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Is the Mental Wellbeing of Staff a CEO’s Responsibility? 

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Is the Mental Wellbeing of Staff a CEO’s Responsibility? 

It’s no secret that mental health issues are on the rise around the world, with one out of every two people in the world developing a mental health disorder in their lifetime. 

As taboos surrounding mental illness break down and the way we live grows ever more digital, it’s expected that the number of cases being reported isn’t going to slow down soon. 

With over 200 centers focused on burnout treatment in the US and many more across the globe, workplace burnout has been added to the list of mental health concerns for global business owners. 

Employers are now being looked to for answers but, as the CEO of a global business, is it your responsibility to look out for the wellbeing of your staff, or should personal lives stay personal?

Is staff mental health a CEO’s responsibility?

In all circumstances, the answer to whether or not a CEO should take responsibility for their staff’s wellbeing is a resounding yes. Of course, this doesn’t mean that you’re taking the blame for their mental illness or even confirming that the workplace is a contributing factor. 

What it does mean is that it’s your responsibility to do what you can to ease the impact of such mental health conditions and provide the right support when they’re at work.

Staff expect mental health support

Over 80% of workers said that they consider mental health support important when looking for a job and will actively seek positions where wellbeing is prioritized.

If you’re looking to hire top talent at your company, you need to have their mental health in mind. However, despite demand, work environments are the cause of a huge number of mental health problems and can exacerbate existing illnesses. Discrimination, electronic monitoring, and stress all contribute to poor wellbeing, and it’s up to you, as the CEO, to address these issues. 

Read also: Everything You Need to Know About Tech Recruiting Platforms

The demand for mental health support is set to increase, too, since Gen Z has entered the workforce. This generation ranks company values second only to pay when looking for a job and is more open and accepting of mental illness than any generation preceding them. As CEO, if wellbeing support isn’t fundamental to your workplace culture, your younger team members might be more inclined to vocalize that change is needed!

People are your company’s biggest asset

People are the most crucial resource that your organization has. Without staff, your processes halt leaving your clients unserviced and dissatisfied. 

Employees can make or break an organization, and providing the support they need to feel mentally well will directly affect the success of your business. Aside from the ethical reasons for supporting your staff, the threat of not looking after them should be motivation enough to create a strategy. 

What are the risks of not supporting your staff?

The more people struggling with mental illness, the more likely you are to see staff shortages and absences, along with decreased productivity and engagement. There could also be problems between staff, with increased emotions leading to arguments and team dynamic issues.

In worst-case scenarios, you may lose members of your team. When they realize that going to work puts their mental wellbeing at risk, they’re far likelier to resign without another job lined up. In fact, 1 in 4 employees has left their job due to mental health, showing just how impactful it can be. 

When word about your lack of mental health support gets out through word-of-mouth, you’ll struggle to hire new staff. Talented, experienced individuals simply won’t interview for a company that doesn’t value their health, leaving you with an incomplete team and skill gaps that can’t be filled.

Finally, you’re putting the lives of people at risk. Mental illnesses are complex and if the environment you’ve created is worsening someone’s illness, there can be a permanent impact on the individual’s life.

As CEO, that should be enough for you to take responsibility for your staff’s wellbeing whilst in your workplace.

Create a mental health support strategy

Once you’ve decided to take action on mental illness in your business, start by educating yourself. Understand how to spot the signs of different mental health issues, what they entail for the individual, and how you can help. 

Read also: 3 Steps Companies Can Take To Improve Mental Health In The Workplace

This training should involve your senior leadership team, too, and if possible be company-wide. The more people on board with your wellness strategy, the better results you’ll see from the wider organization.

Let your staff know that you’re available to talk, too. If they do come to you, listen to them and be ready to provide actionable support. This could include:

  • Offer a flexible work plan.
  • Adjust their workload and redistribute elsewhere.
  • Provide access to a qualified list of therapists or mental health treatment centers.
  • Giving them time off work where needed.

Sometimes, simply showing that you understand and won’t discriminate against them if they need to take time to focus on their wellbeing is enough to make a difference. 

It’s also important to lead by example. Show good well-being practices by not working too late, not replying to emails when at home, and being open about any self care practices you do. If you’ve had any experiences with mental illness yourself that you feel comfortable sharing, do so. Being open will make staff more comfortable coming to you and being honest about their own struggles, which is essential if you want to help them.

Final words

As CEO, there’s no doubt that the mental well-being of your staff whilst at work is your responsibility. This article should have shone a light on why it’s so important and given you some tips to start providing support. Just remember to educate yourself, be ready to listen, and always lead by example. 

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Strength From the Team: How Peer Learning Saves Executives

It’s tough carrying the weight of a small to medium-sized business on your shoulders, let alone the weight of a large corporation. Few understand the challenges involved in being a CEO, and even fewer are equipped to help.

Many in leadership positions are tempted to quit thanks to the constant complexities of business in a post-pandemic world, including remote work, tech disruptions, an unpredictable economy, supply chain issues and geopolitical conflicts. In 2022, 70% of high-level executives considered quitting their jobs, and in 2023, more than 1,500 followed through.

The numbers paint a grim picture: America’s business leaders are tired, overwhelmed, and ready to throw in the towel. But it doesn’t have to be this way – for executives in peer learning groups, it’s possible not only to survive but thrive.

The Strength of Each Player is Their Team

11-time NBA champion coach Phil Jackson once remarked, “the strength of the team is each individual member. The strength of each member is the team.”

Today, executives often find themselves acting as the source of strength for their business without a team that lends them strength in return. In the face of mounting challenges, they lack the feedback they need to adapt and improve. The executives who are most likely to persevere are the ones who find shared purpose, mentorship, and camaraderie with peers in their same position.

In recent decades, peer learning groups have brought business leaders together from diverse backgrounds and industries. Together, they become a collaborative team, tackling problems, sharing insights, and providing each other with the honest feedback that can be so difficult to obtain from co-workers, board members, and coaches. 

But does it work? To state it modestly, the evidence says “yes”. 

