedback, a Colorado-based Neurotherapy office and provider. She believes in using technological advances to improve daily functions, along with overall company direction and growth. She is trained in project management and process improvements having participated in several Six Sigma projects, has a Masters degree in Technology Management, and is an adjunct professor at Red Rocks College where she teaches business/marketing courses.

 

 

 

Kyle KubeAs President and Co-founder of Think Health Consulting, Kyle Kube is dedicated to helping companies improve their corporate culture through a variety of measures. With expertise in employee benefits, human resources, risk management, and talent delivery Think Health Consulting offers comprehensive solutions for businesses looking to enhance their workplace environment. Kube brings 10+ years of experience to appropriately manage risk and implement innovative medical solutions that not only impact the bottom line but also foster a workplace culture that compounds success for years to come.

Mental Well-Being & the Workplace: Embracing Suicide Prevention and Awareness Month

According to the Harvard Business Review, over the past twenty years, suicide deaths in the United States have increased by 35% with the majority of suicide deaths occurring among working-age individuals. Also alarming, Colorado ranks seventh in the nation for deaths by suicide. Because most people spend the majority of their waking hours in the workplace, employers, managers and co-workers have a unique opportunity to help support and offer resources to people who may be at risk. 

September is Suicide Awareness & Prevention Month and an ideal time to consider well-being in the workplace. The benefits of supporting employee mental health are well documented, ranging from fewer sick days to increased productivity. With today’s slew of job openings, offering mentally healthy workplaces is becoming a vital employee retention tool.  Simply put, promoting well-being in the workplace and helping someone who may be in crisis is the right thing to do.

READ — Building a Company Culture of Care

What does it take to improve well-being in your place of business? While there are many useful resources to help measure and promote a more mentally healthy workplace, it all starts with a simple and authentic culture shift. Communicate your intention to staff and follow it up with real action. Here are a few tips to get started.

Tips to Promote Employee Well-Being 

Adopt a Growth Mindset & Emphasize Meaning

Finding purpose and “getting in the flow” with work boosts well-being. Talk to your employees about the importance of their work and how it contributes to overall company success. Learn what your employees like best about their jobs – and where they could use support or training. People want to succeed and typically thrive when given the opportunity and support to do so.  

Promote Employee Connection, Respect & Inclusivity

A supportive and inclusive work environment that fosters communication and a sense of belonging offers strong protective factors against suicide. Encourage team building, investing in regular events and opportunities to connect such as breakfast breaks, group outings or even by organizing team volunteer hours with nonprofits to give back to the community.   

Mental Health First Aid Class

Consider a company-wide Mental Health First Aid class, where employees will be taught tools to keep someone safe in the middle of a panic attack, suicidal ideation and more. Those who take the course learn a 5-step action plan encompassing the skills, resources and knowledge to help an individual, or perhaps a co-worker, in crisis. 

Quarterly Checks

Train managers to check in with staff to gently gauge stress levels and query how they are coping inside and outside of the office. Take note if something feels “off” or not quite right. Ask how you can support employees and let them know they are valued. Be prepared to offer mental health resources to help your team navigate the complicated process of being connected to care.  

Straight Talk with Respect and Care

If you are concerned that someone is in emotional pain, don’t beat around the bush, ask in a direct and caring way if they have considered suicide. Show empathy and compassion in your questioning and if the answer is yes, be prepared to help connect them to resources and above all else, express care and concern.  

Employee Mental Health Resources 

As Denver’s community mental health provider, WellPower (formerly known as Mental Health Center of Denver) offers counseling, clinical interventions, trainings and helpful resources to improve well-being and offer care in times of crisis. These include: 

Colorado Crisis Services

To talk to a mental health crisis counselor 24/7, call 844-493-TALK (8255) or text TALK to 38255 or visit https://coloradocrisisservices.org. You don’t have to be suicidal to call or text. You can also call if you are concerned about a co-worker and want guidance on how to help. Colorado has several walk-in clinics specifically for people in crisis and you can find their address at the website.  

