BEING a journalist isn’t a safe profession, and it’s particularly dangerous for those who work in countries such as Russia.
They run heavy risks, but they continue reporting because they know how important it is.
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Jailed Russian journalist Evan Gershkovich has appeared in court for the first time this weekCredit: EPA
The Wall Street Journal’s Moscow correspondent, Evan Gershkovich, now awaiting trial for espionage, knows the country very well.
He has been based there for six years and he is the son of a Russian-Jewish couple who emigrated to the United States from the old Soviet Union.
Working in Russia for an American newspaper at a time of international tension is a worrying business.
But he has a deep love of the country and a strong desire to tell people what is really going on there.
Gershkovich was arrested in the city of Yekaterinburg, 900 miles east of Moscow.
It now seems he went there to write about the Russian war effort (not, as was at first reported, about the activities of Russia’s infamous mercenaries the Wagner Group).
It was an important and worthwhile story, exactly the kind of thing any foreign correspondent would do.
The Russian secret police, the FSB, will have watched him on to the plane from Moscow and followed him as he interviewed local people. Then they moved in to pick him up.
The FSB agents themselves may quite possibly have realised that he was just doing his job.
But the Kremlin wanted him arrested for spying and, ever since, Russian government ministers, together with Vladimir Putin’s powerful press secretary Dmitri Peskov, have been lining up to declare Gershkovich guilty.
Did Putin himself sign off on the arrest? We don’t know, but it’s hard to imagine something as major as this would have been done without his knowledge.
The fact is, Evan Gershkovich may have been picked up for a rather different reason.
Russia has been performing so badly in the Ukraine war that it can’t be sure how it will end.
Down the line, President Putin might find it handy to have some Western hostages to swap, maybe for Ukrainian PoWs or for some bigger deal involving Washington.
Over the past 13 years several American prisoners, some accused of spying, have been exchanged for genuine Russian agents held in the US.
At present there are two American hostages in Russia: Evan Gershkovich and former US Marine Paul Whelan, who has been held for four years without being exchanged.
The Kremlin’s attitude towards Western journalists started to get more hostile around 2012.
Before that there was still plenty of freedom and you could speak to government ministers relatively easily.
Little by little, the atmosphere has got frostier. Things were a lot better for journalists during the Cold War.
If the Soviet authorities gave you a visa to go to report there, it was an assurance that you would be allowed to work without being threatened with arrest.
In 1978, I went to Moscow and filmed a secret interview with the top political dissident Andrei Sakharov while he was under house arrest.
It made a big in- ternational splash and the Russians went crazy. They accused me of endangering world peace, but they didn’t accuse me of spying.
Their anger lasted precisely two years. On the anniversary of the interview they invited me to an official embassy function in London. No one ever mentioned it again.
Everything is different nowadays. Kremlin officials are much more open to Western influences, and they know very well that journalists aren’t spies.
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It suits Vladimir Putin to turn up the heat on Western governments with tired old espinage allegationsCredit: AFP
But Putin needs to stir up anti-Western feeling, and the loudmouths who broadcast war news round the clock on Russian television are only too happy to pile on the accusations against someone like Evan Gershkovich.
Western journalists are spies if the Kremlin says they are, and the penalty can be up to 20 years in prison.
As a result, there are very few Western journalists left in Moscow nowadays, and their bosses in New York or London or Paris keep a constant eye on them to see if they should be pulled out.
Until the arrest of Evan Gershkovich it was as though the Russian government was happy to have a few Western correspondents on hand.
They knew what made the country tick and could be relied on to explain it calmly and rationally to the outside world. Gershkovich was one of that group, until his luck ran out.
The way a journalist works — interviewing people, taking notes, getting the odd photograph — can always be presented as spying.
At present it suits Putin to turn up the heat on Western governments, and so the tired old accusations of espionage are coming out.
In fact, Gershkovich was doing an important and necessary job. Of course he isn’t a spy.
He’s a professional journalist with an important job to do. Russia must free him at once.
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John Simpson is the BBC’s world affairs editor. His programme, Unspun World, returns to BBC Two and the BBC News channel on May 17.Credit: Rex
You know that saying about life being counted not by the number of breaths you take but the moments that take your breath away? This Ezines Expert just had one, receiving a nomination for an award in the Best Creative Resume category of the Career Directors International (CDI) annual Toast of the Resume Industry (TORI) competition.
Much of the credit belongs to mentor Laura DeCarlo, director of CDI, who offered coaching and mentoring before the award entries were due.
Having been in the career industry for more than 10 years, this coach knew how to write a resume before her mentoring. Clients land interviews with Workwrite documents all the time, but Laura taught practical tips for content and design that made the resumes even more effective. The nomination would have been unlikely without her guiding hand and wonderful sense of humor.
Mentoring leads to your success, too
Mentoring can also be one of the secrets to a successful job search and career. Just as Laura’s mentoring nudged resume writing to new levels, mentoring from a career coach can put your job search or career change on the fast track.
You can talk with your friends and colleagues about changing positions, and they’ll likely support and encourage you; however:
Will they hold you accountable?