Outcomes of Peer Learning

In a recent survey of more than 2,500 executives conducted by C12 Business Forums, we asked how participation in peer learning groups had affected their business results. Their answers were overwhelmingly positive:

  • 98% reported implementation of best business practices
  • 83% reported improved planning disciplines
  • 94% reported clarity on personal purpose
  • 70% reported gains in profitability
  • 75% reported better work/life balance

So, what is it about peer learning that not only leads to improved business performance, but improved planning, discipline and resilience for executives?

Why Peer Learning Works

Today, up to 39% of executives are involved in some form of executive coaching, which involves consistent meetings with an experienced and trusted mentor. But while executive coaching can provide much needed guidance, it also suffers from drawbacks that peer learning improves on. For instance: 

  • More combined experience – one executive coach may have 50 years of experience – but get 10-15 people together in one room who each have 20 years of experience individually, and you now have 200+ years of collective experience to glean from.
  • More up-to-date experience – a seasoned coach will have evergreen business experience, but that doesn’t mean they will understand AI, remote working, and the other technological complexities of today’s world. In aggregate, a peer learning group will have up-to-date experience in multiple areas where CEOs need guidance.
  • Scope of experience – executive coaching will tend to reflect insights gained from one industry, or a small handful of related industries at best. Peer learning groups bring together executives from businesses across many industries which curb the blind spots and knowledge gaps that come from overspecialization.

Each member in a peer group sees one small piece of a larger picture which the others are likely to miss. During times of rising market complexity, knowledge sharing helps them to adapt more rapidly than executives who rely solely on a coach – or worse, on nobody.

What Makes a Good Peer Learning Group?

The peer learning model is so successful that participants are likely to see their business grow or outperform peers during times of downturn, even when other businesses are losing. Even so, not all peer groups are equal, and some can amount to elaborate networking events that provide less value to participants.

Our survey respondents cited three factors that most contributed to successful peer group participation and longevity:

  1. Camaraderiehalf of CEOs feel lonely in the course of their careers, and of this group, 61% believe it hinders their performance. A good peer group fosters a much-needed sense of camaraderie between participants, arising from shared struggles, outlook and work-life circumstances.
  2. Accountability – executives, like anyone else, are more likely to achieve their goals when they share those goals with others and stay accountable. Meanwhile, holding one’s peers accountable provides motivation for everyone else when they succeed, and valuable lessons when they do not.
  3. Quality of peers – quality of peers has much to do with the criteria for admission to a peer group, including company size and annual revenue requirements. Invitation-only peer groups will also focus on finding participants who share similar values, goals and worldviews.

Surprisingly, effective accountability turned out to be the most predictive factor of a high-value peer group experience. Accountability mechanisms – including frameworks for actionable goals, performance tracking and peer insights – are catalysts for consistent progress that almost guarantee improved business results over time.

Purpose Driven Learning

In today’s purpose economy, executives are not only trying to raise their bottom line, but also to align business operations with their personal values and beliefs. Peers who share the same outlook not only provide a stronger sense of camaraderie – they are also more likely to provide impactful advice and feedback that other group members can feel confident acting on.

Fortunately, executives have many options to choose from. Tracking with the rise of faith-based investing, membership across faith-based peer groups has doubled over the past five years, while membership across all peer groups has increased by 75%.

The Best Time to Join a Peer Group is Now

It’s probably not true to say that there has never been a more difficult time for executives in America – but it’s definitely true that there has never been a better time to join a peer group. By doing so, business leaders can not only find strength for themselves: they can also contribute to the future, make a difference across multiple industries and form a team that makes all of its players stronger.

Author Information:

Mike Sharrow serves as the CEO of C12 Business Forums, the world’s largest peer-learning organization for Christian CEOs, business owners, and executives. Since assuming the role of CEO in 2016, Mike has led C12 to achieve remarkable growth, including more than 220% increase in membership and an impressive 240% increase in Chairs globally. C12 currently serves over 4,100 members spanning the United States, Brazil, Malaysia, Singapore, Taiwan, and South Africa.


Enhancing Employee Productivity in Logistics with Cutting-Edge Software

The key to soaring employee productivity in the bustling world of logistics lies in the smart implementation of logistics software. These systems are not just tools but catalysts for transformation. As such, they reshape traditional logistics operations into models of efficiency and precision. 

The Tech Behind Modern WMS

Modern Warehouse Management Systems (WMS) are at the head of the pack in logistical innovation, employing dynamic algorithms for optimizing item placement based on fluctuating demand. This significantly cuts down picking times. So what makes them work? These advanced systems integrate seamlessly with automated technologies like conveyor belts, automated guided vehicles, and drones, which are vital for efficient inventory management in high-volume settings. They also feature sophisticated environmental monitoring for product safety, which is crucial in sensitive sectors like pharmaceuticals and food. On top of this, modern WMS boasts user-friendly interfaces with intuitive dashboards and mobile compatibility. These enable real-time updates and informed decision-making on the move. Check out these top WMS innovations: 

RFID and IoT Integration

Integrating Radio-Frequency Identification or RFID and the Internet of Things or IoT in WMS goes beyond simple tracking. RFID tags can store and automatically update detailed information about the product, such as batch numbers, expiry dates, and handling instructions. This level of detail is invaluable in industries where product authenticity and safety are paramount.

IoT devices extend this capability further. Sensors on shelves can monitor weight to detect real-time changes in inventory, triggering automated replenishment orders. In temperature-controlled warehouses, these sensors ensure optimal conditions are maintained. By sending alerts if any deviations occur, they preserve the integrity of sensitive goods.

Predictive Analytics 

Predictive analytics is transforming inventory management from a reactive to a proactive function. These systems use advanced algorithms to analyze external factors such as market trends, economic indicators, and social media trends to predict their impact on demand. This analysis allows companies to anticipate changes in consumer behavior and adjust inventory levels accordingly.

This means WMS systems become more accurate over time as they learn from past patterns to improve future forecasts. This capability is especially beneficial in managing seasonal products. Thus, it’s no surprise that WMS systems are widely utilized in industries with rapid product life cycles.

