French Insider Podcast Ep. 7
French Insider Podcast Episode 7: What Businesses Need to Know about the U.S. and Canadian Workforces: HR, Return to Office and Cultural Differences
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Listen to the original podcast released September 30, 2021 here: https://www.sheppard.com/multimedia-339
As the North American labor market experiences new challenges, shifts, and changes, HR professionals and recruiters are looking to stay informed on how to differentiate themselves in the market. Alongside these shifts, differences between French and North American markets bring unique perspectives and differences in workplaces. In this episode, we dive into the realities of the North American workforce from an HR perspective in 2021.
Guests:
Joining the podcast is Wendy Alderdice, Chief Human Resources Officer at Socomec Group. With over 25 years of business experience aligning HR strategy, Wendy has expertise in all aspects of Human Resource Management within a global context, including development and implementation of HR strategy, organizational development, change management, strategic communications, and more.
Transcript:
Valerie Demont:
I am delighted today to have a guest on our show Wendy Alderdice, chief human resources officer North America for the Socomec Group. Wendy is based in Toronto, Canada. Wendy, welcome to our podcast.
Wendy Alderdice:
Thank you very much, Valerie.
Valerie Demont:
We are really happy to have you with us today to talk a little bit about your experience as chief human resources officer, North America, your perspective on the labor market as well and all of the pitfalls and challenges that face companies from France coming to the North American market. But first, tell us a little bit about you, your personal history, your background and about the Socomec Group.
Wendy Alderdice:
Certainly, it's my pleasure to speak with you today from Toronto, Ontario, Canada. In terms of my background, I have 25 years plus experience in human resources' management. I've spent my career in North America, primarily focused on businesses in Canada, while also working with businesses in the USA. I've also worked with companies throughout my career with operations in France, in the UK, Luxembourg, Switzerland, Australia and even in Asia. So I've been fortunate to have held several senior management positions in several organizations, including Deloitte. And I also have a lengthy history in HR consulting, working in a broad array of industries to help businesses optimize their HR programs, to increase revenue while of course avoiding costly HR issues. So as you mentioned, Valerie, my current role is chief human resources officer in North America, for the Socomec Group, where I'm responsible for strategic HR management in North America.
Wendy Alderdice:
So let's talk a little bit about Socomec. I’m pleased to tell you a little bit about our company. Socomec is in the energy business. We are a global electrical equipment design and manufacturing company. Socomec is headquartered in France and it's almost 100 years old. Next year, 2022, will be our 100th birthday. So we have subsidiaries globally operating in Europe, Middle East and Africa, Asia and of course North America. In North America, we have four subsidiaries which are located in Toronto, Boston, Boulder Colorado and the Chicago area. And we also have a great group of sales and service professionals working in additional US cities and states. So, Socomec prides itself on innovative electrical products and solutions, including things like power switches, power monitoring equipment, power conversion products, power distribution units, electrical transformers, energy storage solutions, just to name a few. So we're a growing business globally and highly focused on growth within the North American market.
Valerie Demont:
Very interested to hear your views on the labor market in North America, between your prior experience, your global work, as well as the geographic coverage of the Socomec Group that you just described. In this particular context today, where so much is happening in the labor market, I'd love to hear your perspective on the market in general and what you're seeing.
Wendy Alderdice:
Yes, the North American labor market is experiencing some significant shifts, primarily due to the effects of COVID-19 and which undoubtedly present challenges for employers at this time and probably for some time to come. So this includes the predictions and actual instances of increased resignations, retirements and even downsizing of jobs due to personal choice. There are some talent shortages, which vary by industry by skill set and by position level. And this has in many cases increased the number of open positions and the length of time to hire new workers. However, the good news is that the North American market does provide a vast labor market, which is educated and skilled in many different ways.
Valerie Demont:
So what are some of the challenges in particular related to the North American labor market? I think you mentioned some of them in particular, the sort of labor shortage particularly for people with specialized skills, but if you could just drill in a little bit more on those.
