Pre-Apprentices given a Special Opportunity at Maaco

VOLUME 1
ISSUE 2
SUMMER 2012
Employer
news
SAVE TIME AND MONEY W HEN HIRING
Pre-Apprentices given a
Special Opportunity at
Maaco
T
he participants of the 2012
session
of
the
PreApprenticeship Program for
Autobody and Collision
Damage Repairer were given the
unique opportunity to receive individual training and to network with established professionals in the industry.
The event was organized by
Wayne James, Director of Operations
for Maaco Canada. James understands the importance of supporting
the next generation of apprentices.
“We have an aging workforce where
the average age of a technician is 58.
These students are our future.”
MAACO continued on Page 2
 10
WAYS TO ENCOURAGE YOUR
EMPLOYEES TO HAVE A HEALTHY
WORK-LIFE BALANCE ................ 3

ARE BAD MANNERS HURTING
YOUR COMPANY? .................... 4

AYCE CLIENT OF THE MONTH:
NATASHA DAWKINS .................. 5

AYCE EMPLOYER OF THE MONTH:
STOCK TRANSPORTATION .......... 5

WHEN THERE IS TENSION IN THE
WORKPLACE — TIPS TO HELP
YOU EFFECTIVELY ADDRESS
WORKPLACE CONFLICTS ........... 6
How to Engage Your Younger Employees
D
o your younger employees seem detached from the organization? Do you
feel that they lack enthusiasm for the position, and that they will leave as
soon as they have the opportunity? A lot of sweeping generalizations have
been made about the newest generation to enter the workforce.
GENERATION Y continued on Page 3
Pre-Apprentices given a Special Opportunity at Maaco
MAACO continued from Page 1
I
n the morning, Paul Birchall from 3M
Canada discussed the importance of
wearing personal protective equipment,
and showed the students how to correctly
put on and test their paint masks. He even
provided practical information, such as the
importance of being clean shaven while wearing a paint mask. He showed them how facial
hair can prevent the mask from sealing properly, allowing fumes to seep through. James
explained how this type of information will be
useful to the students. “We are giving you
little things that you can put into your toolbox
and pass on to other people to protect yourselves.” 3M also donated respirators, paint
suits, ear plugs, and gloves to each participant.
Bruce Redwood and Jim Owens from Sher-
2 | AYCE EMPLOYER NEWS | SUMMER 2012
win Williams did a presentation on the evolution of paint over the past 100 years.
They also described how the industry has
changed to become more professional, and
how much technology has improved the
efficiency and effectiveness of their work.
Marc Tremblay, Coordinator of the PreApprenticeship program at AYCE, indicated that events like these are helpful because
they expose the students to the options
available within the industry. “At the very
beginning, everyone wanted to be a bodyperson, but now they are starting to get a
feel for other areas. After the hands-on
painting workshop, many of the students
are now interested in becoming painters.”
Marc has found that these events also help
to keep the participants motivated. “If
Maaco Day accomplished one thing, it was
that these students now believe that this is
attainable, and that if they continue to work
hard, they will achieve their goals.”
The presence of the industry professionals was, in itself, an inspiration; all of them
started out where the apprentices sit today.
Having been an apprentice when he was
seventeen himself, James offers the students some sound advice, “It takes patience
and time. You won’t get to where you want
to be overnight.”
If you are interested in the PreApprentice Program for Autobody and Collision Damage Repairer, contact Marc
Tremblay by e-mail at:
mtremblay@ayce.on.ca or by phone at: (416) 491
-7000 ext. 203.
How to Engage Your Younger Employees
ager take an interest in them. Not enough
managers make that effort with young
employees. While the Millennials do
change jobs frequently, if you make them
feel like an important part of the team,
they may be more committed to the organization.
Find their strengths and use them. Your
younger employees have their own unique
strengths and abilities. For example, they
are a generation that is highly skilled with
technology and social media. See if there
is a way that you can harness their special
talents for the benefit of your business.
GENERATION Y continued from Page 1
R
eferred to as Generation Y or the
Millennials, they have been called
entitled and sheltered. Countless
books and articles have been devoted to techniques on how best to reach them.
Here are some simple tips that may help:
Allow for a work-life balance. According to a study conducted by the consulting
firm talentsmoothie, a healthy work-life
balance is important to younger employees. The study found that a poor work-life
balance was one of the top reasons that
millennials gave for leaving a job. http://
www.guardian.co.uk/money/2008/may/25/
workandcareers.worklifebalance
Common Purpose, younger employees are
looking to align their values with the organization.
http://www.guardian.co.uk/
money/2008/may/25/
workandcareers.worklifebalance
Are employees able to see how their work
contributes to the community? It is easy to
get so caught up in the day to day minutia,
that it is difficult to see the bigger picture.
