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employee disengagement

How to Address Early Signs of Employee Disengagement

According to the Work Institute’s 2017 Retention Report, 75% of the causes of employee turnover are preventable. That’s excellent news for your HR budget, as the cost of replacing entry-level employees alone hovers near $4,000 per position. A small change in human behavior can be enough to indicate damage in employee motivation. Yet, detecting early signs of employee disengagement is never an easy task. It requires excellent observation skills and strong empathy to respond in a way that restores engagement across your organization.

At a time where barriers between leaders and employees are at an all-time low and with 70% of employees wanting to spend more time with their manager, simple actions stemming from emotional intelligence and intuitive leadership are powerful enough to correct a subtle motivation drop. Here’s engagement clinics to discover how you can address early signs of employee disengagement.

Note: All names have been changed for privacy considerations.

High Performers: Empowerment is Not Anarchy

Efficient, committed, and highly engaged, Jane was the next talent to accelerate.

Jane’s manager assumed that since she was a high performer, she didn’t need much handholding to sustain her performance. But Jane’s sense of achievement dropped in the course of a few months, an early sign of employee disengagement.

The challenge for any leader is to adjust space for employees to be empowered. For a high performer, too much attention to what she does is micro management. But attention to how she does it and why she does do it can give off the wrong message.

Early Signs of Disengagement - High Performers

Treatment

As any other employee, high performers need frequent recognition to protect their sense of belonging. They want strong feedback to reach excellence in their work. And they crave coaching and mentoring to level up their “soft” skills. After all, 68% of millennials who intend to stay in their company for the next 5 years are involved in mentoring programs.

Discovery of Potential: Stories and Limiting Beliefs

I remember very well Simon. Simon was the go-to expert in his area. Considering his immense knowledge and potential for relationship-building, I assumed his next step was to develop his leadership skills.

What I underestimated at the time is that Simon had little appetite for stepping out of his comfort zone. Early signs of employee disengagement showed up as plain resistance, from “I’m not sure I can do it” to “this is completely useless!”.

Each leader should pay extra attention to words of resistance. Resistance is the seed for limiting beliefs that can become given realities for the employee, and get in the way of performance.

Early Signs of Disengagement - Resistance

Treatment

80% of employees would work longer hours for a more empathetic employer. An emotionally intelligent leader knows that a huge part of the job is to attend to team members and support them towards having a delicate balance of confidence and performance. Performance starts with clear goals. Confidence grows when you support your employees as they achieve those goals, and show them where their true potential is.

In Tune with Culture: The “Selective Memory” Syndrome

How often do you try to communicate a message to your team and some still don’t get it? Frustrating, right? It’s nothing else than human nature.

Driven by fight or flight responses, humans are not wired to navigate change easily. If you try to suggest change towards the way your team behaves, you can might be criticized or worse, ignored. It could be tempting to take criticism as “venting moments”. But if left unaddressed, those early signs of employee disengagement can lead team members to question if their values are still aligned to the company’s mission and values.

Early Signs of Disengagement - Aversion

Treatment

According to Deloitte’s Talent 2020 series, “performing meaningful work” is one of the top three motivational drivers for employees. For team leaders, it could be as simple as making top level communications relatable for everyone and taking the time understand what type of work each of your team members enjoys doing.

In addition, listening to your employees on a daily basis fosters a safe space for them to express their opinion. With the availability of advanced HR technology listening to your employees on a daily basis is now easier than ever. Check out intelligent active listening interfaces such as Achievers’ Allie™. With Allie, you can get clear insights on your employees’ pulse and receive honest feedback.

Final Thoughts

 Deloitte just released its 2018 Human Capital Trends report, where it stated the following:

“Most companies are struggling to recruit and develop these human skills of the future. Despite having an increasingly clear understanding of the skills needed in a world where humans work side by side with machines, 49% of respondents do not have a plan to cultivate them.”

One of those “human skills of the future” is to ensure your leadership includes the best employee engagement and retention tactic: fostering human connections so that you can spot (and address) early signs of employee disengagement.

Do you want to learn more about employee disengagement? Check out Achievers’ white paper, The True Cost of Employee Disengagement.
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Are you free in October? Discover where the future of HR technology and employee engagement is heading by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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About the Author
Coralie Sawruk
Coralie Sawruk helps global organizations create efficient team dynamics. A people-person at heart, she believes the ultimate competitive advantage is created by the right talents working hand-in-hand, cheerfully. Coralie shares her insights on human-centric leadership and leading happy teams on her website. Get in touch on LinkedIn

 

 

 

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Engage Remote Employees

5 Ways to Keep Remote Employees Motivated and Engaged

What types of commuting issues do your workers have? All possible perks and benefits that address those problems (such as public transit vouchers, parking permits, vanpool arrangements, and bike storage) add extra costs to your bottom line – except for one: telecommuting.

On average, businesses save about $11,000 per year for every employee they shift to remote work status for half the week, according to Global Workplace Analytics. At the same time, individual workers save between $2,000 and $7,000 annually. Many companies already realize the cost effectiveness of remote work options, since 37 percent of American workers report telecommuting at least some of the time.

However, as an HR professional you manage people, not budgets. You may wonder what happens to team morale and employee engagement if your workers don’t even have to get out of their pajamas. There is hope on the horizon, because Gallup research finds that employees who spend at least some time working remotely are “more likely to feel engaged in their jobs than those who never work remotely.” Here are 5 management tips for keeping your remote workers aligned and motivated, so you can all benefit from the terrific cost savings offered by telecommuting.

1. Let Workers Control Their Schedules

Once you’ve taken the leap of letting people work remotely, it’s not that big a step to allow them to set their own schedules. Does one employee prefer to work from 6 p.m. to 2 a.m? Except for certain deadlines or teleconferences, that schedule most likely isn’t a problem. You won’t maximize your employees’ well-being from telecommuting if you still require them to clock in every day at 8 a.m.

It’s important to keep in mind that the worker’s home environment is less controlled than an office, and the person may have to break away to deal with a sick child, a runaway pet, someone at the door or a kitchen emergency. The whole attraction of remote work is that it helps people balance the demands on their time.

Dustin Grosse, COO of ClearSlide, offers this advice to managers of remote workers: “Rather than micromanaging when they’re getting the work done, focus on what they’re consistently achieving.” Grosse points out that giving people more control over their time will result in happier and more engaged workers.

2. Work on Building an Active Employee Community

The biggest problem that remote workers encounter is a sense of isolation from the larger group. Your management efforts should be directed toward bringing people together and nurturing employee happiness. One way to do this is to make sure team-members have a chance to talk together. IPEC’s Coaching Excellence emphasizes that emails are not the same thing as talking, and they won’t contribute to a unified work culture.

Today’s remote communications platforms offer sophisticated collaboration tools and vibrant opportunities for conversations that feel like everyone’s in the same room together. Creating an opportunity for peer reward and recognition programs is also a valuable way to build a sense of teamwork. Receiving praise from co-workers is enormously valuable in strengthening employee motivation and building a productive team.

3. Facilitate Whole-Company Meetings

Company culture is key to the identity of your brand, and it suffers when team members are geographically separated. Writing in Entrepreneur, leadership coach Beth Miller notes that “as a company grows it gets harder to keep everyone aligned to the vision while maintaining your culture.” She notes that regular quarterly meetings of the entire organization are beneficial to employee retention and overall productivity. It’s also important to sponsor occasional full-staff retreats or recreational occasions, to make sure all workers identify with their organization as a whole.

While workers may be teleconferencing with their own team-members on a frequent basis, they probably have minimal face time with people in other departments. Employee alignment is encouraged by bringing workers together in person and giving them a say in the direction of the company. An organization’s mission and values only stay alive to the extent that people internalize them.

4. Invest in Professional Development

Offering professional training and development to your remote workers is a substantive way to recognize the value of their contributions, and to keep them engaged and enthusiastic about working for you. Whether through individual mentorships, the chance to attend remote webinars, or tuition assistance for in-depth education, you can keep your telecommuting staff on a solid path to career advancement.

Did you know 40% of employees who receive poor job training leave their positions within the first year? Avoid high turnover from remote and non-remote employees by offering valuable professional development and training programs. Also, with a company culture of promotion from within adds power to your employer brand.

5. Recognize Hard Work

While employees may relish the freedom of working late into the night while their favorite pet sleeps on their lap, said pet isn’t going to praise them when they turn in an outstanding report ahead of deadline. Employee rewards and recognition take on a greater sense of importance when workers are geographically distant, since it shows employees their extra effort truly makes a difference. Recent Gallup research shows that employees working remotely are actually more likely to put in extra time on their jobs – probably because they get on a roll and really care about getting the project done well.

Providing your staff an opportunity to work remotely can be a powerful tool to build employee success. Fifty-one percent of workers say they would actually change jobs if they could get one that gave them the option of working from home. It’s clear that companies can gain a competitive edge by offering employees the ability to work remote. The only thing to remember is to practice techniques that will consistently engage remote workers. Start engaging every employee with frequent recognition and rewards. To learn more, access our eBook on How to Make Employee Recognition an Everday Event.

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Discover how Shop Direct is engaging 4,700 on and offline employees with their Shine employee recognition program. Thank to Shine and its associated initiatives, Shop Direct’s engagement survey has seen a 17% increase – from 67% in 2010 to world class 84% in 2017. Learn more by downloading Shop Direct’s Case Study.

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Value of Mentorship

Manager and Employee Relationships: The Importance of Mentorship

The title of “manager” makes it sound like your entire responsibility is simply keeping track of your employees and maximizing their performance. Of course you want to elicit high-level productivity from your team, but your fastest route to success is to offer something back to the people who work for you. The most successful managers enter into a mentoring, or “coaching,” relationship with their direct reports. Here’s a look at why mentoring is so important, together with some best practice tips for putting together a mentorship program that really works.

Mentoring Builds Employee Alignment

Your employees have ambitions for where they want their careers to go, and it’s to your company’s benefit if the person doesn’t need to job-hop in order to realize those ambitions. Daimler Trucks has instituted a proactive mentoring plan throughout its entire 4,000 employee U.S. workforce as part of its leadership succession planning. Suz Hahn, Daimler’s Architect of Learning and Development, states that: “Daimler realizes mentoring is key to the health of our organization.” The company finds that employees who gain new skills become more engaged, and are also eager to spread their knowledge and best practices throughout the entire company.

Millennials Expect and Appreciate Mentoring

Today, more than one in three of your workers are millennials (people between the ages of 18 and 34), and this generation makes up the largest percentage of the U.S. workforce. These are the employees with the freshest skills and the keenest awareness of marketplace trends, and it’s clearly in your best interest to meet their needs. There are real differences in what this age group expects from their workplace, however, and 53 percent of managers say that it’s difficult to find and retain millennial employees. Providing mentorship is your most effective tool for attracting and retaining this demographic: A 2016 Deloitte millennial survey notes that of those respondents who plan to stay with their current company for the next five years, 68 percent say they have a mentor. To get down to exact nitty-gritty of these expectations, the millennials surveyed state that in an ideal week, 3.6 hours would be spent receiving coaching and mentoring.

Focus on Knowledge Transfer

Knowledge Transfer (sometimes shortened to KT) mentoring is described by Willis Towers Watson in their cover story for Workspan. The authors of this overview note that KT mentoring arose as a solution to the fact that fewer than half of the nation’s workers feel their employers are doing a good job of retaining a quality workforce. Clearly a new approach to employee retention is needed, and KT mentoring fills that need by introducing new standards of clarity and structure into the transfer of knowledge within a company.

Put Structure in Your Mentoring

Classic workplace mentoring is an informal relationship that’s very open-ended. Even the choice of which two people are paired together is usually made on a casual basis of who likes whom, and sometimes the very best mentee candidates can be overlooked. The mentor provides ad hoc guidance, slipping it in haphazardly when schedules allow. The informal nature of the exchange means that the mentee probably isn’t giving feedback to their mentor on how helpful he or she is, and mentoring techniques are rarely examined. Mentoring is considered to be a personal favor, and is delivered with that tone. While this informality can be appealing, giving the mentee a sense of being taken into the mentor’s confidence, the lack of structure has some obvious downsides. Here’s how KT mentoring is different:

KT mentoring approaches the process from a structured point of view. The topics to be covered are identified ahead of time, with emphasis being placed on those subjects that will be most beneficial to the organization. Selection of mentors and mentees are made on the basis of learning preferences, generational diversity and personality profiles. The number of candidates for mentorship is made as large as it can be throughout the organization. The mentor and mentee agree on time frames and knowledge goals, so that it’s clear what information will be shared and when this sharing will happen. Formal tools for giving feedback are included in the process, enabling the mentorship interaction to be continually fine-tuned. Towers Watson’s overview of their KT mentorship process emphasizes that its purpose is to sustain high levels of employee engagement.

Make Mentoring Part of Your Company Culture

For any mentorship program to be successful, your organization’s leadership has to believe in the idea. High-quality mentorship requires an investment of time and resources, but forward-thinking leaders recognize that it yields a worthwhile return in productivity and employee happiness. A Corporate Executive Board survey shows the growing recognition that structured mentorship programs are worth the effort: 25 percent of U.S. companies now host some type of formal mentorship program, as compared with only 4 or 5 percent a decade ago.

Mentorship Is About Building Relationships

Leadership coach, Luis Velasquez, notes that, “Mentoring is one method that can tip the scales on employee engagement by fostering lasting relationships among employees, promoting career development, and facilitating the transfer of knowledge within a company.” Using mentorship effectively as a tool to strengthen the organization is one of today’s key management skills. Plus, sharing what you’ve learned with an eager young protege can be a highly gratifying process.

For more insights on tools for great team-building in your organization, download our employee recognition eBook covering 3 Ways to Make Recognition an Everyday Event

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Inspiration for Leaders

Words of Inspiration for Leadership: Optimism and Resiliency

When I think of optimism and resiliency in people, I think of our “greatest generation” and people like Louis Zamperini. Zamperini faces extraordinary trauma, as depicted in the book Unbroken, and he has leadership lessons for all of us. If you haven’t read the book or seen the movie, Unbroken, you must add it to your list.

Zamperini’s story is unbelievable that one person could survive so much and live a healthy life to age 97.  He was born in 1917, and he competed in the 1936 Olympics as a champion distance runner, and then joined the American Air Force at the outbreak of the second world war. In May 1943, his plane was shot down over the South Pacific, killing eight of the eleven crew and leaving Zamperini and two others stranded in a tiny life raft. Enduring the loss of their friend Mac from starvation, machine gun fire from passing Japanese bombers and shark attacks, Zamperini and pilot Russell Phillips held out for 47 days.

Louis Zamperini

When they finally reached the Marshall Islands, both were too weak to stand. Little did they know, that their struggle had only just begun. They were rescued by a Japanese warship and sent to various concentration camps, where they suffered sadistic beatings and threats of death daily until their release in August 1945.

In an interview for CBS, Zamperini said, “They took great joy in telling us we were going to be executed. They would always go through the motions, gesturing with samurai swords and so forth. So every morning we woke up thinking, well this is it.”

The physical and psychological trauma that Zamperini endured was unbearable, and most of us can’t imagine. He did return home and suffer from some depression and nightmares. But he went on to start a new career as a motivational speaker promoting the power of forgiveness.

You may never experience what Zamperini went through, but there are days when you feel like you are being attacked, surrounded by sharks and need someone to help you. In business and life, rapid change is the normal and it comes in waves, hurricanes and now in “bomb cyclones”. Today, leaders and their organizations are forced to address increasingly complex challenges as well as grow with uncertainty.  Speed and agility are not the only edge.  The need for effective leaders that are resilient, optimistic and emotionally intelligent is more important than ever.

The definition of optimism: The hopefulness and confidence about the future or the successful outcome of something.

The definition of resilience: The capacity to recover quickly from difficulties; toughness.

Our leaders need to learn and understand better how to be resilient and optimistic especially when they are facing pressure and challenges.

Alvin Toffler

 Alvin Toffler famously said:

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Our view of the world and daily attitudes and behaviors are learned patterns to which Toffler’s insight applies with earnestness — the capacity to “learn, unlearn, and relearn” emotional behaviors and psychological patterns will be the edge leaders need to survive and thrive in this ever-changing crazy world.

How do you learn to be resilient and unlearn bad behaviors in this ever-changing world? You take time to be self-aware and understand how to think like an optimist.  Martin Seligman, author of Learned Optimism,  is an expert on optimism, and he shares his study on how humans and animals become passive when they experience failure and feel like they have no control.  His study reveals that we start to expect failure again and develop “learned helplessness.”

His study goes on to reveal, there was a third of the researched group of animals and people who experienced continuous failures who never become helpless. Seligman attributed this to optimism.  According to Seligman, “Over 15 years of study, my colleagues and I discovered that the answer is optimism. We developed questionnaires and analyzed the content of verbatim speech and writing to assess “explanatory style” as optimistic or pessimistic. We discovered that people who don’t give up have a habit of interpreting setbacks as temporary, local, and changeable (“It’s going away quickly; it’s just this one situation, and I can do something about it.”). That suggested how we might immunize people against learned helplessness, against depression and anxiety, and against giving up after failure: by teaching them to think like optimists.”

It is a good time to have a healthy dose of optimism whether you are struggling with your business, managing and motivating your team, negative politics, economics, finance, relationship setbacks, parenting challenges, health issues or an overall feeling that life is not turning out the way you thought it would.  Sometimes, we need to change the lens that is viewing our present moment and future and ask a few questions about our own level of optimism and how we are managing difficult situations and daily setbacks. How would Louis Zamperini view this problem and what would his attitude be?

Here is how optimists view the world:

  1. Was it me or something outside of me?
    Optimists believe it is something outside of them.
  2. Will it affect everything I do?
    No, optimist believe it will be short-lived not long-lasting.
  3. Will I change my game and adapt and do something different?
    Yes – changing your game is the answer. Optimists don’t give up.

Louis Zamperini never gave up! He continued to be an optimist until the day he died.  We can all learn from his story and from the research of Martin Seligman on optimism. Remind yourself when things are tough and the pressure is on, we have the capacity to be resilient and optimistic and don’t let anyone change your mind or influence you negatively.

To learn more, check out my blog post on Why Self-Esteem is Critical to Successful Leadership.

Are you looking for a great eBook? Check out Achievers newest eBook highlighting 3 ways to make recognition an everyday event.

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About the Author
Bobi Seredich Headshot
Bobi Seredich is a recognized speaker, author, trainer and successful entrepreneur specializing in leadership development. She has spent over 20 years of her career dedicated to creating, directing, writing and presenting leadership programs for top companies in the U.S. and around the world.

Bobi is the co-founder of the Southwest Institute for Emotional Intelligence and Managing Partner of EQ Inspirations. In 2001, she founded Equanimity, Inc. also known as EQ Speakers – a speakers’ bureau and leadership training company. It fast became a top speaker bureau that booked hundreds of speakers with large Fortune 500 clients. EQ Speakers was sold in 2012 and continues to be a leader in the industry.

Her book, Courage Does Not Always Roar – Ordinary Women with Extraordinary Courage, was published by Simple Truths in the spring of 2010. The book is a collection of her experiences and stories of women who have had the courage to overcome very difficult life events.

Her passion is to guide individuals and organizations to a higher performance level through her own business knowledge, inspirational stories and leadership emotional intelligence training. Bobi lives in Phoenix, AZ with her husband and 5-year old twins, Alex and Gia.

 

A Culture of Learning

5 Reasons to Create a Culture of Learning in Your Organization

Traditionally, a six-figure salary and 401k options were enough to attract and retain top talent. We no longer live in a traditional world—and the modern workplace has come a long way from what it used to be. While these benefits are still important to employees, they’re not prioritized like they once were. Today, employees are more focused on finding a company that has a positive, strong company culture revolved around learning and growth.

To cater to the “modern” employee and remain competitive in your respective industry, you have to focus on the development of a strong company culture that supports learning and employee growth.

Here are five more great reasons to bring this culture of learning to your organization.

  1. Employees Want to Learn

Today’s employees are eager to develop their skills. According to DevelopIntelligence’s 2017 DI Developer Survey, 55 percent of those surveyed said they seek out training in order to meet current or upcoming needs or to advance their careers. Organization’s that embrace a culture of learning not only encourage learning, but have an opportunity to provide their employees with these opportunities and experiences.

Try it: Start by asking each team what they want to learn about. Perhaps they’ll be interested in attending one big conference, rather than having a series of smaller in-office seminars. The more interested your employees, the more effective the opportunity will be.

  1. Employees Want to Grow

Not only do employees want to learn, they also want a chance to grow professionally and advance their careers. In a recent Gallup poll, 87 percent of millennials said development is important in a job. Learning and development go hand in hand, help employees become the successful employees they want to be.

Try it: Tie learning and promotion opportunities together. Give employees a chance to show they can take on a new position, empowering them to advance themselves both professionally and personally within the workplace.

  1. Learning Reduces Turnover

Did you know that 40 percent of employees who receive poor training and limited opportunities for development will leave their job within five years? On the other hand, a Columbia University study found that that the likelihood of job turnover at an organization with rich company culture is a mere 13.9 percent. Make learning a part of that culture and you may see your turnover rate plummet to zero.

Try it: Don’t just talk the talk, walk the walk by providing training that’s actually valuable, actionable and useful for every employee. Liz Alton, contributor to ADP’s Spark blog suggests implementing a Learning Management System (LMS), developing paths for every employee, and creating learning processes, like mentorship, which is found to be more effective than seminar-style opportunities.

  1. Engaged Employees Are Productive

Giving employees the opportunity to learn, develop, and grow will increase employee engagement—and engaged employees produce better results. According to Gallup’s 2017 Employee Engagement report, those companies in the highest quartile experience 17 percent higher productivity, 20 percent higher sales, and 21 percent higher profitability among many other positive metrics resulting from higher engagement levels.

Try it: Pair learning opportunities with an HR technology platform like Achievers, which allows you to keep employees engaged with recognition, milestones, and rewards. With an effective employee recognition program, you can ensure employees are being frequently recognized and rewarded by both peers and management for their achievements in learning and development.

  1. Learning Fosters Innovation

Companies that emphasize continuous education and development are able to develop the talents of their employees on a regular basis. This focus on talent development is a top priority for 80 percent of top executives, according to the 2017 Workplace Learning Report.

Try it: Use Intrapreneur programs to empower employees to use their new skills to innovate within the organization. As you build your program, keep these four building blocks in mind.

Create a Culture of Learning This Year

Employees want to learn. Learning keeps employees engaged. Engaged employees are productive and happy. Creating a culture of learning benefits everyone involved, and can be brought into any business, big or small. Use these simple reasons as inspiration to help your employees become the people they want to be, while taking your business to the next level.

Take the first step towards improving your culture by accessing the eBook Recognition Culture: The MVP of Employee Experience.
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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

 

 

 

 

The Neuroscience of Engagement

The Neuroscience of Employee Engagement

Job satisfaction is at the heart of employee engagement. And as early as 1959, it received decisive momentum when Psychologist Frederick Herzberg published the Two Factor theory of motivation. Herzberg’s research suggests that fulfilment at work is due to two set of factors:

  1. Motivators – intrinsic conditions of the job
  2. Hygiene factors – extrinsic factors causing in dissatisfaction if absent

With more advancements in brain science over past decades, Herzberg’s psychological studies have been given deeper scientific substance. Today, neuroscience (the study of the nervous system) can explain the fundamentals of human motivation at a molecular level.

This makes me question: how can we leverage neuroscience findings to help optimize employee engagement initiatives?

Let’s explore …

Neuroscience and Motivation

In “Motivation on the Brain – Applying the Neuroscience of Motivation in the Workplace”, Kimberly Schaufenbuel details the four core drivers of motivation at work:

  1. Drive to Defend: this is the only brain circuit triggered when people feel threatened.The most common “threat” at work is to feel undervalued. Usually triggered by lack of feedback or line manager interactions, it can be fixed through continuous, positive feedback.
  2. Drive to Acquire: the need to seek, to take control, and to retain objects and personal experiences of value in pursuit of immediate gratification.This can be fulfilled with short term gratification through employee recognition and rewards.
  3. Drive to Bond: the brain is wired to be social, and this drive allows like-minded people with shared interests to work cooperatively together.This is strengthened by a company culture where collaboration is valued, and leaders positively “walk the talk”.
  4. Drive to Learn: The natural desire to make sense of our world and ourselves. It exists in a cooperative atmosphere where curiosity is rewarded and knowledge freely shared.Through appreciation and gratitude, you can encourage creativity and learning.

Address the Drive to Defend: Continuous Feedback

Drive to Defend- Neuroscience and Engagement

Did you know that our brain interprets “social pain” much like physical pain?

