Many workplaces are experiencing a rise in “pleasanteeism” as the cost-of-living crisis takes its toll on the mental health of employees.



Pleasanteeism refers to the pressure an individual feels to put on a brave face in front of colleagues, regardless of their emotional state.



Not only does pleasanteeism compromise the overall mental wellbeing of employees but it can impact badly on workplace productivity.



All businesses are trying to be more open about emotional wellbeing and establish better support structures for employees, break stigmas and encourage conversations.



While the stiff upper lip mentality is slowly being broken down, many people still feel the pressure to put on a brave face when they feel less than optimal.



Pleasanteeism is on display when employees put up a front – and act as if everything is going well for them – even when they are stressed, anxious, under pressure or in need of support.



Those who have succumbed to this affliction wear a mask of pleasantries to hide their true feelings.



Their aim in concealing emotional turmoil and stress is to avoid coming across as disruptive and problematic to colleagues, especially those in charge.



While many bosses appreciate employees who are regarded as low maintenance, hiding one’s poor mental health represents a false economy.



When employees suffer in silence and are not working at their optimal level, it will impact on an organization in both the short and long term – quite apart from the damage this charade is doing to the individual.



It is not hard to understand why pleasanteeism – sometimes called faked cheerfulness – has taken hold of some workplaces.



Cost-of-living concerns following on so closely from the pandemic, combined with overwork and growing job insecurity, have combined to create not just a perfect storm of worry and anxiety but a category four cyclone.



So strong are the gusts of economic headwinds that they have the potential to rattle – and upend – those individuals with deeply rooted positive dispositions to life and work.



At the same time, there have been even stronger calls for people to become more resilient and ride out tough times.



This has meant many have felt themselves torn between sharing their worries and concerns with others or just putting on a brave face.



Many are choosing the pleasanteeism pathway because we still tend to value positivity over negativity.



From a young age, we are taught to banish so-called bad feelings and pick ourselves up when we fail or fall. We are told to stop whingeing, soldier on, stop being negative and look on the bright side.



As we age, we become part of fix-it-fast cultures that embrace FONO, or the fear of a negative outlook.



FONO makes us drown out negative vibes with buckets of contrived positivity and false reassurances when we tell our colleagues that we are “perfectly okay”.



And when we encounter employees who are brave enough to tell us they are experiencing challenging situations, instead of empathizing with them we are increasingly opting for a toxic quick fix that dismisses the slightest sniff of negativity.



We have become accustomed to pouring overly positive vibes on emotions such as fear, sadness, loneliness or anger to push those who are struggling towards a state of false cheerfulness.



We tell them “everything happens for a reason”, “others have it worse” or “just think positive thoughts” instead of reassuring them that it is actually okay to not be okay.



When a workplace embraces and supports pleasanteeism rather than the expression of raw feelings, employees are denied the chance to feel and express what is going on inside them.



Suppression of those feelings further amplifies the internal feeling of negativity.



Many of the worries and concerns of our colleagues are triggered by factors outside the workplace – and often linked to financial concerns. But just because they are created externally does not mean they will not come flooding into our workplaces.



We should open the door to what is on our colleagues’ minds. Simply being there to listen can make a world of difference.



Although mental wellbeing is more front of mind in workplaces than ever before, many colleagues remain unprepared to talk openly about their problems. The truth is we still have a long way to go to remove the fear of being judged or even punished for being honest about expressing that our health is not as rosy as our pretence suggests.

A young boy dressed as a businessman wears a paper bag with a happy face on it.

The Unpleasant Truth About The Pleasanteeism Crisis

The changing relationship between human beings and intelligent machines in the workplace.



BY TIANA CLINE



IT’S SIMPLE: BEING CONNECTED 24X7 BLURS WORKlife boundaries. And with so many employees working from home on a semi-permanent basis, remote work life in the time of the coronavirus pandemic has been a brilliant move for some corporates. Google, for example, are letting their employees work from home until the middle of 2021; yet, others are struggling to keep track of the productivity and wellbeing of their workforce. 



If anything, the pandemic has exacerbated workplace mental health issues because it has propelled everyone’s personal life into the spotlight, showing where and how people live as well as the challenges they face when working from home. So the question remains – would you feel more comfortable sharing your personal, work-from-home issues to human resources or to a machine? 



A study by Oracle and Workplace Intelligence found that 68% of people would prefer to talk to a robot over their manager about stress and anxiety at work and 80% of people are open to having a robot as a therapist or counsellor.



“People are no longer afraid of the robots. They have experienced how artificial intelligence and machine learning can improve the way they work in a very pragmatic way. And the more they use these technologies, the more excited they are about them,” says Emily He, Oracle’s Senior Vice President of the human capital management cloud business group.



Using technological advances like artificial intelligence (AI) to automate monotonous tasks and reduce stress can prevent burnout. According to Oracle, technology can also help to scale mental health support in the workplace, making organizations come across as more empathetic.