Access Line

To access services for yourself or your child, call (303) 504-7900. Staff will ask you questions over the phone to learn more about you or your child. They will ask about who you are, your finances and ask for some clinical information. We use this to determine if you or your child meet our requirements to access services with us. 

TherapyDirect

TherapyDirect is a new (and free) way to quickly connect with a mental health professional for up to three online therapy sessions each year. No fees, no medical insurance needed. Available to metro Denver residents 18 years and older, including those new to counseling. 

Well-Being Resources

WellPower has created a “Digital Front Door’” to help people help themselves and access our services earlier. Our website has links/info/tools to help improve your well-being, including a link to the free Science of Well-Being course, Mental Health First Aid, books and self-monitoring tools like myStrength.  

Working to enhance your workplace culture can deliver a big return to your business and the people who work for you. Set actionable goals, train managers and shift the work mindset to better promote well-being. Most of all, watch for potentially serious issues impacting staff and act quickly to show care, compassion and a willingness to support and help navigate connecting a person in crisis to care.

Carl Clark MdAs President & Chief Executive Officer of WellPower Dr. Clark leads the organization by “focusing on what people can do, not what they can’t do.” He has dedicated his career to improving the well-being of the Denver community and beyond through a focus on health promotion, well-being, resilience, and recovery across the lifespan.
 
Under the leadership of Dr. Clark, WellPower is powering the pursuit of well-being, delivering strengths-based, person-centered, culturally responsive services. In 2018, WellPower was named a finalist for a World Changing Idea Award from Fast Company Magazine and the same year won the Excellence in Behavioral Healthcare Management Award from the National Council for Behavioral Health. In 2021, WellPower was named a National Top Workplace and a Top Employer in Healthcare by DiversityJobs.com and has been a Denver Post Top Workplace for nine years running.

Building a Company Culture of Care

From the Black Lives Matter movement to the crisis in Ukraine to gun violence in U.S. communities, companies big and small are being judged more than ever on how much (and how well) they care. This mandate to care is distinct from, yet often conflated with, the business world’s current obsession: purpose. Yet in today’s climate, a company with a strong purpose but poor demonstration of care for human suffering (whether at the company, community, or global level) risks not only losing consumer support but employee support as well.

Recent research, and our own work with frontline employees, underscore the benefits of an employee experience that emphasizes a culture of care across all levels of an organization. As Alan Saks, Professor of Management at the University of Toronto writes, “while there are many definitions of what it means to care for employees, at its core it involves an awareness of and concern for employee’s needs and well-being.”  This feeling of care —a caring organizational climate—is positively related to job satisfaction, organizational commitment, organizational citizenship, job performance and well-being.

READ — 5 Tips for Building a Strong Company Culture in a Hybrid Work Environment

CEOs, HR leaders and managers all have a role to play and can start with the following three questions and practice changes:

1. Do you really know your workforce?

Every year we survey the predominantly frontline workers who utilize the services of our social enterprise. In 2021, as in past years, the challenges they faced were significant. Homelessness, illness, loss of family members, debt and mental health struggles topped the list of struggles workers brought to our team and carried with them to work. When we report back to employers with our data, we are often surprised by the reactions: 

  • Many HR leaders are unaware of the nature and extent of their employees’ needs and resource challenges.
  • Employee benefits are not regularly evaluated for their impact on employees and the extent to which the benefits contribute a culture of care. Utilization data is often the only metric used.
  • The role mid-level managers play as “first responders” when frontline employees struggle is often unrecognized and overlooked as an important source of insight despite the fact that when care is exhibited at the managerial level, it creates positive feedback loops, amplifying care within and even beyond an organization’s walls.

Build your understanding of your workforce with overlooked tools

  • Data from your employee benefits investments are a great place to start.  Ensure your benefit providers are offering meaningful insights on your workforce whenever possible and consider conducting an Employee Benefits Impact Study if you haven’t already conducted one. 
  • If you suspect your organization does not currently offer benefits meeting the diverse challenges faced by diverse employees, ensure you include exploratory questions in your annual employee survey. 
  • Survey your mid-level managers. Mid-level managers have some of the best insight into the health and struggle of their direct reports – just keep it anonymous. 

