Lifestyle

Dress codes are an important part of ensuring employees uphold company standards. Businesses enforce different dress codes, often with company-specific variations, and navigating these different forms of attire can be confusing. Read ahead to learn about the most common dress codes and some tips to style a perfect, work-appropriate outfit. Business formal Business formal attire is considered the highest dress code standard for professional business settings. This dress code establishes a certain level of professionalism and reflects a company’s values. The basics of business formal attire include suits and skirts, modest outfits, neutral colours (like black, beige or navy blue) and a clean, well-kept appearance. Suits A two-piece suit consists of a jacket and pants or a skirt of the same material. Some suits also include pieces like a matching vest.  Tops Buttoned shirts and blouses are essential to business formal attire and easily coordinate with suits or other jackets, pants and skirts. In most cases, shirts should be accompanied by a tie. Blazers are individual jackets with no matching bottoms and can be paired with appropriate tops and bottoms to create a more customized look than a fully matching suit. Bottoms Dress pants are individual pants with no matching suit jacket. Like blazers, these can be matched with other suit elements or used to incorporate different colours for a contrasting look. When wearing skirts, they should be at least knee-length in most cases. Footwear Any dress shoe is acceptable but should be closed-toe and typically made of leather or faux leather. When wearing pants, try matching the shoe colour to the belt colour for a more polished look. Flats or heels are also acceptable for business formal attire, but heels should be no more than two inches. Business casual As the name suggests, business casual attire is more casual than business formal. Business casual allows for a more relaxed feel while still maintaining a level of professionalism. Aspects of formal wear, like modest outfits and neutral colours, still apply to business casual dress. Tops Dress shirts and blouses are still good options for business casual attire. Ties are often unnecessary but are typically still acceptable, especially if they are patterned for a more casual look. Other tops like sweaters, cardigans and turtlenecks offer a good balance between formal and casual. Jackets like blazers are appropriate but often not required for business casual attire. Bottoms There is more flexibility with business casual-appropriate pants compared to formal attire. Dress pants are still acceptable, but khakis, corduroys and some jeans are also good options. When choosing jeans, ensure they are still clean-looking and simple. A darker colour is advisable, and jeans should not be distressed or have patterns or other designs. Skirts shouldn’t touch the floor or be too short to function properly. A hemline at or slightly above the knee is advisable.  Footwear As with formal attire, shoes should be closed-toe for business casual. Shoes should still lean more toward formal, so sneakers and casual sandals aren’t advisable. Dress shoes, flats, loafers, heels and ankle-length boots are all appropriate options.      Casual Casual attire is not as casual as some may think and is not the same as streetwear, so a level of professionalism should still be maintained. Tops Any top acceptable for business casual will also work for casual attire. These include dress shirts, blouses, sweaters and turtlenecks. Shirts can have basic patterning, and casual attire sometimes allows t-shirts and sleeveless tops depending on company-specific policies. Outerwear like cardigans and light jackets are good options for casual attire, while hooded or zip-up sweaters are considered too informal for professional work environments. Bottoms Many styles of pants are acceptable for casual attire, including chinos, khakis, corduroys and jeans. Shorts and skirts are also appropriate but must be a suitable length as defined by the workplace.  Footwear Most closed-toed shoes are suitable for casual attire, like dress shoes, flats, heels or loafers. Sometimes, sneakers are acceptable, but they should be neutral in colour and not too flashy. Keep in mind that dress codes vary between businesses, so it is always best to check company policies to ensure your attire complies with corporate expectations. When in doubt, look to your coworkers to see how they dress. If this is not an option, lean more towards formal attire to be safe. You can also speak to someone from the human resources department who will have insight into these company policies. It’s important to follow the dress code outlined by your workplace but don’t be afraid to incorporate elements of your personality into your outfits when appropriate. You deserve to walk into work feeling comfortable, confident, and, most importantly, like yourself.    