Can they advise you on effective techniques for your job search?
Do they know how to help you prepare for a tough interview?
Can they help you do the planning so essential for salary negotiations?
Friends, family, and business associates are not your best source of education and guidance about a subject in which they are not expert, but about which they do have an agenda. They love you, in the case of friends and family, and business associates are likely to at least want to keep you around – or not; either way, it’s an agenda.
Like a mentor, a career coach’s only job is to prepare you for your next career move. No agenda, no hidden motives, no extra baggage.
Contact a career coach or resume writer today for guidance and mentoring through proven techniques to increase your success. Look for a career coach who has a mentor. They’ve likely learned well.
Copyright 2010: Jeri Hird Dutcher, Workwrite.net. Permission to republish with attribution.
There has been much written about positive reinforcement as a psychology for changing performance. It is a technique both used in animal training and child development, which now has proven as effective for use as part of human resource management in business tool. As a business manager, how can one apply and monitor positive reinforcement?
First understand that everyone enjoys being recognized when they do good work. Only pointing out when someone does something wrong and never acknowledging what is done correctly can lead to negative results. Employees who are given praise for doing things right or for progress in performance improvement will work harder to do an even better job. Employees who are not told when they do good work and are corrected or ridiculed when they do bad work, will only do the work that is required to stay out of trouble in the future. These employees can enjoy their work, improve their attitude, or see a reason to work harder because only bad performance is acknowledged.
With this understanding of human behavior, managers must begin to modify the approach to employee recognition. Managers must notice when an employee does something right and give them simple and sincere praise for what they did. Tell the employee the specific thing they did right and how that helps the department or company. Let the employee know that management has confidence in their ability to continue to perform well and be innovative in their approach to their own tasks. This positive reinforcement of the employee’s effort should occur as soon as possible after the job well done is noticed. Frequent, sincere, and positive praise can go a long way to getting employees to perform at their best.
Giving positive reinforcement does not mean that what is done incorrectly by an employee is to be ignored. Instead, it means to recognize what portion of the work was done correctly first, then follow-up with what can be done better the next time and why the performance or work result was not quite what was expected. If this means the manager must take some of the blame for not giving detailed instructions for the desired behavior or result, they should do so in an apologetic manner and then proceed to explain how the manager personally will try to do better. This is an excellent time for the manager to let the employee know they still have faith in them but need their help and cooperation by their asking questions if the manager’s instructions are not clear. This allows both the employee and manager to get better at communication, which results in improved task completion. Remember mangers need to give positive results first, then follow-up with what improvements are needed, apologize if necessary, and then reinforce what was done right again. When working the improvement or follow-up statement do not use the word “but” as this word often negates anything said before it and the employee may stop listening as they know a negative is coming next.
Understanding that everyone enjoys being acknowledged when they do good work is a typical human response should help improve performance. Business managers need to learn how and when to apply positive reinforcement when monitoring improvements to work behavior or task completion. Managers should always consider the positives rather than only mentioning when employees may be performing beneath the desired level. Positive reinforcement could be the key to better results in human resource management, which should lead to better business results as well.
Employee retention is a critical issue for many companies. High turnover rates can be costly, both in terms of financial resources and the negative impact on team morale and productivity. Furthermore, recruiting and training new employees can take a significant amount of time and effort, which can slow down progress and hinder growth.
One effective strategy for improving employee retention rates is investing in employee development. By providing employees with opportunities to learn and grow, companies can increase motivation and job satisfaction, improve performance and productivity, and foster a sense of loyalty and commitment among their workforce. In this article, we’ll explore why investing in employee development is essential for improving retention rates, and how companies can design and implement effective employee development programs.
Employee Development: What It Is and Why It Matters
Employee development refers to any effort to improve an employee’s skills, knowledge, and abilities. This can take many forms, such as on-the-job training, coaching, mentoring, formal education, and self-directed learning. The goal of employee development is to enhance an employee’s ability to perform their job and achieve their career goals, while also contributing to the overall success of the company.
Employee development is essential for both employees and companies. For employees, it provides opportunities to acquire new skills, gain knowledge about the company and its industry, and advance their careers. For companies, it leads to a more skilled and motivated workforce, better performance and productivity, and a competitive advantage in the marketplace.
The Link Between Employee Development and Retention
Research has shown that there is a strong correlation between employee development and retention rates. According to a recent study, 70% of employees indicated that they would consider leaving their current job to work for a company that has a reputation for prioritizing employee development and learning. This highlights the importance of investing in employee development as a way to attract and retain top talent in today’s competitive job market. Additionally, a survey by LinkedIn found that 94% of employees would stay at a company longer if it invested in their career development.
Employee development fosters a sense of loyalty and commitment among employees by showing them that their employer is invested in their success. When employees feel valued and supported, they are more likely to stay with the company and contribute to its growth over the long term.
The Benefits of Investing in Employee Development
Investing in employee development is critical for the long-term success of any company. Here are ten benefits that come with investing in employee development:
Increased Employee Engagement: Employees who are given the opportunity to learn and grow are more engaged and motivated. This leads to increased productivity, better customer service, and higher employee retention rates.
