Taking a vacation is a wonderful way to get away, but not everyone has the luxury of taking time off this season. There are several other ways to help deal with this such as just getting outside during daylight hours to take advantage of the sunshine hours and get some exercise outside.
Here is a very interesting article on SAD and if you are affected and what you can do to help alleviate the symptoms.
January 1st 1966 was a momentous date for Canadians. On that date, the CPP (Canada Pension Plan) Act came into existence. It was “An Act to establish a comprehensive program of old age pensions and supplementary benefits in Canada payable to and in respect of contributors.”
By the mid-70’s, concern for the long term viability of CPP was growing and by the mid-90’s that concern reached a crescendo with a low contribution rate and a growing, aging population. And the “rise of the retired Baby Boomers” had not even come near to reaching its peak. Changes had to be made or the fund would run out by 2015. CPP had become a “hot potato” of debate.
To that end, CPP has evolved into a “pay-as-you-go” plan and the government annually has to look at changes, both minor and significant as the world moves and adapts. How do we increase revenues into the system, increase benefits provided by the program and keep it in a state of sustainability over the long haul?
Combine that with a declining birth rate, an increasing number of baby boomers hitting those retirement ages, and a still growing economy, and you have a growing tsunami developing where the biggest danger to continued prosperity is a lack of knowledge in the workplace.
We need to find a way to change the attitudes of Canadians and keep them in the workplace longer.
For 2012 there are the usual changes, or should I say usual increases. The base percentage rate does not change, but the maximums income basis of that percentage for contributions have increased from $48,300 to $50,100. This is the government’s subtle way of instituting increases while telling the public the rates have not gone up.
But the bigger adjustment is the age adjustments. If you take CPP before age 65, the amount you can take will decrease by a larger percentage than before, and if you take it after age 65, the percentage will increase. As well, if you continue to work between the age of 65-70, you can continue to make contributions and your employer will be required to as well.
What does all this mean really to employers? Today, probably not a lot will change. There will be some increase in costs for matching contributions for that older part of the workforce. But that may well be offset by the value that group will continue to bring to your organization.
Although, it is just the first step in changing a mentality of the aforementioned “freedom 55” generation, it will help edge us to a workforce that stays longer. It will start to ease some of the pressure on succession planning as our experienced workforce begins to grow with more people choosing to continue to be active employees.
Certainly, there are going to be many who are choosing the path out of sheer necessity. That part of the workforce has been with us for a while now, just look at the stereo-typical Wal-Mart greeter, and you will see that. However, many more will continue to be on the “bubble” of retirement economics. Given a much more significant reason to not take early retirement, to continue to work and have the opportunity to contribute effectively to that retirement fund, and stay active, employers should see more opportunity to encourage that experienced workforce to stay.
This will also have to get into the mindset of employers and our financial teams. Often, budgets are in place with the expectations that we can continue to look for ways to reduce costs. This potential increase in an aging workforce still being active means other costs as well. So many other factors start to emerge.
There are a few factors that will be part of a domino effect on this growing part of our workforce– a widening of the generational gaps in the employee base, more people earning more vacation time through increased tenure, pressure on health and dental plans to meet changing demographics, potential in workers’ compensation costs to handle a potentially more fragile workforce and, of course, the hard costs of CPP itself. These factors will contribute to the complexity of running a business and create both cost and angst over change.
But, if we look at the concerns of the business owner in Canada, we will see that more pressing challenges of succession planning, loss of practical experience at all levels and shortages of skilled labour in all industries.
This push by the government to have people stay longer to ease the burden on CPP may also help ease some of these last frustrations of the business owner. And, if managed properly, can be significant opportunities for economic growth for many companies in Canada who are facing positive challenges outside of the financial burdens of increasing their business.
It will probably take five to ten years for this differing mindset to gel, where people coming into the workplace stop thinking “if I do this “right”, I can retire at 55 and even if I don’t, I can relax starting at 65”. It will take time for people to realize that they can continue to bring value to their employer longer and you will be able to have an expectation of being productive longer. “Old Age” will continue to be extended outward and those grey hairs will not signify lack of usefulness. Instead it will bring experience to make our companies more vibrant and effective.