Wendy Alderdice:
Yeah, certainly. You're right there are some scarce skills that present increasing challenges for businesses, including ours and many others to secure. And those might be in professional and technical skills areas. We know that in recent months, over the last 18 months or so, many North American workers have experienced stress and psychological impacts due to the global pandemic. And we are seeing some shortages as mentioned. There've been a number of reasons why. We've seen various income continuity programs provided by governments, both in Canada and in the US to help employees through the pandemic. And at certain points, those programs have presented what might be termed as a disincentive to join the labor force.
Wendy Alderdice:
Many workers have also increased family care needs for children who are learning remotely and other family responsibilities, as a result of the pandemic and have had to shift their work hours or request time off. So this has also impacted the labor market and has taken a percentage of people out of the labor market. Many companies, as you know, are continuing to have their workers work remotely or on a hybrid type of arrangement, where possible. And accordingly many candidates have become used to working from home and are seeking some form of remote work when applying for new jobs. Sometimes when recruiting I've had people ask me, "Well, is this job able to be done remotely?" Before they even ask about the compensation associated with the job. So you can see the priority that people are placing on remote work these days. Some employees have expressed concerns about returning to the office, health and safety related, so we have to be very mindful of that.
Wendy Alderdice:
We do continue to face uncertainty and some risks due to COVID-19 and the variants and as such many companies have decided to postpone the return to work on-site. So when searching for new hires, we're sometimes faced with candidates who are reluctant to leave their current role these days and the individuals who also are often entertaining multiple offers, so all of this points to the need to be very resourceful in recruiting.
Valerie Demont:
So let's talk about that a little bit more. With all these challenges with the labor market in North America, how do you attract talent, especially when you are a newcomer unknown to the market?
Wendy Alderdice:
Yes. Recruitment is a top priority for many businesses, even when we're not faced with a global pandemic. And we are continuing to recruit and expand our team of employees across North America. And I think especially when you think of newcomers coming to North America, businesses who are just starting to enter the North American market, talent acquisition can be challenging and even more challenging for those who are lesser known in the North American market.
Wendy Alderdice:
So I always say in recruitment, it's really, really important to start with a proper job posting. So take the time. I highly recommend creating a very, very detailed outline and job posting, not just a job description, but a job posting. So outline who the company is, even if it's not very well known. What's special about the company? What are the responsibilities of the role and what are the essential qualifications that you're looking for in terms of perhaps education, experience within a certain industry and a number of years of experience? All of this will help in pre-screening candidates. And we can often use filters on tools like Indeed and LinkedIn to filter through and do some of the pre-screening automatically. I recommend always including a link to the company website, if there is one, so that individuals can do some research and decide and prepare for any interviews. I think the bottom line is that words really matter when you go to acquire new talents. So be very specific in what the job is about, what the company is about and the type of individual that you're looking for.
Wendy Alderdice:
And when you think about different methods to attract talent, I recommend injecting some creativity, especially in this labor market. So here are a few ideas. Of course, we're all familiar with the use of social media. So I mentioned LinkedIn and Indeed, also the use of the corporate website. If you have a career section, it is very, very good to utilize that and to make it known internally. We utilize employee referral programs as well. That can be very effective as individuals will typically put forward people that they believe to be a great fit within your environment. Another idea, which we've used successfully, is to advertise through local universities or colleges. Some have apprenticeship programs and we've utilized that effectively. I recommend looking for leads, not just applicants. So as you continue to search for new talent, ask people, "Okay, if this isn't quite right for you, who do you know that might be interested?"
Wendy Alderdice:
Another method we use is using temp labor. So you can of course hire individuals on a temporary basis, perhaps for a six month contract and then try them out both ways, see if we're a fit for them and they're a fit for us. And then you can hire them permanently. I mentioned using some creativity in talent acquisition methods. One idea I heard recently is to sponsor a local sports team as a business. So some companies have actually held hiring events at such games, such sporting events, to recruit the parents of those players on the sports team. Of course, there's always the option of partnering with an external search firm, especially for unique jobs.
Valerie Demont:
I think these are all incredibly good pointers and particularly for a lot of our audience members, which are French companies, coming to the market and would qualify as newcomers who don't necessarily have the visibility, who don't necessarily have the networks and who need to make themselves visible, make themselves understood. And I think your point about making sure you describe very clearly who you are is very, very important to these companies, in order to be able to attract the quality talents that they need to grow their operations in North America.
