Alexandra Levit's Water Cooler Wisdom

Managing a Team You Never Meet: The Remote Small Business

Small-business owners who offer remote work as part of their hiring perks packages may find themselves a step ahead of competitors who don’t in the search for talent in a tight labor market. But how can small-business owners be sure they’re prepared to manage a part-time or fully remote workforce?

To make the most out of remote-work policies, consider what jobs are best suited for remote work, the differences between the types of remote work, and how you can apply key organizational principles to your workforce to ensure it is effective, responsive, and productive.

How Remote Work Has Changed

Although remote work isn't new, just two years ago, the landscape looked quite different. In late 2019, the U.S. Bureau of Labor Statistics shared a report based on the responses of 10,000 salaried workers in 2017 and 2018. It found that that only 15 percent of "wage and salary workers had days they only worked at home" and "just over one-half of these workers worked one day or more per week at home, and about one-seventh worked at home five or more days per week."

Among salaried and non-salaried workers alike, these numbers were about to change drastically. According to a June 2020 policy brief from the Stanford Institute for Economic Policy Research, 42 percent of U.S. workers were working from home full-time, accounting for more than two-thirds of economic activity. (The report surveyed 2,500 employees in May 2020.)

The report also found that nearly one-quarter of U.S. employees expected to continue working from home full-time post-pandemic, and an additional 28 percent expected to work from home part-time. And after COVID-19 dissipates, the report indicates that most organizations will facilitate a hybrid of in-person and remote working.

It can be tempting to think these WFH trends mainly apply to large corporations with thousands of highly compensated employees, but that isn't always the case. In June 2020, an occupational analysis done by the University of Chicago indicated that 37 percent of all U.S. jobs could be done at home.

Some small-business owners seem to intuitively understand this. Also in 2020 (April), more than half (57 percent) of the 250 small and midsize business owners surveyed by Intermedia planned to adopt remote working options for employees in the long term. After shifting to remote working, employee availability went up 19 percent and life satisfaction 7 percent. The surveyed owners also experienced falling overhead costs and improved worker attitudes and productivity.

The Different Types of Remote Work

If you're going to run your business using remote teams, understand that a variety of arrangements constitute remote work. Many successful business owners know that remote work isn't a one-size-fits-all proposition, and that choosing the mix that works best for you and each individual employee will ensure a more effective team down the line.

For simplicity's sake, the primary types of remote work are fully or hybrid virtual teams—that is 100 percent virtual versus some mix of in-person with remote work.

Fully virtual teams describes arrangements in which all team members are 100 percent remote with no office time, explains Lauren Bidwell, senior research scientist at HR technology firm SAP Success Factors.

"Hybrid teams encompass some team members working remotely but coming in occasionally, and others working from the office all or most of the time,” she adds.

A fully virtual team may be preferable if your team members work independently and don't require the resources of a physical office space to do their jobs efficiently. After all, going fully virtual means you can offer your employees the maximum flexibility while potentially saving a bundle on overhead and expenses.

On the other hand, if you have a business in which in person creativity and brainstorming are core components, you may consider requiring the regular physical proximity that hybrid work offers. 

Carlos Castelán, managing director of retail consulting firm The Navio Group, suggests some additional benefits of hybrid work.  “An in-person environment can be beneficial to build a company culture, to give younger employees more hands-on training and to foster innovation,” he says. 

The key for small-business owners? Don't just do what your neighbor or competitor is doing. Take the time to think through whether you really need people in the office, and if so, when, and how much. And there's no harm in asking others for their opinions as you strive to make sense of the issue.

“HR is often called in to decide on the most optimal arrangement, which is usually one that balances employee autonomy, cultural cohesion and productivity,” SAP's Bidwell says.

Jobs Suited to Remote Work

Many are familiar with traditionally remote jobs, including IT and programming, marketing and public relations, accounting and finance, professional services, and customer care. While these roles remain key remote-work candidates, other jobs are increasingly proving they’re remote-friendly. 

“There really are a variety of businesses that work well remotely," says Rachel Brenke of business coaching firm Real Biz Accelerator. Inspired by the location needs of her military spouse employees, Brenke has managed wholly virtual teams around the world for more than a decade and today leads an all-women remote team of 16.

