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Latest Insurance Talent Perspectives

Building and Maintaining a Strong Employer Brand

In today’s competitive labor market, a strong employer brand is a key differentiator in recruiting top talent, reducing costs, enhancing the candidate pool, and retaining high performers by instilling pride in their roles and company. 

View our latest white paper for tips to ensure your company represents itself as an employer of choice.

Q3 2024 Insurance Labor Market Study Results

The Jacobson Group and Aon conduct a Semi-Annual Insurance Labor Market Study to examine industry hiring and revenue trends and projections. The findings of our Q3 2024 iteration reflect a relatively stable labor market, with modest job growth.

Download the results to explore 2024’s staffing forecasts and hiring plans for the insurance industry.

Combatting the Finance and Accounting Talent Shortage

Faced with a shallowing pool of emerging talent and a workforce nearing retirement, finding qualified accounting and finance professionals has been an intensifying challenge for the industry. A comprehensive multi-prong approach is necessary to cultivate a workforce that can meet evolving demands and ensure operational continuity.

Read our blog post for insights on staying ahead of the growing finance and accounting talent crisis.

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Developing a Successful Remote Onboarding Program

As business continues remotely for the foreseeable future, insurers can no longer delay filling critical positions. However, onboarding employees from afar may seem like a daunting task. If you have a new employee joining your team while operating in a virtual environment, it’s paramount to have a well-thought-out remote onboarding plan in place. By being intentional about your onboarding and orientation process, you’ll be able to successfully welcome new employees to your organization and set them up to thrive. Have a clear strategy.It’s important to rethink your typical onboarding approach to fit today’s virtual environment. Structure is more critical than ever and helps assure employees you’ve put time and effort into making their first few weeks a success. Develop a tailored onboarding schedule, keeping in mind new employees may require additional details and information as a result of not physically being in the office. If you typically take new hires out to lunch on their first day, walk them around the office, and schedule a variety of training and orientation sessions, how can those activities translate to the remote workplace? Proactively make introductions.Working from home can be isolating, especially in a new position. Consider how you can make a new hire feel included and valued from day one. Depending on your company size, this could include an all-company email or instant message introducing the individual and encouraging employees to reach out and say hello. Make sure to designate time for the new hire to meet other team members, outside of formal training sessions. This could be a virtual happy hour or lunch that enables individuals to talk on a more casual basis and begin to get acquainted with one another. Strive to do this within the employee’s first week to help lay the groundwork for these relationships early on. Additionally, while much of the onboarding and training process could likely be done over the phone, encourage individuals to schedule video calls. Putting a face with a name and having the advantage of facial cues is much more engaging than speaking by phone alone.Ensure adequate technology. Introduce new hires to your IT team prior to their first day of work and discuss technology needs. Help ensure they’re able to work efficiently during their first week and alleviate undue stress by delivering physical items prior to their start date. This may include a computer, headset, camera for video conferencing and any other tools deemed necessary. At the same time, provide new employees with a direct line to IT so they can quickly rectify any tech issues that may arise. Outside of equipment, it’s likely your team uses various programs and tools to stay aligned and productive. Consider the applications you use for time tracking, project management, instant messaging, video conferencing, contact management and more. Depending on the employee’s comfort level, it may be valuable to schedule training around a program’s basic functionality. However, even if the employee is familiar with a program, make sure to hold a team-specific training session when applicable. This helps the individual understand your team’s unique processes and provides another way to incorporate various team members into the onboarding process. Highlight your company culture.Help your new hire feel comfortable and confident in a new role, while also welcoming them with open arms. Share your company’s values, as well as how those are being outwardly demonstrated. Is there an all-company Skype chat? How is formal and informal information shared? Are there any virtual meetups or competitions where they can engage with colleagues across the organization? In addition to the organization’s remote corporate culture, also share past events and anecdotes. What are some favorite in-office traditions and how can they contribute once employees start returning to the office? Encourage them to update their information. Starting a new job virtually feels different than stepping into a physical office building for a first day. Help the transition feel more tangible by encouraging new employees to update their social media profiles within the first couple weeks. Recommend they connect with individuals throughout the organization to get to know them and their backgrounds. Title and company changes on LinkedIn will likely also garner recognition and congratulatory remarks from individuals within their networks, adding to the excitement of a new role. Touch base frequently. Make it a point to check in and see how things are going. This might be a few times throughout the day when an individual first starts, then become less frequent as they settle into the role. Ask if they have any outstanding questions, if there are any meetings or introductions you can help facilitate, and how they feel about their current workload. Stay in touch and make sure they have a key point of contact for questions that may arise in various areas. Think long-term.For some, it’s harder to retain information through virtual training; and, regardless of the format, new hires are receiving a vast amount of information at once. Consider adding another layer to your traditional training sessions such as a Q&A or refresher course to help ensure they’ve grasped key information. Also, remember that offices will eventually be open again. If an individual will ultimately be in the office full- or even part-time, make sure you are talking about the office on a regular basis. The current work from home environment is likely not permanent, and they will eventually develop a more traditional routine. While onboarding may look different than it did just a few months ago, it is still possible to create a positive, employee-focused experience. By developing a clear onboarding plan, being proactive with introducing the employee to your team and company, and being available through chat and video, you’ll help create a welcoming and supportive environment. As you move forward with your talent strategy, view our recent blog posts for insight on interviewing and hiring virtually.

