DAV Professional Placment Group
DAV Professional Placment Group

 

Johannesburg +27 11 217 0000

Cape Town +27 21 468 7000

JOHANNESBURG +27 11 217 0000
CAPE TOWN +27 21 468 7000


 
February 27, 2015
3:23 pm
by Christina Ratte

Summertime Blues

2. Summertime BluesIts back to work, our brains have already had a couple of weeks to get out of holiday groove. Outside however, the sun is shining gloriously in beautiful blue skies and the sea or swimming pool still glitters in our mind’s eye! So how do we make the most of summer even though we’re back at work? Here are some great tips!

  • Grab some foldable chairs

The best accessory since sliced bread, they are easy to keep in the boot of your car and take out at any place you can catch some rays (whether in the park or the braai you’ve been invited to)!

  • Keep a beach bag in your car

For those not living on the coast this might seem a bit silly – but having handy sun screen, beach towels, a swimming costume and sunglasses keeps you ready for anything! Friends hitting the pool after work? Once you hang up your hat at the end of a workday you’re ready for anything!

  • Plan an office outing

Take advantage of our beautiful country and go someplace nice; whether it’s a wine farm trip, or to the local bush restaurant. A nice table outside with a view keeps the happy thoughts flowing.

  • Organise group walks

It’s boring going for a walk alone. Why not share the fun by organising a group walk? Choose an area stimulating for the senses such as your local park, beach promenade, a suburban area that you want to explore… you can be as creative as you choose!

  • Eat lunch at the park

South Africa has some very beautiful areas to explore. Pack a lunch and make a picnic out of it! If you can afford to eat out, choose a patio or deck type restaurant.

  • Organise office sports

For those competitive types this is an excellent way to get out and enjoy the weather. Certain team sports have corporate leagues during the summer months. Don’t like your competitor? Joining a corporate sports league and beating them can be quiet satisfying.

  • Join a professional networking group

Lots of these groups organise networking mixers, harbour cruises and pub crawls. Not only do you get to enjoy a bit of night life but it’s an excellent way to make networking fun this summer.

  • The office braai

Everyone brings something, you get the fire going, and then sit back and relax. Its summer after all!

  • Wake up earlier

This is probably one of the worst tips for someone like me as I am a notorious morning grouch! BUT – it does allow for going for a morning run or having breakfast with a loved one before dashing to work. All in all, great ways to start the day.

  • Use public holidays strategically

Nothing is as refreshing as having a short break away. Spend a long weekend in the bush, mountains or at some glorious spa being pampered. Plan the days, and use the public holidays to your advantage.

  • Cycling to work

If you are in the advantageous position of living relatively close to work, make use of arriving traffic-stress free and having had your exercise for the day. Just remember to check for shower facilities beforehand.

Right, I am off to the beach with my handy beach bag and foldable chairs. Enjoy the summer!

 

February 25, 2015
12:34 pm
by Anita Hoole

Key Issues Driving the Need for Strategic Staffing

AH-Strategic-Staffing-March-2015Recruitment is more often than not a tactical game. We project one or two moves ahead – for the coming financial year, say – or we scramble reactively when someone resigns. We might use the word strategic when it comes to HR conversations but we very rarely understand what that means.

I think we grasp, in theory, the value of long-term talent planning but very rarely – in a world that changes at a dizzying pace – do companies adopt the infrastructure necessary to fully execute on it. Quite often this is because successful strategic staffing planning requires sweeping changes to company-wide processes and procedures, and demands the full involvement and commitment of all levels of management. Not an easy challenge.

So we fully understand its importance let’s look at strategic staffing in context. To do this, I find the following from Mary B. Young, DBA, of The Conference Board, extremely helpful:

“Strategic workforce planning (SWP) is the process that translates business strategy into its workforce implications. But business strategy comes first, answering the “why” question:

  • Why do we need more of this and less of that? What are the business drivers that define our workforce needs? In addition to strategy, these drivers can include changes in the environment (new technologies, shifting customer demands and competitive threats) and uncertainties for which the company needs to be prepared.

Once the “why” is understood, SWP helps business and HR leaders answer four more questions:

  • What do we need as a consequence of the business drivers—not just how many people but also which organisational capabilities and skills?
  • Where do we need them? The answers to this question can be based on the locations where we plan to shrink or grow, local labour supply, regulations and so on.
  • When? How soon will we need X, Y and Z? Which needs will take a long lead time to fulfil and which ones can we meet on a just-in-time basis?
  • At what cost? How much will it cost to secure these resources? Can we afford it?”

