Working mom

Here's the thing about work: it makes me a better parent. I can leave my little guy sleeping, knowing he'll wake up and his grandmother will be there to transition him into the day. She will be fully present with him and keep to the routine they've established, feed him well, ease him into a two-hour siesta, and prepare him for my and my husband's return in the early evening.

I'm a mom all the time, but work provides identity as well, and teaches me to both cherish the time with him and make the most of the time away.

HR state of mind

A common first question in meeting someone for the first time is asking where they work or what they do. How someone responds may situate them for us from a socio-economic perspective, but also gives us a quick read on how to relate to them. Working in Human Resources, I am particularly interested in how people choose work, and how work shapes people.

Sometimes people come to embody their role or work function. In the workplace, I am often referred to by my function rather than my name, i.e. "HR says," or "According to HR," or "I checked with HR." I don't mind, because I take it to be a reflection of authority and influence.

I think there are other subtle ways that working in HR has changed my outlook:

-I am always interested in how people end up in the work they are doing. There is preparation for some jobs, but there is always some element of chance or opportunity that results in someone getting a job.
-I may be more thankful than most for my own work, as I continually interact with job-seekers.
-I may be less impressed by aggressively self-promoting candidates, again because I am aware of the larger context of similarly qualified candidates in a competitive labour market.
-I may be less tied to retaining individuals in particular positions or even with the organization, because if the organization is well-structured (and properly funded), it can recruit others to fill the roles. In my view, departures create opportunities.
-I have become accustomed to dealing with confidential information about individuals, such that I forget that others hear rumours, deal with ambiguity, or resort to various methods to seek out information. So much is given to me or confided to me that I seek to do the opposite, to suppress what I know to maintain professional workplace interactions with everyone.
-I consider organizational impact of individual requests or actions, probably because I deal with the fallout of precedent-setting behaviour. Policies are meant to cover everyone, but often individuals seek to be the exception.
-I think about organizational culture and workplace morale, at my own and others' workplaces. Most people just live with it, but it's within the scope of HR to act on, implement, and better the workplace.

Friendships at work

As soon as you start a new position, or even before you start, scan the environment to see who your potential friends could be. A friend is a colleague who does not compete with you, can support you within the workplace, and who preferably is at the same or similar level as you. You will recognize a friend from those who are friendly to you - it may be the first person who makes you feel at home, or that you belong in the organization, and someone who makes you comfortable as a new employee. He or she is someone you trust. Trust may develop from the sharing of personal information or through someone who is attuned to your mood or picks up on your uncertainty in a situation and seeks to elevate your mood or to help. A friend is also someone who will step forward and volunteer organizational information or otherwise take time to help you when it does not benefit them to do so.

Having at least one good friend at work gives you a foundation to build other relationships, as the friend will introduce you to others and help you integrate into other social and professional groups. A friend can let you in on informal office policies or working standards, though you may reserve judgment for yourself if your friend has a different work ethic than you do. A friend is also someone you can spend breaks and lunch with, to deal with ongoing pressures in the working day.

It is preferable if the friendship does not create a conflict of interest. If either of you can gain professionally from the relationship, be careful of boundaries, and the impression of an advantage that either of you might have from association with the other. This may be particularly pertinent in male-female friendships or when there is a supervisory element. If you report to your friend in any way, be aware of leveraging your friendship for gain, as this puts your friend in an awkward position, and your credibility and individual competence could be questioned. If others raise concerns about fairness or transparency of decisions in which you benefit, it is possible that personal friendship has created (or created an impression) of partiality in your favour. In the short-term, this may benefit you, but it may become unsustainable under closer scrutiny.

If you are the one supervising your friend, or if you have influence over decisions concerning your friend, test your decisions for whether there was possibility of general application or whether the benefit was specific to your friend. Consider whether you are making decisions with your friend in mind. You can discuss with colleagues at your level to test your decision without using names. If you recognize that you don’t wish to say no to your friend, you likely need to establish and maintain a more defined professional boundary. Although it may be of organizational benefit that you are mentoring or grooming your friend for a higher level position or responsibilities, be aware that your attentions and focus are noticed by others. At the least, if your contribution to the organization is valued and you have limited time and effort, you may trigger jealousy in others not chosen for special consideration. In the worst case, you can be accused of favouritism and of denying others access to opportunities, even of abdicating your responsibilities to others or abusing your power.

If you are in a position of authority, be wary of ‘friends’ who seek to gain career advancement through promotion, recommendation for training or other opportunities, access to information, access to contacts, etc. There are some who will seek an edge on others by befriending those in positions of power to influence decisions concerning them. These people are not your friends, and it will take an effort to maintain neutrality as their efforts will be off-putting and you may be tempted to overcompensate in order to demonstrate their lack of influence on you.

If you are in a position such as human resources, choose your friends particularly wisely. If you work in a large HR group, you can generally have friends within HR. As it is possible, develop good rapport with everyone but be aware of your privileged access to personnel information and decisions concerning staff. Recognize that you have influence in the general realm and specifically to individuals. If you maintain impartiality, you will have the respect of others. Since you deal with all staff, aim to treat everyone with appropriate consideration based on the nature of the query or merits of the case, regardless of whether you personally find them to be likeable.

Keep the tone light with colleagues in the office until you have attained a level of trust. In some ways, you can test the boundaries of friendship and professional life by seeing how you are aligned on issues such as commitment to the organization, trust of management, view of other colleagues, career aspirations, etc. It is best if you can make a friend with a similar working view and professional standing as you, so that you can provide mutual benefit to the other in a cooperative way. Friends at work can influence your attitude and motivation, as well as giving you additional reasons to continue working with an organization or particular work unit.

In brief, choose friends who respect boundaries, who challenge your thinking, who allow you to say no to them, and who are able to be friends outside of the day to day work. That is, choose friends who you have a connection to beyond the workplace, so that you can relate on a personal level beyond the office.

Be aware of blurring of boundaries in relationships. While most of the productive hours of the day are spent at work it is possible to develop close relationships with colleagues. However, be aware of professional distance with respect to emotional and relationship needs of others. Aim to be someone who is a good and sympathetic listener but doesn’t seek to take the place of family or friends that people have outside of work.

Monitor the working relationships that you have, and continue to nurture them so that they are positive and constructive, as it is all too easy for those who work closely together to develop habits in how they relate to one another. Seek to have personal relationships in which there is some give and take. If you are continually supporting someone else, you may start to resent the other person for the unequal relationship. On the other hand, if you continually unburden yourself or rely too heavily on others, they may in time disassociate themselves from you, or become less available.

