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How to Identify and Address Productivity Gaps Among Supply Chain Employees

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How to Identify and Address Productivity Gaps Among Supply Chain Employees

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Productivity has always been a leading concern for supply chain companies. As the industry grows increasingly competitive and faces mounting disruptions, it’s become an even more pressing concern.

A recent survey found that nine in ten supply chain leaders say they need to increase hiring to meet peak demand. Ongoing labor shortages can make that difficult, so organizations must also make the most of their current workforce. They need to maximize their productivity.

Boosting productivity begins with finding areas where it needs improvement. Here’s how supply chains can identify and address productivity gaps.


 

Identifying Productivity Gaps

It can be difficult to know where to begin with productivity optimization. Supply chain leaders may feel they’re already at their peak efficiency. Alternatively, they may notice room to improve but not understand what specifically to address.

Supply chain organizations can identify productivity gaps through a few different means. Going through these three processes and comparing the results can help uncover where the most critical areas to address are.

Benchmark Against Competitors

The first step in finding productivity gaps is comparing key performance indicators (KPIs) to competitors. Recent SEC guidance requires KPIs to come with disclosures like clear metric definitions and how a company calculates them. Companies can take that information to understand their competitors’ success and how they measure it.

Once supply chain organizations have these benchmarks, they can compare them to their own KPIs. It’s important to account for any discrepancies between the companies’ metrics and measuring techniques to provide the most accurate comparison.

Comparing KPIs can reveal where some productivity gaps may lie. Even if a company outperforms competitors overall, it may fall behind its benchmarks in one or two specific areas. Those areas could be home to productivity pain points. While these differences can arise from many places, any shortcoming warrants further investigation.

Compare Goals to Results

Next, supply chain leaders can look internally. A company may perform well compared to others in the industry, but that doesn’t mean there’s no room for improvement. Reviewing goals and how recent results compare to those targets can reveal more shortcomings.

The easiest way to perform this analysis is to compare current KPIs to past goals. Has the company met the targets they’ve set in the past? Are they on track to meet future goals? The categories that show the largest discrepancies between expectations and results are likely where the largest productivity gaps lie.

It’s important to break KPIs into specific categories to isolate problem areas. At the same time, businesses must also map the relationships between KPIs to see how they affect each other. One category’s performance may hinge on another’s, so it’s important to understand these relationships.

Survey Employees

Employees are an excellent but often overlooked resource for identifying productivity gaps. While workers may not have a complete picture of management processes, they understand their specific workflows intimately. This familiarity can give them insight into areas for improvement that management lacks.

Studies show that happy workers are 13% more productive, so the source of lackluster performance may lie in employee satisfaction. Regular surveys and interviews can help reveal which factors impact this satisfaction, both positively and negatively. Common themes between workers’ responses are likely key productivity blockers.

Similarly, employee surveys can ask about workflow improvements that workers think could help. It’s highly likely that at least one worker has noticed how part of a process slows their work down. If multiple employees talk about the same process hindering their productivity, it’s worth looking into.

Addressing Productivity Gaps

After identifying productivity gaps, supply chain organizations must work to fix them. The most effective strategy will depend on the specific gap in question, but these generally fall into a few distinct categories. Adjustments in training, work environments and technology can maximize productivity in virtually every area.

Emphasize Training

Productivity gaps often result from skills gaps. That could mean that employees lack technical knowledge and abilities to streamline their work, or it could apply to soft skills. In either case, more comprehensive training can help remove these productivity barriers.

Seemingly small adjustments can make a considerable difference here. For example, teaching warehouse employees proper lifting techniques and the importance of using them can prevent burnout from repetitive stress. Employees will then be able to work longer before getting tired, maximizing their productivity.

Similar methods can work with office staff, too. Employees should look at something 20 feet away for 20 seconds after every 20 minutes of looking at a computer screen. This will reduce eye strain, preventing the loss of productivity and focus that comes with it. Teaching office employees tips like this can help them consistently perform their best.

Address the Work Environment and Culture

A distracting work environment is another common cause of productivity loss in supply chains. Softer but more consistent lighting and comfortable working temperatures can minimize environmental distractions that hinder productivity. Similarly, white-noise machines can drown out distracting noise in office settings.

Workplace culture plays a substantial role in this area, too. One of the most important things to address in this regard is communication. Employees and managers must consistently communicate so everyone knows what others expect of them and people learn of changes or issues faster. Holding regular meetings and using instant messaging platforms can help.