Why is it so crucial that we become truly strategic vs. tactical in our staffing approach? There are a number of issues driving this need (beyond the obvious: the more strategic a player we become, the more chance we win the game):

  • There are fewer available candidates, especially when it comes to scarce skills.
  • Higher costs for scarce skills.
  • Skills and education gap.
  • Changing career patterns and expectations.
  • Staff turnover, especially amongst the “change careers ten times in a lifetime” younger generation, is very high. Even at senior levels tenure is diminishing.
  • Loyalty is diminishing.
  • Corporate needs and strategies are subject to rapid change, bringing with it a need for changing competencies.

Strategic staffing/workforce planning puts you “one step ahead” of these issues, helping you create a workforce that is, and will continue to be, flexible and responsive in these fast-changing times. Its many advantages, however, are not limited to recruitment and selection; it also provides a framework for other HR policies and programmes such as training, compensation, and diversity management.

In upcoming articles, I will be looking at how to get started along with models for effective workforce planning. In the meantime, if we can be of any assistance, please get in touch.


Resources

Workforce Planning: The Strategy behind Strategic Staffing – hr.com

Reframing Traditional Workforce Planning – ere.net

Tomorrow’s Workforce – The Hay Group

Strategic Workforce Planning vs. Talent Management – The Conference Board

 

February 13, 2015
1:02 pm
by Christina Ratte

Reinvent yourself

3. Reinvent YourselfIt’s a new year, it’s supposed to bring new beginnings right? Still feeling as if you are stuck in a rut? Doing the same things over and over again? Just a little more than 5 weeks in the New Year and you feel as if you are returning to the same old little bad habits that you did not like from the last year…

Time to reinvent yourself! In the spirit of one of the masters in the art of reinventing herself, Madonna, here are some tips to change your environment! From the inside out!

Evaluate where you are

  • Some questions to ask yourself include:
  • What are you good at?
  • What do you love?
  • What are your natural talents?
  • What are the things that really frustrate you?

Take an honest look at yourself and really see the situation for what it is. What you are taking away from it and if it really is as bad as you think it is. Remember, sometimes the problem is all in our head!

Identify opportunities your current situation presents

Life is about whether the glass is half full or half empty! Are you focusing on the empty glass? Perhaps it is time to take the tough situation you are facing at work and make an opportunity out of it! Someone once told me that to deal with a problem effectively, you need to view it as you would a big teddy bear! Its HUGE, it’s in your way, and it’s not going anywhere! So what do you do? You hug the bear – you hug it until it melts, and disappears. Tightly! Take ownership of the situation and you will see that not before long the problem disappears and you have moved passed it.

 Say Yes! (and No!)

Anybody ever watched Jim Carey in “Yes Man”?  It’s a motivational story about a man, stuck in a rut, who goes on an adventure by saying yes to every single thing that comes his way! It transforms his life! I am not saying you should go to this extreme, but perhaps it’s time to think about the opportunities that you are saying yes to.

Same goes for the other way around, if you find yourself unable to say no, overwhelmed by responsibilities for others and commitments that you really should not have made in the first place! Say No! No, I cannot pick up your children as well because driving to your house is 45 minutes out of my way and then I will be late in helping the children with their homework.  Set your boundaries!

Change your job

No, I am not saying that to resign is the answer here, perhaps a different way of doing things. Changing jobs takes time, and you don’t want to jump from the boiling water into the fire! If you are bored it might be that you are not stimulated enough! Ask for more responsibility, put up your hand when the next project is up for grabs. Volunteer to organise the next work function! Be creative! You will find that it changes your perspective and changes your attitude by making a positive contribution to your office environment. The possibilities can be endless but it is up to you to sit up and start taking notice!

Start with Why

This is essential. Why are you here? What are you doing here? You can go so far as to ask yourself why you are on this earth!? Combine it! Work and Play does not need to be two separate entities in your life. It could be anything from making people’s life easier or working to provide for your children. Everyone has something special.