Valerie Demont:
But that leads me to another thought related more to compensation. There is clearly a difference in base pay between let's say employees in France and employees, for sure, in the United States, maybe a little less so with Canada. And oftentimes we see challenges for French companies that come and try to attract talented individuals in the US, in Canada because they can't necessarily compete on the base of pay. So how do you differentiate your offer, especially when you're not the highest payer?
Wendy Alderdice:
I think a clearly defined employee value proposition is critical and a clear statement about your employer brand. Those can be very, very effective tools in clarifying who you are and differentiating you as an employer of choice. So how do you go about that? I think that it's important to consider what intangible benefits exist. So those things are beyond pay, beyond compensation. So how can you put your best foot forward and explain the really positive aspects of your corporate culture, how individuals have a high level of job satisfaction within your work environment, the flexibility that you offer, work-life balance programs, remote work, the mission and vision of your company, the core values and perhaps even the higher purpose that your company provides. I think advising applicants about what they can expect beyond the regular salary and benefits can be a really effective way of explaining the value proposition.
Wendy Alderdice:
So we tend to focus on the fact that we are very agile and we're very entrepreneurial and that really appeals to a great number of individuals. We also like to put forward information about our support for the environment and our support for our sustainability initiatives, as a key differentiator. So really whether it's formally articulated or not, I think every company actually has an employee value proposition. It's really everything that you say and you do to recruit and retain talent. So I think it's important to ensure that it aligns with what your target candidates are looking for. So, today let's remember that job seekers definitely have options. Today's labor market is described as a candidate's market. So let's help them identify with our company culture and help them see that they share the same vision.
Wendy Alderdice:
On a side note: one thing that is important to note is that here in North America, there's one thing that's a big deal to many employees and that is coffee. We really like our coffee, especially in Canada and in the US as well. One other thing that most employees in Canada and the USA appreciate is having coffee on-site. So we, North Americans, just love to drink coffee. We tend to view it as a way to inject energy into ourselves first thing in the morning and at certain periods throughout the day as well. So if you can't offer lots of coffee on-site, I'd say, place your business near a good coffee shop. We even tend to go through drive-throughs, especially here in Canada, in the Toronto area and we'll pick up a large coffee on the way to work. So this I think is a bit different from France in the way that we tend to buy our coffee in bulk here, especially in Canada.
Valerie Demont:
Well, count me in on the coffee plan. I'm all in. Absolutely. And if it wasn't clear to all of our listeners, how important it is to have a strong and good HR head to help you succeed in North America, I think you've already made that case very, very well. But I'd still like you to talk a little bit about the HR function and how important it is to the growth of a business in North America.
Wendy Alderdice:
Sure. Well, the HR function goes well beyond compensation and benefits today. I think the primary purpose of HR is to increase organizational effectiveness. I think an HR professional can and should be a strategic member of the management team offering knowledge of human capital, organizational development and even contributing to overall business strategy.
Wendy Alderdice:
So for smaller companies, or those who are new to the North American marketplace, here are some of the things that, here in North America, HR professionals will typically work on. So areas like wages and benefits analysis, health and safety. So we know that here in North America employers have an obligation to do everything reasonable to protect their workers. And an HR professional will help in that regard. Talent management, talent acquisition, compliance with employment legislation, so very, very important and enforced. So these statutes are at the state level, at the provincial level in Canada and certainly at the federal level as well.
Wendy Alderdice:
A couple of other areas would be training and development initiatives, helping with new employee orientation. I always say we only have one chance to make a good first impression. So an HR professional can help with that. And of course with succession planning. Employee engagement is such an important topic today in the world of work. We know that a high level of employee engagement leads to increased business results, employee retention, stakeholder satisfaction, increased product activity and customer satisfaction. And certainly an HR professional can help with employee engagement.
Valerie Demont:
I think you made a very good point, which is that the North American market is a highly sophisticated, highly regulated market. And I think a lot of foreign companies, looking at the United States, have this perception that the US market is very flexible and that's just not correct. It is very, very complex. And as you said, it is enforced. So the points you made are extremely relevant and thank you for raising those.
