Resources

When it comes to building a cold beverage planogram set, it’s easy to be influenced by personal preferences and biases. Maybe someone on your team insists on pushing a certain brand, or a loyal customer is always looking for grape soda. Are these the right choices? To optimize your sales, it’s important to remain diligent and make product decisions based on data and facts.

Building the right assortment starts with having all the categories covered. Specific drinks pair better with different meals, dayparts, and/or consumers. Soft drinks, juices, energy drinks, isotonics, iced tea, and various types of water should all be represented. It is better to reduce the number of individual SKUs than to eliminate a category altogether. Even in the smallest retail spaces there should be sufficient room to stock up top sellers. If there are multiple coolers or machines side-by-side this could be used to extend the overall planogram space as it will allow you to take advantage of the extra area. However, if your beverage equipment is situated at opposite ends of the floor plan, you should treat them as separate units.

A best practice is to lead with the most recognizable brand by group. For example, placing Coca-Cola at the start of the carbonated soft drinks, or Gatorade to begin the isotonics/sports drink section.  Consumers will search from left to right for visual cues, such as logos and colours, to locate their preferred beverage choices, so it’s important to position products accordingly. The core selection within each category should be based on relevant market data and product rankings from credible sources such as Nielsen. It’s good to stay on top of trends and performance, but there is one category that has stood the test of time: carbonated soft drinks. To this day, carbonated soft drinks are the number one segment and should make up at least 25% (or more) of your shelf space. This is as a starting point and may need to be even higher depending on your type of business.

As health and wellness continues to be important to consumers, operators should offer more low-calorie options. This can include diet or “zero” branded items as well as sparkling and premium waters. It’s essential to always have a “better for you” choice next to the traditional sodas and juices.

What About New Products and Innovations?

It can feel overwhelming with the number of new products, brand launches, and added flavours coming out each year and you can bet your cold beverage sales rep will bring them up every chance they get. Innovation should only be included in larger planograms to avoid cannibalization of core SKUs and make up less than 10% of total space. For best results, they should be positioned alongside their associated brand and/or category. 

The point of adding new products and innovations to your product mix is to keep the planogram exciting and refreshed with new additions as it can introduce new customers to a stagnant category and help to create impulse purchases. The trick is being selective, trying out, and determining your studs and duds. The studs will instantly become top performers and likely move from trial innovation to your core portfolio. The duds, on the other hand, will take up valuable space and can become an inventory risk. It’s okay to take chances, however if something isn’t selling it’s your imperative as an operator to move on quickly!

Need assistance in sourcing the perfect beverage mix for your vending, office coffee, or micro-market operation? Let Complete Purchasing Services (CPS) Vending help you to find the perfect mix of products for your customer base. 

About the Author:

Andrew Smith is the Procurement Director of Consumer-Packaged-Goods at Complete Purchasing Services Inc, a leading supply chain solutions provider for hospitality and non-commercial clients in Canada. Andrew has been in the foodservice industry for 8+ years with expertise on cold beverage strategy and CPG category development. Learn more about Complete Purchasing Services by visiting eCPS.ca.
 

By focusing on creating an inclusive and equitable environment, and actively working towards that goal, organizations can be a shining example to their communities.  This will benefit the organization by providing a larger staff base to hire from, and more support from the community in terms of volunteers or other supports. This will also strengthen the corporate brand of the organization and ultimately contribute to better client service.

Pesce & Associates can assist with reviewing your policies and practices to ensure they are equitable and inclusive.  For more information visit our website at www.pesceassociates.com. 

Organizations have a legal and moral obligation to have established measures and procedures in place to prevent and respond to racism or discrimination in their workplaces. Beyond that, they also have a duty to foster environments that are respectful of human rights and inclusive to all.  This isn’t an easy job, it isn’t a one-time-only action, it is ongoing. This takes commitment and it takes work. 

Putting in the work will be a worthwhile effort though, as a diverse and inclusive work environment contributes positively to increased workplace productivity. Additionally, having an inclusive and discrimination-free workplace will likely result in:

•     An improved understanding of those you work for, with and around; 
•     A work environment that allows everyone to reach their full potential;
•     Multiple perspectives on problem solving; 
•     Better performance outcomes;
•     Increased retention rates; 
•     Increased employee morale; 
•     Improved client relations; and
•     Reduced number of complaints and grievances.

Keith Jeffers, in his article “How to respond to racism in the workplace”, states: “Systemic Racism is not attributed directly to the actions of specific individuals. Rather, it arises from policies, procedures, practices and conduct which may not be discriminatory in their intent, but which adversely impact racialized groups and individuals”. 

Failing to ensure that an organization is not engaging in, or condoning discrimination or harassment has serious repercussions. Human rights decisions are full of findings of liability and assessments of damages that are based on, or aggravated by, an organization’s failure to appropriately address discrimination and harassment. 

The following factors in Ontario Human Rights Code complaints have been provided as considerations for determining whether an organization has met its responsibilities to respond to a complaint of discrimination or harassment: 

•     Whether there were procedures in place at the time to deal with discrimination and harassment;
•     The promptness of the organization’s response to the claim;
•     The seriousness with which the claim was treated; 
•     Whether or not resources were made available to deal with the claim;
•     Whether the organization provided a healthy work environment for the person who complained, and
•     The degree to which the corrective action taken, if any, was communicated to the person who initially complained.

A large part of building an inclusive and discrimination-free workplace is taking the time to analyze your existing HR systems and processes with the purpose of identifying any barriers, or systemic discrimination that is built into those systems and processes.

The Supreme Court of Canada, in decisions from two separate cases, made it clear that systems must be designed to be inclusive of all persons. Organizations need to actively ensure that their policies and practices create inclusiveness, rather than making exceptions to force individuals to fit into the existing system. This includes reviewing policies, practices and decision-making processes within the organization, being aware of the possibility of systemic barriers and actively seeking to identify and remove them. 

When reviewing policies, practices and procedures, look for the use of informal or highly discretionary or subjective processes for decision-making. The less formal the process is, the more likely that subjective considerations or differing standards will be applied, thereby providing further opportunity for unconscious biases to come into play. By having formal processes in place for hiring, discipline, promotions, performance reviews, or rewards and recognition, everyone in the organization is treated in the same manner and is provided with equal opportunities. 

In some organizations, formal policies exist, but they are not always applied, or are applied unevenly. When this happens, it creates barriers for some. Don’t let discriminatory or harassing behaviour go unaddressed because you may have a policy in place, but it has lost its value because you don’t enforce it. The implementation and enforcement step is critical to creating an inclusive and discrimination free environment. 