Networking is an essential part of the business world. Studies have shown that networking improves job prospects, helps boost perceived value and increases access to industry information. If networking is important, why do so many people avoid it? According to Lizzie Sutton, a social media coordinator working for a Toronto-based tech company, there could be many reasons. “People think it’s awkward, or they don’t want to put themselves out there,” Sutton explained. “I think many people in our generation are pretty shy.” Read ahead to learn how to network authentically, get out of your comfort zone and form real connections, all without being pushy. Socialize authentically “You shouldn’t just be meeting people because you have an agenda,” Sutton said. She explained that meeting people solely to establish a new contact is not generally socially acceptable. Instead, it’s better to be authentic. An article published on LinkedIn by Adam Q., director of the networking company EventHuddle, echoes the need for sincerity in the business world. He explained that while pushy sales techniques have advantages, discreet sales techniques lead to better long-term value, much like networking. Additionally, discreet sales tactics help with building better trust and relationships. Sutton said she believes that it is important to be yourself while networking. If you are introverted, don’t force yourself to be outgoing and bubbly. People will notice the lack of sincerity, as authenticity is one of the key pillars of building trust. Sutton wants to remind readers that you won’t click with everyone—and that’s okay. Just focus on being authentic and don’t force connections that feel unnatural. Don’t attend networking events To Sutton, there is a difference between attending networking events and networking while attending events. In her experience, networking events tend to be about making connections solely for personal gain. In contrast, networking at events you’re already attending makes the experience more organic. This is why Sutton said it might be better for someone to attend events relevant to their interests or profession. A recent ImpactED study found that 80 per cent of university students who participated in meetup events felt more connected to others. Additionally, 72 per cent of participants reported an increase in friendships.  “That’s all networking is—making friends and connections,” Sutton said. She recommends attending events you’re interested in. This will allow you to form genuine connections that could lead to professional growth naturally. Leverage social media presence  “We’re all on social media, let’s be real,” Sutton said. She explained that the important part of social media is not which platforms to use specifically but how to use them. For example, if someone doesn’t like making videos, TikTok may not be the right choice, even though there are one billion monthly active users. Since many social media platforms exist, it’s important to consider your goals. Sutton said she prefers to use at least two social media platforms. She explained that using at least one account as a professional landing page, such as a website or a LinkedIn profile, is strategic. This approach also allows you to dedicate a second social media account to expressing yourself. There are major advantages to having a strong social media presence beyond socializing. To Sutton, one of the main benefits is intentionally leaving a positive digital footprint, as HR professionals often investigate a prospective employee’s social media footprint as part of a background check. Beyond job-seeking, having a positive digital footprint is also essential in other aspects of business. A digital footprint is an online representation of a brand and business. Sutton explained that anybody can search for anything online. This means reflecting a positive digital image of yourself and your business is crucial. Keep an open mind When networking, it is crucial to keep an open mind to any opportunities that may come from it. These opportunities could include new job prospects, mentorships, partnerships and friendships. The important part is to remain authentic to yourself while being willing to step outside your comfort zone. Now that you know how to network the cringe-free, non-pushy way, get out there and make new connections!