Friendships in the workplace, when professional boundaries are maintained, improve employee well-being. While not everyone seeks or needs to have close friends at work, a collegial environment in which there is a sense of caring and concern for the highs and lows of others results in a more unified workforce. It can be the basis for collaborative efforts, can assist in team dynamics, can improve employee retention, can be a foundation for external networking, can promote information sharing, and can allow for greater creativity and risk-taking.

The true test of friendships may be those you choose to stay in touch with, or who choose to stay in touch with you when you or your friend leaves the workplace. In some cases there will still be a networking and professional development aspect that will motivate both parties to stay in touch, but these in time will only be sustained if there was some genuine sense of friendship and mutual interest in sustaining the personal relationship beyond the professional.

That being said, if a friendship does not last when one or the other person leaves the organization, perhaps the course of the friendship has served its purpose, and was situational in nature, due to common need within the working context. In these cases, accept both the change and the benefit from the friendly chats. 

Show your appreciation to those who will mentor you, and evolve the relationship

A natural mentor is often your supervisor, but can also be someone with an interest in investment in the work you do, and who is willing to develop a professional relationship with you. A mentor is someone with greater experience who can impart general information but ideally would tailor their advice to your particular work challenges.

If your organization has a mentorship program, seek to have a mentor, as it demonstrates your desire to contribute and to improve and willingness to learn from others. At the least, it is an opportunity to learn from the experience of someone more senior in the organization, who has achieved a measure of success and internal recognition. If your organization does not have a formal program in place, you can express interest in having a mentor, ask someone to take on that role, or you can seek to develop informal mentoring relationships without a formal arrangement. There may be people in the organization from whom you seek advice for different purposes, and not all of them need have a strict operational focus. From various sources you can learn how to achieve work-life balance, how to network, how to manage time, how to prepare for presentations.

In some cases a mentor will seek you out, or have in mind to situate themselves to mentor you. This may be because they have taken it on themselves that they wish to give back to the organization, or have taken a particular interest in your area of work or in you, who they see as having potential for leadership or to positively influence within your professional sphere. If this is the case, and it is a positive relationship, consider yourself fortunate, and take advantage of this opportunity to learn.

As you enter into a mentoring relationship, consider what your needs are, and what purpose you would like to fulfill through the relationship. Review your mentor’s qualifications and strengths, and see what they are able and willing to provide to you. Whether formal or informal, it can be a good idea to establish a recurring meeting, at least to start, and from this there may evolve a natural, habitual pattern to discuss issues, or to create the opportunity to discuss issues outside of these established sessions as needed. Be prepared with input or topics of discussion relevant to your working reality, and with concrete examples which may be representative of issues you would like to discuss in terms of a better outcome. Your mentor may also be able to generate items of discussion or have specific lessons to impart to you. Keep an open mind, as experience they have that may not be immediately relevant may resonate later with you.

In an ideal mentoring relationship, the process will be its own reward, with both parties gaining new perspective from it as they consolidate knowledge, each giving and receiving in turn. As you benefit from the relationship, this will likely be a source of satisfaction, even pride, for the mentor. You will share your successes with your mentor. You can express appreciation and enthusiasm which will energize and sustain the relationship. You also show appreciation through active listening and by attempting to incorporate your mentor’s suggestions into your decision-making.

As the relationship deepens, and the two of you become able to anticipate one another’s reactions, you or your mentor may review initial goals or purpose of the mentoring, and refocus or redirect as necessary. It is possible to evolve the relationship, to seek a different approach, or to seek more or less involvement. If there is not a natural end to the mentoring relationship, there could be an easing off as you become more self-sufficient. Your mentor could then become an advocate in the organization, someone to provide a reference for you, or simply a trusted friend.

Having benefitted from mentorship over time, you can eventually consider how you will give back, and how you will seek to mentor another

Managing sickness

Managing sickness and work is not as straightforward as it might seem. As part of the benefits of your position, you may ‘earn’ sick time as you work, which accumulates and carries from year to year. You may receive additional compensation for not taking sick leave. It is a good idea to learn what the policies are for sick leave, and also observe how others use their sick leave.

There are times when you are fighting off the beginning of sickness and you are working, or recovering but able to return to work. In those times, consider whether there is some link to sickness and work. Have you become sick in part because you have been pushing too hard or have lost some balance in life? Have you been getting enough sleep, eating to nourish your body with the frequency and intake that sustains your energy and health, getting enough exercise to keep up your energy, and able to leave work when you physically leave the workplace? It is possible that stress is internalized and can impact on your health and well-being, so recognizing your response to work-related stress is the first step in managing it. Recognize what you do to relieve stress, or what you turn to while you are sick to support a return to health, such as a balanced diet, adequate sleep, even fresh air and quality time with family and friends. Sickness can be a catalyst that causes people to reset their priorities and ‘default settings,’ serving as a chance to restore work-life balance if work has taken a higher priority over your personal life.

Being sick is a time when job satisfaction becomes clear. If while you are well, you make an effort to motivate yourself to commute to work, it will become even more evident when you are not well that you might prefer another workplace or line of work. Remember how this feels when you do return to health, as much can be tolerated when you are well, particularly as you return to a routine and become caught up in the pressures of work again. From the distance of being at home, sick, you can have a clearer picture of the reality of your working life.

When you’re sick and contagious, but feel able to go to work, rather than go to work, be considerate and use your sick leave to make a full recovery at home. Take the time to consider how you feel about missing work - is it a good opportunity for a pause? Do you resent the time you spend away, knowing that you will need to take a break from ongoing projects? Do you feel you are not able to take time off, due to meetings and deadlines? These thoughts give an indication of how hard you may be working, or how much pressure you put on yourself or feel externally. Again, with the remove you have from work, consider whether your output and investment is worthwhile, and paying dividends back to your career progression.

Observe about how your colleagues adapt to your time off. Do they pick up the work they can, so that you will not be overwhelmed on your return? Do they communicate to queries from clients and others that you are away and will return, with a positive spirit or with resentment? Are those you supervise able to work independently and take accountability for their work? Does your supervisor manage expectations of clients? When you return, do your colleagues welcome you back, and ask after your health, and give you some breathing room to catch up, or do they immediately seek to return you to the busy status quo?

