Optimising your workforce: 5 strategies to improve team efficiency

Optimising your workforce: 5 strategies to improve team efficiency

Team of warehouse workers in hi-vis gathering around.

QuoteOrganisational structures of today demand too much from a few, and not much at all from anyone else.”

Gary Hamel

Cash-flow projections and cost-saving opportunities go hand-in-hand. While evaluating staffing efficiencies may seem daunting—given that wages and salaries tend to be a business’s largest expense—it’s a crucial step in ensuring your investment in human resources delivers the best return.

You might notice differences in your team’s workload, and question why some members are consistently overwhelmed, while others seem underutilised. The dynamics of team demands and responsibilities has changed in recent years, highlighting the importance of achieving balance in roles and workloads. 

Achieving the “right-sized” team for your organisation doesn’t necessarily mean downsizing, but it does involve streamlining organisational efficiency and aligning resources with strategic priorities to fulfil business objectives.

For professional guidance to optimise your workforce and more:

5 strategies to establish the “right-sized” team

Implementing these strategies will not only optimise your team’s structure and productivity but it’ll also strengthen your company’s financial health and agility in responding to changing market demands.

Re-evaluate organisational structure

When re-evaluating your organisational structure, it’s essential to begin by asking: does the current setup support your strategic goals, or are there bottlenecks preventing progress? Start with a clear understanding of your vision and business objectives, and then assess if your teams are aligned to meet these goals. Are roles and responsibilities distributed to encourage cross-functional collaboration, or are there silos that interfere with or delay information flow?

Consider whether your hierarchy is too rigid or too flat. A traditional top-down structure may slow decision-making and leave managers overburdened, while an overly flat structure can result in a lack of accountability or confusion around decision-making authority. Realigning teams to encourage better communication and more fluid collaboration can significantly boost both productivity and morale. Also, think about emerging roles in technology, data analytics, or customer experience, and how these might fit into your structure to drive innovation and growth.

Takeaway: Align your organisational structure with your vision and objectives. Assess if your teams are collaborating effectively or if a realignment could enhance productivity and outcomes. 

Balance workloads

Unbalanced workloads are a common problem that often go unnoticed until team members are burnt out or disengaged. Regularly review your employees’ work capacity and look for patterns in where the bottlenecks occur. For example, is one department consistently staying late to meet deadlines, while another is consistently light on work?

Implementing a task management system can help visualise these disparities and make it easier to redistribute tasks. It may also help to conduct employee surveys or individual check-ins to get feedback on their workload and any challenges they’re facing. Beyond redistribution, this may also be the time to consider whether you need to upskill or hire additional team members, particularly in fast-growing areas of the business.

Additionally, workload imbalances can be addressed through process improvements—look at whether repetitive tasks can be automated or simplified to free up your team’s time for more strategic work. By ensuring everyone has a manageable workload, you not only improve productivity but also foster better employee wellbeing and retention.

Takeaway: Ultimately your goal is to balance workloads across the team. Identify areas of overload or underutilisation and consider task reallocation, role adjustments, or more significant organisational changes to achieve balance. 

Define clear accountabilities

A lack of clarity in roles can cause significant inefficiencies in your team. Each employee should have a well-defined role that aligns with the company’s goals, and it should be clear how their work contributes to overall success. Ambiguity leads to overlap, where two people might be working on the same task unnecessarily, or to gaps where important tasks fall through the cracks.

Begin by reviewing job descriptions and updating them to reflect current responsibilities. Hold one-on-one meetings with employees to ensure they understand their roles, and use these opportunities to clarify expectations. Consider using key performance indicators (KPIs) to measure outcomes and ensure that each team member is contributing in a meaningful way. It’s also important to foster an environment where employees feel empowered to take ownership of their roles and make decisions without constantly needing approval, which can help reduce bottlenecks.

Takeaway: Ensure every team member understands their key responsibilities and how these contribute to the company’s success. Ambiguity in role definitions can lead to inefficiencies and misdirected efforts.

Enhance system efficiency

In many SMEs, inefficiencies stem not from a lack of effort but from outdated or overly complex processes. Technology can be a game-changer in this regard. By introducing automation, cloud-based collaboration tools, or software to streamline your operations, you can free up your team to focus on higher-value activities.

