HELP WANTED! Presenting a Great Opportunity

I have an exciting business opportunity to present to you today that I am really jazzed about! The best part about the opportunity I am about to pass along to you is it’s 100% FREE to JOIN the team and start working immediately – from the comfort of your home! I mean it – you can be working TODAY people! No fuss, no muss, no hassles, and no strings attached!

This company is ethical and operates from a sincere credo of H.O.P.E. ~ ‘Helping Other People Everyday’ and man, is it ever on target and growing rapidly on a global scale.

I’m dead serious about this chance for you to finally find YOUR FREEDOM, fire the boss, and move on with a happy and prosperous life!

Best Easy Work (BEW) is a company that was created to help people make money from the comfort of their home. BEW provides its members with a platform (lovely FREE Money-Making $ite) to earn daily commissions via check or direct deposit. Paid members in the U.S. also enjoy a generously discounted ‘Dental and Vision Plan!’

BEW’ attractive compensation plan will help to change the way you do business both on and offline. BEW offers many levels of participation; FREE (earn $25/paid sign up), $88, $188, $288, $500, $1000, $1500, and so on. Commission payouts range from $25 to $4000.

So please go ahead and click the link below to see for yourself what I’m so excited about! You can sign up to be a part of the fastest growing Best Easy Work Team ever for FREE right now!

The Owner of the company CLOSES ALL SALES FOR YOU! Simply market your site, and give away to others to help them find financial freedom too!

Just click on (or copy) this link and you’re good to go in seconds: https://besteasywork.com/10jazzlde

GO FOR IT! – don’t let fear or self-doubt stand in your way! This is too easy AND fun. You really have NOTHING to lose and EVERYTHING to gain! The part I love so much about BEW is the awesome gift of being able to help so many others achieve their financial goals and dreams.

To Your Online Success!

https://www.besteasywork.com/BEWBANANI2.gif

Advertisements

Promoting an ‘L&G’ Culture ~ Influential Admin Team Leaders (Part 2 of 2)

Cont’d from Promoting an ‘L&G’ Culture  ~ Influential Admin Team Leaders (Part 1 of 2)

“We should all pick up new skills, ideas, viewpoints, and ways of working every day”, Sir Richard Branson

Other ideas that your Admin Team Leader(s) can explore requires strong negotiating skills in dealing with program vendors with regards to licensing matters. Ideally, this is where your IT department comes into play, as they will be able to offer a wealth of information on this subject, including sharing their direct contacts.

Speaking of your IT department, it is this group of specialists that will guarantee relevant services are provided on your firm portal, assuming your firm has one.

If your firm does not yet have a portal, I would suggest that your Team Leaders meet to work out the commonalities among the administrative body for this team’s specific training programs and coaching needs.

He or she can then speak to the IT team to establish what is plausible. Armed with this knowledge, they could then present their plan to their administrators and HR team for discussion and implementation approvals.

These ideas may well present a more attention-grabbing and engaging atmosphere for your employees to learn and grow, as opposed to the use of the conventional external training and coaching settings that are costly, and often take your employees off-site.

Another approach to ponder, used throughout our history, although considered a touch unorthodox, is the system of bartering firm services for the desired equipment, training, coaching, or another requirement.

For example, if you have a significant number of employees requiring a particular training or coaching, I would contemplate attempting an exchange of services where possible with the high-ticket external training and coaching companies.

Depending on your industry, this exchange could look like offering free advertising, notably reduced printing costs, accounting services, or a significant discount on a myriad of other professional services.

While this method requires clever negotiations skills, the results would surely prove worthy, while creating a win-win situation for each party.

Save

Save

Save

Save

Save

Promoting an ‘L&G’ Culture ~ Influential Admin Team Leaders (Part 1 of 2)

“We should all pick up new skills, ideas, viewpoints, and ways of working every day”, Sir Richard Branson

http://www.theclci.com/products_PMMS-BSC04.htm

 

If you have an influential Admin Team Leader in place for your department(s), you are most fortunate.

An effective Admin Team Leader will listen to all of your concerns about your role; perhaps as yet unattainable tools or equipment, and of course, learning and growth training that encourage your career advancement.

The Team Leader is your ‘go-to’ to express any job-related issues, whether that looks like an associate concern, workload issues, overtime, or what have you.

While a Team Leader shoulders many responsibilities, their chief role is to make sure their assigned teams are operating efficiently and effectively, and thus, have the right programs and tools at their disposal to work at peak performance levels consistently.