2. Are you too focused on perks at the expense of feelings?

Last year, Gartner released its findings from a survey of 5,000 employees worldwide underscoring the importance of  ‘feelings’ within any employee experience strategy. The report argues that perks and benefits do little to strengthen the employee experience if they’re not contributing to positive feelings like connection, respect and care.

CEOs and HR teams should ask:

  • Do the benefits we offer stem from an awareness and care for the unique experiences, struggles and aspirations of our employees (i.e., do they feel one-size-fits-all or personal)?
  • How do our employee experience investments supercharge a culture of care?  Do our investments generate the organizational ripple effects we’re seeking?

3. Are your external and internal efforts aligned?

CEO activism is increasingly important to employees. But imagine working for a company with an active, community-focused CEO willing to support social causes, but doing little to address an unsupportive work culture. A culture of care should be felt both externally and internally within an organization. External and internal alignment and expression of culture require a tight CEO and CHRO partnership. 

Despite long-standing calls for a new era of HR, in our work we continue to see HR leaders bogged down in transactional work and wed to short-term metrics. Culture matters to employees and can be a priority for HR, but this must be supported by CEOs through aligned mid and long-range goals. 

Start with the metrics:

  • Ensure HR works side-by-side with the CEO and CFO to develop key performance indicators that gauge company culture. 
  • Incentivize the behaviors and practices that build a culture of care by allowing HR to propose alternatives to the standard metrics for performance assessment.
  • Take a closer look at your annual budget.  What does your allocation to worker support indicate about company culture priorities?  Is an adjustment needed?

In an era of continuing uncertainty for both workers and employers, it may be tempting to push these ‘culture of care’ efforts to the back burner.  Yet talent attraction and retention is always good business, and companies that build a culture of care today are best positioned to win the talent and retention wars of tomorrow.  

Start with the questions we pose above, involve key stakeholders and commit to short, mid-range and long-term goals.  The payoff: An enviable company culture that serves as a talent magnet and your most powerful retention tool.

 

Liddy
Liddy Romero

Liddy Romero, Founder and CEO of WorkLife Partnership, believes that meaningful work contributes to one’s purpose and provides dignity and direction and she knows that if workers have the resources and support they need at home, they are more likely to succeed at work. WorkLife Partnership helps businesses recruit, retain, and value their employees by providing access to resource navigation and offering insight into issues and challenges impacting their employees’ ability to fully engage at work. Liddy completed the ROI Certification from the ROI Institute in 2017, was awarded ColoradoBiz’s Top 25 Most Influential Young Professionals in 2020 and is also a two-time Aspen Institute Fellow.

Val Headshot Final
Valerie Wendell

Valerie Wendell is a long-time workforce development professional and advisor to innovative start-ups promoting the dignity of work. She is the former Chief Innovation Officer at WorkLife Partnership.

 

How to Thrive When You’re Worried

To quote Erma Bombeck, “Worry is like a rocking chair: It gives you something to do but it never gets you anywhere.” None of us could have predicted that we’d be facing a pandemic followed by war and unprecedented inflation. Not surprisingly, it seems that everyone is waiting for something else to happen and the whole world is tense with worry. However, there is a way to strengthen and protect your business, replacing worry with a path to get you where you want to go and thrive.

The stronger your business is, the less likely it will be affected by unforeseen challenges and events. Better financial management is not the simple solution. Strengthening and protecting your business in any environment takes a strategic recruitment and retention plan that supports your people, who will in turn help maintain and grow your customer base. One depends completely on the other.

Your plan should be based on two guiding principles: hiring for shared values and alignment, and building happy, supportive workplace cultures where employees and customers bond effectively — nourishing relationships, increasing retention, and creating a more sustainable future for your business. Use two underlying strategies to help execute your plan:

Hire for character, then for competency.