Making sure the workplace is engaging and empowering is another crucial step. Listen to employees to learn what they need or would appreciate to feel more respected and engaged. When workers feel satisfied in their work environment, they’ll be more productive.

Capitalize on Technology

If workplaces face more concrete productivity challenges, technology may be the answer. Automation is one of the best tools for improving productivity, as it minimizes repetitive, non-value-adding tasks, letting employees accomplish more and remain engaged.

Some of the most valuable automation applications in warehouses are picking and material moving. Walking accounts for more than 50% of picking time, so these workflows are ripe for automation. Robots can easily handle many of these processes, and human workers can then focus on other, less inefficient tasks.

Automation can benefit office workers, too. Robotic process automation (RPA) can handle repetitive tasks like scheduling, data entry and file organization to give employees more time to perform more value-adding work. Programs that consolidate multiple processes to reduce clicking between windows are also helpful.

Optimizing Productivity Starts With Finding Gaps

Supply chains today must be agile, but to achieve that, they must address shortcomings within their operations. Recognizing where they can improve is the first step to becoming more productive.

When supply chain leaders understand and follow these steps, they can make the most of their workforce. They can then accomplish more work in less time, outperforming their competitors and ensuring future success.

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Does Your Recruiting And Culture Meet The New Candidate’s High Expectations?

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“The Great Resignation” in 2021 created a talent shortage and prompted company leaders to re-evaluate their perspective on hiring and culture. Amid job candidates’ shifting demands and higher expectations, some businesses are learning they’ll need to adapt their recruiting strategies to hire the right workers in 2022.

But while most leaders understand that a positive work culture is critical to successful recruitment and retention, too few know how to build and sustain the human-centric workplaces employees look for from employers today, says Kathleen Quinn Votaw, the author of DARE to CARE IN THE WORKPLACE: A Guide to the New Way We Work.

“The pace of change and challenge over the past few years will continue to define us in 2022, as will the fluctuations of the job market,” says Quinn Votaw, CEO of TalenTrust, a strategic recruiting and human capital consulting firm. “This shared experience of COVID-19 has taught us that what propels growth today is putting employees first and creating cultures around well-being and resilience.

“Employees will refuse to work in any culture that lacks humanity. Far from our history of top-down management practices, we’ve learned that kind, empathetic leaders attract and retain the best talent and achieve the highest levels of success. As we wade into another year of unknowns, 2022 gives us a once-in-a-lifetime chance to rethink work.”

Quinn Votaw offers these tips for leaders to consider for their recruiting and retention strategies in 2022:

Know what job candidates want and deliver. “People choose you because you’ve created a powerful candidate or employee experience,” Quinn Votaw  says. “It’s time to untie your culture from the past and focus on what people want from employers today.” She says the employer’s brand and being authentic to it will become more crucial in attracting candidates. “LinkedIn research shows that 75% of job seekers check out your brand and reputation before they apply,” she says.  “People want specifics about how you’re handling change and how flexible your policies are.” Further, the offering of remote work, she says, will show those companies are serious about diversity, equity, and inclusion, and new tech tools will help businesses leverage each stage of recruitment.

Build a sense of community in your culture. Employees today experience their companies in different ways: some onsite, some from home, and others in hybrid situations. It can be a dramatic work-life evolution, and Quinn Votaw says leaders and employees alike can find themselves confused and uncomfortable. “A successful forward path begins with being purposeful about what employees experience working for you,” she says. “Recognize that even small changes to your policies can make a big impact on employees’ day-to-day experience. View every individual holistically; work and personal lives should not be seen as ‘either-or.’ Build a community where everyone feels safe being themselves. Appreciate, celebrate and support your employees as the valuable assets they are.”

Practice hands-off management, hands-on feelings. Quinn Votaw says today’s more demanding candidate desires empathetic leadership that doesn’t micromanage and disrespect them. “Fewer employees will put up with the poor management practices of the past,” she says. “The most effective managers recognize that when they lead with humanity first, they empower others to be more authentic, kind, and attuned to feelings. Coach them rather than boss them. And in the interview process, let candidates know in detail what you’re doing to lead virtually as well as in the office. Overall, leaders need to dare to care for their people.”