 30 Days

365 Days can be overwhelming. Its long, it’s tedious and by the time your reach Christmas the goals, aspirations and fun have all but disappeared into the daily dredge of life and survival! Yuck!! Make life fun by focusing on small things for a short period of time. 30 Days is all you have to do, 30 days of avoiding sugar, alcohol or walking every day. 30 Days of connecting with a colleague, compliment someone or trying different ways of doing things! Once done you can congratulate yourself on a job well done or splurge on the bag of chocolates you have been eyeing at the local supermarket!

Lastly, don’t forget to have fun! We spend most of our time at work, more even than we spend with our families or friends! Doesn’t a dead-end job, only living for the weekend, sound absolutely soul destroying?

Come on, you can do it!

 

February 10, 2015
1:00 pm
by Crystal Gertze

Getting to Grips with Talent Retention

Getting to grips with talent retention, crystal, feb 2015Retaining top talent is a complex issue. It used to be relatively simple: stability was the fundamental that defined the relationship for both employee and employer. Jobs offered predictable advancement and employees stayed for the long-term. An annual engagement survey was the one tool an employer needed to stay on top of staff motivation (companies now realise this is not detailed enough, it’s not real-time and it doesn’t tend to consider all the issues that drive employee-commitment).

However, globalisation and the information age has meant stability giving way to rapid, unpredictable change. A younger workforce, the war for talent, constrained economic conditions and rapid technological development are additional critical factors. Retaining and engaging high performing staff has become the single biggest challenge for most companies and their single biggest competetive differentiator: the 2014 Deloitte Global Human Capital Trends research shows that 78% of business leaders rate retention and engagement urgent or important.

It’s not surprising why:

  • Staff turnover is expensive; and
  • Top performers drive business performance.

Josh Bersin, Principal and Founder of Bersin by Deloitte says “we have to remember that people are what we call an “appreciating asset.” The longer we stay with an organization the more productive we get – we learn the systems, we learn the products, and we learn how to work together.”

He goes on to say that the total cost of losing an employee can range from tens of thousands of dollars to 1.5-2X annual salary.

While the defnition of talent retention is quite simply ‘any techniques employed by management to encourage staff to stay with the company in the longer-term,’ Bersin by Deloitte’s research shows that each company has its own retention model involving a variety of factors. And “these factors take on different weights depending on the age, demographic, and role of the employee. So your goal is not to simply do one thing, but to understand your own company’s “retention drivers” by role.”

Some of the key issues to consider when compiling your retention strategy, are:

 

  • Recruit the right people in the first place. Attracting the right person for each role means being prepared to stratecally understand and outline both the job and culture fit requirements and the qualities of the ideal candidate for the role.
  • Retention is about more than money. It’s important, sure, but money alone won’t do the trick. According to a McKinsey Quarterly article: “Praise from one’s manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash.”
  • Career opportunities matter. Younger generations are motivated by growth, career opportunity, and meaning. They still want the same types of benefits and work-life balance as older people but they are particularly focused on fun, collaboration, and the ability to be with others they enjoy. So the prospect of a “career” is more than just advancement.
  • The work environment matters. Bersin says, “People at work respond through Maslow’s Hierarchy of Needs. Once they are “safe” – i.e. paid well, they look for more meaningful value at work. Is this work taking advantage of my skills? Do people appreciate me? Is the environment inclusive and diverse so that I feel that I fit? Does this company do work I feel proud of?”

From Fortune 100 global enterprises to small- and medium-sized businesses, leading companies invest in talent management to select and retain the best person for each job because they know that business success is powered by the total talent quality of their workforce.

 

If I can assist in any way, please get in touch.

 

Resources

 

  1. It’s Time to Rethink the ‘Employee Engagement’ Issue – Forbes
  2. Role of Motivation in Employee Retention – Management Study Guide
  3. How to Improve Employee Retention – Inc
  4. Two Key Factors for Employers in Talent Recruitment and Retention – Forbes
  5. Talent Retention: 6 Technology–Enabled Best Practices – Oracle
  6. Employee Retention Now a Big Issue: Why the Tide has Turned – LinkedIn
  7. Retaining Key Employees in Times of Change – McKinsey

 


12:49 pm
by Joanne Meyer

Defining your Ideal Candidate

Defining-ideal-candidate-joanne-feb-2015The time, money and resources invested in a candidate hunt are higher now than at any other time in recent memory, even for entry-level roles. When you’re looking for a scarce skill, the investment can soar even higher. It pays, therefore, to make sure you are looking for the right candidate, one who is right for the job and for your business. One who will not only ‘fit,’ but also grow, lead, and drive performance – now and into the future.