It was mentioned that having formal processes in place can help to ensure that everyone is treated equally, and provided with the same opportunities, however if those standardized procedures were developed failing to take into consideration cultural differences, they may be creating barriers for racialized persons. This can be especially true with testing or evaluations that fail to account for cultural differences. Be sure to treat everyone as individuals. 

Organizations do not exist in a vacuum, they exist in communities that, in a nation like Canada, are made up of a very diverse group of people. Organizations’ workforces should look as diverse as the communities they operate in. The diverse make-up of the community should be represented within the organization and at every level of the organization.  Employers need to take action and be a leader in equity and diversity in their communities.  The first step is to review your HR systems and programs to understand if there is any bias or discrimination.  The next step is then creating implementation plans to address any gaps.  

Bersin by Deloitte defines inclusion as: “Creating an environment in which people feel involved, respected, valued and connected – and to which individuals bring their “authentic” selves (their ideas, backgrounds and perspectives) to their work with colleagues and customers”.   Create these workplaces and it will benefit your organization, your staff and the clients you serve.

About the Author:
Elizabeth Hill is the Managing Partner at Pesce & Associates Human Resources Consultants.  She is an experienced Human Resources leader with specialized knowledge and practice in health care, long-term care, and social services. Throughout her career, she has provided consultation and guidance to organizational leaders on employee/labour relations, recruitment, conflict management, performance management, employment legislation, compensation, and benefits.

A focus on building partnerships between unions and employers is the foundation of her role in supporting clients with labour relations from problem-solving and grievance resolution through to collective bargaining.

To support organizational success, Elizabeth has successfully facilitated, developed, and implemented strategic human resources initiatives, including strategic planning, employee surveys, organizational effectiveness projects, and core competency plans.

Elizabeth’s clients include hospitals, long-term care homes, community health centres, and other not-for-profit organizations.  She is a member of the Human Resources Professional Association.

At Pesce & Associates, our consultants have years of experience in developing programs to provide organizational capabilities for creating great workplaces. For more information, please visit our website at www.pesceassociates.com or contact Elizabeth Hill, Managing Partner, at 416- 491-1501 extension 23 or at ehill@pesceassociates.com.
 

There are times when I’m a terrible listener. During conversations, I’ve been known to be distracted, judgmental, argumentative – or to partially ignore the person I’m chatting with.

It isn’t that I don’t hear the person I’m speaking with; I certainly do. But it’s more that I’m not really listening to what they are saying. Since I know that listening isn’t my best skill, I consciously work on improving it.

There is a big difference between hearing and listening. Hearing is a function of your ears. Listening is a function of your brain; making sense of the words that you are hearing. Just because you can hear does not mean you are a good listener.

I’m not the only one who isn’t a good listener. According to a report from Accenture, 96 percent of global professionals consider themselves to be good listeners, yet 98 percent admit to spending part of their day multitasking. We can’t be a multitasking and be a good listener simultaneously. Other research shows that we retain about half of what others say – regardless if we are multitasking!

Clearly, it’s not just me. Most people are not good listeners. They are too worried about what they want to say or their own point of view, multitasking, and not paying attention. When we don’t listen attentively, we are, in effect, saying to our to conversation partners that what they have to say isn’t important to us. This bad habit is not only hard on our relationships but also particularly detrimental to our professional success as well.

We all have bad habits when we listen to each other, and virtually all of us (myself included) need to fix those habits.

Check to see if you are guilty of any of the habits below, and if so, follow my advice to correct each bad listening habit.

1. You’re talking instead of listening.

Two people can’t speak at the same time and have a conversation. That’s more like two separate conversations. Each speaker is listening to what they themselves are saying, and they aren’t listening to each other (in fact, they are probably arguing).

So, you need to stop talking! When the other person is speaking, you should not be speaking. You shouldn’t be interrupting them, and you shouldn’t be thinking about what you will say next, nor should you look something up on your mobile phone to prove your point. If you are thinking about what you will say, you are still talking; it just isn’t out loud. It’s in your head, but it still means you’re not listening as you should.

Great tip – I’ve had many people tell me they are afraid that if they don’t say what is on their mind immediately, they will forget. If you can forget what is on your mind that quickly, it isn’t that important. If an idea comes into your head and you don’t want to forget, put your hands together and mentally assign that thought to your hands. Keep your hands together until you share your thought (when the other person is finished).

2. Your typical response is, “Me, too.”

When you make the conversation about yourself, you are not listening and certainly not validating the other person.

For instance, if you and I are chatting and you tell me that you are really busy, I shouldn’t be saying, “Me, too.” If I am, then I’ve made the conversation about me instead of about you (which means I wasn’t really listening to what you were saying). I could ask you what is keeping you so busy. I could ask if I can help. And during that conversation, I could mention that I am busy too. But I shouldn’t take your comment and make it about me. That isn’t relating to your conversation partner; it is making it all about you (and that makes you not only a bad listener but a bad conversationalist, too).

3. You’re distracted or multitasking.

We’ve all heard the expression, “Listen with your eyes” © Dr. Steven Covey. That means, essentially, paying attention to the person we are chatting with by looking at them (making eye contact). If we are distracted by something (a cell phone, computer, television, etc.), and our eyes are looking at something other than our conversational partner, we aren’t listening to the other person, but are only hearing what they have to say. We may occasionally ask a question, but we aren’t giving the other person our full attention.

Do one thing when you are in a conversation: listen. Don’t multitask, don’t focus on something else, but stop and really listen to what the other person is saying. Give them your full attention with your ears, brain, and eyes.

Listening is work, and it doesn’t happen automatically as hearing does. However, by being a good listener, you will reap the rewards both personally and professionally.

Thanks for listening.

About the author:
Rhonda Scharf is a Certified Speaking Professional and member of the Canadian Speaking Hall of Fame. Check her and her workshops out at www.on-the-right-track.com and be sure to attend her Are you a People Manager? Series starting in March.

When I think back on some of the mistakes I've made, I'm surprised I even survived my career as a manager. That role is full of potholes, and I feel like I’ve stepped in most of them. 

I admit, I’m still making mistakes. I made one last week, and I’m sure I’ll make one next week. But I continue to learn from them, every day. And that will ultimately make me a better manager. In fact, many people believe that when you make a mistake and recover from it, you often become better at your job than if you’d never made the mistake in the first place. That’s certainly true for me. We get better when we make a mistake and fix it, because of the learning that comes from the experience.