Do what you can to help your employees
see the contribution that they are making.
According to a Deloitte survey, “more
than half of workers in their 20’s prefer
employment at companies that provide
volunteer
opportunities.”
http://
www.time.com/time/magazine/article
/0,9171,1640395,00.html#ixzz1vhBKehjM
Would it be possible for your organization
to support employee volunteer work, or to
contribute to the community in some other
way?
The newest generation to enter the workforce is different from all of the generations that have come before it. It is unlikely that you will reach them using a onesize-fits-all management approach. However, if you take a little extra time to attend
to their specific needs, they will reward
you by being committed to achieving organizational goals.
Make it a priority to help employees find a
work-life balance that works for them.
More than half of the millennials surveyed
by talentsmoothie indicated that they
wanted a flexible working arrangement.
While you may not be able to allow employees to work from home, if you can
offer some flexibility, your employees will
appreciate it.
(Photo From: Image: FreeDigitalPhotos.net)
Get to know them. There is nothing more Show them the higher purpose in their
motivating to an employee than having a man- work. According to a study conducted by
Listen to them. Young people are accustomed
to having their ideas dismissed and ignored.
Make an effort to seek out and actually listen
to their insights. Keep in mind that their fresh
eyes allow them to see things from a different
perspective than everyone else. Make use of
that opportunity and listen to what they have to
say.
10 Ways to Encourage Your
Employees to Have a Healthy
Work-Life Balance
1.
2.
3.
4.
5.
6.
Let employees know that your organization is committed to
helping them achieve a healthy work-life balance.
Allow flexible hours or working from home when possible.
Encourage employees to use their vacation and sick time,
and don’t let them work through lunch. Let them know that
you want them rested and relaxed.
Make sure that employees have a clear work plan and that
they know what is expected from them. Unclear expectations can lead to overwork and stress.
Encourage communication with employees to make it easier
for them to approach you when they feel overloaded.
Educate employees on the risks of overwork, stress, and
burnout. Teach them healthy habits and techniques that
they can use to cope with stress.
7.
Watch employees for signs of stress and burnout, and intervene when necessary.
8. Make sure that employees are aware of any available resources, such as Employee Assistance Programs, that can
help them manage their work-life balance.
9. Make an effort to learn about your employees’ interests
outside of work; it will help you get to know your employees, and you may be able to integrate their interests into an
employee event.
10. Plan a social event for staff and allow them to include family and friends.
(Photo From: Image: FreeDigitalPhotos.net)
SUMMER 2012 | AYCE EMPLOYER NEWS | 3
Are Bad Manners Hurting Your Company?
How are new people treated?
N
ow that you have assessed the
manners at your organization,
what can you do if you’ve identified a problem?
Are new employees left to fend for themselves, or are they made to feel welcome?
The manner in which new staff members are
treated can tell us whether or not employees Be a good example.
see themselves as part of a team.
It is particularly important that you are vigiAre your employees dressed professional- lant with your own behaviour. The manager
is held to a higher standard than everybody
ly?
else. When an employee behaves badly,
While employees don’t need to be up to date they can be dismissed as a rude person, but a
on current trends, the level of professional- manager’s behaviour can quickly spread
ism that they show in their appearance throughout the organization.
demonstrates the respect that they have for
the job, the organization, and themselves.
Discourage bad manners.
W
hen employees exhibit bad
behaviour, the consequences can be more serious than
you think. Poor manners
can lead to employee conflict, which can
significantly impact your company’s bottom line. “A study co-authored by Barbara
Griffin, an organizational psychologist
with the University of Western Sydney,
found that one in five people surveyed had
experienced bad manners at least once a
month at work. The report showed that
incivility had a detrimental impact on people and that due to its widespread nature,
had the potential to be very costly for organizations.”
http://www.forbes.com/sites/
lisaquast/2012/04/09/bad-manners-at-work
-bad-for-business/
So how can you determine if bad manners
are a problem at your organization? Here
are some key areas to focus on when conducting your own ‘courtesy audit’:
What is the state of common areas and
equipment?
Is the staff kitchen kept (relatively) clean?
Is common equipment returned to its proper place after use? When the photocopier
jams, do the staff report the problem, or do
they leave it for the next person to fix?
The way that employees treat common
areas and equipment can be a good indication of the level of respect that they show
to their co-workers.
