Posts

employee feedback

5 Startling Facts: Why Employee Feedback is Essential

If you were on a quiz show for managers, you could easily recite a list of critical elements of business success: strong financial management, a solid customer service strategy, and so on. But would employee feedback be on your list? If not, you are missing a key business driver. Below are five reasons why listening to your employees is central to your company’s success:

  1. Failure to Listen is Expensive

As a matter of fact, “Millions of dollars are lost every day in organizations simply because of poor listening,” according to leadership training expert Dan Bobinski. He explains that these lost dollars trickle away due to errors, ineffective decisions, and eroded teamwork.

Interestingly, the chief obstacle to obtaining employee feedback is fear, in Bobinski’s analysis. He notes that managers are often afraid to listen because they worry they might give the impression of agreeing with something they don’t actually support. Other reasons that leaders may not listen well is that they don’t want to hear feedback that may force them to reconsider their own perspective or they may simply fear that they won’t have a chance to convey their own viewpoint during the discussion.

Do any of these reasons sound uncomfortably familiar? If so, you’re not alone. However, it is critical that you don’t allow these fears to wall you off from employee input. Feedback you miss out on due to any or all of these fears could be feedback that has the power to positively impact the performance of your organization.

Fear of listening can be overcome. To that end, Bobinski offers a bit of reassurance: “Truly understanding someone else’s point of view does not come naturally. It’s a learned skill that always requires effort.”

  1. Employees Value a Listening Culture Higher Than Compensation

According to Deloitte research, employees value “culture” and “career growth” almost twice as much as they value “compensation and benefits,” when selecting an employer. Deloitte’s research notes that ideal work cultures focus on an environment of listening. They point out, “The world of employee engagement and feedback is exploding. Annual engagement surveys are being replaced by “employee listening” tools such as pulse surveys, anonymous social tools, and regular feedback check-ins by managers. All these new approaches have given rise to the “employee listening” officer, an important new role for HR.”

Encouraging employee feedback is a way of granting your workers power that doesn’t require adding to their salary or granting promotions. Research published by the Society for Human Resource Management (SHRM) notes that 70% of employees rank being empowered to take action at work when a problem or opportunity arises as having a critical impact on their engagement.

  1. Supervisors Listen More to Employees with Higher Status or Longer Tenure

Even with the best of intentions, “supervisors develop selective hearing when it comes to feedback,” according to research published by the University of Texas at Austin. The study goes on to explain that managers tend to listen to employees with whom they are more personally comfortable or who have been on the job longer. Perhaps not surprisingly, the outcome from this bias is that the less-listened-to workers end up with lower performance reviews and ultimately diversity of team composition is eroded.

The solution to this, according to the researchers, is for managers to become aware of their unconscious biases and to intentionally connect with their team members in a systematic way. Another method for reducing unconscious bias is to include anonymized employee feedback through surveys, so that a person’s status doesn’t give their words extra weight.

  1. Employee Listening is Essential to Strong Leadership

An interesting analysis published in the Harvard Business Review describes an all-too-common mindset among leaders and managers that equates listening with weakness. The article noted that some leaders think of themselves as leaders in a dogmatic sense, a person who tells their subordinates what’s what. However, the article counters this by saying, “…it’s equally important for managers to stand down and listen up. Yet many leaders struggle to do this, in part because they’ve become more accustomed to speaking than listening.”

The key to translating listening skills to effective management lies in taking what you learn from your employees’ feedback and translating it into direct action. Everything your employees report can lead to an active response and it is essential that it does – particularly if the feedback reflects existing issues. Taking action to remedy a problematic situation becomes a win-win feedback cycle, because it allows you to build trust with your team that will likely result in greater transparency on their part, moving forward. Over time, your employees will have confidence in the fact that bringing an issue up with you is the first step to solving it.

  1. Being Unheard Will Damage Your Employees’ Motivation

If you’re focused on building a strong sense of employee engagement, listening is one of your most important tools. Put all the perks like catered snacks and bring-your-dog-to-work policies on the back burner. None of those are as vital as simply reaching out for employee feedback. Leadership expert Brian Tracy puts it bluntly: “Every time you fail to use listening skills and withhold your close attention from another person when they are talking, you make them feel valueless and unimportant. You start to create a negative downward spiral that can lead to unhappiness and disaffection in a workplace.”