“Over the past two years we’ve realized that we all fail or thrive together,” Quinn Votaw says. “In this pivotal moment, we have the opportunity to rethink our recruiting and workplaces and break the status quo that has kept us from reaching our full potential.”

________________________________________________________________

Kathleen Quinn Votaw (www.talentrust.com) is the CEO of TalenTrust, a strategic recruiting and human capital consulting firm. She is the author of DARE to CARE IN THE WORKPLACE: A Guide to the New Way We Work. Regarded as a key disruptor in her industry, Quinn Votaw has helped thousands of companies across multiple industries develop purpose-based, inclusive communities that inspire employees to come to work. Her company has been recognized in the Inc. 5000. Kathleen also speaks nationally on recruitment, culture and leading with empathy in the workplace.

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Three Surprising Ways Marketing Can Solve Manufacturers’ 2022 Challenges

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Manufacturing businesses small and large have had their hands full with the fall-out of the pandemic, and while it seems the worst of the crisis is now behind us, companies will continue to grapple with how to keep both customers and employees on board despite supply chain issues, intense competition, and labor shortages.

What’s sometimes overlooked is that the marketing function can help solve three of manufacturers’ biggest challenges in 2022—if the C-suite doesn’t limit marketing’s role to lead generation.

Here are three ways marketers can help manufacturing businesses navigate the many disruptions they will continue to face next year, in ways that extend far beyond product promotion.

Supply Chain Related Communications

Up until this year, the markets were very rarely rocked by supply chain disruptions. The Wall Street Journal did not even have a logistics beat in the last few decades. In 2021, everything changed when COVID-19 caused labor shortages, disrupting the supply chain of a vast amount of finished products and base materials—just when demand for manufactured goods surged.

So how should companies communicate about delayed or canceled deliveries to their customers? One way is for marketers to segment the client database and then decide how the different tiers need to be serviced. When demand outweighs supply, choices need to be made on who will receive what, when. One useful approach is to distinguish between client segments based on profitability and potential. For each segment, decide how various customers and customer types will be prioritized. Include a comprehensive plan on how client communication will look across all channels.

Another way marketers can help companies navigate through supply chain issues is by deciding to not manage supply, but rather to manage demand. This can be done through turning down the promotional activities for a series of products that are running short or use targeted price increases to affect demand.

Customers can and will understand more than some managers may expect, but they need sensible and consistent information. For information to make sense, it needs to be based on a coherent and methodical approach to client service in a disrupted market. Customers time and again have expressed appreciation for timely communication even with “bad news” as it helps them with plans and projections.

Value Proposition

Manufacturing companies pride themselves on their legacy and track record. Claims regarding longevity and past success have a place in marketing communications. But having served your customers for many decades with products that work, is table stakes, and not something companies can use as meaningful differentiators or the basis for building customer preference.

Many businesses can still make a lot of progress in differentiating themselves successfully through a better understanding of what it is that their customers value. Insights gained through a customer survey or set of interviews (AKA Voice of Customer or VoC), as well as through consultations with sales and customer service about how purchase decisions are made, who makes and who influences those decisions and what features are important, are vital inputs for messaging that will resonate with the prospect. These insights are invaluable to company messaging and differentiation. Marketers are trained to facilitate these conversations, collect and analyze the data, and then develop and communicate a value proposition that credibly differentiates a company from its competitors.

Another category of differentiators pertains to purpose where marketers can help tell the unique origin story of the company and convey a message on purpose that extends far beyond specific product features.

Purposeful Employee Engagement

Branding is not just an external exercise. A company’s internal brand is at least as important. Defining the value proposition for employees is often overlooked and undervalued. This leads to turnover and poor retention, and hinders employee recruiting. Studies consistently show the high costs associated with onboarding and training new employees.

In many manufacturing companies, the HR function may not be well equipped to manage the complexities of employee engagement that businesses currently face. There is a part of the workforce (the white-collar one) that will work remotely, so that needs to be managed in terms of making sure people stay productive but also engaged with the brand. Marketing can especially help with the latter. With remote working more prevalent than ever, it is important for employees to understand the company’s brand promise and each employee’s role in helping to fulfill that promise.

With a labor shortage in the manufacturing sector, employees can demand more from their employers than they have in the last few decades. For some, the pecuniary aspect will be important, others will prioritize flexibility. Accommodating this is either costly (the first) or impossible to achieve for blue-collar workers (the latter). There is, however, something else to which many employees attach great value, and that can be achieved at no cost—a sense of purpose. Just as with a VoC program, a Voice of Employee (VoE) program can help employers better understand what will motivate and incentivize their associates.