Embracing Virtual Hiring to Remain Competitive

As organizations settle into operating within a virtual work environment, standard activities are transforming, including hiring techniques. Entire interview processes are now taking place behind screens and insurers must creatively adapt their approaches to talent acquisition in order to remain competitive. There’s a brand-new rule book in play, with companies often learning as they go and evolving their strategies accordingly. With the current and transitioning state of work persisting indefinitely, organizations can no longer wait for their physical offices to reopen before making a hire. It’s common for hiring managers to have initial hesitations around presenting an offer to someone with whom they’ve never been in the same room, shared a meal or shaken hands. Yet, critical positions can’t go unfilled. It’s important to accept business as usual has changed and to move forward in a brave and bold fashion. In spite of the pandemic, the insurance industry continues to experience a war for talent. Unemployment remains low compared to the overall economy and insurers are still vying for top candidates. Companies that don’t take a leap of faith, play a bit of offense and trust their hiring processes are going to fall behind as their competitors move forward. Failing to evolve and develop creative solutions for remote hiring is no longer a viable option. Adapting to the New State of BusinessThe abrupt shift to a virtual environment has no doubt impacted many areas of business, not just hiring. Leaders are moving forward with business agility and are becoming more comfortable making significant decisions around a variety of issues without having traditional in-person discussions. Professionals who were not previously accustomed to video conferencing have invited it into their daily routines. Collectively, leaders are learning to connect and engage with employees, service customers and maintain productivity levels from their home offices. While just a few months ago the idea of hiring someone you’d never met in person may have been inconceivable, so did the concept of operating in a primarily remote environment. Professionals are adjusting to this new way of working and growing their ability to do business virtually and successfully. The business world will not soon return to what it once was, even as states emerge from shelter-in-place orders. Numerous organizations have already curtailed travel for the remainder of the year and now that effective work-at-home programs are in place, it’s likely they will continue in some form even as restrictions loosen. However, business will continue and waiting to move forward with hiring decisions—or other pending needs—will result in lost opportunities. Transforming the Hiring ProcessIt’s likely your organization has a well-developed recruiting and hiring process that previously involved in-person meetings and touchpoints. While it’s no longer possible to meet face-to-face, it is possible to translate many of these experiences to the virtual world. Recently, we shared how to recreate the candidate experience within the remote interview process. Outside of formal interviews, schedule video calls over coffee for your top candidates to talk with future peers and key stakeholders on a more casual basis and gain a better feeling for the team and organizational culture. It’s also important to discuss your virtual onboarding program and how you will support the candidate’s transition if they are selected. Open and active communication is a crucial success factor in the virtual hiring experience on both sides of the table. If relocation will eventually be required, be flexible with relocation packages and timing. Create a high-level framework that enables both parties to feel comfortable. This could mean setting the expectation that relocation benefits may be extended due to elongated work-at-home scenarios. If an offer is made in the fall, it could mean postponing relocation until the end of the school year. Unknown factors such as buying and selling a home in the current market should also be taken into account. Outside of logistics, proactively translate more personal touchpoints to the virtual world. Plan a virtual lunch or dinner with candidates and if applicable, their spouses or significant others. Connect them to individuals within or outside the organization who can answer questions around local schools and neighborhoods, much as you would within your typical process. Schedule virtual home tours with real estate agents, and supply the candidate with resources and information to help supplement the inability to travel to your office location.Confidently Moving ForwardIf possible, add a step in your process for a broader group to have short back-to-back interviews with the candidate. This enables hiring managers to recap experiences and help confirm a decision about an individual’s viability, as well as talk through any areas of concern or hesitation. Additionally, while references have always been part of the hiring process, we’re finding they’re holding even greater clout in the current environment. This additional external insight should help further validate the decision to move forward. Embrace a new type of virtual hiring process and trust that it works. If you have done your due diligence with thorough vetting and assessments, be confident in your decisions. Business is continuing to move forward within insurance and top candidates are willing to take a leap of faith and be proactive with their careers. Don’t miss out on the right talent. Organizations are facing a pivot point and virtual hiring will be the reality for the foreseeable future. Trust your process and your team and feel assured moving forward, even in these non-traditional times.