“Empathy is built into our prefrontal cortex. It’s an evolutionary skill and it’s within us as human beings,” explains Mimi Nicklin, a business strategist, empathy expert and author of Softening the Edge: Empathy: How Humanity’s Oldest Leadership Trait is Changing Our World.



“Technology can drive empathy in many ways. For example, virtual reality is an incredible tool that has allowed people to empathize with those that are nothing like them. Microsoft is using technology to create apps and interventions that allow us to connect with each other better, whether that’s people with special needs or apps like Microsoft Teams. In some ways, it makes us further apart but in other ways, you’re able to use those screens in the same way that you can if you were sitting next to that person in a cafe, making eye contact.”



Online communication is not always detrimental to empathy because empathy can influence the way we use technology, allowing us to more easily foster an emotional connection. Implementing softscaling, the empathic use of data, shows how technology can grow businesses when stakeholders apply data compassionately, making empathy a part of the business process.



In a remote workplace, where face-to-face conversations have been replaced by video, it is often difficult to read social cues. Research into artificial empathy (sometimes called computational empathy) is currently underway at MIT Media Lab with a project called Deep Empathy which uses AI to help people see things differently, contextually. The same way a human being learns empathy, AI can be taught to develop systems that are more intuitive. And in more human-centered workplaces, like the medical or personal robotics industry, this could be a game-changer.



“There’s never been a more important time for us to have this discussion around why we need higher empathy, higher connectivity between people and certainly within our businesses,” says Nicklin.



“As we look to rebuild our businesses in 2021, that need to create cohesive, connected, motivated teams is critical, especially as organisations try to balance going back to the office, reintegrating their teams, balancing home and office work… we know that in organizations where empathy is higher, when emotional intelligence is high, we see higher levels of output, improved performance, higher motivation. And we see higher levels of cognitive thinking so things like innovation, creativity, design, all of those facets go up in organizations that value and imbue empathy into their culture.”

Robot sitting in office, working alone

Can Empathy Be Automated?

Remote and flexible working policies are increasingly popular, but put companies at huge risk when it comes to cyber security. If starting your own business, these pointers could be useful.



IF YOU’RE A MODERN, PROGRESSIVE COMPANY, IT’S highly likely you’ve got some sort of flexible remote working policy. Unfortunately, with this greater freedom comes greater risk, and remote workers are often the brittle link in a business’s security chain. Employees in general, according to beleaguered IT professionals, are lackadaisical about security software, lackluster about the Wi-Fi they use, and apathetic about their physical security too; writing their passwords on Post It notes and sticking them blatantly on their laptops.



And cyber security is not something to be ignored.



“Cyber-attacks are increasing exponentially,” explains Lukas van der Merwe, a specialist sales executive for security at T-Systems South Africa. Working globally, T-Systems picked up a peak of four million cyber-attacks in 2017. In 2019, this number was a breath-taking 53 million. Every IT security expert interviewed for this article viewed a cyber breach as a matter of when, not if, for most companies.



Remote work is also on the rise. Says Johnny Kromer, a technology executive at Nashua Communications: “We have definitely seen an increase in remote workers, almost all customer solutions today have to be installed with a different percent of mobile access.”



So, how do remote workers open you up to ransomware, phishing, hacking and general cyber security lawlessness?



There are two broad divisions to be made here: digital and physical.



DIGITAL



Remote workers make you vulnerable simply by taking their devices out of the safe online space your IT department has set up in the office, and recklessly using the free Wi-Fi available at most coffee shops. Nothing that’s free is really free, as they say, and the cost of using free Wi-Fi to access your email, client information and more means you open the fence and share your online picnic blanket with a bunch of randoms who might have their eyes on your data. Since public Wi-Fi is unencrypted, it’s easy for hackers to target the individuals using it.



Remote workers are also at a risk of falling for email phishing scams, as generally most of their communication is done via email with their company.



Van der Merwe has helped clients recover from cleverly crafted phishing mails that made it all the way to the CFO for sign-offs on large amounts of money, authentically copying documents and even signatures from the inboxes they had access to. One client lost R1 million ($69,000) to such a scam.



There are some simple things that companies and individuals can do to reduce hacking risks – a) setting up a VPN, or virtual private network, which allows workers to safely access the internet from any Wi-Fi connection; b) Ensuring workers have adequate anti-virus software. This is a bit of a pain point as many remote workers use their own devices and are reluctant to give their companies access to their computers, but this should be a non-negotiable requirement. c) Password documents that list every login are a huge no-no – with most corporates not realizing that these documents are available to anyone on the internet (if saved incorrectly on the Cloud). It is recommended you rather use an online password program that is encrypted; d) 2-factor authentication for logins is one of the easiest ways to secure access, and you can set it for most online programs through their security settings (including social media like Facebook); e) Set up BYOD (bring your own device) policies with strict rules around security measures and the ability to remotely wipe a device, whether a phone or laptop.