Start by mapping out your current processes. Identify repetitive, manual tasks that could be automated. For instance, automating payroll, invoicing, or customer support through chatbots can reduce human error and save valuable time. Look at whether your current tools—like project management software, CRM systems, or communication platforms—are the best fit for your team. If your tools are outdated or don’t integrate well with other systems, it may be time for an upgrade.

Process improvement initiatives, such as Lean or Six Sigma methodologies, can also help you eliminate waste and reduce inefficiencies. This isn’t just about cutting costs—it’s about enabling your team to focus on strategic initiatives that drive growth and innovation.

Takeaway: Leverage automation and process improvements to free up your team for higher-value tasks. Streamlining operations can lead to substantial cost savings and set the stage for future growth.

Embrace workforce flexibility

The need for workforce flexibility has never been greater than it is right now. A flexible workforce allows you to scale up or down as needed, avoiding the costs and risks of overstaffing while still ensuring you can meet peak demands.

Consider alternative staffing solutions like outsourcing, hiring contractors, or bringing in casual staff during busier periods. These options give you the ability to match staffing levels to the ebb and flow of work without the overhead of permanent hires. Additionally, offering flexible work arrangements—such as remote work or flexible hours—can help you attract and retain talent, particularly in tight labour markets like New Zealand.

Workforce flexibility isn’t just about temporary solutions. It’s about designing a model that allows your business to adapt as market conditions change. Evaluate your staffing model regularly and be open to creating hybrid roles or part-time positions where it makes sense. This allows you to maintain agility and keeps your business resilient in the face of uncertainty.

Takeaway: Recognise the ebb and flow of work volume and adapt your staffing accordingly. Exploring outsourcing, contracting, and casual staffing options can offer more cost-effective solutions and provide the flexibility to scale workforce size as needed.

Building the right team for business success

Creating an efficient, well-structured team is key to your business’s growth. By improving how your team is organised, you can align your resources with your goals and make the most of your people.

If you’re ready to take the next step in optimising your workforce, we’re here to help. Contact us today to explore how we can support you in building a strong, flexible team that drives your business forward.

Time for a strategic change?

Workplace Mental Health: The good, the bad, and the costly

Workplace Mental Health: The good, the bad, and the costly

Man in high vis jacket crouches to comfort coworker beside machinery

Contents

It’s not just about physical safety anymore; it’s about making sure our minds are healthy too. As employers face a storm that requires a truckload of agility, they need to both look after their own mental health and provide a safe environment for their employee’s mental well-being. This article contains some free resources for employers to do just that.

As we are all aware, employers have a big responsibility under the law to keep the workplace safe, and that includes mental health.

The Health and Safety at Work Act 2015 outlines that businesses have to do their best to ensure that the workplace is safe, including looking after mental health.

Think about it like this: if someone breaks their arm at work, everyone knows they need help. It’s visible. But when someone’s feeling down or anxious, it’s not always easy to see.

What does good mental health look like in the workplace?

In 2022, Worksafe New Zealand conducted a qualitative, exploratory research project to understand more about what good mental health looks like in the NZ workplace.

We’ll provide a brief overview here, but the research also focused on what good mental health at work looks like for workers in specific industries (healthcare, construction, and manufacturing) and amongst specific worker groups (young workers, Māori, and Pasifika).

They emphasise that because the sample size was small, the results are not intended to be generalisable but rather used as a starting point.

You can find the full results here.

The research found eight broad categories of protective factors that contribute positively towards their work-related wellbeing:

Note: these protective factors are taken directly from Worksafe’s work-related wellbeing research summary.

  1. Organisational culture: A health and safety-focused organisational culture which is role modelled by managers and leaders, and where workers are aware of and adhere to relevant health and safety regulations.
  2. Leadership: Leadership (including managers) who promote and role model good health and safety practices, cultivate high-trust environments through open and transparent communication, and are understanding of and responsive to workers’ needs.
  3. Interpersonal relationships: Supportive interpersonal relationships with co-workers and leadership.
  4. Recognition and reward: Monetary recognition and reward for performing work.
  5. Career development: Adequate levels of training and continued opportunities for professional development and career progression.
  6. Workload: Manageable workloads, achievable deadlines, and autonomy to manage work/life balance within the role.
  7. Physical work environment and equipment: A safe and comfortable physical work environment and safe equipment.
  8. Worker/job fit: Workers performing jobs which are a good fit for them in terms of their skills, experience, needs, and personal attributes.
So now we have at least a broad understanding of what good workplace mental health looks like, let’s consider a couple of case studies – one from Australia, and one from New Zealand – which illustrate how poor mental wellbeing in the workplace can impact both workers and employers.