Establish a direct line to hearing your employees by initiating a policy of employee check-ins. Using this systematic approach will help to ensure that you don’t lose track of any employee. Engagement must be nurtured proactively across all employees, even those who appear to be doing well on their own. Those individuals who are quietly productive can just as quietly fall into a pit of despair and start searching for a job where their diligence is recognized.

Always-on employee feedback empowers employees and managers – and has an immediate impact on employee engagement. For more information on staying tuned in to your workforce, download our white paper on “Taking the Pulse of Employee Engagement”. You can also visit Achievers Listen, and learn how your company can benefit from a new climate of transparency.

Learn More Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author

Natalie Baumgartner is the Chief Workforce Scientist at Achievers. She has spent her career advising companies of all sizes, from entrepreneurial startups to Fortune 500 firms, on issues related to company culture. Specifically tackling key hire assessment and portfolio due diligence issues, she’s found success analyzing what most overlook – the human element. She holds a Ph.D. in Clinical Psychology with a specific focus on assessment and additional training in strength-based psychology. Natalie serves on the board of the Consulting Psychology Division of the American Psychological Association. She is a popular speaker on culture and recently did a TEDx talk on the importance of culture fit. Natalie is a culture evangelist and is passionate about the power that culture fit has to revolutionize how we work. As an avid Boot Camp aficionado, if you can’t find Natalie in the office odds are good you’ll bump into her sprinting up mountains in her hometown of Denver, CO.

 

 

Employee Listening and Feedback

How to Show Your Workforce That You’re Really Listening

It’s no secret that the majority (87 percent) of today’s workers feel disengaged in the workplace. While there are many reasons for this high level of disengagement, employee complaints about employers not listening to them certainly ranks high on the list. In fact, a recent study revealed that more than one-third of the workforce believes that their employers do not listen to their ideas.

This is a staggering number and one that employers should not overlook. Not only can showing your workforce that you are really listening to them improve employee engagement levels, but it also can boost workplace morale, job satisfaction rates and overall retention. The good news is that listening to your employees is not as difficult as you might think. Here are some tips to get you started.

Let Employees Speak

The first step to really listening to your employees is to pave the way for them to speak. If your employees already feel like you’re not listening, you cannot expect them to spontaneously come to you with ideas or concerns. According to a recent study, more than 40 percent of junior-level workers state that they are afraid to bring ideas or concerns to upper management. Your employees will never feel heard if they don’t feel comfortable speaking up in the first place.

You can overcome this barrier by developing a platform for them to speak. Pulse surveys can be an extremely effective platform, especially when using an anonymous and easy-to-use interface, such as single-click surveys. Offering a fast and secure way for employees to voice their opinion can improve day-to-day engagement with your team and provide you with candid feedback.

Make Listening a Priority

It is not enough to simply say that you’re going to start listening to your workers, you must make listening to them a priority. It’s important to develop active listening skills, so your team knows that you are really listening to what they have to say. Improving your listening skills will make you a better leader and enable you to better manage your team.

Look for and create opportunities to listen to your team. For example, set time aside when conducting both individual and group meetings for your employees to discuss their work experience and provide constructive feedback. Once your team discovers that they are able to provide honest feedback without negative results from management, they will start to look forward to these opportunities to share their ideas with you.

Prepare to Hear the Good and the Bad

Don’t make a commitment to listen to your employees if you’re not ready to hear what they have to say. You must prepare yourself to hear both positive and negative feedback. How you respond to your employees, regardless of how you feel about the input, will have a direct impact on their willingness to give their opinions in the future. Remember that the goal is to show your employees that you are really listening to them, whether you like what they have to say or not.

Make Engagement Part of the Process

Listening is the starting point for boosting employee engagement in the workplace. When your employees express an opinion, it is important to actively listen to what they have to say by taking the time to ask questions, gather feedback and encourage them to elaborate more on their input so you have a rich understanding of what they’re trying to communicate.