Employees want to know and feel they are contributing in a meaningful way to producing a product or service that helps customers solve important problems. Marketing can help develop and implement purposeful employee communication which will help not only retain employees, but also attract new talent.

Bottom Line

Manufacturing companies will continue to have their hands full managing the fall-out of an unprecedented health crisis. They will have to successfully manage supply chain disruptions and seize opportunities to differentiate themselves. They can use their efficient approach to the current crisis, and their purpose to communicate a credible and purposeful brand that will bolster their hiring and retention of talent. Marketing can play a critical role in each of these areas when allowed to go beyond lead gen and product promotions.

_____________________________________________________________________

Bob Sherlock and Dennis Bailen are Partners and CMOs with Chief Outsiders, the nation’s fastest growing executive-as-a-service company.

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8 Small Policy Changes That Can Significantly Strengthen Retention

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Worker shortages are plaguing the warehousing and logistics industry. While many companies are looking for new ways to attract workers to remediate the situation, retention is just as, if not more, important.

Without strong retention, recruitment will do little good. Replacing a salaried employee also costs six to nine months’ salary on average, so retention is far more affordable. Thankfully, even small policy changes can strengthen employee retention. Here are eight examples.

1. Tighten the Recruitment Process

Retention starts with hiring. Employers can prevent many turnover cases by hiring workers who are more likely to stay in the first place. The first step to achieve that is to ensure that job postings are accurate and transparent.

One study found that nearly half of all workers have left a job because it didn’t meet their expectations. Instead of relying on vague language and buzzwords, job descriptions should offer specific details about the position. That way, any applicants understand the roles they’re taking on, preventing disillusionment down the line.

Job seekers will also appreciate honesty. Being transparent in the recruitment process may give new hires a better starting impression of the workplace.

2. Create Upward Mobility Opportunities

One of the most crucial policy changes for better retention is to enable upward mobility. In 2019, 20% of workers who left a job did so because of career development-related reasons. In fact, career development has been the number one reason employees leave for 10 straight years.

This issue has a relatively straightforward fix, too. When a new position opens up, instead of looking for outside hires, companies should promote from within. Businesses should also look to create plenty of opportunities for advancement to give workers a career growth goal.

Career development opportunities can be more than raises and promotions, too. Courses to teach employees new skills or fund their education will help increase retention, too.

3. Accept Anonymous Feedback

Another simple yet effective policy change to make is to have a system for anonymous feedback. Workers may have suggestions for improving the workplace but may fear retribution if management can trace their comments back to them. Anonymous feedback forms let employees speak up confidently.

It’s important to respond to this feedback, too. Making changes that workers want can help ensure the workplace fosters a positive environment. Employees will also feel empowered if they see how their actions impact the workplace, and empowered workers are 33% more likely to stay for three years.

It can help to encourage workers to use these systems, too. That encouragement will promote an air of trust and transparency and empower them further.

4. Support Worker Health

Lifestyle-related benefits are easy to overlook but can be an effective policy change to retain employees. Healthy workers are likely to feel happier and more satisfied, and employers can help them be healthy. By offering perks that support healthy worker lifestyles, businesses can show their employees that they care about their well-being.

Providing nutritious food options in company cafeterias is an easy change to make. Foods high in nutrients like vitamin C can boost workers’ immune systems, helping them feel stronger and healthier. Providing exercise programs or occasional on-site massage therapy can help too.

5. Communicate With Employees Often

Along similar lines, it’s important to maintain communication with employees. Studies show that nearly half of Americans feel lonelier than usual, so feeling seen and valued in the workplace can make a significant difference. Talking with workers will help them feel valued and bring any issues they have to light.

Remember that this communication goes both ways. In addition to listening to employees, management should inform them of any upcoming opportunities and changes often. If workers don’t understand what’s going on at the company, they’ll feel underutilized and unimportant, leading to turnover. In contrast, feeling involved can convince them to stay.

6. Maintain Competitive Compensation

Most employers already understand that higher pay and more competitive benefits will help convince workers to stay. This issue goes beyond bumping up a starting salary once or offering new perks, though. Businesses should have a policy to review industry compensation rates periodically to see how theirs compares.

