• Take over a weakened software company
• Grow market share
• Increase business by acquiring new customers and credentials
• Enter new markets
• Innovate by acquiring the latest technology (e.g. mobile apps and cloud solutions) and/or skills
• To remain competitive- ‘other companies are doing it’

Joining two companies is never easy and the customer is often caught in the middle. We asked participants at our recent HR Technology Forum in Sydney to share their thoughts on the constantly changing HR vendor landscape and its impact. In discussion, Forum participants expressed a number of concerns including:

• Will the level support diminish after the product integration?
• Where do you go for customer support?
• When will vendors focus more on user experience rather than on functionality?
• How do I remain control of data and knowledge with all the constant upgrades to the system?
• What if we don’t want our systems to operate in the cloud, but our vendor is moving this way after their M&A?
• Will the unique/innovative solutions provided from a smaller software vendor be lost after it has been acquired by a larger company?

Attendees also commented that in the first year of an M&A, confusion and a breakdown of the strategic relationship with their software vendor can occur. For example, an organisation has an ongoing relationship with two different vendors who each provide them with a unique service (e.g. one provides recruitment and another HR services). These vendors undergo an M&A. As a result, the advice now offered from account managers representing each software vendor differ – yet, to all intent and purpose, they are now the same company. One Forum member reported a situation where they were overwhelmed with the number of available solutions offered by the two vendors when they merged.  Consequently, he asked the vendor to advise on the right solution and to his surprise, the question was turned back on him with the vendor expecting him to decide. Having had a long term strategic relationship with each vendor separately, he had expected that the merged company’s representatives would be able to recommend the best solution to address his organisation’s business requirements. This example highlights how the merger of companies to include multiple solutions can easily add further confusion and negatively impact customer loyalty.

Other Forum attendees stated that it’s a “wait and see game”. The integration of products between one company and another is often a very lengthy process. Many members of the group expressed frustration with not knowing what the future holds for their software product. For example, one Forum attendee pointed out that there is a lack of consistency in advice from their software vendor’s support staff and it’s obvious that they “simply don’t know enough”. This makes it difficult to develop a roadmap for their systems strategy.

So the question is – what are customer to do in the mean time?  We recommend the following:

• • Do your research: Look for resources online and speak to the vendors to find out how your product will be affected. Ideally, speak to someone in the head office, especially if it is located in another country. Often it takes time for communication to come through to vendor staff on the front line. Questions to ask include:

- What upgrades are expected to occur?
- When is the upgrade expected to occur?
- How will the current product be integrated to include features from the other company?
- Will the integration of the product result in having to run separate point solutions?
- Will there be future price/subscription changes?
- Is the levels/type of customer support expected to change?

• Talk to others in the market e.g. colleagues and HR technology specialists such as Cape Group who can provide useful advice on trends and advice on what the potential impacts of the merger or acquisition to your technology roadmap.

• Communicate expected changes to staff within your own organisation as soon as possible.

Overall, HR technology professionals need to keep on their ‘game face’ and stay up-to-date with changes occurring in the HR systems vendor market, particularly if one of their vendors merges with another company. We will see more M&As in the future as HR technology vendors  consolidate to meet the market’s need for full HR solutions. In this highly competitive market, HR vendors will continue merge and acquire to be  the first to offer their customers the latest innovations, such as cloud based apps, social recruitment and mobile apps. HR technology professionals can prepare themselves by understanding the consolidated vendor’s product roadmap, its impact on their current systems and roadmap. It may also be time to take out that vendor license and visit your SLAs to determine what actions you can take if your current vendor changes ownership.

The post A Customer’s Perspective – HR Technology Market M&A & Its Challenges appeared first on Cape Group.

Change Driven From One Perspective

Mr Geoff Bellman, author of the “Heart of Consulting”, reminded us of the importance of considering the perspectives of those being impacted by change. It is easy to be caught up with the business objectives or be too focused on your own requirements. Communication needs to consider the perspectives of the audience. Their perspective will influence how they translate and hear the messages.

An example provided was how a new product from a financial services organisation was initially misunderstood by potential clients. Research revealed that people are living longer yet people are not increasing the amount they save to cover the cost of living longer. This organisation launched a new life insurance product to address this. The initial response was disappointing and in reviewing the marketing, it became apparent that potential clients were “translating” the messaging in unexpected ways. For example, the product was initially called “longevity insurance” and resulted in people focusing on potential losses, including death. In addition, the target audience did not grasp that they themselves will live longer and as a result, did not see the necessity of this product. By focusing on potential clients’ perspectives and adjusting their marketing approach, this product is now a success.