On another note, while you are on your time off, does your workplace contact you to give updates on work? Are you expected to monitor your voice mail, email, or phone into meetings despite being at home? If this is the case, you aren’t able to take a sick day, but you are in fact working from home for part of the time. There are times that will be busier at work, and if you take a prolonged period of time away, it is understandable that there may be some attempts to keep you in the loop of what is happening, but there should be some respectful distance to allow you to recover.

In some workplaces, employees take days which may be called ‘mental health’ days, which frequently fall on a Monday, or perhaps leading up to or following a long weekend. These are sick days taken when an employee may be not physically sick but may be worn out or overworked, and require the day off to recover some sense of balance. They may also indicate some discontent or disengagement with the workplace. If you find that you or your colleagues are taking these days, it may be a sign that the workplace environment itself is toxic, or unhealthy. This is a sign that something needs to change, and if it is the workplace that is provoking employee absences, observe whether there is anything being done to rectify the situation, or even if management monitors or is aware of the situation. If you or colleagues are obtaining medical notes for stress leave, or colleagues are taking prolonged periods from work on stress-related leave which is related to the workplace, it is important to note your own reactions and whether you are excluded from the same kinds of pressures, or whether you have become accustomed to an environment that is not healthy. Check with others who work in similar environments, or across different work units in your organization to obtain a sense of the reasonable standard for this work environment.

If you find you are negatively impacted by your workplace, consider ways in which you can mitigate the effect. Consider changing the time you spend at work, such as changing your start and end times during the day, which may result in more time spent working independently. There may be the option for a compressed work week, in which you will have some week days off in exchange for longer working days. You may be able to telework on occasion, or to work from other office locations or off-site. You could even consider cutting down to part-time hours. While you have made these changes, again see if the immediate workplace environment improves. If not, it may be time to consider moving on.

On return to work, be aware of the human resources policies for how to account for your time away. Is a doctor’s note required? Is paid medical appointment or paid sick leave available for medical appointments? If you have a continuing condition, your workplace is obliged to accommodate you. Let your supervisor know of any functional limitations you have, and whether they are temporary or permanent. You do not need to provide details of your medical condition or provide medical substantiation, but a doctor could provide information on what you might need to fully or optimally fulfill your job duties.

For a longer period of time from work, you may be on short-term or long-term disability, with a return to work program, and possible requirements for a fitness to work assessment. If this is the case, become well-informed on the policies and reporting requirements, and impact on pay, with support from your human resources department. 

Have an exit strategy (immediate, short-term, long-term)

Whether or not you enjoy your position, it’s always a good idea to have a back-up plan, or exit strategy. Despite personal success, and seeming stability of your position and that of the organization you work for, it’s important not to take your current status for granted.

This is not to say that you are constantly scanning for the next opportunity if you do not need to, or that you regularly take time from work to apply for positions elsewhere and go on job interviews, because that will mean you have divided attentions, and it will be distract you from committing fully to your current work, and doing the best you can in that capacity.

I do suggest that you nurture and maintain networks in your field, keep an eye on developments internally or externally, be attuned to management direction to anticipate changes in how personnel are managed, keep up the relevant professional association memberships and credentials, and update your qualifications through learning and training.

It is a good idea to diversity your professional experiences. Through part-time, volunteer, or contract work, you could have a secondary field that may generate income on the side, and could evolve quickly to full-time work. If you are able to sustain interest on the side in something that complements your full-time work or contributes to your work-life balance, it is well worth the energy and time. If you reach a plateau in your full-time work, or there is a hiring freeze or reduction in training budget, you can take the opportunity to take greater initiative and expand or take risk in your endeavours outside of work.

Your immediate exit strategy concerns an unexpected setback at work, and is tied to your financial preparedness for such an eventuality. Personal finance experts suggest that you retain an emergency fund that covers six months of your expenses, notwithstanding any EI or severance payments that you may receive on being let go from a job.

For a short-term strategy, this would be a career change or change in direction within the year, in which you have some time to plan. A short-term strategy could be created in response to a what-if hypothetical scenario, or it could be a means to plan what your prospective resume could look like within the year, if you work towards it. A short-term strategy addresses what might happen if you were asked to relocate, or were offered another position with a start date in a few weeks, or a few months. Having in mind a short-term exit strategy might also mean considering a temporary leave without pay for three months to under one year, and pursuing another endeavour that might mean not returning to your current position, or that might spur on a change when you returned.

A long term exit strategy can be your plan for retirement, early retirement, or a cut to a shortened work week or longer term period of leave without pay, perhaps to care for children, care for elderly parents, to take a sabbatical, or to accompany a partner relocating for work on a temporary or more permanent basis.  A long term plan can start anywhere from five years out into an eligible retirement age. It is something to plan for and keep in mind, and align with your overall financial plan.

Taking each timeframe into consideration lends itself to varying paths of reflection about your current work, and plays a part in determining your career plans. Having the security of an immediate back-up plan and financial resources gives you some freedom to take lateral moves or to try different fields of work, even to take on positions with less job security or of a temporary nature with an end date. Having a short-term exit strategy allows you to consider your flexibility to change career direction and to be open to opportunities that you may not have considered. It keeps you striving to develop other aspects of your professional life. A long-term plan is also important as it may keep you in mind of what you would like to accomplish over a career, and to plan your professional life in relation to your personal life.

The idea of the exit strategy is also to inculcate the sense that work is temporary, and is subject to the direction and decision-making ability of those with authority over you. In order to protect yourself, and also to keep yourself motivated to develop, continue to strive to earn your paycheck each week, and each new cycle. Even if it is not, think of your current position as being somewhat precarious, as sickness or disability in fact could change your circumstances, and should be planned for. 

Decide how high up in the organization you wish to progress

As you move into your chosen field, and take on progressive experience, you will take on greater responsibilities commensurate with higher levels of compensation. Usually as you move up, you will become responsible for directing the work of others, assessing the performance, making decisions on training, and taking on responsibility for providing a service or function, or for a unit within a larger group.

You may have been groomed for a higher level internally, meaning the organization has identified you and trained you towards this, or you may have applied, whether internally or externally. It is a good idea to do your due diligence before you take on any new position. Consider what you bring to the new position, and what you would prioritize to learn to best fulfill the new responsibilities. Identify the partners you will work with, and the stakeholders, or those who have an interest in the work you do. Reflect on the mutual fit between the new work environment and structure, and your professional and personal needs.

