98669007_MHow many Zoom meetings do you participate in each week? Probably more than you used to. The use of Zoom and other video conferencing technology has skyrocketed during the global pandemic as a way to help prevent the spread of COVID-19 and as many businesses adapt to remote work. Unfortunately, all of those video calls can lead to “Zoom fatigue.”

Studies show that an increasing share of remote workers have discovered that video conferencing can be both challenging and draining — even for those who aren’t huge fans of meetings of the in-person variety. Why? Here are a few reasons why you might find Zoom meetings so tiring.

  • You can’t take breaks. Many busy professionals face back-to-back Zoom meetings each day — and as a result are sitting down and staring at a computer screen for long stretches of time. In a Zoom meeting, you feel compelled to keep your attention on the faces on the screen. But nonstop screen time is tough on both your body and eyes. With in-person meetings, you get to move around a bit and your eyes get a rest from screens. Not so with back-to-back Zoom meetings. Take regular breaks using the “20-20-20” rule: every 20 minutes, shift your eyes to look at an object at least 20 feet away for at least 20 seconds. Also, try to schedule Zoom meetings with more wiggle room in between so that you can look away from your computer, stretch or even take a short walk.
  • You’re multitasking. It’s easy to minimize a Zoom call and try to get other work done. The problem with this approach is that you are only giving half of your your attention to each task. You’re not getting as much done as you think — especially quality work that requires concentration — and you’re not paying attention to either the meeting or the task as you should. It’s simple: Research shows that human beings are not equipped to effectively multitask, even though most of us continue to try. Studies show that you’ll get more done — and do a much better job — if you focus on one task at a time. The next time you’re on a video call, close any tabs or programs that might distract you, put your phone away, and stay tuned in.
  • You’re looking at yourself. In face to face meetings, you don’t see your own face while you’re talking, of course. Not so with Zoom. The problem: Several studies show that many people don’t like seeing themselves for long periods on the screen and many people get distracted by their own face in Zoom meetings. Here’s something to try: At the start of your next Zoom meeting, double check that your appearance is in order and then hide yourself from view. Others in the meeting can still see you, but you’ll no longer see your face on the screen.
  • You’re switching over almost exclusively to video communication. During the pandemic, many of us haven’t just replaced in-person meetings with Zoom — we began hopping in a Zoom room for discussions that used to take place over phone or e-mail. That’s a recipe for video burnout. Don’t treat video as a default method of communication. Phone calls often work well and some instances, even better than a video conference.

At Accurate Protection, we understand the challenges today’s employers face, and we know you’re asked to take on more than ever before. See how we can help you protect the business you’ve worked so hard to build: https://accurateprotection.com/

34064414_MThe first weeks and months on the job are a critical window of time for employees to find out about the companies they work for and whether the company, culture and co-workers are a good fit. It’s a time period too important to leave to chance.

Studies show there’s one common factor for many employees who leave companies within six months of the time they were hired: A lack of new-hire support. Studies show that as many as half of employees who quit jobs soon after hiring had little in the way of onboarding assistance — or none at all.

Why is onboarding a new employee so important? Researchers say employees’ impressions of their companies are formed much earlier and more solidly than employers realize. And if those impressions are negative, they may not stick with that employer, even if later experiences at the company are more positive. How well does your company welcome new employees in their first days and weeks? Here are some elements of an effective onboarding program:

  • Early communication. Sending several get-acquainted e-mails detailing what the employee can expect on their first days and weeks on the job can do a lot to relieve stress caused by fear of the unknown. A phone call the day before the employee begins is ideal. Ask if he or she has any questions before the first day.
  • A special first day. Send out an e-mail to your team letting them know about the new hire. Make sure the new hire’s work station is ready.
  • An overview of employee safety. A new employee’s first few days on the job are an ideal time to introduce and reinforce your organization’s commitment to safety. This is the time to provide important safety information that the employee needs to know. Make sure the employee has time to ask any questions. We have a wide range of tools needed to promote safety awareness among your employees and help your organization better manage its workers compensation program and costs.
  • Assistance well beyond the first days and weeks. Onboarding should be continued through the early weeks.
  • A mentor or ‘buddy’. Having someone other than the boss to ask questions can be extremely helpful. Google calls them ‘peer buddies’. The key is to have someone a new hire can feel comfortable with who can provide support and encouragement.
  • A culture of celebrating new hires. Order in lunch or take your team out to lunch on the employee’s first day. It’s a great way to celebrate a new hire and make them feel special.
  • Social support. Provide opportunities for new employees to get to know their co-workers. Research shows that an employee with a social network on the job is more likely to remain with the employer over the long term.
  • An empathetic and interested boss. Don’t wait for the employee to come to you with questions or concerns. Make yourself accessible. Make sure they have time to ask you questions and provide input on their experiences, confidentially if needed.