Valerie Demont:
So now shifting gears to French entrepreneurs looking and listening to our podcasts and thinking, "Well, I got to go hire an HR head here for my operation." What do you think are the skills and attributes of a strong HR professional and what should they look for in hiring and partnering with an HR professional? Because obviously, there is a lot of HR support that you can also outsource, but fundamentally what should they be looking for?
Wendy Alderdice:
Yes, you're right. It's a complex world of work these days and it tends to get even more complex as legislation changes and just as our work practices tend to change as well. So I think one of the most important aspects in interviewing or considering hiring an HR professional is to look for somebody who demonstrates leadership, who demonstrates leadership on a consistent and sustained basis. And what do I mean by that? I think it's things like a consistent demonstration of integrity and trust. An individual who will instill trust. An individual who's comfortable and equipped to handle change. So, someone who has experience and training in change management methodologies, because we are continuing to face changes in our world of work.
Wendy Alderdice:
An HR professional should be able to manage conflict effectively. Hopefully, there's not too much conflict in a given workplace. Nonetheless, an HR professional needs to be comfortable having courageous conversations and managing conflict. The ability to listen and act upon feedback is also critical. And I think we want HR professionals who will accentuate the positive. Who will see the positive and have an optimistic outlook for the individuals and for the business as a whole. Focusing of course on collaboration and teamwork is also a really important aspect and competency in an HR professional. In addition to demonstrating leadership, it's really important that HR professionals know the business. And by that, I mean HR professionals should have an understanding of the products and services offered by the business, an understanding of the financials and even an understanding of the competitive landscape, who are the competitors of the business.
Wendy Alderdice:
Finally, I think it's really important for HR professionals to maintain their currency of knowledge. And by that, I mean continuing to educate themselves as the world of work changes, as legislation changes, never stop learning. Individuals like that tend to be very agile and that's another competency that I think really effective HR professionals will bring to the table. A final note is that if it's not possible to actually hire an HR professional onto the team, businesses can consider using the services of an HR consultant for help on special HR projects.
Valerie Demont:
So let's turn a little bit towards the management of that workforce, now that we've covered the recruiting part and the role of the HR function and you mentioned leadership a little bit ago. How important is it to set the tone at the top, and the company values in managing a North American workforce?
Wendy Alderdice:
Management truly does set the tone at the top. And that tone impacts everyone in the organization. We're really talking about leadership competencies and many high performing companies in North America invest in leadership training to enable success, not just at the top, but throughout the organization. I think leadership is a key competency for every role in every organization. But of course, what do we mean by leaders or setting the tone at the top? Well, we mean that we're looking to have people who are able to achieve strong results by inspiring and motivating others. That's what I think of as a leader, that competency is so very important.
Wendy Alderdice:
And what do we expect from leaders? Well, there are a number of things and the list could go on for quite some time, but here's a few thoughts, in order to set the tone appropriately at the top and to inspire others to achieve results. So first and foremost, in North America it's important, and certainly globally, to create a compelling vision for the team, for the business. So where do we want to be in five years and beyond? Building an engaged team, of course, is what will enable success. So we have to be able to train and coach people. As leaders, we must be approachable. We must show empathy as well. We have to understand and encourage others. We have to motivate them appropriately and individually. We have to implement that vision and follow through. Fostering innovation, especially in today's competitive landscape in North America is very, very important. Having an eye to innovate consistently and constantly. And of course achieving results.
Wendy Alderdice:
The final most important thing some would argue, is that a leader needs to be able to celebrate success, recognize success and celebrate it. Now unfortunately, because of COVID-19, some of our efforts at celebrating success have had to be curtailed, but nonetheless we have to find ways, unique ways, perhaps to celebrate success individually and as a team. Did you want to talk about company values as well or core values, Valerie?
Valerie Demont:
Yes, how important are they to the business?
Wendy Alderdice:
Sure. Well, I think spending time to articulate and communicate a company's core values can be very, very important. We've done that on a global scale, as well as within North America. Core values statement has many benefits. It tells people what's important. What enables success. Core values will set direction and expectations. They help individuals make decisions even on a daily basis and can be a very powerful source of motivation and engagement.