Assertiveness is considered a core communication skill in the workplace. It enables individuals to express their opinions while respecting other perspectives. It can lead to improved confidence, efficient collaboration and increased respect for management teams. Additionally, it can help generate new opportunities, such as promotions, as assertiveness is a key characteristic of a successful leader. But for women, assertiveness can be perceived not as a marker of success but rather aggression. Women who are assertive in the workplace often face backlash from their colleagues. A research synthesis of 71 studies found that female leaders are belittled more than their male counterparts for assertive behaviour. This research also showed that coworkers particularly criticize women for direct verbal forms of assertiveness. Instead of being viewed as assertive, employees perceive female leaders as aggressive or bossy. However, when a man exhibits the same behaviour, colleagues view this as direct. Subeda Sheekhnur, a Toronto-based HR professional, has seen this resistance to women being assertive in her previous workplaces. She explained that many female leaders were perceived negatively by their subordinates. Despite the female leaders always fulfilling deadlines and making reasonable requests, their teams often belittled them. Sometimes this belittlement would escalate to bullying and harassment, with female leaders being called derogatory names. Sheekhnur often found that this behaviour came from male subordinates. There is research that supports her observations. One study found that male employees are more likely to leave their position when female bosses are appointed. Sheekhnur elaborated that workplaces characterize female leaders as mean or aggressive when trying to direct their teams. However, employees view men in leadership roles who purposely behave aggressively as “bosses.” “A woman will just be trying to tell her team what to do and hold them accountable, but they’ll end up being called names and insulted,” she explained. “Or they’re ignored, and the work doesn’t end up being done.” There could be negative effects if a team isn’t completing their work because they don’t respect their female leader. Research has found that leaders often attribute women failing to achieve professional goals to a lack of self-confidence. If a female leader isn’t meeting company goals, executives may believe she lacks the confidence for any further promotions. Sheekhnur said she believes it is essential for leadership teams to implement a workplace culture that empowers women to be assertive. Her current workplace provides training segments focused on promoting diversity and inclusion. Additionally, they incorporate these beliefs in their hiring processes and have an even number of male and female executives. When she compares this role to her previous jobs, she can see the transformative power of inclusive workplace cultures. “There are differences between workplaces that have meaningful conversations and those that don’t,” Sheekhnur said. “I think that’s why women are more comfortable here being assertive because they’re empowered to take on new challenges, new roles and new projects.” She explained that her work also provides learning and training programs. She said these programs allow employees to gain more knowledge and skills. Her work also has employee resource groups (ERGs). ERGs are employee-led groups that aim to cultivate a diverse, inclusive workplace. They provide support and career development opportunities to participants. Sheekhnur also views ERGs as an outlet for employees to share experiences. She finds that sharing perspectives can help individuals deal with harassment, discrimination and bullying. Sheekhnur said she believes that providing women with knowledge, skills and a supportive network can make them comfortable asserting themselves. Additionally, she said it’s crucial that company leaders actively enforce diversity and inclusion policies. “I think for diversity and inclusion to be real in the workplace, every executive and department head needs to be practicing these beliefs,” she said. “Not just talking about them, but actually believing and implementing them.” Sheekhnur said that workplaces like hers are helping to transform workplace culture into an inclusive space. She is excited that she can contribute to a culture that empowers women to shatter the glass ceiling. She also said she hopes it signals a change in the professional landscape that motivates women to be assertive and manage projects, teams, organizations, countries — anything. “It’s like Beyonce said: who run the world?” laughed Sheekhnur. “Girls, that’s who!”

Where you spend your money is just as important as what you spend it on. Each organization, whether a corporation or small business, varies in the products or services they provide, what they support, the value they bring to a community and where they decide to spend the money they receive from consumers. Where an individual spends their money is also significant because of consumer culture theory. According to the Journal of International Marketing, consumer culture is the idea that there is a social relationship between consumers and the material goods they purchase because there is a culture behind every market a consumer buys from. Furthermore, the local market culture differs from the global e-commerce market culture. Shopping local means more than just shopping in one specific area. Forbes clarifies that shopping local includes purchasing products from locally-owned small businesses. For example, shopping at a Home Depot in your local area is considered shopping locally, but to shop at a locally-owned coffee shop is to shop local. On the other hand, shopping global refers to global e-commerce, otherwise known as online shopping. Consumers that shop global shop from businesses located in entirely different parts of the world because their products are found on e-commerce company sites like Amazon. As a result, the consumer culture associated with global shopping is fast-paced and borderless. One of the benefits of shopping global is the flexibility and convenience of having access to a vast array of products and services. According to Statista, 45 per cent of those that shop on e-commerce channels like that they can shop from anywhere and 34 per cent enjoy that they can find just about any product they are looking for. Locally-owned small businesses do not reflect the high-speed and wide-range culture of global e-commerce, so there is a significant decrease in product supply and variety. On the flip side, an advantage of locally-owned businesses is that their products are usually better quality. Locally-owned businesses often use sustainable materials from other local manufacturers and farmers. Their slower-paced design also allows them to connect with the consumers and community. According to a study by the Journal of Retailing and Consumer Services, small businesses are