Cautionary workplace mental health tales for employers

Case law from Australia and New Zealand outlines the costly implications of not adhering to this duty of care to provide a safe work environment, including mental health.

Case 1: Robinson v Western Union Business Solutions (Australia)

Robinson v Western Union Business Solutions (Australia) Pty 2018 saw the court awarding $140,000 (AUD) in compensation and $20,000 (AUD) in penalties. The court concluded that the employee’s termination was linked to workplace-induced depression and anxiety.

Mr. Robinson, an account executive, had been away from work for nearly eight months due to stress, anxiety, and depression related to his job. Western Union repeatedly asked him to provide updates on his return and attend a medical assessment, which he initially refused but later agreed to. However, the company never scheduled the assessment and eventually terminated his employment in May 2017.

Western Union cited reasons such as Mr. Robinson’s uncertainty about his return date, failure to cooperate with medical advice requests, and doubts about his ability to return to work as grounds for termination. However, the Federal Court ruled that the decision to terminate violated the Fair Work Act 2009 by discriminating against Mr. Robinson based on his mental disability.

The court also dismissed Western Union’s argument about the “inherent requirements” exception, stating that the company failed to prove Mr. Robinson’s inability to fulfil his job’s essential duties.

This ruling underscores the challenges employers face when dealing with unwell employees. Before letting go of such employees, including those with mental health issues, employers must take reasonable steps to assess their fitness for work and capability to perform their job’s essential tasks.

Case 2: Cronin-Lampe v Board of Trustees of Melville High School

On this side of the Tasman Cronin-Lampe v Board of Trustees of Melville High School 2023 were a married couple that provided counselling services to a high school and were awarded a total of nearly $1.8 million in damages which covered loss in income, medical expenses, and the losses from having to sell a rental property because of financial difficulties.

During their time at the school, they faced a lot of tough situations, including around 32 deaths, many of them by suicide, in the school community. They worked hard to support students, families, and teachers through these tough times, but they didn’t get the support they needed from their employer.

Conclusion

When dealing with performance issues and mental health concerns, employers need to be careful.

If an employee’s mental health issues are known or arise during a process, consider if medical information is needed before proceeding. Sometimes, pausing the process is necessary.

If you need help with health-related employment issues, reach out. Every situation is different, but there are practical and fair solutions for both sides.

Where to get help

Directory for free advice

Blueprint – Blueprint have a number of course offerings for employers that are looking to upskill and learn how to support their employees. These courses include a MH101, leading wellbeing at work, stress, resilience & wellbeing

Healthline – 0800 611 116. Free support line for people experiencing mental health issues

Lifeline – 0800 543 354. Free, confidential mental health support 24/7 run by the Mental Health Foundation of New Zealand. Their website also has a number of resources for promoting mental wellbeing

Mates in Construction – 0800 111 315. Free support line for people in the construction industry facing health issues. They also have a pamphlet on how to have a conversation with someone facing mental health issues

Anxiety.org.nz – 0800 269 438. Free helpline for people living with anxiety and other mental health experiences in New Zealand

Gumboot Friday – Text or call 1737 24/7 – Free counselling for those 25 and under

Do you need support to understand or improve the wellbeing of your workforce?

Our HR experts are here to help. Get in touch to discuss your options.

How regular employee surveys can improve business performance

How regular employee surveys can improve business performance

Answering a document named employee survey

Is it a good idea to do frequent employee surveys?

Short, regular employee surveys are called Pulse Checks, and are one of the different types of employee surveys an organisation can undertake.

What is a pulse survey?

An employee pulse check or survey is a fast and frequent survey system, that does away with complex questions and is intentionally designed to be undertaken more frequently than the commonly used employee engagement survey.

Pulse surveys can be held monthly or quarterly (even weekly) and provide employers with a quick insight into the health of a company, hence the name ‘pulse’.

Regular Employee Surveys – what is involved?

Pulse surveys are typically made up of only 5-15 targeted questions, and are very quick easy for people to respond to. They are useful because the feedback your employees give can help you decide which areas need improvement and form the basis of a regular measure of changes in employee engagement and satisfaction levels within your business.