As an example of a type of small business that is evolving with respect to remote work, Brenke cites law firms. "The mindset has always been that you must be in a suit and tie and in an office every day in order to provide value to your boss and or your clients," she says. "The pandemic has highlighted that this mentality is no longer needed in a world with the technology available at our fingertips, and the quality-of-life improvements that have resulted are very encouraging."

If you are a small-business owner embracing remote work, there are a variety of sources you can tap for ideas and potential employees. Specialized staffing firms, for example, can help you target appropriate remote employees in a variety of functions. You might also consider reaching out to former employees who left on a good note, who understand your business and whom you trust. Their circumstances may have changed, and they could be amenable to a remote work opportunity.

Keep in mind, though, that while remote job categories have certainly expanded this year, working in this way is still best suited to a specific personality: namely someone who can work and solve problems independently without a great deal of supervision. A hands-off, but supportive management style is may be best for these individuals provided they have demonstrated that they are reliable and trustworthy. 

There may well be times when you must manage employees who are not as well suited to virtual work but are doing their jobs to the best of their ability. Be prepared to offer more general assistance and helpful strategies, schedule frequent check-ins, and review their deliverables so excellent (or subpar) contributions don't slip under the radar.

Organizing Your Company in a Remote-First Era

Whether you're starting a new company that will operate fully or semi-remotely or are reconfiguring because of recent events, the way you manage and structure your workforce can be critically important to its success.

Bob Pozen is a professor at the Massachusetts Institute of Technology’s Sloan School of Management and the co-author of Remote, Inc., which explores how to think about management in a remote-first era. "Generally speaking, if you're a small business owner, I don't think it makes sense to run an all-remote team in most situations. Instead, consider how you might design a hybrid work structure," Pozen says.

To do this, Pozen suggests leaders consider five factors he calls FLOCS: function, location, organization, culture, and schedule.

Function

A team member function, for instance, plays into whether employees will be more productive collaborating in person or focusing quietly at home. Determine this by taking an inventory of what each of your employees does on an everyday basis, as well as their unique personality and preferences and customize work arrangements accordingly.

Location

Pozen says that location is critical because if team members are 100 percent geographically dispersed from each other already, there’s no point in making them come to a company location where they'd simply sit in an empty cubicle by themselves. On the other hand, if your employees are somewhat geographically proximal, a hybrid work structure could involve them traveling to an in-person get together a few times a month. 

Organization

In this context, organization refers to your degree of hierarchy, or how many levels of management, you establish for your company. 

“Some research has found that a flatter organizational hierarchy facilitates virtual work, and the more autonomy employees have to do their jobs without micromanagement, the higher their productivity outside the office will be,” Pozen says.

Culture

Be honest about whether your culture is conducive to remote work. The more traditional and bureaucratic your company is, the harder the adjustment may be. For example, Pozen says that companies with an individualistic culture make a smoother transition to virtual work as do companies with employees whose work doesn’t immediately depend on other team members’ actions.

"But, companies that stress collectivism, or have a "we" or "us" mentality, may struggle in a remote-first arrangement," he adds.

If your company isn't suited to remote work, all is not lost. You can still offer your employees other types of flexibility, such as self-scheduling and fluid hours.

Lisa Hudson, president of The Growth Coach, a firm that advises small-business owners on remote work. recommends that remote-first leaders set up clear expectations and timelines, as well as check-in points. 

“Launching a remote or hybrid team requires clear responsibilities, direct lines of leadership and a consistent communication tool,” she says.

“You have to be more strategic and stop relying on ‘drive-by conversations.’ Using virtual collaboration apps like Slack, Zoom and Microsoft Teams, leaders can touch base face-to-face, build rapport with employees they might not have met in person and improve their coaching effectiveness.”

For more, head over to the AMEX Business site.

 

Don't Be a Victim of the Great Resignation

By now, you’ve likely heard the term “the great resignation.” Anthony Klotz, a professor at Texas A&M University, coined the term in a May Bloomberg article to refer to the great numbers of workers expected to exit the workforce after the pandemic.