Most of us were taught that you should “hire for competence and fire for character.” There’s nothing neutral about character. Employees who do not share your corporate values actually dilute them. They detract from the essence that defines your company and drives your success. If you find that you must fire someone for their character, the damage has already been done.

Here’s how to know for certain whether the person you want to hire is a good match with your values and culture. Start by ensuring you have a laser clear understanding of who you are as a company by asking yourself questions like “what makes my company unique?” “Can I define, specifically, what my core corporate values are and how I live them daily?” “Can I describe what my work environment is like day to day?” When everyone in your organization answers these questions the same way, you can ask new candidates the same questions and measure their responses to ensure alignment.

The next step is behavioral interviewing. Train your hiring managers to ask behavior-related questions. This means asking candidates to solve real problems they may face in their new job and describe how they handled a particular situation or person in a previous job. Behavioral interviewing gives you two kinds of insight: real-world action taken to get a job done and a deeper sense of character based on what was important or difficult for them, how decisions were made, and similar details.

If the candidate’s character fits with your community, interview that person a second time to assess their competency. Assessments give you further insights into the thinking, specific skills, and cultural fit of candidates and the ability to compare them to current employees. They help ensure that you have the right people in the right roles to do their jobs well.

Build a culture that puts people above everything else.

Being a people-first community is your strongest competitive edge in winning top candidates and retaining employees. Companies that put people first are kind, respectful, fair, caring, and empathetic — nearly the opposite of how workplaces used to be, and many are still. They have a sense of community that harnesses their collective talents and energies to achieve big ideas. Alignment is the natural outcome when you build your community around the common good character of your employees, whose leaders care about their wellbeing.

Today, the most important common trait found in the best leaders is empathy. There is no stronger way to show that you put your people first. In addition to valuing and modeling empathy, great leaders build morale, trust, and motivation through clear and transparent communication, empowering decision-making, being flexible, trusting that people will get the job done, and leading by example.

When you face challenges, be flexible and fair in finding solutions and involve employees in the decision-making. Keep people in the loop about what’s going on with the business. Ask employees what they need and want and consider expanding benefits with a range of options that are valued by employees.

These strategies are essential to successful recruitment and retention and in building high-performing communities. Following them will help you thrive through any perceived or real challenges on the horizon. And no more worrying; everything is going to be okay.

 

 

Kathleen Quinn Votaw2 is Founder/CEO and Speaker/Author of TalenTrust and KQV Speaks. Her first book, Solve the People Puzzle: How High-Growth Companies Attract and Retain Top Talent, debuted in February 2016; with the second book, Dare to Care in the Workplace: A Guide to the New Way We Work and related Podcast launched between 2021-2022.

Kathleen and her firm have achieved many recognitions from many well-known organizations, including ColoradoBiz Magazine, Vistage Worldwide, and the coveted Inc. 5000 for two consecutive years. Kathleen is a regularly published columnist and popular speaker on topics related to HR strategies and workplace culture. Reach Kathleen at [email protected] or (303) 838-3334.

5 Tips for Building a Strong Company Culture in a Hybrid Work Environment

As businesses continue to transition to hybrid working environments, maintaining a strong company culture amongst both remote and office-based employees will be a critical component in achieving long-term success.

Throughout the pandemic, our company learned so much about what it means to be an engaged and efficient workforce. We started having virtual weekly huddles, communicating on Slack, doing Zoom calls from one room to another, and hosting virtual happy hours and trivia. But all those things are material. What allowed us to grow and maintain a strong work culture even though we all haven’t been in-person every single-day was a shared company purpose, teamwork, measurement, respect for each other and trust. Here are five tips for building a consistent and engaging company culture in a hybrid work environment.

Establish Core Values

A company culture should be defined by its people, and not tied to a physical workplace. Developing core values with your employees that are easy to embrace will drive success and fulfilment in life, regardless of your working model. Determine what drives them, what drives you, and what needs to be done in order to succeed. For us, “Together, We Win” seems to be everyone’s favorite core value. It embodies all of our other values, as well as our purpose, and keeps everyone engaged.