In my role as a trainer, I’m aware that my mistakes can help not only myself, but others as well. I can help other people to not make the same mistakes I did.

Although everyone is different, and management roles vary widely, there are a number of mistakes that seem to trip up just about every manager at some point. They’re potholes in the roadway and they can cause a lot of dysfunction in the workplace. Fortunately, they’re avoidable.

These mistakes are particularly commonplace if you’re a new manager or supervisor.. Perhaps you’ve become the manager of people of the people you used to work with, who are now either reporting to you or are on a different corporate level from your role. And that means the rules governing how you behave and interact with your colleagues, are now different for you. They changed the moment you accepted your new role.

The first pothole to watch out for is: becoming one of the team.

When I became a new manager, I was young, eager, and excited, because my promotion meant more money and more responsibility. I saw it as the first step on the fast track to success. 

What I didn't realize was that my new role was in some ways light years from my previous role. I had to make some big changes; because suddenly I wasn't exactly “one of the team” anymore.

But I was determined to not lose my place in my group of peers. I still had lunch with them daily, I still shared my personal life issues, and I still complained about the boss. 

Wrong!

When you step into a management role, you have to realize that you can't have your cake and eat it too. You can’t be “one of the gang” the same way you used to be. 

It didn't mean I couldn't have friends at work. But it did mean that I needed to create some boundaries. I could no longer join in when people were complaining about the boss, or venting. Those days were gone for me. 

Instead, I needed to treat everyone in my firm—and that included the bosses—with professional respect. I made an agreement with my old work colleagues that, even outside the office, we wouldn’t talk about work issues. Those boundaries were very important, and very helpful.

That was the first lesson I learned as a new manager. What have you learned?

Rhonda Scharf is a Certified Speaking Professional and member of the Canadian Speaking Hall of Fame. Check her and her workshops out at www.on-the-right-track.com and be sure to attend her Are you a People Manager? Series starting in March.
 

With the new legislation on the single use plastic ban, many operators are actively seeking alternatives that will help to forward their sustainability goals without having a negative impact on their bottom line. 

It should be noted that the first phase of Canada’s new prohibition guidelines for single-use plastics is now in effect. As such, many items including straws and stirrers, foodservice ware, cutlery, check-out bags, and six-pack rings will no longer be manufactured or imported into Canada (effective December  20, 2022). As such, the manufacture and import of the following plastic items (see below) are now prohibited. The full sale and use ban will take effect at the end of 2023:

•    Cutlery: Includes knives, forks, spoons, sporks and chopsticks. Note that all plastics, including recyclable, “oxo-degradable” and/or compostable versions fall within this category.

•    Foodservice Ware: Items designed for serving or transporting ready-to-consume foods and beverages, including ‘clamshell’ containers, plates, cups, boxes, bowls and lidded containers. Also includes expanded or extruded polystyrene foam (a.k.a. EPS, or commonly known as Styrofoam), polyvinyl chloride (PVC), carbon black items, and plastics described as “oxo-degradable.”

•    Straws: Includes straight drinking straws, and bendable versions including those packaged with a beverage container (i.e., drink boxes).

•    Stir Sticks: Includes anything designed to stir or mix beverages or prevent spilling from the lid of its container.

•    Checkout Bags: Includes those designed to carry purchased goods from a business, such as at a grocery store, garbage bags are not included in this category.

•    Ring Carriers: Designed to carry beverage containers together.

Operators will have until the end of 2023 to deplete their inventory of these items and transition to fully compliant alternative items. It is worth noting that clarity on the laws keeps changing (e.g., bendable plastic straws for healthcare and feeding applications will continue to be allowed to be produced and sold).

How Can a Complete Purchasing Services Membership Help with the Transition?

Complete Purchasing Services (“CPS”) members have access to a packaging guide which provides alternative items. Moreover, CPS members can take advantage of “Best Value” contract pricing on the recommended alternative items meaning that operators can find some savings and mitigate the impact to their bottom line. 

Not Yet a CPS Member?

Learn more about the benefits of a CPS membership by visiting eCPS.ca > Success Stories, or > Contact Us to reach out to us directly. 

Already a CPS Member?

Please reach out to your dedicated Account Manager to request a copy of our packaging guide, or login to eCPS.ca > Program Updates to download your copy. 

Although civility and bad behaviour are not specifically referenced in the Ontario employment legislation, it is fair to say that civil societies have accepted that civil behaviour is the underpinning of all successful human interactions.

In the last ten years there has been an increasing body of academic knowledge that not only confirms that proposition but has now been able to quantify the losses in dollars, efficiency and productivity when uncivil behaviour prevails.  A study by researchers in the United States involving the multi-national giant Sisco Systems showed the cost of bad behaviour in the workplace to be in the many millions of dollars. 

While not legislated like workplace violence, it is clearly management’s responsibility to ensure that a civil workplace culture prevails; just as it is management’s responsibility to provide maximum returns in terms of efficiency, productivity, services or accountability to stakeholders, be they tax-payers, shareholders or clients.

We as Canadians have believed for many years that we are a very polite society, we even have an international reputation for politeness.  It is therefore interesting to note that the research in Canada now suggests that 50% of Canadians claim that they have been the victims of incivility in the workplace at least once per week! 

Good behaviour is clearly understood to be a top-down phenomenon and all levels of management are accountable, some might even say obligated, to ensure that the workplace culture reflects the expectation of good behaviour.  There is a risk that if an employer accepts and tolerates bad behaviour among its employees there is the potential for that behaviour to spread beyond the workplace. 
Research identifies the contributors to uncivil behaviour in the workplace. They include, but are not limited to:    

• Leadership
• Gender
• Age
• Power
• Generational Distinctions
• Culture
• Stress

Let us go through each of these topics in more detail. 

Leadership: in the context of workplace behaviour leadership involves demonstrating appropriate behaviour and investing time and effort in ensuring that workplace leaders are trained in how to be role models and how to detect and correct bad behaviour in others.

Gender: is a factor that cannot be ignored. Research shows that men are twice more likely to offend than women. Interestingly women will endure bad behaviour longer than men. However, perhaps as a consequence, women who have been victims of bad behaviour will be more likely to engage in disruptive gossip, now being called in some circles as boss whispering, than men. Given the makeup of today’s workforce it is critical that employers’ take steps to address this issue.

