Many employers who wanted to give in-person feedback to their younger employees found them starting to cry or running away on the spot, said in an interview Kareen Emery, vice-president of strategy and creation at the marketing agency RH Sept24. These employers turned to the agency which developed a tailor-made program. “We questioned the employees, who explained to us that they had never experienced this kind of situation. Neither their teachers nor their parents make these kinds of comments. This generation has had less human contact during the pandemic, they have not learned to communicate face-to-face and they are not used to managing these emotions. » Young people resolve their problems by sending each other text messages, they explained to the agency. As the employer needs to provide feedback, good or bad, to explain what is not working or what the employee needs to improve, Sept24 designed the retro texting program for its clients. Employees consulted during an agency survey said they preferred to receive this feedback from their employer by text message after work hours.
With the meteoric growth of influencer marketing, brands, cities and governments are now using content creators. However, the Clark Influence agency has observed certain dishonest or less than transparent practices on the part of influencers. Developed with the help of an ethics committee of 15 members, this first charter offers guidelines that aim to guide the industry towards responsible, transparent, ethical and eco-responsible practices. The signatories undertake in particular not to use filters excessively, to be a consumer of the brand, to test a product or service before recommending it, to maintain a balance between sponsored and non-sponsored content, to not not buy subscribers, not promote a competitor a week before and after a campaign, find out about the production chain and the origin of the product they are going to promote, and share inclusive content , positive and inviting. Here is the complete charter:
Have you been making efforts to create an inclusive workplace for some time? These types of stocks are popular right now, right? However, despite all the progress to create this inclusive society, of which the majority dreams, the new Indeed report demonstrates that even more will have to be done to include people with disabilities and neurodivergent people. In “Removing Barriers: For a Better, Fairer Future of Work,” only 37% of employees with disabilities feel like their company is doing a good job supporting them and only 30% of respondents feel that their company does a good job of helping employees be comfortable with neurodiversity. While 26% of Canadians consider a disability to be a barrier to finding employment, only 4% of respondents indicated they have faced barriers to work due to their disability.
Rather than offering the good old remuneration (salary-week of vacation-sick leave-insurance plan-training-contribution to a retirement plan), a new form of remuneration has appeared. It aims for the employer to stand out in a world of work lacking talent, to limit the pressure of salary increases and to satisfy employees of all ages. Sarah Jodoin-Houle, CRHA, founder and expert consultant in value proposition to talents at La Talenterie, explains in Carrefour RH magazine that flexible remuneration “is emerging as THE solution to meet the needs of everyone, without unbalancing the finances of the company”. An employee studying could opt for less generous group insurance, but obtain a greater contribution for their studies, she cites as an example. Another could reallocate the training budget to access improved insurance. It is not a question of the employer relieving itself of its contribution to a retirement plan or secretly offering benefits to its favorite employees. The ultimate goal is to stand out and be an employer of choice.
This is the percentage of Canadian companies that plan to increase hiring in the first half of 2024 while 68% plan to hire more contract workers, reveal data published by Robert Half, a talent management solutions firm. The job market remains strong. By 2023, 51% of Canadian companies had created new permanent positions. What explains these hires? The growth of organizations, gaps in skills required among current employees and staff turnover which also allows taking advantage of the best talent laid off by other companies. According to the November survey of 1,094 managers, 89% say they have difficulty finding qualified professionals and 64% say it is taking longer than a year ago to fill open positions.