Unfortunately, many hiring managers approach the hiring process in a somewhat unsystematic manner, believing they will ‘know’ the right candidate when they meet them. This rarely pays off.

Instead, approach the hiring process with the end in mind. Armed with a definition of your ideal candidate (and an exceptional job description aimed at attracting them) it is far less likely that an expensive mistake will be made.

It’s ideal to sit down with key stakeholders for the position (hiring manager, HR, someone affected by the position, current top performers, etc.) and decide the exact employee you are looking for by creating a scorecard / benchmark. It can be helpful to use the job description as a jumping off point. Before you can begin to identify the qualities the right candidate will have, you must have a very clear understanding of what the position actually entails.

 Here are some questions to ask in the process of defining the ideal candidate:

  •  What is the purpose / reason the role exists?
  • What are 3-5 results / accountabilities you expect from the position?
  • What are the skills, experience, training, knowledge, talents, abilities and values necessary for success in the position? At this stage assess which of these must be held by the candidate without you having to train or educate them to do so. As well as those that would be an added bonus, but you could train or educate after hire, if needed.
  • Is work experience required? If yes, how much and at what level? Does it need to have been in a specific industry or vertical industry?
  • Would you prefer them to be satisfied at the level you hire them or are you looking for someone who wants to move up the ladder?
  • What educational background should they have? Bearing in mind the ideal candidate may not be defined by qualification alone. They could turn out to have no qualification but relevant experience, or a more current qualification than a 10-year old degree. There is no one size fits all, here.
  • What personality should the ideal candidate have? Team player? Leadership qualities? Self-motivated? Think not only about what the position requires but also your company culture – what personality traits will make them a fit? Do they share your core values and will they work to meet the broader mission of your organisation? Unlike soft skills, fitting into a company culture is not all about interpersonal skills. It is more about a candidate’s personal philosophy, their professional goals, and their overarching opinions about business and technology.
  • What characteristics won’t work?
  • What are the absolute non-negotiables?

Candidates may have similar skills and experiences but they certainly won’t have the same personalities. Compiling your profile as above, you will be able to pinpoint only those that have the highest potential for success. Some might be talented but bad at working in teams, impatient with co-workers, incapable of communicating clearly, or uncommitted to professional development. Focussing on both the hard and soft skills you are looking for, will allow you to narrow down your field of candidates significantly.

With this type of advance preparation and strategic thinking, you’ll be well-equipped to direct your next candidate search with confidence and efficiency. However, keep an open mind throughout the process. You could still encounter an applicant starkly different to what you originally imagined but whose skills and attributes complement the position. Your candidate wish list should function as a set of organising guidelines to help you stay focused, rather than a litmus test.

If I can assist in any way, please get in touch.

 

Resources

 

  1. The Ultimate Guide to Finding Great Employees – When I Work
  2. Improve your Hiring by First Defining your “Ideal Candidate!” – Ron McNutt International
  3. Finding the Right Talent in a Competitive Candidate Pool – Culture Fit
  4. Best Practices: Job Descriptions and Candidate Profiles – The Armada Group
  5. Make a Wish: Improve Your Recruitment Outcomes by Defining Your Ideal Employee – Hcareers

 


12:18 pm
by Judy Hofer

Understanding the Differences: Management vs. Leadership

The-Difference-between-Management-and-Leadership,-JUH,-Feb-2015For the past 50 odd years there’s been an ongoing debate in academic circles as to the difference between leadership and management. Some people have argued that they are essentially the same thing. Others see them as separate, but offer different reasons as to why. All too often the comparison tends to cast managers in an unfavourable light as compared to leaders.

In fact, both are essential and fulfill a valuable function. They are necessarily linked and complementary and there are similarities – they both influence people and contribute to the success of an organisation – but they are quite different. Of course, it’s not always easy to separate the two. In today’s economy, where value comes increasingly from the knowledge of people, a manager quite often demonstrates leadership qualities and leaders regularly take on management functions. In addition, people exhibit leadership qualities no matter their official title or level within the organisation.

So how are the roles different and how do they overlap? For clarity, let’s arrive at a definition of the essence of each role.