There is a difference between being a rank and file employee, and to being a supervisor or manager. The relationships you have with your colleagues can still be positive, but it will be wise to keep some distance, and to exercise discretion in who you confide in.

Within the organization, you will have access to new levels of information, and be asked to support larger corporate goals. You may be asked to interpret or enforce policy. This larger perspective can be very gratifying if you have moved up internally, and adds complexity to your decision-making process.

Further to this, consider the impact on work-life balance. As you move up in an organization, you will be able to delegate work, but you will have greater accountability for the actions of others, including their errors. It’s possible that your needs may be to earn as much as possible, but if you have attained a certain level of income that you are comfortable with, and do not anticipate significant needs in future that cannot be planned for, it is not unreasonable to do something of a cost-benefit analysis. Will the additional income and level of work be worth the time spent on the learning curve, and the lasting work reality? For example, more senior levels of employees may be expected to work overtime, and in some cases there is a culture of unpaid overtime. They may be required to travel, or to be mobile for short or longer term assignments, or to be connected and reachable outside of working hours, even if not physically in an office. They may not be able to benefit from flexible work schedules or alternative work arrangements. They may be called on to set an example for work ethic, organizational commitment, compliance to policy, and responsiveness and flexibility to the demands of senior management.

You may not recognize this while you are new in your career, but you will reach a point of stability, in which taking on a new position of greater responsibility will not be worth the expense to other areas of your life. If you do reach a point in which you have gained competence in the position, but in which you continue to struggle with work-life balance, it is possible to take a lateral transfer, seek a specialist or consulting role in which there may be less responsibility for human and financial resources, or to voluntarily move back into a role of lesser responsibility. These may all be preferable to seeking new employment in a different field, or to feeling compelled to resign or take a break to achieve balance. 

It is essential that the organization you work for has a purpose and values that you share

It is possible to look for a job by profession or field, meaning that you plan your education to learn the knowledge, abilities, and skills that will lead to a particular job or trade. It is also possible to seek a job, any job, in a company that interests you, and learn as you go from what they will offer to train you in. In most cases, job-seekers will look to apply what they can contribute and consider the work environment as they undergo interviews. Savvy job-seekers take into consideration the way in which the prospective employer treats them, will consider the employees that they see as they walk through the building in terms of demographics and diversity, will think about the ‘extras’ on site such as parking and lunch options, proximity to amenities, and will generally gain a sense of whether it is a productive workplace with friendly people, or whether people indifferently fulfill their duties and live for the weekend.

It may be that the career you seek has an intrinsic purpose which has drawn you to it, and if this is the case, there will not be a conflict. There are professions in which there is a social good served, or a way of contributing back to humanity, such as in medicine, teaching, social work, or public service. In progressing through a career of this nature, this higher purpose can sustain you through funding changes, external setbacks, or frustrations of bureaucratic processes.

In other cases, to determine the purpose of the organization, the company website should state the overall vision and mission, and through the program statements be able to show how the vision and mission are executed. Knowing the scope of the programs, the clients served, the stakeholders and partners involved, and who benefits from the work of the organization will also let you know more about the purpose, or raison d’etre of the company. Annual reports will talk about the direction of the company, and give some indication of the history, or original purpose.

For you as an employee, it is important to have some interest in the purpose of the organization, as you will reflect this in you interactions with people when you discuss your work life, and affect your reputation and credentials for future endeavours, employment or otherwise. As you work longer in the organization and gain more commitment to it, you will begin to be influenced by the company’s purpose, and become a spokesperson and representative for them in your personal and professional life.

It is not overstating the case to say that your outlook on life, and beliefs will change based on your employer. There is a significant difference between the public and private sector, government and NGO and non-profit/charitable organizations, large multi-national corporate and family-run local businesses. There is also a difference between a unionized and non-unionized environment, and between a place in which the employees invest in the company through share options, and a faith-based organization.

What is less evident is that organizational values that pervade the workplace are similarly important in retaining employees, and on whether employees are able to be productive and motivated.

Similar to the mission and vision, the values or guiding principles may be prominently displayed on a website open to the public, or they may be more quietly promoted through an internal site. These are sometimes in the format of employee expectations, but organizations with a bigger picture will also promote good management and people administration values. Organizations with a separate governance or that are monitored may also work on other principles, such as accountability to stakeholders, which for public sector include Canadian citizens, or for respect for diversity, or fiscal responsibility. Larger corporations may also seek to promote good corporate civic mindedness by sponsoring cultural events or social or educational initiatives.

At the working level, or the day to day reality of the individual employee, organizational values are important, and hit up against issues such as office politics, hiring practices, HR practices, formal and informal recognition of staff performance, training decisions, response to employee dissent. Consider whether there is a spirit of collegiality in the workplace, whether there is respect for all those who work there, and how people are treated who require accommodation or who request special consideration. Are employees generally entrusted with autonomy and to work independently or are they closely supervised? Is there an atmosphere of trust that employees will be able to manage and make reasonable decisions in context, or are there measures in place to ‘police’ the staff? In the communications that are sent to all staff, what is the tone? Are changes in policies and working conditions communicated? Is there an opportunity for input to changes that affect personnel? All of these give an indication of whether the organization views staff in a constructive way to build them up, or whether they would allow a more punitive environment that deals with those who would challenge the existing systems.

Besides the values which may be available in written form, consider whether those in positions of authority exemplify these or other values in a mindful way. 

Full-time permanent work, part-time work, and freelancing

The most comprehensive benefits are associated with permanent, full-time work, such as health & dental plans, disability and life insurance, pension plans, paid vacation leave, paid sick leave, travel and transportation allowances, and educational programs or training opportunities. These jobs also tend to be the most secure, with accompanying benefits such as favourable loan requests. However, employers exist who wish to employ workers in temporary, part-time, occasional, contract, or other types of situations, with variations in the benefits offered.

Some individuals may seek a day job which meets the above requirements, and aim to learn about a particular work environment or field of work, and build on it. Others may prefer to have a few part-time jobs, or to work occasional jobs only as necessary, so that they can pursue other more satisfying but less lucrative interests.