Employee Engagement Software  

Companies are also tapping into logistics solutions with engagement software. This technological innovation addresses unique industry challenges by focusing on improving workforce stability, reducing turnover, and enhancing productivity. Features like automated onboarding workflows, digital HR forms, and training paths are designed to streamline the onboarding process. This makes it more efficient for remote and on-site workers. The software also includes tools for continuous performance tracking, fostering a collaborative work environment. 

Additionally, these platforms often integrate with existing operational tools, providing a seamless experience for managing employee feedback, surveys, and communication. 

Cutting-Edge Capabilities of TMS

Transportation Management Systems (TMS) are now equipped with features like multi-modal transportation planning. With these, logistics managers can seamlessly  plan and execute shipments that combine truck, rail, air, and sea transport. This feature is essential in global logistics operations, ensuring the most efficient transportation method is used for each leg of the journey.

TMS also includes innovative management functionalities. For instance, it can compare rates and assess carrier performance based on on-time delivery rates, damage rates, customer service, and other metrics. This holistic view helps logistics managers make more informed decisions when selecting carriers. Let’s explore some of these leading developments:

Freight Consolidation

Modern TMS uses complex algorithms for load planning and freight consolidation. It can automatically determine the best way to consolidate shipments by considering weight distribution, space utilization, goods compatibility, and other factors. This optimization not only reduces costs but also minimizes the environmental impact of transportation.

TMS systems can also suggest pooling opportunities, where shipments from different companies heading to the same destination can be combined. This further maximizes efficiency and reduces costs.

Compliance and Documentation

TMS now plays a critical role in ensuring global compliance with international shipping regulations. It stays updated with the latest customs regulations, tax laws, and trade agreements, automatically applying these rules to secure compliance. The system also generates and stores necessary documentation electronically, facilitating quick and easy audits.

For hazardous materials, TMS ensures all handling and shipping regulations are strictly followed and that appropriate documentation is maintained. This manages  the risk of legal issues and helps ensure public safety.

Telematics Integration

The integration with telematics extends to predictive maintenance of vehicles. By analyzing data like engine health, tire pressure, and brake condition, the TMS can foretell when a vehicle might need servicing. As a result, companies can avoid unexpected breakdowns and prolong vehicle life.

Moreover, driver behavior analytics, such as speed, idling time, and braking patterns, are used for safety, maintenance, and training. This helps improve overall driving standards and reduce accidents.

Enhanced Inventory Optimization with Machine Learning

Modern inventory optimization tools in logistics now integrate advanced machine learning models to handle a variety of external data. Data can range from weather forecasts to global events. This integration enables precise adjustments to inventory levels, mitigating the impact of unforeseen market changes.

These machine learning models are pivotal in processing and analyzing diverse and unstructured data sources, like social media trends and news, to accurately predict demand. They continuously improve their forecasting accuracy by learning from past discrepancies between predictions and actual demand. This capability makes them increasingly reliable over time.

Furthermore, such tools offer scenario planning features, allowing businesses to simulate different market conditions and assess their potential effects on inventory. This ensures preparedness for various market scenarios, enhancing operational resilience.

Parting Thoughts 

Securing the right logistics solution that’s powered by cutting-edge software is an ongoing journey toward greater efficiency, accuracy, and customer satisfaction. As technology advances, it’s expected that the capabilities of logistics companies will keep up. This ensures that they maintain their posture at the forefront of innovation and service excellence. Without a doubt, the future of logistics is not just about moving goods; it’s doing it smarter, faster, and with greater care than ever before.


Strategic Time Management for Startup Success: Navigating Productivity, Growth, and Remote Teams

One of the most important factors in the success or failure of any startup is time management. If time isn’t managed effectively, productivity and therefore profits will decrease. This is especially true of companies that employ remote workers, which can make monitoring the workforce even more difficult.

Companies must also manage the extent to which they monitor their employees. A 2014 study by Accountemps revealed that 59% of survey respondents stated they had worked for a micromanager in the past. Of those, 68% said it lowered their morale and 55% stated that it lowered their productivity.

The Startup Tempo: Unique Time Management Challenges

As most startups operate at a much faster pace than established businesses that have been around for years, their time management systems will be vastly different than those of their more seasoned counterparts. The system will also be harder to navigate, with a lot of trial and error before the most efficient plan is devised.

First-time entrepreneurs in particular will find it difficult to properly manage their time for a variety of reasons, including relative inexperience, not knowing whether a potential problem need to be prioritized or backburnered, and the standard growing pains endured by every startup in its infancy.

Another major challenge is finding the right balance between solving immediate, urgent issues and long-term planning. Sometimes, the easiest solution that solves a current problem will cause difficulty months or years down the road. Similarly, focusing strictly on the distant future could prove catastrophic in the present or near future.

Remote Work and Startup Culture: Striking the Right Balance

Ever since Covid-19 changed the work landscape forever, more and more businesses have begun to transition to remote work, either partially or fully. Embracing remote work has now become essential for startups, as a recent study by Robert Half shows that 34% of employees would prefer to quit a job that required in-office work in favor of one that allowed them to continue working from home.

Some of the major benefits of a remote work setup include higher employee morale, lower real estate costs for the startup (due to the lack of required office space), and higher employee retention rates. The drawbacks include managers having to get creative about ways to keep employees on task, a potential lack of motivation for easily distracted employees, and greater difficulty in communication between employees collaborating on a project.

That being said, one of the easiest ways to overcome these potential issues is to put into place a work culture that is designed to foster communication, both between employees themselves and between workers and management. If employees understand what is expected of them, respond to messages from colleagues in a timely manner, and employee tracking software is used, the negative aspects can be severely neutralized.

Time Tracking as a Strategic Tool, Not a Surveillance Tactic

One of the biggest misconceptions that employees might have about monitoring software or time-tracking programs is that their primary focus is to spy on them. In reality, their actual intended purpose is far less sinister. When used properly, they are a valuable tool that can benefit both employer and employee.

Employees who know that these programs are in place will be more productive as they’ll be less likely to use social media or visit other distracting websites using work devices. Employers will be able to see how employees are spending their time and understand how each employee completes their tasks, which can assist with future project planning and time management.