Ensure that you’ve heard them fully by repeating back what you’ve heard, giving them an opportunity to clarify their points if necessary. Engaging with your people in this way will let them know that you are listening to them and it will reduce potential miscommunication between you and your team.

Take Action

Listening is only the first step. You must also take action. This doesn’t mean that you have to act on every suggestion or concern that your team has, but you should always closely evaluate what they have to say. Then, when you come across employee suggestions or concerns that call for more attention, don’t stop at just listening – take action.

Develop a plan that will put your employee’s idea into action. Technology can help with this by delivering bite-sized, personalized actions to employees and managers so that everyone is empowered to impact engagement right away. When your employees know that you are willing to make changes based on ideas or issues they have shared, they will know that you not only want to listen to them – but that you truly care about what they have to say.

Follow-Up Is Vital

Listening is not a point-in-time activity, it is ongoing. If you fail to follow up on the input you’ve received, your efforts to show your employees that you are really listening to them will be for naught. For example, take the time to thank your employees for providing honest feedback, let your employees know what actions, if any, are being taken, and use communication tools (i.e., the company newsletter) to share survey results and follow on action. It’s critical that your employees know you’ve heard them, even if immediate change is not possible.

Listening to your employees boosts employee engagement and job satisfaction. It inspires positive change in the workplace and has an equally positive impact on the performance of your business. Take the first step in really listening to your employees by downloading Achievers’ white paper, “Taking the Pulse of Employee Engagement.”

Download White Paper Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Natalie Baumgartner is the Chief Workforce Scientist at Achievers. She has spent her career advising companies of all sizes, from entrepreneurial startups to Fortune 500 firms, on issues related to company culture. Specifically tackling key hire assessment and portfolio due diligence issues, she’s found success analyzing what most overlook – the human element. She holds a Ph.D. in Clinical Psychology with a specific focus on assessment and additional training in strength-based psychology. Natalie serves on the board of the Consulting Psychology Division of the American Psychological Association. She is a popular speaker on culture and recently did a TEDx talk on the importance of culture fit. Natalie is a culture evangelist and is passionate about the power that culture fit has to revolutionize how we work. As an avid Boot Camp aficionado, if you can’t find Natalie in the office odds are good you’ll bump into her sprinting up mountains in her hometown of Denver, CO.

 

 

skeleton in office

13 HR Stats That Will Make You Lose Sleep This Halloween

Halloween goblins might be scary, but it’s flesh-and-blood people that can really keep you up at night. People are the engine that drives your company’s profits, and if you’re not recognizing employees effectively, the financial fallout can be a real-life nightmare. Look through the unsettling stats below and take them to heart, if you want to keep the horror tales at the haunted house and not in your HR office.

  1. Just Being a Good Manager Isn’t Enough

To retain your most talented workers, the stats say you have to do more than just be considerate and reasonable. When Facebook’s top HR leaders surveyed employees who stayed with their company, those workers had certain things in common: “They found their work enjoyable 31 percent more often, used their strengths 33 percent more often, and expressed 37 percent more confidence that they were gaining the skills and experiences they need to develop their careers.” The takeaway? To keep your best people, shape their jobs based around their strengths and passion.

  1. Employee Engagement Decreases With Age

A survey by HR firm Robert Half UK found that more than twice as many employees over the age of 35 state that they are unhappy in their jobs, compared with younger workers. This is vital information, since the proportion of 55-and-older workers in the labor force is rising, and the Bureau of Labor Statistics expects that age group to represent 25 percent of the working population (40.6 million people) by 2024. Frequently recognizing employees of all generation types is vital if you want to maintain the benefit of their skills and experience.

  1. Only Half of Millennials Plan to Stay with Their Jobs

Statistics can be tricky. After reading about how older workers are less satisfied, we now find stats saying that it’s the younger people you have to worry about losing. Gallup research reveals that “21 percent of millennials say they’ve changed jobs within the past year, which is more than three times the number of non-millennials who report the same.” Whether you’re dealing with older workers who are unhappily stuck in a job they don’t like, or younger ones with one foot out the door, your best defense is a strong employee feedback program.