perceived as closely connected to the area they operate in. This is because they become familiar spaces that contribute to the local economy by employing locals and funding community events. Although e-commerce companies cannot to have a physical connection with consumers and communities, consumers can connect with each other by commenting and leaving reviews on products. Twenty-five per cent of e-commerce consumers highly value product reviews since they cannot get that feedback from small businesses. Additionally, consumers widely trust e-commerce companies. They are seen as dependable since consumers know that many people purchase products through e-commerce sites every day. Lastly, the revenue that a business generates from sales goes to different places. Locally-owned small businesses spend a portion of their revenue on local events such as school fairs, sporting events and more. Small businesses also donate 250 per cent more to charities and non-profits. On the other hand, corporations that partake in global e-commerce spend most of their revenue on business expenses, supplies and advertising. Ultimately, it is important that consumers know more about the consequences and outcomes of where they shop. Shopping global is more flexible, fast-paced and has a generous and diverse array of products. Meanwhile, shopping local is more community-oriented, environmentally friendly and philanthropic. Consumers deserve to be able to use their autonomy as they shop and choose whichever style best fits their needs.

With several schools to choose from, it can be difficult to know which will be the best fit. Having a good understanding of different programs can make the decision easier. But with so many options, where do you begin?  Looking at some of Canada’s top schools and programs may be a good place to start. These three schools are considered some of the best that the country has to offer business students.  Rotman School of Management – University of Toronto  Undergraduate Rotman offers a four-year Bachelor of Commerce (BComm) program. The program starts in the second year of study. First-year students who meet the grade requirements in specific courses are guaranteed admission. In the second year, students choose one of three specializations: management, accounting or finance and economics. Upper year students have options to study abroad or gain work experience through Rotman’s career services.  Admission requirements vary depending on whether applicants are Canadian students, international students or mature students. For Canadian high school students, Rotman requires a minimum average in the mid-to-high 80s for consideration. Particular attention is given to English and calculus grades, both of which are prerequisites for the program. Applicants are also required to submit a supplementary application comprising short written and video responses. Postgraduate  Rotman offers a wide range of postgraduate programs, one of these being the full-time Masters of Business Administration (MBA) program. The program consists of 16 months of study and a four-month paid internship. Students can specialize in certain areas of study such as brand management or consulting.   To be considered, Rotman requires at least a 3.0 GPA in the applicant’s final year of their bachelor’s degree. They are required to take the Graduate Management Admission Test (GMAT) or the Graduate Record Examinations (GRE). Two years of full-time work are required (though the average applicant has five years). Two professional recommendations, a short essay and two interviews are also part of the application process.  Ivey Business School – University of Western Ontario  Undergraduate Ivey’s four- to five-year Honours Business Administration (HBA) program begins in the third year of study. Students may study in any other faculty during their first two years. Students may take a fifth year to complete a Chartered Professional Accountant accreditation, study abroad or earn a combined degree. That  consists of the HBA degree and the completion of the degree from their first two years of study.  High school students may apply for Ivey’s Advanced Entry Opportunity (AEO), which offers conditional, pre-admission status to the HBA program. To become an AEO student, a 93 per cent overall average is considered competitive. Students must also have completed a mathematics course for university bound students and demonstrated leadership through extracurricular activities.  Students typically apply to the HBA program at the end of their second year. They must have maintained a full course load. They must also have maintained at least a 70 per cent average over those two years. Though, 80 per cent or more is considered competitive. They must have also taken the Business 2257 course at Western or an equivalent course at another school.   Postgraduate Among their many postgraduate programs, Ivey offers a one-year MBA program. This program focuses on case-based learning instead of traditional lectures, using real-life examples and practice scenarios as teaching tools. Ivey MBA students have the opportunity to partake in an international study trip or a four-month exchange program.  The admission requirements include GMAT/GRE completion, a minimum of two years of work experience and two professional references. Plus, two written essays, two video questions and an interview for select candidates.  Sauder School of Business – University of British Columbia  Undergraduate Sauder’s four-year BCom program allows students to choose one of ten disciplines. These include accounting or entrepreneurship, to focus their studies in their third year. The program also offers different opportunities abroad, including an exchange program.  General admission requires a high school diploma and 70 per cent or higher in Grades 11 or 12 English. The BComm also requires the completion of an advanced functions course and a video interview. Students may also choose to transfer from another school into year two or three of the program. Postgraduate  Among its other postgraduate options, Sauder offers a 16-month MBA program. Students choose one of four career tracks: technology and analytics leadership, finance, product and service management or innovation and entrepreneurship. Students may also choose to create a custom track to experience different areas of study. The program also offers various global study or work opportunities. Admission requirements include completion of a bachelor’s degree with at least a B+ average.  As well as, GMAT/GRE completion, a minimum of two years of work experience (though three to five years is considered competitive), two professional references, a written essay and an interview.  With so many options, some of the selection comes down to personal fit. If possible, visit the campuses or take virtual tours, and always do research before applying. Proper preparation can help to ensure a student thrives in their future endeavours, no matter which school they attend.