Improved Performance: When employees have access to training and development opportunities, they are better equipped to perform their jobs at a higher level. This leads to increased efficiency, improved quality of work, and better overall performance.
Enhanced Knowledge and Skills: By investing in employee development, companies can help employees acquire new knowledge and skills that are relevant to their job roles. This can help them stay up-to-date with industry trends and best practices, which can improve their overall performance.
Greater Innovation: When employees are given the opportunity to work on personal projects or engage in other forms of creative development, they are more likely to come up with new and innovative ideas. This can lead to better products, services, and processes that benefit the company as a whole.
Improved Retention Rates: Employees who feel valued and supported by their employer are more likely to stay with the company long-term. By investing in employee development, companies can improve retention rates and reduce turnover costs.
Better Customer Service: Employees who are knowledgeable and skilled are better equipped to provide excellent customer service. This can lead to increased customer satisfaction and loyalty, which can improve the company’s bottom line.
Increased Employee Satisfaction: When employees are given the opportunity to learn and grow, they feel more satisfied with their jobs and are more likely to stay with the company. This can lead to a more positive work environment and better overall morale.
Stronger Company Culture: Companies that invest in employee development tend to have a stronger and more positive company culture. This can help attract top talent and improve the company’s reputation in the marketplace.
Better Succession Planning: By investing in employee development, companies can identify and develop future leaders within the organization. This can help ensure a smooth transition of leadership when key employees retire or leave the company.
Improved Bottom Line: Ultimately, investing in employee development can lead to improved profitability for the company. This can come in the form of increased productivity, improved quality of work, better customer service, and reduced turnover costs.
In the next section, we’ll discuss strategies for implementing effective employee development programs. By following these best practices, companies can design programs that meet the needs of their employees while also aligning with their overall business goals.
Strategies for Implementing Effective Employee Development Programs
Effective employee development programs are designed with both the company’s and the employee’s goals in mind. Here are some key components to consider when developing an employee development program:
Identify Key Areas for Development: Before implementing an employee development program, companies should identify key areas for development based on business goals, employee feedback, and industry trends.
Develop Clear Objectives: Companies should develop clear and measurable objectives for the employee development program, such as increasing productivity, improving customer service, or developing leadership skills.
Involve Employees in the Planning Process: Employees should be involved in the HR planning process to ensure that the program meets their needs and interests. This can help increase buy-in and engagement.
Provide a Variety of Training Options: Companies should offer a variety of training options, such as online courses, classroom training, and on-the-job training, to accommodate different learning styles and preferences.
Offer Mentorship and Coaching Opportunities: Mentorship and coaching opportunities can help employees learn from more experienced colleagues and develop valuable relationships within the organization.
Provide Opportunities for Personal Development: Companies should offer opportunities for personal development, such as wellness programs, financial planning workshops, or language classes, to help employees grow outside of their job roles.
Measure Success: Companies should measure the success of the employee development program by collecting feedback from employees, tracking performance metrics, and evaluating the return on investment.
Encourage Continuous Learning: Companies should encourage continuous learning by offering ongoing training opportunities and promoting a culture of learning and development.
Tie Employee Development to Career Advancement: Companies should tie employee development to career advancement by offering promotion opportunities and career paths that are based on skills and performance.
Recognize and Reward Employees for Their Development: Companies should recognize and reward employees for their development, such as through bonuses, promotions, or public recognition, to encourage engagement and motivation.
By following these strategies, companies can create effective employee development programs that benefit both employees and the organization as a whole.
Case Studies: Examples of Companies that Have Successfully Invested in Employee Development
Many companies have seen the benefits of investing in employee development firsthand. These case studies serve to highlight the benefits of such programs and provide practical examples that other companies can learn from.
1. Google
The first example is Google, a well-known technology company. Google offers several employee development programs, including mentorship opportunities, career development workshops, and even a program that allows employees to spend 20% of their time working on personal projects. By investing in these programs, Google has been able to retain top talent and stay at the forefront of innovation in the tech industry.
2. Marriott
The second example is Marriott, a global hotel chain. Marriott has a comprehensive employee development program that includes job-specific training, leadership development, and tuition reimbursement for further education. By investing in their employees’ skills and knowledge, Marriott has been able to improve performance and customer satisfaction and retain talented employees.
3. UPS
The third example is UPS, a package delivery company. UPS offers a range of employee development programs, including tuition assistance, leadership development, and training programs for drivers and other employees. These programs have helped UPS improve employee retention rates and customer satisfaction, while also reducing accidents and improving safety.
Overall, these case studies demonstrate that investing in employee development can have a significant impact on a company’s success. By providing employees with opportunities to learn and grow, companies can increase motivation and job satisfaction, improve performance and productivity, and foster a sense of loyalty and commitment among their workforce. Other companies can learn from these examples and adapt similar programs to their own specific needs and goals.