Wendy Alderdice:
So here's some examples of some of Socomec's core values within our statements. So we talk about, in our core values, things like responsibility, openness, commitment, respect, pursuit of excellence and customer-centric innovation. We really believe in these core values. They are part of who we are and govern our daily actions. We have them on t-shirts. We have them on banners hanging from the ceiling in some of our manufacturing plants.
Wendy Alderdice:
So I think all of these ideas, setting the appropriate tone at the top, managing with core values in mind can be very, very critical to success within North America.
Valerie Demont:
And what do you think about training? I think you mentioned training a little bit, but do American businesses typically invest heavily in the training of workers?
Wendy Alderdice:
Yes. Sometimes training budgets do unfortunately have to suffer a little bit of a haircut once in a while. Sometimes these are areas that businesses will look to contain costs. However, training typically is a sign of investment in the organization and in the people within the organization. So when you ask about training in the US, some studies have indicated that US companies allocate as much as 2 or 3% of their budget into training initiatives. And why is that? Well, training of course can help in personal and professional growth. It certainly helps in succession planning as people move into different roles or through different stages of their career. And there are many types of training.
Wendy Alderdice:
Of course, we think of things like on-the-job training as well as formalized training programs, which could be offered internally or externally. Many companies, probably it's evident overseas as well in many companies, but certainly the ones in North America I'm familiar with, typically will reimburse employees for training programs, which are relevant to their work or which will enhance their skills for promotional purposes, if they take courses outside of the work in the evenings. All of this drives performance. It drives productivity at all levels, even from the shop floor, all the way to the executive suite. Of course, training increases engagement and retention and it's really important at all career stages and very important to millennials.
Valerie Demont:
Yeah. I believe that in this environment with labor shortages training is really something that employees are going to value tremendously and it's certainly going to build strong loyalty. And in that context, I think you mentioned you're based in Toronto, Ontario, which is a very, very diverse multicultural place. I want to talk a little bit about cultural differences in the workplace and what are some of the cultural differences that exist when you compare French and North American workplaces?
Wendy Alderdice:
Yes, you're right. There are definitely some. Perhaps I should state up front that we have a very positive working relationship between our North American and French colleagues. Fortunately, there is a real interest and I would say a real desire to learn about each other's cultures and to show appreciation. There have been many views, I think, on cultural differences between French and North American workplaces. So let me mention just a few one that come to mind. In the US and Canada, we will often make a business decision in the hallway after a meeting or during a casual lunch or in the car after a meeting. However, it would seem, based on certain accounts at least, that many French businesses prefer to have a very detailed analysis and several meetings to come to a similar business decision. So there's a little bit of a difference there. But I think, at least in our culture, there's an appreciation and certainly respect for different styles of decision making.
Wendy Alderdice:
Also, communication preferences. It's been said that some French individuals will be rather, shall we say, to the point in their communication style. Whereas in North America, we will often, I think we might say, beat around the bush a little bit to make our points. For example, we might use something we refer to as the sandwich method or the Oreo cookie method in delivering constructive feedback rather than being very blunt. So we will and we even sometimes coach our managers to use the sandwich method. So by that, I mean give positive feedback, then give the negative feedback and end on a positive note, which can be very, very effective. And I'm not discounting that as a methodology, however it could be viewed as a different approach.
Wendy Alderdice:
One other thought is some observers have noted that the French business culture of course has been described as one of great loyalty and tradition. Whereas in the US, in some industries or some businesses, relationships are sometimes observed to be more transactional in nature and not quite as loyal. So those are a few thoughts on some cultural differences within the North American environment in comparison to the French.
Valerie Demont:
And that's a very interesting point. And if we could drill down a little bit in some of the more specific operational HR differences that you've noticed, for example, vacation and the likes, are there some things that you've noticed that could be of interest to our listeners?
Wendy Alderdice:
Yes. I think there are a few other things that come to mind in terms of cultural differences within the workplace. And these things tend to relate to HR practices. So you're right in terms of vacations, French workers will typically get a considerable amount of vacation days per year. In the US and in Canada workers typically receive a much lower amount of vacation in comparison. So I really do admire my French colleagues who actually take all of their vacation, whereas in North America sometimes we don't, which may not be the most healthy practice.