Workers quitting because of pay and benefits-related reasons have increased by more than 26% since 2010. This trend also coincides with the growing movement of more businesses offering new perks and adjusting pay rates. What constitutes competitive compensation is changing and changes regularly, so a one-time fix is insufficient.

Periodically reviewing industry trends can reveal whether an employer offers sufficient compensation or if they need to adjust. This prevents underpaying compared to competitors as well as unnecessarily raising rates.

7. Recognize and Reward Commendable Behavior

According to one survey, 79% of employees who quit their jobs cite a lack of appreciation as a major factor. Thankfully, employers can address that with relatively straightforward policy changes.

Workplaces should have a policy of recognizing and rewarding positive behavior in their workers. Regular awards given to the highest-performing employees or praising workers’ actions and achievements in company newsletters can help workers feel valued. These rewards, though seemingly small, can go a long way in employee retention.

Workers don’t often expect much in return for good service. Typically, recognition of a job well done is sufficient. While monetary incentives don’t hurt, taking the time to praise commendable behavior can make a significant difference.

8. Encourage Employees to Take Advantage of Perks

Another seemingly small but significant change for employee retention is letting workers know it’s okay to use their benefits. Poor experiences with other employers may leave workers feeling like they shouldn’t use their time off or other perks. Encouraging them to do so can assuage those concerns, making them feel more welcome.

When workers take advantage of their benefits, they’ll likely feel more relaxed and fulfilled. When management doesn’t just allow but encourages it, they’ll feel appreciated, too. If employees feel like their employers care for their work-life balance, they’ll be less likely to leave.

Small Changes Can Have a Big Impact

Workplace changes don’t need to be disruptive to have a substantial impact on employee retention. It’s often an amalgamation of multiple “little” things that convince workers to leave a job. In the same way, making several little changes can convince workers to stay with their current employer.

These eight changes represent some of the most effective yet straightforward improvements to strengthen retention. By implementing these fixes, businesses can reduce turnover and related costs and foster a more motivated, positive workforce.

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Did Your Employees Grow Apart In A Difficult 2020? 5 Tips For A Better Culture.

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Given the uncertainty businesses face in 2021 as the COVID-19 pandemic continues, company leaders are looking at every phase of their operation to determine ways they can improve.

Company culture is one area commanding attention. As the virus caused business limitations and forced many companies to go fully remote in 2020, workplace culture was challenged in new ways. This was a reminder to company leaders to make this a priority, forcing them to find ways to strengthen it in the new year, says Mark McClain, CEO and co-founder of SailPoint and the ForbesBooks author of Joy and Success at Work: Building Organizations that Don’t Suck (the Life Out of People).

“More and more, companies are starting to understand that they need to show employees that they value them as whole people,” McClain says.

“If you respect them, value them and treat them as professionals, they will go through walls for you. If you don’t, if you create an environment where the very thought of coming to work creates anxiety, then they are going to look for employment elsewhere.”

Issues within the workplace culture can fester and eventually lead to toxic relationships, lower productivity, and higher turnover. McClain says that as companies try to balance remote working with a return to the office, it’s critical that culture problems be diagnosed and dealt with.

“But too often,” he says, “leaders don’t have the time to dig into the root problems or don’t know how to really reach their people and devise solutions.”

McClain offers these tips for management to build a better workplace culture in 2021:

Make the health and well-being of your employees the first priority. “Putting your employees first makes them far more likely to be good producers for your company,” McClain says. “With the ongoing pandemic and 2021 bringing much uncertainty, it’s the right time to review workplace safety, collect employees’ thoughts on working remotely vs. coming back to the office, look at internal communications, and analyze management practices to make sure you’re addressing employees’ needs and concerns. Circulate employee surveys to get helpful feedback.”

Hire people who are culture fits. “Some people are very capable, but they happen to be jerks,” McClain says. “No matter how smart such a person might be, the negatives will eventually outweigh the positives. At the same time, you don’t want to hire people who are really nice but not terribly competent.”

Beware of fake culture. Some companies create what McClain calls “pseudo cultures,” which he describes as “thinly veiled come-ons where companies offer massages, free beer or other perks to attract employees.” Eventually, people figure out that a cool employee lounge with a ping-pong table does not make for a successful company. “Real organizational cultures are reflections of how companies treat people and create useful products,” he says.