4 | AYCE EMPLOYER NEWS | SUMMER 2012
How are your employees’ manners over- Employees need to be aware of what is expected of them in terms of manners. They
all?
could be exhibiting unacceptable behaviour
Step back and take a broad look at your em- because they simply don’t know that it’s
ployees’ manners. What have you noticed? rude. It may be beneficial to hold a staff
Do they keep their cell phone ringers on? meeting where employees have the opporDo they show up late for meetings? Do they tunity to create a list of do’s and don’ts for
interrupt each other? Do they have loud your specific workplace. This will ensure
conversations in open areas? While this that each employee has a chance to provide
type of behaviour may be innocent, it is rude input, and that everyone is on the same page.
and it can lead to conflict.
Act on it.
How do your employees treat each other?
When you see bad behaviour in the office,
Notice the everyday interactions between you need to take action. For example, if you
your employees. How do they speak to each hear one employee being rude to another, let
other? Are they polite and respectful, or curt them know that it is unacceptable. When
and rude? Are they working as a team, or word gets around that management does not
are they divided up into cliques? A problem tolerate bad behaviour, manners will immein the way that employees treat each other diately start to improve.
could require a significant shift in the organizational culture.
Recognize good behaviour.
If you are going to call staff out on bad behaviour, then you also need to acknowledge
when you see something positive. For example, if you see a few staff members cleaning up after a meeting, mention it. With
your reinforcement as a cue, employees will
start to understand that you are serious about
the standards that you are setting.
When deadlines are looming, it can be difficult to see the contribution that courtesy
makes to the bottom line. Screenwriter Bill
Kelly says that “Good manners are just a
way of showing other people that we have
respect for them.” When co-workers show
each other respect, the workplace becomes a
little more pleasant.
(Photos From: Image: FreeDigitalPhotos.net)
AYCE Client of the Month: Natasha Dawkins
W
e would like to congrat- feedback on areas where she could improve.
ulate AYCE’s client of
After the practice interview, Amanda sent Natasha a job lead for
the month, Natasha a group leader position at the Boys and Girls Club. Natasha was
Dawkins.
Natasha surprised that it was a group interview, but with all of her practice
came to AYCE as a recent graduate of and preparation, she was able to meet the challenge. While she
the Child and Youth Care program at initially didn’t get the position, she followed up with the employer
Ryerson University. She
and made a good impression. When another position
had been looking for
opened up, the employer contacted Natasha with an
I get to work directly with
work on her own, but
offer.
the children, which is
she was starting to get
Natasha is still working at the Boys and Girls
exactly what I have
discouraged. “I quickly
Club and she enjoys it immensely. “I get to work
always wanted to do...
became
overwhelmed
directly with the children, which is exactly what I
NATASHA DAWKINS,
and frustrated as I began
have always wanted to do… Currently, I am leading
to think that maybe this
a bullying awareness workshop once a week with the
EMPLOYMENT SERVICE
job search phase was
children I work with in order to raise an understandPROGRAM PARTICIPANT
going to be a lot more
ing of what bullying is from an elementary standtedious than I had thought.” Natasha decided that it was time to point and how to effectively problem solve to address bullying in
find some additional support, and while searching online, she came our younger generation.”
across the AYCE website.
Natasha is thankful for the support that she has received from
Natasha came to AYCE hoping to find employment in the child AYCE. She says that “AYCE played a huge role in helping me to
and youth services field. She met with Amanda, an Employment get my current child and youth care position.” Amanda attributes
Counsellor who helped to modify her resume. Soon after, Natasha Natasha’s success to her positive attitude. “Natasha was successful
started getting calls inviting her to interviews, but she wasn’t re- in her job search because of her ability to utilize the services and
ceiving any job offers. “I knew that I had substantial hands-on ex- resources that were provided in a proactive way. Natasha was able
perience working with children and youth and I knew that I had to stay positive and was willing to take constructive feedback to
gained a wealth of knowledge through four years of studying at help her improve her resume and interview skills. Her motivation
Ryerson University. I finally came to the conclusion that perhaps and tenacity are two of the contributing factors that led Natasha to a
my interview skills needed some fine-tuning.” Amanda then con- successful start in her career.” Congratulations and good luck, Naducted a practice interview with Natasha and provided her with tasha!
W
AYCE Employer of the Month:
Stock Transportation
e would like to offer our congratulations to AYCE’s Employer of the Month, Stock
Transportation. Stock Transportation has hosted two job fairs with AYCE
and are active participants in community
events that support AYCE’s clients.
Stock Transportation offers employees a
comprehensive driver training program, which
provides new school bus drivers with at least
80 hours of training in their first year of employment. Stock Transportation’s safety record is impressive, and according to Rachel
Lau, the Recruiting Specialist at Stock Transportation, they have “an uncompromising dedication to safety”.
Kenneth Handy, the Coordinator of Job
Development and Placement Services, is impressed with Stock Transportation as an employer. “Stock Transportation prepares candidates for successful outcomes, and they are
prompt with feedback about candidates and
open positions.” Rachel Lau appreciates the
support from AYCE.