Measure Productivity not Office Hours

Gone are the days when direct reports include notifying or asking permission to leave early or for a doctor’s appointment. Instead of counting office hours, measure productivity. Let employees determine when and how they want to do their work, as long as the work is getting done well and according to the company’s overall strategy.

Measure everything that you do as a company, versus office hours. Establish and measure annual and quarterly goals, and both internal and client-facing metrics. Create an accountability chart that distills down job descriptions to very simple boxes, such as with an employee’s name, title, and three-to-seven bullet points outlining their role and responsibilities. The accountability chart allows people to know where to go for what and keeps the ownership of specific tasks with one person.

Make the Office a Great Place to Work

We’ve learned by now that many businesses can work remotely; so it’s up to the employer to make the office a great place to work, socialize, and collaborate to encourage employees to come back when it’s safe to do so. The onus is on the company and is no longer on the employee. Create a flexible, creative, and fun office space.

Instead of putting a policy in place that outlines how many days an employee must be in the office and the number of hours, allow each department to determine what works best for them. Mirror the work from home experience as much as possible toward the physical office space, and it will help entice employees to return.

Encourage True Vacation Time

The work from home and hybrid work culture may lead to less (true) vacation time, so finding ways to encourage and perhaps require time off is going to be the next hurdle for employers. A burnt-out team is never a good thing, and more work doesn’t produce more results. It will be important for employers to encourage staff to take personal time, vacation time, and time for self-therapy.

Employees usually don’t come up with an “a-ha” moment or big work idea while staring at their email in front of their computer. Great ideas normally come on a bike ride, while climbing a mountain, taking a walk on the beach, through meditation, or activities outside the office. In general, employers need to be more compassionate, understanding, supportive, and facilitate and encourage productivity through celebration of great achievements.

Respect the Work Force

Respect both your permanent and remote employees and their work/life setup. We learned that we need to involve our remote teammates even more than we thought now that we’ve worked in their shoes. There is no such thing as office-based and remote employees anymore. All employees need to be equally engaged, encouraged, and included. Everyone can work in a hybrid environment and feel connected, but it requires opening up remote options to engage employees, whether it’s a Zoom meeting to see people on screen more often or a virtual event. And regardless of where your employees are located, it’s vital more now than ever for company leaders to be accessible, approachable, and visible to all employees.

 

KoriCovrigaruKori Covrigaru is the Co-Founder and CEO of PlanOmatic, the biggest and fastest provider of Property Insights and marketing services for the single-family rental industry nationwide.

Don’t excuse racism in your workplace, prevent it from happening

Following the killing of George Floyd and the related protests, virtually every segment of society began examining the issue of race in its respective organizations. Colorado business owners should be no different. Egregious racially offensive conduct in the workplace continues to exist.

Very recently, the NASCAR brand was put under a microscope when Bubba Wallace found a noose in a workplace garage. The fallout and investigation were ugly for all involved. Even the owner of a speedway had his profits affected through lost sponsors after making an off-color and ignorant post concerning the incident.

What’s bad is that the issue of nooses in the workplace continues to be a vehicle of racial harassment and a significant concern for employers to prevent. What’s good is that proactive employers are using such events as an opportunity to shore up their policies and corporate behaviors concerning race.

What’s at Stake? Unpacking the Risk to Employers

Race discrimination in a workplace harms the interests of every employer of every size, operating in every sector. Racism in the workforce impedes morale, creates distrust, and obstructs teamwork. At this time, Colorado employers must understand the issue of racial harassment and work to ensure that all employees will be treated fairly and equally in dealing with this issue.

Federal and Colorado laws prohibit race discrimination in employment. Racial harassment is a form of racial discrimination. Racial harassment places the employer in a position of confronting administrative charges filed by employees with state or federal government enforcement agencies, investigations by such agencies, and litigation initiated by individual employees or government enforcement agencies.

A claim for a hostile work environment based on race is the most common claim to address racial harassment. An essential element of this claim requires the claimant to prove that the discriminatory intimidation, ridicule, or insult is sufficiently severe or pervasive to alter the conditions of the claimant’s employment and create an abusive working environment.