Regular employee surveys can improve employee performance

  • Employee engagement increases – by asking your team regularly for their feedback, you are encouraging positive engagement which also provides benefits such as:
    • Employee satisfaction. as employees become more engaged with their organisation, their job satisfaction levels rise, and they become more invested in the success of their organisation;
    • Employee Productivity: employees that are more engaged are found to be the top performers in an organisation. With higher motivation, they are driven to succeed;
    • Employee Retention: employees are far more likely to stay with an organisation when they are engaged and satisfied with their current job; and

Profitability: when employees are more engaged, they tend to have higher profitability rates as they are more productive and motivated to be successful.

Employee short surveys give employers better HR information

  • More relevant feedback – as pulse surveys are sent out regularly, you are getting a better look at how things are going ‘right now’ in the business rather than waiting each year to gain insights.
  • Culture – a happier, more positive culture is created in an organisation that is focused on listening to their people and actively working on initiatives to improve engagement.
  • Motivation – based on the responses you get from ongoing, regular pulse surveys you will have a better understanding of what motivates your people throughout the year.
  • Quick and easy to complete – because they are short and sweet, these surveys are not time consuming and allow for employees to give their honest input in a timely matter. This means that participation rates are higher on pulse surveys than the less frequent alternatives.

Supports open communication – the ability to express your thoughts, concerns, and motivations is important in an organisation. By showing your people that you care to listen, they will feel more comfortable giving their honest feedback.

However frequent employee surveys do have some disadvantages

  • Employee surveys with high frequency can become less effective, as people begin to get ‘survey fatigue’.
  • Surveys should not be more frequent than fortnightly at most.
  • Poor communication and no follow-up – by running Pulse surveys employers are setting up expectations that ‘things will be done’. Therefore, because employees are putting in the effort to give their honest feedback, proper action must be taken after evaluating the feedback. If you do not do anything in response to what they say, they will be discouraged to providing their feedback in the future. Hence you need to ensure you have appropriate resources available to communicate with employees and act on their feedback (which is the expectation you are setting).

Inclusions for a good employee survey:

  • Select topics and questions you want to get feedback on e.g. choose 5-15 questions that you would like your employees to answer that will add value and insight to your business. These questions can cover a variety of topics, such as motivations, happiness, feelings about management, recognition, workload, job role, etc.
  • Develop a solid employee communication plan to run before, during and after the survey and ensure you stick to the plan.
  • Analyse the responses upon completion – look at areas that feedback has shown need to be improved, as well as reflecting on the positive areas.
  • Analyse trend data, showing how results in each key area is changing over time.
    In accordance with your communication plan, share the results with employees in a timely manner.
  • Take action – this is the most important step! Develop an action plan that includes key dates and who the person is who is responsible for delivering each item.
  • Review and repeat – repeat pulse surveys regularly. Continue to review responses and see if progress is being made with the changes you implemented.

Benefits of high employee engagement

  • Fully engaged teams perform significantly better than less engaged teams.
  • Statistics show that 87% of employees worldwide are not engaged at work. Businesses with highly engaged employees have been proven to outperform those who do not significantly in earnings per share.
  • Teams that are highly engaged have cultures that are safe and empowering, which is reflected in increased wellness and wellbeing.
  • Given everything that our people have been through with Covid-19 over the last year or so, now is definitely a good time to do a pulse check with your team to see how they are currently feeling about their roles, communication, relationships, the work environment, and their general satisfaction.

Are there any tools that can help with employee surveys and pulse checks?

Although free tools such as Google Forms and SurveyMonkey are popular, they lend themselves to an ad-hoc approach to surveys rather than an integrated system that’s aligned with your organisational goals and needs. What’s more, with these generic tools you’re starting with a blank page and you need to devise the survey questions yourself.

Introducing the People Management Toolkit in EMS Hub

The tool we’ve developed and use for all types of employee surveys is the People Management Toolkit within EMS Hub, which is a powerful suite of HR software.

EMS-hub

To help you get started with surveys, there are over 20 survey types to choose from in the People Management Toolkit, including:

  • Employee pulse checks
  • Longer employee surveys
  • Employee engagement surveys
  • Employee satisfaction surveys
  • Change management reviews
  • Exit interview surveys
  • HR audits
  • Annual performance reviews
  • Employee self reviews
  • Manager reviews.