Written by: Bill Leesman
The following article will give employers an idea of what some organizations are doing differently to promote a high commitment workplace where employees work towards a common goal.
http://www.managementsite.com/content/html/276.asp?cid=756
Submitted by Linh Giang
Like finding the magic beans, the golden goose, or the pot at the end of the rainbow, finding those special sales people who will drive your business forward is a bit of good luck and magic.
We put people through all kinds of personality testing and profiling and still we fail. Multiple levels of interviews and still people slip through the cracks that don’t make it. Why is that?
Because we think the magic is us! We think if we are smart enough, if we ask just the right questions, we can be the ones who find the superstars.
In short, I think we are fooling ourselves. Finding good reps is “hit and miss”. It takes using all of the tools you have, as I mentioned above. But, it also means putting in a plan of success and expectations. Making sure you are providing a proper balance of training and encouragement. Finally, it is holding that person who, when the final offer letter goes out, says “I am the person for your company and I will succeed”, and holding them accountable to what they say they will do. Work with them diligently through all of the hurdles they will surely face. And, then when you have done all of that, cross your fingers.
They have as much responsibility in making themselves successful as you do. And that’s why sales people get paid so handsomely – good to great ones really are “one in a million”.
Written by: Bill Leesman
• October 31 can be a chilly night so make sure that costumes are loose enough to be worn over warm clothing but not so baggy or long that trick or treaters can trip over their costumes.
• Trick-or-treaters should wear sturdy walking shoes.
• Choose brightly-coloured costumes that will be clearly visible to motorists. For greater visibility, add or incorporate reflective tape into the costume.
• Make-up and face paint are better than wearing masks which can restrict breathing and/or vision. If you choose to use a mask make sure it is one that allows the child to see and breathe easily..
• Swords, knives and similar accessories should be made of soft, flexible material.
• Look for costumes, beards and wigs labeled “Flame-Resistant” — nylon or heavyweight polyester costumes are best. Flame Resistant does not mean ‘fire proof’. Avoid costumes with baggy sleeves or flowing skirts to minimize the risk of contact with candles and other fire sources. Costumes made of flimsy materials have been found to burn more quickly when exposed to fire sources.
• Think twice before changing the colour of your eyes with cosmetic contact lenses. These cosmetic lenses should be used only under the supervision of an eye-care professional. In addition, wear time should be limited to the shortest duration possible. The lenses must never be worn while asleep, and cosmetic contact lenses should not be shared with others. If you should choose to wear these lenses, be certain that they are cleaned properly.
• Children too young for trick-or-treating can dress up in costume and help answer the door with a parent nearby.
• Small children should never carve pumpkins. Instead, let your child draw a face on the pumpkin.
• Make your home safe for trick-or-treaters. Remove all objects around the outside of your house that could cause children to trip or fall. Turn your outside light on so children will know they can visit your home.
• Keep candles, jack-o-lanterns, matches and lighters in a place that children cannot reach.
• Halloween candles with multiple wicks close to one another are hazardous and should not be used. When lit they can produce a single high flame or several large flames close together resulting in intense heat and the danger of igniting nearby materials such as curtains or window sills.
• Keep pets inside and away from trick-or-treaters and lit candles, especially if they are easily frightened or become over-excited in the presence of strangers.
• If using decorative lights indoors or outdoors, use lights certified by a recognized organization such as the Canadian Standards Association (CSA) or the Underwriters’ Laboratory of Canada (ULC or C-UL). Check lights for broken or cracked sockets, frayed or bare wires or loose connections. Discard damaged sets. Do not overload extension cords.
Parents should accompany their children each year until the children are old enough to go by themselves. Still, safety-minded parents can follow along at a distance to keep an eye on the children.
It might be a good idea for parents or children to take along a backpack to empty the goodies into if the trick-or-treat bags become too heavy.