For example, let’s imagine an employee who has been assigned five independent tasks to be completed in an eight-hour shift, which can be completed in any order. First, the information from the software will reveal how much time was spent completing each task, from which management can determine how long similar tasks will take in the future.

Secondly, the program can reveal in which order the employee completes the task, which gives the company insight into their thought processes. This information can then be used for future projects. If the employee chooses the Excel spreadsheet-based tasks first, the company knows the employee likes working with Excel and can delegate similar tasks to them in the future.

Another important piece is the length of time it takes the employee to finish their work. Some office employees will finish a day’s work in six or seven hours, then spend the rest of their workday on social media instead of starting new tasks. If the information reveals

Building a Results-Focused Team: Trust, Autonomy, and Accountability

For a remote workplace to be successful, there must be a culture of both trust and autonomy. This starts from the top, with management trusting their employees to accomplish their goals independently, correctly, and in a timely manner. In turn, employees must trust their supervisors and coworkers to give them the tools and support they need to do their work.

If these conditions are not met, distrust will grow, morale will drop, and productivity will eventually be reduced to potentially unsustainable levels. Many startups have failed because employees feel like their bosses are constantly watching over their shoulders and don’t trust them to make the right decisions to accomplish their goals. They then either find a job with a different company or employ the TikTok-inspired trend known as “quiet quitting”, where they reduce their productivity to the lowest acceptable level to avoid being fired.

Similarly, if managers or supervisors cannot trust their employees, too much time can be spent making sure that the work is being accomplished, which can result in lost productivity from their other duties.

The goal for any startup should be to maintain a system of accountability that does not interfere with the employee’s creative processes. Since every employee will work differently according to their personal strengths and weaknesses, many businesses have learned that a “one-size-fits-all” model is unsustainable, particularly in remote workplace environments. It is a difficult balance, but an essential one.

One example of a popular startup that has embraced a results-oriented work environment is JL Buchanan (JLB), a retail consulting firm that embraced working from home even before the pandemic. CEO Susan Hoaby told CNN in an interview that autonomy is the key to her business.

Employees don’t need to request time off, as the focus is strictly on whether or not the work is accomplished. One of her employees worked on a Paris vacation without incident without Hoaby even knowing she’d left until she’d seen the employee’s post on Instagram. Of course, this may not work for every business even though it has produced excellent results for JLB.

Perhaps the greatest example is GitLab, a DevOps platform used by many Fortune 500 companies. When the startup was founded in 2014 with its only employees being its two cofounders, all work has been completed remotely. Six years later, the company had grown to 1300 employees who lived in 65 countries around the world. It is one of the largest remote-exclusive companies in the world with roughly 30 million registered users.

The company’s founders have explained that although a remote-only environment saves them money due to reduced overhead, lower waste, and employee flexibility, the most important aspect of the policy is employee empowerment. The company’s handbook states its desire to have its workers see themselves as people first and employees second.

Growth Mindset and Time Allocation: Prioritizing What Matters

One of the biggest factors in time management is the “growth mindset”, which means that tasks must be prioritized with the overall goal of growing the company in mind as the primary factor. If a company and its employees aren’t managing their time properly and giving more weight to more important tasks, the company won’t be able to grow.

For example, imagine an employee has been tasked with working on a presentation for a venture capital firm that’s interested in investing in the company. However, they’re also working on several other projects of lesser importance, like organizing spreadsheets or doing data entry to be analyzed for future projects.

Naturally, the presentation to the venture capitalists is the most pressing issue for the employee to complete, as the other tasks can be completed at any time. Should the employee choose to focus on those lesser tasks, the presentation might not be the best it can be or, worse, might end up unfinished by the time the meeting takes place. The end result could be disastrous for the company’s future.

This is a rather extreme example, of course, but the logic can apply to any number of other situations. In general, businesses need to allocate time and resources between innovation, operation, and future growth. The right balance can be hard to achieve but if a company isn’t focused on the future as well as the present, the result can be stagnation and eventually lead to its downfall.

Time Management Tools for Startup Owners: From Apps to Techniques

There are many apps and programs that help a company’s time management, such as employee tracking software that can show how an employee is spending time on their work devices and will dissuade them from using social media or engaging in other distractions during work time. They can also reveal how much time an employee spends using each program, which can give broader insights into how long it takes an employee to complete a task, among other things.

Of course, the specific needs of the startup will be the determining factor in which tools should be used for time management. If deadlines are frequent and unmovable, a higher level of supervision and communication may be needed, at least at the start. If the work is less time-intensive and the focus is strictly on the quality of an employee’s work, more leeway could be granted.

It may require a lot of trial and error before finding the perfect solution, but if the company’s employees have a high enough level of trust in management, they can give honest feedback and help speed along the process. This is not to say that management should always bow to workers’ demands, of course. Instead, management should work to find strategies that keep their employees happy and productive.

One popular method of time management is the Pomodoro Technique, which involves setting a timer for 25 minutes, blocking out all distractions and working exclusively on the task for that time, then taking a five to ten-minute break as soon as the timer goes off, then repeating the process until the task is complete. After it’s done, the employee takes a break of roughly 30 minutes before beginning the next task.

Another option is time blocking, which involves splitting a period of time like a day or a week into blocks, during which time the employee focuses exclusively on a single project or task. For example, if an employee has three tasks that will take roughly the same amount of time each to complete in a standard 8 AM to 5 PM workday, they could work on the first task from 8 to 10, take a 30-minute break, work on the second project from 10:30 to 12:30, take lunch from 12:30 to 1:30, work on the third task from 1:30 to 3:30, then spend the last hour and a half reviewing the work they’ve completed that day to make sure it’s ready to turn in.

For employees who want or need a little extra structure, goal-oriented planning may be the best strategy. This involves taking a project or objective, splitting it into smaller tasks which are then prioritized by level of importance, and completing them in order according to a schedule based on an estimate of how long each task should take.

Remote Leadership in Startups: Navigating Challenges and Facilitating Collaboration

Proper leadership can be difficult to achieve in any business, but a remote startup has its own unique sets of challenges that must be overcome. Unlike established businesses that have time-honored traditions and years of experience to fall back on, startups generally have to learn as they grow. That learning curve can be difficult, especially after the business takes off and it has hundreds or thousands of employees across the country or even the world.