According to the Oxford dictionary, negotiating means trying “to reach an agreement.” While seemingly straightforward, it is no easy feat for beginners or seasoned professionals. However, language and negotiating skills may help. Here are some of the most popular international business languages, negotiation styles and techniques. They’re based on top spoken languages in regions and industries experiencing economic growth and studies on negotiating techniques. International business languages English  With two billion speakers, English is the most popular international business language, widely spoken in academia and online. As per American Express, English dominates in countries considered “economic powerhouses” and is the official language of many. English is Microsoft and Nokia’s official corporate language and is useful in education, healthcare, marketing, tourism, technology and web development.  Mandarin Mandarin has approximately 1.1 billion speakers, according to Babbel It is the second most popular language online. It’s an official language in Singapore and Taiwan, with many speakers in Indonesia, Malaysia, Thailand and Vietnam.  China has the biggest economy worldwide, increasing its manufacturing capacity by 2025. Learning Mandarin is respectful as Chinese business is based on courtesy customs. According to American Express, Mandarin is useful in the education, communications, government, marketing, manufacturing and tourism industries. German German has approximately 130 million speakers and is the fourth most spoken language. It’s one of the European Union’s procedural languages and Europe’s international business language. Many European countries recognize German as an official language, including Austria and Belgium. Many German speakers live in Holland, Denmark and Luxembourg.  Learning German is useful in academia and politics.  Spanish There are more than 442 million Spanish speakers. It’s one of the five most common languages. Spanish is North, South and Central America’s international business language. Its North American dominance will likely “double in the next decade,” according to Quartz. Spanish is an official language in Argentina, Chile and Peru, among other countries. Speaking Spanish is helpful in the education, hospitality, law and healthcare industries. Arabic There are 460 million native Arabic speakers. Arabic is the official language in parts of the Middle East and in Africa, Libya and Egypt, among other countries.  Arabic was named one of the five “languages of the future” by the British Council. Middle Eastern Arabic-speaking countries include Bahrain, the United Arab Emirates, Qatar and Saudi Arabia.  Arabic is useful in the banking, oil, telecommunications, education, finance, government, marketing and translation industries.  Similar to learning languages, learning negotiating styles is crucial. There are five main negotiation styles, according to decades of negotiation literature and behavioural observations.  Negotiation styles Competing These negotiators are assertive and focused on results. They may pursue their own concerns and become aggressive.  Avoiding These negotiators avoid tension and responsibility and don’t pursue their interests immediately.  Accommodating These negotiators smooth over tensions and strive to satisfy other people’s needs. Compromising These negotiators often find middle-ground solutions, usually settling for moderate satisfaction. Collaborating These negotiators are communicative and focused on finding creative solutions, brainstorming ideas and maintaining relationships.  Negotiation techniques According to Harvard Business School’s Alison Wood Brooks, pre-performance nerves should be reframed as excitement. According to Tufts University professor Jeswald Salacuse, opening negotiations with draft agreements can “increase your influence over the negotiation” and save money and time. Additionally, silence is crucial according to Harvard Law and Business Schools. As is final-offer arbitration (FOA), according to professor Max H. Bazerman. FOA means each side submits its “final offer to an arbitrator” who selects one. As for closing business deals, Richard Harroch has tips. Listen  Try to understand the other’s limitations and avoid monopolizing the conversation.  Be prepared Review the other party’s business before the negotiation. Do Google and LinkedIn searches when reviewing their background and similar deals they’ve completed. Establish a positive relationship with them. Understand the dynamics Determine who wants the deal most and time constraints. Frame the deal’s structure and your preferred terms. Don’t be unrealistic. Maintain a poker face and be ready to walk away  If the deal’s terms aren’t meeting your expectations. Know your target prices. Don’t rush through negotiations or concessions  Consider setting issues aside temporarily and never accept the first offer. Ask questions  Ask about the pricing, benefits and so forth. Advisor or lawyer Write a term sheet on the deal’s key terms. For complex deals, consider speaking with an advisor or lawyer.  Problem-solving View negotiating as problem solving, determine what your partner wants. Decision time If you think you’ve made a reasonable offer, give your partner a deadline to walk away or accept it. Overall, all negotiation styles have their risks and advantages.  Your ideal business language(s) and negotiating techniques depend on your business concerns, industry and regional factors.  But it can be helpful to recognize your counterpart’s style and tendencies and adjust yours accordingly.