Klotz does his own research, but a recent Microsoft study, the 2021 Work Trend Index, mirrored his findings. Microsoft surveyed more than 30,000 people in 31 countries and analyzed trillions of productivity and labor signals across LinkedIn and Microsoft 365 to forecast the pending workforce departures.

According to Microsoft, over 40 percent of the global workforce are considering leaving their employer this year, 46 percent are planning to make a major pivot or transition, and only 38 percent of employees are thriving in their careers right now. The situation is worse for women. McKinsey’s Women in the Workplace 2020 study found that one in three working mothers have considered leaving the workforce or downshifting their careers because of COVID-19.

The Microsoft and McKinsey data suggest that the pandemic led employees to question their priorities and either transition to work they found more meaningful or decrease the focus on their job generally. But while this was certainly a factor, new data from Stanford University illustrated that how companies treated their employees also played a significant role.

According to Stanford, the pandemic had a cascading effect on organizations with unsupportive cultures. Companies that had historically laid people off, decreased compensation, held back promotions, or sacrificed psychological safety to preserve the bottom line engaged in more of these behaviors during COVID-19. Stressed-out employees who might have been disgruntled before were downright disgusted. And now they’re ready to quit.

Interestingly, food service, hospitality and retail – some of the sectors hardest hit by the pandemic – are experiencing the most resignations. A “We Quit” sign left on the door of a Nebraska Burger King restaurant after the entire staff walked out really said it all.

As reported by the Washington Post in June, 649,000 retail workers put in their notice in April, the industry’s largest one-month exodus since the Labor Department began tracking this data more than 20 years ago.

The so-called “great resignation” will collide with other demographic factors impacting who is available to work and where – including baby boomer retirement, a small population of midlife employees, and a young worker population plagued by stalled education and career growth. If this doesn’t point to a coming labor shortage, I don’t know what does.

If you’re an HR professional or manager, is there anything you can do to avoid becoming a victim? The answer is yes, and it starts with self-awareness of common employer blind spots.

Want to learn more? Catch the replay of my webinar on HR blind spots with SilkRoad!

 

Everyone Can Have Good Brand Positioning

Northwestern University Kellogg School of Management professor Philip Kotler made a career breaking down brand management into its component parts. His 2003 book Marketing Management defines brand positioning as the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market. Brand positioning is at the intersection of brand and product, and business owners must focus on both.

Why Companies Should Lead With Brand Positioning 

Simply changing an offering or releasing a new one may not be enough to affect purchase behavior because the customer has no reason to trust you. “Many companies put the product at the center of their organization. They lead with a laundry list of product features, and if the company has more than one category or wishes to expand, it can be tough to get customers to shop the whole brand,” says Sunny Bonnell, co-founder of branding agency Motto and co-author of Rare Breed: A Guide to Success for the Defiant, Dangerous and Different.

"Plus," Bonnell continues, "when product overshadows brand, the company is always at the mercy of the market.” By also considering the mark a brand’s image makes on a customer’s heart, effective brand positioning primes customers to view new and improved products as favorable and credible choices. “A better bet is to put your brand’s point of view at the center of the business. The brand is the emotional hook that ties everything together, superseding the product," she adds. 

“Brand positioning is essential because it captures your unique proposition, value statement, essence, aesthetics and appeal,” says Liem Le, CEO and founder of virtual community Little Lion. “Often, it may be your first interaction with the customer, and you want to make an ‘amazing, I can't look away and want to hear more’ first impression. It may be your only chance to ‘pitch’ your audience, so you can’t skimp.”

“Brand positioning that means something special and appeals to your audience creates tremendous value and can work wonders for your bottom line, employee morale and customer loyalty,” says Bonnell. “Strong brands are like a magnetic force. They draw people in and become revenue-generating machines, yielding benefits like ability to charge a premium.”

When they feel connected and close to a brand, customers are also more likely to accept product mishaps and foibles. This is why some argue that you perfect your brand positioning before you adjust an existing product or experiment with a new one.

For the rest of the piece, head over to the AMEX Business site.

Building Your First Reskilling Strategy

According to a not-yet-published research study by Chief Learning Officer and DeVry University, only half of leaders feel their organization’s learning strategy is properly aligned to their business strategy.