Age: research indicates that workers who are offenders in behaving badly are often older than the target of the behaviour by about six to seven years. While employers cannot mandate the age of the workforce they can take steps to mitigate the effect of age differences by sensitizing the offenders to more appropriate behaviours. 

Power: is also a determinant of bad behaviour, particularly in an environment where it is tolerated. Again this directs the conversation back to how leaders are trained and how clearly behavioural expectations are expressed.

Generational Distinctions: are very important in managing behaviour as different generations bring different standards to the workplace; knowing the differences and understanding how to integrate the various generations is critical to workplace performance. 

Culture: in this context can mean not only what is permitted in the working environment but also the culture from which the worker comes. As society becomes increasingly diverse so do workplaces and the accepted norms of behaviour may well change. 

Stress: can influence behavior enormously, it can be stress at work or stress away from work. It is important to understand the intersection of stress on workplace behaviour. There are many other issues that are external to the workplace and therefore beyond an employer’s direct control, but which should be acknowledged by organizational leaders. Again, as with many other elements that influence behaviour, appropriate training of all levels of management is critical to being in the best position possible to deal with the outcomes of these phenomena in the workplace.
There are clear consequences to allowing bad behaviour to become the norm in a workplace. These include but are not limited to:

• Poor work quality
• Poor attendance
• Minimal work engagement 
• A lack of inclusion
• Weak job satisfaction

In addition researchers have shown that an uncivil workplace has been shown to impact ability; it has been discovered that there is some form of neuro-chemical reaction that takes place in the victims of bad behaviour that undermines physical and cognitive skills, and consequently affects the workers’ ability to work. This can result in what is being called an unseen civility tax when bad behaviour is left unaddressed. Some elements of that are:

• Poor decision making
• Lack of innovation
• Increased grievance activity
• Poor client/customer service
• Poor or diminished reputation
• High staff turnover
• Weak or poor “early warning system” for significant internal issues

Ultimately, if you want a successful workplace where employees are engaged and providing high quality services to clients, ensuring you have a civil workplace is critical.  Employers must be vigilant in clearly and energetically establishing and indicating what constitutes acceptable behaviour in the workplace.  Establish what behaviour is expected, and then hold everyone, leadership and employees, accountable for this behaviour at all times.
 

As we know, the pandemic has changed how we work. These days, most employees seem to prefer a hybrid model, with some workers even considering changing careers over returning to the office full time. For employers on the other hand, getting back to the office is a must, if only to justify paying for the space. But how should they go about it? CPS has some answers.

For employees, remote work offers many advantages, whether it’s flexible hours, reduced travel time and costs, or improved work-life balance. Employers have benefitted from it as well, since it helped them maintain productivity through the global crisis, while reducing maintenance and operating costs.

At the same time, they continue to pay for spaces, often very large ones, with very few employees showing up. If you want them to return, you will need to reassess the space and services you provide. The idea is to create a healthy, comfortable environment where people feel at home.

Focus on layout

Break rooms are a good place to start. If possible, make them spacious and comfortable. The most appealing break rooms include a lounge area, a foosball table, playing cards and so on. While breaks may have once been considered a luxury, today they are recognized as essential and as a way of increasing productivity. Workers need to be able to truly unplug, disconnect and relax, and they should be able to do this as they see fit, without anyone controlling the number or duration of their breaks. It all comes down to trust. These spaces exist to promote interaction and collaboration among colleagues, helping the company culture grow. 

Flexibility is another key aspect. Just as they do with remote work, employees need to be able to fit their work time into their home life and strike a healthy balance. Why would they want to go back to the office if it means losing the balance they’ve achieved during the pandemic?

In-office services

Access to food and beverages is another important consideration. From vending machines to mini-markets, employees need modern food options that fit everyone’s needs and desires. Opt for fresh, healthy products they can eat throughout the day. Beverages are also important, and you should offer an unlimited supply of free, high-quality tea and coffee. Other options include setting up a smoothie bar or coffee shop with a barista. Otherwise, a simple coffee machine, kettle and microwave are sure to make your employees feel more at home.
During breaks or on lunch, employees will no longer need to go and spend time in lineups, which will reduce stress and save them money. It will also make the office a more lively environment in which colleagues can interact and have a pleasant time together. 
Employees have also mentioned free parking, gas reimbursement, access to gyms or outdoor spaces, and on-site restaurants as important factors when working at an office.

Meeting today’s challenges

While working remotely may be comfortable, it certainly has its drawbacks. Staying focused can be a challenge outside the office, as there are generally more distractions at home. Employees may also miss the social component of interacting with colleagues—all the more reason to make your office a dynamic, comforting and motivating environment. Coming back to work should be an enjoyable experience.
Life today comes with its own set of challenges. Inflation and rising electricity costs are making workers reluctant to stay home full time—something you should certainly keep in mind. Not only will they want to come back, but their physical and mental health will flourish. And in 2023, this is everyone’s priority.

Highlight: Getting workers back to the office is no small task. Focusing on comfort and services is a great way to start.

As we begin to move past the pandemic, businesses are now encountering labour shortages and the “great resignation”, which is seeing many employees leaving their present employer to seek work that has greater work/life balance, increased work from home options, or flexible working arrangements, along with better developmental opportunities and/or increased compensation. The voluntary quit rate is 25 percent higher than pre-pandemic levels, there is a gap between companies’ demand for talent and the number of workers willing to supply it  (US Bureau of Labor Statistics quits levels and rates data, December 2019 through May 2022).

To ensure that organizations have sufficient and qualified staff, the following best practices will assist with managing and recruiting your labour pool.

1.    Retain what you already have. The best way to manage your labour pool is to keep the staff you have. Begin by examining your turnover rates to determine the type of position, work area of the organization, the reason for leaving, and determine the cause. Exit interviews are a valuable exercise in determining the cause of an exit. Was it the money and benefits? Or was it the culture, lack of opportunities, or perhaps a bad relationship with the management team - or even with one specific manager? 

Considering the above information, examine how the culture of the organization may have contributed to the employees leaving and make changes to the culture if deemed necessary. If work/life balance was one of the reasons for an employee leaving, be flexible in examining work rules, such as scheduling, to try and accommodate employees’ needs. Not only will this assist with retention, but it will also make you a more attractive employer when recruiting.

2.    The Job. Given the current shortage of labour, especially skilled labour, review the job description and stated required qualifications to ensure that the people hired for the role are right for that job. Don’t fall into the trap of overstating qualifications, especially the experience and educational factors - this just makes hiring more difficult at a time when labour is at such a premium. Ensuring the job description accurately reflects your needs will also support a successful recruitment process and increases potential retention rates as candidates have an accurate expectation of the role they are accepting.