There can be a good balance in diversifying the work experience, or in mixing employment experiences. There is benefit to having the stability of a full-time office position, which does not demand overtime or excessive travel. You will then be able to seek out part-time work, either moonlighting, or on the weekend, which may fulfill a secondary career or other interest. Further to this, you can engage in other freelancing, or occasional work, if you have artistic inclinations, or an entrepreneurial spirit. A characteristic of the generation that has come of age with online auction sites enabling commercial transactions between strangers, and online shopping and services is an acceptance of generating various streams of income, and of experimenting with income-generating ideas, whether they be web-based or otherwise.

At the least, take some interest in how to invest your money, to the level of risk you are willing to take, so that you build on your savings. Contribute to TFSA and RRSP accounts. As you are probably aware, setting aside money while you are young will be of greater benefit than waiting until you have greater financial responsibilities and concerns. This is not to say that you should have a fixed retirement plan in your twenties, but it is likely that there will be a transition period into having a regular income, and this will outpace your needs for a few years. For a while you will be able to continue to live as a student, with some fiscal restraint in the interests of debt load management, some inadequacies or compromises in housing, and eating on the fly.

Having a few sources of income, however modest, will allow you to have more options towards an exit strategy, or to having a broader perspective on your options. It is best to nurture an interest alongside the primary job you have rather than plan for a time when you might resign full-time work in order to devote time to this other, cherished interest. Realistically, there may not be a time in which you are willing to take the risk of losing the full-time job, or to give up the lifestyle and security associated with the full-time work. Having a part-time job lends legitimacy to the interest you have, gives you a chance to stay connected to the community which supports it, gives you an experience which will allow you to learn more about the viability of this interest as a Plan B, and will complement your full-time work.

Having a part-time job also allows you to keep the full-time job in perspective, as you are able to better overcome setbacks or disappointments by moonlighting on the side. Supplementing your salary may also give you the patience not to accept another full-time position purely for monetary gain, which you may be more tempted by if you didn’t have separate streams of income. Maintaining some interests on the side will also keep you from tiring of the day to day routine of a full-time position, and each position can provide insight into the other.

Freelancing, consulting, or engaging in other work on an occasional basis is also recommended, as it is an opportunity to take on risk without threatening your financial independent and self-sufficiency. Like part-time work, it is a means of exploring an interest, aptitude, or talent, with the added freedom of being able to choose what you work on. You may collaborate with others, network or leverage on associations, or otherwise spend as much or as little time as you wish at different stages in the year or in your life, again without disturbing the secure foundation of full-time work.

If the part-time work or freelancing ends or comes to a resolution on its own, you can build on these experiences, and perhaps re-focus. You might seek to do the same work elsewhere, or you may seek a better position elsewhere, leveraging on the knowledge and skills you have gained.

In your part-time or freelancing work you will also build on contacts in other realms, and therefore gain greater breadth and flexibility as an employable individual. It is possible to pursue interests as a volunteer, but in some cases, volunteering is best in purely humanitarian interest. Volunteer positions in which you do similar work to employees, particularly for profit-based corporations, can be a means to exploit willing labour without commitment or investment. It is possible for an employer to provide a  good experience, and there may be perks associating with volunteering, but perks ultimately do not enable you to pay your bills. Volunteers are also not managed by employers in the same way that they do employees, due to the ephemeral non-contractual nature of the relationship.

Exceptions to this are in competitive, unpaid or honorarium based internships, in realms in which these are traditionally done, such as the publishing industry, or sometimes in media, in which there is a structured, supervised experience over a period of a few months, intended to provide practical experience to be used as a stepping stone to a position in the industry.

Finally, there are grants, awards, intensive or immersion training courses, conferences, summer programs, educational work or volunteer opportunities abroad, and professional accreditation and membership activities that you could participate in, taking vacation leave, education leave, or unpaid leave from your permanent position to do so. These can also be worthwhile. 

Treat everyone in a collegial way, despite the hierarchy

As you work in an organization, you will gain seniority, develop internal contacts and networks within your field, become more adept at your work, and gain recognition for you efforts. You will also learn who is valued in the hierarchy, and who is not, who are popular and drive the social network, and who are excluded.

It is important to maintain good ties with everyone you work with, and to develop relationships with people based on your own interactions with them, rather than being influenced by others. If you do this, you can avoid getting caught up in office politics, with warring factions, subterfuge, jostling for position, and betrayals. If you are to have any position, it is of value to be seen as a neutral party, and to be able to mix with any work team or social group. If it threatens to become lonely at times not to be in a tightly knit group, find others of like mind, who see the advantages of being quietly non-partisan. You may become someone who is confided in by various parties, but again, be wary of being asked to take sides, or to be swayed to taking a stance you do not feel comfortable with. It is possible that people will manipulate you for their interests while claiming to work for yours. By acting as an occasional listening ear for different points of view, you will have a more objective view of the organization, and of the complexities of the different ways in which people conduct themselves at work. You will learn the ability to distance yourself from causes that distract from the workplace, and could de-motivate you.

While others may relate to others based on where they sit in the hierarchy, be aware that the structure could change, or that those with influence may not necessarily be the best positioned by outward appearances. Be aware that it may be counterintuitive to others to do this, but you can respect positions of authority that people hold without being unduly deferential or ascribing superior personal attributes to those in positions of power. This is not to say that those who have attained leadership positions do not merit these positions, but you will not be able to relate to those in these positions if you are overawed by them. Similarly, those in lower-level positions may have made choices not to progress for various reasons, or may yet seek to make and achieve a career move upwards. Pre-judging your colleagues based on the current circumstances will prevent you from making honest assessments of professional merit and character.

Be willing to learn from everyone, despite the work that people do or the roles that people have. Trust your instincts on who is trustworthy. Value and reinforce kindness in your colleagues more than professional competence or credentials, since kindness is what you will appreciate in times of crisis. Competence is what gets the work done, but a spirit of collegiality will ease the means by which people work.

Further, treating everyone the same will keep you humble, and without a sense of professional entitlement. It will guard you against developing the kind of professional ego that will hinder you in accepting constructive feedback or in dealing with setbacks. If you relate to colleagues without preferential treatment, you will encourage others to treat you the same, despite the position you hold. You will also be able to influence others to do the same, which allows people to be genuine, and to enjoy work at all levels of the organization, to have dignity without feelings of superiority or inferiority, both of which can be detrimental to workplace well-being and workplace morale.

It is an interesting effect, but presenting yourself with humility and graciousness while doing our work to the best of our ability will also have an effect that others will seek to recognize you, while those who seek recognition may discount themselves to others. 