The lesson I learnt is to never forget the audience’s perspective and how they can potentially “translate” communication to suit their reality.

Underestimate the Influence of Some of Your Stakeholders

Dr Mee-Yan Cheung-Judge, Director of Quality and Equality Ltd, encouraged us to ensure we use politics and power to achieve our objectives. This of course came with a warning – it should not be used for egotistic gain. She discussed the importance of ensuring you know ALL your stakeholders. It is common to focus on influencing the most senior stakeholder, however ,there are other sources of power that can impact the success of an initiative.

This topic reminded me of the actions taken upon the arrival of the super fishing trawler Abel Tasman (Margiris) to Australia. According to the  ABC news media, the owners of this boat and spent two years reaching and overcoming all potential obstacles to this trawler fishing in Australian waters. They worked closely with the Australian Fisheries Management Authority to meet every rule and regulation. Upon arrival of the trawler in Australia, there was public outcry over such a large fishing boat being allowed in Australian waters. When the House of Representatives passed legislation aimed at stopping the trawler, the owners were suitably miffed. My observation is that they significantly underestimated the “power” of public sentiment.

The lesson learnt is that when commencing a change initiative, consider all the stakeholders and different power bases. It is important monitor their power and consider how best to influence them.

Think “Outside the Box” for Solutions

As outlined in my previous blog on the conference, the speaker that made the most impact on me was Mr Clarence Ti, Chief Executive of Vital (Singapore Ministry of Finance). While he shared only a few of the initiatives implemented to change the engagement level of staff and clients, they were not your standard change tools (e.g. hire media specialist, writing letters, work to be staff’s sixth priority). Yet with these initiatives, the engagement of staff significantly improved within two years.

At the Summit, another case study provided by a UK financial services organisation and their acquisition of an Asian bank. Since 2005, there have been a number of initiatives to integrate the Asian bank and these have had various levels of success. After eight years, it may be expected this integration would be complete, but there is still more work needed to achieve strong business results expected from this acquisition. There had been an underestimation of strength of both the societal and organisational culture within the Asian bank, and how this would work against the change initiatives. One of the change managers said his key learning was the importance of implementing from others’ perspectives, not his own. This was particularly noticeable due to the difference of eastern thinking and his own western approaches. Going forward, this financial services company are focusing on the strengths and skills within the acquired bank, rather than imposing western solutions for change. They have identified a number of change principles which include “complex change can be nudged, not directed”. This is leading to more “outside the box” thinking for the change initiatives.

From this example, I learnt that it can initially seem easier to implement solutions that have worked in other situations. However, that is not a guarantee of success. When commencing a change initiative, consider a variety of possible interpretations of the current situation, rather than only focusing on the most obvious.

Change tools and methodologies are valuable to in guiding an OD practitioner implementing change initiatives. As outlined above, this is not enough to achieve success. It is necessary to go deeper and consider the perspectives of others, identify and influence all stakeholders and spend time consider a variety of possible solutions.

The post What To Do When Change Fails appeared first on Cape Group.

In “The Future of OD,” Dr. Mee Yan Cheung-Judge encouraged the audience to become a desirable commodity. This will require OD to be externally and business focused. All the methodologies and theories in the world will be rendered useless if OD practitioners do not have “street-credibility” with the C-level. They must work in the strategic sphere and have metrics to prove their worth.

The way to increase our impact as OD practitioners is through the use of power and politics. For many this concept can be confronting. Dr Cheung-Judge shared that many see “power and politics” as being dirty and underhanded; and it can be if it is used for egotistical gain, rather than for achieving outcomes. Whether we like it or not, organisations are political systems, not rational systems. Dr Cheung-Judge suggested OD practitioners need to be politically savvy by first cumulating a sufficient power base and secondly, by learning a variety of power strategies to achieve outcomes.

The main insight gained from Mr Geoff Bellman’s presentations on the “Heart of Consulting” was the importance of being aware of how others view the world. A common mistake of consultants is to provide a solution based on how they see the world. Many forget to take into account the WIIFM (“what’s in it for me”) of those being impacted by change. Remember: my reality is not your realty. If you understand your audience and how they view the situation, there is significantly greater chance of reducing resistance.