A victim’s harasser may be the victim’s supervisor, a manager or supervisor in another department, a co-worker, or the employer’s clients or customers in the workplace. There is not any automatic number of offensive incidents, or specific forms of conduct, required for a viable claim. Each claim must be viewed in the context of the totality of the circumstances.

As recently as April 13, 2020, the federal court in Colorado addressed the use of the most heinous racial epithet in the Ostrom v. Mountain Top Inc. case. This matter involved an ice cream shop in Vail, where a co-worker repeatedly referred to Ms. Ostrom’s boyfriend with the N-word and repeatedly threatened to shoot him, including the nonverbal conduct of simulating the firing of a gun. This conduct resulted in Ms. Ostrom lying on the floor of Mountain Top in a fetal position and ultimately running out of the store to the police. A single workplace incident, if sufficiently severe or pervasive like the one described in the Mountain Top scenario, is actionable and can suffice to assert a hostile work environment claim against an employer.

Preventing Racial Harassment in the Workplace

Every employer is unique, and every employer improves by developing a program that is both consistent with its operations and management, and effective in preventing racial harassment in its workplace. Recently, the University of Iowa football program and the NFL Washington Football Team were confronted with numerous complaints alleging that each organization had a discriminatory work culture. The Iowa program faced the issue of race, and the Washington organization addressed the issue of sex discrimination. Rather than merely investigate specific complaints, these organizations retained outside law firms to conduct a comprehensive analysis and investigation of the culture of the organization concerning the type of discrimination in issue.

While the investigations concerning the Iowa program and the Washington NFL team were in response to a series of complaints, every organization may benefit by conducting a comprehensive evaluation of its workforce and practices to prevent harassment. The Report of the Co-Chairs of the Equal Employment Opportunity Commission’s Select Task Force on the Study of Harassment in the Workplace identified five core principles that have generally proven effective in preventing and addressing harassment that Colorado businesses owners can benefit from:

  • Committed and engaged leadership
  • Consistent and demonstrated accountability
  • Strong and comprehensive harassment policies
  • Trusted and accessible complaint procedures
  • Regular, interactive training tailored to the audience and the organization

Now is the Time to Prevent Racial Harassment in the Workplace

Extreme racial harassment in the workforce continues to exist. An effective, comprehensive analysis of the workforce may serve as a first step toward implementing a program to prevent race harassment. The time to act is now, before an embarrassing incident occurs or a lawsuit is filed.

Employment lawyers can help you review your organizational culture concerning race. They can also work with your team to prevent new complaints by examining prior complaints concerning race discrimination and harassment and by interviewing key executives, managers, supervisors, and affected employees. Your company has the opportunity to develop proactive training programs concerning racial bias, unconscious bias, as well as diversity and inclusion in the workplace. Finally, a review and modification of existing policies might be necessary. In 2020, when issues surrounding race and racial harassment are top of mind, all employers have the opportunity to benefit from implementing an effective program to prevent race discrimination in their workforce.

Steven Murray is an experienced attorney in employment and civil rights law, litigation, and trial practice. Steven’s experience has been virtually exclusively devoted to practicing private and public-sector employment, civil rights law, and trial practice. www.smurraylaw.com

The middle road between business and burnout

Apple has doubled its value since the start of the pandemic, to $2 trillion. Target’s profits surged with online sales that almost tripled as a result of COVID-19. If only these were everyone’s stories!

It may seem counterintuitive during these hard times, but recruiting firms continue to grow as well, and it has much to do with the choices companies are making in opening up to changes in their workforce policies and practices.

In a recent COVID-19 Impact and Recovery Analysis, Business Wire forecasts a $90 billion spend growth for contract or temporary staffing services between 2019 and 2024. Business continuity is people continuity. Consider all your options. Incorporating the “gig economy” is now part of our workplace infrastructure.