This is the conclusion of the work by Naomi Eisenberger, Psychologist at UCLA.

Let’s take employee feedback and annual reviews for instance. If sporadic, people can experience those as an attack on their “status”. The brain is quick to perceive feedback like a physical attack, and reacts with a defensive strategy.

Achievers, a leader in employee engagement and recognition, has been an advocate of continuous feedback and listening. Egan Cheung, Vice President of Product at Achievers, shared at the 8th Annual Achievers Customer Experience (ACE) conference in New Orleans:

“To engage a modern workforce, an organization needs to be continuously listening to its employees.”

Access to constant feedback is now real. Achievers recently released Listen, where employees can provide feedback to management on their day-to-day issues via check-ins and pulse surveys.

Achievers’ Listen goes even a step further, taking into consideration the importance of positive feedback. Allie, an intelligent, digital “coach”; interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

Address the Drive to Acquire: Incentives

Drive to Acquire - Neuroscience and Engagement

The value of incentives to motivate employees has been debated for long. Still, money can be effective to express appreciation: a survey by Harris Interactive and Glassdoor revealed that 75% of employees consider a pay raise as a form of appreciation.

But some leaders argue material gifts are a short-term fix only. What does neuroscience to say about it?

Receiving a gift triggers an immediate dopamine response in the brain. Described initially by Wolfram Schultzreward more than 30 years ago, reward systems in the brain heavily influences our behavior.

Achievers’ platform is a good example of alternatives to cash bonuses. Through points-based employee recognition, each employee can receive monetary and non-monetary based rewards and recognition.

And it works! As shared at ACE 2017, organizations using a rewards and recognition technology solution reported better levels of employee engagement, employee retention, and productivity over the course of a year.

Address the Drive to Bond: Social Connection

Drive to Bond - Neuroscience and Engagement

Matt Lieberman is the Director of UCLA’s Social Cognitive Neuroscience lab. In his TEDx St. Louis talk “The Brain and Its Superpowers”, he shares:

“Social is not one of our programs. It is our basic operating system.”

According to Matt Lieberman, the default state of the brain (when where we’re not cognitively engaged in anything specific) is to deepen our social cognition network. He shares:

“This network comes on like a reflex to think about other people’s minds — their thoughts, feelings and goals…It promotes understanding and empathy, cooperation and consideration.”

Promoting social bonds is a pivotal dimension of employee engagement. As organizations go global, a common platform to share and connect is a simple way to tap into social drive.

A case study covering Ericsson’s employee engagement and recognition program stated:

“The program spreads positivity throughout the geographically dispersed organization, connecting employees – through recognitions they post on daily basis – to each other, and to the company”

Address the Drive to Learn: Appreciation
Drive to Learn - Neuroscience and Engagement

Small acts of generosity and gratitude trigger a specific neurobiological feedback loop. Glenn R. Fox (Brain and Creativity Institute at USC), conducted extensive research and concluded:

“When the brain feels gratitude, it activates areas responsible for feelings of reward, moral cognition, subjective value judgments, fairness, economic decision-making and self-reference.”

Employee recognition can directly impact employee engagement levels. As the brain responds to gratitude with a positive feedback loop, needless to say that a recognition-based culture can do more than a feel-good effect! The by-products of gratitude at work are serious business assets, such as enhanced creativity, increased happiness and productivity, and better cooperation within teams.

By aligning your employee engagement strategies to main human motivation drivers, you tap into dopamine reward loops and create a lasting positive feeling.

What is the value behind employee engagement? To learn more, download this white paper covering The True Cost of Disengagement. 

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About the Author

Coralie SawrukCoralie Sawruk helps global organizations create efficient team dynamics. A people-person at heart, she believes the ultimate competitive advantage is created by the right talents working hand-in-hand, cheerfully.

Coralie shares her insights on human-centric leadership and leading happy teams on her website.

Get in touch on LinkedIn.

 

 

Strengthen Management

12 Traits That Make a Great Manager

Great management is essential to your company’s bottom line, but leadership skills are often considered to be inborn. The fact is, though, that these attributes can all be identified and strengthened. Moreover, a skill set that accounts for over 70 percent of the variations in employee engagement scores should not be left to each manager’s instinctive talents. While you probably rely on your own familiar set of great management skills, it never hurts to itemize what you’re already doing. If you’re still on a learning curve, these 12 traits can supply a roadmap to professional excellence.

1. They Build a Work Culture of Mutual Trust

Harvard Business Review analyzed what goes into leadership excellence, and trust is a major element. If your employees are going to feel safe coming up with possibly risky experiments, they have to be confident that you’ll be receptive to their ideas. Productive teams know that mistakes are just milestones on the road to the next great innovation.

2. They Focus on Employee Strengths

A strengths-based workplace culture offers measurable advantages: Gallup’s 2015 Strengths Meta-Analysis presents the “powerful connections between employee strengths development and business performance.” Their report shows that a strengths-based workplace increases employee retention by up to 72 percent in high-turnover industries, increases profits by 14 to 29 percent and decreases safety incidents by up to 59 percent.

3. They Do Not Micromanage

Recognizing that “Teams with great managers were happier and more productive,” Google notes that successful leaders don’t try to rule over every detail. If you’re invested in your team’s success, you might fall into the trap of feeling that you have to guard every detail. In fact, micromanaging can erode worker initiative and damage employee motivation.

4. They Are Assertive

Naturally, assertiveness must be paired with empathy and diplomacy — but marketing guru Michelle Smith points out that fearlessness is essential in a manager. A leader must be able to overcome resistance, weather social adversity and get out in front to drive employee success.

5. They Help Develop Employees’ Careers

Have you been concerned that supporting your employees’ training and development may only prepare them to move on? HR best practices suggest otherwise: Google’s manager research shows that identifying opportunities for employees to master new skills actually builds your team’s depth and strength. Furthermore, you convey a powerful message that you care about your people’s personal well-being.

6. They Handle Pressure Well

As a manager, you’re held accountable for the performance of others, and there will be days where you feel you’ve got a target pinned to your shirt. A study at the Norwegian School of Economics placed emotional stability at the very top of a list of essential management traits. Your ability to take good care of yourself and withstand work-related pressure will keep you thinking clearly during periods of stress.

7. They Communicate Honestly

Like assertiveness, candidness has to be balanced out by a sensitivity to your workers’ perspectives. However, Harvard Business Review research notes that a great manager gives direct feedback and doesn’t hide truths behind a shield of politeness. The report found that “Subordinates felt they could always count on straight answers from their leader.” Your employees will have trouble improving if they don’t understand exactly which behaviors are problematic.

8. They Are Open to New Ideas

As a manager, you need to keep an agile and open mind so you will notice when an operation can be improved. Yasmina Yousfi, Chief Business Officer at Cloudwave, comments that “Great managers let their team members share new ideas, and leave them room for creativity.”

9. They Have Strong Analytical Abilities

You may be a super-persuasive, charismatic people-person, and be skilled at communicating with your team — but those talents are still only part of the package. You’ll also want to leave yourself enough mental energy to maintain a good overview of your department’s workforce analytics. The Management Study Guide names a strong cognitive and analytic approach as one of their vital leadership traits, because it leads to good decision-making.

10. They Recognize and Reward Good Work

Only one in three U.S. workers “strongly agree that they received recognition or praise for doing good work in the past seven days,” according to research published by Gallup. The report points out that offering employee rewards and recognition is a golden opportunity for managers that is often overlooked. Employee recognition “not only boosts individual employee engagement, but it also has been found to increase productivity and loyalty to the company, leading to higher retention,” the study states.

11. They Are a Role Model

As a leader, you set an example and express the diligence, enthusiasm and other skills that you expect from the people whom you manage. In a recent report by global research firm Universum, the ability to be a role model was one of the top two qualities that executives look for when they’re choosing new managers.

12. They Communicate Employee Appreciation

Using employee rewards to let your team members know their efforts are appreciated has significant benefits throughout your organization. PR coach Kim Harrison points out that “Recognizing people for their good work sends an extremely powerful message to the recipient, their work team and other employees through the grapevine.” When you reward great work, you transform the entire climate of your company.

Each manager brings different strengths to the table, and you can use this checklist to identify those areas where you can up your game. Your organization will benefit: Gallup research shows employee engagement can double when management talent improves, and this results in an average earnings rise of 147 percent per share.

Learn more about what makes employees happy by checking out this infographic highlighting results from Achievers’ “New Year, New Job?” survey.

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why employees quit

Understanding Why Employees Quit

Knowing what makes employees quit — and then heading off those problems — is the goal of every HR department. While you’ll never be able to avoid individual events that disrupt the lives of workers and their families, it’s helpful to have an overview of preventable causes for employee churn. People leave jobs for several classic reasons, according to Harvard Business Review, all of which are somewhat predictable. The key is to understand each reason well enough to defuse it with a proactive intervention. Here are the main reasons workers cite for leaving their positions, and how you can slow this expensive leakage and build your employee retention:

They Don’t Get Along with Their Boss

This reason is the elephant in the room, and we can’t discuss employee retention without starting here. Gallup CEO Jim Clifton points out the primacy of management know-how: “When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.”

When an exit interview or other feedback shows that you have a problem manager, you need to rectify the situation as soon as possible. If the person seems open to developing new skills, it’s often worthwhile to provide them with intensive management training. However, if real change doesn’t seem possible, you’ll ultimately save money by replacing them with someone who simply has better management skills.

Their Lives Take a New Direction

This may be unexpected, but research cited in Harvard Business Review notes that job-hunting rates jump by 12 percent right before a worker’s birthday. Researchers speculate that a person is often stimulated by the arrival of their birthday or another milestone to take stock of their life and see if their career is going in the direction they want. While you have limited input into this private self-examination, it’s helpful to incorporate a personal check-in along with celebrating your employees’ birthdays. Are they happy with their job? What are their current thoughts and ambitions?

Their Careers Aren’t Moving Forward

In today’s networked marketplace, your most talented employees are going to keep an eye on opportunities in their field, and Gallup’s 2017 report on the State of the American Workforce finds that 51 percent of them are ready to jump ship at any given moment by actively looking for a new job or watching for openings. Harvard Business Review notes that Credit Suisse responded to this tendency by having their internal recruiters cold-call employees to let them know about new openings arising within the company that they might be qualified to fill. This program ended up moving 300 employees into more challenging positions and saved the company $75 to $100 million in employee turnover costs.

They Don’t Feel Challenged

Human resources expert Susan Heathfield warns employers that they have to make sure their workers are actually using their skills and abilities, and Gallup’s report found that 68 percent of today’s workers feel they’re over-educated for their current positions. While this is related to building a career path, it’s not the same. A position may have a title that looks great on a resume, but if the day-to-day operations don’t actually feel interesting and engaging, the worker is going to be looking for the exit door. Heathfield notes, “Work closely with employees who report to you to ensure that each employee is engaged, excited, and challenged to contribute, create, and perform. Otherwise, you will lose them to an employer who will.”

The Company Lacks Vision

To keep great workers, you have to make it possible for them to feel aligned with a company vision that’s both meaningful and tangible. Gallup CEO Jim Clifton, in his foreword to the 2017 report, puts it succinctly: “Change from a culture of “paycheck” to a culture of “purpose.” Your very best employees are the ones with a powerful sense of internal motivation, and you nurture that motivation by showing them how their efforts contribute to the overall goals of the company. CNBC notes, “Some of the most successful companies are able to attract and retain great employees because they are great at communicating their vision all the way from the top down to the front-line workers.”

Their Efforts Aren’t Recognized

While it’s essential to give your employees the sense of purpose mentioned above, that alone is not sufficient. Even your top workers, who care passionately about doing a good job, still have a psychological need to be recognized for the effort they expend. Emotional intelligence leader Travis Bradberry comments that a failure to recognize good work is one of the biggest mistakes a manager can make. He writes, “It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all.” Establishing a system for employee rewards and recognition is fundamental to nurturing those human resources that your company is lucky enough to have.

In today’s tight labor market, it’s more expensive than ever to lose a good worker. Josh Bersin of Deloitte points out that employees are “appreciating assets,” while the cost of losing one is generally about 1.5 to 2 times the person’s annual salary. Furthermore, the increasing team emphasis of many workplaces makes it harder than ever to integrate a new hire. Keeping your workers engaged is essential to running a successful business, and every manager needs to stay focused on this goal. To learn more about employee turnover, check out our infographic 6 Stats That Speak to Employee Retention.

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Company Missions and Values

Top 5 Company Missions and Values

Keeping employees engaged is vital for the health of your company, but it’s not a simple task that you can just scribble at the bottom of your to-do list. Your employees respond in complex emotional ways to the culture of your company, and the more positive and well-defined that culture is, the more they will feel they belong. Missions and values articulated through mission statements define a company’s identity right from the moment of its founding. When shared widely, these expressions of an organization’s purpose are an incredibly powerful tool for creating and focusing employee loyalty. Douglas Ready, a senior lecturer at MIT’s Sloan School of Management, points out that the secret to getting employees engaged “lies in three organizational capabilities: being purpose-driven, performance-oriented, and principles-led. Developing the three together is referred to as creating ‘collective ambition.'” But how do you put your company’s purpose into words?

Vision, Mission, Values… Parsing the Vocabulary of Inspiration

Although a variety of terms can be used, each company statement usually expresses some guiding vision or purpose, followed by a set of practices or behaviors that aim to realize that purpose. Let’s take a look at Ericsson. The first sentence of their vision states, “Our vision is a Networked Society where every person and every industry is empowered to reach their full potential.” That vision declares what this company is aspiring to; it describes the world that they want to help create. Ericsson’s mission statement describes how they plan to proceed: “We…have set out our mission to lead transformation through mobility… We do this in three principal ways…” And then they go on to enumerate those three ways. Occasionally, companies switch up this language and use the word “mission” to describe their overall vision, and the word “values” or “strategy” to explain how they plan to get there. As PwC puts it, “Our purpose is why we exist. Our values define how we behave.”

Building Blocks for Expressing Your Purpose

If your company’s reason for existing is buried in a pile of printed brochures and hasn’t seen the light of day since your founding, or if you’re creating a mission statement for the very first time, it’s helpful to look at how other organizations have chosen to express themselves. Five qualities that characterize the very best mission statements are as follows:

1. Innovation

In most cases, today’s companies are looking to create solutions better than any that existed in the past, and they want their mission statements to express this aim. An example is Samsung’s vision statement, which begins, “Through innovative, reliable products and services…” and then goes on to elaborate how they are “taking the world in imaginative new directions.” Our own mission statement here at Achievers also centers on innovation: The purpose behind what we do every day is “To Change the Way the World Works.”

2. Optimism

Regardless of how mission statements are structured, the one quality they universally share is that of optimism. A statement may specifically address the future role of the company, as when Cott says their vision is “To become the leading North American and European Water, Coffee, Tea and Filtration service provider …” On the other hand, Bank of Montreal (BMO) simply lists as one of their values, “Make Tomorrow Better.”

3. Integrity

Ryan, LLC specifically lists integrity as one of their company’s core values. They promise to “Do the right thing” on their web page, letting employees and customers know that they can trust the company’s honesty. PwC also lists “Act with Integrity” as their very first corporate value. The company identifies the primacy of this value, along with others like “work together” and “make a difference” as the way they strengthen employee alignment.

4. Generosity and Citizenship

Businesses don’t exist in a vacuum. Even a primarily online company still participates in its surrounding community, providing employment and paying taxes. Rogers places the following statement in a bold banner at the top of their “Vision and Strategy” page: “Contributing to our community, economy, and society in a meaningful way.” They go on to elaborate, saying, “We strive to be a good business for our customers and shareholders, a good employer for our people, and a good neighbor in the communities where we operate.” PwC also directs their purpose in an outward direction: “Our purpose is to build trust in society and solve important problems.”

5. Employee Empowerment

The importance of a company organizing its fundamental principles around employee motivation cannot be overstated. Your employees are your most valuable asset, and managing them well requires a clear declaration of their worth. It makes a real difference when (as with Cott), a company states: “Cott employees worldwide are united by a single, unifying core value: to think and act as owners and as if Cott’s resources and reputation were our own.” One of the values listed by 3M underlines this principle: ” [We will] …value and develop our employees’ diverse talents, initiative and leadership.”

The majority of employees — 57 percent — say they aren’t motivated by their company’s mission statement. This may be because they simply aren’t aware of it: Only 39 percent of workers even know their organization’s mission statement, and just 40 percent say they are familiar with the vision or purpose behind the work they do each day. The next time you’re thinking about revamping your company’s mission statement, remember to keep in mind these shocking stats and leverage our top five company missions and values list.

To learn more about how companies like 3M, Rogers and Ericsson are effectively engaging employees, access their success stories here.

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Develop Strong Self-Esteem

Why Self-Esteem Is Critical to Successful Leadership

I was at the ACE conference hosted by Achievers in San Francisco a few years ago, and the keynote speaker was Dan Harris, a correspondent for ABC News, an anchor for Nightline and co-anchor for the weekend edition of Good Morning America and author of the book, 10% Happier. I didn’t know much about Dan except for the title of his book, and I had seen him on the news. I thought he was going to share his personal success story and how he became so accomplished in news media and found his 10% of happiness through his work. But then, he started to tell his story and silenced the audience as he revealed a very vulnerable personal experience with panic attacks. He even showed a video of himself having a panic attack on live television. I can’t imagine how difficult that must have been to replay in front of hundreds of people. He went on to admit that he tried to self-medicate with legal drugs and then illegal drugs and finally discovered the power of meditation. His talk was fascinating to me. This reminded me that many people labeled “workaholics” or “overachievers” might have challenges with self-esteem. And it made me question, “When is their success good enough?”

The answer to that question is subjective, and is often left unanswered for years because of feelings of low self-esteem. The actual definition of self-esteem is confidence and satisfaction in oneself. You may be very successful, and still have low self-esteem because you are comparing yourself to someone else and unsatisfied with your results.

“No one can make you feel inferior without your consent.” – Eleanor Roosevelt

Low self-esteem is a funny thing. It shows up in successful people as much as it does in someone we deem as lazy. It also impacts the celebration of success – did we really earn it or deserve it or was it a bit of luck and good timing? On the other hand, a high level of self-esteem can turn into narcissism. Some people who have an excessively high self-regard may experience challenges in relationships and empathy. They may feel the need to put someone else down so they can feel better about themselves.

Low self-esteem is observed in very boisterous personalities and the timid are rarely heard from individuals. Someone could be covering up or overcompensating for low self-esteem by being the loudest in the room while others have a fear of uttering a single word in a crowd.

Low self-esteem is even seen in sports and physical appearance. A low self-esteem may be an overweight individual who doesn’t spend much time on appearance or style, or it may be a perfectly fit individual who is obsessed with body image and outer appearance. It is an odd thing that is not easily discoverable until you really get to know someone.

High self-esteem is not created by receiving praise all the time or listening to motivational talks, but it is built in having connections with others and realizing that setbacks are opportunities to grow, allowing us to have more empathy for others who are struggling. It is about finding confidence and satisfaction in our lives and our accomplishments and knowing when to silence the negative critic.

Self-esteem is a foundational competency of emotional intelligence (EI) skills. Research reveals a link between positive emotional intelligence with high self-esteem, and lower EI is related to depression and stressful behavior.

How Does High Self-Esteem Show up in a Leader?

High self-esteem is found in someone who is not threatened by other ideas. People with high self-esteem have no problem in empowering others and encouraging them to be their best. A leader with low self-esteem can often be controlling and a micro-manager, and someone who doesn’t act in ways that encourage growth and opportunity for others. They often take credit for other people’s work. A high self-esteem leader is often referred to as a servant leader, someone who puts the organization first and is the most committed to its team. This type of leader is concerned about accomplishing team goals and success and not personal gains.

If you have challenges with low self-esteem or a negative voice in your head – what can you do? Here are some suggestions for improving self-esteem:

  1. Stop listening to a negative inner narrative that says you are not good enough – because you are.
  2. Identify what is the worst-case scenario if you were to move forward and take a risk and do something outside of your comfort zone. For example – speak up or offer a different perspective or question an existing program.  Would someone ridicule you or say you are stupid?  Even if they do, what does that say about that person?  Are they working from a high self-esteem?
  3. Speak confidently – join toast masters or a group that teaches you better speaking skills. The more you do it, the better you will become.
  4. Be open to feedback without becoming defensive. If someone offers you constructive feedback they usually have a good intention, and view it is an opportunity for growth.
  5. Practice your “Power Pose” before presenting to a group and increase your testosterone levels by up to 20 % while decreasing stress hormone cortisol by 25%.
  6. Be compassionate to yourself. Practice appreciation for the good things you have in your life, even if they are small. Be kinder to yourself, and imagine if it was someone else speaking to you the way you are speaking to yourself, would you let them get away with it?

Remember, not everything you think is a true picture of reality. Question the critic and be open to new ways of thinking. Continue to practice EI skills because they really make a difference.

Check out my other guest posts for The Engage Blog here. And make sure to sign up for my 2018 public workshops. My first workshop is February 9, 2018 so don’t miss out and register now.

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About the Author
Bobi Seredich Headshot
Bobi Seredich is a recognized speaker, author, trainer and successful entrepreneur specializing in leadership development. She has spent over 20 years of her career dedicated to creating, directing, writing and presenting leadership programs for top companies in the U.S. and around the world.

Bobi is the co-founder of the Southwest Institute for Emotional Intelligence and Managing Partner of EQ Inspirations. In 2001, she founded Equanimity, Inc. also known as EQ Speakers – a speakers’ bureau and leadership training company. It fast became a top speaker bureau that booked hundreds of speakers with large Fortune 500 clients. EQ Speakers was sold in 2012 and continues to be a leader in the industry.

Her book, Courage Does Not Always Roar – Ordinary Women with Extraordinary Courage, was published by Simple Truths in the spring of 2010. The book is a collection of her experiences and stories of women who have had the courage to overcome very difficult life events.

Her passion is to guide individuals and organizations to a higher performance level through her own business knowledge, inspirational stories and leadership emotional intelligence training. Bobi lives in Phoenix, AZ with her husband and 4-year old twins, Alex and Gia.

 

 

Identify skilled leaders

5 Leadership Skills to Look for When Promoting In-House

Promoting in-house is a smart way to grow your business and invest in your staff towards leadership development. Companies that promote from within often have higher satisfaction ratings from employees and there’s nothing like the possibility of a promotion to keep your team working hard. According to Adam Foroughi, a co-founder and CEO:

“Outside hires can sap the motivation for mid-level and junior-level talent to work harder and move up the ladder. When you promote from within, your employees know that the sky’s the limit, so they always work hard and deliver more for your company. In my experience, this ‘sky’s the limit’ approach creates an atmosphere of optimism that has a positive effect on everyone.”

As you look to various employees who may be similar in terms of work ethic, company loyalty and passion for the business, look for these leadership traits that set them apart. Employees who exemplify these characteristics will be better suited for a leadership position, allowing you to promote the most qualified and excited employees.

  1. Confidence

Confidence is one of the best indicators of potential success with an in-house hire. Fear of personal failure affects a staggering 31 percent of Americans according to a 2016 survey. The same survey even found that 6.1 percent of respondents had given up a promotion due to fear of failure.

While having these fears is common, employees that are confident in their decision-making skills will be more effective leaders. How do you identify confident employees? Look for the following traits, as outlined by Jeff Haden, of Inc.:

  • They take a stand—not to be right, but because they aren’t afraid to be wrong.
  • They listen more than they speak.
  • They duck the spotlight to shine it on others.
  • They freely ask for help.
  • They think, “Why not me?”
  • They don’t put other people down.
  • They aren’t afraid to look silly.
  • They make their own mistakes.
  • They seek approval from only the people who matter.
  1. Social Skills

One of the best ways to know if your new hire has leadership potential is the ‘beer and barbecue’ test, according to Brian Scudamore, CEO of O2E Brands: Would you want to have a beer with this person? Would they have a good time and make connections at a company barbecue?

If so, the person shows leadership potential, because leadership is all about effective communication. You’ve seen this employee in action, and have a good idea of what their strengths and weaknesses are. If communication is one of them—they tend to be social at group events, often organize fun shindigs in the office, or are always the first person to answer a group email—then they may be one of the top candidates.

It’s also important for leaders to recognize others and show appreciation for hard work. Only 41% of employees feel recognized at their desired frequency and 60% feel their managers don’t recognize them enough. Recognition goes a long way and understanding the importance of employee recognition can positively impact employee engagement levels.

  1. Vision

The best leaders have a good idea of what they want to bring to the table. Business News Daily says that a good internal hire will already be showing signs of this kind of vision. They’ll be motivated, focused, and already striving to make company practices as streamlined as possible.

