Randstad Canada HR Blog

6 Office Holiday Productivity Hacks to Get You Ahead of the GameTitle Here...

Posted by James Rubec on Fri, Dec 19, 2014 @ 09:49 AM

6 Office Holiday Productivity Hacks to Get You Ahead of the Game

Christ-hackBetween holiday parties, vacation notices and children coming onto their winter breaks, boost your office and employee productivity can be at an all-time low. But not for you! No, not this year! This holiday season you are going to break down barriers to your success, you are going to surmount the climbs of office heroism and get things done!

1.Make a plan: Santa Claus isn’t the only one who’s making a list and checking it twice, that’s going to be you! Follow old Saint Nick’s advice and plan out what you can achieve in the next two weeks as your deserted office gathers dust. Think about what you can do on each day you are at the office, make daily and a weekly to-do list and challenge yourself to cross all of them off. Compare that to next year’s plan and see how far into Q1 you can get a head start.

2.Exercise: There are advantages of being the standard bearer of your department – if you want to take an extra-long lunch and hit the gym you can. You manage your time to be as productive as possible; exercise can increase your energy, keep you focused and make you feel better. This is especially important if turkey dinners and Egg Nog are in your future. Breaking your day up with physical activity isn’t luxurious, it is a catalyst to a more effective work day.

3.Clean out your inbox: In-box zero is a fine goal to have, but isn’t achievable most of the time. Start of the New Year right by sorting out your communications by topic, or industrial theme, further to that organize your files and get your materials in order so you work smarter not just harder.

Looking for a new job this holiday season? Search for great positions in your region, click the button below.

4.Analyse your post mortems: We all have decks full of great advice we’re trying to give ourselves and our teams. Look back at this year’s projects and compile a list of best practices of all the things you’ve learned this year – find out what didn’t work on a macro scale and reenergize yourself with a reminder of your accomplishments.

5.Catch up with a mentor: This time of year is supposed to be about connecting with old friends and family. This can also be a great time to ask your mentor out for a coffee – bring along a notepad and a gift and pick their brain about issues you are having on a project or talk about your career progression.

6.Break your coffee habit: Unless you have direly important meetings, or have been staying up late baking cookies, you shouldn’t always need a cup of Joe in the morning. Caffeine is a powerful stimulant but it loses its potency when it becomes a three times daily habit. With the office empty or close to it, this is the perfect time to take three days and abstain from the dark glory of your Starbucks cup.

Happy holidays, and I hope you these tips help you be as productive and joyful as possible.

Share your holiday work tips with us on Twitter @RandstadCanada.

Tags: Productivity, Office Advice

Can Ontario fill Canada's labour shortage, woes?

Posted by James Rubec on Thu, Dec 11, 2014 @ 10:56 AM

Can Ontario's skilled workers, fill British Columbia's LNG  labour shortage?

With the price of oil falling rapidly and companies cutting costs and prior to Christmas, the Business News Network invited Randstad Canada’s President, Tom Turpin on to discuss a future labour shortage that may be filled by foreign workers on a liquefied natural gas (LNG) project in 2016 – 2019.

TOM

In this interview Turpin was asked what really makes up this labour shortage and his succinct answer was that Canada has a relatively small labour pool that is trying to simultaneously complete some very large projects.

Another question was, is there a pool of labour elsewhere in Canada that could fill the requirements out west for petrochemical workers. In short, no.  Even though Ontario has a great number of workers, many of them skilled, it isn’t as though they all have transferable skills into oil and gas engineering.

The best way to outline this shortage is to look at historical oil well drilling and completion data. Alberta has held the lion’s share of drilling and oil and gas activity, not just in the past year, but over the past three decades. If you were looking for lumberjacks you wouldn’t go to the desert, Ontario is the oil and gas desert.

Drilling Activity Canada, 2013

Alberta accounted for 62% of oil wells completed in Canada in 2013, to put that into context all of Eastern Canada’s participation in the oil and gas industry, the Eastern provinces, accounted for .0047% of wells completed.  

Dating back to 1981, this imbalance in production is even more spectacular.

Meters

Alberta has accounted for 72% of Canada’s last three decades of oil well drilling. Any expertise that the Canadian labour market has had in oil and gas and LNG processing has been out west and has been for the past 30+ years.

For more on drilling statistics, visit, the Canadian Association of Petroleum Producers 

 

Looking work in the oil and gas sector, click on the button below and apply today.