PHYSICAL



The other risk is taken far less seriously, with most companies focusing on their digital perimeter rather than any physical one. Some physical risks include:



a) Open laptops when heading to the loo: best practice is to enable auto-locking after a certain period of inactivity; b) Over-the-shoulder hacks: don’t, for example, work on vulnerable files in a public space like the Gautrain (rail service in Johannesburg) where people can peer over your shoulder;



c) Eavesdropping: ever said your ID number or password out loud in a coffee shop? Yeah, don’t do that; d) Unshredded documents: you could have your identity stolen through unshredded documents – this is a real risk; e) Passwords physically written down: the Post It note password on your laptop is a terrible idea.



BEHAVIOR CHANGES



“Train staff, then train them some more! Most companies could do more security training and still be unprepared,” says Jon Tullett, a senior research manager for IT services sub-Saharan Africa, at IDC South Africa. “An employee who sees security as an impediment is on the side of the attacker, since they’re likely to circumvent safeguards in the name of productivity.” Businesses need to make security a priority with clear policies in place, and regular training of staff. Overall, internet security is something companies should take far more seriously. Every expert interviewed was horrified at the belligerent indifference most businesses take to their vulnerabilities, and everyone viewed breaches and security scares as a certainty in the next few years. South Africa has already had its taste of this,



with government departments, newspapers and ISPs (internet service providers) alike all coming under fire in 2019 alone. As Van der Merwe says, “Most people trade off convenience for security.” But be one of those people at your own risk.



<h4 class="has-text-align-center wp-block-heading">IF THE WORST HAPPENS… BUSINESS (CYBER) INSURANCE</h4>



Vera Nagtegaal, executive head of Hippo.co.za, says that your insurance should look at the following aspects:



REPLACEMENT COST: Insure your tech items for the value of replacement and not necessarily what you paid for it.



WHAT’S INCLUDED IN COVER: Should you insure your laptop, enquire whether there will be cover provided for software as well, as this can be quite costly, and find out what kind of damage is covered.



CLAIMS TURN-AROUND TIME: Some providers can authorize and/or pay out a claim within two to 24 hours, others take a few days and some could take even longer.



REPLACEMENT PROVIDERS: Enquire about the service providers they use to replace your cell phone and research reviews to ensure they are reputable and have good warranties on new devices.



-by Samantha Steele

Afro american young man typing on laptop

REMOTE WORKING: PROGRESS AND PERILS

Google released its seventh consecutive diversity report on Thursday, revealing modest gains in representation for women and people of color, and a disproportionately white, Asian and male workforce.



The percentage of black hires in the U.S. grew from 4.8% in 2018 to 5.5% in 2019, a .7% increase. The percentage of black hires in technical roles also grew by .7%, the largest increase in the share of black technical hires since Google first started publishing diversity data. Latinx employees, on the other hand, saw a dip in hiring, dropping from 6.8% in 2018 to 6.6% in 2019. The percentage of Latinx employees in technical roles increased by a mere .2%.



Female employees didn’t fare much better, dropping from 33.2% of global hires in 2018 to 32.5% in 2019. Over that same time period, the percentage of women hired for technical positions remained at about 25.6%—a far cry from gender parity. But hiring only shows one side of the coin, which is why Google began to include attrition rates in 2018.



As in previous years, women continued to have a lower than average attrition rate in 2019, while Latinx attrition in the U.S. dipped below the Google average. Attrition was highest for Native Americans and increased significantly for black women.



Overall, Google’s workforce representation—defined as hiring minus attrition—saw a slight uptick for most underrepresented groups. Black and Latinx employees represented 9.6% of the U.S. workforce in 2019, up from 9% in 2018, and women represented 32% of Google’s global workforce, up from 31.6%.



The representation of women and Latinx employees in leadership roles also grew, increasing by .6% and .4% respectively. The percentage of black employees in leadership positions didn’t change year-over-year and dropped by .2% for Native American employees.



Although the needle has barely budged for women and people of color in tech over the last year, Google has made it a point to invest in diversity programs. Through its philanthropic arm,&nbsp;Google.org, the company committed $10 million to support low-income students and students of color in Bay Area STEM classrooms in 2019.



Internally, the company has launched smaller initiatives, such as running all job postings through a bias removal tool, which it says has led to an 11% increase in applications from women. And in an effort to retain diverse talent, Google expanded its retention case management program for underrepresented employees who are considering leaving the company.



Looking at its most recent diversity figures, however, Google concedes that there is considerable room for improvement. “The Native American population is one of those areas where we remain flat and so we will continue to invest more focus in 2020 to make sure that we&#8217;re targeting this population as well,” says Melonie Parker, Google’s chief diversity officer.