Finally, if you are to move up in the organization, this approach will give you credibility as a leader who takes others into consideration, which will not only ease your transition and progress upwards, but motivate others to follow your direction, without begrudging your success. You will also be aware not to abuse a position of power if you see others as individuals and as colleagues rather than as subordinates.

The more natural comfort you have in relating to others despite the hierarchy, the more that people, particularly more senior people, will see you as a peer, and as someone who they will be able to work with. Those in higher positions of authority will become peers, and you will be able to cultivate relationships with the next level. Those more senior to you will also appreciate those who they can relate to at another level in the organization, who will have a more operational perspective than their more strategic level. Being able to ‘speak truth to power’ requires confidence and conviction, but also the recognition that those in power appreciate a well-reasoned, substantiated truth communicated with organizational interests in mind. 

Examine the use of language in your office, as an indicator both of workplace health and operational efficiency

Language is important, and in the workplace, can be an indicator of workplace health. Consider how language is used in your workplace. How well do people listen to each other, and act on what they hear? You can gain a sense of this during scheduled meetings, in which more senior people may take the opportunity to pass on information, when participants ask questions and receive responses, and when action items are assigned. Observe the informal meetings that take place between colleagues after a meeting, to see how well communication is translated into action, or to see how participants understand the underlying meaning or political maneuvering that may have taken place between colleagues. Other cues can be picked up on meetings, such as who is invited to speak, how employees are addressed, and how open the chair is to accept differing opinions or to respond to questions. How closely the meeting adheres to a set agenda may also be an indication of how efficiently the organization operates, or, on balance, how open it is to changing priorities or to review a timely issue. Then too, meetings that become diverted or hijacked to particular interests of a few individuals are an indicator of some internal disturbance.

Consider how language is used between colleagues, who are set up to be equals, and between supervisors and employees. If there are marked differences and level of ease between colleagues as between supervisors and colleagues, this can be a sign of inherent distrust of management, or at the least, of a divide into us-and-them between employees and supervisory positions. Similarly, if there are different groups, classes, or categories of employees, such as administrative and officer level, or credentialed and non-credentialed, technical and non-technical, entry-level and those of higher seniority, language may be used by the groups to identify themselves and to maintain their distance from others. Jargon or acronyms, for example, can be used to both include and exclude, as can in-jokes, subject-matter references, or references to past employees or events.

Consider the overall level of discourse at work. Visionaries always have words and catchphrases used to energize and rally the staff towards achieving goals, and speeches in which they outline the way forward. Beyond this, is the CEO seen to be approachable and to speak the same languages as the staff? Besides meetings, are upper level communications readily accepted, or do they need to be ‘translated’? Larger organizations have communications and public relations departments who deal both with internal communications strategies and media and public inquiries. Find out and follow the means by which your organization communicates types of information to staff. There may be an intranet, or internal newsletter, or information forwarded through email addressee lists, presentations to staff, or other means. Particular departments may communicate differently. For example, human resources may have their own site on benefits, along with job opportunity posting information. If you find that jargon or acronyms are interfering with your ability to understand, you can provide this feedback to others, who may not recognize this, or who can provide a glossary or background reading for context.

It may be a good idea to monitor your organization’s reputation in the media and the content of external communications, to see if there is a reasonable match to the information received by internal staff. You can also gain a valuable contextual understanding of your organization by how it communicates externally, with stakeholders and shareholders, or in support of community events or sporting or cultural events and sponsorship.

Monitor your own speech and how often you feel you are speaking in an authentic way that reflects your true opinion and thought processes, and how often you feel you are going through the motions. Note that candid reserve is often better than bluffing your way through a situation, empty words are recognizable to others and dismissible, defensiveness in speech becomes a noticeable pattern, and ‘speaking truth to power’ will truly be appreciated, though the manner in which it is done contributes to how well it is received. You will wish to have a job in which you can speak freely and feel that you are heard, taking into account when you are asked and when you can take the initiative to offer information. As your influence increases, your voice will be sought out, and you will be invited to share in meetings or as the informal go-to person when you are recognized as having ownership or insight of a particular issue or project.

The manner in which communication is done indicates trust. If you work in an ethical organization with decisive leaders, verbal agreements can be used, but in other cases, commitments made in writing carry more weight. Language is important in the workplace because agreements can be binding, and written agreements in particular can be used in cases where there is conflict, and in legal cases. Consider also that conversations in person may be reserved for performance discussion or other sensitive professional or personal issues or resolving complex work processes. Email, as we know, can be misinterpreted or can escalate when intent is misconstrued. You can seek to generalize across generations or cultural background, but it is best to adapt to individuals you communicate with. Learn from experience how they prefer to work, and how to make this work with your own style. If you adapt to others, your range will increase, whereas if you are rigid and cause others to adapt to you, you will be less agile and open to incoming information and to interactions with others.

Consider also the frequency of cursing, sarcasm, self-defeatist talk, or joking with an edge to it of frustration or resentment, as these may be the characteristic language of a particularly workplace culture but also reflect patterns of thought which can be ultimately destructive. It is particularly revealing what people joke about, or what people find to be humorous. If colleagues have an easy banter among themselves with the purpose of amusing one another out of genuine affection, defusing conflict, dealing with stress to get through the working day, or even to assist in working through a work process, this is an affirming use of joking. If joking undermines the prohibited grounds of discrimination, or constitutes a personal attack on you or a colleague, you have a right to object, first to the individual making the joke, and escalating to your supervisor or to human resources.

Another aspect of ‘noise’ in the system are rumours. In these cases, as in life, it is best to keep your distance from gossipers, avoid propagating unconfirmed information, give others the benefit of the doubt, and reserve comment or judgment until information is given to you directly or officially announced. Rumours are not harmless, and in fact, change people’s perceptions of others and can have an adverse impact on reputation. If you are the subject of a rumour, you can choose to seek out the source and set the story straight, which is not always effective, depending on how malicious the person is, or to ignore the rumours, and continue to speak the truth to those you trust in the workplace, who will look out for your interests on your behalf. If a rumour gets out of hand, or you feel that someone is seeking to damage your reputation, it can be considered harassment, so be cognizant of your rights and responsibilities in that case.