Life is a balancing act. The main avenues of life, such as family, school, self-care and work, require time and attention. Unfortunately, trying to devote time to each aspect can be difficult, especially when one demands more time than the rest.  The National Library of Medicine conducted a study in 2020. They found an excess of research explaining the need for work-family balance rather than work-life balance. This is largely due to the significant number of women that entered the workforce decades ago.  However, work-life balance and work-family balance as interchangeable terms doesn’t cut it anymore. Now that women are free to make their own decisions, many are choosing not to have children. In addition, there’s been an increase in elderly workers needing time devoted to recovery from illness, disease and chronic pain.  Nonetheless, those workers deserve work-life balance as well because self-care and health are just as important. The National Library of Medicine conducted a study. They found that health and family are rated as 25 per cent more important than other nonwork aspects.  An all-encompassing definition of work-life balance is when a worker has the opportunity to prioritize nonwork and work aspects equally.  In 2021, the Mental Health Foundation defined the requirements of a healthy work-life balance. They said it involves meeting deadlines at work while still having relationships with peers and getting enough sleep. It also means having the resources and time for a good diet and not worrying about work at home.  Prioritization can change based on what is more important at the time. For example, a worker may be facing significant mental health challenges. A work-life balance would include prioritizing mental health to function better on the job and in their daily life.  Advances in Social Science, Education and Humanities Research conducted a study. It confirmed there is a significant link between personal well-being and work-life balance. When one starts to plummet, the other does too. Juggling many roles at work and home can cause anxiety, fatigue and extreme stress. It can also cause damage to physical health when prevalent for long periods of time, causing idleness at home. But if a worker is content with their job, they are more likely to be happy and energetic at home.  The study also notes that an imbalanced work-life dynamic disturbs productivity levels. That is due to the fact that general well-being becomes damaged from overload and pressure. Workers are aware of this, with 53 per cent saying they believe their work is negatively affected by poor mental health.  Managers play a significant role in curbing an imbalanced work-life dynamic. It is encouraged to create an environment where employees feel free to voice their concerns. Leadership should be trained to notice stress in themselves. Staff should also allow employees to attend therapy during work hours as they would with doctor appointments.  Fortunately, a healthy work-life balance is not fully dependent on leadership decisions. Employees can also do a few things to help themselves. The Mental Health Foundation has a few suggestions. They include prioritizing productive tasks, assigning a selected time for tasks and researching workers’ rights in your province. The latter allows a better understanding of the appropriate amount of work hours, policy and sick pay.  For those working in Ontario, refer to Ontario’s Employment Standards Act.  Harvard Business Review explains that achieving a work-life balance requires constant reflection. This reflection should include how a worker feels in their work environment and at home. This also includes reflecting on how one feels during their job. And asking questions about what aspects are tolerable or intolerable to form healthy boundaries at work.  An important component of Harvard’s five-step process includes implementing changes where necessary. Harvard says that making public changes like switching to a less demanding position is effective in changing your tasks as well as expectations from colleagues. In contrast, private changes look like adjusting personal work patterns, such as how much time to assign to a task.  At the end of the day, health is a key priority for everyone. Although a work-life balance requires continuous effort, it is worth maintaining a stable personal well-being.