Jacobson Employee Spotlight – May 2020

Each month, we highlight a few of our corporate employees from across The Jacobson Group as they share a bit about themselves and their roles. Get to know this month’s featured individuals below, along with a glimpse into how they’re keeping entertained while staying home.  RACHEL GIESE Visual Design Coordinator, 1 year, 7 months at Jacobson Hometown: Schererville, Indiana Alma Mater: Ball State University Describe Your Role: As a visual design coordinator, I serve as one of the primary graphic designers at Jacobson. I create visually engaging thought leadership, advertisements and more. I also work with my team to create a marketing strategy that furthers our brand image.   Favorite Thing about Jacobson: I am normally a full-time remote employee, and I still feel involved and part of the team. They’re truly a family and make work enjoyable.  Jacobson in Three Words: Dynamic, Committed, Unique Favorite Book: I've read the Harry Potter series more than 15 times... Is that borderline obsessive? Surprising Fact about You: I am a movie fanatic. I own close to 400 movies, which is helping me pass the time at home! CHRISTINE WORDEN Administrative Coordinator, 4 years at Jacobson Hometown: Midland, Michigan  Alma Mater: Hope College Describe Your Role: Under normal circumstances, I spend part of my day coordinating travel for Jacobson employees and for consultants who travel to client sites. I also answer the main phone line, help with mailing and shipping, and ensure Jacobson continues to be a great place to work! Favorite Thing about Jacobson: I genuinely look forward to connecting with my wonderful coworkers every day. My teammates are unique, caring and hilarious.  Jacobson in Three Words: Adaptable, Supportive, Family Favorite Movie: The Princess Bride Surprising Fact about You: One of my favorite activities is hula hooping! I've been hula hooping in my apartment to stay active. ERIN SHAUGHNESSY Senior Recruiter, 5 years at Jacobson Hometown: Oak Forest, Illinois Alma Mater: Loyola University Chicago Describe Your Role: As a senior recruiter, I match qualified candidates to our clients' career openings. I make sure that it is a mutual fit for both parties.  Favorite Thing about Jacobson: My favorite thing about Jacobson is the people I work with. All of our employees are dedicated to serving our clients and making Jacobson one of the best places to work. Jacobson in Three Words: Teamwork, Culture, Service Favorite Music: Country. My favorite artist is Eric Church. Bucket List Item: I would love to go to Ireland when we're able to travel again. As most professionals continue to work remotely, we’ve compiled a few helpful resources for staying productive and focused. View the infographic above and check out our recent blog posts, “Best Practices for Working from Home” and “Maintaining Effective Communication When Working Remotely."