Increase employee engagement. McClain says leaders should go the extra steps to get to know their employees – a big help in keeping them engaged. “It can be tougher initially to spot people who are not fully engaged,” he says. “The gut feeling leaders need in that regard develops over time with the determination to know your people as individuals. Not all managers are willing to do that, and that’s a mistake. Showing genuine concern can uncover issues that can steer the employee to the help they need.”

Promote a work-life balance. “It’s nice to have ultra-motivated climbers, and it’s essential for a forward-moving company to demand a lot of its people,” McClain says. “But not at the expense of burning them out, messing up their health and hurting their family relationships. That’s going to hurt the company in the long run as well.”

“Nurturing your internal culture,” McClain says, “enables people and business to thrive. It’s never been more important than now after a year of chaos and with more uncertainty ahead.”

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Mark McClain (www.markmcclain.me), ForbesBooks author of Joy and Success at Work: Building Organizations that Don’t Suck (the Life Out of People), is CEO of SailPoint, a leader in the enterprise identity management market. McClain has led the company from its beginnings in 2005, when it started as a three-person team, to today where SailPoint has grown to more than 1,200 employees who serve customers in 35 countries.

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5 Ways To Improve Your Training and Achieve Measurable Business Results

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U.S. companies spend billions of dollars a year on training, but how many of those businesses are seeing positive, measurable results from such a large investment in their employees?

Not enough of them, studies and experts say. One study on workplace training reported that 43 percent of employees found their training to be ineffective.

“I doubt that many employees would rate their training as engaging, rigorous, or highly effective,” says Dr. Jim Guilkey (http://www.jimguilkey.com), author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. “For most trainees and trainers alike, job-required education is viewed as a necessary evil.”

So how can companies train their employees better and from that training produce outcomes that grow the business? Dr. Guilkey says it comes down to employing effective instructional design methodologies rather than traditional models.

“Traditional training often doesn’t work for companies today in competitive marketplace environments where growth is essential to survival,” he says. “The training is usually developed and delivered by subject-matter experts who have little or no knowledge of instructional design. Assessments test rote memorization rather than the ability to apply specific knowledge in authentic situations.”

Dr. Guilkey suggests some new learning solutions and why he thinks they’re more effective than traditional training methods:

–Problem-based. “Problem-based learning involves a strategic approach of structuring the learning process within authentic, challenging, and multidisciplinary problems the learner must address,” Guilkey says. “This results in higher levels of learning than content-based, traditional training, which teaches content with little or no application to authentic, real-world problems.”

–Continuous learning. “As opposed to singular-event learning, continuous learning is an ongoing process that allows learners time in the field to assimilate  and apply new knowledge before learning more advanced concepts,” Guilkey says.

–Collaborative learning. A variety of interactions between peers, mentors, and facilitators fills in gaps, answers more questions, and reinforces the learning process. “This differs from the traditional method in which the learning is limited by focusing on the lecturer — a one-way transmission of content,” Guilkey says.

–Multidisciplinary. The traditional approach focuses on singular concepts presented in a linear fashion, whereas the multidisciplinary approach “requires participants to combine and correlate learning across concepts and use real-life scenarios,” Guilkey says.

–Testing for application of knowledge. Guilkey thinks assessment should be based on the performance of a strategic task, in which learners apply their skills and knowledge, rather than the traditional style of testing for rote memorization. “There’s a huge difference between being able to recall pieces of information and having a performance-based measurement to put all the pieces together,” Guilkey says.

“Many company leaders are unclear on the actual skills and knowledge of their employees and whether they are providing a competitive advantage,” Guilkey says. “You’ll never create a competitive advantage using traditional training methods.”

______________________________________________________________

Jim Guilkey, PhD (http://www.jimguilkey.com) is the author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. He is the president of S4 NetQuest and a nationally recognized expert in instructional design and learning strategy, with extensive experience in leading the design, development, and implementation of innovative, highly effective learning solutions. Under his leadership, S4 NetQuest has transformed the learning programs for numerous corporations, including Johnson & Johnson, McDonald’s, Merck, Nationwide, Chase Bank, BMW, Cardinal Health, Domino’s, GE Medical, Kaiser Permanente, Yum! Brands, and others. Guilkey is a frequent speaker at national conferences and corporate training meetings. Before co-founding S4 NetQuest, Guilkey served as the assistant director of flight education at The Ohio State University. He received a BS in aviation and an MA and PhD in instructional design and technology from Ohio State.