While she wouldn’t specify what that investment would entail, Parker says that the company is moving forward on its 2020 diversity goals and will continue to focus on representation and creating an inclusive culture companywide. She also notes that&nbsp;even the smallest percentage gains represent&nbsp;thousands of jobs for underrepresented groups.&nbsp;



One area where Google has seen significant progress is in its internship program: Globally, 40% of interns in technical roles were women in 2019 and 24% of U.S. interns were black and Latinx.



&#8211;<a href="https://www.forbes.com/sites/ruthumoh/">Ruth Umoh</a>, Forbes Staff, <a href="https://www.forbes.com/diversity-inclusion">Diversity &amp; Inclusion</a>

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Google Diversity Report Shows Little Progress For Women And People Of Color

Faced with one of the biggest shifts in our work lives, how can we mindfully maintain productivity in our new work environment?



For many, working from the comfort of your own home is a dream come true. You imagine the magnificence of extended sleeping hours and the freedom to incorporate self-care activities into any time of the day. Sounds amazing, right? It is, until it’s time to sit in front of your PC and actually work.



The downside of having a few extra hours to spare (especially the hours we normally use to get to office and back), is that we may succumb to the temptation of comfort – the comfort to binge-watch your favorite show or even upgrade your cooking skills; absolutely anything that has no connection to your ‘real job’.&nbsp; The challenge is to transition your mentality into work mode which may require more effort than anticipated. Perhaps it’s a lot harder to have discipline when nobody’s physically there to remind you of your perennial to-do list.



So, how do you ensure that you remain focused on the task at hand while working remotely? Here are some tips to help kick-start and maintain your productivity in your new work environment:



First things first, establish a morning routine: Set your alarm and get up and pretend as if you’re actually going to the office. Take a shower, it helps increase your blood flow and leaves you feeling energized. Don’t get back into your sleepwear. If you’re still feeling sluggish, try a quick workout or meditation routine to wake up your brain. Drink lots of water, it also helps.



Location is everything: Find a comfortable spot in your home that you can dedicate to your work. Your space should cater to your needs and allow for you to do your work without infringing on other areas of your home, especially if you live with other people. Try and pick an area that has a good source of light – whether natural or artificial. According to Lux Review, good lighting not only allows for pleasant working conditions but also plays a significant role in your health and wellbeing.



Clean space, clear mind: Once you have found your spot, it is important to remove all clutter that reminds you of home chores or entertainment not in line with your tasks. It’s a lot easier to work productively in a well-organized environment as the opportunity for distraction is decreased. A clean space also comes with psychological benefits such as less stress and anxiety which is good for your overall happiness. Who wants to be stressed more when there’s already so much going on in the world?



Get those sticky notes out: Plan for your day ahead of time. The environment may have changed but the expectations are still the same! Put each goal you have for the day on paper. This will allow you to keep track of your workload so you don’t get overwhelmed. Having a schedule allows you to maintain your professionalism. For creatives, this will help so you don’t get carried away with one task.



Phone a friend: Being an employee in the time of Covid-19 means the social benefits of working in an office have been temporarily stripped away. So, it is important to check in with your colleagues and friends, just so you stay sane and feel less isolated. It also assists in keeping you cheerful and motivated to do your work. Be careful to not overdo it as that might distract you.



Take a break: As you would take a lunch break at work, do so at home too. Take a walk around the house, get some fresh air or spend a bit of time with the people you live with. You can also apply the Pomodoro Technique; a cyclical system in which tasks are separated into 25-minute segments, divided by five-minute breaks (with a longer one around midday). This way, you will feel less guilty about wanting a second away from your computer screen.



Don’t forget to log off: Having a structured and productive work day also means knowing when to stop. You should definitely set boundaries for yourself so you don’t interfere with your work-life balance. Log off, refresh and restart tomorrow!

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How To Stay Productive Working From Home

One day before the World Health Organization declared COVID-19 a pandemic, Google parent company Alphabet asked all of its North American employees to work from home. The tech titan may have been among the first to issue such a sweeping edict, but it’s far from the only one implementing policies to safeguard employees. According to a survey by global advisory firm Willis Towers Watson, as of mid-February, 46% of employers had started encouraging staff to work remotely, while 55% were holding virtual meetings in an effort to reduce the need for business travel.&nbsp;



Of the 158 U.S. companies surveyed, 38% reported that their human resources departments had been reviewing or revising their procedures to better protect their workforces. For those still in the process of doing so, here are eight ways that employers can protect their employees from the coronavirus.&nbsp;



1. Disinfect the workplace



“The number one thing is keeping people safe when they’re at their worksite, and that really has to be priority No. 1,” says Jeff Levin-Scherz, co-leader of Willis Towers Watson’s North American Health Management Practice. In addition to making hand sanitizer and handwashing facilities readily available, which 44% of businesses have done, organizations should also increase the frequency at which they clean common areas and surfaces. At the time the survey was conducted, 25% of companies said they were disinfecting worksites.