Communication and collaboration are the two primary keys to success when navigating these challenges. If the leadership can clearly communicate the company’s goals and expectations, their employees will have a better understanding and will be less likely to feel confused. Instead of simply giving workers a list of tasks to accomplish, it is better to explain why the tasks need to be done and what the overall goal is, so that employees will feel included and will be more invested in making sure the project is executed successfully.

Time tracking is one of the most valuable tools for facilitating transparency and cooperation within remote teams. It allows managers to have a fuller understanding of how employees complete their work and, if employees understand they’re all part of the same system, they know that their coworkers’ time is equally well-spent. This can prevent them from feeling jealous or like they’re being singled out.

Conclusion: Nurturing a Time-Conscious Startup Culture

There are many aspects to running a successful remote-based startup and although there’s no “silver bullet” that will magically solve all of a company’s problems, successfully managing time is perhaps the most important key to success. Prioritizing the most important tasks for the present while also continuing to look towards the future will help ensure the company’s place in its industry for years to come.

Happier employees are generally more productive, which is why fostering a company culture of transparency, trust, and autonomy can make the difference between a startup’s success or its potential failure. Although management should not always bow to the whims of employees, especially since they might not all agree on a particular issue, it is important to get their feedback and try to incorporate it into the business’ overall strategy when possible.

Employee tracking software can help achieve that delicate balance by helping managers ensure that employees are being truthful about their time management. In the words of Benjamin Franklin, “trust, but verify.” These programs can also be used in tandem with other strategies, like the Pomodoro Technique, to ensure that the team is running as efficiently and productively as possible.

Startup owners should aim to adopt a balanced approach that leverages time tracking as a strategic tool to foster growth, innovation, and a positive team culture. Balance is truly the key to a successful startup, as focusing too much on one side or the other could lead to long term and unforeseen consequences.

By using these strategies and understanding the importance of time management in remote work environments, startups can continue to thrive, operated by happy employees who can do their jobs in the way that works best for them.

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Flexibility and Digitization: A Winning Combination for Frontline Employee Engagement

In an evolving work landscape, the clamor for flexibility among frontline workers is growing louder. Interestingly, recent Randstad data shows that 42% of blue-collar workers — individuals engaged in manual labor across diverse sectors, such as manufacturing — value job flexibility as much as pay, if not more. The research also found that 30% of non-office workers had quit a job due to a lack of flexibility.

What does this mean for manufacturing?

Addressing the Call for Flexibility

The need for flexible working conditions is particularly strong among gray-collar talent (roles merging aspects of blue and white-collar roles), with 48% considering it as important as pay, according to the Randstad research mentioned above. This trend signals a strong desire for specific flexible work arrangements, such as four-day or reduced workweeks, split shifts, night shifts, or flexible weekend hours. In response, manufacturing industries must adapt and incorporate flexibility into their work policies.

Traditionally, manufacturing has relied heavily on rigid schedules to meet operational demands. However, a shift in employees’ desires has been noted, especially among skilled hourly workers. Prioritizing employee engagement often leads to enhancements in efficiencies, outputs, and performance, nurturing more flexible and supportive work environments. This shift is imperative for fostering positive company cultures that value individual contributions and professionalism.

Empowering Frontline Workers Through Flexibility

Flexible schedules and increased control over work can provide multiple benefits to frontline workers and the organizations they work for, including:

  • Improved work-life balance, allowing workers to handle personal obligations and engage in personal hobbies.
  • Enhanced well-being with more time to rest and recharge, reducing the risk of burnout.
  • Increased productivity, enabling workers to align their tasks with their peak energy and focus levels.
  • Attraction and retention of talent, as flexible work helps attract and retain skilled workers who prioritize work-life balance.

Using Technology to Enable Flexibility

When flexibility is coupled with the use of an employee engagement platform, companies can reap even more benefits. Such platforms can give workers more control over their schedules, enabling them to align their tasks with their peak energy and focus levels. This leads to improved productivity and work quality. Plus, an employee engagement platform that offers flexibility offers competitive advantages for manufacturing companies. It aids in attracting and retaining skilled workers who prioritize work-life balance and flexibility, contributing to a more engaged and committed workforce.

For manufacturing companies, understanding the needs and wants of their frontline workers is key to boosting employee engagement. When leaders partake in active listening and address workers’ needs, they communicate that employees’ well-being is valued, boosting morale and job satisfaction. This approach can also increase productivity, as engaged employees often go the extra mile in their roles, improving the quality of their work. By understanding and addressing team members’ needs, companies can foster loyalty, reduce turnover, and retain valuable talent.

Employee engagement platforms and tools can aid leaders in meeting their employees’ needs for flexibility. Implementing digital systems, mobile applications, and employee self-service solutions — coupled with two-way employee communication — empowers employees, improves efficiencies, and provides more flexible work environments.

Manufacturing industries are uniquely positioned to use these employee engagement solutions and make their workplaces more flexible and supportive. The industry faces challenges, but with the right use of technology and a dedication to understanding and addressing the needs of their frontline workers, leaders can successfully tackle these challenges head-on. Effective employee engagement tools are critical in this endeavor, offering a range of benefits from improved employee productivity to a more engaged workforce.

At the heart of all this is the importance of critical communication in the journey toward greater flexibility. Providing a means for frontline workers to communicate their needs and wants enables businesses to take the necessary actions to meet employee expectations. It’s not just about digitization and technology; it’s about humanizing the workplace and giving a voice to frontline workers.

Flexibility as the New Norm

Manufacturers must not only listen to their workers, but also respond proactively. By leveraging technology and digital solutions, companies can better cater to their employees’ needs, thereby enhancing the employee experience, engagement, and overall productivity.

The ability to combine technology with a genuine understanding of employee needs is what will truly set successful manufacturing companies apart. After all, a company is only as good as the people it employs — and for frontline workers, job flexibility is the new frontier.