Conclusion
Investing in employee development is a critical strategy for improving retention rates and achieving long-term success in today’s competitive business landscape. By providing employees with opportunities to learn and grow, companies can increase motivation and job satisfaction, improve performance and productivity, and foster a sense of loyalty and commitment among their workforce. To design effective employee development programs, companies should involve employees in goal-setting, provide regular feedback and coaching, offer access to learning resources, provide incentives, and evaluate and improve the program over time. By following these best practices, companies can retain top talent, improve performance and productivity, and stay competitive in their industries.
“Why should I train employees for my competitors? They’ll just leave after I invest in their training. I’m smarter than that: I focus on hiring people who are already trained for what we need!”
I am sure my jaw hit the table when I heard that executive’s view of training during a break at a Chamber of Commerce meeting. How could he NOT do everything possible to maintain his biggest asset (and expense) – his workforce and their payroll?
I will admit it was very tempting to ask, “What happens if you don’t train them and they stay? Then what will you have?”
But, before I could say anything, he went on to top himself when a manager sitting next to him asked, “But as fast as technology and knowledge is changing, how do they keep up if you don’t train them?”
“I don’t worry about it. I pay them to stay productive. If they want to keep their jobs by being productive, it’s their responsibility to stay current!”
Unfortunately, his attitude of ‘why-train-them-for-my-competitors’ is fairly common when training is viewed as a unique event that disrupts productivity.
That is why workforce development means so much more than just training. ‘Developing the employee’ means that you are going beyond teaching job skills. You are also developing character, emphasizing values, and shaping attitudes about how they view themselves, their employer, their peers, and their future.
If an employer wisely spends money on maintaining equipment, software, buildings, and customer base to protect their investment in those costly categories, why not also invest (not ‘spend’) in maintaining the expensive workforce that is the source of their corporate income?
The old Army recruiting slogan, “Be All You Can Be” was an earlier way of describing workforce development. It is all about encouraging employees to expand their career horizons. It is saying, “Now that we have taught you how to do the basic job, we want you to figure out how do it more efficiently and increase your value to the company.”
‘Workforce development’ in its best sense means:
We conduct needs assessments to develop our training curriculum so the employees always support the business mission.
We do not conduct a training class if there is not a clear and distinct link to a business reason to do it.
We do not conduct training classes without having specific, behavioral, or objective outcomes defined first.
We have low tolerance for supervisors who discourage employees from attending valuable training classes.
We have taught our leaders how to reinforce the skills taught in any of our courses.
We view our training function as a valued business partner, not as a cost center.
Before sending employees to a class, we require leaders to tell us first how they will work with the employee to reinforce the application of it AFTER the training event because we know that training without reinforcement is a waste of resources.
Before sending employees to a class, we require leaders to review the learning outcomes most associated with the employee’s job, meet with the employee to be sure they learn them, and schedule a post-class opportunity for the employee to share those learning points with other employees in a departmental learning moment. This provides added value to the supervisor for the training.
Every department has an orientation and training program that insures new hires (or transfers) become as productive as quickly as possible. It isn’t the same program for all departments but one that is tailored to their unique functions within the organization.
Each employee can explain the difference between being ‘productive’ and simply ‘busy.’
We have a program to develop leadership skills in our current supervisors and managers as well as a program to identify and develop future leaders.
We know how to measure and manage performance in all job function so employees are assured that their work products are measurable and they are fairly compensated.
We know how to develop and apply fair and measurable methods for determining “soft skills” performance such as communication, teamwork, and customer service.
We have skilled employees sharing their knowledge with peers so that every employee becomes a trainer to some extent.
We have a ‘measurement culture’ that is so focused on performance skills that diversity-related issues almost never come up.
We teach employees to examine their work processes for opportunities to reduce cycle time, waste, or inefficiency.
Each employee can explain how his/her job supports the mission of the employer.
We have a performance assessment process that managers use as a tool to manage performance and employees see as a means of managing their self-development.
Employees are self-directed because their leaders have done an excellent job of communicating expectations and there are processes to provide performance feedback.
Tardiness, absenteeism, and turnover are very low because employees fell they “get to go to work”, not “have to go to work.”.
Employees at all levels see real opportunities for self-fulfillment.
We teach fundamentals of project management to line employees to teach “big picture’ thinking, process improvement fundamentals, and begin the development of future work leaders.
Our employees would be pleased to tell friends about job openings in our organization they could fill.
We teach the lowest level of supervisors how to collect and use historic data for measuring production capacity and forecasting potentials for staffing and productivity.
We teach the lowest level of supervisors how to collect data to prepare a budget and monitor their group’s expenses.
We teach our leaders at all levels how to lead a multi-generational workforce
We help our workforce expand their range of skills to broaden their career opportunities instead of just focusing on “moving up”
There are probably many more activities we could add to what “workforce development” means but I am sure you get the sense of how it is so much more than just a training event.
I doubt that executive at the Chamber’s meeting will ever change and I also doubt whether he will be an executive much longer. That kind of thinking drives employees away and creates high (and expensive) turnover ratios. I can visualize him being shown the door muttering how you just can’t find good help any more!
The voice belonged to one of my career coaching clients, a normally fairly calm person. “It” turned out to be a level of courtesy and respect from a potential employer that simply amazed her. The process — from the initial phone screen to the post-offer follow-up, convinced her to join the company, who, in turn, promptly promised her all the support she needs to be successful.