2. Ask sick employees to stay home



Managers should encourage employees who are sick or may have been exposed to the virus to work from home, the latter for a period of 14 days. But Levin-Scherz cautions against making any judgements based on race or ethnicity, as doing so can create social stigma.



3. Encourage employees to work remotely and have virtual meetings



“As this virus is transmitted in more communities, social distancing is important,” Levin-Scherz says. “If you could achieve a business goal by having a telephone call or having a video conference to be face-to-face, that’s a way to decrease transmission and decrease risk.” Some 46% of organizations are offering telecommuting options, and 55% are encouraging employees to have virtual meetings. If in-person meetings are necessary, establish a no-handshake policy. 



4. Communicate contingency plans to employees



“Epidemic preparedness should be part of the business continuity plan and the plan should be periodically reviewed,” Levin-Scherz says. Thankfully, 71% of employers have an emergency response plan in place. But it’s not enough to just develop a plan—leaders must be able to effectively communicate it, too. “Companies should have good ways to communicate with all their workers, whether they&#8217;re on site or remote,” he says. “Be sure to let them know of potential exposures and any changes in company policies.”&nbsp;



5. Prepare for worksite closures



If a worksite needs to be temporarily closed, take care to ensure employees understand corporate policies surrounding pay and benefits. Doing so can make all the difference for workers concerned about their job and financial security, and according to Willis Towers Watson’s survey, just 28% of employers have taken this step.&nbsp;



6. Revise corporate travel policies



Many employers have encouraged employees to suspend non essential business travel, with 63% of organizations have canceled corporate trips to high-risk countries. When revising such policies, Levin-Scherz suggests referring to the advisories on the&nbsp;<a href="https://wwwnc.cdc.gov/travel" target="_blank" rel="noreferrer noopener">Centers for Disease Control and Prevention</a>&nbsp;and&nbsp;<a href="https://travel.state.gov/content/travel/en/traveladvisories/traveladvisories.html/" target="_blank" rel="noreferrer noopener">State Department</a>&nbsp;websites.&nbsp;



7. Evaluate plans to host conferences



From South by Southwest to Google I/O, conferences around the world are being&nbsp;<a href="https://www.forbes.com/sites/cartercoudriet/2020/03/10/covid-19-coronavirus-cancellation-tracker/#6fe328dc67ba">rescheduled</a>&nbsp;or canceled, with 47% of respondents reporting having canceled events of their own. Stay in touch with local health departments and have a backup plan in place. If the show does go on as scheduled, provide attendees with hand sanitizer and hand washing facilities, and implement a no-handshake policy.&nbsp;



8. Train supervisors



Above all, ensure supervisors are equipped with the resources they need to not only answer employees’ questions, but escalate concerns up the chain of command. A plan for quickly reporting any potential coronavirus exposures to the local health department, for example, is critical to have in place. To find your local health department, search for “local health department,” followed by the postal code, city or county name.



&#8211;<a href="https://www.forbes.com/sites/samanthatodd/">Samantha Todd</a>, Forbes Staff, <a href="https://www.forbes.com/leadership-strategy">Leadership Strategy</a>

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8 Steps Employers Can Take To Protect Workers From The Coronavirus

As coronavirus cases have surged, so have the number of companies asking their employees to work from home, with&nbsp;<a href="https://www.willistowerswatson.com/en-US/News/2020/03/north-american-companies-take-steps-to-protect-employees-from-coronavirus-epidemic" target="_blank" rel="noreferrer noopener">46% of American businesses</a>&nbsp;having implemented remote-work policies as of mid-February. While telecommuting has become more mainstream in recent years—the remote workforce grew 159% between 2005 and 2017—when just&nbsp;<a href="https://www.flexjobs.com/blog/post/flexjobs-gwa-report-remote-growth/" target="_blank" rel="noreferrer noopener">3.4% of Americans work from home</a>&nbsp;at least half of the time, it’s not unreasonable to think that many of the employees who have been asked to work from home due to the coronavirus may have little to no experience doing so, or at least not for an extended period of time.



Whether you’re a first-time telecommuter struggling to be as productive from your couch as you are from your cube, or a manager looking for ways to keep your newly remote team engaged, here’s everything you need to know about working from home during the coronavirus pandemic. We’ll be adding to this guide as the situation develops, so check back for updates.



<h3 class="wp-block-heading">How To Work From Home</h3>



As the coronavirus has continued to spread, some of the world’s biggest businesses have asked employees to work from home. But if you’re working remotely for an extended period of time, how can you ensure that you’re just as productive from your couch as you are from your cube? <a href="https://www.forbes.com/sites/darrenmenabney/2020/03/06/what-you-need-to-know-to-start-working-from-home/">These six tips</a> may be key to your success.