In last week’s webinar with SilkRoad, I discussed why upskilling and reskilling are so important in the post-COVID era. As you’ll recall, upskilling provides new skills to workers in their existing domains, while reskilling trains workers for new jobs.

Whether your strategy involves upskilling, reskilling, or a combination of both, the first step in creating it is ensuring business objective alignment.

An aligned learning strategy includes an established process for mapping learning initiatives to business goals and outcomes.

In contrast, an unaligned learning strategy is piecemeal or ad hoc, with little consideration of overarching company objectives. In other words, someone in the business or in L&D said: “We should do a training on that” and someone else said, “sure, let’s make it happen!”

Eight Steps to Reskilling Proficiency

Alignment sounds good, but how do you achieve it in reality?

1. If you’re an L&D professional, sitting in on c-suite meetings and/or getting briefed on executive plans in real-time is a terrific start.
2. You might also try embedding members of your team in business units so you know immediately what roles or skills you need to upskill and reskill FOR.
3. Next, map the identified workforce needs against the competencies your employees currently possess.
4. Convene a task force to outline jobs that are mission-critical for organizational growth and assess whether any of these roles can be redesigned, reconfigured, or combined.
5. Use strategic automation, or determining where human and machine labor best fit, and match resources to tasks.  When plugging in human labor, don’t forget about contract workers, subject matter experts, and anyone else with an alternative work arrangement.
6. If you’ve determined that your human workforce has skills gaps, next you’ll need to determine the best way to address those. Fortunately, there are endless external training resources to supplement internal ones and developing learning content has become more of a curation than a creation exercise.
7. Technology can absolutely help. A human capital management (HCM) solution can assist you in upskilling and reskilling at scale, predict on-the-job success using skills assessments, drive personalization and social connection, and document skill acquisition.
8.  If used “skillfully,” HCM technology can also provide learners with a more immersive, impactful experience that resonates on an individual level, facilitate mentorship, deliver rewards for training completion and/or skill mastery, and leverage analytics to determine what activities have the largest impact on your people and business.

So, before moving forward, make sure you understand the people systems you have at your disposal, as well as additional offerings that integrate with your technology infrastructure and will enhance the learning experience.

Remember too that any new learning strategy should be accompanied by a robust internal communications plan. It’s important to ensure that everyone, including those who are being reskilled and those who aren’t, understands why you’re undertaking the initiative and how their jobs will (or won’t) be affected.

Did you miss the webinar? Please catch us on replay to learn more about how to upskill and reskill your workforce to mid-21^st century success!

 

Could the Pandemic Be a Springboard to Sustainability?

Large companies and organizations have been making good on their recent commitment to corporate citizenship by dedicating resources to help the globe overcome some of its most pressing challenges. Sustainability has been among these key areas of focus, leading to environmentally friendly corporate initiatives from Apple’s commitment to closed-loop supply chains to the development of Patagonia’s next-generation responsible business venture capital arm.

While it’s crucial for these organizations to make top-down commitments to sustainability, business units, groups and even individual teams within them can take their own steps in playing a key role in sustainability in the new normal.  

1. Commit your team to your corporate purpose.

At the corporate level, a clear statement of purpose from executive leadership has become a critical tool in supporting sustainability. The same concept can be borrowed by unit and team managers to empower their employees to find ways to take action.

The process of defining purpose makes it clear that businesses exist to serve society and not the other way around, and the link to sustainability becomes clear,” University of Pittsburgh School of Business professor CB Bhattacharya wrote in a May 2020 article for the World Economic Forum.  

In the pandemic era, Bhattacharya recommends that companies bring their purpose to life by pursuing concrete sustainability goals and focusing on a few material areas. Unit managers can follow up on that commitment in their daily work by asking themselves questions such as: What new sustainability developments will affect demand for our products and the supply of our raw materials? What type of sustainability do stakeholders expect from our part of the business?' By adding a sustainability variable to the business unit decision-making equation, middle management can help make good on big corporate promises. 