Author Bio

Kelsey Hellens is the Head of Customer Success at Wyzetalk, a leading digital employee experience platform that enables communication and improves engagement for frontline and non-desk workers. During her 10 years of experience in customer success roles, Kelsey has implemented 15+ enterprise mobile, digital, and change management solutions within the employee engagement industry.

employee median

Some Surprising Findings on Median Employee Pay in 2022 

High inflation, layoffs in the tech sector, and a general sense of malaise – this about sums up the last 12 months. Yet, if you were employed at Warner Brothers, Dominos Pizza, Skyworks Solutions, or Schlumberger, median employee pay from 2021 to 2022 popped by between 67 and 108%. According to a Wall Street Journal analysis, despite some troubling macroeconomic indicators, compensation for the median worker over nearly 300 companies in the S&P 500 index was greater in 2022 (compared to the previous year).

The leading company in the analysis was a real estate investment trust that managed casinos and hotels. Vici Properties saw the salary of their median worker rise by 1,373%. Granted, the firm did not include the tens of thousands of workers that are technically employed by casinos working at their properties, but the jump was certainly notable. 

Meta Platforms (home to Facebook) registered median worker pay at nearly $300,000. This was up from 2021, but barely (1%). Meanwhile, Alphabet (home to Google) saw median pay drop by 5%, landing at $279,802 for 2022. While a struggling tech sector contributed to white-collar layoffs, small and large employers have continued hiring leaving unemployment at notable lows. In terms of salary levels, approximately one-third of those companies the Journal looked at reported median salaries of at least $100,000. Energy firms gained big in 2022 and unsurprisingly were represented in five of the Top 20 firms with the highest paid median salaries. 

On the lower end were those companies paying $50,000 or less to their median workers. These numbered around 100 of which the vast majority were either retailers, cruise operators, or restaurant chains. Something all 100 firms shared in common was the large percentage of hourly or part-time workers. Firms with contract, fixed salaries have a hard time maintaining median remunerations at $50,000 or less. The market is too flexible with high levels of movement at these salary brackets. 

An interesting observation comes from the industry side of the list. A preliminary assumption would be the financial services sector heavily represented in terms of the amount of median pay. Yet, media and entertainment, pharmaceuticals, biotechnology, life sciences, and energy nearly dominate the top 30 listed companies. The Journal included Equity Real Estate Investment Trusts (REITs) as their own category and not part of Financial Services. REITs had at least four companies included in the top 30.    



score diversity cultural employee compliance global trade risk

Compensation and Benefits: 7 Key Factors to Consider When Developing Employee Rewards Programs

The job market today is intensely competitive. Companies all over the world are competing to recruit and retain talented, hardworking individuals. Employees are the backbone to any business and therefore, it’s vitally important that any organization consistently bolsters employee motivation and job satisfaction to enhance overall productivity. 

Planning an effective employee rewards program is an essential strategy for nurturing a culture of recognition and appreciation in your company. If implemented strategically and methodologically, rewards programs contribute towards employee retention. This ensures that your company can maintain its momentum in working towards long-term goals. 

In this article, we will discuss seven factors you need to take into consideration when creating a program that will reward your employees.

Align Rewards with Objectives

It’s important for every company, no matter what the size or sector of operation, to adequately recognize hard work and loyalty. That said, recognition must align with company objectives in order to incentivize the achievement of overarching goals and priorities. If rewards have arbitrary metrics that don’t align with an employee’s contribution they become tokenistic and unproductive formalities. 

Matching rewards to shared goals is an excellent strategy for motivating employees to work towards meeting—and hopefully exceeding—targets. This moves the company one step closer to achieving larger goals. By utilizing the psychological power of rewards programs, you can align employees’ intrinsic motivation with company-wide priorities.

Create Meaningful Rewards

Ensuring that your company’s rewards program is actually meaningful to employees is one of the most important factors to consider when designing this initiative. If you don’t get this right, then your rewards program is likely to be ineffective. In fact, an ill-designed rewards program can actually demotivate employees, which may lead to long-term underperformance.

Naturally, every employee will have their own preferences when it comes to varying types of rewards. Some individuals prefer career-oriented incentives that afford them the opportunity to advance within the company. Others will prefer extrinsic rewards such as gifts, perks, or an increased salary. 

In order to determine which rewards employees value most, it’s important to conduct a thorough needs analysis. At the end of the day, rewards programs should bolster productivity. But they also exist as a channel for employee recognition. In order to show the people in your company that you do genuinely value their efforts, it’s important to ensure that your rewards are meaningful.  

Make Rewards Accessible to All

One of the most common shortcomings of rewards programs is that they only target individuals already operating near the top of the ladder. Your rewards program should offer equal opportunities for participation; regardless of title or pay grade. In fact, well-developed rewards programs should encourage a leveling-out of the playing field. 

This ensures that all employees are continuously incentivized to work hard. Additionally,  it eliminates the passivity that can sometimes take hold once an employee has achieved their personal goals and desired status within a company. 

While rewards should be accessible to all, unique rewards will be attached to distinct achievements for different departments and ‘levels’ within the company. Designing rewards for varying segments may be time consuming. However, it’s a crucial consideration in the development of any effective rewards program. 

Ensure Rewards are Visible

Many companies will design a comprehensive rewards program and fail to adequately market it to their employees. Ensuring that your rewards program is visible is a crucial component of company-wide motivation.  

Furthermore, while you should clearly display the structure of the rewards program, your company should also celebrate those actually achieving the promised rewards. This ensures that rewards feel realistic and tangible for all. 

There are several ways that you can make rewards more visible. You may opt to publicize reward-related news in a company-wide email or through the distribution of celebratory posters. Some companies choose to utilize their digital platforms or meetings to announce rewards. Whichever way you choose to go about it, make your rewards public to maintain company-wide motivation. 

Ongoing Reviews

Internal review processes ensure that rewards are granted when appropriate. If your review process is disorganized, then reward opportunities will likely go unnoticed. Furthermore, if reviews are infrequent, then it’s challenging to grant rewards timeously. 

When rewards get delayed, or worse, wholly unrecognized, the attractiveness of the program gets undermined. Unfortunately, this creates a sense of diminished achievement. This means that the program becomes less effective at encouraging motivation and productivity.