Burnout is a global epidemic officiated as an occupational phenomenon by the World Health Organization in 2019. It’s characterized as chronic feelings of exhaustion, increased cynicism or apathy for one’s job and reduced professional efficacy.  Since then, organizational structures and workplace leaders are now accountable for employee burnout. There is an additional focus on advancements in workplace mental health and well-being research. Workplace burnout soared in numbers this past year. GlobeNewsWire shared Ceridian’s 2022 Pulse of Talent Report that surveyed over 1,300 Canadian employees. It revealed 84 per cent had experienced burnout, with as much as 34 per cent reporting ‘high to extreme levels.’ Twenty-one per cent were actively seeking a new job.  Meanwhile, 39 per cent considered leaving if there was “the right opportunity.” In the 1970s, social psychology research pioneers Freudenberger and Christina Maslach coined the now infamous term “burnout.” They did so to study the effects transactions in the workplace have on emotional regulation. They found burnout was more commonplace than based upon individual feelings. Further research by Maslach concluded that individual-based interventions were ineffective in reducing burnout without organizational reform. Rather, Maslach suggested that companies should concentrate on situation-based areas of conflict to prevent burnout. Workplaces have recognised burnout in the past. Yet, the general assumption was that each person was responsible for using the available resources to take preventative action alone. Examples include referrals to support groups and workplace counselling services. It’s true that this support could provide stronger coping skills within the individual employee. However, Maslach observed that, in the long run, these techniques continue to pressure individuals into an excessive standard. It obstructs the overall issue—the job conditions and the workplace itself. Understanding the risks of situation-centred burnout The main goal for addressing situation-centred burnout is enhancing the job experience, with a focus on “preventing a mismatch between the job and the person and the work and the worker.” Maslach and colleagues have found six critical areas of person-situation relationships. Organizations should keep these in mind when addressing burnout in job and workplace structures. Workload When an employee’s workload has high demands and limited resources, keeping up with a time limit is challenging. The most chronic source of burnout concerns this area, which can lead to significant losses in productivity, relationships and efficacy. Lack of individual control A vital part of an employee’s satisfaction is knowing they are capable of thinking and solving problems on their own. A mismatch may occur if the employee is constantly confined to strict monitoring. Or to perceptions of rigid policies that leave no room for self-growth or improvement. Community support A supportive community with healthy relationships increases the likelihood that employees feel safe disclosing work problems, praise and comfort. Maslach’s research supports that isolation and impersonal workplace relationships can create a hostile environment with no possibility for social progress. Insufficient reward A perception of unsuitable rewards, often meaning salary and benefits, can be interpreted as disrespect for the work and worker. However, Maslach stresses the importance of perceived inner rewards, such as pride or recognition of a valued employee. If both external and internal rewards are not balanced, this can lead to dangerous pitfalls towards burnout.  Absence of fairness Fairness is essential for a functional community. Employees don’t feel valued if equal rights to issues like compensation, workload or promotions aren’t discussed during company-employee negotiations. Only in a setting where everyone’s voice is heard equally can there be mutual respect. Value conflict  When there is a mismatch of work, ethics and personal principles, people may feel uncomfortable continuing with their jobs. A common instance mentioned in Maslach’s report is when workers felt compelled to be deceptive or violate moral values. They acted as such to support the organization’s profit. This often resulted in discomfort within the workplace. Bottom-up, not top-down The order of the topics suggested in Maslach’s study varies for each organization. It’s crucial to remember that whenever interventions or changes are implemented, employees should have access to discussions and decision-making processes. Without employee input, some companies take on their own wellness measures. Which often makes the situation worse because it can be interpreted as distrust of the workers. Building a balanced workforce to prevent burnout starts with understanding the risk factors of organizational structures and policies. Then, the next best action is ensuring employees a secure and fair environment in which to express their thoughts. A valued employee leads to valued, respected work.