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Love Your Meeting!

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Valentine’s Day is more than just a chance to show affection to a loved one. It’s also a big holiday for shopping and gift-giving, even for single people – sort of like a mini Christmas.

The U.S. Census Bureau reported that 45% of Americans over the age of 18 (more than 110 million people) identified as single in 2017, a record high. But Valentine’s-related sales have not suffered despite the huge number of singles out there.

On the contrary, they were estimated at nearly $20 billion in 2018, with average per capita spending of more than $143. And it’s not all on greeting cards or chocolates: Gift cards, jewelry, and even pet treats all do big business each February.

What this trend shows us is that there is a lot of love in the air on Valentine’s Day, not just for your significant other, but for everyone you love in your life—and people tend to want to share that through meaningful gifts. This year let’s spread that love even further, into one of the most historically despised, but necessary areas of business—meetings. That’s right, it’s time to start loving your meetings again.

Love it or leave it behind: Why only the best collaboration technology will do

As the Valentine’s Day numbers above illustrate, shoppers don’t skimp on buying something that they think will really impress a significant other or friend. In other words, they don’t usually settle for a second-rate gift. The same principle should apply to tools for team collaboration and communication.

Think of your organization’s current approach to keeping everyone in the loop. Do you have the right technology in place to bring your teams together and keep them collaborating wherever they are? Is it optimized to make the most out of every meeting or communication? Or does it make you want to break up with your meetings altogether?

Name any fundamental flaw with a meeting (too long, not focused enough, etc.), and subpar collaboration technology will only make it worse. Let’s look at five common day-to-day challenges that are preventing effective meetings.

1. Too much multitasking, not enough participation

The problem: Streaming a movie or TV show on Valentine’s Day? It’s possible that you’ll look at your phone or tablet at some point, even while the video keeps playing. The same thing happens all the time with audio-only conference calls, as participants are directing their attention elsewhere. “Sorry, I was on mute” is often code for “I missed what you said since I was checking my email.” Multitasking is hard and bad for focus.

The solution: Setting up a video conference is a proven way to reduce multitasking since it lets everyone be seen. It’s also a good idea for executives and leadership to set an example by not using other technologies during an online meeting.

2. “We could have just covered this in email”

The problem: It’s a common refrain after an unproductive meeting: “This could have been done over email.” But why don’t more meetings just get offloaded onto email? Because email is a very limited communication medium, and not all that efficient. If your inbox is as filled and cluttered as mine, messages can easily get lost and overlooked, plus hours or days can pass between responses. No wonder companies resort to meetings instead, no matter the flaws involved.

The solution: Taking advantage of real-time chat can be advantageous both during and after a meeting. It’s more streamlined and richly featured than email and lets participants get answers quickly and in context. Modern chat platforms also make it easy to search for old content, share files, and conduct digital whiteboarding.

3. The meeting is too difficult to join and engage in

The problem: Sometimes, issues crop up before the meeting even begins. The process for joining one can be needlessly complicated, with required downloads and PINs or limited device support, so that participants need to be in a certain location to join.

The solution: Modern collaboration technology can make it straightforward to get started with any meeting. Multiple devices are supported and joining is as simple as tapping or clicking a button when it’s time. Mute and audio controls also make it simpler for the host to keep things moving once the meeting does begin.

4. There’s uncertainty on who’s in the meeting

The problem: Imagine a conference call with a lot of people on it. Someone starts talking and you have only a vague idea who they are, having only perhaps seen their name in the calendar invite beforehand. Then someone else joins in and you don’t recognize them at all. These gaps can be a distraction in a meeting, especially if the topic contains sensitive information. Also, it’s challenging to get people to participate if you cannot address them by name.

The solution: Increasingly we are seeing AI coming into meeting and collaboration technology, allowing advanced capabilities like delivering instant profiles of meeting participants pulled from social accounts and other directories. Or voice and facial recognition so you can match the name to the face. Accordingly, the meeting can flow better and have better engagement since everyone has some background information on each person and everyone can be addressed by their name. As the use of AI evolves, meetings are only going to get smoother and more productive.

5. Remote workers have too much trouble connecting

The problem: More people are working outside of traditional offices, which is great for flexibility. However, it can be challenging for these workers to keep in touch if the meeting software they’re supposed to use doesn’t work well across devices or allow for easy collaboration.