3.    Approach to recruitment. Because of the labour shortage, it is necessary to expand the focus areas and examine the current approach to advertising a role and searching for that right candidate. Utilizing resources like the internet, search recruiters, and making special efforts to reach the immigrant community, where many are underemployed, is a way of expanding beyond traditional approaches of posting and waiting for applicants to roll in. Similarly, a strategy to reach a diverse workforce should be developed; there is a wealth of untapped talent. A 2020 study by Accenture and Harvard Business School estimated that across the U.S. there are 27 million people who are eager to find work to work more, but are stymied in their efforts. (Fuller, J., Raman, M., Sage-Gavin, E., Hines, K., et al (September 2021). Hidden Workers: Untapped Talent. Published by Harvard Business School Project on Managing the Future of Work and Accenture.). 

4.    Develop the new hires. It is rare that a new hire meets all the experience, skills, and abilities that the job requires. As part of the onboarding process, identify the abilities to be strengthened and create a developmental plan. This will enhance the potential for success for the employee and will increase retention because it shows that you believe in the employee enough to invest in their development right from day one.

5.    Create a female friendly workplace. As a result of the Covid shutdowns, the female workforce experienced a negative effect and this continues, even with significant vacancies being experienced by employers. The Canadian Human Rights Commission stated: “The COVID-19 crisis is having a disproportionate impact on women. There is a serious risk that the pandemic could erase the gains that have been made towards gender equality in Canada.” (Canada’s social and economic recovery efforts must take a feminist approach, 2020)As services that supported women at work shut down, many women had to quit their jobs to care for their children, and in some cases their parents. As the economy opens, women are not able to return to work without support for their personal responsibilities. By developing policies that support women at work, an organization will position itself as an employer of choice and gain an advantage over organizations who cannot or choose not to provide this support. Following is some of the policies that will assist in recruiting and retention:

•    Scheduling flexible working hours, where possible.
•    Flexible work/home arrangements.
•    Paid leave, if possible, for family emergencies.
•    Mental health support through arrangements with medical clinics or an Employee Assistance Program.

6.    Access the most underutilized workforce - Immigrants. There are two significant barriers that immigrants face when seeking employment at a level that they have trained and educated for:
1.    Undervaluing their credentials earned in their native country, and
2.    Employers requiring Canadian experience. 
From a recruiting perspective, during a shortage of skilled labour, it makes sense to accept the foreign credentials and have the foreign credentials evaluated by a recognized source, such as a university, and determine what is needed to achieve accreditation. Then take the steps to develop a plan for the employee to obtain the credentials while employed, if at all feasible.

The second barrier to gaining the right level of employment for immigrants is the need to have Canadian experience. This is a classic case of a “catch 22”. If you arrive from a foreign country, how can you have Canadian experience? Often this need is overstated and/or not needed at all. Recently the Ontario Government has announced that they will do away with this requirement and the Ontario Human Rights Commission states: “Canadian experience” is not a good way to tell if you have the rights skills or experience to do a job” (Removing the "Canadian experience" barrier (brochure) | Ontario Human Rights Commission, n.d.). The employers who remove this barrier will have a great advantage over those who cling to it.

7.    Develop an employer brand. With the highly competitive labour market, organizations must distinguish themselves from other employers. The emerging leading practice is to develop an employer brand. Employer branding is a strategy that seeks to influence how current employees and the rest of the larger workforce perceive an organization’s brand. While branding in general may target consumers, employer branding specifically targets an organization’s workforce and prospective hires. As a result, it is a communication approach designed to retain high-performing employees and attract top-ranking talent. Once you have developed your employer brand, it becomes a mechanism to use in marketing your organization as an employer of choice.

Passive recruitment is no longer sufficient for attracting and retaining the workforce you desire in your organization. Consider these best practices to improve your chance in finding and keeping the employees you need to meet your organization’s mission, vision, and strategic objectives.

About the Author:

Elizabeth Hill is the Managing Partner at Pesce & Associates Human Resources Consultants.  She is an experienced Human Resources leader with specialized knowledge and practice in health care, long-term care, and social services. Throughout her career, she has provided consultation and guidance to organizational leaders on employee/labour relations, recruitment, conflict management, performance management, employment legislation, compensation, and benefits.

A focus on building partnerships between unions and employers is the foundation of her role in supporting clients with labour relations from problem-solving and grievance resolution through to collective bargaining.

To support organizational success, Elizabeth has successfully facilitated, developed, and implemented strategic human resources initiatives, including strategic planning, employee surveys, organizational effectiveness projects, and core competency plans.

Elizabeth’s clients include hospitals, long-term care homes, community health centres, and other not-for-profit organizations.  She is a member of the Human Resources Professional Association.

At Pesce & Associates, our consultants have years of experience in developing programs to provide organizational capabilities to confront the future. For more information, please visit our website at www.pesceassociates.com or contact Elizabeth Hill, Managing Partner, at 416- 491-1501 extension 23 or at ehill@pesceassociates.com.
 

Winter maintenance is essential to keep your property healthy and to minimize expenses. Not many know that they can save money by focusing on the north facing side of the building where most of the snow and ice buildups happens. Focusing north can help the managers better determine how much to spend under certain condition. There are different kinds of ice melts which can also determine the cost.

Furthermore, a seasoned worker would know how to apply the ice melts without wasting too much of the product. For example, the north facing sidewalk would require a lot more than rest of the sides, it may not even be required to apply depending on how much snow/ice and what the temperature would be like. There are also laws in many Canadian cities where you have to clear the buildup within 12 hours after the snow ends. Don’t risk safety and lawsuits.

Managers should ensure that the workers know how to monitor and document the conditions. Workers need to be trained in application speed, type of equipment to use, how to apply, and application on different types of surfaces. It is not needed to spend the extra hard-earned money on the ice melts that are meant for certain temperatures, type of ice, and texture of the surface. It is essential to understand these differences so the overall expenses can be reduced.

Maintain your facility.

About the author:

This article was written and published by iCheck. iCheck is Canada’s largest national facility maintenance and repair company owned and operated in Canada for over 30 years. It services over 10,000 facilities in over 2500 cities/towns coast-to-coast.