  1. Employees Who Feel Dead-Ended Will Leave

No path for advancement is the issue “that bums working Americans out the most,” according to CNN Money. If you want to retain your best talent, you’ll want to structure your organization so that they can move their career forward right from their current position. By practicing careful employee listening, you’ll be the first to know if there’s any brewing dissatisfaction, and then strategize on how to offer a solution.

  1. Ignoring Employee Engagement Hurts You Financially

Listening to your employees and offering recognition can boost engagement levels and are central to your organization’s long-term financial viability. New research published by Gallup News reports that “A highly engaged organization can see 18 percent higher revenue per employee compared with the average.” Stats like these are vital to bring to the C-suite, especially when you need to explain the benefits of a recognition program.

  1. Employees Skip Work More If They’re Not Learning

Do you make the mistake of assuming that your team is happiest when they know everything there is to know about their job tasks? In fact, the Gallup News article cited above notes that organizations could experience 44 percent less absenteeism and 16 percent higher productivity if they give their workers a chance to learn and grow on the job.

  1. Most Workers Don’t Feel They Can be Honest With Their Boss

Don’t assume that a silent employee is a happy one. A recent study shows that only 43 percent of employees “strongly agree” that they “can express thoughts, feelings and disagreements with [their] supervisor.” You need to create a safe environment, so that every one of your employees will feel comfortable telling you what they really think.

  1. Many Employees Don’t Think Their Company Serves Customers Well

It’s all too common for HR professionals to completely separate the metrics of employee well-being from customer experience. A 2018 report by Gallup on workplace culture shows that “only 26 percent of U.S. workers believe their organization always delivers on the promises they make to customers.” Fewer than half (41 percent) of employees even agree that they know what differentiates their company’s brand from its competitors. This sense of disconnection quickly becomes a terrible feedback cycle, because discouraged employees provide poor customer service.

  1. Lack of Inclusiveness Equals Lower Employee Engagement

There is good reason why 69 percent of executives surveyed by Deloitte cited diversity and inclusion as a top priority. Deloitte’s stats show that 39 percent of employees would leave their current company for one that had a more inclusive culture, and over half (53 percent) of millennials would do so. A diverse workplace environment brings fresh perspective, and facilitates the broadest possible range of useful employee feedback.

  1. If You’re Not Listening, You Can’t Retain Ambitious Employees

In today’s tight labor market, you’re competing for top talent. In a survey of employees who quit their jobs to pursue career development, 33 percent said the job they left had not matched their expectations in this respect. When you engage your team with frequent employee check-ins and pulse surveys, nobody’s hopes and expectations will go unnoticed.

  1. It’s Really Expensive to Replace Your Employees

On average, it costs $4129 for each hire, according to SHRM’s Human Capital Benchmarking Report. Moreover, the average annual employee turnover rate is 19 percent, or almost one out of five. You can’t prevent a few workers quitting for personal and family reasons. However, it’s definitely in your best interests to avoid losing any additional people as a result of them feeling unappreciated.

  1. Employees Shame Each Other About Taking Vacation Time

Even if you’re not the one doing the shaming, 59 percent of millennials report feeling ashamed to take the vacation days that they’re entitled to. Not only that, 42 percent of them even confessed to shaming their coworkers for that reason. Your encouragement to take time off will benefit your team: Statistics from Project Time Off note that 78 percent of managers say that managers feel vacations improve employee focus, and 70 percent say that workers are more committed to the company following paid time off.

  1. Your Workers Expect You to Support Their Work-Life Balance

A Glassdoor survey found that 85 percent of employees “expect their employer to support them in balancing their life between work and personal commitments.” These type of stats speak volumes about how the workplace environment is transforming in the 21st century. Are you keeping up with these evolving expectations?

To avoid HR nightmares this Halloween, learn more about how to effectively engage your workforce. Download our e-book, “Engage or Die: How Companies that Act Fast on Engagement Outpace the Competition.”

Download EBook Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

Contact Us

Privacy Policy

Achievers CARES Team

Achievers CARES: How We Engage Employees Through Giving Back

Modern workplaces struggle to attract and retain top talent. We all know this, and if you look around today it’s easy to see that workers are demanding more alignment of values in their workplace. The competition for the best-of-the-best, coupled with a growing pool of opportunities, has companies spinning to look for new and exciting ways to connect with their workers. Globally, engagement rates amongst employees is an average 15%, and it will come as no surprise that people look for more than just a ‘job’ in their employer.