Look for employees that are ‘hustling’ and doing their best to make the company better, rather than simply showing up and going through the motions each day. You can trust that employees who share your vision, and maybe even have their own ideas for the growth of the company, will improve the organization when in a leadership role.

  1. Critical Thinking Skills

Managers are required to think critically every day: “One of the most common duties of a manager or supervisor is to make sure that client, customer, and employee obstacles are being removed or lessened. This includes making sure questions are being answered, proper actions are being taken, and problems are being resolved,” says Lindsey Burke of Select International.

Work with the potential candidates’ direct superiors to assess their work on the last few projects. Ask questions like:

  • Have they shown the ability to analyze a situation thoroughly instead of responding to it immediately?
  • Can they find effective solutions, or do they flounder?
  • Do they regularly offer solutions in brainstorming sessions and meetings?
  1. Ownership

If you’re considering an employee for a promotion, start by giving additional responsibility as a trial; even if they don’t know they’re being considered for the promotion or that this is a trial. Then watch closely as the employee(s) inevitably make mistakes and learn through these new tasks.

Employees that show ownership of mistakes they’ve made, and can move past them and see the learning experience that comes out of it, are the employees you want to promote, according to The Muse. The skill of ownership is difficult to teach, but invaluable when it comes to leading a team. Employees that embody this trait will often be the best people for the promotion.

Start Promoting

Use these tips to find the best candidates for an in-house promotion. There are budding and excited leaders among you, it’s just a matter of finding them. Look for confidence, vision, ownership and more to identify the employees who want to help grow your business and their career.

Discover why it’s important to recognize employees and promote in-house by checking out the eBook The Case for Employee Recognition.

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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

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Offer the right perks

What Hourly Workers Really Want (It Might Surprise You)

Hourly workers are among the most unhappy employees in the workforce. They often take fewer vacations, have worse benefits, and are passed over for promotions compared to their salaried counterparts. This isn’t surprising. When most companies hire hourly workers, they often focus solely on the dollar amount they must pay to attract qualified candidates, rather than the perks and benefits that can set them apart from other potential employers.

Don’t be MOST companies.

With hourly rates climbing in most major cities, it can be hard to make your job look enticing. However, it turns out that hourly workers value much more than their pay. Employee engagement is more important than ever before. Companies should be considering techniques to attract and engage their hourly workforce

Let’s take a deeper look at what hourly workers really want and how your company can use that to stand out amongst the competition and hire great talent!

Work Flexibility 

It turns out that one of the perks hourly workers value most is work flexibility. In a recent study conducted by Snagajob, nearly 36% of hourly workers reported that work flexibility was the most important perk but only approximately 50% of employers planned on offering job flexibility. So, it begs the questions:

  • How can your company offer flexibility?
  • Is it possible for hourly workers to set their own schedule?
  • Can you offer unlimited vacation time (even if it’s unpaid)?
  • Can your workers choose how many hours they work?

If any of this is possible, your company will greatly improve its odds of making a hire and can even potentially offer a lower hourly rate to prospective candidates.

Bonuses

Another work perk that hourly candidates care about is a performance-based employee bonus.

In the same Snagajob survey referenced above, it appears that 27% of candidates thought bonuses are the most important work perk, so much so that 54% of workers surveyed would change jobs if it meant a bonus structure was included in their compensation plan. Although this seems like the same thing as paying more per hour, which most hiring managers can’t do, bonuses are different.

That’s because bonuses are usually based on work performance. Therefore, if you pay an hourly worker less but offer them a large bonus if they perform well, it’s a win-win situation. If they don’t meet their goals, you don’t have to pay as much. And, if they do, you pay more but you get great results.

See if there is a way your company can offer a bonus tied to performance.  You’ll be able to attract more candidates and it will also give them a great employee incentive to work hard.

Vacation Time

Nearly 13% of workers said that the number one perk they look for is paid time off. However, many hourly employers don’t offer much PTO if they offer it at all. And this, on the surface, seems like a good idea. Why give workers time off when you can have them in the office being productive?

Well, there are a couple very good reasons. Offering PTO is clearly important to workers which means that offering more vacation time will allow you to offer a lower hourly rate or hire more qualified employees. Secondly, many workers don’t even use the vacation time they have earned, so it won’t impact your organization as much as you thought it might. Finally, if your company is in a position where it can offer hourly employees unlimited vacation (even if it’s unpaid), it will be difficult for a candidate to pass up, even for a higher wage. And, as outlined above, they probably won’t use an excessive amount of vacation, even if they do have the option.

Employee Recognition

Don’t just roll your eyes and say “Ugh, Millennials!” Employees, even hourly or contract employees, thrive on engagement, recognition, and general feedback. After all, these are building blocks for improvement and advancement in any career. And even better, deficits in employee recognition are simple to address and can (and most often will) cost you zero dollars. In the meantime, employee recognition improves company culture, increases retention and boosts morale.

There are simple ways to get an employee recognition initiative started. A manager can start by simply sending an end-of-week email highlighting the highs (and lows) of the week. This kind of constructive feedback will enhance an employee’s work. You can even gamify employee recognition, create an employee shout-out on social media or simply give a pat on the back at the end of a grueling project or difficult day. Try taking it one step further and consider implementing HR technology or an employee recognition program across your organization to encourage daily peer-to-peer recognition. Decide what sort of employee recognition best fits your culture and put it into action today!

Employee Engagement

Many hourly employees feel like they’re not really part of the organization or that they are simply temporary workers. However, studies have found that hourly employees usually want to be more engaged with the company they’re working for. There are numerous ways a company and its managers can work to keep hourly employees feeling engaged.

A great way to start is to create a culture of inclusion and make sure that hourly employees are treated and communicated with just like full time or salaried employees. Secondly, managers and other employees should invest the time to get to know hourly employees and form personal relationships.  If an employee integrates particularly well, it may be a good idea to keep them on a salaried basis. Third, managers should communicate regularly with their hourly employees. Many hourly employees complain they are set on a task and are unable to communicate with their boss on a regular basis. Setting up an open line of communication and checking in regularly will not only help an hourly employee stay on task but will also make them feel more engaged with the company and team.

How Does All of This Help Your Company?

If you find ways to stand out amidst an ever-crowded, you can make better hires and pay less per hour by offering the right work perks for your employees. Work perks like flexibility, employee engagement, and vacation time cost your company very little but are incredibly valuable to hourly employees.

If you have any other ideas for great perks that hourly employees highly value, let us know in the comments below, we’d love to hear what you think!

For more information on how employee recognition can help your company, check out the eBook Recognition Culture: The MVP of Employee Experience.

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About the Author
Will Zimmerman is a writer for Proven.

 

managerial tips

5 Ways Managers Can Transform Themselves into Leaders

A quick search on Amazon.com indicates that there are more than 187,000 books with “leadership” or related words in the title. That’s a lot of content written on a single topic.

However,  the word “leader” has been applied to so many different areas of activity that it has become meaningless. Apart from political and military leaders, we have business leaders, market leaders, industry leaders, thought leaders, and so on.

The concept has become so overused that we’ve lost a true understanding of exactly what leadership is. As a result, today’s employees don’t trust their leaders like they used to. And because of this, many areas of the business might suffer, like employee engagement and employee retention.

That said, earning the title of “manager” is one of the greatest professional milestones a contributor can achieve. It means you’ve been deemed capable enough in your current job to be directing others to do it.

Even though this is a leadership role, actually being seen as a leader is no easy task. It takes a great deal of devotion, stamina, and determination.

A manager is someone who keeps operations running smoothly and ensures tasks are completed to meet the defined criteria. A leader, on the other hand, pushes the envelope and drives innovation.

“A genuine leader is not a searcher of consensus, but a molder of consensus.” – Martin Luther King

Make no mistake, both managerial and leadership roles are essential in business. However, leaders are the ones who tend to be remembered and cement their legacies in the history (and self-help) books. Here is what you can do to be one of the crème de la crème…

1. Exhibit Emotional Intelligence

An emotionally intelligent leader can be defined by five major components:

  1. Self-awareness
  2. Self-regulation
  3. Motivation/passion
  4. Empathy
  5. Social skills

Plain and simple, business is about people, both internally and externally. A good leader is well-aware of this and uses these components to pick up on the sensitivities of those around them. They can see the big picture and acknowledge opinions in the correct context of how they fit into it. Even more, they can anticipate reactions and proceed appropriately on instinct.

In terms of emotional intelligence, perhaps the most valuable trait of effective leaders is their ability to listen critically and observe neutrally. In addition to understanding what others are saying, they also take mental notes of the emotions behind the words. In many cases, these are much more important than the words themselves.

Leaders are visionaries. They know how to work with what they are given and inspire others to collectively achieve long-term goals. Speaking of vision . . .

2. Commit to Your Vision

Managers are committed to an organization and its goals. Their loyalty is to the company, and they have the reliability and inflexibility typical of the “good soldier” in that commitment. They’ll ask staff to push ahead, chasing the company’s aims. But their primary duty is to the organization.

By contrast, leaders are committed to their vision. We hear a lot about how leadership goes hand-in-hand with disruption, but unless you’ve worked with a true leader you don’t necessarily realize that disruption starts at home – in the leader’s own organization. Managers want to keep the show on the road. Leaders ask if it’s the right road, the right show, the right cast. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University and a leading expert on teams and teamwork, has this to say:

“Every team needs a deviant, someone who can help the team by challenging the tendency to want too much homogeneity, which can stifle creativity and learning.”

While managers want each day and each operation to run smoothly on well-understood lines toward predefined goals, deviants are the ones who stand back and say, “Well, wait a minute, why are we even doing this at all? What if we looked at the thing backwards or turned it inside out?”

When the Hackman deviant is just another team member, not a leader, they can be shouted down or frozen out, especially by over-organizing managers. But when they’re the one in charge, the whole team is moving toward innovation.

If you want to be a great leader, expect – and cause – the ground to shift under your feet in ways no manager would ever want. Change your vision of commitment before you commit to your vision.

3. Get Your Hands Dirty

Most great leaders have a common trait: their subordinates trust them and demonstrate unflinching loyalty to their cause. To achieve this, you must prove that you are willing to put yourself in the trenches and not delegate any task that you wouldn’t do yourself.

In other words, you must practice what you preach and not be afraid to jump into the thick of things. Working side-by-side with your subordinates will give you a better idea of exactly how things run on the ground level as well as working knowledge of the tools and methodologies your team uses to complete their tasks and streamline job management.

At the end of the day, demanding respect won’t give you the results you want. To actually earn it from those around you, one of the best things you can do is exhibit an all-for-one and one-for-all attitude.

4. Build People Up

When looking at the concept of people management, there are two major theories to consider.

The first one is Theory X. Managers who fall under the purview of Theory X are more pessimistic and generally assume subordinates do not like their job, avoid responsibility, and must be constantly controlled. These managers are typically known for stifling ideas and not focusing on the unique value each person offers. When this is the case, employees can easily lose motivation, resulting in a high turnover rate. In fact, a study by Gallup found that the odds of an employee being engaged are only 9% under such circumstances.

On the contrary, Theory Y is the one most often adopted by respected leaders. These managers live under the assumption that their subordinates are self-motivated and can work on their own initiative. When the work environment of an organization assumes and provides for such a culture, employees feel fulfilled both personally and professionally, and are motivated to do their best work.

Ultimately, it’s much harder for an organization to develop when managers tend to hold people back. A good leader encourages others to speak up and be meaningfully involved in completing the mission, rather than just following orders. Essentially, leaders coach and mentor, managers give commands.

The key to becoming a “Theory Y Leader” is by promoting transparency in the workplace. Make it a point to encourage open communication. Ask for honest feedback and value everyone’s opinions. This is how company cultures evolve and employees feel more engaged.

5. Challenge the Status Quo

As previously stated, managers keep operations running per usual. Leaders are known to break the mold and take risks. Bill Gates dropped out of college to start Microsoft. Alexander the Great marched a tired but undefeated army on and on. The best leaders are not remembered for playing it safe when opportunity arose.

To establish yourself as a leader, you must be willing to step out of your comfort zone, without being intimidated by the idea of failure. While you should always take appropriate precautions and “manage” risk, remember that leaders embrace change, even if there is nothing wrong with the current status quo. Great breakthroughs don’t happen without a significant risk factor.

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” – George Bernard Shaw

Leadership is about finding new and innovative ways to improve the norm. When you take risks, you are not judged by the extent of your success or failure. You are defined by the thought process underlying your approach, how you reacted throughout the execution, and what you did with the outcome.

Over to You

It’s important to note that leadership and management are not mutually exclusive roles. Leaders are managers by nature, and vice versa, in many instances. There will always be a need for someone to keep operations going steady. But for a business to see significant growth and development, managers must strive to push boundaries and claim new territory. The impact of a true leader is profound and influences the way people work and live. Ultimately, true leaders are those who make the world a better place.

Check out The Ultimate Guide to Employee Recognition to see how leaders can effectively engage, align, and set their employees up for success.

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About the Author
Lori Wagoner is a market research consultant. She advises small businesses on new ways to find local and national business. She’s an avid blogger and writes for sites such as Small Business Can, Tweak Your Biz and Customer Think. You can catch her on Twitter @loridwagoner.

 

Strengthen Leadership

What Does a Self-Aware Leader Look Like at Your Organization?

Although most organizations spend much of their training budget on technical skills, a large percentage of leaders do not have the necessary skills and emotional competencies to manage the demands of the new economy.

In Dan Goleman’s book, Working with Emotional Intelligence, his research shows that emotional intelligence (EI) is twice the indicator of leadership success as IQ and technical skills combined. He further explains that once people leave school and enter the workforce, IQ and technical skills are often equal among those climbing the professional ladder. The differentiator is emotional intelligence (hear Goleman discuss his research in this video on YouTube).

Mr. Goleman has written several books and articles about how stellar career performance requires a leader to have a combination of business strategy knowledge and interpersonal skills. Many leaders don’t have the qualifications to mentor, lead, adapt, inspire, and manage others on their team.

Drawing from decades of analysis of great companies, Mr. Goleman has identified that powerful leaders excel by connecting with others using emotional intelligence (EI) competencies like mindfulness, self-awareness and empathy. These skill sets exist outside the domain of technical skills or IQ.

The idea of emotional intelligence is rooted in psychology and neuroscience. It suggests that when the emotional part of our brain, the amygdala, feels threatened it triggers a fight-or-flight response that can cause people to act irrationally.

Acting in an emotionally intelligent way, one that is self-aware and aware of the emotions and motives of others, can help rewire our physiological responses in times of stress and crisis. Providing tools to leaders on how to self-manage and successfully communicate with others is highly effective in times of tension and complexity. We need more leaders who can deliver a difficult message in an authentic way, creating a trusting environment without hidden agendas.

What can you do to start to build on your own EI skills?

It starts with self-awareness. How do you respond in high-pressure moments? Are you able to understand and recognize your strengths and areas of challenge? Is there a voice in your head that is saying you are not good enough?

To become a self-aware leader, it takes time, guts, vulnerability, and experiencing failure. One of my favorite quotes from Michael Jordan is “I’ve failed over and over and over again in my life and that is why I succeed.”

Here are some things you can do to become a more self-aware leader:

  1. Test yourself or take assessments:
    Participate in a 360-Assessment, StrengthFinders, Disk, Myers-Briggs or Color Code. There are several assessments, and each one offers a great opportunity to learn more about yourself. Know your strengths and areas of challenge and get to know your peers and team members. Understand what ignites you and what triggers you.
  2. Ask for feedback
    Do you know how your emotions impact behaviors, and can you recognize when you have impacted someone else negatively? Ask your circle of influence how you are doing and what can you do to improve. Sometimes the best advice comes from others on your team. Find a mentor – someone who can offer constructive feedback without you becoming defensive.
  3. Identify patterns in your own decision making and behaviors
    Write down why you made a buying decision or why you hired or fired someone. Did it turn out as you expected? Understand your own emotional needs and what causes you to be triggered. Understand how you respond during pressure moments and move away from bad habits that sabotage your best performance. Identify things that have happened in your past that may not be serving your present or future.
  4. Learn from your setbacks or failures
    Don’t let a failure define you. Optimist view failure as a short-term setback. Are you willing to do something different and have you changed your game? Be willing to take a risk or be vulnerable to grow as a leader. Look at opportunities to balance intuition with reason and logic when taking risks.

Effective self-awareness cannot be thought of as a soft science or new age meditation. It is vital to your leadership growth. As a business coach, I find many leaders are not aware enough to admit they have a problem or opportunity for growth. Often, awareness does not come to them until they experience a significant setback. Don’t wait – work on your self-awareness right now and see the impact on your Emotional Intelligence, and then see how Emotional Intelligence will change the way you work and live.

If you would like to learn more about EI, check out the Southwest Institute for Emotional Intelligence.

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About the Author
Bobi Seredich Headshot
Bobi Seredich is the co-founder of the Southwest Institute for Emotional Intelligence in Phoenix, Arizona.  She can be reached at bobi@swiei.com.

 

 

 

 

 

hack your culture

The 4 C’s That Should Define Your HR Department

Since publishing my new book, Culture Hacker, a couple of months ago, I have had some great conversations and brainstorming sessions with Human Resource leaders and Executives across organizations about how to hack their culture and improve their overall employee experience. One outcome has been the development of my ‘Four C’s’ that I believe highlight the required direction of Human Resource leaders and their departments in the future. The 4 C’s refer to the HR leader and department being a Catalyst, Coach, Conductor, and Consultant within their organization. Let’s consider each in detail.

Catalyst

As a Catalyst, the HR team must be proactive and stop waiting for permission to facilitate a cultural change. I have spoken to many HR leaders who seem to be waiting for approval to begin their culture initiatives. First, culture is not an initiative- it is the collective mindset of your people. The question is not whether you have a culture, because you do. The real question is- what are you doing to positively influence the attitude of your staff to be great with customers, perform at a high level and contribute to your organization? The area of opportunity is to partner with your operations teams and work on how to improve the experience of their employees so that they are better at what they do and focused on staying where they are. Retaining employees is a key topic in today’s business world, as research from Gallup suggests that a staggering 47% of the workforce says now is a good time to find a quality job. Furthermore, 51% employees are actively looking for new jobs or watching for openings. The time is now to be the catalyst for a great employee experience.

As a catalyst, you must also be inspirational to those in the organization. Challenge the status quo and mundane by stimulating how employees in the organization think. This can be done by offering training classes, marketing ideas or quotes in screen savers or posters, circulating videos, putting out company challenges, and being a spark for thoughtful conversation when in meetings. You can stimulate the brain at any age and as long as the brain is being stimulated, people are thinking, evolving, and changing, which is necessary in today’s business environment.

Employees

Coach

As a Coach, the HR team must be out in the operations providing feedback to the managers on how they lead their teams. Author, John Le Carre, said, “the desk is a dangerous place from which to judge the world”, and I think HR spends way too much time at their desks. HR managers should spend time alongside managers guiding them on how to be better with their people. We believe 60% of all learning happens on the job, so HR cannot just limit their influence to only the classroom. 20% of all learning comes from getting effective feedback, yet it is rare for managers to get regular feedback on how they are leading. When was the last time your training team was in the operation giving feedback to managers on what they taught them in the classroom? Good trainers have operations and leadership experience and are not afraid of working alongside those they teach. They teach leadership development and have experience in managing teams. However, the reality is that many of the trainers teaching leadership classes today have little experience inspiring teams. This point leads to my next piece of advice for HR Leaders, be a conductor.

Conductor

As a Conductor, HR Executives must, like an orchestra conductor, oversee a group of experts rather than generalists. There are many aspects to being an effective HR department and I often see people moving around various roles in order to gain experience in everything that makes the department run. As a result, we often have very smart and capable generalists filling the positions, but the problem is that HR Executives need to be more focused on building a team of experts.

As an example, HR needs its own data specialists because for HR to be an effective partner in the modern business, they must be collecting and understanding data from a number of touchpoints. When it comes to training, stop promoting the capable administrator who always wanted to teach others. The great trainers, the ones that make you think and feel at the same time, have specific skills, personality traits, and experience that make them stand out. Also, developing content that resonates and stands out is not as easy as putting together a few bullet points on a slide. I truly believe the reason so many employees do not like training is because we do not have expert trainers designing and delivering content.

I also believe you need to have a manager coaching your team, or someone with management experience who can be a guide, resource, and support to your managers. HR needs to put all of its efforts into enabling and empowering their management teams rather than doing things for them, like facilitating tough conversations. I see HR departments putting too much emphasis on the staff and therefore largely ignore the most important group they should influence – their managers. Get experts on your team and elevate your office’s ability to deliver real results throughout the business.

Consultant

My final point is to be a consultant. As a consultant myself, I rely on data, introduce new ideas and best practices, develop plans, get the right people involved to execute that plan, and ensure the plan is executed. As indicated already, HR needs accurate data that will reinforce the importance of the employee experience in performance, customer satisfaction, retention, and even profitability. There are plenty of business cases, such as Lowe’s in my book, indicating that happy employees lead to better customer satisfaction, sales, and overall performance. Each HR business unit needs to have their own data.  As author Daniel Keys Moran says, “you can have data without information, but you cannot have information without data.” A focus on data will allow you to focus on facts- not feelings, which will introduce an ability to develop the right plan over the one you have used a dozen times before.

Next, ensure you are up to date with best practices and ideas that influence how employees are working today. There is so much HR technology available that has intentions to elevate the employee experience. If only the HR department would make it a focus…

Once data and ideas come together, develop a plan that includes objectives, measurements, due dates, assignments, and an understanding of the resources required. Too few HR teams have plans that are being shared across the organization, which is crazy because any HR plan should involve and affect every part of the organization. Once you have a plan, get the key people from across the organization on board and engaged with it. As the consultant, you will work through other managers and teams to make the positive changes you are looking to implement. And remember, you must hold everyone accountable to deliver as required. Managers work to fulfill their list of priorities and if they think the HR plan is not a priority, then it becomes an after thought. As a consultant, I require direct access to the organization’s President or owner so that I can be assured I can enforce the responsibilities assigned. It is important for you to have the same support and access.

This may seem like a lot, but then again what isn’t these days. In companies today, culture is no longer just an HR thing, it is a business thing. By being a catalyst, coach, conductor, and consultant within an organization, you elevate the credibility, relevancy, and influence of your team to truly help everyone else deliver a great business. Good luck.

Learn how to create an unbeatable culture and employee experience by downloading the eBook Recognition Culture: The MVP of Employee Experience.

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About the Author
Shane GreenA world-renowned keynote speaker, author of Culture Hacker, and television personality, Shane Green is a business magnate who consults global Fortune 500 leaders on customer experience and organizational culture. Shane draws upon his foundation at The Ritz-Carlton Hotel Company and work in multiple industries to transform employee mindsets, habits, and skills to improve customer experiences and interactions. As the President & Founder of SGEi, Shane leads a team of professionals who inspire brands like the NBA, Westfield, Foot Locker, NetJets Inc., Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

Follow Shane on Twitter: @_ShaneGreen
Connect with Shane on LinkedIn: Shane Green’s LinkedIn Profile

 

 

empathetic engagement

Emotions in the Workplace

What are the five steps to finding an emotional balance in the workplace? I’ll tell you. But first, let’s dive into where we, as employees, are currently situated in the workplace. The emergence of the millennial generation in the contemporary workforce has led to a greater need for companies to emphasize an employee-centric workplace. The importance of organizations understanding the expectations of an employee is greater than ever before, leading to stronger ties between corporate and private life. This phenomenon is not just limited to human interactions. With the surge of technology over the past ten years, the lines between ‘personal’ and ‘professional’ have become even more blurred. From BYOD (Bring Your Own Devices) programs to securing laptops for ‘work from home’ opportunities, the ties between employer and employee have become intertwined. Consequently, it has become harder to bottle up what could be perceived as negative emotions in the workplace. Who hasn’t wanted to throw their computer out a window after a terrible meeting?

Because believe me, we’ve all been there. Whether it’s being passed over for a well-deserved promotion, a document closing unexpectedly or what seems like everything in your day is going wrong – we get emotional at work. And although people have been running into the bathroom stall to have a good cry for generations, the current state of the workforce has introduced a new landscape for emotional expression. On the contrary to cultural norms, I believe that fully experiencing your emotions and acting proactively because of them, will lead to a more productive and successful career.

Anne Kreamer, author of the novel It’s Always Personal, says, “By denying the range of emotional expressiveness intrinsic and appropriate to the workplace, we find ourselves at a loss for how to handle this brave new boundary-less world.” In my experience, being able to express all emotions within an office environment directly reflects the people that work within a company and creates a culture that makes it a great place to work. The idea of positive corporate culture is more prominent than ever before because we are finally able to correlate it to organizational success.