Children should stay in well-lit areas and should only visit homes that have their outside lights turned on.
Children should never go inside homes or cars.
Children should walk, not run, from house to house and stay on the sidewalk or at the side of the road facing traffic, cross the road at the corner and look both ways before crossing the road.
You might want to offer an alternative to sugar-based treats. Gum should be sugarless. Stickers, multicoloured pencils or beads can be a nice surprise in place or in addition to traditional treats. Ask your children what they think a good treat would be.
Then sit back and enjoy. Happy Halloween!
Original article posted at: http://www.hc-sc.gc.ca/hl-vs/securit/season-saison/hal/index-eng.php
Did you know?
Written by: Andreea Dragomir
These forms can be completed either manually or electronically. If your company is completing ROE’s in the paper format (manually) it is in triplicate. This means that there are three copies of the form, one is the original which goes to the employee, the second one is mailed to Service Canada and the third part is stored with the employer. The paper format is currently being phased out to reduce government and employer administration burdens.
If your company is using the electronic form, it is completed by the employer directly through ROE Web. The ROE Web is an efficient, dependable and secure way of issuing an ROE electronically. The major change to the Regulations of the Employment Insurance (EI) Act for employees, when the ROE Web was introduced in 2009, was that ROE’s were no longer required in a triplicate format. This means the when the ROE is issued on Service Canada’s web site it is done so in ‘real time’, there is no need to mail a copy to Service Canada and employers are no longer required to mail out copies to employees. All employees are able to visit “My Service Canada” on the web to create an account and download an electronic copy of their ROE. This process has helped to decrease the processing times for potential Employment Insurance claims as employees and Service Canada are able to begin the application process the same day the ROE is issued, rather then having to wait for a paper copy.
You can set up an account with “My Service Canada” at any time. Your ‘My Service Canada” account will also allow you to obtain a statement of Canadian Pension Plan (CPP) contributions and file for Employment Insurance (EI) benefits if needed.
Written by: Samantha Nagy
All new employees are automatically subject to a standard three-month probationary period and they can be dismissed without cause during that time frame, right?
This is one, among many other common misconceptions about probationary periods which has long been a complex HR topic.
If you are considering terminating a probationary employee, you may want to read the article below to help you avoid unnecessary headaches and mitigate your risk.
http://www.hrinfodesk.com/preview.asp?article=36087
Submitted by: Tim Jackson, BComm, CHRP
Around the room, different people took different views of that question. One person took it to mean when you stop trying to help someone. Another thought it meant when you realize that it isn’t working and let the person go. Although the question could be taken accurately from either of those two perspectives, what I meant from the question was: Is this the moment when you stop “holding that sales rep’s hand” and let them become fully independent?
Sales are an easy process and, I would argue, one of the hardest things to do well. Most people who venture into the sales arena do so because they are independent, assertive and strong-willed. It takes those qualities to succeed and sales people will push back at everything, including their leaders. Yet most sales managers, often former successful reps themselves, want their reps to do things exactly as the manager did. “I did it that way and was successful, so you will be too!” is often the method of guiding a sales team.
What people need to understand is that to succeed, you need a combination of “best practices”, good relationship building, and inner drive. Stifle the inner drive and, no matter how good the team is, they will not make it.
So, with independent people, what has worked for me is to teach them the systems/products/services, show them a culture of winning and then let them loose. Yes, you probably can do it better than they can at the beginning, but you have to let them venture forth independently. That is where they are best.
Then observe carefully. Be ready. Your job is to quietly determine where any areas of growth could be and then wait. Eventually, if they are driven enough, you will have an opportunity to sit with them as they hit those “invisible” barriers and show them that you are on their side. Then you want to get good at letting them come to an “AHA” moment when they realize where their weaknesses are and ask for your help in overcoming them.
The “AHA” moment occurs when a rep really can start to achieve, or they realize this is not for them. Either way, everyone eventually wins.
Written by: Bill Leesman
If you want to get ahead in your career, never let ‘em see you sweat. Or yell. Or argue. And whatever you do, don’t cry.