Creating a Positive Remote Culture

In the past two months, insurers and their employees have been forced to adapt to a new business reality. Physical office locations are closed and some individuals are working from home for the first time in their careers. Other professionals may be accustomed to remote work, yet are now also responsible for educating their children, caring for family members and juggling additional responsibilities throughout their days. At the same time, many managers have never led completely remote teams, resulting in additional challenges and learning curves. This new reality brings with it a number of hurdles and opportunities related to corporate culture. In order to keep employees engaged in the current virtual climate, employers must take a proactive and intentional approach, recognizing that it is not business as usual. Additional check-ins, increased empathy and clear expectations are just a few ways to help employees remain productive in these times of uncertainty. In a recent white paper, The Jacobson Group’s senior vice president of human resources, JoJo Harris, shared best practices for keeping employees connected and involved while working remotely. These include the following: Leveraging technology, including video conferencing and instant messaging tools Providing clear and frequent communication, such as weekly one-on-ones and regular all-company meetings Promoting work-life balance and remaining empathetic to additional stresses and personal responsibilities Encouraging leaders to set the tone by talking about their families and how they’re coping in the current environment Appointing individuals to help lead discussions to drive culture and build camaraderie, while ensuring everyone feels included View the white paper, “Managing a Remote Employee Culture,” for additional insight on these and other best practices. For more insight and advice on managing remote employees, view this recent post.

Maintaining Effective Communication When Working Remotely

At this point, most professionals have worked from home for many weeks and are settling into the rhythm of their new work days. Organizations that didn’t previously have remote work programs in place have quickly adapted to effectively function in the new business climate. Working from home is becoming routine and the employee-manager relationship is evolving, along with team dynamics. As it becomes more likely remote work arrangements will extend through the summer months, it’s important to take a step back and evaluate how to be most productive and effective in this new reality. This includes understanding how to best communicate with your manager and team members. Especially if you had been used to coming into a physical office and interacting with colleagues face-to-face, communicating virtually may require shifts in your standard behaviors. The tactics that work in person will not be as successful in a virtual environment. Here are a few ways to ensure clear and consistent communication that promotes collaboration and alignment. Over communicate. When you’re in a physical office building, it’s much easier to have casual conversations around projects, provide updates and discuss assignment details. However, when working from home, these interactions must be more intentional. Ensure your manager knows what you are working on, the status of each project, and any hurdles or delays you might run into. Are you still on track to provide teammates with necessary deliverables? If there’s been a change in a timeline or responsibilities, have you communicated it to all stakeholders? As you continue to adjust to the current normal, strive to ensure alignment at multiple checkpoints. Assume positive intent. When you’re used to sitting in close proximity with your supervisor and other team members, it is much easier to gauge their tone, vocal inflection and body language. Additionally, when in the office, these individuals are able to focus solely on work, without having to care for elderly parents, tend to virtual learning and manage childcare needs. Assume everyone is doing their best and has the best interest of their teammates in mind. Go into conversations with positive intent and strive to solve any problems or miscommunications that arise proactively, without reading too far into a short email or instant messenger response. Set frequent checkpoints. In this time of change, there’s bound to be several gray areas. Work with your manager to talk through communication preferences, including frequency and methods. If you have a one-off question, would she prefer you send an instant message, text or pick up the phone? How often should you expect to have a formal touch base? For instance, if you previously met once a week for a scheduled one-on-one, is that still most effective in the virtual workplace? How often should you check in or share progress updates? It’s likely these answers will evolve as your team becomes more comfortable with remote work. Establish clear expectations and priorities. Make sure you understand what is expected of you and the projects that are highest priority for the week and month. If you’re unclear, ask questions. In today’s physically distanced work environment, ensure you’re in sync with your manager about timelines and project goals. These can be clarified in your recurring one-on-one meetings. It’s better to align early on than realize there’s a disconnect later in a project. Leverage all methods of communication. If your team didn’t previously have Skype or Slack, consider recommending it as a way to stay connected throughout the work day. This could include lighter conversations you might otherwise have in passing, as well as updates that impact the whole team. At the same time, when scheduling meetings, consider a video conference rather than just a standard conference call. Seeing facial expressions and glimpses into home offices can help build relationships and humanize team members, even from afar. Emails and phone calls are still practical tools, but strive to add new communication methods to the mix to compensate for the lack of informal conversations and in-office face-time. Offer and ask for help. If you’re having a slower week, offer to assist in areas that might not typically be in your purview. On the other hand, if you’re feeling overwhelmed with work and personal obligations, be transparent with your manager and work to establish a game plan so high priority projects aren’t delayed. Don’t be afraid to ask for help when you need it. Time magazine has referred to this as “the world’s largest work from home experiment,” and Gallup predicts there will be many learnings coming out of the current situation. While many individuals and organizations are adjusting as they go, continuous and consistent communication with your manager and team is key to success. For more insights on remaining productive in the current environment, read our recent post, “Best Practices for Working Remotely.”