The frequency and sophistication of cyber-attacks continue to climb. It’s rare for a week to go by without word of a significant cyber breach, and we’re not even aware of all the breaches that occur. That’s because many go unreported. We do have access to reports indicating employees are among the greatest cyber risks within any given workplace. After all, many among us tend to click and tap away on phones, laptops, computers, and other hardware without giving much thought to cyber consequences. Add to that our tendency to use personal devices at different points during the workday. If your teams are accessing browsers, emails and more over your workplace network, the prospects of a breach can escalate even further.

We need to be aware that, independent of personal devices, employees as well as third parties represent access points – opportunities – for those contemplating cyber-attacks. Threat actors, also known as hackers, will find some targets more lucrative than others, yet it’s data they care about. They care about data and how they can profit by interfering with it, and your workplace is a ripe data source.

These days, 85% of all phishing is conducted through email. You’ve likely heard of ransomware demands, and of businesses and institutions paying ransom demands to recover their data. The decision as to whether or not to pay ransom can be hotly debated, and that’s problematic enough. Now, the risks of falling prey to phishing and other attacks are even more concerning. That’s because there’s a new ransomware threat in town, and it’s known as Exmatter.

Threat actors, the cyber criminals who wreak cyber havoc, use Exmatter malware to exfiltrate (remove) specific types of files before executing the ransomware on systems they breach. Rather than encrypting and obstructing access to your data, this malware destroys data.

You may be unsurprised to learn EY (Ernst & Young LLP) has identified employees as the weakest link in an employer’s cybersecurity chain. Even if you have an IT department or a dedicated cybersecurity budget, you may share a status with many employers who were contacted for the EY Global Information Security Survey. The survey report reflects responses from more than 1,400 global C-level leaders, information security and IT executives and managers. Forty-three Canadian respondents were among the participants, and only 37% of those Canadian organizations reported that their cybersecurity budgets exceeded 10% of their total IT budgets.

What are you, as a leader, to do – particularly if you don’t have an IT team, let alone a substantial budget line dedicated to internal or outsourced cybersecurity? You can begin with that “weakest link”. When engaged and informed, your people may also be your best defense against cyber-attacks. This comes down to education, culture, and collaboration, and it begins with you.

In our January 19/23 webcast, you’ll gain insights on how to recognize cyber risks. Phishing is a major concern, yet there are other data privacy risks and not all breaches occur online. As you build your own understanding of today’s cyber risks, and how to mitigate those risks, you can leverage your influence to lead in cultivating a culture of cyber awareness.

You or another cyber-informed colleague may lead the training, or you may find it helpful to bring in an external party. While there’s complex terminology and there are some daunting statistics that could scare the heck out of any employee, it’s never my goal to intimidate people when it comes to cyber awareness. I find people benefit, and mitigation strategies are most likely to stick, when I use plain language and temper all those risks by giving practical tips people can incorporate. I do all this in the context of helping people reduce cyber risks both on the job and in their personal lives. That’s how we begin to mitigate cyber risks within our teams.

About the author:     

Authentic, informed and inspiring, Shelagh (pronounced “Sheila”) Donnelly is a professional speaker and trainer. Shelagh understands what’s involved in leading and inspiring teams, having held that responsibility in both the private and public sectors.

Recognized as an excellent educator who provides wise counsel and practical strategies, Shelagh presents at conferences and works with clients around the globe. In 2023, she’s engaged to bring her Canadian expertise to presentations domestically and in Australia, Europe, South Africa, the United Kingdom and the USA.

Shelagh’s client list includes government, healthcare, senior/long term care and education bodies and a host of conference organizers. With a knack for injecting humour into even potentially daunting topics, Shelagh’s also worked with a Washington, DC think tank, the UK Parliament, a stock exchange, utilities providers, governance bodies and corporations such as Diligent and the NBA.
 

What drives any business is the ability to sell and often times operators overlook the idea that everyone on your team, especially when in communication with your customers, is in sales. This means that everyone should be able to effectively articulate and communicate your value proposition to customers and/or potential customers. Furthermore, it should be everyone’s responsibility to ensure that your customers are always satisfied with the service provided, and part of that equation is proactively bringing new ideas and solutions to customers. An often-overlooked sales resource for office coffee and vending operators is your delivery drivers.

What Makes Delivery Drivers the Perfect Sales Representatives?

The basis of any successful sales representative is the ability to build trust and rapport with prospects and customers. Your drivers will have undoubtedly created a trusted relationship with customers, so why not use this relationship to further expand the scope of your product / service offering? This concept is well known by the foodservice industry who will use frontline employees to upsell customers; “do you want fries with that?” is an all-too-common question. Foodservice operators understand that the profitability margin on French fries is substantial which makes the practice of upselling customers using your frontline employees easy, logical, and profitable.

Sales Best Practice 101: Identifying Customer Needs

Identifying the needs of customers is easy and demonstrates that you are paying attention. For example, your driver may notice that one of their accounts is constantly running low on soap and paper towels in the kitchen area; this is a perfect opportunity to offer supplying another service, in this case paper towels and soap. Furthermore, it offers a convenient solution for the customer, demonstrates that your driver pays attention to detail (big and small), and helps to increase the profitability of the account. In fact, your drivers may be a treasure trove of ideas; engaging with them on the subject of expanding the scope of services provided to clients can help to energize them to participate in the initiative of identifying needs and upselling clients.

Additional Services to Consider

If you are interested in taking your vending and office coffee service to the next level in terms of products / services provided, like any sales process it is recommended that you start with a needs analysis. This can be as simple as talking to your clients about what their pain points are, and, as noted above talking with your drivers about what they may have noticed while on their delivery routes. For example, your client may be struggling to get employees to come back into the office to work a few days per week, they may be having challenges with employee retention, etc. Are there services that you could offer to help make the work environment more enjoyable? For example, perhaps the customer is open to providing free breakfast for employees (cereal, milk, toast, coffee & tea, etc.). This would be an easy program to initiate, will help the client create a more welcoming and fun environment for staff, and increase the profitability of the account.

Help Is at Your Fingertips!

We would be amiss to finish this article without a little upselling of our own. For vending and office coffee operators who are also members of Complete Purchasing Services (formerly known as Univend) take advantage of our free membership which provides access to “Best Value” pricing on thousands of essential products and services in addition to the opportunity to earn CASH REWARDS on your purchases. In addition, our team of locally-based Account Managers are available to help you maximize your program benefits and profitability. If you are not yet a member and want to learn more, please visit eCPS.ca.