One way to do this is to evaluate your immediate team’s carbon footprint. Although you might have policies in place already, application may need some ground-level execution. You can start by examining how your electricity, gas emissions output, and water intake were measured in the past, and consider re-measuring with a new reduction target in mind.

Encourage your senior leaders to reiterate your corporate purpose, sustainability objectives and reduction targets to all constituents, but especially the employees who will be implementing them "on the ground." 

2. Empower your employees.

Getting employees buy in to sustainability measures is critical. Motivate your employees—and build enthusiasm for your efforts—by explaining why sustainable business practices benefit everyone. Tell them how they can make a difference by incorporating these new processes and tools into daily operations.

Empowering your team requires stepped up communication. It's something the leadership team at major home health product manufacturer Sunstar learned first-hand during COVID-19. 

“The pandemic developed with unprecedented speed, and the amount of information created confusion,” says Julia Linz, senior director of HR at Sunstar. “We tried to provide regular and clear communication to our employees—especially when conveying tough messages.”

Sunstar set up a dedicated online channel to share best practices on sustainable business practices, remote work, and other timely topics, to post updates on health authority regulations, and to provide a space for confidential questions. Company leaders have also learned to seek multiple perspectives on managing the crisis from local market leaders and departmental managers.

Encourage employees or teammates to brainstorm and implement new ideas that serve customers in a more environmentally friendly manner or generally make the office a greener space. A few examples employees can take ownership over include embracing electronic file sharing to reduce paper and ink cartridge use, using reusable coffee mugs and water bottles, or even bringing plants into their workspaces to recycle stale air. They may seem like minor contributions, but if enough employees across the globe deploy them together, the benefits can add up.  

Fracture, a medium-sized company in the Inc. 5000, allows customers to upload digital photos, have them printed on durable glass, and shipped in an eco-friendly, ready-to-mount package. According to CEO Abhi Lokesh, the organization’s employees are researching ways to offset the company’s carbon footprint from raw material shipments and receivables. “Fracture is also working with We Are Neutral, a partner helping us neutralize carbon emissions through offsetting and reduction initiatives like tree planting,” he says.

For the rest of the article, check out AMEX Business.

If You Could Go Back to the Office, Would You?

If you could return to your pre-pandemic work arrangement right now, would you do it?

I conducted an informal email survey last month to hear how 9-to-5 professionals would answer that question. What were their reasons for wanting a more traditional in-office or an alternative working-from-home (WFH) arrangement?

I deduced some central themes from the about 100 responses I received. For one thing, people's decisions about whether or not they'd go back were nuanced. Of the approximately 75 percent of my respondents who said they would NOT go back, nearly all gave a qualifier such as "I'd be happier and more productive working from home permanently IF my kids weren't out of school."

 I also heard many of the same pros and cons time and time again.

Pros of Working From Home

Some of the recurring pros reflected that working from home gave individuals control over the typical, day-to-day stress of being in an office. Many find that working from home is a better fit for their comfort zones.

Freedom 

About half of respondents who said they would not go back to the office mentioned freedom specifically. These individuals relish the independence and flexibility that come with working from home.

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“It’s much less distracting and I don't have the wasted time of a commute twice a day,” says Jesse Silkoff, co-founder and president of MyRoofingPal. "It has also allowed my wife and I to have more time together since we can meet up for a coffee break. And, I’ve saved a ton of money having easy access to my own refrigerator, preferred coffee and the casual clothes I want to wear."

Interestingly, one-third of respondents who would not go back to the old way were positive about having a work environment full of kids and pets. When DevSkiller co-founder Tom Winter was working at the office, he was so exhausted when he came home, he didn’t have the energy to play with his children.

“Remote work has allowed me to enjoy family meals and park visits,” he says.

Pet safety company Huan's founder Gilad Rom feels he has a better quality of life with his dog Puppy Pie keeping him company as he works.

“He reminds me to take breaks, he reduces my stress and our bond is much stronger,” Rom says.

No More Sunday Blues

Jason VanDevere, CEO of Goal Crazy Planners, shared that many people who work Monday through Friday often feel mildly depressed on Sunday nights in anticipation of the work week ahead.