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Tags: Oil and Gas, Alberta, Jobs and economy

Women Shaping Business: Toronto Panel Discussion

Posted by James Rubec on Wed, Dec 10, 2014 @ 12:26 PM

Women Shaping Business: Toronto Panel Discussion


The 2014, Women Shaping Business program brought together some amazing leaders to discuss mentorship, gender equity and the advances that organizations have made in building stronger leadership teams through diversity.

In the second event held this year on November 12, 2014, Randstad Canada welcomed over 200 business leaders from across Toronto to join in a discussion featuring an exciting and diverse panel of business leaders.

Looking for work with leading Canadian Employers?

The panel featured five great speakers including Spencer Saunders the President of Art & Science Digital Experience Design, Katherine Dimopoulos the Head of Marketing and Brand Experience at SCENE, Fawn Annan President & Group Publisher IT World Canada & Chair, Canadian Channel Chiefs Council, Ingrid Macintosh the Vice President of Portfolio Advice and Investment Research, TD Bank Group and Michael Kyritsis the VP of People and Values, Bond Brand Loyalty and was moderated by Linda Galipeau, the CEO of Randstad North America.

In this recording, which is introduced by Faith Tull, the Senior Vice President of Human Resources for Randstad Canada, you will hear an in-depth discussion on a number of facets of gender equity, current research on workplace diversity and new insights into the balance that our lives at work and home need to take.

Highlights include discussions on worklife harmony, the importance of verbiage surrounding adaption over accommodation and the importance of finding role models and mentors for anyone seeking to advance their career. 

Introduction Time Signatures:

00:03: Faith Tull, begins her introduction of the panel to the audience at 1 King West, in Toronto, Ontario on November 12, 2014.
4:15: – Faith Tull, introduces the panelists.
5:55: Linda Galipeau, begins her moderation of the panel.
9:00: Q1: Why do we want more diversity in the boardroom – discussion started by Katerhine Dimopoulos.
9:55: Followed up by Ingrid Macintosh.
10:33: Michael Kyritsis speaking about the importance of diversity at the table.
11:25: Q2: Does it matter what role that women take? Very few women in the roles, COO, CIO, CEO, executive women, does it matter? 
13:15: Katherine Dimopolous shares her thoughts on women helping women advance.
14:15: Linda Galipeau introduces research conducted by HP about the “confidence gap”.
16:15: Fawn Annan, speaks on how women and men network differently.
17:05: Ingrid Macintosh speaking on self-selection and the generational shift of women having their own mothers as professional role models.
19:45: Spencer Saunders shares how he has changed his shop culture to be more inclusive.
25:15: Q3: How do men and women network different and how can women network more effectively?
26:00 Fawn Annan, discusses the value of awards and recognition programs for women and organization that spur on diversity.

Join the Women Shaping Business Linkedin Group, and keep the conversation going all year around. Register with the button below.

WSB-1

Tags: Womenshapingbiz, gender equity, Women in Tech, Canadian Business

Canada's Most Wanted Professionals: Top Jobs 2014

Posted by James Rubec on Fri, Dec 05, 2014 @ 11:39 AM

Canada's Most Wanted Professionals: Top Jobs 2014

While November's Labour Force Survey has seen the first decline in jobs in the last two months, 2014 has been a great year to be a Canadians looking for work.

With a strengthening manufacturing sector, a growing resource economy and an innovative tech sector, demand for Canada’s top talent is high.

We have scoured our data to pull what Randstad Canada sees as the jobs that are in highest demand from 2014.

If you are an employer looking to hire, a student searching planning your career path or are thinking of making a career change, review the presentation below and find out who are the most in demand workers in the country for the Skilled Trades, Industrial Support, Engineering, Technologies, Finance & Accounting and Office & Administration.

 

labour-force-heat-map-Dec2014-stf-skilled-trades-v02.en

Tags: Canadian employment, Business

Mentorships, the good, the bad and the ugly : Women Shaping Business

Posted by James Rubec on Thu, Nov 20, 2014 @ 10:07 AM

As part of the Women Shaping Business Program, we looked at mentorship with one of our panellists from events we held across the country. Dr. Rebecca Sullivan, an Associate Professor of the Department of English, joined a panel of experts in a discussion in Calgary as part of our program on November 13, 2014, and was gracious enough to sit down with Randstad Canada to talk on mentorships and how to make the most of them. Professor Sullivan was instrumental in the development of our Calgary program and we thank her for valued input. To learn more, visit, www.womenshapingbusiness.ca

130919_EDIT_Rebecca_Sullivan_0002Q&A With Dr. Rebecca Sullivan: 
Some mentorships work well, others are well ... just work

While mentorship has value, not all mentorships are created equal. Dr. Rebecca Sullivan a professor in the Women’s Studies Program at the University of Calgary sat down with Randstad Canada and added some context to our survey results. Here are her insights on our mentorship and gender divide data.