On Day 2, we were privileged to hear from the person that in my view was the most compelling speaker of the event. Mr Clarence Ti, Chief Executive, Vital (Singapore Ministry of Finance) shared his experiences in leading significant change within his organsiation. Within two years, he changed the engagement scores at Vital from being one of the worst in the public sector to one of the best. However, this was not what made him impressive in my opinion – it was his unique approach to turning the organisation around. These initiatives included:

• Recruiting a media specialist to solve the issue of attrition: Vital had been an environment in which only complaints were heard. The media specialist searched the organisation to find out what was being done right and published small stories both in public media as well as internally. Staff started to feel proud about where they worked.
• Asking staff to consider work to be their sixth priority in their lives. He saw that family and other commitments would be more highly rated. This resulted in staff realising their leaders are there for them and will support them through difficulties.
• Writing letters: over two years Clarence has written 138 letters. These are to individuals or the organisation as a whole. They are an effective way of communicating with staff and showed them he was listening. He read two letters that demonstrated sincerity as well as inspiring staff to see the bigger picture. In my opinion, they were very powerful letters.

Mr Ti’s efforts have resulted in not only significant improvement of Vital’s engagement scores but also in additional discretionary effort from his staff.

Much was covered over the three days and I have only focused on the highlights of the main speakers. In addition to the plenary sessions, there were a number of breakout sessions run concurrently, allowing for more in-depth discussions on different topics. The key points I took away from the conference were:

• The role of OD is to be facilitators, not experts. We need to help our “clients” look at data and consider ALL the different meanings, not just the one they see from their point of view
• Complex change can be nudged, not directed. Consider the whole system (ie organisation, people, technology, environment, etc.) when looking at change solutions and deal with the ambiguity

The 7^th Asia OD Summit was thought provoking and I enjoyed meeting and sharing ideas with other OD practitioners from across the Asia Pacific region.

Next year’s 8^th Asia OD Summit will be held in the Philippines in 2013.

The post Engaging and Building OD Capability for Greater Impact – Throughts from the 7th Asia OD Summit appeared first on Cape Group.

During the summit, a number of CEO’s and senior business people shared their insights into what has worked or is working in their organisations.They didn’t use words like VUCA and meliorate. What struck a chord with me was the number of references by business leaders for the need to create learning ecosystems to develop and support their people and foster innovation.

The post What is VUCA? Jargon Abounds in Human Capital appeared first on Cape Group.

Considering the theme of “New World Thinking” it was interesting to note that the vendors seemed similar to those in previous years. I had expected that there might be more on social media or mobile accessibility, yet this did not dominate. I wonder if these concepts are no longer considered new and are now an expected part of any offering, or if there have not been enough interest by clients in these types of solutions. Probably a bit of both!

One of the changes I did notice in the Exhibition Hall was the effective way vendors engaged with attendees. I experienced a number of vendors having engaging conversations on what is happening in the market place. There seemed fewer vendors hiding behind the desks in their stands and more interacting effectively with the attendees.

HRIZON has another day to go. It is a sold out event, however it is definitely worth visiting the Exhibition Hall which is free to enter.

The post Notes from HRIZON 2012 appeared first on Cape Group.

• Asian Pacific companies were showing an increased interest in outsourcing some or all of their learning function
• The drivers for outsourcing were similar to those in other parts of the world, including: cost reduction, increased training effectiveness, improvement in internal processes, flexible staff arrangements, increased strategic orientation of learning staff, engaging skills not internally available within the organisation, increasing the value of the workforce, improved customer perception of products or services and competitive advantage
• There was an increasing trend towards selective outsourcing with the most commonly outsourced learning functions being content development and technology infrastructures
• There was a global trend to comprehensively outsource all learning functions, yet Asian Pacific companies were slow in this space showing reluctance to let go of certain functions
• Companies commonly experienced a number of challenges associated with vendor relationships, skills and resourcing, culture, familiarity with learning outsourcing practices, executive engagement, change management and benchmarking.

Cape Group recently revisited these findings to determine whether any changes in trends occurred in last seven years. It was interesting to find that there has been little movement from the 2005 trends. The most common driver for outsourcing the learning function is still cost reduction, where others included the need for innovation and efficiency. Technology infrastructure, namely e-learning, Learning Management System (LMS) and Learning Content Management System (LCMS) are still the most commonly outsourced learning functions and; the amount that organisations intend to outsource in the future is expected to not change significantly.