“We have received
more than ten good applicants through AYCE
job fairs. We really appreciate the web ads
that AYCE posts for us prior to each job fair
and also the dedication that job developers
Shereen and Fan devote to these events for
us.” AYCE values the way that Stock Transportation works.
Kenneth Handy explains,
“They are willing to provide full information
regarding the hiring process and training
plans. The HR manager is very reliable and
personable. She ensures that candidates are
making informed decisions about their future
at Stock Transportation.”
AYCE candidates have benefitted from the
opportunities offered at Stock Transportation.
They are willing to meet all qualified applicants and to give them a chance. Rachel
Lau’s advice to other employers is to “keep an
open mind when interviewing applicants and
not be misled by assumptions and stereotypes,
as they affect your judgement and may result
in missing out on some really great candidates.”
Thank you Stock Transportation for
the valuable training and experience that
you provide to our clients. AYCE will
strive to continue sending qualified and
well-prepared candidates.
SUMMER 2012 | AYCE EMPLOYER NEWS | 5
When there is
Tension in the
Workplace
While conflict in the workplace is normal, it can quickly get out of control and decrease productivity.
It can even cause your organization to lose valuable
employees.
Here are some tips to help you
effectively address workplace
conflicts:
1. Pick your battles. A good
manager knows when to stay out
of it, and when to intervene. If
the problem seems like it may
disappear on its own, resist the
temptation to get involved.
2. Allow your employees to
vent. Don’t ignore hurt feelings
in an attempt to keep everything
professional. You need to get
these emotions out of the way
before you will have any success
at addressing the problem. Allow your employees to express
their emotions and to discuss
their hurt feelings. By dealing
with these emotions now, it is
less likely that employees will be
left with anger or resentment.
5. Keep everyone focused
on the facts. Don’t allow
people to make vague, general
statements. Ask them to provide specific examples. Let
them know of this expectation
ahead of time so that they are
well prepared.
6. Keep everyone on track.
Set up goals for the conversation and make sure that everyone stays focused on them.
Don’t allow the meeting to
turn into a complaining session; the purpose is to solve
the problem.
7. Listen.
Really try to
listen to what your employees
are saying. Is there a problem
behind the problem? Is it a
personality conflict? What is
really going on?
3. Schedule a meeting with
everyone involved to address
the issue. Tell all participants
to make a list of everything that
they want to discuss at this meeting. Let them know that this is
their opportunity to air any of
their concerns and to bring everything out into the open.
8. Be positive. When you
are involved in a conflict, it
can be all encompassing. In
the employee’s mind, it can
diminish the positive aspects
of the job. Remind the employees of all of the good
work they are doing, and how
much they are appreciated.
4. Set clear expectations for
employees. Make sure that everyone knows what is expected of
them. Conflicts often arise out
of simple misunderstandings.
9. Make a plan. At the
meeting, ask the employees
what they would like to see
happen. Make a plan together
about the best way to move
forward. Keep the focus on
solving the problem as a team.
10. Know when to draw the
line. When an employee’s
behaviour becomes unprofessional, don’t hesitate to address it. If you allow the behaviour to continue, you are
saying that it is acceptable
within your organization.
“TO MANAGE WELL REQUIRES
THAT YOU RECOGNIZE THE
SUBTLE, BUT IMPORTANT,
DIFFERENCES BETWEEN
PEOPLE AND THAT YOU KNOW
HOW TO PUT THOSE
DIFFERENCES TO WORK FOR
YOUR ORGANIZATION.
GREAT
MANAGERS THRIVE ON HELPING
PEOPLE EXPERIENCE
INCREMENTAL GROWTH.
THE
DYNAMIC CREATIVITY OF
FIGURING OUT HOW TO MOVE
FROM THE PLAYER TO THE
11. Learn from it. What
caused this particular problem? What can you do to
prevent it from happening
again? What has this situation
taught you?
Workplace conflict is challenging for the most seasoned
manager.
Personality conflicts and bruised egos turn
seemingly simple problems
into complex issues. However, if you approach the conflict with compassion, respect,
and an honest effort to solve
the problem, and you demand
nothing less from your employees, you will be successful most of the time.
(Photo From: Image: FreeDigitalPhotos.net)
PLAYS IS THE REAL GENIUS OF
A GREAT MANAGER.”
- M ARCUS B UCKINGHAM -
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Employer Newsletter?
We would love to hear it.
Please e-mail us at
kbivand@ayce.on.ca
to leave your comments.
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Suite 102, North York
(One block south of Victoria Park and Sheppard)
416 - 491 - 7000
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