Q: Our study showed that very few women are taking part in mentorships, with 76 telling us that they’ve never had a mentor and haven’t sought one out, does this surprise you?

A: This survey’s results aren’t surprising at all. Mentorship can often just mean added labour with no tangible benefits, especially since the data shows a lingering bias toward promoting mentored men. A Harvard Business Review paper titled Why Men Still Get More Promotions Than Women[1], looked at 4,000 high performing men and women MBA graduates engaged in mentorship programs between 2008 and 2010. What the study found was that while women were getting a great deal of guidance and support, men got more promotions.

The study’s authors interviewed their subjects and found that most said the mentorship programs led to a great deal of extracurricular work beyond their actual jobs – the mentorship programs were a burden.

Q: So if mentorship in the formal sense don’t work, what does?

A: It isn’t that they don’t work, they just don’t work evenly. Sponsorship, when a mentor, or manager promotes an employee to business leaders and goes beyond giving advice and into lobbying for someone, you are on better footing. There are two other things;

  1. Informal mentorships can be great, indeed that’s where many men have enjoyed advantages and opportunities. We need to find out how these mentorships work, what sorts of skill sets are valued and how promising, talented men are brought into the circles of leadership. But in doing that, we also need to learn how those same networks help keep the promising, talented women out.

  2. Organizations need to make efforts to recognize the accomplishments and capacity of female professionals at an earlier stage. Too often, women are expected to prove their abilities at a much higher rate than men, who are promoted as much on potential as on actual accomplishment.

MentorQ: What can women do help themselves advance faster?

A: There’s the big question. “What can we do to help ourselves,” implies that this is our problem.
At one time, Hewlett-Packard was seeking to increase the number of women in senior roles, so they looked at their HR files and found that women would apply to a role when they had 90 or 100 per cent of the qualifications. A man would apply at 50 or 60 per cent, sometimes even lower.

There is a tendency to look at this stat and say, “Well women just need to work harder, demand more and be more assertive with what they want. They need to ‘lean in,’ therefore this indicates that women lack confidence.”

That’s a big leap. Personal empowerment is a powerful tool for many, but reading that a gender “confidence” gap is the root of all our gender equality issues puts the problem back on the shoulders of women – this makes us the problem again. Some personality flaw in our chromosones that we have to fix.

When women are made responsible for the systemic barriers that block their entry into leadership, they get caught in a vicious cycle. Acknowledging a barrier appears like whining, or weakness, or lack of confidence. So some women end up banging their heads against that glass ceiling until they burn out and give up.

Q: How does this play out in the world of work?

A: A great example of this is in the STEM fields, where fewer than 22 per cent of the employees are women.
Now, women make up 48 per cent of the work force nationally, they represent over 50 per cent of STEM graduates, it is hard to see how confidence alone is going to make up a 28 per cent difference between men and women in STEM fields. So if the problem of women isn’t women, then what is it? The answer is clear, but it means recognizing inequities and imbalances that privilege those already in leadership.
As the results of this survey have shown the divide is real and it needs to be addressed at the organizational level.

Back to the Harvard study, mentorship does still help women advance – but what makes it possible for women to continue to advance are organizations that accept that bias exists and actively fight against it, through awareness training and the very action of promoting women to leadership positions.

The value of your mentorship program is in the promotion of leaders not necessarily in the process that got them there.

Mentorships only have value if they end in results – professional advancement, new skills, higher levels of retention, positive morale, pay raises or all of the above.

To join the discussion and more in the Women Shaping Business Linkedin Group.