Naturally, discontented employees are not going to stick with their departments or any firm that does not offer a culture of opportunity. Firms not operating in this culture are sure to face real and expensive employee retention issues.

The Admin Team Leader, operating within the firm budget guidelines, must be resourceful in sourcing either internal or external coaching and training resources, and cost-effective tools for the firm, while still offering value for your administrative teams.

Depending on the scale of your firm, and the number of employees requesting (or requiring) coaching and training, your Admin Team Leader(s) may wish to consider:

  1. Sourcing experts inside the firm network to present talks to your team;
  2. Reaching out to firm mentors and coaches, to see if they would be willing to discuss the connected issues and programs together with your team; and
  3. Negotiating in-house contracts for knowledgeable, competent program trainers to keep costs down.

Save

Save

Save

Save

Save

Save

Save

Save

Is your Firm ‘Connecting’ with You?

Engaged Employees

Connected employees will stay with their firms, become a dedicated advocate of the firm, as well as proactively seek out viable ways to create a positive difference by contributing in some way to the bottom line of the firm’ financial success.

Connected employees can typically achieve higher performance levels with results attributable to their natural dedication and motivation. Therefore, I suggest that there is a remarkable link between connected employees and corporate profit margins.

Employee ‘connectedness’, or engagement is crucial to organizations that seek to not only retain valued employees but truly engage with their staff at all levels, thus increasing its level of performance.

Major Factors of Connection

Many organizational factors influence connected employees & employee retention, such as:

  • A culture of value and respect where outstanding work is valued;
  • Easily accessible, consistent, and constructive feedback and mentoring;
  • Adequate office tools and equipment to complete work responsibilities;
  • Fair and proper reward, recognition and incentive programs;
  • Opportunity for advancement and professional growth;
  • Readily available, and effective leadership;
  • Clear and definitive job expectations, and
  • Generating a high level of motivation.

Do you know how Engaged & Connected your Employees are today?

The first step is to learn what the present level of employee engagement is. The simplest and most convenient tool to measure this component may well be a Comprehensive Employee Satisfaction Survey, which is widely used in our corporations today.

A well-crafted and administered satisfaction survey allows you to understand at which level of engagement your employees are operating. Customizable employee surveys can offer you with a place to begin in your efforts to optimize employee engagement.

The key to successful employee satisfaction surveys is to pay close attention to the feedback from your employees. Typically, this is the only way to identify their specific concerns and issues.

When divisional or firm leaders listen, employees respond by changing behaviour and consciously become perceptibly more engaged, resulting in increased productivity and employee retention.

Engaged employees are more likely to be content in their roles, stay with the company, and consistently strive for higher levels of performance, and ultimately, of course, a promotion.

I believe that listening to your employees’ concepts, and acting on their contributions, coupled with actively involving employees in the decision-making process, are all key factors in realizing the coveted reward of employee engagement.

Remember to ‘Market Your Soft Skills’ in Your Job Search (Part 2 of 2)

In this last section of ‘Remember to ‘Market your Soft Skills,’ I am going to assume that you have taken some time to consider your soft skills seriously, and what you have to offer your current or next employer, in concert with your professional credentials.

As I mentioned previously, more import is placed on a candidate’s soft skills of late, and this is true for both potential employers directly and Staffing Agencies. In some cases, a candidate with less experience will get the position based on his or her personality, presentation, and effective communications demonstrated during the interview(s).

The downside of this situation is of course remuneration, as it would be adjusted due to the difference in the educational and professional requirements specified for the role. However, the fact is that when a job candidate does land a role, he or she will learn how to be effective, moving forward when the opportune time arrives or is proactively sought out.

I have certainly witnessed the hiring of staff based on personality, where others have had more experience to offer, and I am confident that my readers can also relate to this scenario.

Now, let’s get to the core of this article, and review potential ‘transferable skills’, which could look like:

  • Good time & project management skills;
  • Ability to influence others;
  • Team player attitude;
  • Excellent listening skills;
  • Easily builds strong relationships; and
  • Strong organizational skills.

For example, let’s say a Home Depot salesperson desperately wants to get into the hospitality industry but has no prior experience to offer. The skills of a successful salesperson would of course easily transfer over to the hospitality industry for obvious reasons, and therefore, I say go for it!