Regardless of the type of industry, the size of the organization or the culture already in place, the volatile nature of businesses will eventually present itself, leading to ups and downs in every workplace. Finding the emotional balance and practice that is best for your productivity is often difficult but nonetheless key to adapting to any situation and navigating towards your idea of successful career. Here are five steps I use when approaching a situation that seems to take my breath away:

Learn to Greet Your Emotions

At the heart of any mindfulness practice is the ability to become “witness” to your own emotions. Being able to recognize an emotion that is coming up and identify it before reacting is one of the first steps in healthy emotional digestion. Greeting these emotions without judgement or attaching to the idea that they somehow represent the entirety of YOU, starts with awareness of exactly how you are feeling and how you physically react. Starting with the simple idea of “Oh, that’s frustration,” after clenching your jaw or “Hello, anxiety” after biting your nails, will bring familiarity to your triggers.  Because once you have the power to take a step back from those initial reactions to your true emotional state, you will be able to fully process and continue with a controlled, thoughtful next step.

Get to Your ‘Why’ Reasons

After I hold up the accurate emotional flag (the true emotion I am seeking to exhibit in a situation) without responding immediately with my default reaction, I always ask myself…why? Getting to your “why” reason will help you get to the true internal issue that prompted a reaction.  Being inquisitive until you get to your truth, not blaming external sources will help you proactively face insecurities and build a foundation around those feelings. One of my greatest yoga and mindfulness teachers, Jean Mazzei, taught me this concept and suggested I start by practicing through a journaling exercise.  I begin these sessions by asking myself questions like “why did I have want to cry after this?” or “why did this situation trigger XYZ?” and keep asking why to the prior answer in the most open and honest fashion. I get to my Why Reasons quickly and most of the time come to the realization that it wasn’t external factors like co-workers, deadlines or my commute that were really bothering me. Instead, these intense emotions come from within, only now I deal with them knowing I need to take responsibility for only what I can control. 

Know Your Limits

As stated earlier, it’s almost impossible not to have emotional ties to your work. Similar to a major project you have championed for a long time, work becomes a part of you.  When you’re coming in early or staying late every night, it’s an individual’s passion that gets them across the goal line. One of the best things about getting to your Why Reason, is learning what really motivates you, the driving factor behind why you make the choices you do, and finding out what your personal limits are. Being able to effectively draw a line in the sand and create healthy boundaries around your work is key to finding emotional balance. Just because you may be practicing empathy and not being reactive, doesn’t mean you want to constantly be putting yourself in a situation that gets you upset or angry. Knowing what your limits are and sticking to them will show you how far you are willing to go and help you better sustain a positive mindset in all aspects of your role.

Harness Your Empathetic Engagement

Brene Brown, researcher and storyteller, said it best, “Vulnerability is not weakness, and the uncertainty, risk, and emotional exposure we face every day are not optional. Our only choice is a question of engagement. Our willingness to own and engage with our vulnerability determines the depth of our courage and the clarity of our purpose; the level to which we protect ourselves from being vulnerable is a measure of our fear and disconnection.”

At the end of each day, what matters is what you made of it. “Emotion, as defined by Webster’s dictionary is “a natural instinctive state of mind deriving from one’s circumstances, mood or relationships with others.” The ability to effectively channel overwhelming negative or positive emotions to more productively react to your circumstances, mood and relationships at work will only better your effectiveness within your role. Encouraging yourself and others to create a culture of enthusiastic people (that don’t always have perfect days!) will ultimately drive positive values that align with your organization. I constantly make mistakes and wish I would have acted differently, but by practicing these steps, I am able to forgive myself and learn what I can do better, one day at a time.

For some tips on how to cultivate mindfulness at work, check out my previous blog post here.

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About the Author
Phoebe Licata
Phoebe Licata is a Customer Success Manager at Achievers by day and inspirational yogi by night. Her endless positivity propels her along her journey of consulting with companies on their employee engagement and rewards & recognition strategies. Connect with her on LinkedIn to talk about how to make your employees happy, engaged, and more productive at work!

 

 

 

 

Encourage Time Off

Why More Vacation Time Will Make Your Employees (and Your Company) Healthier

Do you encourage employees to take vacation time? You should. Taking time off is the secret to increased productivity. If you ask a job candidate about his or her biggest flaw, chances are good they’ll say that they tend to work too hard. This isn’t just a convenient way to elude a difficult question; it’s probably the absolute truth. Furthermore, even though it might seem like this excessive diligence will contribute to your company’s productivity, the truth is that such excess work habits are harmful to employee happiness and to your company culture as well.

The Surprising HR Statistics on Work Habits

You’re very accustomed to seeing statistics focused on the fact that American employers in general provide much less paid time off than employers do in other countries, but there is a more puzzling set of figures that bear looking at as well. Even when American workers are given paid vacation time, they barely even use half of it. On average, workers in the United States use only 51 percent of their available paid time off, and 40 percent of these workers leave unused vacation time on the table. This is true even when those vacation days are lost for good, and don’t roll over into the following year. Moreover, 61 percent of workers in the same survey report that when they do take vacations, they continue doing at least some work remotely.

When you examine the reasons behind this puzzling tendency to leave a valuable resource on the table, the problem is clarified. Read on to understand why you need to enforce your company’s vacation and break time if you want to build your employee retention and facilitate the safety and wellness of your workers.

Many Employees Skip Vacations Due to Fear

When researchers dug deeper than the surface statistics and worked on finding out what was preventing employees from taking time off, the main reason that surfaced was not employee engagement — it was fear. Many supervisors and managers don’t give any encouragement to their employees to take holiday breaks or other out of office time. A survey published in MarketWatch found that two-thirds of American workers report that their company says nothing at all about the importance of taking all their available employee holiday time, and one-third of supervisors acknowledge that they never bring this topic up. The same survey found that there’s a lot of anxiety among workers: 40 percent of respondents say that if they take time off, they’ll return to an unmanageable “mountain” of work, and 35 percent feel that the organization simply won’t be able to function if they’re not present.

Human Resources Departments Should Lead the Way

It’s not that managers don’t recognize the emotional perks and benefits of their workers having some time off: 93 percent of managers found that taking time off results in better employee motivation, and 84 percent stated that they saw a productivity increase after an employee break. However, the illusion that more hours result in better employee success still attracts many supervisors, and 17 percent say that they feel employees who take all their allowable time off are showing that they have less dedication to their jobs. HR professionals and HR technology both have a role in creating the company-wide message that the organization’s mission and values center on physical and psychological health.

Better Management Includes Facilitating Delegation of Tasks

Good leadership includes proactively reassuring every worker that they can feel free to take their allotted time off without having to worry that they’re creating problems by handing tasks off to co-workers. A primary management goal must be to make sure that coverage is adequate within each team, so that work gets done even if an employee needs to take some time away. Cheryl Rosner, CEO of hotel bidding site Stayful.com, also advises managers that “it’s super important to model the behavior you want to see, and we want people to get out and take their time off.” Furthermore, FastCompany’s Lisa Evans noted that 82 percent of small business owners find that they perform their duties with more energy if they take some time away from work.

Build a Work Culture Around Work Life Balance

Say you’ve successfully facilitated teamwork to cover each person’s functions, and you set a personal example by not overworking yourself. Is there more you can do? The answer is yes, and it centers around employee incentives. Rosner’s company offers employees $200 in hotel credits when they take time off work and go traveling. Sometimes it takes rewards and recognition to bring about a shift in perspective, and offering rewards for taking time away from work is one of the lesser-known employee recognition best practices.

Encourage Teams to Give Employee Appreciation

Many workers fear that taking time off will upset their colleagues. In some cases, this fear is even stronger than the concern that the boss won’t like it. When HR technology offers an easy channel for peer recognition and rewards, it sends an unmistakable message to co-workers that their colleagues support a culture of personal health.

An important benchmarking report on human capital strategy highlights the benefits of an employee rewards program that targets healthy habits. This extensive research points to the advantages your company can enjoy in recruiting and hiring, because millennials in particular are focused on maintaining a full life outside of work. Your company’s success will be strengthened when you equate your employees’ health and well-being with that of your entire company.

Hurry and take action to ensure your employees are taken care of and happy to come to work every day. Start by accessing the eBook Recognition Culture: The MVP of Employee Experience.

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encourage employees

5 Ways to Empower Employees to Do Their Best Work

A business or team can only be as successful as the sum of its parts. There are several companies with effective leaders that struggle with employee turnover or poor performance. According to one Gallup poll, 24 percent of employees who aren’t in a leadership or management role feel disconnected from the company or team.

This can decrease employee satisfaction, which significantly affects performance; if employees no longer care about their job, why would they care about doing it well? Empowering your employees to do their best work and be an integral part of your company can reduce their disengagement, and in turn, boost performance.

Here are a few ways to do exactly that:

1. Challenge Your Employees (Within Reason)

To avoid employees becoming bored or stagnant with their duties or roles, set goals. This helps to push them past their comfort zone and realize their potential. The goal is to set the bar high, but not too high—the goals should be attainable, yet still challenging to reach.

To set goals that empower your employees, keep these seven tips in mind:

  • Align goals with company objectives.
  • Allow employees to identify their own job-specific goals.
  • Use the SMART (Specific, Measurable, Agreed upon, Realistic, Time-based) rule.
  • Make them attainable.
  • Keep goals between employees consistent.
  • Reward those who achieve their goals.
  • Work closely with those who miss the mark.

All of these tips allow you to use goals as a way to empower employees. They’ll just need a little guidance along the way.

2. Define Opportunities for Upward Mobility

No employee wants to be stuck in a dead-end job. If your staff feels there is no opportunity to advance in your company, they’ll seek opportunities to do so elsewhere. Be transparent and communicative about how staff members can earn more money, take on a bigger role, or advance in leadership.

“Even in the best-case scenario where managers are holding regular performance reviews with their employee, employees often don’t understand how to move either horizontally or vertically in an organization,” according to Louis Efron from Forbes. He continues, “But, for any employee that is worth retaining, a manager must make clear to them how and where they can move forward on their career path.”

In many cases, there may not be a clear trajectory for an employee within a company. In this case, uncover employees’ strengths, desires, and interests to see how they can take a larger role within the organization. When they know there’s room for growth, they’re empowered to get to that next level.

3. Encourage Open Communication

Do you have an open-door policy in your office? Do your staff members know that they can talk to you or other managers when they have questions, ideas or concerns? It’s important that your staff members feel their input matters instead of a dividing line between management and lower-level employees.

“When employees feel they can communicate freely with their leaders and each other, they’re more likely to feel valued, satisfied and motivated at work,” according to experts from The Office Club. “Finding a boss who eagerly listens to questions or concerns is harder than you think, so make your company and leadership style stand out with effective communication.

To encourage open communication, give employees the opportunity to share feedback on big, company-wide projects. Don’t forget to include every team whenever possible and use monthly meetings to remind employees about where they fit within the greater scheme of things. When they see how their work is having an impact, they’re empowered to do more.

4. Offer Praise and Recognize Strengths

While employees should be intrinsically motivated to do a good job, there still needs to be an aspect of humanity involved in the workplace. In short, workers need frequent feedback and praise. They want to know their efforts are appreciated and that their hard work doesn’t go unnoticed.

You may think you don’t have the budget for this, but praise and recognition doesn’t necessarily mean monetary rewards. There are countless ways to recognize your employees for a job well done, including:

  • Regular verbal praise
  • “Shout outs” (flyers, cards or emails)
  • Activity-based rewards
  • Small gift cards for coffee, food or other items
  • Half-day at work

Be specific in your praise, this will help employees identify what it is they bring to the table; when they realize they’re good at something, they’re empowered to do more of it because they know they can make a difference.

5. Promote Vacation Time and Work-Life Balance

Even the most dedicated employee gets burnt out if he or she doesn’t have a work-life balance. Happy employees are both career-oriented, and dedicated to their life outside of the office. When you let them have time for the things that are important to them, they’ll have more focus and energy during the time they spend at work.

“Your employees will actually be more productive and better at their jobs if they are well-rested and rejuvenated,” says Peter Daisyme, of Business.com. He continues, “You don’t have to mandate full weeks off at a time, but you should foster an environment where a long weekend here and there is not only tolerated but actively supported.”

When you’re sympathetic to their needs and circumstances, they’ll be more willing to work hard. You show appreciation to employees and in turn, empower them to do the same.

Empowering employees to work harder and better improves the entire company and boosts retention—a win-win for everyone.

For more information on how you can empower employees to survive the most daunting corporate difficulties, such as massive change, check out this blog post on Staying Engaged During Corporate Change.

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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

 

 

 

empower employees

Staying Engaged During Corporate Change (Part 3)

In fact, change can sometimes feel downright terrible. Even if change feels frustrating, scary, or pointless, transformation can often lead to growth and opportunity for any person willing to accept it. But why would someone buy in to corporate transition amidst the chaos that comes with it?

In the first two parts of this three-part series, I discussed how science shows that to successfully navigate change, employees need to stay engaged in the workplace. The employees that report staying engaged during corporate change not only feel more positively about the change, they are also more likely to keep their jobs, or even be promoted. I covered the research from my book The Successful Struggle that suggests that to stay engaged, you should connect with a purpose and with people.

In addition to the two listed above, there is a third thing you can connect with during corporate evolution that might be the most exciting of all: Power.

You might recall David, from the previous blog post referenced above. David lost his passion for his job when the nonprofit he was employed at started going in a different direction. During a conversation with David, he revealed to me that the changes at his workplace made him realize he missed his old job in the field, working one-on-one with clients.

Although his current position doesn’t require it, David found time in his schedule to enjoy some client interaction. After several weeks of seeing the impact he was having working face-to-face with his clients, David regained his love for his job. He went back to doing the things he originally enjoyed when he started working for the organization, discovering that helping people made him feel competent, useful, and successful again.

David’s story of rediscovery should come as little surprise. After all, change can be disempowering. Prior to any alterations of their role, employees tend to know how to get their jobs done effectively and expediently. They understand the goals they are expected to accomplish, and the measurements used to judge their success in meeting them. When faced with the prospect of a major change in their job function, employees might not have the same familiarity of what is expected of them. How can they be successful if they don’t even know how to be successful in this new environment? With all this confusion, it’s no surprise that certain employees might feel powerless. However, there is a way to regain power.

The belief that you are capable – that you have the power to impact the world around you – is called “self-efficacy.” Employees with higher levels of self-efficacy have been found to navigate change much more successfully than employees with high levels of self-doubt. That’s not surprising, self-efficacy leads to a feeling of personal power.

If corporate change has you feeling powerless, it’s critical to regain your self-efficacy and subsequently, your feelings of power. To reclaim your personal power again, try these two strategies:

  • Get a Hobby. Science shows that if your power feels minimized in one aspect of your life, such as work, you can flex your power in other environments, like your home or hobbies. The power boosts you get in those environments transfers over to your work environment. So pick up a new hobby or rediscover a long-lost one, and revel in your growing power.
  • Make a Contribution. Once you’ve built up power in an area outside of work, like the weekend softball league, it’s time to transfer it back to the office. Ask yourself “how can I contribute to the current situation? How can I get involved?” Research suggests that self-efficacy and power can end up working in a loop; if you have confidence in your ability to navigate change, then you’ll likely take on a more active role in the change itself. And taking on a more active role in the change will give you more power to influence the change as it is happening.

Change doesn’t have to be disempowering. In fact, feeling powerful during change is as effective as actually having power. It’s all about how you frame your mindset. Build up your self-efficacy and remember that you have the capability to steer corporate change in your favor. In that case, maybe change will do you good!

To learn more, start from the beginning and read the first part of this blog series: Staying Engaged During Corporate Change (Part 1).

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About the Author
Courtney Clark speaks to organizations who want to adapt faster and achieve more by building a culture of Accelerated Resilience. She is the author of two books “The Giving Prescription,” and “The Successful Struggle,” a three-time cancer survivor, brain aneurysm survivor, keynote speaker, and founder of a nonprofit. www.CourtneyClark.com

 

Reduce Unneeded Stress

7 Ways to De-Stress Your Workplace

Stress is the single worst enemy of productivity. A stressed-out worker is usually not an efficient worker. Furthermore, high employee stress levels can lead to higher rates of employee turnover and absenteeism; who wants to work at a job with constant stress?

Not only is stress an obstacle to productivity, it can work against a business’ attempts to attain key business objectives. We all know that a business must be profitable to survive, but without recognizing the danger of pushing workers too hard, you’ll end up spending more money than necessary to counter mistakes made by tired, depressed, and stressed-out individuals.

Follow my 7 tips below to help your employees bounce back and minimize unneeded stress:

  1. Get Creative

Stress on the brain will squash creativity. It’s harder to “think outside the box” and be at your best when you’re chronically stressed. If you’re in a role that emphasizes mental nimbleness and dexterity, the consequences of stress can be a major roadblock to your (and your company’s) success.

Consider implementing a few creative strategies to lighten your employee’s mental load. Daydreaming is typically seen as a bad thing, however a few moments of structured mind-wandering every hour can help your workers recalibrate and better stay on task. Breathing exercises and “mindfulness” activities can also lessen workplace stress. Encourage workers to green up the office and bring in plants, which have a soothing effect on the soul. And if conditions allow, furry friends are also a wonderful addition to the workplace. According to WebMD, taking even a few minutes to play with a dog or cat can elevate levels of serotonin and dopamine — nerve transmitters that are known to have pleasurable and calming properties.

  1. SuggestScreenFreeTime.

The modern workforce spends most of its time glued to a computer screen. The problem with sitting in a cubicle and staring at a glowing rectangle all day is that it is a highly unnatural and inert way to spend one’s time. Interaction with other people, and with one’s environment, is needed to stay mentally healthy and engaged.

Hopefully, your employees already understand that they should step away from their screens several times throughout the day. You can take this further by suggesting the use of software tools, like F.lux, that make the light emanating from a computer monitor more natural and less straining on the eyes. This program makes the monitor show more typical “daylight” colors, which can help reduce computer screen fatigue.

  1. Offer Financial Counseling Services

Many people find that financial issues cause them the most stress. Promoting financial wellness and addressing the negative effects of money-related stress on employees is often overlooked by companies when they seek to lessen the stress level of their workforce. In fact, the Society for Human Resource Management (SHRM) noted in its 2016 Employee Benefits survey report that 61 percent of HR professionals polled last year described their employees’ financial health as no better than “fair” and 17 percent reported their employees were “not at all financially literate.”

Given the statistics above, there is much you can do to help your employees meet their financial goals. Consider bringing on a financial counseling professional that can assist your employees in determining their financial health and offer personalized, actionable advice. If adding staff isn’t an option, try designing a financial wellness program that motivates employees to be more proactive in saving for retirement, purchasing a home, or paying back student loans. You will find that as your employees gain clarity about their financial situation, they will not only be less stressed, but possibly inspire them to improve other aspects of their lives – including their productivity at work.

  1. Engage and Recognize Your Employees at Work

Higher employee engagement leads to higher employee productivity and happiness, so it’s critical to find ways to engage your workforce. One method used by many companies is establishing a recognition and rewards program. Recognition has been found to be the number one driver of employee engagement, so by building a culture of recognition, and having employees feel appreciated for what they do, you’ll see more positive social engagement and better performance. Encourage your employees to take time out of their day to de-stress by recognizing others for their hard work. A simple “thank you” can go a long way!

  1. Involve Your Employees in Exercise

There is nothing that gets people moving and motivated like a physical wellness program. Exercise is healthy and stimulating for both body and mind. There are various ways that you can get your employees involved in daily exercise habits that help them fight off illness, obesity, and other physical manifestations of stress. Could your company partner with a local gym, or give membership discounts to employees? Is there a yoga teacher willing to offer in-office sessions? Options such as these require minimal financial and time commitments for your company, so instituting at least one of them seems like a no-brainer.

  1. Offer Flexible Work Arrangements

Many studies have shown that flexible work arrangements can benefit employers as much as they do employees. Remote work and other flexible options can be a huge boost to many worker’s mental well-being, which in turn boosts your company’s bottom line.

Most people make money to support their families, but the long work hours needed to earn it mean a constant tension between work and familial responsibilities. Flexible work options, such as telecommuting, part-time roles, and flexible scheduling, can have a major impact on an employee’s quality of life. In fact, just the idea of a flexible work arrangement helped some companies improve their employee retention rates – before workers even started taking part. That’s right, simply by suggesting the concept of more flexible work, you can indirectly encourage employees to work harder and stay with your company longer.

  1. Promote Healthy Living Habits at Work

Remember that your employees’ health and welfare is key to increasing productivity and fulfilling the goals of your company. By offering free healthy snacks and encouraging your employees to maintain healthy habits at work, you are helping establishing the groundwork of a healthy lifestyle that could transfer over to the rest of their lives. As they say, you are what you eat – so by making sure there are healthy (even organic) options in the break room or at company meetings, you’re doing everyone’s bodies and minds a huge service.

Banishing stress from your workplace is an ongoing battle, but learning how to identify the symptoms of burn out and fatigue is a step in the right direction. Help your employees stay mentally, physically, financially, and emotionally healthy, and you’ll see your efforts reflected in a better bottom the company back in dividends.

To learn more about how employee wellness can lessen tension in the workplace, check out 5 Ways Wellness Programs Can Enhance Employee Engagement.

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About the Author
Beth Kotz is a contributing writer to Credit.com. She specializes in covering financial advice for female entrepreneurs, college students and recent graduates. She earned a BA in Communications and Media from DePaul University in Chicago, Illinois, where she continues to live and work.

 

lacking work motivation

5 Signs It Might Be Time for a Career Change

Early in the movie Creed, a young Adonis Johnson Creed is working a day job at a security firm. After being promoted, he hands in his letter of resignation stating, “This career ain’t for me. Thanks for everything.” and moves to Philadelphia to pursue his dream of becoming a professional boxer.

This scene sets the tone for the entire movie. Adonis recognized that he had no passion for a white-collar business career. The life of a boxer, although extremely difficult, was where he felt his destiny lay.

The self-realization that Adonis goes through in Creed will not be the same for everyone, but there are clear-cut signs that you might be ready to move on from your current career.

Here are five signs that indicate you might be ready to pursue a different job or career.

1. You Are Bored All the Time

If you are constantly staring at the clock, counting down the seconds until the end of the work day or spending most of your time on Facebook or shopping online, you might be ready to leave your current job. Everyone experiences some boredom at work, but if you find yourself going through weeks of listlessness, then you might need to consider a different career path.

It is important to remain engaged and challenged in your profession. It’s how you get the most out of a company, and in turn, how a company gets the most out of you. Not only is work engagement rewarding, it can give you a sense of purpose and fulfillment, making you an all-around happier person

2. You Constantly Feel Overwhelmed

Just as boredom can be a killer, feeling overwhelmed can be the death knell for job performance. Perhaps you are good at your job, so your boss overloads you with added responsibility. Or maybe you are in a role that you are unqualified for, with little idea as to how to address the tasks on your plate. Either way, being swamped leads to a lot of stress and unhappiness.

If you feel as though any small setback is insurmountable and you are constantly irritated at work when things go wrong, it might be time to talk to your boss about how much work you have or consider a career change.

3. Your Goals Do Not Match the Company’s Goals

It’s very important that your goals and values, for both work and personal life, are aligned with the company you are working for. If they are not, you won’t be happy and your performance may suffer.

If your job forces you to travel often or work longer hours than you are comfortable with, or you want to become a manager but can’t see that happening at your current company, then your current employer might not be the best place to work in the long run. Better to cut ties now and find a company that is a better cultural fit than to be miserable and hope things change at your current company.

4. You Have Major Issues with Your Boss

Your colleagues have a major impact on your level of motivation and happiness. Even more so when the colleague in question is tasked with determining your workload. It’s no surprise then that the adage “people leave managers, not companies” has become increasingly applicable in describing why most people leave positions they are otherwise happy in. Having a terrible boss can be devastating to your personal engagement with a company, regardless of how great your job is.

If your boss is a micro manager, plays favorites, or calls people out in front of co-workers, this can be a very difficult situation to work through.  If you don’t feel like you can cope with your boss’ ineffective managerial techniques, then it’s probably time to peruse your favorite job board.

5. Your Skills Are Not Being Utilized

If you’ve been passed over for promotion multiple times and keeping getting all the dud assignments, then it is probably time to update your resume and embark on a job hunt. Either your bosses do not appreciate your work or they don’t trust your abilities.

You do not want to be stuck at a job in which growth opportunities are limited and your bosses do not recognize the value that you create. If you feel this is the case, then I highly recommend considering moving on from your current role or company.

Regardless of where you end up, you should feel motivated and appreciated, otherwise you will find yourself on the job market sooner rather than later. You need to make sure your personal goals line up with those of the company. Like Adonis Creed, do not be afraid of taking a risk career-wise if you think it is the right one for you. You spend much of your life working, so make sure that time is well spent.