This is the era of uncertainty, and nobody knows how long it will last. Some companies will hire and expand, some will contract. But in every case, leaders need plenty of options to withstand the current fluctuations in just about everything related to their businesses. It makes sense that organizations across industries are turning to other-than-full-on headcount to make it through the recovery. They don’t want to burn out their people, especially their star players, but they have work to accomplish and goals to meet. Where is the middle road to success? You’ll find it in the flexibility of temporary and contract workers. Once again, it’s time to rethink how you recruit and retain your people in response to change.

By now, we should all understand that investing in your people first is how to create success. And the definition of “your people” is changing. Employment looks very different than it did in the past.

Increasingly, companies are finding they can do what they need to do with a combination of full-time permanent positions and temporary support by hiring non-employees on an as-needed basis. These can be in the form of independent contractors, freelancers, part-time workers, temporary or on-call workers, interns, and any other type of work arrangement that fits the situation.

By rethinking people strategies, your company gains flexibility and freedom in recruiting, and at the same time provides more of the work-life balance and independence today’s employees want and need, increasing retention.

Rethinking Recruiting Strategies

If you don’t already think of recruiting as an ongoing sales process, it’s long past time to realize that finding the people with the right skills and fit for your organization is critical across economic and market conditions. The pandemic has not fundamentally changed the skills gap. There have always been, and always will be, supply and demand gaps for skills. Additionally, despite the

business challenges of 2020, more than 60 percent of companies see identifying quality hires as their top challenge this year. You may not be hiring at this moment, but never stop recruiting!

In addition to reevaluating your strategies for the type of worker you need at any particular time—full- or part-time, gig or temporary—recruiters should stay on top of new policies and tools that can elevate job offers. For example, working together, businesses and governments have developed “work sharing,” which enables employers to reduce workers’ hours, but not their pay or benefits, with the government picking up part of the cost; “strategic employee sharing” between businesses as their needs fluctuate; and “portable benefits” tied to the person rather than the job. The IRS is also creating new options like leave-sharing plans where employees can deposit into an employer leave bank for other employees affected by COVID.

Continually recruiting and being aware of your options at every level will greatly increase your ability to compete for top talent who can help you manage through our current uncertainties.

Rethinking retention strategies

Work cultures based on head and heart have always increased retention rates. And if there was ever a time to rethink whether your culture incorporates both, it is now. People are hurting. They are depending on leaders to provide some financial and emotional stability—as well as understanding that time with family is critical always, and especially in challenging times. It’s not just healthcare companies that need to be careful they don’t completely burnout their workers, it’s every organization. Let your heart guide you to the many employment options that may make rational sense for your people and your business. Wellbeing is the foundation for high performance and resilience in every type of workplace.

One critical way you can show both head and heart is through frequent, transparent communication. Employees are looking first for accurate information. What does working from home look like? Will I be paid the same amount? What happens if I get sick and will my costs be covered if I do? Can I take time off for a sick family member? When will we return to work? Keep all lines of communication open and adopt new ones. Make the CEO visible through video. Open social networks for personal communications and collaboration. Ramp up the volume and frequency of messages. Listen and tell continuously.

People virtually never complain about over communication. Good communication brings people together and supports change.

Another head & heart interaction is to adapt your benefits to our new reality, even if it’s temporary:

  • Provide sick time and paid family and medical leave to every employee.
  • Be more flexible and make individual, reasonable accommodation.
  • Do the maximum, not the minimum to ensure the safety and wellbeing of employees.
  • Support workers who have been furloughed or laid off by providing things like: continued benefits, severance, job sharing, and education about possible government benefits.

Employees will remember not just what you did for them during the pandemic; they’ll remember how you made them feel.

When employees feel that you are using your head and heart to do all that you can for them, you’ll benefit in so many ways: They’ll tell others what a great company you are, improving your recruitment efforts. They’ll want to work for you longer, saving the costs of rehiring and training. They’ll be more productive, increasing revenues and profits. And, most important, they’ll make you feel good about yourself in meeting the challenges of this moment by traveling the middle road that connects your people and your business.