A change in trend we have noticed is the increase in the outsourcing of delivery of learning (i.e. classroom and instructor led courses). We also observed an emerging trend for organisations to adopt of a Software as a Service (SaaS) learning solution (LMS or LCMS). Some organisations in our sample had already began using a SaaS solution, and it is expected this trend to continue given the increasing amount of software vendors quickly adapting their LMS or LCMS to offer SaaS based solutions.

On a final note, contrary to expectations, we found that the global trend towards more comprehensive outsourcing did not occur. It still appears to be a rare decision by Asian Pacific companies, as they are acting from a risk management perspective. Companies find it difficult to trust vendors to completely understand the business requirements and strategy and adjust their services accordingly. This lack of trust in vendors is also most likely a reflection of the same challenges organisations continue to experience. It is hard to lay fault at the organisation or the outsourced vendors, however the issues are focused on the need to establish a good relationship; build trust; capability of vendors and communication with vendors. There is evidence that organisations are looking at ways to overcome these challenges with the introduction of training on how to transition to and manage an outsourced function.

On a whole, our findings showed that Asian Pacific companies are still selectively outsourcing learning functions and it’s driven by the same reasons. What is concerning is the fact that companies are still experiencing the same challenges. The old business model based on cost reduction seems to still take precedence over the pitfalls associated with an outsourcing relationship. The future also remains to be seen how the SaaS learning solution will affect the outsourcing market. While it’s early days, it is anticipated that there will be more and more organisations heading down this path.

The post Learning Outsourcing Remains Stable Across Asia Pacific appeared first on Cape Group.

I recently took part in an extensive research initiative which studied the role and impact of social media on Chinese students when deciding which foreign university to choose for their master’s degree. While traditional media such as newspapers and television continues to play an influential role, social media is the number one information channel for students and their families. Research has shown that the new generation of students spends significantly more time on social media (2-4 hours every day) than watching TV (less than 3 hours a week) or reading a newspaper (less than once a week)[i].

The resilience and tenacity of the Chinese social media is amazing. Despite the government banning foreign social media tools such as Facebook, You Tube and Twitter, state approved tools and technologies are thriving and advancing rapidly. In 2011, Ogilvy created an infographic to show how local social media platforms are thriving in China. As this market is changing rapidly, Asia Digital Map updated this map to reflect the current state of social media in China.

Figure 1: “Chinese Social Media Infographic”. Source: Ogilvy, 2011. Updated by Asia Digital Map, 2011

These home grown social media tools are very agile and appear more intelligent that their western equivalents. These platforms are enhanced with unique features to create awareness, increase attractiveness, target the right audience and create connections that last.So why aren’t more international universities on Chinese social media? The answer is quite simple. Social media efforts in most cases are random and not backed by a strategy. Going out and creating an account on Renren or Sina Weibo is going to do more bad than good if you don’t have a social media strategy in place. This is often the deal breaker for many universities. Investing into a social media strategy doesn’t always hit the priority list, despite its proven benefits and effectiveness.

There are a number of successful examples from UK, where social media strategy has played an important role in foreign student recruitment and where the investment is paying off. The universities of Oxford, Cambridge, Bath, Edinburgh, Bristol, York, Sheffield, Durham Business School and Warwick Business School are banking on their social media efforts in China to attract talented Chinese students to their Master’s course offering. These universities recognise that social media is a powerful channel which supports information dissemination and assists in generating a social effect. Social media caters for user diversity and has outstanding coverage, particularly in its target market of China. All of these institutions have a well thought plan with respect to their social media efforts.

This is not about putting bums on seats. The universities that pitch to the Chinese market want to attract the brightest and the most talented Chinese students. In China, Project 985 and Project 211 were introduced by the Chinese government to set the parameters in how to evaluate student quality coming from Chinese universities. Both initiatives aim at improving national education levels, accelerating economic progress and enhancing international competitiveness. The Chinese educational institutions that appear on this list are regarded as prestigious, exemplary and their graduates are highly sought after.