One of the best-known writers on both is Warren Bennis, who identifies the functions of a manager, in part, as one who administers, initiates, maintains, focuses on systems, relies on control, wants immediate results, asks how and when, and has an eye on the status quo. He identifies leaders as those who innovate, originate, initiate, develop, focus on people, inspire trust, have a long range view, ask what and why, have their eye on the horizon, and challenge the status quo.

In essence:

  • Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.
  • Management controls or directs people/resources in a group according to principles or values that have been established.

Let’s look at some of the essential differences:

Manager Leader
Make up of role Stability Change
Decision-making Makes Facilitates
Approach Plans detail around constraints Sets and leads direction
Vision Short-term – today Long-term – horizon
Control Formal influence Personal charm
Appeals to The head The heart
Culture Endorses Shapes
Action Reactive Proactive
Risk Minimises Takes
Rules Makes Breaks
Direction Existing direction / keeps status quo New direction / challenges the norm
Values Results Achievement
Concern Doing the thing right Doing the right thing
Focus Managing work Leading people
Human Resource Subordinates Followers

 

When it is all said and done, however, there are many terms used to identify leaders and managers that are more synonymous than differentiating. Motivating various levels of staff, encouraging productivity and creativity, maintaining organisational stability, and balancing external change with internal culture, are some of the ways leadership and management are inextricably linked. To be a strong leader and/or manager, individuals must adhere to rigorous personal development, believe in their own humility, constantly grow from a continuum of experiences, and always be guided by their own instincts and values.

If you have any questions, please get in touch.

References

  1. Difference between Leadership and Management – Team Technology
  2. Leadership vs. Management – ChangingMinds.org
  3. Leadership vs. management – Diffen.com
  4. Leadership vs. Management | Focus on Leadership and Management – Library Journal

 


12:18 pm
by Anita Hoole

Your Job Search: Where to look and what information to keep track of

Job-search-anita-feb-2015So you’re ready to start your search for a new job? It can seem like a daunting task when you are just starting out. First you need to know where to look and, as the search can pretty quickly become quite complex, what information to keep track of.

 Before you begin

Make sure you know what kind of job you are looking for and in what kind of company, combined with what you are qualified for. You’ll preferably want to work for a company that fits with you as a person, in a job that plays to your strengths and gives you access to the opportunities you want for future growth.

Also take a good hard look at your online presence, which is where potential employers and recruiters will often begin their search. Make sure your social networking profiles don’t contain anything embarrassing and that they are 100% up-to-date. Change your LinkedIn heading to indicate that you are open to opportunities and make sure you have at least 3 recommendations which is what you will need to show up in a recruiter search. You can enhance your chances of showing up in the results by using keywords relating to the position in your heading, title and summary. Pay particular attention to spelling and grammar as you will be rated on things like this! We will be looking at the best ways of putting your cover letter and CV together in a later article but online searches often happen before you have submitted anything so get this done before you begin your search.

While you’re at it, write up an elevator speech: a short 30 second summary of who you are, your unique value and what you are looking for, you never know who you might bump into.

Where to look:

  • Let your family, friends and acquaintances know you are looking and what you are looking for. They can often be the best source of leads and introductions.
  • Join and participate in both on and offline industry networks. The more connections you have, the better.
  • Consult with people in your field of interest. Uncover how they landed their job?
  • Make a list of as many companies as you can that appeal to you. Research them online. Many companies post openings on their websites. You can also take courage in hand and call them direct to find out if they have any current openings, speak to the HR Manager or even Director. Even if there are no current positions in line with your experience, ask them what kind of qualifications or experience they would look for if your dream position were to open.
  • Try to get hold of in-house company magazines as well as internal intranet postings through friends and family.
  • Subscribe to industry-specific magazines (you can often do this online), which tend to have a vacancies section and will help you uncover companies you may wish to work for.
  • Approach reputable recruitment agencies with proven relationships with companies in your field/s of interest. The best agencies often have information on unadvertised positions or can match you with a company that is not actively looking but for whom you are an ideal fit.
  • Register with applicable job sites. The best South African ones catering to all industries are CareerJunction, Careers24, PNet, Jobs, Jobvine and A quick google search can uncover other sites that specialize in specific industries such as IT or engineering. Make sure you set up job alerts with each of these sites so that you are notified the minute a new job is added that may interest you.
  • Scour more traditional sources such as newspapers.