That same week, another career coaching client called with an update. “You won’t believe this new company I am going to! They asked me what I needed to do my job, before I even started! And then, to top that off, they said they would make sure I had what I needed to do the job – the resources and support! This sure looks like a keeper!”
A common theme (other than me as their career coach!) emerges. These companies embrace the idea that Employee Engagement starts even before the employee is on the payroll. The way your organization handles the interview and hiring process either brings you the talent you want or scares your talent away.
Does your organization have a system in place to “tap your talent” right from the start?
o Do hiring managers focus on the strengths of the potential new hire in the interview process?
o Does your organization use these strengths as a negotiation tool in the offer process, letting the candidate know exactly how they will be able to use their talents in the organization?
o Does your organization specifically tie the strengths and talents of the candidate to the overall mission of your organization during the first 90 days of employment?
o Does your Orientation/Onboarding program help new hires see how their strengths and talents will directly tie to the mission and vision of your organization?
The Corporate Leadership Council identified an employee’s clear understanding of how their strengths, talents and accomplishments contribute to the overall mission of an organization as one of the most critical factors for employee engagement.
My coaching clients were told that specific strengths they demonstrated in their former jobs – project management and relationship-building skills — were tied directly to the immediate expansion plans of their new organizations, and would be used as soon as they started their new jobs.
Clearly, those organizations want to “Tap their Talent” from Day One.
Yet we can’t sigh a breath of relief after a potential employee accepts the offer – it’s just the beginning of your engagement work. Now, you have to hold on to them.
Research shows it takes nearly 90 days of employment for new employees to really evaluate the information they receive during the recruiting and onboarding process. After 90 days, they step back and look at their experiences with the culture of the company, their peers and managers, and their training. Those experiences tell them whether they and their jobs are a good fit and whether they see themselves building a career within the organization. Those experiences dictate whether they stay with the company. This is one of the first solutions keys to your employee retention challenge.
Here are some questions for you to consider:
How can I work with the HR/Staffing professionals to provide information and a plan to tap a potential hire’s talent during the interview and hiring process?
How can I contribute to the successful onboarding of the new hire?
How can I integrate a welcome from senior management addressing the mission of the organization from Day One?
How can I help a new hire tie their strengths and talents to the mission of the organization?
How can I let a new hire know about opportunities to further strengthen their skills, knowledge and abilities?
How can I help make a mentoring program or a “buddy system” successful for new hires?
How do I measure the results of the engagement efforts?
Your answers help you formulate ways to further the engagement of new hires.
As a veteran of both Human Resources and Human Resources Development roles, and as someone who changed jobs six times in 20 years, I know the hiring and onboarding processes from both sides of the desk. These are opportune times for the HR, Talent Management, and Workplace Learning and Performance professionals to partner to set the foundation for Employee Engagement.
Far-sighted managers look into the advantages AI has for the future and adapt themselves accordingly. AI will help advance careers and produce faster business results, enabling good managers to become great at what they do. Given the enormous advantages AI has over human beings, it is often sought to perform tasks earlier done by a human with great precision and excellent results, irrespective of the size and type of the data.
What makes Artificial Intelligence Appealing?
AI can compress numbers, detect patterns, and make fast decisions driven by data with a precision that a human may not do. Given the ability to process large data sets and provide directions of trends and advice that can be acted upon, AI can be a vital tool for any manager dealing with quantitative data to make decisions. The efficiency of computers is so good that it is estimated to replace 40% of the human fund managers in the financial industry with robo-advisers.
Any good manager should try to upgrade his skills to take advantage of AI and its ability to deal with vast data sets. Given that AI can handle data sets and provide answers with precision without fail, managers can spend more time and skills on decision-making. Therefore, learning AI helps any manager improve their career options and their organization’s value.
Applications of Artificial Intelligence in Management
OKRs or Objectives and Key Results provide greater clarity on near-term results that can be measured. Teams can set up and achieve better goals when they use AI-driven software for goal-setting. AI provides insights for teams to optimize their quarterly performance by learning targets from preceding quarters and understanding relationships between management patterns and objectives, and engagement patterns.
A significant part of a manager’s day at work revolves around administrative tasks which do not invigorate a manager. Therefore, letting AI do the administrative tasks allows managers to focus more on higher value and priority activities. AI can notify managers about potential roadblocks in a plan and can even set up a meeting for that purpose. AI can even set up the agenda for the meeting and invite the right people and provide follow-through on actions.
AI also helps managers become team players, allowing them to provide feedback to their team members and improve the level of accountability in the team. Almost 72% of employees believe that their performance can be improved with feedback, but managers do not have the time, data, or habit of providing fact-based feedback regularly. Chatbots and Natural Language Processing allows managers to identify the team members who need positive feedback at the end of the week and even provide feedback. AI can also highlight the points of improvement among the team members and set up one-on-one manager-employee meetings.