Impact of COVID-19 on Insurance Industry Hiring

The global business community is in a state of transformation, as organizations work to understand the impact of the coronavirus pandemic on their companies and industries. Recently, The Jacobson Group ran a study to uncover the initial effects of COVID-19 on the U.S. insurance industry’s labor market outlook. Our survey ran from March 31 to April 10, and was open to U.S. insurance carriers and reinsurers across all verticals. According to the survey’s respondents, 43.2 percent of insurers have adjusted their hiring plans as a result of COVID-19. A third of insurers have made no changes to their original 2020 hiring plans and about 24 percent are still evaluating. As a benchmark, the results of our Q1 2020 Semi-Annual Insurance Labor Outlook Study, conducted in partnership with Aon plc, showed 61 percent of insurers planned to increase staff in 2020. Thirty-one percent expected to maintain their current staff sizes and only 8.2 percent thought they would decrease employees by any amount. Technology roles were reported as the greatest need in both studies. However, the April study found insurers are more likely to add accounting, analytics, claims and sales/marketing roles than they were when surveyed in January. The hiring shifts brought on by the coronavirus seem relatively minimal in relation to the overall economy. About 18 percent of insurers surveyed are currently on or anticipating a hiring freeze, compared to 37 percent of organizations on hiring freezes across all industries. It’s likely insurance will see delayed labor market effects brought on by the longer-term economic direction. The Survey of the Current Insurance Labor Market serves as an independent supplement to the Semi-Annual U.S. Insurance Labor Outlook Study, conducted in partnership with Aon plc. For additional study findings, download our infographic here.

Compass 13.2: Managing a Remote Employee Culture

In today's physically isolated work setting, it's important for organizations to promote a positive and supportive corporate culture that reflects your company values. By doing so, companies can keep their employees engaged and motivated.

Managing a Remote Employee Culture

In today's remote work setting, it's important for organizations to promote a supportive corporate culture that reflects your company values. By doing so, companies can keep their employees engaged and motivated.

Q2 2020 U.S. Insurance Labor Market Study Results – Pandemic Edition

Jacobson finished compiling the results of our Survey of the Current Insurance Labor Market, which we ran from March 31 - April 10 to determine how insurance carriers’ 2020 hiring plans have changed in response to COVID-19...