No matter what your current offering and scope is there is always room for innovation and your drivers may be the key. In the words of the renowned leadership coach Ben Simonton “turned on people figure out how to beat the competition. Turned off people only complain about being beaten by the competition.” Good ideas can truly come from anywhere and finding ways to engage your employees in the success of your business will drive employee engagement, customer satisfaction, and ultimately your profitability.

About the Author:

Jennifer Bobson is the Director of Marketing for Complete Purchasing Services Inc, a leading supply chain solutions provider for hospitality and non-commercial clients in Canada.

To say the processes of attracting, hiring and retaining the best people is a challenge in the health care sector is, at its best, a colossal understatement.  In “normal” times, care organizations have had to be resourceful to meet the demands of employing enough highly skilled staff to ensure quality care.

The pandemic has exposed the fragility of providing adequate staffing levels, resulting in a staffing pandemic – a cascade of compounding shortages in all health care sectors, and in all facets of care and services to clients. For many organizations, the provision of quality care has been superseded by cries for “any” care.

Signs for Optimism

In spite of the current wide-spread severity of staffing shortages, there are signs that the situation can be alleviated in the short term, and with a view to the long term, the likelihood of a similar reoccurrence greatly reduced or eliminated.

A Positive Sign

In the midst of all the turmoil, anxiety, misrepresentations and at the most extreme, deaths, there have been rare instances where Homes have transcended the plethora of challenges relatively unscathed.

The most common and prevailing differentiator of Homes that successfully responded to the pandemic were those in which a culture of progressive leadership practices had been in place for several years. These practices were so deeply entrenched in the culture of the Homes that even the onslaught of challenges brought on by the pandemic were not enough to substantively alter their continued success.

With respect to staffing, the response was strategic approaches to recruitment, continued and accelerated supportive environments for staff, and adaptive responses to constantly changing expectations.

Witnessing such positive outcomes leads us to…

The Second Positive Sign

When faced with seemingly insurmountable challenges, knowing something can be done to address the obstacles, gives us reason to believe that if we change, the situation can be improved. And so it is with the long term care response to the impact of the pandemic.

For this second positive sign, we are drawing on the experiences of others to provide examples of how any Home can address the situation, by creating a culture built on progressive leadership - assuming there is a willingness and commitment to change.

The culture of any organization represents a culmination of recent, remote and distant practices. In other words, culture evolves over time, and can be impacted at any period in the time continuum. Some of the examples shared here are the result of long-standing leadership and organizational practices, while others were initiated in the moment. Regardless, they all have the potential to positively impact any Home along their evolutionary cultural journey.

For some organizations, the changes required to make a significant difference may be subtle and readily implemented. For others, a longer-term commitment to changing the culture may be warranted. Regardless of your circumstances, drawing on the familiar adage, “The best time to plant a tree was 20 years ago; the second-best time is today,” gives credence to taking action now.

This review of best practices is broken down into the categories of recruitment, hiring, onboarding, and retaining employees. Some strategies can be implemented with little adjustment, while others require a longer-term perspective in terms of time and effort before there is a payoff.

Recruitment

Successful recruitment today requires diversity in terms of recruitment channels and messaging.

Recruitment Channels

• Build relationships with external potential employee sources, such as career departments and services in education
• Connect with related education institutions with offers to speak on topics related to their curriculum
• Continuous lobbying for student field placements and paid internships (which can result in a cost-effective way to orientate prospective new employees)
• Offer to speak to senior elementary students about health care career opportunities in LTC
• Utilize social media and job posting sites where millennials are likely to job search
• For such workplace roles in dietary, housekeeping, maintenance and laundry, promote work opportunities in non-health care venues, such as the hotel conferences or publications
• Promote openings on association job boards (albeit more challenging, given how are competing with every other long term care Home for the same people.)
• Church/Religious Centres sometimes offer job support programs, and may post positions

Recruitment Messaging

• Change Your Messaging! When you are recruiting, you are “selling” your product! If you don’t like the sound of that, get over it! Or get yourself out of the recruitment role. The best recruiters are those that know people “buy” on emotion, and use logic to justify their choice. One of the best ways to connect with people at an emotional level is by sharing moving or inspiring stories from your workplace. Your Home and the experiences you have to share will resonate much more than a discussion focused on statistics, specific roles and duties, compensation and benefits. Make sure that any printed material you share communicates the same messaging.
• Consider who you are talking to, and then communicate emotional-based messages that resonate with your audience. In other words, your messaging with a group of student nurses might be focused on how a new nurse helped a resident in need, and made a difference in the life of the resident. Conversely while talking to prospective maintenance employees, you might include a story of how a new worker identified a noisy piece of equipment, which resulted in early intervention, saving the Home money, and rewarding the employee with commendations and a bonus. Always remember, if you meet them where they are, they will be influenced at an emotional level first.
• Full time positions or ideal shifts. If you do have full time openings, or shifts that are seen as great, you have an advantage over other potential employers. Emphasize the benefits (such as more time with family, or reduced stress as a result of the enhanced benefit package that come with full time employment.)

Hiring

The process of hiring ideal candidates is fraught with challenges. While it is tempting to use the vapour test method of hiring during extreme staff shortages (place a mirror under the person’s nose, and if there is a vapour, they are hired!), the results are seldom positive. Even the best interviewers cannot guarantee a “good fit” when a final selection is made.

However, a quick summary of some approaches might help to increase the likelihood of finding more people that work out in the long run.
Asking good questions is important. Rather than the “What would you do if…” type of question, ask questions that require them to provide examples of what they actually did.

• Tell us about a time when you were confronted by…
• Provide an example of when you went above and beyond your employer’s (or teacher’s) expectations.
• Describe how you clean a resident room, when the resident is there.
• What do you see as the key challenges in this job?
• Share your knowledge of…

Finally, make the person’s demeanour and attitude the primary factor in hiring. Skills can be taught. Who the person is won’t change. Organizations that pay special attention to how the prospective employee responds to others (staff and residents) while they sit in the hallway waiting to be interviewed often gain valuable insight into the real person behind the interviewing mask.

Onboarding

Now that the person has been hired, the transition to successful employment has just begun. Most Homes have experienced the frustration of finally recruiting new employee(s), only to have them leave within a few days or weeks. While a great onboarding process doesn’t guarantee positive outcomes, it substantially reduces the likelihood of such turnover. Here are some strategies (some simple, and some requiring more planning!) that increase the likelihood that your Home will be seen as the place to be employed!