The solution: Collaboration tools should work equally well on desktops, phones, tablets, and video conferencing systems, as applicable. That way, they can support remote and mobile workers who might take calls on the go, at home, or occasionally at a company office, too.

With Valentine’s Day approaching, think about how you can fall in love with your meetings again. With the right approach and the right technology to bring your teams together, you might even become closer and form a deeper connection that helps teams drive greater business outcomes. I’d say love is definitely in the air.

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Why Aren’t More CEOs Women? 4 Ways Corporations Can Clear The Path.

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While more women are rising to the top of the corporate ladder, a question persists: Why do female  CEOs still comprise a small percentage of the highest leadership positions?
Research underscores women’s capabilities as corporate leaders and their positive effects on organizations. An extensive worldwide survey showed that having women at the C-suite level significantly increases profit margins. And a study by the Harvard Business Review reported women scoring higher than men in most leadership skills.
But research also partly sheds light on why women aren’t proportionately represented in corporate leadership roles. Reasons include male-dominated corporate boards and leadership stereotypes. Not to mention that women, in addition to having the bulk of at-home family responsibilities, can be seen as threatening to men when in leadership positions.
How can more women ascend to executive positions? Andreas Wilderer, author of Lean On: The Five Pillars Of Support For Women In Leadership, says it starts at home with a supportive husband willing to take on more of a household role while not worrying about reverse stereotypes – the stay-at-home dad or secondary breadwinner.
“Even though society is getting used to strong women in the workplace, men who take care of the house and kids are still often seen as an oddity,” Wilderer says. “Old attitudes in society fade slowly, as many still believe that each sex should keep its place.”
“In many families, however, that place is changing. Change tends to begin not in the big arenas, but in small places. And change starts within the family unit – long before many corporations and institutions recognize what is happening. Now more and more men are proudly accepting the role of staying home to fully support their wives and their career pursuits, and it’s time more companies were supportive of women in well-earned leadership roles.”
Wilderer suggests four ways companies can make leadership opportunities more accessible to women:
-Gender equality training. “With evidence proving that women make excellent leaders,” Wilderer says, “it is clear that not having these qualified individuals in leadership positions is a detriment to your business. Gender equality training within a company is a transformative process that enables women to be assessed on the basis of their skills, not restricted from upward movement by their gender.”
-Gender equality training 2.0. Wilderer says normal bias training needs to go an extra step, emphasizing how companies can show support for male partners and the family of the female leader. For example, when companies sponsor events such as dinners for employees, they often buy gifts for spouses attending. Wilderer says an important cultural shift can occur in the form of a gift. “It’s a cultural shift to not assume that the spouse of a leader is a female,” Wilderer says. “You can no longer make that assumption. Companies should make the gifts gender-neutral, emphasizing the importance of the supportive spousal role.”
-Recruiting. A company’s commitment to promote women’s advancements from within starts in the recruiting process. “Recruiting women on the premises of equal opportunity provisions is the first step to help women rise to important positions,” Wilderer says. “Organizations should issue meaningful equality plans to absorb women members in proportion to men.”
-Career-mapping. “Organizations should have an effective career-mapping plan in place for female employees,” Wilderer says. “Being aware of higher-level opportunities within the organization and the path required to achieve them helps women to set out clearer plans for attaining these roles.”
“Ingrained attitudes take years to evolve into acceptance,” Wilderer says. “Acceptance starts with simple gestures like the gifts but has to go much further – flexible hours, provided daycare, a partial home office. As far as women have come in the corporate structure, there are still too many barriers, and too few of them get to fulfill their potential as leaders.”
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Andreas Wilderer (andreaswilderer.com) is the author of Lean On: The Five Pillars Of Support For Women in Leadership. A business leader and entrepreneur, Wilderer worked in the event and marketing field. As Gallup-certified CliftonStrengths Coach he founded GLOBULARiTY LLC, a business coaching company that helps leaders grow and learn how to strengthen their Adaptability Quotient (AQ). While working on his business pursuits, Wilderer stayed at home and cared for his two children while his wife pursued her career. Recognizing that women can be providers and men can be nurturers, Wilderer began focusing on coaching female leaders while teaching men how to actively support them. As a motivational Keynote speaker, he is advocating for females in leadership and the system they can Lean On.