“When I was working in the office, it was the typical job and I was in an endless cycle of feeling excited for Friday and dreading the ensuing Monday two days later,” he says. “Working from home, I mostly maintain the same 9-to-5 routine. For some reason, though, I'm less negatively impacted by the prospect of getting back to work on Monday morning.”

Better for Introverts

Most self-proclaimed introverts agreed that overall, WFH better supports their natural tendencies. The extroverts who manage and work with introverts have also noticed the positive impact WFH has had on them.

“Before the pandemic, I would go to my clients’ offices to conduct in-person workshops,” says Dave Collins, CEO of corporate education firm Oak & Reeds. “Now, my company has pivoted to virtual-only training, and I’ve found that this format gives the quieter, more introspective workshop participants more of an opportunity. In a live group setting, I might have really had to push them, but the virtual privacy gives introverts a bit of cover when sharing their experiences.”

For more where this came from, check out the full piece at AMEX Business.

Are You Managing Data Responsibly?

New AI-driven health tracking technologies are being used by organizations to curtail the spread of the coronavirus by monitoring and recording patrons’ and employees’ temperatures and locations to determine whether they may be a high-risk of spreading the disease. With many data-related privacy and ethical questions about this approach still unresolved, businesses looking to reopen in the new normal will have to grapple with whether or not to deploy these technologies and, if they do, how they should go about it.

Technology

At a June 2020 virtual conference about the COVID-influenced economy, futurist Benjamin Pring of IT services consultancy Cognizant spoke about the inevitable rise of surveillance technology by governments and businesses. Much like the aftermath of 9/11, the new security systems implemented during COVID-19 will most likely be here to stay, he said.

One example of the technology he was talking about comes from French "3D semantic camera" company Outsight, who has developed autonomous laser technology that uses factors like bare faces (i.e. without masks), higher-than-average body temperature and proximity to other people to identify “high spread risk” individuals within large crowds. Companies, like real estate management or security firms, can use this technology to streamline safety enforcement in an effort to keep transmission rates low.

And as the Washington Post reported in April 2020, if you enter the City Farmers Market in Atlanta or one of the Wynn Resorts hotels in Las Vegas, you can expect to be discreetly informed if you register as feverish — and may even be asked to leave.

Even in public places that operate on a smaller scale, business owners and managers are deploying thermal “healthcams.” Organizations like pharmacies, banks and restaurants are using solutions like Vivotek, which checks the number of people entering and exiting a facility. The smart camera and analytics system monitors lines and points of entry with more frequent social interaction. Other businesses are using social distancing wristbands that ring when two people stand less than six feet apart. Fitted with Bluetooth, the band tracks the wearer’s physical connection points in case the establishment later needs to track an infection.

Privacy

The biggest concern with this type of surveillance involves informed consent — the responsibility of the organization to make the appropriate efforts to communicate to those being tracked what data is being collected and how it is being processed. Some customers may be uncomfortable with automated systems routinely follow individuals through public places and record their data, and the bigger the crowd, the less likely it is that every customer will understand how they’re being monitored, and the implications of the surveillance.

For the rest of the article, head over to the AMEX Business site.

 

This Veteran's Day, Broader Your Diversity and Inclusion Strategy

According to the U.S. Government Accountability Office, as of June 2019, 200,000 service members transition from military to civilian life annually. In the last several years, the federal government has taken many steps to support them — including the Joining Forces Initiative in 2011, which called for companies to hire and train 1.5 million military veterans and their spouses, and the the Forever GI Bill passed in 2017, which ensures that student veterans can take advantage of the educational benefits they’ve earned at any point throughout their lives.

However, the transition to civilian employment may not always be an easy or successful process.

Per the U.S. Bureau of Labor Statistics, the unemployment rate among veterans has more than doubled year over year to almost 7 percent this year. And according to Gallup’s 2019 annual survey on employee engagement, a majority of all employees including veterans have jobs in which they are not engaged.

The lack of job security and satisfaction is a profound concern. In an October 2020 piece for Military Times, Leo James reported that more than 6,000 veterans take their lives every year.

In light of the escalating stress and financial pressure associated with the COVID-19 pandemic, this Veteran’s Day we need to do more than simply thank our former service members. Leaders can make their veteran employees feel included and valued by leveraging these specific strategies.