There are a number of points to consider when developing your social media strategy for student recruitment in China:

• Understand your target audience, their behaviour and preferences
• Assess the suitability of local social media tools and technologies. Determine which Chinese social media platform is most suitable to achieve your goals, enhance student recruitment efforts, boost you public profile and improve your organisation’s reputation in China.
• Conduct current state analysis to understand whether your organisation has the right infrastructure, resources and processes to support your activity on Chinese social media. Can you integrate Chinese social media with your existing technology?
• Consider scale and cost. Implementing a social media strategy for international student recruitment can be time and resource intensive despite its low upfront investment requirements. You may need to hire a local Chinese PR agency to manage your social media efforts.
• Develop guidelines and policies to support your social media efforts internally. Consider how you are going to manage and control risk.

There is a vast array of local and global players in the Chinese social media market. A foreign university hoping to attract Chinese students is spoilt for choice when it comes to which social media platform to use. If you don’t have a strategy in place, you are missing out on engaging and attracting your future students. These students are probably already talking about you on Renren. The time has come to join the conversation.

The post Attracting Chinese Students Through Local Social Media Platforms appeared first on Cape Group.

The conference speakers were a diverse and very interesting mix -filmmaker Jennifer Siebel Newman, the highly engaging Indian social activist Kiran Bedi and Financial Times columnist Mrs. Moneypenny. The panel session include participants Oranuch Apisaksirikul, Group Chief Executive, TISCO Group; Claire Chiang, Senior Vice President and Co-Founder of Banyan Tree Hotels & Resorts; Georges Desvaux, Managing Partner, McKinsey & Company, Japan; and Euleen Goh, Non-executive Chairman of the Singapore International Foundation. Bloomberg Television news correspondent and anchor Haslinda Amin moderated the event.

For me, the conference was summed up in the words of Jennifer Siebel Newman: “You can’t be, what you can’t see.” The issue in Asia is that women are under represented at the board and senior executive levels. Despite research from McKinsey, Mercer and other leading organisations suggesting that organisations with a higher level of women in top management have the best performance, improving diversity is not yet viewed as a business imperative by the majority of organisations in this region.

Each speaker shared their own perspective and experience on gender diversity in business. There were a number of common threads on how we can challenge these barriers and bring change in our own lives, in that of others and in the workplace:

• Diversity is a business imperative. Organisations in Asia need to wake up and make diversity a priority. These companies are missing out on tapping into significant talent pool and the benefits of having women in leadership positions.
• Kiran Bedi spoke of how every empowered woman needs to empower those who are not. This point was emphasised by a number of speakers who talked about how empowered women have to help not only the next generation but also women who are less fortunate, who don’t have access to opportunities, or who are consider to old. We also need to put more thought into how we support women at the different stages of her life. This will require a redesign of workplace practices and greater emphasis on workplace flexibility.
• Sponsorship and mentorship are highly beneficial. Euleen Goh quoted Sir Issac Newton to stress the importance of mentorship programs: “If I have seen further it is by standing on the shoulders of Giants.” Given the general lack of women in senior roles, it will be men who will need to step up to mentor and sponsor female talent. Mrs. Moneypenny talked of how women also need to improve their social capital by investing in building networks and relationships.
• The role of the CEO is pivotal. Leaders set the tone for diversity. If your top leaders visible and walking the talk, you have a much better chance of making the transformation not only happen but stick. These leaders also need to be help accountable for results and actions.

Was I inspired? Definitely. What I realised was that we all have a significant role to play in challenging the barriers inhibiting diversity in all its forms. If we change our own behaviour, we can break down stereotypes, remove biases in talent management systems and move closer to achieving parity in the workplace.

For information regarding this conference, please go to http://www.womeninbusiness.db.com/

The post You Can’t Be What You Can’t See – Improving Gender Diversity in Asian Businesses appeared first on Cape Group.

Analysts predict the social enterprise software market will hit $4.5 billion in 2016 with a growth rate of 43%.[1] Yammer, Social Text, IBM Connections, Microsoft SharePoint and Saleforce.com’s Chatter are some of the players offering a variety of apps such as community forums, collaborative team work groups, wikis, networking and news streams. Newer players in the social media market are HR technology vendors (e.g. SAP, Oracle, PeopleSoft) who are adapting their Talent Management software to include social media apps. Many of these software vendors claim use of internal social media apps enhances collaboration, engagement, productivity, communication and information sharing throughout the organisation. While there appears to be little research evidence to support these claims, we know from experience that there are organisations reaping the benefits of using social media internally.