Chatbots driven by AI can be an invaluable ally in project management, delegating and monitoring the execution of activities, organizing schedules, and detecting and mitigating obstacles. The chatbot can assign tasks, provide status updates and give potential warnings about planning obstacles. They can also organize meetings between team members based on their availability. Even those who continue to use traditional management techniques can switch to AI to seamlessly carry out management tasks.
Have you been searching for a legitimate online work from home job, only to be bombarded by scams and get rich quick schemes? If so, it’s time to take a look at online rebate processing jobs. There is a reason these rebate processing jobs are growing in popularity year after year: they are actually legitimate online jobs. The only challenge is finding an open position since demand is so high, and many companies have been forced to start taking waiting lists!
Rebate processor jobs are legitimate online jobs that are run by companies responsible for processing rebates from big name companies such as Home Depot, Blockbuster, Netflix, and Amazon. Because the work is fairly simple, it is easily processed by someone with little training, in fact, all the is required for these positions is a computer, internet connection, basic math skills, and that employees be fluent in English.
Most rebate agencies do charge a small upfront fee to sign up and start processing rebates. This small fee is charged to cover the time it takes to review an application, otherwise they would receive thousands of applications from people who may not actually be serious about the position. However, beware of any company which charges a large upfront payment. These companies are usually offering “paid survey jobs” or “data entry jobs” which are almost always illegitimate and offer nothing in return for your payment.
Once you have learned the basics, you should be able to process around 3-5 rebates every hour. These rebates will earn you an average of $15 a piece, meaning that you could be making $45 to $75 per hour. Not bad for a job that you can do from your living room. This is perhaps the best part of rebate processing jobs, you can do them when you want, as much as you want, and truly have control of your own financial livelihood.
Benefits are rapidly changing and getting better since the days of COVID. Health and wellness programs are becoming the standard expectation for today’s employees. So if you don’t already have one, this is the time to start one. It’s okay if you don’t know how to start a wellness program for employees. WellSteps is here to guide you.
What is a Health and Wellness Program?
Before we dive into how to start a wellness program for employees, it’s vital to understand the aspects and benefits of such a program. Once you understand that, undergoing the process becomes much easier throughout.
A health and wellness program as part of employee benefits is designed to support your employees in maintaining or improving their physical, mental, and emotional health. Not just dealing with reactive health care, but more heavily support preventative healthcare. These programs can include a lot of things like:
Screenings and assessments to evaluate health risks
Nutrition and weight management resources
Fitness and exercise programs, sometimes on-site fitness facilities, classes, or gym memberships
Stress management programs providing tools to help employees manage stress and conflict
Smoking cessation programs to help employees quit smoking
Mental health programs for employees that deal with conditions such as depression or anxiety
Overall, a health and wellness program can benefit everyone by reducing absenteeism, improving employee morale and productivity, and potentially lowering healthcare costs. That’s the bottom line for why having a wellness program is beneficial not only for the individuals themselves, but for your company as a whole.
Physical Health – A wellness program can encourage employees to adopt or improve more healthy behaviors like regular exercise, better eating habits, and other preventive care. These behaviors can lead to improved physical health and reduced risk of chronic diseases, such as diabetes and heart disease.
Mental Health – Mental health is equally important as physical health, if not more. A wellness program can provide employees with resources and support to manage stress, anxiety, and depression. With around 26% of American adults dealing with a mental health issue every year, this cannot be overlooked anymore.
Better Productivity – Studies show that healthy employees are more productive. When employees have access to a wellness program, they are more likely to take care of themselves. This can lead to fewer sick days and improved job performance.
Improved Job Satisfaction – Employees who feel supported by their employer in their health and wellness are more likely to feel valued and satisfied with their job. This can lead to improved employee retention and recruitment because instead of being considered an expense meant to churn out results for the company, employees are treated like an asset when their well-being is considered.
Reduced Healthcare Costs – When employees are healthier, it results in lower healthcare costs for both employees and employers. A wellness program can also help to reduce the risk of workplace injuries and illnesses due to the work environment, further reducing costs related to worker’s compensation and disability.
Here are some more studies and sources about the benefits and reasons why having a wellness program is both desired by employees and a great solution for many issues in the workplace.
BENEFITS
STATISTICS
SOURCE
Improved Physical Health
Companies with wellness programs report an average of 28% reduction in sick days, and 26% reduction in healthcare costs.
Employees who participate in wellness programs report a 28% reduction in stress levels, a 27% reduction in symptoms of depression, and a 21% reduction in anxiety levels.
Companies with wellness programs report an average of 25% reduction in absenteeism, and a 32% reduction in workers’ compensation and disability claims.
Pros and Cons of Having a Health and Wellness Program
While all may sound great on the up and up with starting a wellness program, there are some things to consider that may not be the right fit for your company. We’ve talked a lot about many positive aspects. But here are pros and also potential cons of having a health and wellness program for employees:
PROS
improved health outcomes
increased job satisfaction
increased productivity
reduced healthcare costs
competitive edge with employee retention
CONS
High Costs: Implementing a wellness program can be expensive, and the return on investment may not always be immediately apparent.
Lack of Participation: Employees may not participate in the wellness program, despite it being offered, due to a variety of reasons. This can lead to low engagement levels and an inability to realize the benefits of the program.