1. Address their military experience.

DeVry University’s Green Zone Elite training program offered several tips to increase leaders’ veteran sensitivity, and this one is at the top of the list.

Leaders should encourage veteran employees to discuss their military service in the context of the job.

“Take the time to understand and respect the transferable skills veterans bring to the table by virtue of their Military Occupational Specialty (MOS) and leadership skills informed by their rank,” DeVry recommends in a press release.

“In the workforce, I quickly advanced with the project management and leadership skills I learned during my time in the Navy,” said DeVry University alum Dan Fettig, a former enlisted sailor and current Navy Reserve Intelligence Officer and the T-TAURI Engagement & Capabilities Implementation Manager at Lockheed Martin Space.

“As I navigated my career, I have found there’s an opportunity for employers and fellow team members to learn more about how the military trains veterans with transferable skills and better understand how and why veterans operate the way we do," Fettig says.

2. Provide veterans with structure.

Although this is more difficult to do in pandemic times, we must remember that veteran employees are accustomed to a set workday, timely meetings and predetermined performance objectives. It may be necessary, especially when a veteran employee is new to the organization, for a manager to outline exactly what their days will look like and the precise expectations upon which they will be evaluated.

3. Emphasize teamwork.

Most veterans have a finely-honed sense of camaraderie and are motivated by a shared purpose and strong relationships. Veterans should connect with their teams early and often, even if engagement is entirely remote.

If a leader has a choice between an individualized or team approach to a project, it’s more psychologically beneficial for many veterans to work alongside others.

Leaders can also boost veteran morale by helping them help others.

“Through our Veterans Employee Resource Group, we run campaigns to have our veterans refer other veterans,” Mike Thiel, a U.S. Navy veteran and talent acquisition manager at Micron Technology, said in an October 2020 Tech Republic conversation about helping military veterans transition into civilian jobs with the help of artificial intelligence.

“To give these opportunities to veterans who are very scared of transitioning, to be able to provide something for them, is huge,” Thiel said.

4. Use a retrospective lens.

According to DeVry, military veterans are accustomed to “After Action Reviews” that assess successes and opportunities for improvement.

Once a project or assignment is completed, civilian leaders can follow suit by hosting a reflection meeting to discuss the progress and outcomes. Postmortem meetings are good practice for everyone, but they may be doubly useful to veterans who may feel insecure about the differences between military and civilian employment.

5. Educate your workforce about stereotypes.

Civilian employees may view veterans in a certain light and may expect them to only be qualified for specific jobs and/or have specific personality traits and attributes.

Leaders are well-served to create training programs—or at least self-serve online information—that educate their workforces about veteran myths versus realities. Anti-bias initiatives targeted to other forms of discrimination should also include former service members.

6. Be mindful of mental health challenges.

In his Military Times piece, Leo James reported that since the start of the wars in Iraq and Afghanistan, funding for veterans' mental health care has increased fourfold from $2.5 billion to $10 billion a year. This is good news, but we must keep in mind that in the wake of the pandemic, everyone’s mental health needs will increase and veterans may be a particularly vulnerable population.

Leaders should check in frequently with veteran employees, ask about their general well-being, be on the lookout for warning signs of depression and anxiety (isolation, moodiness, changes in work performance, etc.) and provide helpful resources.

This Veterans Day, so many organizations have illustrated their commitment to former service members by hiring veterans in record numbers. Now, in conjunction with overall diversity and inclusion objectives, they must ensure their leaders are equipped to support this group in meaningful ways.

Please visit the original piece at American Express Business.

Managing Your Data in the New Normal

Amid social distancing, stringent lockdowns and a second surge of COVID-19 cases, business owners can no longer rely on splashy launch events, mom-and-pop friendliness or a dynamite location to build customer relationships. Today, every business is competing for eyeballs and purchases made on digital channels.

Data-based approaches can help you stand out more effectively.

To successfully stand out, you’ll need to understand data optimization basics, including gathering customer information, responding to real-time feedback and reducing inefficiencies that lose revenue and diminish trust.