Entering the business field can be challenging. It raises the question of whether a degree or business degree is required. Experience and skills Frédéric Bigras is FBIC Ingénérie’s owner and electric engineer and Quicker.Cloud’s owner. He is Le Centre de congrès de Thetford et La cache du Domaine’s co-owner. He has a Collège Montmorency diploma in electrical engineering and an École de technologie supérieure bachelor’s degree in electrical engineering.  He worked five years at Hewitt before launching FBIC. Bigras said everything he learned in school was useful, using his knowledge of electronic equipment daily and having gained “work ethic.” Brian Goldenberg is Angelwalk Theatre’s artistic and executive director. He’s York University’s Vanier College Productions’ artistic director, producer, music director and arranger. He’s also a composer and gives private music lessons. Goldenberg has a York bachelor’s of fine arts in music. He also has a master’s in business administration from Schulich with a specialization in arts and media management.  “I started producing to create work for myself as a music director,” he said. “I fell in love with the producing side of the business.” He started developing business management skills in high school and continued to do so throughout university.  “I was running my own business, doing all these cocktail panel corporate functions where often I would have to hire other musicians to play with me,” Goldenberg said.  Goldenberg has played piano for corporate functions and weddings and attributed his success to skill in client services. He pursued an MBA to get formal business training. He used independent study projects to interview people in the industry and get involved in art organizations’ sponsorship deals. He said the program gave him “the confidence to pursue producing” professionally and taught him to prioritize. Goldenberg’s business courses were useful, even if he barely uses technical accounting. “Your relationships and the knowledge that allows you to connect with your customers, to your colleagues, to your stakeholders are crucial,” Goldenberg said.  While theory is helpful, he added, “You can’t learn to produce theatre from a textbook. You have to be in the room.” Looking back at his MBA, Goldenberg would suggest “leaning more into the connections of the networking” and “work experiences.” Reflections and resources Bigras might consider studying business, he is presently watching videos and reading books to develop business skills.  However, he said, “When you start your business, it would be interesting to pursue business training,” otherwise, simply studying business may be more theoretical. He’s also considering psychology courses as businesses rely on human relations.  He started working in real estate early in his career, which also helped him, as did his accounting courses. However, he’s struggled to meet entrepreneurs like him and said, as an entrepreneur, “you’re a bit alone in the world.” Goldenberg said the MBA gave him the knowledge he needed to work, though he’s still learning and pursuing training when possible. “New York actually has this one called the Broadway Teaching Group, and they run a conference every summer. So, I’ve gone to that a few times,” he said. “I’ve gone to a lot of performing arts conferences throughout Ontario. And then, just a lot of the industry specific workshops and master classes and training.” As the arts and business industries are always changing, Goldenberg adapts his skills to stay competitive. He also leans on his wide network for guidance. Advice for youth  Out of school, Bigras recommended working in different workplaces to build knowledge and network. He added the importance of aiming long term, as successful businesses develop over the years.  “At a certain point, it’s great to want to [launch] it one day, but you have to take the leap,” Bigras said. Goldenberg encouraged youth to seek mentors, namely “informational interviews” with people in your field, which is how he was able to land one of his previous jobs. He also said to take advantage of being a student and ask for advice while still in school. After graduating, you’re considered competition.  A degree is not needed for all business jobs. However, it gives you extended knowledge on a particular field, which may be helpful in the workforce. Regardless, work experience in your field is a crucial stepping stone when starting out your career.