Are you having a hard figuring out what you want to do with your career? Check out the blog post Finding Your Career Passion.

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About the Author
Sean Falconer is Founder and CTO of Proven. He is a proud Canadian and reformed academic. He is passionate about making hiring for small businesses simple, streamlined and frictionless. Follow Sean on Twitter @seanfalconer

 

Work Ruts

How to Get Out of a Work Funk and Find Inspiration

It’s not uncommon for both individual contributors and entire companies to sometimes feel stuck in a work rut. Even for business owners such as myself, there are still down days or perhaps even down weeks in which inspiration is tough to come by.

I’ve been running Proven, a small job board, for seven years; the longest I’ve worked for any one company or on any specific project. Even though I love my job, there’s certainly times when things have felt bleak or I have felt less enthusiastic about my work.

For example, it’s always exciting to launch new projects; there is an inherent enthusiasm in undertaking what could be the next big initiative for a company. Furthermore, knowing how much effort went into building something from scratch can make riding the wave of success resulting from your hard work that much more enjoyable. But not every day is like this with most companies. There are days when things slow down and inspiration is fleeting. This is the narrow part of the proverbial hourglass, in which innovation is lacking and there is no new project to rally the workforce around. It is these phases that often kill companies and founders, companies do not close up shop when everything is going well.

Despite these lulls, I’ve always come out of them. Having a supportive business partner has certainly helped at times, but I’ve also learned a few tricks along the way that help me refocus when I feel like I need some inspiration.

In this article, I’m going to share these tips with you. Hopefully they work as well for you as they have for me. So, without further ado, let’s jump in.

Attend a Conference

A conference is a great way to find new inspiration or rekindle the ambition that inspired you to found the company. You get to interact and network with other entrepreneurs as well as learn from their experiences.

One of the other added benefits of a conference is it gets you away from the office and out of your daily routine. Simply freeing yourself from a monotonous work environment can be enough to get your creative juices going. I often find myself inundated with new ideas during conferences because my mind is free to roam; I’m not solely focused on the next thing I need to do.

Learn Something New

Attending conferences can be a great way to learn a new skill, but there are other opportunities for learning outside of events. There’s a ton of great business podcasts from which you can learn from marketing experts, entrepreneurs, small business owners, and many more—all for free.

Another option is to carve out some time in your calendar each week, even just 30 minutes, to read and learn something new related to your company. This can pay off in the long run and open your eyes to previously overlooked development opportunities.

You can also try starting a new passion project using a technique that you haven’t tried before. Developing new skills is essential to work satisfaction.

Change Up Your Routine

Of all the techniques I provide in this blog, altering my daily routine is the simplest thing I do to create some new energy. Humans get lazy with routine. We get bored. Our perception of time changes when we follow the same routine day in and day out. Anything you can do to vary this is a good thing.

Variation can be achieved with little effort. Just having a slightly different work environment can have a big impact. I sometimes relocate my work space, knowing a new environment can often prompt renewed energy and inspiration.

You can also try changing the time of day you work, or move your schedule of meetings to the afternoon instead of your standard morning sessions. Anything to create some change is good.

Remove Distractions

Distractions can be a real soul killer. Boisterous colleagues or noisy office construction can be enough to take even the most focused employee out of their rhythm. Coupling this lack of flow with feeling a little less inspired than usual can make for a disastrously unproductive day.

If distractions are too great to overcome in your current environment, you can try working in a conference room or working from home if your company allows it. A coffee shop is also an option for people that don’t need absolute silence to concentrate. Depending on how you choose to remove distractions, you can add some of the variety that I refer to above to your life.

Work as a Team

Coming together with colleagues on a project can boost your energy. By collaborating with your co-workers you’ll receive valuable feedback as to the usefulness of your ideas. You’ll also be to glean new ideas or ways of thinking from your co-workers that depart from your standard approach, which is not only a benefit to the work you’re currently undertaking, but also a great way to learn new things.

If your work doesn’t completely involve your team, a team brainstorming session can be a great way to reinvigorate not only yourself, but all parties involved. It doesn’t have to take long, and a lot of great ideas that not only pertain to the task at hand but also inform other business objectives can come out of it. It not only helps break up your routine, but does so for your colleagues as well.

Self-Awareness is Key

It’s natural to sometimes feel off your game, it happens to the best of us. However, if you are self-aware enough to recognize when and why this is happening, you can take steps to bring yourself out of a work funk before the problem is too great to overcome.

I’ve provided a few simple tips about things that have helped get me out of a rut, but there are plenty of other ideas out there that might work better for you. If you have a great tip for re-energizing yourself, please share it in the comments.

For more ideas on how to avoid the dreaded “rut” and keep employee morale high, check out the blog post Top 5 Ways to Boost Employee Morale.

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About the Author
Sean Falconer is Founder and CTO of Proven. He is a proud Canadian and reformed academic. He is passionate about making hiring for small businesses simple, streamlined and frictionless. Follow Sean on Twitter @seanfalconer.

 

Do What You Love

Finding Your Career Passion

Richard Branson said, “If you find what you are truly passionate about, then finding your career will not be too far away. It’s a lesson I have learned from my years creating businesses. I’ve never had what I would call a job, but I’ve worked every day for five decades.”

What Branson describes above encapsulates why doing what you love is so important. If you’re impassioned by your career, the odds of you being successful increase exponentially. So many people work solely for a paycheck with little to no thought about whether they truly enjoy their job. These people haven’t found their career passion; their purpose. And their work can suffer from lack of joy. I see it all too often within my personal and business networks. But how does one go about discovering the passion(s) that drive them?

Defining “passion” is a good place to start. According to Merriam-Webster, “passion” can be defined as “a strong feeling of enthusiasm or excitement for something or about doing something.” Applying Webster’s definition to the greater world, I take “passion” to mean the things that you do without concern for monetary compensation.

This could be anything from interior design to blogging about concerts, from restoring classic cars to coaching your child’s athletic team. Whichever activity you tackle with continued eagerness and enjoyment, regardless of compensation, will likely be your passion. Here are some questions to ask yourself to try and determine what you are passionate about:

  1. What gets you out of bed in the morning? (other than the alarm)
  2. Are you energized and happy when you get to work most days? If no, why not?
  3. Are you excited about the next 12-24 months? If no, why not?
  4. What or who inspires you to want to be a better person? Why?
  5. What brings you joy? Whether it’s gardening, helping people or technology – you are limited only by your imagination and resources.

I have been extremely fortunate to have worked in customer service for 30+ years. My first job was working for a well-known burger chain (no, the other one) when I was 14.  My parents told me that if I wanted anything extra, beyond what they were willing to provide, I had to pay for it myself.

Though I was reluctant to join the workforce, looking back on it, perhaps this was the best thing my parents ever did for me. It taught me the value of earning money as opposed to having it given to me. It taught me about responsibility, teamwork, and dedication. I carry many of the lessons I learned during that job with me today, so much so that I will encourage my daughter to do the same when the time comes.

Over the years, as I worked for various retailers and restaurants (including the best fish and chip restaurant in my hometown), I discovered customer service was something I was passionate about and could eventually make a career out of. And if not for the privilege of working for two extremely strong and passionate women who inspired my inner passion for leadership and customer service, Nancy Tichbon and Rhonda Bosch, the spark of passion I felt for customer service might never have become the flame that burns brightly today.

If you are one of the lucky ones, you already have a career you are passionate about.  Though you might not kick your heels up in the air every day, you probably feel that your career has meaning and that you are making a difference.

As Rhonda and Nancy did for me, it sometimes takes words of encouragement from highly respected individuals that have already discovered their career passion to point someone in the right direction. However, inspiration needs constant refreshing. My inspiration was renewed by career advice given by business tycoon Robert Herjavec, which applies to anyone looking to break into a new career. During his TV interview (you can find more information here), he offered two pieces of advice that resonated with me:

Robert’s Advice for New Grads:

“The first thing you have to do is get a job to prepare you for your next job. You should embrace internships and offer to work for free. If you don’t gain any experience the world will continue to roll right over you, especially in the marketing field where everyone wants to get in the door. Try making a deal by suggesting that you will work for free for three months and if things are going well, your employer will hire you as if you had that experience. The worst that can happen is that they say no, and in that case, you will still have gained three months of experience!”

Robert’s Advice on Retraining for a Career:

“Get into a field that statistically gives you the opportunity to have a career. A big mistake people make is choosing a job that’s difficult to make a good living in. Next, get some hardcore training from a college or other hands on program. I look for people who have hard technical skills when getting into a field. I think there is a time and place for university education and for technical experience. A two-year technical program is a great option for you as you’ll get to network and still gain many skills. The greatest value of a post-secondary program is often the chance to expand your network. Never be afraid to ask someone for an introduction, you’ll be amazed at how beneficial your network could be.”

As a people leader, I am inspired every day by the drive and energy of my team. This pushes me even harder to be the best I can be, for them and for our customers. I am fortunate to work for a company that by way of our software, inspires passion through employee engagement and recognition.

Don’t put off today what could be your passion and purpose tomorrow. Life is short; we deserve fulfillment and happiness at work as well as home.

If you have found your “passion” and want to inspire others, check out my blog post 5 Keys: How to Become an Inspirational Leader.

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About the Author

Marci PetersMarci Peters began her 20+ year Customer Experience & Contact Centre profession in the telecom space, but she has spent the last four years with Achievers – Changing the Way the World Works. She believes strongly that customer needs shape the business and employees are your most valuable investment. She has a proven track record in tactical execution of strategic customer initiatives to transform service delivery and drive positive results. View Marci Peters’ LinkedIn profile here.

 

 

Stay Connected During Change

Staying Engaged During Corporate Change (Part 2)

Change is practically a given in today’s competitive work environment. But how is an individual employee supposed to thrive in an environment of constant uncertainty? To successfully navigate this near-constant change, research suggests that it’s critical to stay engaged.

In the first post of this 3-part series (click here if you missed it), I shared strategies from my book The Successful Struggle, that help you stay engaged and in tune with the purpose of corporate change.

In addition to connecting with the reasons behind the change, there are other things you can connect with that make corporate evolution easier to swallow. One of the most helpful? People. Connecting with colleagues helps us feel better emotionally when we’re facing change, and increases the likelihood that the outcome of the change will be successful.

In a study of employees in large-sized companies facing major changes, those who reported the highest levels of satisfaction after a change were also the most engaged employees. This makes sense on several levels. Actively engaged employees are more likely to be participating in the change or at minimum feel as if their voice is being heard. Engaged employees also reap the benefits of having relationships with colleagues they can lean on when transitioning becomes stressful or confusing.

In The Successful Struggle, I tell the story of David, whose role at work was changing because of a new strategic direction. David was off-balance because of the change, and worried he couldn’t deliver on his new goals. Because he didn’t want to be perceived as negative about the alteration to his role, he was reluctant to speak up in meetings. Withholding his thoughts in this setting became so innate to David that he pulled away from his colleagues during the work day, too.

David convinced himself that disconnecting from his colleagues was natural. He told himself that he was just putting his head down and focusing. It made sense to him that he would hunker down in his office, not emerging until he had a successful action plan completed. But pulling away from his colleagues was only making David more isolated. His ideas had been created in a vacuum, they lacked the fine-tuning they usually received when David shared his ideas with the group. As a result, David was not only miserable, but also less successful.

Employees who stay connected during change – to their peers, their managers, and even their personal social circle – navigate change in a much healthier way than those who pull away from others. Studies show that maintaining personal connections is a predictor of a well-handled change.

If you feel yourself pulling away from colleagues and friends during change, that’s a red flag. To connect with the people around you, try these three things:

  1. Speak Up – It can be intimidating to verbalize your concerns about change, because we’re often taught to wait and evaluate a situation before we speak. But if we don’t speak up and ask questions, we run the risk of not getting the information we need so that we CAN effectively evaluate a situation. What a Catch-22! But don’t let it silence you. Ask clarifying questions as needed, just try to do so in a constructive way. By asking questions with a positive slant, you are demonstrating that you are engaged as well as exhibiting a positive attitude about the change.
  2. Build a Work Support Network – If you’ve avoided having a work support network, change can be a great catalyst for creating one. Identify a mentor and at least one or two peers you can lean on for support. Be sure that your conversation topics don’t center on “venting,” which is an unhealthy dialogue style that keeps you feeling agitated and ignores problem-solving.
  3. Lean on Your Personal Support Network – You may not feel like talking about work problems outside of work. But having the support of your friends outside of work has been shown to be helpful. Even if you only spend a few minutes catching them up on the issue, you’ll feel like you have the moral support that will keep you going the rest of the work week; then you can lay those issues aside and go out and have a fun evening.

It’s natural to want to crawl into your cubicle and disconnect from the world when you’re facing the uncertainty of change, but you’ll be significantly more successful if you make it a priority to stay connected to your workplace and the people in it. When you stay engaged, ask questions, and lean on your support network, you’ll be surprised – and relieved! – to find how much easier it is to handle change.

Stay tuned for the next installment of my three-part series. And for those of you that need to catch up, you can find the first installment of my blog series here.

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About the Author
Courtney Clark speaks to organizations who want to adapt faster and achieve more by building a culture of Accelerated Resilience. She is the author of two books “The Giving Prescription,” and “The Successful Struggle,” a three-time cancer survivor, brain aneurysm survivor, keynote speaker, and founder of a nonprofit. www.CourtneyClark.com

 

Top 5 Ways to Boost Employee Morale

Are you one of those bosses who feels their employees should simply be happy to have a job at all? Unfortunately, some supervisors really do feel this way, particularly when the job market is tight. However, it’s an expensive point of view to maintain, especially in an economy that is nearing full employment: Discouraged employees are 87 percent more likely to quit, and you’ll spend a minimum of 21 percent of an employee’s annual salary on a replacement. To avoid this unnecessary expense, follow these five simple tips on keeping employee morale high:

1. Ask for input on special events

Have you ever had a bright idea for a company party or celebration, only to find that no one seems to share your enthusiasm? To avoid lackluster celebrations that don’t do anything to boost morale, encourage your staff to anonymously submit suggestions for the venues and types of employee appreciation events they’d like to see, and then encourage everyone to vote on their favorites. Employee retention depends on giving workers the sense you care about their priorities and that you seek their input on matters that impact them.

2. Encourage honest feedback

Seek genuine opinions from your workers, and don’t be afraid to  apply changes based on their feedback. Employee engagement will increase when you’re perceived as caring and confident enough to hear negative feedback. Winning your employees’ trust not only boosts employee morale, but it improves business results as well. The Harvard Business Review revealed that employee trust is essential to a company’s financial success. Your staff will also more readily buy-in to any changes that you make. Google uses this strategy with great results, creating “Google Cafes” in which all staff members share creative new approaches.

3. Hold yourself to the highest standard

Leadership is all about modeling hard work and dedication. Show your team that even though you have the right to leave early or delegate all the hard work to subordinates, you stay in the trenches and get the job done. Employees will feel supported and inspired by your example. Great leadership is key to employee happiness and success. Gallup’s leadership research shared, “When leaders focus on and invest in their employees’ strengths, the odds of each person being engaged goes up eightfold.”

4. Promote from your own talent pool

According to Forbes, external hires made 18% more than internally promoted employees  in the same jobs. Be fair and examine your internal talent pool before jumping the gun on bringing in an external hire. Give your employees opportunities for growth and advancement so that they will want to stick around and give you their all. If you make the effort to discover the unique skills and talents of each worker, you’ll be in a better position to know whom to promote when the opportunity arises.

5. Build employee motivation with rewards and recognition

Employee recognition is key to making your staff feel that it’s worthwhile to go the extra mile. Celebrating accomplishments through rewards and recognition lets your team know that you truly appreciate their efforts. It also builds a strong sense of teamwork when you encourage workers to offer each other public statements of appreciation. It’s a strong, positive motivator knowing your hard work isn’t going unnoticed and that you’re appreciated by your coworkers and leadership.

Snack Nation’s infographic revealed 36% of employees would give $5,000 a year in salary to be happier at work. Start boosting employee morale and happiness by following employee recognition best practices. With the right recognition program, your workplace culture and company’s bottom line will strengthen. Learn more about encouraging employee success by downloading our white paper: “The Total Package: Including Recognition in the Compensation Toolkit.”

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How to Identify and Retain Top Performers with Rewards and Recognition

Employee retention is a key goal for every company, but it’s important to drill down into this metric and make sure you’re doing a good job of identifying and keeping your top performers. These employees deliver 400 percent more productivity than the average worker, according to statistics published in Harvard Business Review (HBR). The researchers state, “Our workforce strategy goal should be to double down on retention tactics for high performers,” and further explain that, in many cases, managers aren’t meeting the needs of their top talent. The first step to nurturing your best workers is to make sure you know who they are; and a simple way to discover top performers is through rewards and recognition programs.

Look for active recognizers

The right rewards and recognition program can help determine top performers – but you may be surprised by which statistics you should look at. As to be expected, the hardest working and most talented people are likely to receive the highest amount of recognition from their supervisors. They are also likely to be recognized by their peers, since the ability to work well within a team is another important component of productivity. However, when you’re seeking out the truly top performers in your workforce, it’s also important to identify those who are most often recognizing others.

According to a recent Achievers study, employees who were promoted turned out to have a track record of actively recognizing their peers. In fact, before being promoted, these high performers sent an average of 3.8 times more peer recognition than the average employee. In this way, employee rewards and recognition programs provide two separate metrics for  identifying top talent: those who receive the most recognition, as well as those who give the most acknowledgments to others.

Tie recognitions to company values

Your organization probably took significant time and effort to craft a mission and values statement.  This statement is more than mere words residing on a wall, a website, or welcome pamphlet; it can serve as a dynamic tool for shaping your employee recognition program. By tying recognitions to your company’s core values, you can see which performers are embodying those values most authentically. This approach is sometimes termed “Management by Objectives,” and it feeds employee motivation by helping every member of the organization feel that their contribution is truly meaningful.

High performers have unique needs

The workplace factors that keep your super-skilled employees motivated are somewhat different from commonplace worker needs, and it’s necessary to be aware of these differences. While competitive salaries are important, HBR research points out that using regular compensation as a method of delivering employee rewards can potentially backfire and cause resentment among coworkers. On the other hand, high performers care significantly more than average about having their efforts noticed, recognized and rewarded. These rewards can be in the form of social or financial recognition, but in either case, your top talent is especially eager to receive praise, financial incentives and frequent feedback. This is another reason that if you’re in the habit of only providing annual or semi-annual evaluation sessions, the employee engagement levels of your top performers is likely to suffer.

Why you need to focus on high achievers

While highly skilled employees are slightly more satisfied with their jobs than the average worker, one in five say they’re likely to leave their current position within the next six months. Furthermore, if and when your top employees do decide to move on, their skills will lead them to easily find new opportunities. Given the high levels of productivity and the contributions these extra-competent workers make to the workplace environment, losing even one of them can be a blow to your company.

Help your top performers fulfill their potential

Employee retention is only one of many reasons that HR professionals and managers should invest in the effort to nurture high achievers. Equally important is  assisting in their career growth and providing them with development opportunities to help them reach their full potential. A major component of nurturing employee success is to  ensure tasks remain challenging and varied. High achievers “live for the challenge,” and seek to overcome obstacles and solve problems as a source of personal accomplishment. So make sure to provide them opportunities to stretch themselves through varied and challenging assignments.

Employee recognition best practices dictate that recognitions will be most meaningful to these talented workers if they reflect on an achievement that was truly praise-worthy. High achievers are tireless, curious, full of passion, and internal drive. If they’re recognized they want it to be for something substantial and worthwhile. In other words, don’t praise them for minutiae such as arriving on-time or keeping a clean work area. Instead, provide detailed and specific feedback that focuses on the positive impact they are making through their diligence and pursuit of excellence.

The right HR technology can be your ally

Identifying top performers can help your organization discover who your most engaged employees are (and vice versa), allowing you to effectively leverage their skills and enthusiasm as a positive force in the workplace. HR tech is steadily evolving, and data gleaned from a cutting edge rewards and recognition platform can now provide you with valuable insights to help you identify and retain your top performing employees.

To learn more about how employee recognition can help you identify and retain your top talent, as well as having a positive impact on your entire workforce, download our eBook: The Ultimate Guide to Employee Recognition.

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Celebrate Employee Appreciation Week Achievers

Employee Appreciation Week: Achievers’ Employees, We Appreciate You!

It’s our favorite time of the year here at Achievers: Employee Appreciation Week! During this week the amount of love being sent throughout our organization gets cranked up to 11. We know that a simple “Thank you!” goes a long way – whether it’s a social recognition, monetary reward, or just a friendly high five – so we’d like to take this opportunity to say a very public “Thank you” to every Achievers employee for all their hard work, dedication, and passion. We are so proud to have such a great team pulling together towards achieving our stated mission – to Change the Way the World Works.

In honor of Employee Appreciation Week, we’re highlighting our A-mazing employees by spotlighting one of our favorite employee recognitions delivered via Achievers’ own ASPIRE recognition program. While we don’t have the space to feature all of our employees in one blog post (wish we could!), every member of the Achievers family deserves massive recognition for all the great work they do. So thank you A-players for staying engaged, recognizing your peers, and helping our customers boost employee engagement in their own workplaces.

Employee Appreciation Week Recognition Card

We hope you spend this fun week recognizing your employees too. After all, 93% of employees hope to be recognized at least quarterly, if not more! Recognizing others is infectious and spreads positivity throughout an organization. So why not take the first step and recognize someone today for a job well done. But don’t limit employee appreciation to just one week. It’s important to appreciate employees frequently to foster employee happiness and continuously boost engagement and motivation. Recognize someone right now with our free and fun personalized online recognition card.

Looking for fresh ideas on how to show employee appreciation? Check out our blog post Out of the Box Ideas for Employee Appreciation Week.

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About the Author
Kellie Wong
Kellie Wong is the Senior Editorial and Social Media Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 35+ guest blog contributors. Connect with Kellie on LinkedIn.

 

High Performance Employer

Designing a High-Performance Work Environment

In our previous posts, we focused on Pivotal Habits (ones that prepare us to perform by making us healthy, happy and secure) and Work Habits (the ones that make up our jobs).

We discussed the critical role these habits play in creating superior performance for employees and competitive advantage for companies. We explored why habits are frequently missed by businesses as the fundamental driver of performance, and recognized that adopting new habits is in some sense hard for people to achieve, and challenging for employers to create.

In this final post, we will explore how employers can approach the design of their businesses to ensure high employee performance, while also making sure that employees are engaged in and loyal to the business.

Understanding the foundational role of habits, we can frame the employee performance challenge for employers as a design problem:

How do you effectively design your workplace to make it easy, natural and enjoyable for employees to practice their Pivotal and Work Habits, in a way that not only has them perform optimally, but that leaves them thrilled with the experience, grateful for the support and highly engaged with you as an employer?

In solving this design challenge, the first thing to notice is that there are many things that make up the “workplace.”  It is the sum of all things that “surround” employees while they work, and these things are highly influential over how they think, feel and act. We can bucket all the things that make up the surrounding elements into four categories that we call Contexts, and they are vitally important to solving the design problem. Why is this?

A fish swimming in water (the Context for the fish’s life) is completely influenced by that water in everything that it does. So too are humans highly influenced by the Contexts of their life, and just like the fish we tend not to notice the influence of Contexts until they’re not there.

Perhaps this explains why most employers focus on employees when trying to solve productivity problems. We see the lack of performance and we typically associate the issue with the people.

We don’t notice, and therefore don’t act on, the surrounding Contexts that influence people in their daily work. In fact, the nature of Contexts (that they are unnoticed by most people, yet highly influential over our actions) is precisely what makes them so important to business designers.

The Contexts for workplace design

There are four Contexts we need to understand:

Physical Spaces: The physical environment in which employees conduct their work, which increasingly includes the home office as well as the more traditional office and factory floor environments. Designing high-performance spaces is more than just ensuring employees have the tools to do their jobs and requires us to understand the ways that physical design choices affect us psychologically.

Workplace Systems: The policies, procedures, business processes or, more simply, the rules (written and unwritten) that employees are expected to follow make up this context. Some of these rules leak into the workplace (like the laws of the land or the fact that we drive on the right side of the road) and can influence how we behave as well. So, it’s important to not only design our own rules but to understand how they will interact with rules that exist in the wider world.

Social Influence: The people that we work with every day. The day-to-day interactions with work colleagues and customers via live conversations, emails, shared experiences, and at events all strongly influence how we work, and what we achieve. We like to think we make all our own decisions, but at least 60% of the actions we take are highly or completely influenced by the people around us.