• First Connections. When someone is hired, connect with them first in their home. Sending a hand written note from their new manager congratulating them on their decision, and thanking them for joining the team, resonates that you care about people. If you send more “official” documents prior to their start, send them separately, and include a message saying that if they have time and find it helpful to go over them before coming to work, great, but otherwise you will provide time for them to review the documents once they start working. Otherwise, you are asking them to start working for you – on THEIR time!
• Send Out the Alert! Once a new hire is confirmed, send out notices, and a brief orientation about the new hire, and their start date, to their new team members. Encourage everyone to mentally rehearse the new hire’s name, so when they are first introduced, the welcome is all the more meaningful.
• The First Day…or The Worst Day. You have one day to create a good first impression. Unfortunately, all too often, the first day of orientation is one of the worst days people will experience on the job. They are confronted by legal documents, signing all over the place, and then loaded up with reams of policies and procedures to review. When we ask employees what they remember from all that inundation of information on their first day or two at work, the typical response is along the lines of “I remember nothing from everything I had to read, but I do remember feeling overwhelmed!” Consider the first day on the job as a “Threshold Moment” – a day more important than any other – that you are acknowledging the presence of a new person, marking this moment as special. One of our favourite stories comes from Daniel Coyle (The Culture Code, Bantam Books, 2018), recounting how new basketball players are orientated to the Oklahoma City Thunder team. The first thing that happens is they are taken to the Oklahoma City National Memorial, which honours the victims of the Oklahoma City bombing that killed 168 people. After simply walking around the reflecting pool and the sculpture of 168 chairs, the players are reminded to look into the stands during games and to remember that many of the fans were personally affected by the tragedy. As Coyle says, it sends a powerful belonging cue – that resonates emotionally. Imagine the impact of walking down to a hallway in your Home with a new hire, focusing on one or two photos of residents in your Home (current or past), and sharing stories about their life accomplishments, or how what they did in your Home that was so special. You have hundreds of stories in your Home – focus on these stories - make the person’s first day in your Home an inspiring Threshold Moment.
• The Essentials. The first day must include a tour of the essentials for the new hire’s experience – where and how to navigate to the staff room, the lunch area and the bathrooms, and their primary work area. As the new hire is orientated to these areas, be sure they have a copy of the floor plan(s), so they can be shown where they are at any given moment of this first day tour.
• Mentors/Buddies. A mentor or buddy program, utilizing an employee peer is an excellent way to help the new hire gain confidence on the job. Ideally the period of support remains in place for 60 – 90 days. The selection, training and guidance you provide to the mentor or buddy should be commensurate with importance of this role. If you want to bring out the best in the new hire, make sure they are well guided by the best.
• The Head Honcho Moment. Regardless of their position, the new hire should be introduced to the most senior manager in the Home, such as the administrator or CEO. This person should be made aware of the new hire’s name and some personal details (such as family, children, birthdate, etc.) in advance, so that in these few moments, they can make the welcome all the more personal and meaningful.
• Orientation Program. The amount of orientation time provided to new employees does communicate a message. In recent years of staff shortages, Homes have tended to expand orientation time, giving new hires more time to adjust to the work routines, in the hope that people will not become frustrated and leave. These changes in approach do appear to be having more positive outcomes in terms of new hire retention. While this does add costs to the orientation process, the added cost of repeated staff replacement makes a more extensive orientation program more acceptable – and communicates a more positive message to both the new hire, and to established staff (new hires are not seen as such a burden).

Retention

Obviously, the true nature and culture of working in your organization becomes apparent to all employees within a matter of weeks or months of their employment. Ongoing and consistent progressive leadership practices are key to fostering a culture that reinforces ongoing employee engagement.
Our focus here is on essential leadership practices that impact the more recent hires, and their decisions to stay with the Home.

• First Formal Follow-up. While the new hire is encouraged to come forth with questions and concerns immediately, also schedule and confirm a follow-up touch-base meeting time – ideally within two weeks of the start date. They will have experienced enough by that point to have questions, and it shows that you care and are supportive. Be prepared to ask questions, such as “What do you like most about your work so far? What do you find most challenging? What can we do to help you in your work? How could we have better prepared you in our orientation program?”
• Second Formal Follow-up. Having a second scheduled meeting (at least 6-8 weeks after their start) helps to draw attention to deeper concerns and needs that the new hire may be experiencing. Some research suggests that the primary stressors experienced by health care workers are personal debt, medical issues and mental health. Carefully listen to the new hire’s comments, which may prompt you to offer much appreciated support and direction. Asking about their aspirations, what do they see as possible new opportunities in your Home in the future, and reinforce any educational opportunities or support you are able to provide.
• What We Do For Everyone – All The Time. Looking to retain people, beyond the new hire process we are focusing on here, requires a diverse approach in order to appeal to the many different needs, interests and abilities of employees. The options are endless, including such initiatives as celebrations of achievement (both personal and Home-wide), personalized acknowledgements (birthday cards, anniversaries, etc.), announcements (newsletter, media releases, etc.), and celebrations and acknowledgment of diversity (cultural, ethnic, age, etc.)

Reinforcing and encouraging ongoing personal and professional growth and development of employees is also highly corelated with employee retention. Rather than waiting for employees to come forward looking for support, progressive leadership is characterized by a desire to “grow” people – encouraging people to take advantage of training and development opportunities. This serves to expand people’s scope and ability to take on new challenges and opportunities, and when positions are filled from within, it reinforces for everyone that the organization is committed to its employees.

Summary

Successful recruitment, hiring, onboarding, and retaining employees is a direct outcome of progressive leadership. Where practices such as these have not been employed, the pandemic has served to further undermine many organizations ability to fully staff and provide the level of care they aspire to achieve. The planting of trees metaphor noted earlier reinforces that for Homes that are struggling, the need to get on with it, to take action now, is imperative.

The full impact of changing the culture of the Home through progressive leadership will require time and effort on the part of the entire leadership team. This leads to one more metaphor. Just as dieting for many results in only temporary weight loss, applying a few simple strategies will not change the culture of the Home, nor solve the staffing issues. Instead of a fad diet of strategies, a balanced and sustainable approach of progressive leadership is required to develop a healthy organizational culture of engaged and committed employees.

About Author

Ron Martyn (BSc Recreation, MSc Gerontology) has served as a Recreation Director and Administrator in long term care, and as a Retirement Home Owner. For over 20 years as the Co-Owner of Silver Meridian, Ron and the team have helped LTC managers hone their leadership skills, by empowering and energizing people, and becoming recognized as Inspired Progressive Leaders in the provision of care (English only). Go to Silver Meridian (https://silvermeridian.com) for more details.