Take the time to strategically schedule frequent employee appraisals. This ensures that employees remain consistently motivated to work towards their targets. Ultimately, this contributes to a collective company momentum.  

Consider a Total Rewards Approach

As mentioned in point two, every employee has their own set of unique preferences when it comes to rewards. While the scale of achievement will inform the type of reward, it’s worth considering a more holistic and hybridized model. The total rewards strategy encompasses a range of rewards including career advancement opportunities, material benefits, and work-life balance initiatives. 

This approach prioritizes an employee’s sense of fulfillment. It aims to enhance a sense of purpose for every employee—regardless of their position within a company. Instead of awarding different types of rewards for different achievements, the total rewards approach essentially offers a diverse set of rewards as if they were one reward. 

As this approach is more resource intensive and requires a greater degree of internal capacity, it’s designed for companies comfortable having a rewards program that targets goals that are more long-term than most. 

Ensure Rewards are Measurable

At the end of the day, your company needs to be able to justify their rewards program and the way that it shows appreciation for employees. You need to validate the financial cost thereof in yearly expenditure reports while ensuring company-wide managerial buy-in to secure the longevity of the initiative.

You can conduct a comprehensive productivity analysis, or you may choose to adopt a more qualitative evaluation approach. This can be done by conducting employee interviews and surveys to understand the impact of the rewards program. 


When implemented correctly, rewards programs truly are an excellent mechanism for ensuring employee fulfillment and bolstering motivation and productivity. Companies that implement these types of programs enjoy better retention rates, greater productivity, and increased morale. In turn, this creates an excellent company culture and drives bottom lines upward. 

Developing an employee rewards program benefits everyone and any business that’s striving for longevity should implement one. 


How to Deal with Employee Absenteeism

While on average an employee would miss 54 days of work in 2020, the logistics sector holds an unfortunate record: one of the highest annual increases in absenteeism, putting it just behind the health sector, i.e. 32% over one year. Beyond the exceptional sanitary situation, the supply chain is facing a chronic problem of workforce retention. What HR and organizational levers should be used? Here are a few ways to encourage employee commitment and well-being… and reduce absences.

In its annual survey based on data from 671 companies and more than 350,000 employees, Gras Savoye Willis Towers Waston confirms that absenteeism has increased sharply and steadily over the last five years, particularly in SMEs and ETIs. If the first containment has had an obvious impact, it is far from being the only explanatory factor. While the “transport and logistics” category now holds second place in the sectors most affected by this phenomenon, the study reminds us that the average cost of absenteeism in a company of 1,000 employees varies between 1.7 and 3.5 million USD per year. The weight of logistics activities in this loss of earnings is considerable. Faced with the growing risks of delays and shutdowns in the supply chain field due to lack of personnel, here are three steps for dealing with absenteeism.


1. Offer visibility to employees regarding the impact of their tasks on the entire operation

Just like remuneration or benefits offered by the company, the quest for meaningfulness is now well known as a major lever for commitment to the workplace. But how to motivate employees when the tasks they are entrusted with are by definition simple and repetitive? As a manager in the logistics sector, taking the time to regularly explain the stakes and the purpose of your job to each employee, and being able to give them concrete and personalized feedback on the impact of their work, is a way to give meaning to low-skilled logistics functions. Examples include employees knowing which customer profile is ultimately targeted, having details on the products handled and the marketing promise, knowing and understanding all the other technical steps upstream and downstream of his or her intervention. This type of information will help everyone understand his or her role in the supply chain, and therefore, empower teams individually and collectively.

Today, integrated HR tools and advanced warehouse management solutions offer a comprehensive view of current operations and can provide data and visibility to managers.

To learn more about technology that can help you optimize your workers’ performance and increase motivation, read our WMS – Decision Making Guide

2. Invest in technology and robotics to reduce drudgery

Implementing voice command devices for operators or equipping them with exoskeletons is a way to limit strenuous movements and loads carried, thus reducing the risk of musculoskeletal disorders. Some companies are even starting to equip themselves with ‘cobots’, these robotic collaborative assistants that help employees prepare orders and reduce their movements.

Used wisely, these tools have the dual benefit of reducing the risk of sick leave and work-related accidents while optimizing overall warehouse performance.

3. Incentivize employees through game-based management

Sometimes alone at their workstations, with no real opportunity to communicate with their colleagues for long hours, supply chain operators can legitimately feel isolated. Keeping them motivated is a daily challenge for managers and HR. Gamification is one way to encourage commitment, pride of belonging and team concentration. For example, it is a matter of organizing interactive performance contests, between peers or between teams, aiming at collecting a maximum of points to obtain symbolic or material rewards. Or measuring the quantity of plastic recycled by each person, with rewards at stake. These challenges can also encourage employees to follow professional training courses or to respond to co-optation campaigns. These initiatives contribute indirectly to the fight against dropping out of the workforce and absenteeism.

Generix Group North America helps distribution & manufacturing companies achieve operational excellence with their WMS & MES Supply chain solutions. We invite you to contact us to learn more.

This article originally appeared here. Republished with permission.

business coach

Eric Dalius Explains the Core Aspects of Business Coaching Programs

If you are managing a business, you would agree that leading a team is not easy. From dealing with various obstacles to developing innovative solutions, you need to take care of many things. Since it is not always possible to do that using the standard approach, you need to seek professional assistance wherever required. But, how do you do that? Well, that’s simple- you turn to experienced business coaches for entrepreneurs. As they have the expertise to handle complex tasks, they are one of the best options to go for.

Some of the Core Aspects of Business Coaching that Helped Eric DaliusNet worth Grow Higher Every Day-

Identification of the issues

One of the first areas you should focus on is identifying the issues you are facing. Irrespective of whether you are encountering financial difficulties, problems due to the lack of alignment, or other matters, you need to know what is wrong before you fix it. In some programs, this stage is “stop the bleeding.” It focuses on identifying the primary issues and taking steps to resolve them (to avoid more harm).

 Assess your strengths and weaknesses

When you have identified the problem, you need to assess your strengths and weaknesses. Here, you need to do that both in personal and professional aspects. Not only does this provide you with an accurate idea of your situation, but it will also ensure that you do not have to deal with additional issues. The only thing you need to focus on is to keep an open mind and ask a professional to guide you through the process.