Individual Self: Our individual experiences, opinions, beliefs, knowledge and other filters through which we interpret the world. The stories we tell ourselves about the experiences we’ve had in the past hold the power to influence us in the present, which is why storytelling is such an effective influence method for employers. It can help employees to rewrite their personal stories in a way that helps to align their actions with the vision and mission of the business.

Each of these Contexts can be designed by an employer seeking to influence the experience employees have while at work. These experiences in turn affect the actions we take, the habits we form, and the way we feel about where we work.

Creating new habits by design

Understanding that designing Contexts is the most effective approach to establishing new habits still does not explain HOW to proceed.

To guide our thinking, we need to ask: What does it take to create a new habit? Or rather, is there a formula for creating new habits?

It turns out there is. Contexts influence us by creating forces that nudge us towards or away from certain actions. Just like the Contexts, there are four forces that influence habit creation.

Two forces that help us adopt a new habit are Compulsion and Capability. Compulsion is the urge to do something and it is a stronger feeling that mere motivation. For example, simply being motivated, or desiring something (like losing weight) never gets the job done. It’s the actions we take that make the difference, therefore we need to be compelled into action.

However, without the Confidence that we can succeed, we’re unlikely to take the first step and without Competence (knowledge and skills) we’re likely to fail even if we are confident. Competence and Confidence together make up Capability and, combined with Compulsion, help us to take new actions and adopt new habits.

Of course, life gets in the way sometimes. We run out of time, we get distracted, or we are derailed by last minute requests or family emergencies. These life events represent the two forces acting against us, either as static impediments to change (Barriers) or as active antagonists that draw us away from the actions to which we’re committed (Temptation).

The formula for new habit creation

The formula for creating habits says that if we’re Compelled and Competent enough to overcome Barriers and to resist Temptation, we’ll take new actions. If the forces stay in our favor over time, those actions will turn into habits. Thus, our habit change formula can be written as:

If (Compulsion + Capability) > (Barriers + Temptation) over time, new habits emerge.

The catch is that the formula needs to be true in ALL FOUR Contexts at the same time, and this explains why creating new habits can be such hard work.

We can use a series of Influence Methods, which are the many and varied ways in which an employer can ensure that the habit creation formula holds true, when designing all four Contexts. Applying these Influence Methods is the art and science of designing workplace Contexts and, when focused on the right habits, the well-spring of higher performance.

Achieving sustainable competitive advantage

In our Behavior Research Lab, BRATLAB, we’ve researched, discovered and applied over 80 distinct Influence Methods that not only support employees in practicing new habits of performance, but do so in a way that leaves them thrilled with the experience, grateful for the support provided by their company and highly engaged with their work and their employer.

Going to work on employee habits is a strategy that will remain hidden from competitors, but one that is massively powerful in producing results.

Employers that wish not only to future-proof their businesses, but to create a difficult-to-copy, sustainable competitive advantage, must learn the value of designing Contexts, and the many ways in which the array of Influence Methods can be integrated into those Contexts to ensure that employees perform at their best, and love working where they do.

This is how, at Habits at Work, we’re reinventing the world of work so employees thrive and companies flourish.

Professional speaker and founder of Habits at Work and BRATLAB, Andrew Sykes will talk about How to become a High-Performance Employer.

During Andrew’s webinar he will:

  • Explore why employee habits are the fundamental unit of corporate competitive advantage and why they’re often overlooked by leaders and managers.
  • Share research from the Behavioral Research Applied Technology Laboratory (BRATLAB) on which habits really matter, and how to design a business that makes it easy and natural for employees to sustain high performance over time.
  • Tell stories about the work of Habits at Work helping employers from a variety of industries to put their money where their mouth is when they say “People are our most important asset.”The stories of challenge and failure serve as cautionary tales of what not to do. The stories of success provide guidance on why design thinking is the key to future-proofing your business from competition and the pathway to becoming a high-performance employer.

Andrew’s webinar represents a brief summary of his upcoming book: Habits at Work: How to Create a High-Performance Employer, due for publication Fall 2017.

The webinar will cover a lot of ground in a fast-paced, lively and entertaining 1-hour session. Prepare to learn a lot, leave with food for thought and a new view on the future of the world of work.

https://www.achievers.com/blog/2017/02/designing-high-performance-work-environment/

 

 

About Andrew Sykes
Andrew Sykes
For more information, contact Andrew at Andrew@habitsatwork.com or read more online at www.habitsatwork.com or www.BRATLAB.com

 

 

 

 

Top employee desires

What Rewards Do Employees Want Most?

As a human resources professional or manager, you’re probably all-too familiar with the job-hopping ways of highly skilled employees who feel they can pick and choose the job they want. And that’s reflected in the fact that more than half of all business owners feel that competition for talent is stronger than it’s ever been. But there are a number of ways to attract and keep top talent, and to keep them happy and engaged while they’re with you. Offering an employee recognition and rewards program has proven to be one of the most effective ways to retain highly skilled workers and to build your company’s financial strength at the same time. Here’s a look at why a rewards and recognition system is important, and how to choose the kinds of rewards that your workers really want.

Employee happiness is essential

Even if your business is centered on sophisticated equipment or software, human beings are still the essential engine that makes everything run – and a sense of emotional well-being is the primary fuel that keeps those human beings working at their peak performance level. Research shows that workers who are recognized and rewarded for their efforts feel happier in general, have better relationships with co-workers and are more open to constructive feedback. Financially, you’ll see measurable returns as well: According to an Aberdeen Group study, companies with some type of formal employee engagement program see a 25-percent increase in year-over-year revenue, along with nearly triple the sales team success. And the difference in annual customer service cost was equally eye-popping: companies with formal methods for employee appreciation saw a 12.7-percent savings in customer service expenditures, whereas companies that don’t have any employee recognition system in place spent 1.2 percent more for their customer service.

Why employee incentives have become more important

It’s always been true that recognizing and rewarding employees for their contributions results in better performance and less employee churn, but now that millennials are flooding the workplace thee levers have become more important than ever. Younger workers are often the ones with the most desirable skill-set, but in return for their services they expect employers to be appreciative of their efforts. Investopedia lays out the basic facts for managers: One-third of every U.S. worker belongs to this generation, along with half of all new immigrants who come here. The article goes on to advise, “This drastic shift in the workforce requires companies to change how they manage and reward talent. The policies and incentives that worked for past generations are no longer effective, and companies that fail to adapt may find themselves facing a shortage of talented and motivated workers.”

What kind of rewards should you offer?

Once you’ve made the decision to establish a formal system for recognizing and rewarding your workers, the next step is to figure out what kind of rewards will most effectively motivate and delight your employees. Here’s a quick review of the benefits and perks that are recommended by employee recognition best practices:

Social recognition

Especially for the growing population of millennial employees, a social recognition platform should be your first focus. This popular type of HR technology is perfectly suited for workers who have come of age in the era of Facebook, Twitter, Snapchat, Instagram and so on. They’re accustomed to immediate feedback, “likes,” status updates and more, and if they’re praised, they want to be able to share the event with friends. You’ll build loyalty among this group of workers with shareable social acknowledgements because these rewards are magnified when posted on personal and professional networks.

Career coaching and professional development

Your employees work for many reasons besides merely earning a paycheck, and the best way to nurture their non-monetary motivations is to offer them a chance to advance in their careers. By providing the opportunity to learn new skills and embrace new challenges, you are fueling each worker’s passion for their job and helping them feel more engaged in your organization’s overall business success.

Additional flexibility

Everyone who works for you is also balancing a wide array of outside commitments and obligations. A study of employee wants found that employees are motivated to stay on board when they have more time off (57 percent) and have the ability to work remotely (55 percent). Rewarding your top performers with greater control over when and where they work is a cost-effective method of increasing employee happiness and building loyalty.

Gift cards and trendy items

Although pay and compensation must be competitive in order to ensure a sense of well-being among your workforce, employees today often expect more than just their baseline pay to feel truly appreciated. That’s why being able to offer a wide array of rewards in the form of gift cards, travel and leisure, and other hot items like tablet computers or VR goggles is complimentary to any fully-fledged social recognition program. The unique benefit of offering gift cards and a full selection of items from a catalog is that each employee can choose his or her own uniquely meaningful reward, and which will make them feel more satisfied than if they just received an insignia coffee mug, plaque, or some standardized gift that you purchased for them.

Your company’s financial strength depends on making sure that your employees stay engaged. Understanding some basics in human motivation can help you to be creative in finding ways to recognize your workers. New developments in HR tech also offer holistic systems for boosting worker happiness, increasing engagement and improving overall performance.

We all want to make our employees happy, so why not start by giving them what they want: an unbeatable rewards and recognition program in place. Learn how to make rewards and recognition an everyday event by downloading our employee recognition eBook.

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Positive Work Culture

5 Company Initiatives That Improve Office Culture

In today’s competitive market for talent, office culture is everything. With employees spending most of their time (some upwards of 50 hours a week) in the office, it’s should come as no surprise that HR leaders consider developing and nurturing corporate culture and employee engagement to be their number one challenge.

Luckily, you don’t have to reinvent the wheel to improve company culture. Initiatives that promote health, work-life balance, kindness and gratitude already exist and can go a long way in bolstering a positive office culture while also increasing engagement.

If you’re unsure where to start, here are a few initiatives to consider:

Employee Health

Companies have been holding organization-wide health challenges and the like for some time now, but the kinds of health initiatives employees desire are different than they once were, where end results were all that was emphasized. People don’t want to step on a giant scale and see how much weight they lost (or didn’t lose!). Instead, they want measurable processes that lead to overall well-being; to track progress with technology, get stronger, healthier, and feel great. With that in mind, here are a few modern health initiatives to try:

Supply organic lunches: According to a 3-month Communispace study. millennials care deeply about what they eat: “More than a quarter say organic, natural and non-toxic products are part of maintaining their health and may see them as alternatives to traditional medicine, signaling an opportunity for brands well beyond the traditional health care sectors,” If your organization can’t pay for lunch every day, choose a couple days to provide an organic lunch for employees or consider partnering with a catering company or bringing in a chef.

Strength challenge: You are probably familiar with popular health hashtags such as: #Healthyisthenewskinny and #progressnotperfection. With the idea of encouraging progress towards health goals in mind, why not hold a fitness challenge and then give employees a period of time to prepare for a re-test, challenging them to improve their performance and beat their old numbers. The friendly competition will encourage camaraderie and morale among employees while emphasizing greater personal health through competition.

Sleep goals: According to the American Academy of Sleep Medicine, the more sleep an employee gets, the less likely they are to call in sick: “Results show that the risk of an extended absence from work due to sickness rose sharply among those who reported sleeping less than 6 hours or more than 9 hours per night,”

With fitness trackers and other wearables, people can now track how long and how well they’re sleeping every night. Set a sleep goal for employees and have them track their sleep over a period of time to earn rewards like gift cards, merchandise or PTO. Employees will feel better and they’ll love telling people they have “sleep goals” for work.

A Kindness Initiative

We could all benefit from more kindness in the world these days; not only at work but throughout our daily lives. In a recent poll, 76 percent of respondents said the world is a less kind place than it was 10 to 20 years ago. One way to bring more kindness, respect, and empathy into the workplace is with a kindness initiative.

It should include the following components:

Create a set of kindness “pillars” that everyone follows. Examples include: When giving constructive criticism or performance feedback, always give “compliment sandwiches” (compliment, criticism, compliment), assign work based on people’s strengths to set everyone up for success, exhibit small acts of kindness like holding the door open for coworkers, etc.

Institute regular recognition of employees. For this to stick, it has to work top down. Managers and team leaders can plan a monthly meeting where one or a group of employee(s) is called out for their excellent work. To ensure a tangible element for this type of recognition, employers can also create a wall of fame to post photos of these high performing employees. For larger organizations, an employee recognition platform is a great way to create and embed a culture of recognition.

Encourage employees to “give props” to their peers. If you use a tool like Slack to communicate within your office, this is easy to facilitate. Set up a channel where employees can recognize one another with a timely “thanks” or “nice job” regarding recent business successes. Using Slack, colleagues can not only tag the recipient of the “props”, but the entire channel, so everyone sees what that person did. Some recognition software providers, like Achievers, even allow the integration of popular tools like Slack within their recognition platform to further encourage “recognition in the flow of work”.

Employees will love getting the extra recognition, and more kindness may help reduce drama and sticky office politics.

A Volunteer Initiative

Giving back is not only good for the soul of your organization, it’s also good for attracting and retaining millennials: But sadly, only 57 percent of millennials believe that business leaders are committed to improving society. A volunteer initiative is relatively easy to set up and gives you a chance to boost your employer brand while also increasing loyalty and engagement among millennials.

Here are a few suggestions for setting up a volunteer initiative:

  • Hold a bi-annual volunteer event, where employees volunteer their time rather than go into the office for the day. Don’t do it on a Saturday—not only will you likely cripple turnout, but employees will likely not appreciate having an initiative such as this scheduled during their free time.
  • Reward employees who volunteer on their own time with “free” half-days.
  • Give every employee one workday a year, month or quarter to take part in a volunteer activity of their choosing.

In addition to the inherent value of the good deed itself, participating employees will feel good about themselves and gain more respect for your business, making volunteer initiatives especially valuable.

A Work/Life Balance Initiative

In the aforementioned Communispace study, 49 percent of millennials reported work-life balance as an important part of their health and wellness, followed by relationships with friends and family (47 percent). Employees of all generations care greatly about achieving a proper Work/Life balance, making it an important part of any culture campaign.

Luckily, there are many ways you can help employees foster desired work-life balance:

  • Half-day Fridays: Offer this once a month, or during a specific quarter. Many companies do this in the summer, when people tend to go on more weekend escapes.
  • Flexible work hours: Instead of limiting office attendance to the standard 9-to-5, allow employees to work when and how they can personally be most productive, whether that means coming in and leaving early, or working through the night. As long as they are performing up to expectations and making themselves available for meetings and other requests from colleagues, allow them the flexibility to manage their own schedules.
  • Work from home: If possible, allow employees to occasionally work from home, be it once a week or month.
  • Unlimited time off: This is something many startups and even larger companies are starting to offer. Employees can take as much, or as little time off as their job permits, without worrying about PTO caps or tracking their remaining vacation days. Fostering trust among your employees does wonders for engagement and it also benefits employers as it has been suggested that employees may actually take less time off when they have unlimited PTO.

A Shadow Initiative

This initiative allows employees to shadow their peers for a period of time. Business departments often get siloed and have little understanding as to what each other is doing. Shadow initiatives give everyone a chance to understand the roles of their collegues and see how their two positions can work together to achieve even better results.

To keep it organized, allow one department to shadow each month. For example, in March, members of the marketing team will shadow whomever they want. Set your time period (4 hours, an afternoon), and ask each shadow pairing to come up with one way they can work together in the next month.

Employees will love spending time doing something new and the business will flourish as connections are made that take projects and ideas to the next level.

To learn more, download the white paper All For One and One For All: Uniting a Global Workforce With Company Culture.

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About the Author
Jessica Thiefels
Jessica Thiefels has been writing and editing for more than 10 years and spent the last five years in marketing. She recently stepped down from a senior marketing position to focus on growing her own startup and consulting for small businesses. She’s been featured on Forbes and has written for sites such as Lifehack, Inman, Manta, StartupNation and more. When she’s not working, she’s enjoying sunny San Diego with her husband and friends or traveling somewhere new. Follow her on Twitter @Jlsander07.

 

Effectively Navigate Organizational Change

Understanding Change and Its Impact on Engagement

Change is a funny thing, isn’t it? We frequently resist it, yet progress is impossible without it. In fact, we can’t really move through life without it. The desired approach for most of us is to experience change in small, bite-size chunks. Otherwise, it can wreak havoc on us when there’s too much at once and we’re not prepared for it.

As HR and OD professionals and people leaders, how can we help employees with the process of change? How can we best position ourselves to lead and at the same time guide employees to think more rationally about change? After all, employee resistance is one of the leading causes for the failure of change initiatives (Bovey & Hede, 2001b; Waldersee & Griffiths, 1996). According to Cynthia Wittig, “Such findings indicate that change agents focusing on employee reactions—including resistance and acceptance—during organizational change is of utmost importance to the success of the initiative.”

How do we help eliminate the resistance? Where should your change-agent-leaders focus their efforts? Start with these three tips.

1) Address the emotions first by answering the hard questions upfront, including addressing, why?

We are persuaded by reason, but we are moved by emotion.  Acknowledge what employees may be feeling. You don’t necessarily have to answer for it, but you can acknowledge it and lead from the front by demonstrating authenticity and optimism in response. Acknowledging and naming the feelings helps create distance between a person and a situation. It creates a moment of objectivity. Instead of, “I am afraid,” they can at last get to, “I feel afraid about what Mr. Jones shared during town hall and how it might affect my department.” It also helps those of us who may have a hard time defining how we’re feeling, to make sense of why our hearts start racing, or we get sweaty palms, or feel unsettled in response to certain news.  If you have a tough change coming up – call it what it is and help employees understand why the organization needs to head in that particular direction. Our brains don’t like incomplete stories and in the absence of information, we can come to all sorts of crazy conclusions. These concocted conclusions can spin FUD (fear, uncertainty and doubt) out of control into a danger tornado that is likely to pick up your change initiative and spit it out in the Land of Oz.

2) Communicate. Communicate. Communicate. Oh, did I mention? Communicate.

The amount and quality of information that is communicated to employees can influence how those employees will react (Wanberg & Banas, 2000). Running today’s ever-evolving organizations takes a lot of heavy lifting. It requires people-leaders and executives to be clear on the changes that are occurring and why those changes are taking place. AND it requires intentional multi-touch communications about said changes with all employees. Cynthia Witting shares, “There are several communication processes that impact employees’ reactions, including frequency, mode, content, and flow of communication. Gray and Laidlaw (2002) argued that the more embedded these processes are within management, the more effective the outcomes are because they enhance the quality of working relationships, harmony, and trust.” Sending out 1-2 emails about a change really isn’t enough. Ideally, there is a real-time, always-on, cross-functional, organization-wide conversation about these topics so that everyone can weigh-in equally and ask questions with transparency and without fear. This method should also provide communication scalability. In the absence of such a system, there needs to be on-going fireside chats or other means for employees to submit questions and expect real, authentic answers.

3) Employee participation in decision making.

According to an Aon Hewitt research study, the number one driver of employee engagement during times of change is the ability to be involved in decision making.  However, you might be thinking – if I ask them what they want or what their thoughts are, am I opening a proverbial can of worms? The reality is yes, initially it will require more work, but the outcomes of increased success and higher engagement are well worth the trouble. In fact, there’s a whole body of research available with a documented approach to making wide-spread change while engaging the whole team. It’s called Appreciative Inquiry. As opposed to the typical deficit-based mindset where everything is a problem to solve, the approach focuses on inquiries into the organization based upon what is working and what we want to do more of so that the team naturally moves in that direction. When folks have a voice – they feel heard and acknowledged. This is fundamental to creating and maintaining highly engaged employees. Particularly, in times of change.

The ongoing need for change presents a tricky situation when it comes to employee engagement. While leading organizational change, you must be able to rally the troops’ ongoing support and understanding. Too much top down change at once can result in disengaged employees, which equates to a loss in productivity. When your next major change happens across your organization, consider my top three tips to help eliminate resistance and gain support.

Perhaps Buckminster Fuller said it best. “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete”.

How has your organization effectively navigated change? We’d love to hear your thoughts!

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About the Author
Leigh BurgerLeigh joined the Achievers Professional Services team in June 2014 She serves as a trusted advisor to HR executives, professionals and business partners for the Achievers Fortune 500 global brands in rolling out their Employee Engagement platform. She holds a Masters, Positive Organizational Development & Change from Weatherhead School of Management at Case Western Reserve University as well as several relevant certifications. You can check out her full profile here.

 

 

Connect to the purpose of change

Staying Engaged During Corporate Change (Part 1)

When change sweeps through an organization, it often causes confusion, frustration, and fear. Even when dressed up with fancy words like “transformation” and “innovation,” employees know the end result is one thing: change.

One reason corporate change is uncomfortable is that it requires disconnecting. All change is, in disregard, disconnecting. Change forces us to let go of our old ways of being and our old measures of success.

To successfully navigate a changing workplace, studies show you must stay engaged. In my book The Successful Struggle, I examine several workplace studies on corporate transformation. The studies suggest that remaining engaged during corporate transformation is a key indicator of employee success and happiness.

In this 3-part blog series, I’ll share strategies for staying engaged in your changing workplace, so you can come out on top at the end of the transformation. All of these strategies involve connecting with something, to help fight the disconnection brought on by change.

The first strategy is to connect with the purpose of the change. Human beings are meaning-making machines: we are always asking “why?” We want to know why the change is happening, why it’s important, what it means for our future, and what the outcome might mean for us.

When change occurs in the workplace, however, getting the answers to those questions isn’t always easy. In one of my jobs as a director at a nonprofit organization, we had lost some employees and were shifting around responsibilities. Some departments were taking on new roles, and I was given control of a new income stream. No one told me if the new responsibilities were permanent or temporary, or even trained me on how to accomplish them. I didn’t know what was expected of me, or even why the tasks had shifted in the first place. This left me feeling disconnected from my purpose and challenged my ability to give my new duties proper meaning.

Leaders sometimes discuss the “why” of change around the management table, yet by the time they roll out the change to everyone else, they’ve moved on to talking about “when” and “how.” But for those of us just hearing about the change for the first time, we need to hear the “why” or we’ll never get on board. We won’t understand the purpose of the change, or what the payoff might be.

If you’re stuck in a corporate change and don’t understand the purpose behind the change, you’re bound to feel disconnected. To connect to the purpose of change, try these three things:

  1. Start a Dialogue about the Future. At a staff meeting, ask the leadership team about what the change means. To keep things positive and productive, frame your questions around the company’s future and how the change impacts the future outlook. Asking smart questions and staying positively engaged in the change will make you shine in your manager’s eyes.
  2. List your Opportunities. This change likely brings with it the possibility of growth for you, personally, and not just growth for your company. As you begin to understand where the company is headed in the future, write down ways the change can open up new doors for you.
  3. Make Change Less Personal. Because change is disconnecting, it can sometimes feel like it’s a personal affront to us. But letting the voice in your head tell you that change is personal keeps you from adapting gracefully. Change is bigger than you, so don’t let your mind dwell on how much you’re personally suffering.

Using these three strategies helps you understand the potential payoff of the change, and get behind it. When you reframe change as a challenge with a purpose, you’ll have a much easier time coming out on top!

Check out the second piece of my three-part series on staying engaged during corporate change here.

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About the Author
Courtney Clark speaks to organizations who want to adapt faster and achieve more by building a culture of Accelerated Resilience. She is the author of two books “The Giving Prescription,” and “The Successful Struggle,” a three-time cancer survivor, brain aneurysm survivor, keynote speaker, and founder of a nonprofit. www.CourtneyLClark.com

 

New Hires Engaged Employees

Turning New Hires into Engaged Employees – 3 Quick Tips for Success

Studies on turnover estimate that every time a business replaces a salaried employee, it costs 6 to 9 months’ salary on average. For an employee making $40,000 a year, that’s $20,000 to $30,000 in recruiting and training expenses. Providing a competitive compensation and benefits package is important, but in today’s market, retention also requires making new hires feel engaged, aligned and connected from Day 1.

With this in mind, we offer three quick tips to think about when bringing people onboard your organization.

1. Promote affiliation with people from the start

SHRM shared the reasons new hires leave so soon included the expected, like lacking in clear guidelines on responsibilities and wanting better training, as well as some less intuitive factors. For instance, 17% said a friendly smile or a helpful co-worker would have made the difference between staying and going, and 12% wanted to be “recognized for their unique contributions.” Employees today, especially millennials, like to connect and collaborate, and that is especially true of millennials, yet the Aberdeen Group found that only 32% of organizations provide opportunities for peer networking. This represents a clear missed opportunity and one that can be easily remedied with a mentoring or “buddy” program.

Conclusion: Providing early opportunities for peer networking and social recognition are critical to retention.

2. Look beyond money to drive desired behaviors

According to a frequently cited Kepner Tregoe study, 40% of employees felt that that increased salaries and financial rewards were ineffective in reducing turnover. Employee behaviors today are driven less by financial incentive and more by aligning their personal values with company goals in order to endow their work with a greater sense of meaning. Meeting these seemingly less-tangible needs can be accomplished through a formal recognition and rewards program, along with frequent manager feedback and opportunities to connect with new team members.

Conclusion: Aligning employees’ personal values with company goals through recognition programs and frequent feedback is more likely to drive successful behavior.