Many organizations have encouraged their workers to curb, if not cancel, business trips. If yours hasn’t, you may be wondering whether your boss can <a href="https://www.forbes.com/sites/tomspiggle/2020/03/06/can-employees-refuse-to-travel-out-of-fear-of-contracting-the-coronavirus-what-you-need-to-know/#4fc6f4a61eef">make you travel during an outbreak</a>. The short answer: Maybe. 



If you can’t telecommute and have to miss work due to being quarantined, can you lose your job?&nbsp;<a href="https://www.forbes.com/sites/tomspiggle/2020/02/26/the-coronavirus-keeping-your-job-if-you-get-quarantined/">Here’s what you need to know</a>&nbsp;about your rights.



March is typically a strong hiring month, but as COVID-19 continues to spread, the job market may experience a slowdown. Whatever you do, don’t abandon your search—<a href="https://www.forbes.com/sites/kourtneywhitehead/2020/03/01/3-things-you-need-to-know-about-a-march-job-search/">heed this advice</a> to achieve the best possible outcome.



If you’re a member of the class of 2020, with just weeks to go until graduation, chances are you’ve got more than a few questions about how, if at all, the coronavirus may affect your job hunt.&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2020/03/10/how-recent-college-graduates-can-successfully-interview-in-a-covid-19-world/">Here’s what you need to know</a>.&nbsp;



Hiring may slow down, but it’s not likely to come to a grinding halt. There will always be a demand for top talent, even in a down market, and if you’re responsive to potential employers, open to alternative arrangements and&nbsp;<a href="https://www.forbes.com/sites/carolinecenizalevine/2020/03/08/how-to-keep-your-job-search-going-when-hiring-slows-down/">follow these steps</a>, you’ll be better equipped to keep your search alive.



<h3 class="wp-block-heading">How To Manage A Remote Team</h3>



As COVID-19 forces employers to embrace remote work, leaders have found themselves faced with a unique challenge: engaging employees from afar.&nbsp;<a href="https://www.forbes.com/sites/williamarruda/2020/03/02/what-managers-need-to-know-as-coronavirus-expands-our-remote-workforce/">Here’s how to get started</a>.



Despite the widespread adoption of telecommuting, remote-work advocates aren’t necessarily celebrating. Going remote may seem simple, but without the proper processes in place, <a href="https://www.forbes.com/sites/laurelfarrer/2020/03/05/ironically-remote-work-advocates-warn-companies-about-covid-19-work-from-home-strategies/">experts warn that such arrangements can have serious consequences</a> for companies.



In times of uncertainty, people look to their leaders for answers. But you don’t have to know everything about COVID-19 to effectively address your team’s concerns—what you do need is a&nbsp;<a href="https://www.forbes.com/sites/chloedemrovsky/2020/03/03/why-the-business-impact-of-the-coronavirus-will-linger-and-what-to-do-about-it/">crisis communications plan</a>.



Leaders would also do well to stick to the facts and avoid any absolutes, exaggerations or otherwise emotive language. In other words, don’t say <a href="https://www.forbes.com/sites/markmurphy/2020/03/08/ten-words-leaders-should-avoid-when-discussing-coronavirus-with-their-employees/">these 10 things</a>.



The bottom line: Keep calm. Panic is contagious, but so is courage, and by following<a href="https://www.forbes.com/sites/margiewarrell/2020/03/08/leading-through-coronavirus-how-those-in-charge-can-navigate-the-uncertainty-with-calm--courage/"> these six steps</a>, you’ll be better equipped to lead through tumultuous times.



&#8211; <a href="https://www.forbes.com/sites/vickyvalet/">Vicky Valet</a>, Forbes Staff, <a href="https://www.forbes.com/careers">Careers</a>

Nothing was Achieved  by Being Idle

Working From Home During The Coronavirus Pandemic: What You Need To Know

With unemployment at a low 3.6%, American workers have been enjoying a candidate-friendly market, and many have used it to their advantage. According to a recent&nbsp;<a href="https://www.roberthalf.com/blog/compensation-and-benefits/salary-negotiation-0" target="_blank" rel="noreferrer noopener">survey</a>&nbsp;by recruiting firm Robert Half, 54% of job seekers negotiated for a higher payout before accepting their most recent position. Of those who didn’t ask for more, nearly one fifth said it was because they felt uncomfortable doing so.



“Anyone who has the experience is in demand,” says Paul McDonald, senior executive director at Robert Half. “Everybody should feel comfortable negotiating compensation today.”