As it turns out, a level head and a pleasant disposition will get you further in your career than even book smarts will.
According to a new CareerBuilder survey, 71 percent of human resources managers say they place more emphasis on emotional intelligence — a person’s ability to control his or her emotions, sense the emotions of others and build relationships — than they do on IQ. Fifty-nine percent of employers even said they wouldn’t hire someone who had a high IQ but low EI.
Among other reasons, hiring managers said they value EI over IQ because employees with high emotional intelligence are more likely to stay calm under pressure, solve conflict effectively and show empathy to their team members.
“Technical competency and intelligence are important assets for every worker, but when it’s down to you and another candidate for a promotion or new job, dynamic interpersonal skills will set you apart,” says Rosemary Haefner, vice president of human resources at CareerBuilder. “In a recovering economy, employers want people who can effectively make decisions in stressful situations and can empathize with the needs of their colleagues and clients to deliver the best results.”
Want to score high on your next emotional IQ test? The following are some of the most common behaviors and qualities that indicate emotional intelligence, plus expert tips for putting these behaviors into practice in your career or job search.
Demonstrate control over emotions
CareerBuilder survey respondents cited the abilty to “keep emotions in check and have thoughtful discussions on tough issues,” as one of the top indicators that a person has high emotional intelligence.
To help you minimize negative reactions to stress, whether in a boardroom or a job interview, “it is essential to identify your stress triggers and have specific action steps in place to maintain control when the pressure is on,” says Patricia Thompson, Ph.D., a corporate psychologist and management consultant at Sperduto & Associates, Inc., a corporate psychology firm in Atlanta. “Being aware of your triggers and the changes that occur in your body when you are under stress can really help you avoid putting your foot in your mouth or engaging in other behaviors that may sound like a good idea when you are mad, but which you later regret.”
Should you find yourself starting to react to stressful surroundings, Thompson suggests deep breathing, taking a short break or counting to ten in order to keep calm.
Practice self-reflection
“To be emotionally intelligent you must be self-aware, with a good understanding of your strengths and weaknesses,” Thompson says. “To increase your level of self-understanding … I recommend making a list of your top five strengths and weaknesses, then reaching out to others for feedback to get their opinions. Asking others for feedback is a great way to learn more about how you are perceived, and can help to ensure you don’t have any ‘blind spots.’ Once you have a comprehensive list together, pick out two or three weaknesses and create development plans to address them.”
Becoming more self-aware will also help you more readily admit to and learn from your mistakes, another important quality that people with emotional intelligence demonstrate in the workplace.
Listen
According to the CareerBuilder survey, hiring managers consider good listening skills to be an indicator of high emotional intelligence.
Thompson suggests improving your listening skills by doing the following. “When you listen to others, try to listen on two levels: First, listen to understand the content of what they are saying. Try to refrain from interrupting or judging while the other person is talking, and instead, give him or her the opportunity to fully make their point. Second, listen to understand the emotions behind what they are saying. What are they feeling? What is important to them in this instance? Can you empathize with any aspect of what they are saying? When you listen to others and can reflect back to them that you really heard them, it can really help in building relationships and managing conflict, even when you don’t agree with all that they are saying,” she says.
Empathize with colleagues
For some people, empathy comes naturally. For others, it may not, but that doesn’t mean empathy can’t be developed.
“Some individuals are primarily logical and have a hard time getting in touch with feelings and empathizing with people,” Thompson says. “If you are one of these people, you might have trouble anticipating others’ reactions or recognizing what motivates them. Or, you may inadvertently offend others by not being sensitive enough when communicating with them. If this is you, I recommend trying to find a colleague who seems to have a higher degree of emotional intelligence, and run things by him or her. By getting someone else’s perspective, you can learn a new way of considering issues.”
For those who may need extra help developing their EI, Thompson also suggest executive coaching. “A good coach will help you to get more in touch with yourself and provide you with practical tools you can draw on to increase your emotional intelligence,” she says.
Source: theworkbuzz.com