 

Here are other articles from our Women Shaping Business series:

1. Can women have it all?

2. How I overcame imposter syndrome

3. Let's talk about dress

4. Mentorship vs Sponsorship

5. Women Shaping Busines 2014: Shrinking the divide, expanding the conversation

 

[1] Why Men Still Get More Promotions Than Women http://hbr.org/2010/09/why-men-still-get-more-promotions-than-women/ar/1
[2] Few females in STEM fields http://wiseatlantic.ca/pdf/Interview%20with%203%20chairs/NSERC_Part_Two_03.pdf

 

Tags: calgary, Randstad Canada, Mentorship, Female leaders, gender equity, leadership

Women Shaping Business 2014 : Shrinking the divide, expanding the conversation

Posted by Randstad Canada on Mon, Nov 17, 2014 @ 08:35 AM

According to the third annual Women Shaping Business survey conducted by Randstad Canada, the gender divide has been shrinking in today's workplace.  As salary continues to be a discussion point when it comes to gender equality, the survey revealed a decrease in the perceived salary gap between men and women - 65% this year in comparison to 78% last year. Other areas where women have also seen progress include, better work-life balance and flexible working arrangements.
After reviewing the results from a survey of 1,000 Canadian women, we have the resullts of our annual Women Shaping Business Survey. 
wsb-infographic-v03.en

Tags: Randstad Canada, Female leaders, gender equity

Women Shaping Business: overcoming the ‘’motherhood gap’’

Posted by James Rubec on Thu, Nov 13, 2014 @ 12:06 PM

MAT_leaveAs part of the Women Shaping Business Program, we looked at maternity leave as a resource for families looking to grow while staying in the workforce. We spoke with Shannon Young, Randstad Canada’s Human Resources Manager to learn more about the programs offered by the government and Canadian corporations.

Maternity leave is still a burning issue for women and organizations today. Is a year off putting too much of a strain on organizations? Is taking a year off hindering the chances of women to access senior positions?  In 2012, when Yahoo! appointed Marissa Mayer, six months pregnant, as its new CEO, many viewed the move as a sign that perceptions are evolving, and that employers are starting to believe motherhood and the executive office are in fact compatible. Mrs. Mayer admitted that she was only going to take a few weeks off, showing that the challenges of handling the two are still very real. How do Canadian women today reconcile their desire to raise a family with their professional obligations and aspirations?

Taking the full year off: more and more of a standard for Canadian women

MATIn Canada, each mother is given the opportunity under the law to take a 17 weeks of maternity leave, as well as 35 weeks of parental leave that can be taken either by parent, or adoptive parents.  Companies must provide their employees with that time off, without a penalty to their position, meaning they are guaranteed to have their job when they get back from maternity leave. The Canadian government, through the employment insurance program, offers women and families on leave a little over $500 a week as a maternity leave benefit.

“This is really the cornerstone of Canada’s social family programming,” says Shannon Young, Randstad Canada’s Human Resources Manager. “That time for pair bonding is fundamental to childhood development and the program as it stands facilitates that.”

“What I’ve seen is that more and more women are willing to take the full period of maternity leave off,” explains Young. “Where 10 years ago there was more sense that getting back to work was a priority, these days,  by the time the child is born and families are on leave, they aren’t rushing back to work,” adds Young.

Some industries and companies include additional benefits for women or men who go on maternity leave. These can include pay during periods when they would traditionally be waiting for their firm maternity leave benefit cheque from the government.

“In the healthcare and education sectors,  these sorts of benefits are almost standard. They are a highly effective recruitment and retention tool – when you are planning a family, you want that security,” says Young. 

Going back to work: the challenges and the solutions

But is maternity hindering the chances of women’s progress in the organization? According to our latest Women Shaping Business Survey, 51% of women are worried about their maternity leave having an effect on their ability to move up.

“Things change. You leave the office for a year, you might have a new manager, you might be have a new phone system, you might be working in a different office, your company may have been purchased, everything in a business can change in a year.  That’s something that most women and most corporations have not necessarily thought through when people go on maternity leave,” said Young.

More and more organizations are implementing special programs to ease the transition and remove barriers, for example by pairing female employees on leave with a female coworker to meet and chat about projects and office news, or to assist in winding down before maternity leave and after with the reintegration.

“Organizations have to realize that it isn’t always about the benefits, but also about how well they plan their employees’ return to work. You can’t expect someone to jump back into work after six months or a year off and be back up to 100% in a week.”

Either way, for women or family looking to plan a family, building an understanding of the benefits and programs that are available to you and what you can negotiate for is a great first step. To learn more about the government’s maternity leave visit service Canada’s website, here.