All this being said, I propose that the best way in which language is used is when colleagues or a team use the language of gratitude and encouragement. When members of a team choose to work closely together, they will enjoy each others’ use of words, will take on each others’ idiosyncratic expressions and word choices, and communicate with an understanding of each others’ styles. Words will be tested to establish and maintain shared understanding, and there will be bonding through talking to bridge age, culture, and other gaps that may exist. There is not enough that can be said for an environment in which employees have professional respect and trust for one another, such that they can be honest and direct.

Finally, recognize the differing needs that you and others have for interactions in the workplace. Among colleagues who are friends, you may check in on each others’ mental and emotional health when you see one another. Members of a team may be invigorated by technical talk. With some, you will seek to have culture and values-based exchanges for mutual enrichment, while with others you will discuss career development or share professional development opportunities.

Take vacation!

In most full-time, permanent jobs, there will be an allotment of vacation, either in days that you must use each year, and/or some of which can be ‘banked’ or carried from year to year. While it can be a good idea to build up a cushion of a few days of vacation, depending on your personal circumstances in which you might need to take paid leave from work, it is recommended that you use your leave entitlements.

Vacation leave is an opportunity to restore balance in your working life, to reconnect with your family and friends, and to reflect on your career progression from a more distant vantage point. A good vacation energizes you to return to work, and equips you with a fresh approach. Time away from work should truly be time in which you have a clean break from work, in which you do not check messages, do not leave a means to be reached, and in which you do not think about work, take work home, or plan for what you will do when you are back. After a true vacation, you may forget some pressing concerns, so that when you return you will start from a blank slate to review the issues.

Note that you do not actually need to travel to have a vacation, though it is highly recommended when you are young or mobile, or otherwise have some financial means to do so. To physically displace yourself or to be out of the country discourages contact with the workplace. Seeing other places and ways of life will not only give you worldly experience but it will enrich your current life in allowing you to consider other possibilities. Having a degree of culture shock can shake up your complacency or sense of entitlement to your current living conditions. Being an outsider to another culture, or being in the linguistic minority will test your flexibility, adaptability, people skills, and ingenuity. If you are currently a cultural or other kind of minority at work, you can also use vacation time to connect with your sense of home, and re-establish and re-draw your identity.

Vacation is a time when those you work with can experience your absence, and they may learn how to work without you, recognize the value you add, or test taking on the responsibilities of your position in either a formal (acting in your position) or informal way.

Planned time away breaks up the routine, and lets you reflect on the affects work has on you. Do you look forward to going back to work, and get back into the routine without disturbance? If so, you still have a lot to contribute. If you dread the return, and spend time looking for another position while on vacation, or find yourself fantasizing about a different life, it may be time to do a reality check to see what your options are, and what holds you to your current employment.

Often you don’t realize you need a vacation until you leave the office on the last day before your vacation, and realize that you will not be back the following day, or after the weekend. It is after you return to work that others notice a difference in you, and may initially interact with you differently.

Even if it is not possible to take a vacation of a few weeks, it is important to make the most of time you have away from the office. Extending a holiday weekend by an additional day can sometimes make a significant difference. Taking an additional day here and there to create a long weekend also serves to reduce the hold that the working life can have on you, again, which is not noticed until you have a chance to step back.

Just as a period of sickness or a sick day can suddenly spark a revelation about your working conditions, a period of vacation can do the same, and provide a natural time for you to reflect on how far you have come along since the last vacation or time off work.

If you are taking your vacation to spend time with others, appreciate them, and how they have supported you while you are working. Consider the impact of your working life on them. Seek their input on how your behaviour, or values have changed over the course of your time with a particular employer. Again, these are considerations that may be more clearly seen by others, and reflect gradual changes. Seek feedback on the value of vacation for them and for you, and this too can prompt change in your day to day working life and how you establish priorities.

Recognize that working overtime, if not compensated either in a monetary fashion or in time off, is a choice you are making, and can have adverse consequences on your personal life. If compensated in a monetary fashion, balance this with the overall goals you have in what you are saving and investing for or how you are spending. If compensated in time, pace yourself and take time off in order not to overwork yourself. There are exceptions to this, such as when you are starting in a new position, or are in an environment in which unpaid overtime is expected, with other benefits or opportunities as a result, but continuous unpaid overtime without tangible benefit is a form of exploitation. If you do not hold someone accountable for this, you are allowing it to take place.

If you are a supervisor, encourage your staff to take their allotted vacation time, and be diligent in ensuring their duties can be taken on in another way or set aside in their absence so that they do not regret the time off for the work they will return to. It is better that employees take advantage of their vacation time rather than habitually use up sick leave to have a break from the accumulating pressures of work. Ideally, you would ask your staff to give notice of their vacation plans so that you can plan operational needs based on this. There may be seasonal or cyclical times when it is busier, and you can encourage time to be taken during the slower periods.

In brief, in order to work effectively, employees need days of rest, and vacation. 

Learn about human resources policies

It is essential early in your working life, and in each subsequent position you accept, to learn about the human resources policies. Whether you are aware of them or not, they are the underlying framework of your working life and time as an employee. 

If you have the chance, before you start a position, learn about the terms and conditions of the job offer. How was the starting salary determined? Is it the minimum within a salary range, and non-negotiable, or is there opportunity to provide input or negotiate for a higher rate of pay or higher level or grade of pay? Are there standard benefits due to collective agreement (for unionized positions), or are aspects such as paid vacation negotiable? What are the hours of work, and are they flexible, or able to be worked in an alternative way, e.g. the equivalent of 10 days of work over 9 days with a day off every two weeks, or with some off-site or telework? Is overtime, shift work, or weekend/holiday work expected and compensated accordingly? Or, it may be expected within the corporate culture to work unpaid overtime on occasion, with time given back during less busy periods. Are you expected to travel, or to be mobile to other work locations for an extended period of time? What deductions are taken from your pay? Do you contribute or are you able to opt into a pension plan or to purchase stock options? If there is a bonus structure, how does it work? What are the additional leave options, such as for paid sick leave, parental leave top up of Employment Insurance (EI) benefits, leave without pay with job protection, etc.

It is a good idea to ask for general employment policies and documents for perusal, rather than ask a number of specific questions which may alarm a prospective employer. Reassure them that you seek to understand the work environment and expectations. An employer should not feel threatened if you are doing due diligence, and in fact, they should strive to provide this information with the job offer, to ensure that there are no surprises. With a public sector employer or a large corporation, there should be fairly standard practices, and a human resources unit. If you are taking employment in an organization that does not have an HR unit, you can seek information from your direct supervisor, and from your colleagues, either before you accept the position, or as you start.