I realize this is a very basic and elementary example, but I am sure you get my point. I believe that it comes down to ‘how you present’ in an interview, as I have stated in my previous articles. Your ’unique personal skills and attributes’ may look like:

  • Goes above and beyond;
  • Has a positive attitude;
  • Strong work ethic;
  • Quick study; and
  • Creative & Self-directed.

Of course, we all have something different to bring to the table, as it were. How we communicate our given skills is what matters, and what makes the difference when under pressure in situations such as job interviews and performance reviews.

Remember to ‘Market Your Soft Skills’ in Your Job Search (Part 1 of 2)

When conducting a job search, whether internally or externally, it is natural to be anxious about our ‘hard’ skills such as computer programs knowledge; graphics programs, advanced Excel formulas, the Net, firm portals, and confidence with using social media/networking tools, etc. All of these skills are a requirement of any job within the corporate world today and are valuable skills to have.

In our current job markets, employers do not seem to be solely probing for appropriate levels of education, certification, and technical skills, but rather ‘soft skills’ which will immediately engage the person interviewing you, as well as the various groups you will be working with once on board.

Companies that are presently advertising positions are requesting much more than pre-recession, as they have deep considerations around employee retention, economic conditions, and the apprehensive anticipation of losing valuable employees, once the economy is on a better footing, and has stabilized.

It is a logical assumption that some firms could lose staff as the economy improves, as opportunities from competitors present themselves, and offers of higher compensation and benefits hold an obvious attraction, most definitely if the employee is feeling ‘disengaged’ from their current employer.

Putting aside your hard skills and academic background, for now, consider the soft skills you have to bring to the table. Target what you recognize as your ‘transferable’ and ‘unique personal soft skills’, which will work to your advantage as you continue on your job search journey.

Are these skills highlighted within the body of your Cap Profile and Resume, and noted in all of your cover letters? If not, make sure they are going forward, as it will stimulate positive outcomes for you.

I would urge you to speak with your professional references to learn if they are including your distinctive and valued soft skills in their referral communications. Where appropriate, ask them to please include these details on a go forward basis.

 

Please continue reading Part 2 of 2 here, Thank You!

Alberta: Upcoming Workplace Laws Overhaul (Part 2 of 2)

…Continued from Alberta: Upcoming Workplace Laws Overhaul (Part 1 of 2)

The second and last part of this article focuses on the Labour Relations Code’ impending changes.

LABOUR RELATIONS CODE

Perhaps unsurprisingly, the areas of the Labour Code where the government is contemplating change is geared to enhancing union powers and increasing union involvement in Alberta. Also, any changes are likely to lead to a more robust Alberta Labour Relations Board, in concert with broader legislative changes that will impact all unionized workplaces.

In particular, the government is considering whether to:

  • Mandate a “Rand formula” in collective agreements, which involves the obligatory payment of union dues regardless of a worker’s status (i.e., workers would no longer be able to opt-out of a union and avoid paying union dues where they benefit from the collective agreement);
  • Change the Labour Code’s definition of “employer” and “employee”, which could bind more successor employers to collective agreements;
  • Give employees greater freedom in choosing, changing, or cancelling union representation (i.e., the introduction of a “card check” system);
  • Make certain unfair labour practice allegations are subject to a reverse onus provision, thereby putting the burden on the employer to contest an employee’s accusation;
  • Broaden the Board’s mandate to adjudicate a wider range of workplace disputes;
  • Augment the Board’s power, procedures, and remedial options; and
  • Undertake a general review of the Labour Code to see where Alberta’s labour laws depart from the Canadian mainstream (in a way which the government determines is “without benefit”).

CONCLUSION

Given that the legislation is due for an update, and the NDP’ orientation towards improved rights for workers and unions, it seems likely that the changes to the Employment Standards and the Labour Code can occur throughout this term of the NDP’s mandate.

The government says these changes are necessary to offer a “family-friendly workplace”. What remains unclear, though, is the extent to which these changes can co-exist with a “business-friendly workplace” since many of the proposed changes tip heavily for employees and unions, while Alberta’s economy remains in a fragile state.

 

Article Research Sources: Blake, Cassels & Graydon LLP, Mondaq

Alberta: Upcoming Workplace Laws Overhaul (Part 1 of 2)

Alberta’s NDP Government to shake up the province’s workplace legislation.