Wendy Alderdice:
Another area to note, of perhaps cultural differences related to HR, would be in compensation and wage rates. In the US and in Canada it's important to remind ourselves that in large cities, such as Toronto, Boston, New York, L.A., the cost of living is really very high. And French businesses, which desire to set up in such large urban centers will need to, of course, bear in mind the high operating costs and the upward pressure on wages due to the high cost of living.
Wendy Alderdice:
A couple of other things that I would suggest might be viewed as differences would be lunch breaks. So in the US and Canada many people, myself included, are seen gobbling down their lunch at their desks or grabbing just a quick sandwich and eating it on the way back to the office, rushing back to the office and not even taking lunch. Whereas, the French will often take a very well earned break and disconnect, often enjoying a very, very nice meal at a restaurant, perhaps even with a little bit of wine. We aren't sometimes quite as good to ourselves. So that's something that I think is different in day-to-day practice.
Wendy Alderdice:
Maybe just a couple of other thoughts on the hiring process where I see some differences. So when reviewing the resume of a French person, I will often see that their age is noted on the resume and often a photo. One individual told me that while in France, he was trained to always put his age on his resume. And by comparison, we just do not do that in Canada and in the USA. In fact, we have human rights legislation, which restricts us from asking about an individual's age. In terms of the interview process in Canada and in the USA, we are really quite restricted in the types of interview questions that we can ask. For example, we would never ask about family status. Do you have children? Are you married? Those sorts of questions. We've never asked about country of birth, citizenship status or anything health related, even in casual conversation. So we are much more careful, circumspect and guided by legislation in our practices related to recruitment.
Valerie Demont:
This is very interesting. So more specifically, what are some of the difficulties that have arisen in working with a French and North American workforce?
Wendy Alderdice:
Fortunately, we have not really had any difficulties per se. And why is that? Well, I think it's perhaps because our core values, which really as mentioned are centered on respect, are so common between our French and our North American workplaces. We have really very, very clear policies about respect in the workplace and a strong code of conduct and ethics, which we train everybody on and people really do support and adhere to it. So I think overall, there's always a need to be sensitive to other cultures, to seek to understand rather than to judge.
Wendy Alderdice:
And as you noted in Canada, we have two official languages and lots of diversity. So our two official languages in Canada are English and French. We're used to the French language, even if we don't speak it fluently or not very familiar with it. In fact, most of our products, like those you might see on a grocery stores' shelf, are labeled in both English and in French. So we're familiar with some aspects of French culture and because of course we have La Belle Province, Quebec, where many of us have visited throughout our lives.
Wendy Alderdice:
In Toronto, where I'm located, we have a very diverse population, very, very multicultural. And even in our Toronto workplace, we have lots of diversity. We have employees from over 27 different countries. Countries like China, India, Bangladesh, Sri Lanka, Romania, Egypt, Croatia and the Philippines. So we tend to be quite open-minded and interested in learning about different cultures. And as Canadians, we have often been described as peacekeepers. So we tend to have, I think, an open mind and see many aspects of communication styles and those sorts of things.
Wendy Alderdice:
I do think when perhaps there's any form of misunderstanding between a North American employee and a French employee, typically what I've seen is that we, in North America, will tend to give the benefit of the doubt to our French speaking colleague. We'll say, "Oh, perhaps something got lost in translation. Perhaps that just didn't translate very well into English." And that's what we encourage all of our team members to do, put ourselves in their shoes.
Wendy Alderdice:
Also, I think it's really great that our French colleagues will tend to use their sense of humor and say, "Oh, I said that because I'm French," and that typically will get a laugh. In any serious situation, related to misunderstandings or misalignment, I do think that some direct coaching can be beneficial, along with perhaps a 360 degree feedback program. I'm a really big fan of 360 degree feedback programs. Not just of course when there might be some friction, or a tension, or need for attention, but also as a really great way to grow as a professional.
Valerie Demont:
Yeah. I've always wondered where the pardon my French words come from each time one of my American colleagues curses in English. I need to get to the bottom of that one. It's so true. Anyway, can you give us a little piece of advice about what things companies should be doing to better manage their workforce?