Difficulty in Measuring Success: Measuring the success of a wellness program can be difficult because the impact on employee health outcomes takes some time to see.
Privacy Concerns: Health-related information is sensitive, and employees may be hesitant to share their personal health information with their employer, depending on the program, and this creates privacy concerns.
Because of these reasons, careful consideration must be given to the design and implementation of the program to ensure that it is effective and well-received by employees.
Steps For How to Start a Wellness Program For Employees
Developing, starting, and managing a health and wellness program for employees can be a complex process. But don’t be overwhelmed, we’re here to help! Here is a step-by-step process to help you get started:
Conduct a Needs Assessment: Before starting a health and wellness program, conduct a needs assessment to understand the health and wellness needs of your employees. This will help you design a program that meets the specific needs of your workforce, even with a simple survey.
Have Goals and Priorities: Once you have identified the needs of your employees, set clear and measurable goals for your program. This will help you stay on track for what you need to develop, incorporate, and measure on the back end.
Develop a Plan: Based on your goals, develop a detailed plan for your health and wellness program. This should include program components such as health screenings, education and training, activities and incentives to encourage participation.
Get Leader Support: Make sure your senior management and leaders support the program. This may include spotlighted participation with leadership, securing funding from the company decision makers, and engaging employees themselves in the whole process.
Implement the Program: Now it’s time to pull the trigger! Roll out the program to your employees and ensure that all necessary resources and support are in place. But don’t worry about it being perfect from the get-go.
Evaluate the Program: Regularly circle back to determine how effective the program is and figure out where you can improve it. This may include collecting feedback from employees, tracking participation rates and health outcomes, and analyzing program costs.
Adjust the Program: Based on your evaluations, make adjustments to your program as needed to ensure that it is meeting the needs of your employees and achieving your goals.
Share the Benefits: Make sure to communicate the benefits of your program to your employees. You can share outcomes from participants, promote upcoming challenges or participation options, etc.
Maintain the Program: Once your program is up and running, it is important to maintain it to ensure its long-term success. You wellness committee may need to attend trainings for better management of the program, or consulting with wellness contractors like WellSteps to find even better options.
This can be a challenging process, but it can also have significant benefits for both employers and employees. By following these steps, you can create a program that meets the needs of your workforce and promotes a culture of health and well-being in your workplace above and beyond what you’ve ever experienced in your organization before.
Difficulties in Starting a Health and Wellness Program For The First Time
Starting a health and wellness program for the first time can present several challenges, especially when you’re starting with nothing. Here are some difficulties you may encounter and should be aware of with how to start a wellness program for employees:
Limited Resources – Starting a wellness program can be costly when done wrong. You may not have the resources to fund a comprehensive program with all the necessary components. This can make it challenging to design and implement a program that meets the needs of your employees.
Lack of Support – Employees or leadership may not initially see the value of a wellness program, or they may be resistant to change. This can make it challenging to get good participation and engagement in the program.
Little Expertise – Designing and implementing a wellness program may require specialized expertise in areas such as nutrition, fitness, and mental health. If you don’t have the necessary expertise in-house or from a consultant, you may not end up with a program that makes a difference to anyone.
Limited Participation – Even if you have designed an effective program, it can be challenging to get employees to participate, especially when they’re unaware of the program or its benefits. Lack of time, interest, or perceived value can all be problems.
Measuring Success – Measuring the success of a wellness program can seem impossible, particularly in the short term when you may not see results. It can be difficult to demonstrate the return on investment or the positive impact if you don’t know what you’re looking for.
Starting a wellness program for the first time can be a complex and challenging process. However, with careful planning, support from leadership, and effective communication with employees, you can overcome these challenges and create a program that promotes a culture of health and well-being in your workplace. WellSteps can help you do all of that!
Reasons For Using a Wellness Consultant Alongside Your Benefits Committee
Hopefully, you can see that when you learn how to start a wellness program for employees, especially for the first time, you’ll need some assistance to make sure it’s effective. There are several reasons why you’ll want a consultant working alongside your benefits committee.
An expert wellness program consultant can help your benefits committee design and implement a program that is evidence-based and effective.
They can help your benefits committee optimize resources, reduce costs, and improve the ROI of the program based on their years of experience.
A wellness consultant can provide an objective perspective and help your benefits committee identify and address blind spots or biases they can’t see.
Someone needs to hold your benefits committee accountable for meeting the goals and objectives of the wellness program. This can help ensure that the program stays on track.
Guidance on how to engage employees in the wellness program and promote a culture of health and well-being in the workplace is the trigger point.
Altogether, using a wellness consultant alongside your benefits committee can provide valuable expertise, resource optimization, objectivity, accountability, and employee engagement when starting a health and wellness program for your employees.
Next Steps on How to Start a Wellness Program For Employees
With development and implementation of any new project or program, yes, it can be overwhelming. But don’t give up altogether! Here at WellSteps, with decades of experience, we’re here to help ensure a great experience with helping you start, manage, and improve any new or existing health and wellness program in your organization.