3. Develop an onboarding system that engages quickly

Do you think of employee recognition as something only for employees who have been with the company for some time? More and more leading organizations are realizing that optimizing the workplace for employee retention requires integrating new employees into their recognition programs right from the start. By encouraging participation in an organization’s recognition program from the outset, employers can insure that new hires embrace and contribute to the company’s culture of recognition. To do this, employers can build training on the company’s rewards and recognition platform into employee onboarding programs and by not waiting until the employee has been with the company for an extended period before recognizing desired behaviors.

Ideas for early recognitions include recognizing new hires for how quickly they get up to speed on their new job responsibilities, how well they are connecting with their new co-workers, or how frequently they participate in culture-building activities. In order to reinforce a culture of recognition and achieve ongoing employee engagement as a result, recognitions should be frequent, meaningful and tied to company values. In fact, Gallup recommends at least every seven days.

Conclusion: Engage employees and integrate them into the company’s culture of recognition from day one through recognitions given early and often.

New hires are more likely to decide to stay with your organization when they feel appreciated and welcomed by their peers. Millennials especially, projected to make up more than 50% of the workforce by 2020, embrace peer networking and social recognition. Setting up new hires for success through early participation in a company’s culture of recognition is good for employees and good for the organization.

Learn how to build a culture of recognition by downloading our eBook: Recognition Culture: The MVP of Employee Experience.

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Measuring Employee Performance

5 Performance Measurement Myths

The question of how to measure employee performance represents one of the last vestiges of old-school HR methodology. Today’s workforce is digitally transformed, highly social and mobile, made up of multiple generations, and collaborating across virtual and global locations. There has been a profound shift in the workforce away from hierarchical, top-down organizations towards teams and collaboration, where having a culture of recognition can drive engagement and results far more effectively than infrequent reviews handed down from on high by management.

We all want the best hires and to lure the top talent. But once on board, they’re part of the organization, and now making sure that they’re fully engaged becomes the challenge. But how do we know if they are working up to their potential? Old-school approaches to performance management, which view a single employee outside of the context of today’s team-based, networked workplace, no longer ring true. Indeed some would argue that many of these approaches were myths to begin with – and I’d have to agree.

Here are five assumptions about measuring employee performance that need to be retired:

Myth #1 – Individuals should be judged solely on their own performance.

The idea that we perform as an island may apply to an isolated few, but it doesn’t fit the majority of workplaces — either today or yesterday. The investment made in working out how to evaluate individuals may be better spent evaluating the quality of their team or business unit’s output. What targets have been hit? What goals have been reached?

Perhaps we should be evaluating employees not only on their performance, but on their level of engagement and on their ability to thrive in team-based environment. Highly engaged employees are more likely to give the kind of discretionary effort that all bosses are looking for, and that have a tangible effect on a company’s bottom line. In fact, Aon Hewitt has reported that for every incremental one-point increase in employee engagement organizations saw a 0.6% increase in sales. For a company with sales of $100 million, this translates to a $6 million windfall! And in companies with the most engaged employees, revenue growth was 2.5 times greater than competitors with lower levels of engagement.

Myth #2 – Good employees just do the job, they don’t need a reason or added meaning.

Is the better employee really the one that doesn’t need to understand how their work aligns with company’s mission and values? Performance stems from engagement. And being engaged stems, in large part, from feeling aligned to — and invested in — the company purpose. Motivation and meaning go hand in hand.

Even if a task is performed well, accomplishing it inside a vacuum is going to create a gap somewhere along the line. Employees deserve to know why they’re there. They’ll participate more fully, and are more likely to push to reach targets and goals if they are invested in the rationale behind the effort.

Myth #3 – An employee that’s good this year will be good next year.

When a team of researchers dove into six years of performance review data from a large U.S. corporation, they found that only a third of high-scoring employees scored as high in subsequent years. And they found no evidence that high-performing employees always perform highly, or that poor performing employees perform poorly. Today’s workforce is continually being met with innovations that require new learning and new skills, so what’s “good” today may not be an accurate measure of what’s desirable tomorrow.

When a company uses trackable learning platforms, they have a means of measuring growth and development. To drive engagement and retention they can extend from onboarding programs, demonstrating a commitment to an employee’s growth from the moment of hire. 84% of employees want to learn, and keep learning. When you align an employee’s learning with the company’s business goals, that’s a win for all.

Myth #4 – Past performance is indicative of future results.

In 2015, a number of Fortune 500 companies announced that they were doing away with old school performance reviews. Accenture, the Gap, Adobe and General Electric all veered away from the annual or quarterly review ritual in favor of building a stronger culture based on continuous feedback and frequent recognition.

What’s happening instead is that many companies are moving to a system where employees and managers can give and receive social feedback and track the history of recognitions given and received. This new approach – measuring the frequency of peer-to-peer, intra-team and team recognitions within a powerful digital and social recognition program – provides better quality insights and has the potential to foster a far more positive, and productive, work culture.

Myth #5 – The best way to measure performance is when no one’s expecting it.

Spot checks, random and unexpected, are still recommended by some HR stalwarts, who assert that it’s a way to motivate employees to give a consistent performance. But it conveys an atmosphere of mistrust that may be more of a de-motivator.

Trust is critical to employee engagement, but it’s still in short supply: a recent survey of nearly 10,000 workers from India to Germany to the U.S. found that only 49% had “a great deal of trust” in those working above and alongside them. Contrast that with study findings showing that organizations are extremely concerned with driving engagement and promoting a workplace culture that is based on transparency and meaningful work. You can’t have both.

That we’re still having this conversation is in part because we may lack the imagination to see our way to a new starting point. But the real drive to perform comes from within.  We are motivated by purpose, and by being appreciated for what we do.

Employees today want to be engaged, we want to know what higher purpose our efforts are contributing to, we want to excel and to grow. Employers should start with that knowledge and measure their employees accordingly.

Make sure to check out the other series of guest blogs from Meghan Biro, starting with her first guest blog post For Recognition To Have An Impact, Make It Strategic.

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About the Author
meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.

 

How to Empower Leaders to Become Engagement Champions

Creating an engaged workforce is critical to business success. Engaged employees positively impact retention, absenteeism, productivity, customer ratings, profitability, and many other business outcomes – as outlined by Gallup. Sadly, only 32% of U.S. employees are engaged – meaning they are “involved in, enthusiastic about and committed to their work and workplace.” And the numbers are even worse beyond our borders, with engagement standing at a mere 13% worldwide! While leading organizations are aware of the problem and are actively seeking solutions, many are not seeing a good return on their engagement investments. As customer training manager at Achievers, I often work with organizations who are excited and committed to improving employee engagement, but they don’t really know where to start. I think part of the problem can be solved by clarifying who’s responsible for improving day-to-day employee engagement.

While I completely agree that HR is responsible for managing many of the programs and practices that impact and measure engagement, we can’t stop there. So who exactly has the greatest potential to influence day-to-day employee engagement in our organizations? Leaders. Leaders at all levels, especially at a senior level, have an obligation and a responsibility to drive employee and business success by becoming engagement champions. It is a commonly accepted business truism that people leave managers, not companies. Managers are the people that employees must interface with on a daily basis and with whom they have their most meaningful and impactful interactions with (both positive and negative). Because of the outsized impact they have on employee engagement, leaders and managers must learn what levers to pull in order to foster engagement on their teams.

It has been found that one of the most effective ways to drive engagement is through recognition. In fact, when asked what leaders could do more of to improve engagement, 58% of respondents to a recent survey replied “give recognition.” But employee recognition is just one piece of the employee engagement puzzle, albeit an extremely important one. What else can leaders do to help them become an engagement champion? Josh Bersin’s Simply Irresistible Organization model highlights five elements that drive employee engagement, and I believe leaders should use this as a guide in their role as engagement champions.

Josh Bersin's Simply Irresistible Organization model

Josh Bersin’s Simply Irresistible Organization model

Employing Josh Bersin’s Simply Irresistible Organization model and embracing employee recognition is a great place to start for leaders hoping to become engagement champions. [Josh presented the Simply Irresistible Organization model at the Achievers Customer Experience (ACE) conference back in 2014. You can watch his full presentation here if you’d like to learn more.] But how can organizations help accelerate their leadership’s path to becoming engagement champions? To begin with, they can use the following strategies to coach, develop, and support them on their journey.

Train leaders

Leaders need to be equipped with the knowledge and skills to drive employee engagement. Training should focus on why it’s important, how it can benefit them in their roles, and what they can do to improve engagement. This could take the form of short videos, bite-sized eLearning courses, formalized training sessions, intuitive reference materials, or other ways you train leaders. Leverage the expertise of your L&D team and align any training with their initiatives and programs.

Communicate frequently

Since leaders are often busy people, they need to be reminded on a regular basis of practical tips for engaging their team. The model above provides a starting point, but regular communications can help to reinforce what you expect of leaders and the ways in which you are supporting them, including: training, technology and mentorship.

Enable them with simple tools

As Deloitte points out, “people are overwhelmed with the volume and always-on nature of messages, email, information, and work related activities,” so it’s important that engagement tools are easy to use for employees and leaders alike. Leaders need tools to frequently measure engagement, provide actionable insights, and support their engagement efforts.

When considering who to partner with to support your engagement initiatives, there are many to things to consider. First, you need to identify your needs. Many current software solutions focus on only one aspect of employee engagement, such as recognition or pulse surveys. Others, like Achievers, offer a more complete engagement solution. One that enables social and points-based recognition, results-based incentive campaigns, wellness initiatives, innovation programs, pulse surveys, actionable insights, and more.

Next, you should consider what you want the employee, leader, and administrator experience to be with your software solution. The Achievers platform is designed to be an intuitive experience for all users, regardless of what device it’s accessed on. Finally, you should consider only those providers who will be a true partner on your engagement journey. Since its founding in 2002, Achievers has partnered with hundreds of organizations to improve employee engagement and positively impact business results.

By clarifying who’s ultimately responsible for day-to-day employee engagement and empowering leaders to become engagement champions, organizations can create an engaged workforce and see business success. To learn more about how to become an engagement champion, download Engage or Die: How Companies That Act Fast on Engagement Outpace the Competition.

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About the Author
Mike VickersMike Vickers joined Achievers in January 2014 to lead customer training and education. He has spent over six years designing and implementing learning and performance strategies for organizations of all sizes. Mike is passionate about transforming organizations through effective learning solutions, innovative technology platforms, and modern HR practices. Connect with Mike on Twitter (@MikeVickers) or LinkedIn.

 

 

employee recognition culture

It Takes a Recognition Culture To Spark Engagement

Today’s workplace is evolving rapidly. The recent focus on employee engagement has taught us plenty, including how closely tied employee engagement is to an organization’s success, and what happens in this disrupted, transformed workforce without engagement: our top talent moves on. We also know that one of the primary drivers of engagement is recognition. So where do those understandings lead? If we want to be successful in this changing landscape they lead to a workplace culture built on recognition, rewards, feedback and transparency.

But to spark the kind of engagement that spurs organizational success, recognition has to be ingrained in the culture – a central and fundamental part of an organization’s DNA. When this is achieved there are countless examples of tangible results. Here are just a few:

  • Ericsson’s North American operations boosted its employee engagement scores 14% higher than the industry average;
  • When M Resort organization instituted a trackable recognition program, it elevated employee engagement by 12% within the first 8 months. It also saw a continuing rise in customer satisfaction ratings;
  • Leading health information network, Availity has aligned its corporate values with its employee rewards and recognition program, supporting a fun and engaging work environment, and ultimately solidifying its culture of transparency and respect.

Culture First, Then Engagement: 3 Must-Dos

When we look at employee recognition and ask where to start and what to focus on, most of the answers we’re getting point to culture. Culture is not just another word in the special-sauce lexicon of talent management: culture, done right, is the glue that holds a workplace together. But if it goes awry, bad workplace culture can be the source of endless friction that keeps a workplace apart. In fact, and perhaps unsurprisingly, a new SHRM study found that more than three-quarters (77%) of employees say their engagement at work hinges on having good relationships with their co-workers.

An effective culture of recognition has three prongs:

Transparency and Democratization

Positive relationships at work are built on daily interactions between employees and through opportunities for productive, creative collaboration, not occasional projects or isolated moments. Another common expectation that has come to the fore as millennials have entered the workplace in greater numbers, is transparency. Recognition programs limited to “top down” performance incentives handed down by leaders who don’t bother to consult employees on their needs and preferences can shift culture in the wrong way. Instead of inspiring greater buy-in and cultural unity, these misguided efforts may instead inspire a job search. In a workforce that values transparency, a one-directional, hierarchical approach can look like thinly veiled condescension.

What does work: opportunities for recognition and rewards that build cultural synergies demographically, structurally, and geographically. These are the stitches in a quilt of recognition that includes everyone on all levels, entry level to C-suite, by enabling participation in all directions: uphill, lateral (peer-to-peer, team to team and across teams and departments), and top-down. Recognition in this form can navigate global divides, connecting multiple hubs and geographically dispersed locations. It can’t be left to a manager to know which of his or her people want the chance to cheer their teammates on, nor should it. And they shouldn’t need to approve recognitions either. To manage recognition instead of enabling it it goes right back to the problem of top-down relationships — it simply gets in the way. On top of that, managers have enough to do, as we all know.

Integration

In the latest Global Human Capital Trends report by Deloitte, 85% of executives named engagement a key priority, but understanding how to improve it is another story. Only 34% said they felt ready to deal with issues of engagement, though 46% of companies are tackling it head-on. In terms of recognition, integration means cross-platform, frequency and flexibility. It means offering varying forms of recognition and rewards from social to monetary, from informal “Thank You’s” to big ticket rewards and incentives. Integration also means enabling recognition across any platform: via smartphones, tablets, PCs, or even an on-site kiosk.

Integrated recognition programs are already evolving: some feature open APIs that connect to other important drivers of engagement, such as health & wellness and learning & development. This also speaks to the importance of culture and another expectation that has its roots in the millennial mindset: that employees should be valued not just as talent, or “human capital” but as real humans with real lives. Workplace flexibility remains a high priority for today’s workforce, but the digital transformation also means that health & wellness, learning & development, and performance management — can all exist online or in app. It’s an easy enhancement with great payback. Moreover, it’s another stream of trackable data.

Measurability

A culture of recognition that exists across multiple platforms and embraces a wide range of functions also provides a continuous stream of data – not just for a CHRO or an HR team to measure and gain insights from, but for managers and leaders throughout the organization. Tracking program ROI and managing rewards budgets is only one part the equation. Again, this is one of the most profound ways to drive and support transparency: by sharing and democratizing the data. Consider the possibilities of a team that can look at its own performance and behaviors; of managers tracking recognition patterns as they relate to engagement and performance. In terms of retention, skills gaps, identifying front-runners and planning successions, it’s an invaluable resource.

The right reporting and analytics tools provide another source of in-the-moment feedback as well, part of that reciprocal interaction between human talent and digital tools. It also makes reporting and ROI part of the very functionality of that recognition culture. In terms of feeling invested in business outcomes, and aligned with business goals, data and graphs speak volumes.

Endless Opportunity

A recognition culture supported by a robust digital platform provides endless opportunities for positive reinforcement, all tying back to tangible benefits and results. Developed with an organization’s mission and values in mind, a recognition culture should leverage technology to humanize the workplace and provide additional meaning for every task and interaction. In this current environment that values transparency, trust and flexibility, but is more scattered across locations, devices and platforms than ever, this is what it takes.

Check out Meghan M. Biro’s third guest blog post 5 Performance Measurement Myths.

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About the Author

meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.

 

Case for Employee Recognition

Why Employee Recognition Matters

Do your employees feel recognized? Think carefully, because over 65 percent of employees report they don’t feel recognized at work. And lack of recognition just happens to be the number one reason why employees quit. Employee recognition drives employee engagement, and with higher employee engagement come lower turnover rates and stronger business results. Engaged employees perform 20 percent better and are 87 percent less likely to leave their organizations than their disengaged colleagues. Also, companies with the most engaged employees report revenue growth at a rate 2.5X greater than their competitors with the lowest level of engagement.

So, how do you start building your case for an employee recognition strategy? Start with The Case for Employee Recognition E-Book – an all-in-one guide that highlights everything you need to know about employee recognition. It details where the modern-day workplace is heading, why employee recognition is invaluable for businesses, and ultimately how to secure senior management buy-in. Below are some key takeaways from The Case for Employee Recognition E-Book that every HR professional should be aware of:

The ever-changing workplace

The workplace is constantly evolving and it’s important to be aware of where it’s heading. Organizations are no longer hierarchical and top down, but instead collaborative and bottom up. Baby boomers are retiring faster than young workers can replace them, intensifying the war for top talent and putting the ball in the millennials’ court. By 2018, it’s expected that millennials will make up more than 50% of the workforce.

Case for Recognition Gen Y Chart

The Case for Employee Recognition E-Book

Why employee recognition is a need, not a want

It’s simple: employee recognition positively impacts employee engagement and drives business success. According to Gallup 80 percent of employees said recognition is a strong motivator of work performance and 70 percent said they would work harder with continuous recognition. With $8 billion in assets and 260,000 customers, Meridian Credit Union saw a measurable, positive impact after implementing a rewards and recognition program.

“Analyzing the impact of engagement by comparing the top and bottom quartile of engaged employees showed that each highly engaged employee (top quartile) was responsible for over $2 million in growth, while each of the least engaged employee (bottom quartile) were responsible for $1.29 million.” – In regards to Meridian Credit Union, The Case for Employee Recognition E-Book

How to secure senior management buy-in

Hopefully now it’s clear that both your business and employees can benefit from employee recognition. But how can you get senior management on board? Start with the data. Numbers don’t lie and leaders will pay attention when you present them with ROI numbers for engaged workplaces, its impact on financial performance, and how recognition is a key driver of both. All this valuable data and more is presented in our new eBook: The Case for Employee Recognition.

Learn how employee recognition promotes engagement, creates an infectious work culture that retains top talent, and improves overall customer satisfaction by downloading The Case for Employee Recognition E-Book.

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About the Author
Kellie WongKellie Wong is the Social Media & Blog Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 20+ guest blog contributors. Connect with Kellie on LinkedIn.

 

For Recognition to Have an Impact, Make It Strategic

We’re way beyond the old paradigm of years-of-service plaques or holiday gift cards as a form of employee recognition. We know that such rewards, tied to tenure or sporadically bestowed on an individual employee for a job well done, fall short of achieving any larger goal. For employees, they do little to spur a sense of being truly valued by an organization. For the organization, they don’t spark the levels of engagement that we know drive performance and lead to desired business outcomes. Why is this an issue? Gallup research this year found that only 33 percent of US workers feel engaged at work (it’s a mere 13 percent worldwide!). That’s nearly the same figure it was 10 years ago.

And even if organizations do connect recognition to driving individual performance and achieving desired business outcomes, how many have a recognition program that actually works? Achievers’ 2015 “The Greatness Gap” survey of the North American workforce found that most employees are far from satisfied with how, when, or why they receive recognition — if they do at all. They don’t feel they are recognized at their preferred frequency (41%) or get a manager’s in-the-moment feedback (60%) They don’t feel recognized for making progress (57%) or achievements (53%). Based on these findings, disengagement, not engagement, seems to be the rule.

But this gap is more than just a gap in driving engagement via feedback. It represents lost intelligence on how to improve the employee experience and better align it with business goals. To play an effective role in an organization’s success, a recognition program needs to serve a powerful strategic function for both employee and employer.

Strategic recognition serves a number of dual roles:

 

It’s part of a widespread, unified system of employee engagement —

that can be customized into any format, platform and frequency.

 

It’s aligned to the vision and values of the organization —

and can be tailored to meet individual employee preferences.

 

It generates powerful insight on employee performance and behavior —

but “learns” from even the delivery of a “smile” emoji or an e-thanks.

 

It’s closely aligned to business goals and targets —

While also recognizing employees for “softer” contributions & achievements as well.

 

It builds bridges between the executive/management and employee sides —

and enables uphill, peer-to-peer, team-to-team, and intrateam recognition as well.

 

It functions from a single, Cloud-based nervous system, regardless of organizational side or geographic location—

but always feels local and human in scale and tone.

 

It identifies out-in-front performers and succession candidates —

while pinpointing gaps and trouble-spots as well.

 

A strategic program of recognition builds engagement — and therefore has a positive impact on retention — supports talent management, and is closely tied to business goals. It is also the foundation of a cohesive, supportive environment. It also looks at the future as well as the present. It may be further refined to fit organizations shifting to more autonomous, team-based structures — a coming workplace shift identified by Deloitte’s 2016 human capital research. Or it may already be addressing profound shifts in workplace demographics (4 generations working together) and geography (global organizations with multiple hubs).

How long does it take for a strategic recognition program to take root and deliver game-changing results? Shop Direct, a multi-brand digital online retailer with some 4,500 employees, launched its highly successful recognition program across multiple global sites two years ago and it is already being credited with having a major positive impact across the entire organization. 

Shop Direct’s Shine program was designed to reinforce the organization’s purpose (to “Make good things easily accessible to more people”) and values (Trusted, Together, Proud, Ambitious, Innovative), and to drive performance. The program enabled instant recognition and rewards across multiple sites. And with features like at-a-glance data and in-the-moment messages, it soon turned into a keen motivator that has boosted engagement levels by 14%. But perhaps the clearest indicator of success has been the high level of adoption that the program has achieved. In less than one year, Shop Direct employees had sent more than 355,000 recognitions, and activation rates stood at an impressive 97%. Shop Direct has since garnered multiple awards for its innovative thinking — including being ranked as one of Achievers 50 Most Engaged Workplaces.

Likewise, communication and network services giant Ericsson (managing some 2.5 billion subscribers globally), needed a strategic solution to its employee recognition challenge. The platform had to be able to connect over 15,000 employees in dozens of hubs across North America — and improve on existing manual recognition programs. After implementing the Achievers solution, Ericsson’s HR team was able to automate recognition among geographically-dispersed employees, track program spend (without once going over budget), and use program data to link recognition to business results. Employees enthusiastically embraced it, making it the most widely-utilized “voluntary” enterprise platform the organization had ever implemented.

If no man or woman is an island, no employee should feel like he or she is working alone. Whatever job we do, we all want to be appreciated. What’s most profound about a truly strategic recognition program is that is answers that very basic human need. But all the while, it’s an incredibly powerful driver — and monitor — of a much larger success story: the organization itself. That’s a win for everyone.

Check out Meghan Biro’s second guest blog post It Takes a Recognition Culture to Spark Engagement.

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About the Author

meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.

 

Employee Recognition HR Stats

5 Eye-Opening HR Stats: Why Employee Recognition Matters

Employees are arguably the most important component of a successful business.  Employees put a human face on the product, build relationships with customers, and define the work culture that feeds business performance – yet 32% of companies struggle to retain top talent. What defines an effective retention strategy varies from business to business, but there is one common element that has been found to work across most business types and sectors: employee recognition. In fact, a recent Achievers’ study found that employees have a deep desire for recognition, with 93% hoping to be recognized at least once a quarter. In addition, 75% of employees who received at least monthly recognition (even if informal) reported being satisfied with their jobs. And finally, in a recent Harvard Business Review study, 72% of respondents ranked recognition given for high performers as having a significant impact on employee engagement. With these kinds of numbers, it is clear that both employees and employers stand to benefit from a well-executed employee recognition program.

As we approach the end of 2016, this is the perfect opportunity to define the tone for the New Year and reflect on the importance of employee recognition for businesses. To help set the groundwork for a successful 2017, we present to you five revealing HR stats that prove the value of employee recognition.

  1. Employees are loyal to careers, not jobs
    Workplace loyalty is not derived from a job; it is nurtured through a fulfilling career.  78% of employees would stay with their current employer if they knew they had a career path instead of just a job. With employee recognition, you can motivate and identify core competencies to help develop career paths for employees in a positive and organic way.
  1. Understanding progress matters
    Goals can be daunting: understanding the progress made towards attaining them makes them seem more manageable, and 32% of employees agree. Employee recognition isn’t just for the big wins; it’s an excellent way to support progress and provide encouragement by giving employees feedback every time they move one step closer to completing their goals.
  1. Respect knowledge and experience
    People work hard to cultivate their skills, and 53% of employees say respect for their knowledge and experience is their top expectation of leadership. An employee recognition platform allows both leaders and peers to publicly praise employees for their expertise, providing the employee with further motivation to develop it further.
  1. Recognized employees are happy employees
    Employee recognition doesn’t require a huge commitment. In a recent survey of 1,000 U.S.-based, full-time employees 75% of employees who were recognized by their manager once a month – which is a good cadence to check in on progress to long-term goals – reported being satisfied with their job. While 85% of those that were recognized weekly reported being satisfied. The more satisfied your employee is, the more engaged they will be, and the more likely they will stay with your company for the long-term while producing stronger results.
  1. A mission statement is meant to guide employees
    Unnervingly, nearly two-thirds (61%) of employees don’t know what their company mission statement is. An employee recognition program, clearly linked to a company’s mission and values, is a great way to align employees around those values. By praising and reinforcing behaviors and outcomes that line up with and support the company’s mission and values, employees are inspired to live and breathe those values every day. This in turn helps to build a unified corporate culture and makes clear to individuals how their work helps the company to achieve its goals.