Putting Your Best Foot Forward During Virtual Interviews

In the current business climate, the majority of insurers have closed their physical offices and their employees are working remotely. This is impacting relatively all facets of business including recruiting and hiring processes. Candidates must now be able to interview for roles and even be comfortable accepting offers without meeting hiring managers or other prospective colleagues in person. While many best practices around preparing for and acing a standard interview hold true, here are a few tips for confidently and effectively presenting yourself throughout an entirely virtual interview process. Avoid technical issues. Especially given today’s current work-from-home environment, it’s important to demonstrate you are tech savvy. If you’re not able to get a video interview up and running in a timely and professional manner, it serves as a reflection of your ability to work remotely. Minimize glitches by doing a trial of the company’s video software (even if it’s one you’ve used before). Dial in to the interview early, giving ample time to fix any last-minute issues. Test your sound and video quality before your interviewer logs on. Pay attention to details. While avoiding technical issues is key, paying attention to smaller details will also help set you apart. Dress as you would for an in-person interview. Choose a quiet location in your home with a professional and neutral background. Try to minimize noise and distractions from pets, children and others within your home as much as possible. If you typically work from a home office, take a fresh look at your workspace and remove any clutter you may not normally notice, like coffee mugs or piles of paper. Also know that you have control over sound and video quality. If your built-in laptop camera makes you look grainy or blurry, you may want to order a separate camera with a better picture before interviewing for your dream role. Practice looking into the camera, rather than at your computer screen. Take a look at your lighting and consider how to avoid shadows. Ideally, your light source will come from in front of you rather than behind. Experiment with this in the days leading up to your interview. Be prepared. While it’s always advisable to research a company and role prior to an interview, it’s even more important when the entire interview process is virtual. Make sure you are well-versed in not only the organization, but also the interviewer, leadership team and other key individuals. Research their profiles on LinkedIn, as well as any recent news articles and thought leadership pieces. Additionally, review your resume and consider potential questions you may be asked. One benefit of a virtual interview is that you can have any key points you want to share in front of you for reference. However, make sure your notes are not distracting or causing you to look away from the interviewer. Ask questions. Having a variety of well-thought-out questions shows you’re prepared, interested and detail-oriented, no matter the interview format. It’s likely you’ll have questions about the company, role and culture coming out of your research. Write these down so you have them handy during the interview. Given the many unknowns around the current state of work, make sure you ask about timing and next steps. As you advance within the interview process, don’t hesitate to inquire about stability, including how individuals will transition back to the office. Especially if you are currently employed, not knowing these details may make you hesitant to make a move. Set expectations. Currently, we’re still seeing a candidate’s market in insurance and insurers continue to seek top talent for open roles. If you’re hoping to work remotely once the office opens back up, approach this with the hiring manager, as it may not align with their plans. Ask about what the virtual onboarding process will look like. What technology and equipment will be provided and what kind of training will be available? How does the company plan to keep their staff members engaged and help them build relationships with colleagues? Be positive and personable. Remain professional in your interview, but don’t hesitate to show your personality. This is your chance to build a relationship, even if it’s over the phone or through video. Make sure to follow the interviewer’s lead, ask how they’re doing and make the interview more conversational, if it seems appropriate. Even in trying times, stay positive. Describe how you are performing your current job remotely and how you’ve successfully transitioned to working from home. Follow up. The same etiquette for following up after an interview applies. Send an email shortly after your meeting (within 24 hours or less) to let the interviewer know you appreciate their time and to further express your interest. Keep the lines of communication open and make yourself available for any follow up questions or information. While the format of interviews has changed in the past few months, it’s still possible to get to know a company and feel comfortable with a role through virtual interviewing. Especially if you’re actively seeking a new role, use this time to your advantage and set yourself apart within the interview process.