Wendy Alderdice:
When you raise that question, I tend to think of two essential management tools. And one is a performance management program and the other is an employee policy manual. So what is an employee policy manual and what are the components of a performance management program? So let's start with performance management. So that consists of regular feedback, mentoring and coaching, which are absolutely critical to individual and organizational success. I think the emphasis must be on recognition and development, to achieve the overall business strategy and create a high performance team. That's what it's all about. A performance management program will help turn around any behavior that's the below expectations and of course provide proof of any issues and any actions if needed.
Wendy Alderdice:
Overall, I think, clear and effective communication is critical. So what do I mean by that? Well, I mean setting very clear goals. We're probably familiar with the acronym S.M.A.R.T for goals, that stands for specific, measurable, achievable, realistic and timely. So goals are really, really clear in terms of setting a growth plan and objectives for the year. Creating a very specific development plan that's tied to the individual, where possible, is also a great tool. And then of course providing specific performance feedback, not just annually, but on an ongoing basis, that's really the best thing to do, so that there's no surprises at the end of the year. I always say that performance feedback is really a gift and most people want to learn and grow and get better at what they do and really master their profession. So performance feedback is actually a motivator.
Wendy Alderdice:
Maybe we can talk just for a moment about employee policy manuals. An employee policy manual is really another essential management tool. It sets standards for employee conduct and provides guidance to managers, to supervisors and certainly to staff members. It supports compliance with employment legislation, things like hours of work for instance. Helps handle any issues. Eliminates confusion. Avoids escalation to higher levels of management. And I think an employee policy manual is really important when onboarding, when orienting employees. It can speed things up. It can set out very clear expectations. It helps shape the organization's culture. Minimizes the risk of litigation, if you're very, very clear on expectations. And overall adds consistency and fairness. So I think those would be two essential tools in helping to manage a North American workforce.
Valerie Demont:
I think the point you made here on litigation is really important, because when I talk to a lot of our French company clients the focus often is how easy it is in North America to fire people. And I always like to remind them that, yes it's certainly easier to fire people in America, but it's also easier and quicker to get sued in America. And the cost of litigation, certainly in the US, is astronomical as compared to the cost of labor litigation in France, where you have dedicated labor courts, the prud'hommes, which will handle these cases with experts in the field, very quick timelines and a financial result in the end, that is certainly much, much lower than any kind of litigation proceedings in the US. So performance reviews and a strong process around performance reviews, giving feedback on the job, being transparent, having communication in place, clear employee policy manuals. These are really, really important, Wendy. Thank you for bringing that up.
Valerie Demont:
Just a few words before we close on COVID-19 and what's going on there, what programs, practices you've implemented and any kind of advice you could offer employers currently navigating COVID-19, which looks like it's going to be here to stay with us for a little bit longer than we were all hoping for.
Wendy Alderdice:
Yes, it would seem that way and it does not appear to be going away anytime soon. So in terms of the programs and practices that we've put in place, as we know in March 2020, the world of work changed significantly and with very little notice. So at that time in Socomec, North America, we implemented what we call the Coronavirus Advisory Team composed of senior representatives from each of our four North Americans subsidiaries. We meet regularly every two weeks. Initially, it was every week. Now it's every two weeks. I chair the meetings and we have two common goals. So of course, keep employees and their families safe and maintain business operations. So we've adhered to all legislative requirements, for instance, health and safety legislation and have made amendments as the regulations have changed. And they changed a lot over those 18 months and probably will continue to change.
Wendy Alderdice:
So we've implemented policies and procedures like many companies, including physical distancing, face masks, enhanced sanitation and hygiene methods, remote work, quarantining procedures, contact tracing. And we just continue to assess the situation and make adjustments as required. It's been a really interesting forum in regrettable circumstances due to the pandemic, but a great forum for bringing our subsidiaries together on a very frequent basis and supporting each other through something which has been very, very difficult for everyone. So we're continuing to allow employees to work from home when needed and where it makes good business sense. And of course, our employees in our manufacturing plants have continued to work on-site and we're very, very grateful to them for that. So we'll continue to support our employees and our managers and stay connected and productive, even though we do have continued uncertainty in regards to the global pandemic.