The Employment Standards Code (Employment Standards) and the Labour Relations Code (Labour Code) will be the subject of a brief public consultation (closing April 18, 2017) before the government assumes its review, and rolls out the significant primary changes to Alberta’s workplace laws not seen in decades.

As a matter of interest, Alberta’s workplace laws have remained the same for close to 30 years, while apparently provincial governments elsewhere in Canada have responded more quickly and readily to the changing dynamics of what the face of a modern workforce could, or should be.

Employment Standards and the Labour Code govern everything with respect to the employment relationship in Alberta’s workplaces (outside of federally regulated firms, and in addition to human rights and privacy legislation). The Labour Code regulates union work, and Employment Standards covers the non-union labour market.

The government says the forthcoming changes to Alberta’s workplace laws are actually “modest” and “not a full-scale review“. Still, many employers are most concerned about the consequences, particularly given the NDP’s policies for extending workers’ benefits, in addition to its long-standing union ties.

EMPLOYMENT STANDARDS

Employment Standards sets the minimum standards to which employers must adhere, including standards for hours of work and overtime requirements, vacation, maternity and paternity leave, general holidays and termination.

The government has not specified the precise changes it intends to make to Employment Standards. However, based upon a review of the government’s online consultation, employers may see the introduction of all, or any, of the following:

  • An increase in protected leaves (i.e., maternity, parental and compassionate care) and a reduction of employee tenure to realize eligibility for such leaves;
  • The creation of new unpaid protected leaves for personal short-term illness or injury, personal emergencies, and family responsibilities;
  • Changes to align protected leaves with the federal employment insurance program;
  • An increase in the banked overtime rate from 1:1 to 1:1.5 (i.e., employees can receive 1.5 hours of time off for each 1 hour of overtime banked);
  • Changes to the calculation of all compressed work week arrangements;
  • Stricter requirements on employers to give a mandatory paid or unpaid 30-minute break to employees for each five consecutive hours of work;
  • An increase in the instances that employees are entitled to general and Stat holiday pay;
  • Changes to the calculation of employee’s average daily wage;
  • New deductions from employee wages wherever the employee agrees to such deductions and receives a direct benefit in return (i.e., health and insurance packages, pay advances, meals, and lodging);
  • An increase in the opportunities for youth between 13 and 15 to gain employment;
  • New requirements on employers to notify the Minster of Labour when undertaking a group termination of 50 or more employees at one site within a four-week period (i.e., possibly including a notification to the affected employees and unions, not just the Minister); and
  • Enhanced tools for the government to enforce Employment Standards legislation, including the introduction of administrative and progressive penalties, increased fines, greater authority for employment standards officers, and publicly posting firm names that fail to satisfy judgments, or prove ongoing non-compliance.

 Please continue to read Part 2 here. Thank You!

Article Research Sources: Blake, Cassels & Graydon LLP, Mondaq

Canada: Dealing with a Global Workforce across Multiple Jurisdictions

Progressively, our BC employers are looking abroad to attract international talent into their workforces. Whether those employees are newly hired or are transferred from global affiliates or parent companies, commonplace problems arise when an employer’s workforce becomes global in scope.

Gowling WLG employment and labour law attorneys delved into jurisdictional issues that arise in managing personnel from distinctive countries, and across multiple provinces.

On November 17, 2016, the Gowling WLG employment and labour legal team presented a number of the most common and pressing issues you are likely to be challenged with, including:

  • Hiring Temporary Foreign Workers (TFWs): Who is eligible, and how long can you employ them?
  • Drafting Employment Agreements for Temporary Foreign Workers (TFWs) and workers who function in multiple jurisdictions.
  • What happens when a dispute arises with either a TFW or operating in a multi-jurisdictional setting?
  • Best practices for handling terminations.

The video below highlights these key points, as well as other issues that can arise splendidly, and I wish to share it with you now. Please click on the image below, which directly links you to this presentation.

Specifically, the following topics are addressed from a legal perspective:

  • Medical Marijuana in the Workplace
  • Changing language in your Bonus Plans
  • Hiring a Foreign Worker
  • Managing your Global Workforce

For further information or clarification on this subject, please contact the Employment Law experts at Gowling WLG directly. Thank You.

employment-law-managing-a-global-workforce-across-multiple-jurisdictions-1-638

 

 

 

 

 

 

 

 

Supporting Article Research Sources: Gowling WLG,  Mondaq.

Save

Save

Save

Save

Save

Save

Save