Managing Remote Employees: Key Insights and Advice

As the insurance industry adapts to a workforce that is primarily – if not completely – remote, many managers are finding themselves overseeing work-at-home employees for the first time. At Jacobson, many of our corporate employees and temporary staff work remotely on a regular basis. We asked a few leaders across our organization for their key insights and advice on effectively managing remote staff. Prioritize communication. Dave Coons, Senior Vice President: Stay engaged! Host regularly scheduled one-on-one meetings and team meetings over Skype and Zoom. Video is great because it creates a more personal connection and gives you the ability to read people’s non-verbal cues. Salil Shenoy, Controller: My open-door policy remains the same whether we’re in the office or working remotely. Making time to be actively engaged and available is crucial. This entails scheduled and ad-hoc one-on-one and team meetings with clear agendas to ensure the time is focused and productive. Communication and trust are key! This is even more true when individuals on your team are dependent on other employees they no longer see in person. Open and honest communication helps create a collaborative and positive environment that is proactive and preventative, rather than reactive and corrective. Set clear expectations. Nikki St.Martin, Vice President, Marketing Communications: It is more important than ever to ensure everyone is on the same page regarding everything from work hours to deadlines and production levels. Schedule a weekly call with your team to share the department’s priorities for the week and address workflows and any challenges. Continue to provide regular feedback, both positive and constructive, so employees know if they are performing at the expected levels. Karen Aiello, Assistant Vice President, Account Management: I’ve been doing this for almost 20 years, and it’s important to stay in constant communication. Make sure there is a good understanding of priorities, expectations and performance/quality goals. Alison Wetmore, Assistant Marketing Manager: Coach your team for your communication style. Be sure to spell out the level of communication you expect. For example, if you want individuals to confirm they have received emails about new projects, be sure to let them know. Focus on trust. It’s important to trust your employees and let them do their jobs. Micromanaging will have a negative impact on productivity. If you are seeing a dip in work product or quality, approach them from the angle of “How can I help?” versus “Why didn’t you do X?” Tanya Rinsky, Senior Account Manager, Health: Come from a place of support, always assume positive intent and respond quickly, even if it’s just to say you’ll get back to them when you know more. When communicating by phone and body language can’t be used as a guide, it’s important to ask lots of probing questions to ensure you fully understand what the person is trying to communicate. Recognize different work styles. Abbe Sodikoff, Senior Vice President: For people who prefer to work alone, it can be challenging to get them engaged with the group as a whole. Finding ways for those individuals to lead a discussion or participate and contribute without feeling put on the spot can be challenging. However, taking extra time to meet those people at their comfort level is well worth it. Judy Busby, Senior Vice President, Executive Search and Corporate Strategy: Each employee has different needs. You must adapt to each employee to maximize team contributions, company culture and professional development. Set boundaries. Set boundaries around availability to help people unplug for the day. If an email isn’t urgent at 9 p.m., then use the “delay send” feature so your employees can feel comfortable setting boundaries with their time. People who are new to working at home tend to be challenged with turning off work. Small adjustments can help with that. Leverage technology. Beth Roekle, Senior Vice President, Talent Delivery: Leverage technology wherever you can. For instance, we use group chats, video conferencing and emails to help keep people connected. In addition, we prioritize our regularly scheduled communication as much as possible to ensure adequate opportunities to connect. Alison: As our team has grown, we’ve needed to find ways to best manage multiple people working on different aspects of a project. Technology such as Basecamp and Trello can help track where projects stand at any given time, as well as who is responsible for each part of a project. Connect on a personal level. Dave: I believe that you don’t manage “people,” you manage “personalities.” What I mean by this is not all people are the same, and they have different needs when it comes to being supported and managed. It’s important to realize this and tailor the way you manage your employees using different means and techniques to get the best return on your investment. Nikki: Small talk happens naturally in the office, in the lunchroom, passing in the hallway. When everyone is working remotely, maintaining a connection takes intentionality. Many of your employees are juggling more than they are used to in the game of life. Take a few moments at least once per week to just call (or even better, Facetime or Skype video) and see how they are really coping. Use group messaging software to say good morning, share a funny story in the afternoon or ask about employees’ plans for the weekend. Judy: You need to make room for personal interactions, especially since people are now at home with their kids, cats and other distractions. This requires a relaxing of norms for all to feel comfortable videoconferencing. I’m learning so much about team members’ families, interests, pets and more and think it will bond us for many years to come. There’s typically so little time in the workplace to talk about these things, but it’s now integrated into everyone’s work day. As a high-performance leader, this is a great time to grab insight about someone to better lead them. Catherine Prete, Senior Vice President, Operations: It can be easy to slip into “all business” mode when you don’t see the person. Be intentional about connecting differently in communications that don’t involve seeing your staff. For instance, start calls by asking about personal matters and express appreciation. Now that all of my staff is remote, I have learned that not only can we easily survive in this environment, we can thrive. Everyone has been diligent to keep the human connections in lots of unique ways.

Harnessing the Strategic Potential of Boards

Today's boardrooms are operating in a tumultuous business climate. As business continuity and remote work capabilities take precedent, certain skills and experiences are more valuable in the boardroom than ever before.