Wendy Alderdice:
Employers really do face some challenges in that regard, but also some opportunities to reexamine how work is done and the physical layout of offices. So a few thoughts come to mind when you ask for advice in that regard, which are very, very important and take time to plan and to communicate. Sometimes I think in our rush to implement and execute, we may not take the time to properly inform, educate and communicate to our employee base on what's expected and to reassure that things are going to be okay as we move back into a traditional or hybrid work environment. We have taken, and I would recommend that it's a good idea, to take a phased-in approach, and be flexible. Maintain, if possible, some form of hybrid work, at least initially and perhaps even on an ongoing basis. Perhaps allowing employees to work from home one or two days a week. That will really help with attraction, retention and motivation of employees. Ensure health and safety procedures are clearly communicated for on-site work.
Wendy Alderdice:
People may be a bit reticent to come back to the office and they need that reassurance, that health and safety is paramount. So look for guidance from public health authorities, from the CDC and from other experts, including legal counsel, who can help you in bringing people back to the office or whatever work environment very safely. Speaking of legal counsel, of course follow all legislative guidelines. They may continue to change. Be aware that legislation is different depending on the jurisdiction in which you operate. Certainly, what we've seen here in the Toronto area, in terms of guidance, has been somewhat different or staged differently than we've seen in other jurisdictions within the US. I think it's important for managers to really take the time to have an open dialogue with their team members. So really listen to them when possible and involve them in mapping out how you do return to work on-site.
Wendy Alderdice:
I also think about newly hired workers. There are a considerable number of workers who were hired into their current roles during the pandemic and may have never set foot in the workplace to which they will, maybe it's not return, but in which they will eventually work. So I would suggest considering newly hired workers, having a buddy system for them. Helping them get to know someone who's been with the company for a considerable amount of time, including pre-COVID, to help them understand what's expected, or where the coffee maker is and how to navigate internally within the work environment.
Wendy Alderdice:
Rebuilding employee engagement is also paramount. So many employees have unfortunately suffered from COVID fatigue. We need to find ways to connect in innovative manners with them, as we bring them back into the workplace. So it could be simple things like birthday celebrations. It could be, of course, ongoing virtual connections, if it is a form of hybrid work. Training and development opportunities. Remind them what a great place it is for them to work at. Joint projects, so that they can find ways to collaborate with new people, cross-training. All of those things can help accelerate the shift to the new environment.
Valerie Demont:
Yes, we could certainly spend a lot more time talking about COVID and what companies can do here with respect to employee engagement, morale retention. But unfortunately, we're closing on our program here. As we do with every podcast, we always ask our guests one last question and that is what final piece of advice would you give to somebody in your shoes managing a team in Canada or the US?
Wendy Alderdice:
I think it's really important to communicate openly. Pay attention to the needs of each team member, especially during and post-COVID. Recognize contributions. Contributions by the individual and contributions by teams. When possible, build consensus when making decisions. We know that change is going to continue. We've been through a lot of change over the last 18 months. So I would recommend sharpening our change management skills and making sure that we're able to support employees through change. Many of us are dealing with three to five change efforts at a time, possibly more. So that's a really critical management skill and individual skill to continue to develop.
Wendy Alderdice:
I mentioned millennials earlier, finding ways to connect with multiple generations in the workplace. The needs and motivations can be very different across the generations. And many workplaces, in fact, have four different generations working there, possibly even five. I think it's important to appreciate diversity. We've talked about some of the differences between French colleagues and North American colleagues. So continue to appreciate and embrace diversity and implement initiatives to support diversity, equity and inclusion. And of course, recruitment. We spent some time talking about recruitment today. So my final piece of advice is to hire and develop talent, not just for today, but also for tomorrow.
Valerie Demont:
Thank you very much, Wendy. This was very, very insightful. I've learned a lot from your program and I hope our listeners did too. And to all of our listeners, thank you for tuning into this episode of French Insider. And again, I would like to extend a special thanks to our guests Wendy Alderdice for coming on the show today.
Contact Information:
Wendy Alderdice: https://www.linkedin.com/in/wendy-alderdice-mir-chrl-179212/?originalSubdomain=ca
Valerie Demont: https://www.sheppard.com/vdemont
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