A great coach will assist you in realizing your maximum capabilities. Abilities are critical, and far too many businessmen rest on their laurels, assuming that all is perfect. It is really essential to see where we really have to improve in our shortcomings, but a business coach can encourage you to focus on your strengths, which is how you’ll fill the holes and imperfections in your company.

 Cater to your customers

Undoubtedly, you need to strengthen your relationship with your customers if you wish to grow your business. This will happen when you create products/solutions that focus on their needs rather than yours. This is what will make you a problem-solver over a provider. The key to do that is to interact with your customer, listen to their needs, and create novel ways to engage them. The catch here is that you need to do it using other techniques rather than relying on your sales team.

 Focus on your relationships

Lastly, you need to focus on your relationships if you wish to witness your business grow. As it allows you to know the people around you, it is one of the best options to go for. Also, you should understand that focusing on relationships requires you to focus on your customers, employees, financers, owners, and other stakeholders. When you have a warm and professional relationship with them, you will likely perform better.

Communication that’s also transparent and relationships that are constantly learning provide knowledge about the necessary improvements. At the management level, it necessitates a sense of openness. The reason behind the ever-growing Eric Dalius net worth is effective communication throughout the organization.


It is a crucial aspect of business coaching. The person who seeks coaching is supposed to take responsibility for the results. It teaches them to take responsibility for their own decisions and the mistakes that result from them. Through the specific knowledge given within business coaching, it allows them to maintain an open head and heart critically. The coach encourages the candidates to come to generate ideas, which he then modifies with his own knowledge. Applicants are supposed to learn to accept criticism favorably and to become more responsible as a result of it.

Custom Strategies

The small company coach might be able to provide you with more individualized assistance as well as hands-on educational experiences. Any larger coaching companies offer getaways, tailored business plans, or even unique advertising and marketing campaigns. You might find a small business coach who is more like a motivational speaker or a silent business associate, depending on what you really want. It all comes down to your requirements and what you hope to gain from the partnership.

You get the opportunity to be immensely helpful to your company’s development through working with a business coach. You can approach the interested professionals if you’d like to recruit a business coach for entrepreneurship. You would not only help direct your employees in plan execution, but you’ll also help develop their morale and be the mentor in any business-building operation. Make sure you only consider hiring the best business coach with the experience and skills that your company requires.


6 Facets Of Human Needs That Drive Business Success.

In good economic times and bad, some businesses find a path to success while others are forced to board up their windows and doors.

What’s the difference between those that soar and those that flounder?

Ultimately, business success comes down to how well the people who work for that business perform, says Jeanet Wade, the ForbesBooks author of The Human Team: So, You Created a Team But People Showed Up! (

And employee performance, good or bad, usually can be traced to leadership – whether company leaders want to admit it or not, she says.

“When teams break down and employees disengage, leaders and managers typically don’t question their own strategies,” says Wade, founder of the consulting firm the Business Alchemist.

“Instead, they blame the people assigned to carry out those strategies. If they are feeling charitable, leaders and managers say those people were bad fits. If they aren’t feeling charitable, they call them whiners, complainers, or failures.

“But in about 80 percent of cases, I believe it’s not that the people are the wrong people for the job, but rather that leaders aren’t prepared to handle what I call ‘human moments’ because they fail to understand and address these natural human needs.”

Wade says there are six facets of human needs that leaders must take into account in order to expect teams to perform at the highest level possible.

Those facets are:

Clarity. In too many workplaces, Wade says, people are unsure what’s expected of them or how their jobs fit into a larger plan. “People on teams sorely need clarity, or they’ll lapse into confusion,” she says. “Specifically, team members must understand the purpose of the team itself, their role within it, the team’s outcome goals, and how their team fits within the larger organization.” 

Connection. Human connection is indispensable to healthy teams and is premised on connection to common core values, physical place, and a larger company culture, Wade says. The trick is in creating those connections. Wade suggests one way is an exercise she refers to as 3-2-1. People in a group are asked to share three events they’ve experienced, how they responded to them, and how those events impacted them. Then they share two childhood stories or coming-of-age adolescent memories. Finally, they share one of their biggest fears.

Contribution. Wade says teams within an organization should never exceed 15 people, and leadership teams should be even smaller. The reason: The larger the team, the less inclined individuals are to contribute. “One of the best things we can do as leaders is to acknowledge the human psyche’s need to contribute and to reward it,” she says.

Challenge. Leaders and managers often are hesitant to challenge others, Wade says, not wanting to push people or make them uncomfortable. “But when we withhold opportunities that challenge people, we ultimately deny others an important human need,” she says. “The trick is to make sure challenges are productive. They should be difficult, but not so overwhelming that people withdraw if they fall short.”

Consideration. Everyone feels the need to be recognized and valued, Wade says. Unfortunately, leaders and managers often spend so much time on toxic or poor-performing people that they neglect everyone else. “You can’t obtain and retain top talent if you don’t show them respect and consideration at every stage of the journey,” Wade says. “They must be recognized for good work, thought about for promotions, and reminded of how critical they are to the organization.”

Confidence. Confidence is fragile and can be easily shaken, Wade says, which is why it’s critical for leaders instill confidence in their teams. People fearful about failing become hesitant, avoid difficult challenges, and are less productive. “But if you have confidence, even the hard stuff doesn’t seem so daunting,” Wade says. “When leaders, managers, or facilitators help build confidence in their teams, they can inspire others to achieve audacious, improbable goals.”

“When all six of these facets are fully accounted for in teams,” Wade says, “people are able to gel with one another, operate harmoniously, engage in healthy disagreement, and achieve important objectives.”


Jeanet Wade, the ForbesBooks author of The Human Team: So, You Created a Team But People Showed Up! (, is a Certified EOS® Implementer and the founder of the consulting firm the Business Alchemist. As a facilitator, teacher and coach, Wade helps companies implement the Entrepreneurial Operating System (EOS), a set of business concepts, principles and tools that help business owners and executives run more successful businesses.