You don’t have to figure out how to start a wellness program for employees on your own. We invite you to book a free demo with one of our experienced guides right here. You’ll discover how easy it is to get started, have your hand held along the way, and enjoy a great experience with this process of starting a health and wellness program for your company. Supporting you all the way!
In today’s fast-paced and competitive world, employee well-being has become more crucial than ever. As companies endeavour to attract and retain top talent, they are realising that offering wellness programs and designing workplaces that prioritise employee health and happiness can give them a competitive edge. In this blog, we’ll take a look at examples of office design concepts that embody this philosophy all of which have been designed by the experts at Space Matrix.
Wellness-driven workplace transformation
Organisations are starting to realise that prioritising employee well-being can give them a competitive edge. The rise of burnout, stress, and mental health issues have led to a greater focus on creating a healthy and supportive work environment. Companies that invest in wellness-driven workplace transformations have reported increased employee productivity, better retention rates, and greater overall organisational success.
However, it’s important for organisations to check the pulse of what is needed within their workplace. Every organisation is unique and has different needs and challenges, and thus, there is no one-size-fits-all solution to creating a wellness-driven workplace. It’s crucial for organisations to conduct thorough assessments of their workplace culture, employee needs, and overall well-being before implementing any changes.
As a result, [β] Lab has become the first design studio in India to receive the WELL v2 pre-certification in the office category and is poised to receive the second Well Platinum certified project in India. This, combined with Space Matrix’s Great Place to Work® India certification, puts the company in a favourable position to promote tried-and-tested wellness-driven solutions to its clients.
Designing for Wellness in the Workplace
Designers are now prioritising human needs, including physical, social, and emotional health when creating workplace environments. One approach taken by organisations in this regard is providing nap rooms or sleep pods for employees to rest and recharge during the workday. Studies have shown that short naps can improve alertness, productivity, and overall well-being.
Another approach includes cafeterias and break rooms stocked with healthy food options and information on portion sizes and calorie counts. Organisations are also installing monitors that provide nutritional information and calorific values of food available in the cafeteria. Thus allowing employees to make informed decisions about their food choices.
Space Matrix has designed a workspace for Rubrik Bangalore that prioritizes both sustainability and wellness. The workspace is not only LEED-certified, but also aligns with the WELL framework, ensuring that indoor air quality, lighting, materiality, and even the food served in the pantry all contribute to employee well-being. Additionally the ergonomically designed workstations and chairs and visible staircases leading up to a sun-bathed indoor atrium and prominent signages, also add to the wellness aspect. Every facet of the workspace has been carefully considered with employee wellness in mind.
The Impact of Wellness on Workplace Culture and Productivity
There is a direct connection between employee wellness and organizational success. A happy and healthy workforce is more productive, engaged, and creative. In addition, companies that prioritize employee well-being tend to attract and retain top talent, leading to a competitive advantage.
Workplace culture plays a vital role in promoting wellness. By creating a culture of health and wellness, companies can encourage employees to adopt healthy habits and behaviours. Workplace design can also support cultural change by incorporating spaces that promote wellness, such as yoga and meditation rooms, fitness centres, and green spaces.
Nestle places a high value on employee well-being and demonstrates this commitment with an office interior that celebrates biophilia and encourages activity-based work. Sunlight and natural elements are incorporated into the design to create a workspace that blurs the lines between inside and outside, promoting mindfulness and overall wellness.
The workplace design also includes a recreation room that features a simulated cricket pitch, step seating for cheerleading, and various physical gaming options, all aimed at promoting employee well-being through recreation and refreshment. Drinking stations are also strategically placed at the entry and exit points to encourage hydration. Additionally, a business garden serves as a Town Hall for collaboration, complete with nature-inspired elements that create a serene atmosphere. The garden offers a range of iconic furniture options, providing maximum freedom of interaction and comfort while working.
Navigating the Challenges of Designing Workplaces for Wellness
Designing workplaces for wellness comes with its own set of challenges. Companies must consider factors such as budget, geographical conditions, weather and employee preferences when creating wellness-focused designs.
In response to the seasonal variations in outdoor air quality levels in Gurgaon and the need for superior air filtration systems brought on by the pandemic, Space Matrix has installed RESET® certified centralized and decentralized air purification systems and IAQ monitors in Gartner’s office space to provide a real-time view of indoor air performance. Additionally, biophilic elements like planters and green walls have been introduced to mimic the outdoors and improve air quality, reduce stress, and increase productivity levels. Other wellness and well-being focused elements of this LEED and WELL certified office interior include reconfigurable workstations and ergonomic chairs, treadmill desks, use of natural light in the workplace designs, recreational zones like gaming rooms and amenity rich mother’s rooms for maternity breaks.
By designing workplaces that prioritize employee health and happiness, companies can attract and retain top talent, boost productivity, and improve organizational success. Designing for wellness comes with its own set of challenges, but by partnering with an experienced workplace design firm, companies can create successful wellness-focused designs. Are employee health and wellness priorities for your organisation as well? Our experts at Space Matrix can work with you to understand the needs of your employees to deliver an end-solution that is sure to impress the workforce and stakeholders alike. Contact us today!