At our latest HR Technology Forum, Cape Group asked a group of Australian HR professionals to share their insights into common challenges and successes experienced when implementing internal social media apps. It appeared that many of our forum participants are introducing internal social media apps into current business processes experimentally and often face a number of challenges including:

• there is a lack of involvement or support by management
• leaders are sceptical the impact on staff productivity
• staff do not use the apps
• staff attitudes are that they spend enough time on other external apps like Facebook
• staff often lack the knowledge of how to use the apps
• staff are often unaware the apps usefulness.

So how are organisations overcoming these challenges? We discussed a number of critical success factors in designing an internal social media strategy. These include:

• a clear set of objectives
• gaining buy in from executive leaders
• activities to foster a strong culture promoting sharing and collaboration among employees
• ensuring the culture and strategy is driven by its leaders
• offering social media training to staff
• establishing a clear set of policies and framework outlining acceptable terms of use
• business analytics to assess effectiveness

While these processes are believed to be key to success, for many organisations there is still difficulty in achieving ongoing staff user engagement. Deloitte is one organisation that has found success in getting their employees to actively post on Yammer which they attribute to having strong leadership support.  Discussion on Yammer initially was driven by the Innovation department and started out experimentally as part of a marketing strategy for Deloitte’s ‘green dot’. They asked their employees how the green dot may be marketing in their logo and nominated champions to lead and keep up the discussions on Yammer.  This creative topic grabbed the interest of staff and take up of Yammer was very rapid. Discussions are still ongoing today with the CEO posting a comment almost every day.

Key take home message… If you are planning on introducing internal social media apps into your organisation, ensure that your strategy is closely aligned to the culture and driven by your executive leaders.

The post More Australian Organisations Using Social Media Internally appeared first on Cape Group.

It was a surprise to me that New Approaches to Wellness Programs was chosen as the topic of interest by the OD Forum members. It’s not what I would consider a hot topic in this era of cost cutting. Even more surprising was that most of the interest came from the financial sector. Others in attendance were from telecommunications, life sciences and a not-for-profit organisation.

The Forum opened with NSW Heart Foundation sharing their experience. If you are like me, it would be easy to assume that as a not-for-profit and a company whose services focus on good health, the NSW Health Foundation would have no problem designing and implementing a wellness program. But the issues they faced were similar to those experienced by other attendees.

NSW Heart Foundation initially used an external vendor but this did not work. More momentum was achieved when their Workforce Wellness Program was developed internally. Staff were consulted to clearly understand what they wanted. It was interesting to hear that they attribute the success of their program to executive sponsorship and participation – in fact, we all agreed this is a key factor in any wellness programs. Their program has now been running for three years and has a participation rate of 90%. It has contributed to decreased absenteeism and voluntary redundancy. Contact them if you would like a copy of their booklet “Healthy Workplace Guide: Ten Steps to Implementing a Workplace Health Program“.

Another speaker at the Forum was Dr Gordon Spence from the Australian Institute of Business Wellbeing. Dr Spence reinforced NSW Heart Foundation’s experience with his research on corporate wellness programs in Australia. He challenged us by asking why wellness programs exist if they do not necessarily benefit an employer brand. He has found wellness programs tend to flounder if:

• Staff believe their company is just trying to squeeze just that little bit more out of them
• Staff think that the initiatives are just PR exercise
• There is no alignment to employee needs
• Staff do not have time to participate
• There are concerns over employee privacy

As you can see from this list, cynicism is alive and well in many organisations! One organisation at the Forum spoke of how they have overcome this by linking initiatives to fund raising.

We also spent some time discussing qualities of successful wellness programs. These include:

• Alignment to company culture
• Sponsorship and participation by executives
• Consultation with staff to identify initiatives that would be motivating
• Measurements which identify ROI

The most startling news was to learn about the negative health effects caused by our increasing sedentary lifestyles. Data suggests Australians now spend half their day sitting. It is hard to believe but initial studies show that people over 45 who sit long hours and do more than 5 hours physical activity have similar health risks as those who do no physical activity yet stand in their job most of the day. Evidence suggests that prolonged sitting is a risk factor for all causes of mortality. So, don’t forget to stand more often or hold a one on one meeting while walking around the block. In fact, I’m off for a walk right now!

If you would like further information on our Forums or copies of the slides from the event, please contact us.

The post Does Your Wellness Program Need a Trip to the Doctor? appeared first on Cape Group.