I’ve worked in the non-profit sector for the bulk of my career, and when transitioning into the tech sector, it was incredibly important for me to preserve the values associated with giving back. An important deciding factor for me in selecting Achievers as my next employer was primarily based on the organization’s culture. At Achievers, employees are provided an amazing opportunity to engage with organizations meaningful to them. We are provided four volunteer days per year to help an organization of our choice. 

The importance of giving back might not be specifically measurable, but the tangible nature of enabling employees to help their community is something that no doubt impacts staff retention.

Many modern workplaces have evolved to include Corporate Social Responsibility (CSR) efforts, but not all are effectively executed. Companies need to do more than convince their workforce that what they are doing is sufficient. CSR is often employer-mandated ‘giving back’, but there are a few things that businesses can consider to ensure employees feel empowered to give back to their communities.

At Achievers, we have Achievers CARES, a staff-led initiative that is run by volunteers who help employees identify engagement opportunities and raise necessary funds for local charities. Every year, we raise thousands of dollars for local and international development initiatives that help communities impacted by poverty, mental health and other areas close to our employee’s hearts. When I joined Achievers, I was fortunate to join Achievers CARES early on – it has been a great way to jump in and get involved. The level of planning and organization that goes into this well-oiled committee has been inspiring. We make it easy for newcomers to pick up and start rolling. Not only is the plan easy to execute, but the events we plan for our employees are fun and engaging. Here are three of our most successful and enjoyable annual initiatives:

  1. Top Chef

Achievers Top ChefThis event has run for four consecutive years and encourages employees to prepare a dish or purchase a ticket to taste staff-prepared dishes; staff is selected by employees through a voting process. We also invite local chefs to help judge employee dishes (past judges include: Rosa from Caffino in Liberty Village and Markus), in the categories of appetizer, main and dessert. The chef who is crowned winner for the event selects the local charity they would like to donate all event proceeds to. This is a fun way for employees to showcase their culinary skills and taste delicious selections from the diverse backgrounds of our team members. Each June we host this event, which is an Achievers favorite and one that encourages everyone to get involved – and it just happens to have a tasty meal! Top Chef’s goal is to raise funds for local charity and showcase the culinary skills of our employees.

  1. We Care Week

We Care WeekEach fall, we launch our Achievers We Care Week. During Achievers Care Week, we have an array of activities for employees to get involved with local charities. We make things fun, keep it relevant and end off the week with a fun social event for all staff – to thank them for their participation. This year, from September 24-28, we are volunteering at CAMH, Parkdale Foodbank, Scott Mission and raising some needed funds for Save Our Scruff. Together, we are making an impact on our community, and we are proud of the initiatives we are lucky to support.

 

  1. March Madness

March Madness Charity BracketMarch Madness is a popular time for sport enthusiasts, so we decided to capitalize on this and offer an opportunity for our employees (local and remote) to compete with one another. Using the existing NCAA college basketball pool, employees who want to participate are required to purchase a ticket and select the teams they think will be victorious. At the end of the tournament, the individual who has selected the most correct winners, will be awarded the opportunity to choose a local charitable beneficiary for half of the funds pooled, and the other half goes to the employee! Coupled with a March Food drive, this initiative ran for the first time in 2018 and was a huge hit amongst our staff. This is a great addition to our initiatives because it includes remote employees, which is a typical struggle companies face.

By ensuring we are thoughtful with our approach, we have successfully raised thousands of dollars and volunteered hundreds of hours as an organization. The best part about Achievers CARES’ initiatives is that employees genuinely want to participate – and it’s mainly because the opportunities are meaningful to them. Knowing that we’ve aligned our business and employee values gives our committee a sense of pride, and further motivates us to continue to innovate for everyone at Achievers. The planning that goes into our events and initiatives is easy to replicate for any organization. Check out our 2018 calendar of events below:

Achievers CARESIf you are reading this and don’t currently have a clearly defined CSR plan, don’t wait and get started today! It’s never too late to show your employees that you care about what they care about and are willing to invest in your community.