Three tips for getting back to work after a maternity leave:

  1. Plan for a new on boarding: Work with your human resources team and your manager to build a program to help you reintegrate back into your old job or the new one you’ve taken on after your leave. This might be as simple as setting up a meeting to learn new IT processes, or the new phone system, or as complex as a full week of training on a new business line.

  2. Set up meetings with internal business leaders: Before you get into the swing of things, book a few minutes and speak with departmental leaders to learn the current dynamics at play in the office – what the company’s priorities, what are some of the business issues that need to be addressed? This will give you a better picture of how to operate effectively on your return.

  3. Stay in touch while on leave: Be sure to communicate with your manager and your HR department about your plans and date of return. This serves two purposes, one, it helps you stay on top of mind with your team and manager the second it helps you keep on top of some of the activities going on in the workplace.  

To join the discussion on maternity leave and more in the Women Shaping Business Linkedin Group.

 

 

Tags: Women Shaping Business, maternity leave, Mentorship, Female leaders, Womenshapingbiz

Canada up 43,000 Jobs in October, Women See Gains

Posted by James Rubec on Fri, Nov 07, 2014 @ 09:14 AM

With the lowest unemployment rate since 2008, Canada gained an estimated 43,000 jobs in October according to Statistics Canada, dropping from 7.0% to 6.5%.October-labour_force

"In the 12 months to October, employment rose by 182,000 (+1.0%), with the growth in September and October of this year accounting for two-thirds of this increase.

Compared with October 2013, part-time employment rose by 101,000 (+3.0%) and full-time employment was up 81,000 (+0.6%). Over the same period, the number of hours worked rose slightly (+0.4%)." STATS CAN.

Women employed at a higher rate

Of particular note was that women between the ages of 25 and 54 gained the lion’s share of the jobs, with women in Canada gained 34,000 full-time positions in October .

Major winners on the job front were, retail and whole sale trade, education workers and finance and leasing industry.

For the second month in a row, private sector jobs saw an increase of over 70,000 positions, while public sector jobs fell by 54,000 positions mostly in public administration.

Ontario's employment picture brightens

The important manufacturing sector also saw an increase of 33,000 employees between September and October, while Ontario saw its unemployment rate drop from 7.1% to 6.5% along with the Canadian picture.

This is amid an uncertain pricing model for global oil, which has seen sharp decline dropping to below $80 a barrel for the first time in four years, contributing to the drop in the Canadian dollar to its lowest level in five years $0.87 CND to the American dollar.

In remains to be seen if this relates to a decline in the natural resources sector, which between September and October of this year has seen a drop in employment by 22,000 workers.


Follow Randstad Canada on Twitter @RandstadCanada for more Canadian workforce trends. Want to learn more about the labour picuture for women in Canada? You can learn more about Randstad and join the women shaping business Linkedin group, register here today.

Tags: Randstad Canada, Women Shaping Business, Canadian employment, Jobs numbers

Mentorship vs Sponsorship: what are they, what are the differences?

Posted by James Rubec on Tue, Oct 21, 2014 @ 08:55 AM

 

Mentorship vs Sponsorship: what are they, what are the differences?
Mentorship_venn

This article is part of Randstad Canada’s Women Shaping Business program, aimed at exploring the career challenges and opportunities that current and aspiring female leaders face in today’s organizations.

If you haven’t had a mentor you’re not a alone, in Randstad’s 2013, Women Shaping Business report, we found that 84 per cent of women said they’ve never had one, however for organizations looking to grow, making investments in training through mentorship or sponsorship pays dividends.

Mentorship programs and professional sponsorship especially, are ways to take aspiring leaders and mould them into the businesses’ next generation of executives.

How do these two important tools in advancement and training differ?

Mentorship: guidance up the ladder

A lot people have had mentors, they might not have been called that, but they’ve had one. They might have been a teacher, they might have been a coach, but most professionals have had a person more senior than them that has taken interest in their advancement and provided advice.  This is a mentorship relationship – when one person invests time in another and the other listens and acts on their advice.

Some organizations have formal programs to foster these relationships; these have structure, a defined start and end period and activities that are built into the program to follow. In some cases employees apply to be part of these programs, other times they are delegated the relationships as a duty or responsibility. Mentors go through a similar process but they are often given a choice on who to mentor.

Other mentorships are informal. They can happen as a course of a daily interaction between two team members, or through a manager and employee relationship. What defines them is a senior guiding a junior and the junior advancing through the ranks or gaining new skills.