Plan your activities using a calendar and keep your search focused. Applying for as many jobs as possible, even ones you are not qualified for, is actually a waste of your time and the employers and will not help you get a job any faster. Target a select group with a well-considered job-search strategy.

Remember, finding a job is a job and it pays to be organized. Keeping track will also show you what is and what isn’t working so you can adjust your strategy as you go along.

Here’s what to keep track of to keep your search organized (with thanks to job-hunt.org):

  • Job Sites
    • Name of each job site you joined and on what date, username and password.
    • Date you posted your CV and which version you used (nowadays it pays to have different versions targeted in different ways or emphasizing different skills or experience).
    • Phone calls or e-mails from potential employers that are traceable to your activity of each job site.
  • Other sources
    • The source of the lead, job title, job identifier number, employer name, location, and date / time you applied.
    • The version of your CV that you used and any cover letter (or cover paragraph) – print hard copies of these documents if you can.
    • Contact information for the employer or recruiter.
    • The names, titles, and dates for everyone with whom you spoke at the employer or recruiter.
    • Notes on any discussions you had (take notes and then write them up immediately after the conversation).
    • The follow up that you did (phone calls, emails, etc.), and the date and action of the next follow up step.
    • Feedback that you received from the recruiter, HR manager, hiring manager, etc.
  • Track your networking efforts as well
    • Who you contacted, when you contacted them, why you contacted them (know this before you dial the number or send the e-mail!), the outcome (e.g. left a message, had a conversation, made a lunch date, etc.), and the next step.
    • What association or society meetings you attended, when you attended, and who you met there.

You can simpy use an Excel spreadsheet to keep track or if you are interested in an online service that will assist you in tracking your job search, check out:

Good luck with your job search, we know you can succeed. As always, if we can be of any assistance, please get in touch.

Resources

  1. Checklist: 10 Things you Must Know: AARP Foundation
  2. Job Search Preparation: 20-Point Checklist: CareerHMO
  3. Checklist: Job Search: myfuture.com
  4. Getting Started 101: My Job Search Checklist: Seek
  5. Job Search Checklist for Job-Hunting Success: Quintessential Careers
  6. Tips on How to Find Jobs in South Africa: Mywage.co.za
  7. 10 Steps to Find a New Job: about careers
  8. Implementing your Job Search: Tracking Your Activities: job-hunt
  9. Job Search Management: about careers
  10. Create a Log to Keep Track of Your Job Search: Lifehacker
  11. Ways to Stay Organized on the Job Hunt: US News Money

 

February 9, 2015
3:29 pm
by Christina Ratte

Tips to Start the New Year Stress Free! (and Keep it that Way!)

1. Stress FreeStress management, although not always easy, can be managed so we can get things done but still feel we have a life!

 

  1. Plan your day

This doesn’t have to involve endless sheets of paper or lists. A quick breakdown of what you need to do during the day works very well. I personally find if I write things down I don’t forget to make that call or get to the bank on time.

  1. Have achievable goals

One of the biggest ways we stress ourselves out is setting unachievable goals. We draw up elaborate plans for goals to achieve the next day – the 5am wake up call for a run and the healthy meal we’ll cook in the evening… but the last time I checked most of us do not have superpowers and we cannot function at a 150% capacity everyday. So with each goal you write down, ask yourself: “Is this realistic considering all the other things I have to do tomorrow?”

  1. Allocate time for exercise and social activities

We are not robots. To keep our minds healthy we need to do some form of exercise, just as much as we need to spend time with friends and unwind doing our favourite hobbies.

  1. Healthy food

I know it’s really hard to eat healthily. If you’re running on almost empty, the effort it takes to stand in the kitchen to cook can seem insurmountable. Well, that’s how I feel at times! Research has proven, however, that it helps you cope if you forgo junk food for a healthy salad and a home cooked meal.

  1. Rest

Start a little routine before going to bed, switch the TV off, put on some relaxing music, read an inspirational short story, breathe deeply… and before you know it you’ll be in dreamland!

  1. Loved ones

An often overlooked aspect of our society is that we are not as close to our family units as our parents and grandparents were, despite the advances in communication technology. Interacting with family and loved ones helps with managing stress, because let’s face it: home is where you can just be yourself with no-one judging.