Negotiating can be intimidating, but with a little preparation, job seekers can be better equipped to walk away with what they’re worth. Here are three keys to a successful salary negotiation, plus what to do if the hiring manager doesn’t budge.&nbsp;



1. Do Your Research



While hiring managers often discuss pay with candidates early on in the hiring process, with 35% of respondents reporting that the subject of salary came up in their first in-person interviews, McDonald advises against negotiating before an offer has been made. If salary range does come up, use that as the starting point to research industry averages for the role at hand, using online resources like&nbsp;<a href="https://www.glassdoor.com/Salaries/know-your-worth.htm" target="_blank" rel="noreferrer noopener">Glassdoor’s salary tools</a>&nbsp;and&nbsp;<a href="https://www.payscale.com/salary-calculator" target="_blank" rel="noreferrer noopener">Payscale’s salary calculator</a>&nbsp;as your guide. Another form of compensation that’s worth considering is benefits. A flexible work arrangement or student loan reimbursement, for example, may not pad your paycheck, but they are perks that could boost your bank account. Whatever you do, don’t overshoot—that could be a turnoff. Flexibility and knowing your market worth is key, he says.&nbsp;



2. Establish Your Must-Haves And Your Nice-To-Haves



Before you go into a salary negotiation, determine what you need and what you can do without. “If you’re interviewing for a new role, or if you’re going to your current employer for the annual salary review, know what your priorities are,” McDonald says. “Take the emotion out of it and be really in tune with what’s important to you.” Not being able to articulate what matters most can cost you a few extra thousand dollars, or even the position itself. 



3. Practice Makes Perfect



There’s no better way to calm prenegotiation nerves than to practice. McDonald recommends role-playing with trusted colleagues, mentors or recruiters so that you can get feedback from those who have been on different sides of the table. As you craft your pitch, remember to make liberal use of the words “we” and “us.” “It’s always good to try and join the parties when you’re negotiating,” McDonald says. Something as simple as “There are a few things that I’d like us to discuss” can demonstrate to the hiring manager that you’re a team player. For instance:  



“I’m so thrilled that you’ve extended an offer and I’m really enthusiastic about the role! I know I’d be the right fit for the [co. name] team and based on what we’ve discussed during the interview process, my background and experience align really well with the expectations of the job. I’m hoping we can discuss the offer you presented because based on my research, the salaries in our area for [job title] are typically around [number]. I’m confident you’ll be pleased with what I’ll bring to the role and organization and I’m looking forward to contributing.”&nbsp;



Next Steps



It is unlikely that your negotiation will end with you receiving an immediate “yes,” so leave by offering to continue the conversation. If the hiring manager doesn’t follow up regarding your request or just won’t budge, ask yourself if you can still afford to take the opportunity. If the answer is no, tell the company right away. “Don’t ghost the opportunity,” McDonald says. “Regardless of how it all turns out, always be professional, always be courteous, always be objective.”



&#8211;<a href="https://www.forbes.com/sites/samanthatodd/">Samantha Todd</a>, Forbes Staff, <a href="https://www.forbes.com/leadership-strategy">Leadership Strategy</a>