This is also where sponsorship blends with mentorship, because the best mentors act as sponsors for their mentees.

In an interview with Forbes, Sylvia Ann Hewlett put it nicely,”If mentors help define the dream, sponsors are the dream-enablers. Sponsors deliver: They make you visible to leaders within the company — and to top people outside as well.”

Sponsorship: opening the doors  

Professional sponsorship is when one person promotes someone to their colleagues or peers for a position. This can be when someone is asked for their suggestions for an internally promoted role and a sponsor brings up their mentee’s name. As well this can be done in passing when a manager discusses the high quality of one of their employees’ work.

Sponsorship has a stronger relation to professional advancement than mentorship alone. It has been shown to increase the likelihood that female leaders will be promoted to advanced positions and can significantly impact someone’s career trajectory. A great sponsor kicks down doors and guides their mentees on the way through them.

Differences and benefits

Both informal and formal programs have benefits. Informal mentorship leads to more sponsorship, but formal mentorship programs are great tools for passing corporate knowledge between different generations of workers.

Another advantage of a formal mentorship program is being able to track the progress of those involved. Informal mentorship might be better at leading to sponsorship but it is hard to measure.

When you look mentorship programs they benefit both the mentee and mentor

A study published in the Journal of Vocational Behavior, which compared senior professionals who had mentors and those that didn’t, found mentors had greater job satisfaction.

While these types of programs may add work and take time to foster and maintain retaining quality senior professionals and helping them gain satisfaction from their work is a valuable benefit.

Sponsorships are bridges for great employees to get ahead, for sponsors they are vetting for people they believe in, this can be a risk. The reward is in seeing someone they know can do the work, succeed and bringing a strong ally further up the chain of command.

How has sponsorship helped you in your career?  Have you ever had a mentor before? Let us know on Twitter@RandstadCanada.!

You can learn more about Randstad and the Women Shaping Business program on the WSB Linkedin group, register here today.

Here are other articles from our Women Shaping Business series:

1. Can women have it all?

2. How I overcame imposter syndrome

3. Let's talk about dress

Tags: Women Shaping Business

Can women really have it all?

Posted by Alexandra Levey on Wed, Oct 15, 2014 @ 02:17 PM

I am entering that phase in my life where starting a family is on my mind, and not for the reason you’d think. It seems that this is going to be a pivotal moment in my career. I have been to quite a few conferences on women in business over the past two years and at almost all of them the conversation has steered towards maternity leave. It seems that when a women hits the point in her life when starting a family seems conceivable (pun intended), she is forced to make a choice: either continue climbing the corporate ladder and put family plans on hold (sometimes indefinitely), or take a step back from her career and focus on her family. From what I’ve heard from the women participating in the panel discussions at these events, I am going to start to fear that I will be passed over for promotions; that my career will stall. Although these are issues that do concern me, the biggest one I fear is being forgotten altogether. What happens if I take my maternity leave and my replacement is younger and smarter than me without any plans for a family? I know that there are laws in place in Canada to protect women in this situation, but they only ensure she has a job waiting for her. It doesn’t mean it will be the same one she left and it doesn’t promise that everyone will hold her in the same regard as they did pre-baby.

Change_iStock_000011530814XSmall

Further stoking the fires, there seems to be a tendency with senior level women not utilizing the full maternity leave and only using 6 months. As much as I appreciate the ambition and dedication to their career, this trend makes me nervous. If these women are only using 50% of their leave and making sure they keep one foot in the door at their company, does that mean that the women who utilize their full leave are considered less dedicated? What happens if I decide to have children and have a difficult pregnancy, leaving me bedridden weeks prior to even having the child. Will I be penalized for that too?

I’d much rather that businesses praise women for taking these periodic breaks in their career to have a family. From what I’ve experienced, the women who take time off to raise a family are warm, nurturing, smart and excellent managers of people and time. There are certain qualities that mothers bring to the business world that should be praised and appreciated more- patience, time management, people management, prioritization, and knowing when to say no- so why don’t companies look at maternity leave as a women’s time to further develop these skills?


So, what I want to know is how do you stay relevant while you are at home raising a family? Is it easier now to keep your name out there with sites like LinkedIn allowing you to engage in the business world virtually? Or does it make it even harder to stay relevant with the amount of news and information passing through the internet on a minute-by-minute basis? Is the guilt between balancing career and family real?

 

 

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