Retaining employees is about establishing reciprocal loyalty, making their jobs feel meaningful, and supporting and encouraging their professional development – one of the best ways to do all of these things is through employee recognition. When a company demonstrates its commitment to supporting and recognizing its employees, they will be rewarded with engaged employees who are dedicated to contributing to the company’s mission and bottom-line.

To discover more eye-opening HR stats and learn more about the correlation between recognition and retention, check out our white paper: The Greatness Gap: The State of Employee Disengagement.

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Also, don’t forget to check out our cool infographic highlighting these 5 eye-opening HR stats.

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About the Author

Sarah ClaytonSarah Clayton is the Communications and Campaigns Specialist at Achievers, where she focuses on generating content to drive desired recognition behaviors and engagement on the platform.

 

 

 

Employee Appreciation

Spreading Employee Appreciation Across Achievers

It’s that time of year again, time to give thanks! And what better way to give thanks than to thank our very own employees here at Achievers. A business is nothing without its employees, which is why we encourage frequent employee appreciation. Today, we’d like to highlight some of the top employee recognitions sent across our ASPIRE platform, powered by Achievers’ HR technology. We’re proud of our employees and everything they accomplish day-to-day. Check out some of our favorite recent employee recognitions and get inspired to thank someone in your organization for a job well-done!

ASPIRE recognition for embrace real-time communication ASPIRE recognition for care, share and be fair ASPIRE recognition for act with sense of ownership ASPIRE recognition for live passionately ASPIRE recognition for act with sense of ownership ASPIRE recognition for thank you ASPIRE recognition for act with a sense of ownership ASPIRE recognition for build a positive team spirit

Huge shout-out to Achievers’ employees for everything that they do. If you want to know what it’s like to work at Achievers, check out the Achievers Careers Page. We’re always looking for top talent to be a part of the A-Team! Apply today.

And don’t let employee appreciation be limited to the holiday season. Start encouraging employee appreciation throughout the entire year with an unbeatable employee recognition and rewards program! Take the first step by downloading The Ultimate Guide to Employee Recognition.

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About the Author
Kellie Wong
Kellie Wong is the Social Media and Blog Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 20+ guest blog contributors and edits every piece of content that gets published. Connect with Kellie on LinkedIn.

 

 

Learning and Development Programs

How to Leverage Learning and Development to Improve Employee Engagement

Are your employees reaching their full potential at work? According to a Middlesex University study cited in a recent Sh!ft infographic, of almost 4,300 workers polled, a whopping 74% felt that they weren’t achieving their full potential at work. So how does a business engage its employees to make them feel empowered and more productive? One answer is by providing the right learning and development opportunities.

But how do you determine which learning and development opportunities are right for your employees? Getting the answer wrong could be costly. According to Sh!ft, the total loss to a business from ineffective training can add up to $13.5 million per year per 1,000 employees. The key is to stop wasting money on ineffective training programs and start approaching learning and development initiatives with a new, creative outlook designed to boost employee engagement.

Training Magazine recently featured an article providing a behind-the-scenes look at leading tech companies that are stepping up their learning and development opportunities to successfully engage employees. Following, we have pulled a few highlights from the article to help you gain some inspiration for your business:

Adobe’s focus on quality content

Adobe focuses on learning and development opportunities through its Learning@Adobe program. With the use of their own product, Adobe Connect, and other resources, they are able to offer a wide portfolio of e-learning tools. For Adobe, it’s all about the quality of content, and we can understand why:

“Adobe gets the content right—its 60-minute virtual Adobe Connect labs consistently receive net promoter scores above 90 percent.” – Training Magazine

Facebook’s learning and development package

Mike Welsh, Learning and Development Partner and People Engineer at Facebook, shared, “Facebook’s key learning and development objectives are to promote respect and foster a culture of continual learning.” So how does Facebook accomplish this? Through a number of innovative programs. First, the company focuses on personalizing the experience for employees with various specified tracks and on-demand classes. Next, Facebook provides an Engage Coaching Program that enables new managers to have one-on-one time with an executive as a mentor. Together, they work on their people management skills. Finally, Facebook’s FLiP (Facebook Leadership in Practice) program is built for peers and executive team members to provide rising leaders honest feedback.

Salesforce centers its attention on employee success

Salesforce focuses on employee success to drive customer success. In order to do this, Salesforce developed Trailhead, an interactive customer learning platform for in-house employee training. Trailhead also opens up one-on-one learning opportunities for managers and employees to discuss and track the progress of personal goals.

But Adobe, Facebook, and Salesforce are just three of many tech leaders that are effectively using and learning and development to drive employee engagement. Don’t lose sight of what’s important to your employees. According to Oxford Economics, 62% of executives say millennials will consider leaving their jobs due to lack of learning and development. Learn how to create an unbeatable learning and development program to retain your employees and keep them motivated.

What other ways can your business kick off an impactful learning and development program? Training Magazine shares five affordable ways for companies of any size to run a successful learning and development initiative:

  1. In-house mentorship and coaching
  2. Online education courses
  3. Gather employee feedback and test new ideas
  4. Train new managers to become inspirational leaders
  5. Value your employees like you value your customers

It’s been reported that three-fourths of employees that work for companies with financial performance that is significantly above average are moderately or highly engaged. Start engaging your employees with the right learning and development opportunities. By connecting employees to new learning and development resources, they can reach their full potential at work, feel driven to produce stronger results, and trust that their company cares about its employees’ success.

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About the Author
Kellie WongKellie Wong is the Social Media and Blog Manager for Achievers. She manages Achievers’ social media presence and
The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 20+ guest blog contributors and edits every piece of content that gets published. Connect with Kellie on LinkedIn.

 

Inspirational Leadership

5 Keys: How to Become an Inspirational Leader

How important is it to have inspirational leadership versus average leadership? The answer: Very important. According to Great Leadership, organizations with the highest quality leaders were 13 times more likely to outperform their competition in key bottom-line metrics such as financial performance, quality of products and services, employee engagement and customer satisfaction. Which is why it should be mission-critical for businesses to focus on developing inspirational leaders to improve company culture, teamwork, performance and bottom-line results.

CEOs are focusing on leadership development opportunities for their workforce more than ever to maximize business performance and encourage their employees to reach their full potential. Gallup estimates that managers account for at least 70 percent of the variance in employee engagement scores across business units. The same study found that managers with high talent are more likely to be engaged than their peers: According to Gallup: “More than half (54%) of managers with high talent are engaged, compared with 39% of managers with functioning talent and 27% of managers with limited talent.” With numbers like these it’s clear to see why it’s so important to foster proper leadership development, so those leaders can in turn inspire their employees, driving engagement and leading to better business outcomes.

So what exactly does it take to become an talented and inspirational leader? There have been countless books written on the subject of leadership, but the secret to being a strong leader is not in a chapter of any book, it is having a passion for leadership. Having the passion for leadership isn’t something you can just learn or pick up over time – it is built within your DNA and motivates you to get up every morning and make an impact. But there are some proven ways to bring out the leader in you.

After more than 20 years in leadership roles, I have identified what I believe are the five keys to unlocking the inspirational leader within:

  1. Find your inspiration
    Identify a role-model. For example, Bill Gates or Richard Branson, to name a couple current examples that instantly leap to mind. But they don’t necessarily have to be famous – think of any successful leader in your life who inspires you daily and aligns with the type of leader you want to be. Start exemplifying their leadership behaviors, whether it’s being more supportive, positive, fair, consistent, transparent, appreciative, or all of the above. It’s important to look up to someone – every leader had another leader to look up to at one point in their life.
  2. Lead by example
    This step sounds cliché, but is absolutely true. You should always lead by example and practice what you preach. No leader is effective or taken seriously if they can’t act on their own beliefs or practices. Leaders need to actually lead the way, versus just talking the talk (and not walking the walk).
  3. Nurture others
    Take care of your people, from hiring to training, support and development and career pathing. Your team needs to feel the love when it comes to the full employee experience. It’s not always just about getting work done – it’s about feeling valued, appreciated and taken care of.
  4. Empower your team
    First and foremost, hire the right people with the right attitude and who are passionate about what they do. You want to build a team that meshes well together and shares the same values as the company, then train them well, starting with a strong, structured onboarding program. And of course, always provide a supportive, empowering environment for your team to thrive. Allow employees to learn from failures and celebrate their successes with frequent recognition and rewards.
  5. Have fun
    It’s as simple as that! Business is business, but you have to make time to play and have fun. It makes all the difference when you enjoy what you do – people can see when someone loves what they do and your positive energy will only benefit the workplace. Also, according to the Center for Creative Leadership, 70 percent of successful executives learn their most important leadership lessons through challenging assignments. Consider taking an out-of-the-box approach with challenging assignments to make them more fun.

Not only do these five keys result in better leadership, but they also have the side benefit of increasing employee engagement. Inspirational leaders take the time to inspire, support, listen and identify opportunities for their team. According to The Harvard Business Review, developing strengths of others can lead to 10-19 percent increase in sales and 14-29 percent increase in profit.

As an inspirational leader, you can effectively engage your employees and develop their strengths for more successful business results. If you act upon these five keys with genuine interest, honesty and sincerity, you will become a more inspirational leader, foster strong and meaningful relationships and improve your bottom-line.

With 51 percent of employees reporting that they are not happy at work (see our latest infographic), companies clearly need more inspirational leaders to boost employee engagement and retain top talent. Want to learn more about the current state of employee disengagement? Download The Greatness Gap: The State of Employee Disengagement White Paper.

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About the Author

Marci Peters

Marci Peters began her 20+ year Customer Experience & Contact Centre profession in the telecom space, but she has spent the last four years with Achievers – Changing the Way the World Works. She believes strongly that customer needs shape the business and employees are your most valuable investment. She has a proven track record in tactical execution of strategic customer initiatives to transform service delivery and drive positive results. View Marci Peters’ LinkedIn profile here.

 

Company Culture

Why Work Culture Directly Impacts Employee Performance

A recent study from researchers at the University of Warwick, cited by Entrepreneur magazine, revealed that happiness makes people 12% more productive. Said the authors of the study, Professor Andrew Oswald and Dr. Daniel Sgroi from the Department of Economics at the University of Warwick:

“Companies like Google have invested more in employee support and employee satisfaction has risen as a result. For Google, it rose by 37%… Under scientifically controlled conditions, making workers happier really pays off.” Added Dr. Sgroi: “The driving force seems to be that happier workers use the time they have more effectively, increasing the pace at which they can work without sacrificing quality.”

What contributes to this happiness? There can be many factors – from family life, to favorite activities, even literature, music, or movies – but work culture can also play a major role in employee happiness. Work culture is a collective term for a handful of the most important factors that are under an employer’s control, and as such, it is highly relevant for every manager. The underpinnings of a strong company culture include factors related to an employee’s physical health, emotional well-being, mental clarity, and can help give their work a greater sense of meaning. Work culture is rooted in the beliefs and values that an organization establishes, and when these are clearly communicated throughout the organization, they can help boost employee engagement and motivation. Here’s why:

Worker trust is linked with shared company culture

Optimal employee performance depends on the ability of employees to trust their organization. Writing in the Harvard Business Review, Stephen Covey and Douglas Conant assert that employee trust is essential to a company’s financial success. To truly build a company culture around the key value of trust, it is required to, “personally celebrate employees for their contributions.” This climate of trust, supported by recognition, results in a positive company culture, which in turn solidifies your financial standing. Trust can also be established during periodic employee performance reviews, when managers get the chance to listen to their employees and learn what makes them happy, including what they want in a positive company culture.

“Why we work determines how well we work”

This axiom was presented by researchers who studied scores of workers and companies worldwide. If people perceive underlying purpose in the work they do, they perform better. One example given by the authors had two groups of workers that were assigned to analyze medical images. The group that was told the images contained cancer cells spent more time and did higher quality work than the control group who were not given any context for the task. When you convey the importance and coherence of your company’s purpose, you help your employees to feel that their work has meaning. Your company’s cultural values and mission statements play a larger role than you think. Reinforcing cultural values that resonate with your employees on a personal level directly impacts their motivation and drive to perform better at work.

A strong work culture balances out corporate change

“Fast-paced change, uncertainty, and volatility are the lexicon of our work lives,” according to Peter Cheese, the CEO of the Chartered Institute of Personnel and Development (CIPD). Corporations are changing fast in order to keep up with emerging trends, and they need their employees to be agile as well. A strong organizational culture keeps everyone aligned and engaged, so that riding out changes becomes a mutually shared effort rather than a divisive or damaging force. When employees feel left out of the loop or are unaware of the company’s bigger picture, their performance and motivation suffers as a result. Keep your employees informed on changes happening within the organization, so they know what’s ahead for the business and the impact their role has in all of it.

Industry research on the importance of a positive work culture reveals that 87% of organizations agree that culture and employee engagement are among their most urgent challenges. To learn more about developing your company culture, download Achievers’ e-book: All for One and One for All: Uniting a Global Workforce with Company Culture.

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Company Perks

5 Insanely Great Company Perks That Will Draw Top Talent

Life would be simple if hiring the best people were only a matter of offering competitive pay. Incentive Magazine revealed employee benefits are more valuable than ever – according to MetLife’s 10th annual study of employee benefits trends, there is a strong relationship between satisfaction with benefits and overall job satisfaction. In today’s tight talent market, employers have to claim a unique position for their brand if they want to snag the top-tier candidates. Here are five compelling perks your business can use to make all your job openings magnetic.

1. Unlimited vacation

As achievement is increasingly measured by output rather than hours, work schedules are becoming less relevant. Remote working means a revolutionary new approach to accountability; employees may prefer working in the middle of the night or from a seaside cafe on another continent. Workers in the era of unlimited vacation are in some ways more connected to their jobs than ever before while also being free as birds.

2. Endless food

The days of packing lunches from home are ancient history in today’s most progressive organizations. Whether it’s the catered meals and stocked kitchens of SquareSpace, the fun lunches of Warby Parker, or the personalized birthday boxes offered by Stack Exchange, today’s work culture is all about great food. Even smaller companies keep their employees’ energy up by providing healthy high-protein snacks by the coffee maker.

3. On-site health support

Your company’s well-being relies on healthy employees, so why not invest in their health if you have the chance? This philosophy may take the form of on-site medical clinics, fitness centers, or bowling alleys – or it may include offering free gym memberships. Regardless of how fancy the facilities are the goal remains the same. Get employees up and moving around if you want to keep them engaged and energized for the long-term.

4. Unbeatable employee referral programs

Plenty of organizations offer plain vanilla employee referral programs, but if you want to be noticed for your policies, the trick is to pay attention to best practices. Serve up those referral bonuses promptly and be willing to reward outside your own organization. Nudge your staff several times a year to be on the lookout for new team members and change up the bonuses regularly. There’s no better way to build stability in your organization than by maintaining an effective employee referral program.

5. Rewards and recognition

Finally, employee recognition programs both attract employees and keep them engaged, as Ericsson’s E-Star program demonstrates. This company’s monetary and social recognitions program has a broad approach, with numerous benefits and perks, including a referral program, digital gift cards, mobile app capabilities and much more. These recognition all-stars do it all with style, building employee commitment by providing a positive work environment.

Download our Achievers Culture eBook today and learn more about how these perks can fit into your company’s strategy for building and boosting employee engagement.

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Millennials at the workplace

Motivate Millennials With a Culture of Recognition, Inspire All

Millennials are the hot topic of conversation in human resources departments today. This much talked-about but little-understood new generation is coming into its own in the workforce and will soon represent more than half of all U.S. employees. As baby boomers continue to retire, companies are facing the challenge of attracting and retaining millennials to replenish their ranks. With this backdrop, understanding the kind of corporate culture millennials desire and the forces that motivate them is key. But when you dig a little deeper, you will find that many of the same forces that motivate millennials also have a broader positive impact on your entire workforce, no matter their generation or demographic.

Millennials aren’t as different as you think

There’s been a lot of talk about how millennials are different from other generations, but the latest studies show that may not really be the case. The differences between the older and younger generations have more to do with age and life stages than with the different generational experiences they had growing up.

Millennials share many of the same long-term career goals as older workers. These include making a positive impact on their organization, helping to solve social and environmental problems, and working with diverse people. They also want to work with the best, be passionate, develop expertise and leadership capabilities, and achieve both financial security and work–life balance. In fact, only a few percentage points separate the number of millennials, gen-Xers, and baby boomers who claim these as their top goals.

That doesn’t mean that companies don’t need to adjust and evolve to attract and retain millennials; it just means that the changes they make will resonate with, and increase employee engagement among, all their employees, not just the youngest. And while there are technology solutions that can help you in this area, technology alone won’t compensate for a corporate culture that doesn’t focus on showing workers true appreciation.

What you can do to get started

If you’re a business looking to boost millennial appeal and improve overall employee engagement, consider making the following changes:

  • Emphasize a broader purpose. Create excitement around the company’s mission and purpose by connecting to broader social causes and cultural movements.
  • Encourage collaboration. Break down silos and encourage collaboration between diverse teams across your organization. Use team-building activities to help employees get to know each other and build interdepartmental connections.
  • Provide frequent feedback. Recognize contributions. Encourage employees to develop their skills and expertise by providing with training opportunities along with frequent feedback. Create a culture that recognizes and rewards achievements.
  • Provide opportunity. Look for employees who are ready to take leadership positions and give them the chance to show what they can do. Hire and promote from within rather than bringing in outside experts.
  • Reward and recognize. According to the “Happy Millennials” Employee Happiness Survey, 64% of millennials want to be recognized for personal accomplishments, but 39% of them report that their companies don’t offer any rewards or recognition. Show employees you appreciate and value their hard work by recognizing and rewarding their efforts and achievements.

Getting the most out of millennials and other generations in your workforce requires creating a culture that encourages, supports and rewards success. When you do this it will have positive ripple effect across your entire organization, regardless of generation. Download our e-book, “The Ultimate Guide to Employee Recognition, and learn how to use rewards and recognition to engage and motivate all your employees.

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Employee Incentive Programs

Best employee incentive programs for health & fitness

Many companies consider wellness programs to be a nice extra — an optional perk to keep employees engaged. The evidence, however, demonstrates that workplace wellness programs have far-reaching economic benefits for the companies that put them in place. Harvard Business Review notes that Johnson & Johnson saved $250 million on employee health care costs as a result of their long-running emphasis on worker wellness. This works out to a return of $2.71 for every dollar they invested. Here’s a quick look at how you can help your employees improve their level of wellness.

Incentives are essential

The Wall Street Journal reports “Nearly 90 percent of employers offer wellness incentives or financial rewards or prizes to employees who work toward getting healthier.” This percentage represents a substantial increase from earlier years, as organizations have come to recognize two things: first, they will benefit financially from a healthier workforce, and second, employees aren’t good at following through with new health habits in the absence of incentives. The fact that people have trouble sticking with health resolutions is well-known, so organizations and workers alike can benefit from well-organized programs.

Diverse approaches to employee incentive programs

Employee incentive programs can be structured around several models, and you may want to draw from each one in order to suit the diversity of personal styles among your staff:

  • Personalized interventions: These reward individual employees for taking specified personal health steps, such as completing a health risk assessment, reaching a target weight, or getting a cancer screening. Individual incentives don’t invite team effort or competition, but people who prefer to make such efforts privately will appreciate receiving an individual bonus.
  • Employee competitions: Some people are motivated by the recognition they will achieve by coming out on top of a friendly competition. The contest model can be applied to such actions as quitting smoking, attending a certain number of exercise classes, or walking the greatest number of steps in a given period. Incentives for winning such competitions can be gift cards, vacation days, and/or public presentation of prizes.
  • Collaboration: The third model for creating employee incentive programs is a collaborative one. Lunchtime walking groups or gym clubs use a supportive camaraderie to encourage employees to remain disciplined. Incentives here can also be cash, gift cards, or peer-to-peer recognition.

Letting your employees know you care about their health and wellbeing will build a sense of loyalty in your organization and contribute to a stable, productive economic future as well.

Company Mission Statement

Top 5 best company mission statements

There are many ways to define or approach a company mission statement, but the intent is the same in all cases: Mission statements are meant to align an organization’s employees to a clear, primary purpose. While many mission statements aren’t particularly inspiring, the most effective ones help employees find meaning in their work and feel like they’re making a difference for the greater good.

Unfortunately, our 2015 North American workforce survey found that a majority of workers fail to find such a sense of purpose in their employer’s mission statement; often because they don’t even know what it is. They understand job demands and performance evaluations, but aren’t able to see how their own daily efforts impact the bigger picture.

The best company mission statements pull double duty as compelling engagement tools. For example, our mission statement at Achievers is “To Change the Way the World Works.” We know it sounds lofty, but we genuinely believe that the work we do each day can have a real impact on the work lives of millions of employees globally. And we like to think that our big mission is part of why our employees come to work every day and give an A-plus effort.

If you think your mission statement still needs work, we’ve pulled some inspiration from organizations with passionate employees and big goals. Hopefully this will help you find a new way to energize and align your employee base:

  1. Twitter

The mission: “To give everyone the power to create and share ideas and information, instantly, without barriers.” The technology company aims to remove communication barriers and help people connect with one another. What’s more heartwarming than that?

  1. Clarks

The mission: “Our passion is to listen to our customers and deliver a product that allows the consumer to feel the pride, respect and trust of everyone at the Clarks Companies N.A.” Clarks focuses on guiding employees to create high-quality products and deliver excellent customer service.

  1. MGM Resorts International

The mission: “MGM Resorts International is the leader in entertainment & hospitality—a diverse collection of extraordinary people, distinctive brands and best in class destinations. Working together, we create partnerships and experiences that engage, entertain and inspire.” MGM’s commitment to diversity encourages its employees to work collaboratively as they pursue innovation.

  1. Coca-Cola

The mission: “To refresh the world…To inspire moments of optimism and happiness…To create value and make a difference.” This uplifting mission statement reaches beyond the company’s flagship soft drink, instead resolving to make the world a happier and more inspired place.

  1. REI

The mission: “We inspire, educate and outfit for a lifetime of adventure and stewardship.” Their mission ties their employees to a love of the outdoors, sustainability, and healthy living.

According to Gallup, sincere mission statements help improve employee loyalty, employee alignment, and customer engagement. With those results, there’s no reason not to get on board by creating a company mission statement that actually works.

 

How to motivate employees during the holidays

How to motivate employees during the holiday season

The winter holiday season is often a distracting time for employees. They may be hosting family members or planning to travel, the kids are home from school, and they may be working under generalized holiday stress. The common outcome for business is a high absentee rate and a distracted work force, leading directly to lowered productivity. As a manager, it’s your job to find positive ways to keep everyone on task. Below are three basic tips to keep your employees enthusiastic about their jobs despite the pressures of the season.

Plan ahead and be flexible

Don’t let holiday scheduling sneak up on you. Meet with your staff right now to go over everyone’s scheduling needs and to make sure the office doesn’t end up shorthanded. Nothing adds to holiday burnout more quickly than employees being forced to do someone else’s work in addition to their own. If your staff can work remotely, consider letting them extend their time away while still meeting productivity goals. Also remember that winter holiday travel can be affected by weather, and half your team could end up snowed in at an airport across the country. Likewise, allowing schedules to flex a bit to accommodate holiday obligations can help support your employees’ work-life balance and build loyalty to your company.

Create a festive atmosphere

Your employees are going to appreciate your acknowledgment that the holiday season is special. Business Know-How notes that you can increase employee motivation by offering a few celebratory observances. “Secret Santa” exchanges are popular and cost-free for your company. Plus, supplying an assortment of treats and decorations that recognize all of the different holidays that are celebrated during this season can create an atmosphere of emotional warmth. If possible, schedule a holiday party during the workday, so you’ll avoid putting pressure on your employees to invest scarce personal time in work-related events.

Offer rewards and recognition

Kimberly Merriman, associate professor of management at Penn State University, points out that providing parties, gifts, and other forms of acknowledgment carries important symbolic value: “They send a message that the employment relationship is more than simply a transactional one.” A Glassdoor survey focusing on holiday recognition found that “53 percent of employees would stay at their company longer if they felt more appreciation from their boss.”

Knowing how to motivate employees is essential throughout the year, but it takes on unique importance during the holiday season. If you plan ahead, create warmth and recognize each employee’s unique contribution, you can build good will that may last until next year’s holiday season.