The human resources unit is responsible for general orientation of new employees, so if you have any additional questions, you can ask. Those you work with should also orient you in the first few weeks of your job.

Find out how internal jobs are advertised, and how to apply. It is a good idea to familiarize yourself with the process before you need to. Reviewing archived job opportunity information will also aid you in understanding the position hierarchy in the organization.

Find out how training, learning, and development are coordinated, and how requests for internally provided training are approved. Some training may be mandatory for your position. Others will be available to you if you sign up for them. There may be online or self-study training modules, or informal opportunities such as ‘lunch and learn.’ If there is an internal training program or accreditation process specific to your position, make these the priority.

From observation or discreet inquiry, find out how workplace disputes are resolved, or how workplace conflict is managed. While it is hoped you will not need this, it is important to know whether you have representation through union membership, have access to an ombudsperson, or whether it will be human resources that would reflect your interests in a mediation or conflict resolution session scenario.

Learn about other employee resources, such as the availability of a local employee assistance program, or EAP. Find out about wellness perks, or whether you are entitled to any internal rates for produces and services, or as an employee of this particular organization.

As you meet and get to know your colleagues, if you find that they are working in a different way than others, you could find out if this is available to you as well, or if a special arrangement, why this might be. You will need to exercise some discretion and organizational awareness in making these sorts of inquiries, as you may be stumbling on some historically sanctioned arrangements.

Keep in mind that the role of human resources is generally to represent management and not the employees. If you are not a manager, they may not advocate for you directly in a workplace dispute, but can influence for values-based and effective leadership which benefits the organization. If you are in a management position, they will advise and guide you on the relevant personnel policies to manage your subordinates, as well as administer policies.

There may be a human resources plan, or HR may be integrated to a larger business plan. Reviewing this may give you insight on the hiring and promotion plans, training and development plans, and other aspects of personnel administration that have an impact on your working life.

Finally, human resources has access to information which they are obliged to keep confidential, but they are also the source of information which may be available to all through an intranet or other means but which they could direct you to in a timely way, if they know you have interest. They are key people through the level of their perspective on the overall organization. Since they work closely with management, they can provide a perspective on higher-level strategic initiatives or work priorities without the partiality of being directly involved. They are also people who facilitate connections. Since they are aware of the work that others do, they can suggest who you might talk to if you are interested in other areas or positions, clarify who is responsible for various functions, and at what level decisions are made.

Human resources is also an area which is naturally integrated into operations since most decisions have a personnel aspect. They may coordinate and advise on awards and recognition programs, promote diversity and ensure compliance to employment equity legislation, suggest workplace initiatives that  improve work-life balance, advise local social committees, or otherwise take on work to improve employee morale and engagement with the organization. 

Seek feedback from supervisors, colleagues, subordinates, clients

While it is important for you to self-evaluate, and to manage your time and effort in the organization, it is important also to have feedback on how others view your performance. Your supervisor is accountable to others for your work, and should be able to give specific, constructive feedback in how you meet your work objectives and what your strengths and weaknesses are. They should be able to advise you on training to overcome gaps in knowledge and skills, and support a program with timelines to address these. Feedback from your supervisor can be done on a annual, obligatory review in writing, but should also be offered informally, or sought by you when you are wish to reflect on a work process or after a project has been completed. Your supervisor should have enough knowledge of your work to be able to support you in supplying the tools, contacts, and guidance for you to work.

Supervisors have access to broader organizational issues, and are required to report on and monitor on the work of a team, so in providing you with feedback they will impart to you some of this perspective in which they view your work. Your supervisor’s feedback will also give you insight on what they see of primary value in the work you do, and the criteria they use to measure your performance. It may reveal the priorities of those they report to. It may indicate biases they have in how they make decisions that affect you. In future, if you are aware of how they track performance, you could track this information for them, or specifically work on these aspects. If you disagree with their assessment, you can influence and track other aspects which you feel are more important, and present this in a future evaluation.

Colleagues who do the same work you do, or who work at a similar level to you in the organization can provide feedback on how they see you contribute to the organization, what your strengths are within the team, can pass on feedback they have heard second-hand, or give a perspective on how your work performance impacts on their work and workload. This information can be used in gauging your place in the organization, and progress you have made since you have arrived. Feedback from those in another area of the organization may be more candid than that you might receive from those who have a direct interest in your work, or who are part of your work team.

Those you supervise can provide feedback on how you can better support them in being productive. Being open to feedback from subordinates will enable you to learn about and adapt your supervisory style to be more effective. I suggest that you request feedback when there is a relationship of trust, as you hold decision-making authority for those you supervise, and candid, professional feedback offered in response to your request should be taken as such, and not personally. The quality of feedback you receive in future depends on your openness and response to what you receive, as employees will not willingly jeopardize a working relationship, and will test your sincerity.

Clients will offer general feedback but you could also ask for specific feedback, or seek to improve services to them, and assess how they respond. Client feedback may be solicited through the unit, or you could request that they pass on specific feedback to your supervisor. If the client is aware that you incorporate their feedback into better service, they will be motivated to provide specific feedback and suggestions. The client relationship can take on the characteristics of an enabling, collaborative partnership rather than that of service provider and recipient. In a partnership relationship, you will enjoy a more strategic role in the organization, and have a greater impact as you will be consulted on how best to solve problems and make decisions. There will be a sharing of risk and reward, with shared responsibility to resolve setbacks and celebration of successes.

In seeking feedback you can ask for it in relation to work objectives, competencies, or in general, how you are satisfying your role in the organization. It is important to cultivate relationships with those who will give you feedback, whether they are obliged to or not, as it demonstrates that you are willing to accept guidance and adapt accordingly. It sends the message that you are mindful of your contribution, and seek to be conscientious in your work. It is also of value to you to be aware of how others perceive you, so you can manage their impressions and expectations accordingly. For those who can provide you with genuinely useful, constructive feedback, you also engage them in keeping you accountable and in investing in your success. If you are seeking a mentor, someone you do not directly report to can take on this role if they are able to give advice and feedback.

From the feedback you receive, you can create or revise your learning plans  or establish goals with timelines for improving your performance. You can consider your work objectives for the next cycle or focus your efforts to address immediate shortcomings. If you receive wholly positive feedback, you can plan for the next step, or you might need to consider whether by your own assessment you agree, or whether you see there is room for improvement.