Best of all, there are best-practice HR templates you can use and adapt. These will help you hit the ground running and save valuable time.

Plus there are reporting tools in the software, so you can check on the completion rate of surveys, and also run departmental and organisational rating reports. The results from your surveys will give you clear information for your decision making.

Find out more about the People Management Toolkit – or book a demo of the software to see what it could do for you.

Contact us to find out how we can help your business.

How regular employee surveys can improve business performance

How staff surveys can transform your business culture

Answering a document named employee survey
Staff surveys are more than just questionnaires; they are powerful business tools that provide essential insights into employee morale, satisfaction, and workplace culture. When used effectively, they can drive employee engagement, improve productivity, and reduce turnover, offering companies a strategic advantage.

Why staff surveys are crucial for businesses

In today’s competitive work environment, understanding your employees’ needs and concerns is key to building a thriving, engaged workforce. Staff surveys give your employees a voice, allowing you to proactively address challenges before they affect productivity or morale. Regular feedback from surveys helps create a culture of openness, where employees feel valued and heard.

With remote and hybrid work models becoming more common, staying connected with employee sentiment is essential. Surveys help maintain a positive workplace culture, even when face-to-face interaction is limited.

Key benefits of staff surveys

1. Boosting employee engagement:

Engaged employees are more motivated and productive. By regularly surveying your staff, you gain valuable feedback that can shape employee satisfaction strategies. Engaged workers are likely to stay longer and perform better, improving overall workplace performance.

2. Improving retention: Understanding why employees stay—and why they might leave—is essential for any business. Exit surveys provide crucial insights into factors that influence turnover, while engagement and pulse surveys help monitor ongoing satisfaction levels. This information allows you to make informed decisions that improve retention and reduce the high costs associated with hiring and training new staff.

To learn more about improving employee retention, check out our employee engagement solutions.
3. Enhancing productivity: Surveys focused on job satisfaction, leadership effectiveness, and workplace wellbeing provide data that can be used to improve processes and communication. When employees feel their concerns are being addressed, their focus on work increases, leading to improved productivity and better outcomes for the business.

Types of staff surveys that drive results

1. Pulse surveys

Frequent, short surveys that provide quick insights into employee morale and engagement. They help businesses stay on top of trends in workplace sentiment.

2. Employee engagement surveys

Comprehensive surveys that dive deeper into the overall satisfaction of your employees, focusing on key areas like leadership, development, and culture.

3. Onboarding surveys

Surveys designed to gather feedback from new employees on their initial experience, helping improve training and integration.

4. Exit surveys

Capture critical insights from departing employees, helping you understand the reasons for turnover and improve retention.

5. Employee satisfaction surveys

These surveys focus on how satisfied employees are with their work environment, compensation, and overall experience in the company.

6. 360-degree feedback surveys

Collect feedback from multiple sources, including peers, subordinates, and managers, offering a complete view of employee performance and engagement.

7. Wellbeing surveys

Focused on mental, physical, and emotional health, these surveys help assess the wellbeing of your employees, ensuring a healthier, more productive workforce.

8. Remote work surveys

Tailored for businesses with remote employees, these surveys gather feedback on how supported and connected remote workers feel.

For more information on our survey options, explore our range of tailored survey solution.

Maximising the impact of staff surveys

To truly benefit from staff surveys, it’s crucial to act on the data they provide. Sharing survey results with your team and being transparent about the changes you’ll implement creates a culture of trust. Employees are more likely to engage with surveys when they see their feedback is leading to positive changes.

Consider working with an HR consultancy, like ConsultingHQ, to design customised surveys that address your specific business needs. Tailored surveys ensure you’re collecting the right data and can implement solutions that align with your organisational goals.

Ready to unlock the full potential of your workforce? Contact us today to create customised staff surveys that will drive engagement, productivity, and satisfaction within your organisation.

Managing employee engagement and productivity post COVID-19

Managing employee engagement and productivity post COVID-19

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Managing Employee Engagement and Productivity Post COVID-19

Contents

Managing Employee Engagement and Productivity Post COVID-19 – As many employees return to offices, employers should expect to notice some subtle changes in employee behaviour that may warrant focus for the early weeks back at work – particularly in light of potential restructures.