Gathering Customer Information

Data optimization commonly refers to collecting all the information at your disposal and maximizing the speed and comprehensiveness with which business-critical information can be extracted and analyzed.

If you have a website, this could be the most sensible place to start data collection. You likely have a handle on how many people are visiting and what pages they’re viewing, but are you using an analytics tool to assess where they are coming from, the content they spend the most time reading, and which page prompts them to leave? Do you know where your most active visitors live, how old they are and what products or services they most frequently purchase? These questions form the foundation of your business, and therefore are critical to your data-optimization efforts.

Feedback forms or emails are essential, but in today’s climate you’ll likely want to be more proactive about seeking out qualitative information about how customers value your offerings and their experience with your organization.

You don’t have to invest in a pricey or unwieldy customer survey to do this. Instead, try pushing a few questions to targeted visitors based on the defining characteristics above. You can also use analytics features embedded in the big four social media platforms (Facebook, Instagram, LinkedIn and Twitter) to ascertain what people are saying and the general sentiment around your brand.

If your customer relationships are rich with engagement points, CRM software can be a wise investment. These tools help monitor your interaction with current and potential customers, leverage data analytics to track customer history and details and suggest data-driven strategies to grow relationships.

For more where this came from, check out the full article at AMEX Business.

Superjobs Are the Roles of the Future

As companies begin to spin back up, leaders are looking to refill the roles they may have had to cut to survive. But many new roles won’t look like the old ones —organizations can structure their workforces to most effectively distribute labor between employees and automation through newly defined roles called “superjobs.”

According to Deloitte’s 2019 Global Human Capital Trends report, superjobs include components of traditional jobs to maximize the strengths of both humans and automated services. When thoughtfully deployed within an organization, superjobs can offload routine work to automaton to free up employees to focus on more strategic, revenue-oriented tasks.

"Calling for both hard and soft skills and cutting across typical departmental silos, superjobs require the flexibility to combine tasks and merge responsibilities as needed," the Deloitte report says.

While Deloitte's research on superjobs mainly focused on large enterprises, the concept is applicable to small and midsize businesses as well. No matter the size of your organization, superjobs can streamline operations in functions like supply chain management, accounting and marketing — really, wherever software exists to supplement human efforts. Indeed, Deloitte's research found that 41 percent of respondents are using automation extensively or across multiple functions. (The survey "polled nearly 10,000 respondents in 119 countries.")

To get started on this path, businesses must undertake an intelligent job design process, flatten their hierarchies to make room for flexible, self-managed teams and boost their arsenal of applied technology skills.

Intelligent Job Design 

Traditional roles are narrower in scope — the tasks an employee performs directly maps to what the employer outlined in the job description.

But automation and algorithms take over the routine and fixed aspects of work, business leaders can free their employees to use their critical thinking and feeling talents on tasks such as like data interpretation, problem solving, empathy, creativity and teamwork.

While you don’t have to throw out all your existing job descriptions, it’s worth looking at your workforce with a broader lens. Consider creating what Deloitte calls a “job canvas” — a more fluid and expansive way of examining the work you need done.

You can launch your canvas, which can be organized by team or individual, by thinking through the following questions:

• What core business problem does this team or individual need to solve?
• What should their outputs or deliverables be?
• What kind of supervision will the team or individual need to accomplish these objectives?
• What technologies can this team or individual use to augment their capabilities? Which tasks related to this business problem are best suited to people, and which should we automate?
• What learning processes can we put in place to target essential skill development for this team or individual?
• How will we measure this team or individual’s success?

Because you are now looking at your workforce at a higher level, you will likely find that your superjobs (or superteams) cross departmental fault lines of HR, IT, finance, sales, etc. Integrating data-driven insights with human intuition will be a central component of all superjobs. Depending on your business, your superjobs might include:

• a “customer experience architect,” who uses sentiment analysis to create stronger real-time engagement;
• a “case synthesizer,” who examines legal precedents mined by an algorithm and handpicks the most impactful ones; or
• a “supply chain effectiveness analyst,” who uses performance data to make recommendations that balance both cost and sustainability.

For more on superjobs, check out the full article on the AMEX Business site.