Business handshake in glass reflection in office

How To Successfully Negotiate Your Salary

Do you thrive on the buzz at work, or do you grimace at the mere thought of phones ringing or colleagues shouting at each other across the office floor?
According to Cape Town-based Dr Annemarie Lombard, CEO of Sensory Intelligence Consulting, our sensory thresholds play a crucial role in our perception of the world.
Understanding whether you have a high or low threshold for different senses can have a considerable impact on both your personal and working life.
“Sensory intelligence has a major role to play because the world is so technology orientated, overloaded and disengaged,” she says.
Lombard explains the brain has three levels that work in conjunction with one another. The top level is the cortex of the brain and the IQ center, where thinking, learning and reasoning take place. The middle section is the stronghold of Emotional Intelligence (EQ). The lower brain level, often referred to as the primitive brain, is the sensory intelligence area of the brain and the gateway for all information. This information is filtered and creates triggers for the two top parts.
“Sensory intelligence is the understanding and insight on how your lower brain triggers actions and responses in order for people to make adaptations and better choices. If we can understand and control the brain at this level, we can use the senses to influence cortical thinking and working of the higher brain structures,” says Lombard.
With a PhD in Health Sciences and 24 years of national and international clinical experience as an occupational therapist, Lombard says sensory intelligence thresholds have a direct impact on our behaviors, habits, relationships and choices.
“A low threshold to a sense means the body recognizes it quickly, over-responds and tends to go into over stimulation, while a high threshold means the body takes longer to create the firing pattern, under-responds and is often under-stimulated,” she says.
While typically each individual will have a different threshold for each sense, Lombard says that more often groupings occur, with people often having low thresholds across various senses resulting in a generalized low threshold sensory profile and vice-versa.
“While we see fluctuations across various systems, low threshold people typically will be fussy eaters, dislike certain tastes and textures. They will go to the same restaurant and may have particular daily rituals. They can be change aversive, hate surprises and prefer to mingle in small groups. They can be seen as fussy and controlling, but are in fact continuously working hard to ‘protect’ themselves from over stimulation. They have a tendency to say no as they need to think and process more,” says Lombard.
On the flip side, high threshold people love going to a new restaurants, drive change and surprises. They are often sociable and enjoy being in a large group, are often daring and say yes very quickly.
Lombard says sensory thresholds drive the brain to naturally avoid what feels wrong and seeks out what feels right. She adds that companies taking sensory processing into consideration when planning an office environment can boost productivity and cohesion.
For example, a person with a low threshold for sound will do better in a quiet corner of the office, with the phone volume turned down, whereas a person with a high threshold for sound will do well in the busiest part of the office.
“Our sensory behaviors drive a huge amount of our working habits. It is critical to understand and manage engagement and collaboration in open plan office environments. People get irritable, distracted and fight because they don’t understand the underlying triggers, which 80 percent of the time have a sensory root,” says Lombard.
Understanding your thresholds also allows you to put strategies in place to reduce distractions in order to improve concentration and focus, and reduce stress.
“Know what to avoid, anticipate what you cannot change and plan accordingly. You can also self-regulate by using high threshold drivers which help to reduce sensory overload,” says Lombard, who has trademarked her company name.
Many occupational therapists work with sensory processing as a therapy, particularly with children. But Lombard says her focus has been to see how sensory intelligence can be of use to every person and to the business environment.
And according to Queen Ramotsehoa, Founder of the Tsheto Leadership and Coaching Academy in Johannesburg, understanding her sensory profile created a new path to self-awareness.
“I find the layers available for leaders in terms of knowing themselves and their team members go deeper than a lot of people recognize. One of the characteristics of both leaders and employees alike is the intake of stimuli through their senses. I know a lot of people battle in open plan offices, including the arrangement and even color of the furniture,” says Ramotsehoa.
Having had her profile done in 2012, she says: “I learned a cluttered and noisy environment makes me miserable. I realised self-awareness immediately empowered me to manage myself, especially when under pressure, firstly by understanding where the irritation comes from and what to do to ensure I don’t end up snapping and upsetting people around me. For maximum performance, leaders need to take sensory profiles into account when they create space for themselves and for others.”

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How To Manage Your Sensory Threshold

If a new survey is to be believed, more educated young women are leaving the workplace on account of male-dominated environments that do not cater to their needs.
According to the survey conducted by Harvard Business School, personal choices are not alone responsible for a woman’s perpetual struggle to strike a work-life balance. The study showed that women who chose to leave the workplace after having children did so because they felt they had little chance of advancing in their careers.
The US Bureau of Labor Statistics indicated that the number of women aged 20 and older not in the labour pool has soared from 40 million in 2000 to nearly 49 million in 2013. The participation of women in the workplace has dropped from a high of 60.7% in 1999 to 58.8% in 2013.
Speaking at the first Annual Women in Justice Conference in Johannesburg, Tanya Woker, a professor of law at the University of KwaZulu-Natal, said that a current worldwide trend is that there is not enough support given to women in the working world.
“Highly intelligent and well-trained women between the ages of 30 and 40 are starting to give up,” says Woker.
She explained that most career trajectories are based on male models, where there is a lack of support and understanding of the issues that women face. Due to this, the system does not retain young talented women.
“A lot of money and time spent on training young women for the workplace is being wasted. We’re losing a lot of talented women because we’re not addressing these challenges,” says Woker.
“A key to understanding this is not formal education, but speaking to men in our environment and explaining the situation to them. Women don’t tell them about the challenges we’re facing, we just assume that they know.”
However, Woker believes that the female mind-set needs to change first.
“Often, we are the lone voice in the boardroom among men so it’s easier to buy into a man’s mind-set and assume that they will do a better job. But we need to change this mind-set and adapt it so we can bring in a woman’s values.
“We have to change ourselves, the world out there is not just going to evolve and change. It is up to us to make those changes and explain why we want those changes. Don’t sit back and expect men to lead.”
Another issue is that women in senior roles are often isolated and given no opportunities to have values and norms validated through interaction with other women. This needs to change.
“If we want change, we have to educate men and point out that there’s an alternative way of doing things,” says Woker.
Yet another challenge is that in the workplace, women tend to gravitate towards administrative and social responsibility duties whilst men focus on advancing their careers.
“When extra duties crop up in the office that makes the workplace more collegial such as pro bono work, training interns or planning social functions, women tend to organize these things while men are very good at doing things that matter for their career,” she explains.
Woker advises that women should focus less on social responsibilities because it is often overlooked when companies promote employees to higher positions.
She therefore proposes that in order to change the workplace, women should establish networks and support systems where they can share their experiences as well as learn and inspire each other.
“You need to source out the people in your life who can further your career, whether it be a man or a woman. Your career doesn’t just happen, know what your goals are and plan for them.
“It’s not easy, it’s going to be hard and you’re going to knock heads with some people but at least you’re getting ahead.”

Tag: Workplace

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