While the closedown has been stressful for employers, so also has the sudden separation from peers and adjustment to working remotely, in some cases under revised employment conditions & pay rates for your employees.

Employees are well aware of the challenges that employers face in the current uncertain environment – and they are aware of what that may mean for their future employment – creating a potentially stressful return to work environment for many.
Anxious employees are generally more distracted, make more errors and have less energy overall. This is a normal human response to increased levels of anxiety.

Speak to your team as a group and as individuals

While this may be a drain on your time, employees are reliant on you for their income and they need to know where they stand.
Commence restructure conversations as soon as possible, and be decisive about your actions and communications in this area.
People would rather know and make plans than not know and worry. The processes for restructure and redundancy is clear – the consultation & communication process takes a number of weeks, so it really is better to get your plan sorted, then executed. Be sure you remain compliant with all processes – the regulations around employment remain in place as pre COVID. Employers are obliged to follow a process with consultation & consideration.

Consider training & development opportunities

In considering your succession plan and skill gap map as part of your overall restructure planning, a period of reduced productivity for your business may be an excellent time to consider skill training for some employees to close skill gaps and test aptitude in new areas.

Enable input to innovation or pivot ideas

While this process needs to be carefully managed for expectations, high performing employees will relish the opportunity to contribute to pivot concepts for your business – these employees have most likely spend some time considering areas of opportunity during the close down. It will be fantastic for them to brainstorm ideas under supervision – and who knows, some of the ideas might be fabulous suggestions that you had not yet considered.
Enforce your operational and behavioural standards
All your employees have been absent for a lengthy period. Make sure your standards of behaviour including dress code & working hours are back in place immediately – this will give employees a sense of ‘normal’ that will help them click back into gear.
This will be reasonably easy to slide into the conversation as you reinforce new distancing & tracking protocols in place for the return to work safely guidelines.

Be available

Unless you have a reason to be absent from the workplace – and of course distancing protocols will be required, but make sure you are available for your team. While employers have had a hugely stressful time – don’t forget your entire team has also been stressed – and many of them will have been worried about you, your business and their employment. Allow people to chat and reconnect with you in their own time.

Managing Employee Engagement and Productivity Post COVID-19

Contact us to find out how we can help your business.

HR advice on understanding work-life balance

HR advice on understanding work-life balance

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What does work-life balance mean to your team members?

The term ‘work-life balance’ can mean different things when it comes to individual employees. The challenge for the business owner is in comprehending how the employee views this balance and in monitoring individual team members.

This is the very core of successful HR practices – allowing a customized definition of balance while not compromising your business objectives

For some, the balance may mean being allowed to start their day while others are still sleeping so as to be available for children getting off to school. For others, the balance may mean having a defined and definite finishing time for their day.

The key here is to consider the whole person you have employed and to allow them to work to their best ability & working style. Some people simply cannot sit at a desk for 8 hours and be productive – and some need to know that they can have their weekends & evenings free.

The one standard and universal metric for work-life balance are that both parties – employer and employee are comfortable with the arrangement and that the mutual goals are being met.

What should you do when employees become overwhelmed by work?

Sometimes an employer just needs to step in and reassign work. While there are many employees who will give their all and who are perfectly happy working at a high level 95% of the time, it is critical that the lines of communication remain open – so that the 5% where high-level output becomes stressful for the drivers, that they may step away. For these high output employees, you need to build a support structure and at the same time build a succession plan for their potential absence.

What about when you feel taken advantage of?

Similarly, at the other end of the scale, there are those employees who are constantly having home life dramas and requiring more flexibility than others. The only way to manage this is to have systems in place that track productivity and absenteeism. Being absent does not necessarily mean lack of productivity.

Again, lines of communication must be open and be transparent. Often the dividend of trusting employees to complete their work is respect and loyalty for the longer term.

How about work-life balance for business owners?

It can feel at times that the employees take all the balance, leaving the owner with all of the headaches. Always remember, as a self-employed person, you must have the discipline to also allow balance for your own life and family. Include in your employee work-life balance audit your own situation – you are in it for the long haul, so you absolutely must make it work for you! Appoint someone to monitor your own schedule and workload – it’s the best way to keep yourself in check.

Always remember the definition of balance is in the eye of the beholder – the true key to success in this arena is to find out how your employee views this aspect.

Contact us to find out how we can help your business.

Contact us today!

Contact us today!