Thank you to our amazing group of Achievers CARES volunteers who make our events a hit:

  • Kelly Lawrence, Customer Success Manager II
  • Breanne Woodrow, Sr. Manager, Professional Services
  • Megan Sylvester, Supervisor, Client Services
  • Dave Cabral, Customer Success Manager
  • Yola Lis, Implementation Manager
  • Samira Hafezi, Staff Software Engineer
  • Kaitlyn Laframboise, Sales Development Representative
  • Celeste Van Vroenhoven, Sr. Sales Development Representative
  • Monika Shtun, Customer Success Associate
  • Darren Savage, Customer Success Manager
  • Justin Rutherford, Enterprise Account Executive
  • Phoebe Licata, Customer Success Associate
  • Sheila Yue, Sales Development Representative
  • Chris McTague, Sr. Software Engineer

Achievers CARES Team

Thank you for all that you do and thank you to Achievers’ employees for caring so deeply about our communities and bettering the world around us.

Learn more by viewing the Achievers CARES photo album.

Do you want to join the A-Team and be a part of Achievers CARES? Apply for one of our open positions here.

Learn More Red CTA Button

 

 

About the Author
Meaghen Frame
Meaghen Frame is an Operations Manager (Professional Services) at Achievers. You can find her on Twitter @meaghenframe.

 

 

 

 

 

Manager

Listen Up Managers: Here’s What You Need to Do to Enhance Your Company Culture

Welcome back. We’ve been discussing how company culture is everyone’s responsibility—from leaders at the top of the organization, to HR who facilitates the employee experience, to all managers and employees. In this blog, I want to speak directly to the managers because every manager has a responsibility to create and sustain a positive company culture. Listen, I get that you are busy juggling multiple tasks and responsibilities at once, but the truth is, we need to do a better job at cultivating a culture that inspires performance, and that means ensuring you are balancing all those management responsibilities with your leadership ones. So here are my top 6 areas of focus on how to deliver the right employee experience and culture:

Lead by Example With Company Values: Company values define how everyone within the organization should act and interact with their internal or external customers. As managers, it is very important that you are living the company’s values and setting a good example for your team. Managers account for 70% of the variance in engagement. Yet, we see many managers who are overworked, burned out or have become complacent in their roles, which means leadership responsibilities are often forgotten. If you are not loving what you do, putting in the effort and showing your passion and caring for your team, then how can you expect them to be inspired to perform at their best? Leadership is about inspiring others to want to do their best, so commit to showing your team what it means to live the values. Use every opportunity to reinforce the values; incorporating them into meetings, informal and formal feedback, recognition, decision-making and most noticeably who you select to join the team. The more you reference values and set the example with them, the more likely your employees are to live the values.

Select the Right Person Over a Warm Body: Don’t fall into the trap of hiring just anybody because you need to fill the job. Proper selection affects the team’s morale, as well as performance and productivity. Yet, I still see managers eager to fill the job–relying too much on experience and not considering whether the person is a good cultural fit. This is not a place where you can take shortcuts, so spend the time and put in the effort to finding the best person for the job. Select the right person by focusing on character rather than skills, asking the right behavioral questions and involving other employees in the interview process. By selecting candidates with the right cultural fit, you are reinforcing with current team members the type of heart and mind that is important to your culture and business.

Onboard and Welcome New Employees Correctly: It’s important to managers to set new employees up for success. Orientation should be an exciting and informative first day or two on the job. Partner with HR to ensure your new hires are scheduled to attend orientation. If you are responsible for conducting orientation, make sure it is interesting and engaging, focused around the brand, the culture and the customers. Onboarding, or training and immersion, should be a well thought out plan for the first 30-60 days that consists of different types of training as well as numerous opportunities for feedback and coaching. Don’t throw your employees into the deep end hoping they figure it out. This doesn’t benefit the new hire, other employees or your customers. In fact, you will likely lose the new employee because no one likes feeling like they are failing.

Recognize Those That Perform, Not Just Those That Show Up: We know recognition is important, especially when it comes to increasing engagement. But you need to get recognition right—and that means tying recognition to performance. While it is fine to acknowledge an employee’s tenure on the job, it should not be the basis for recognition. Whether your company has a formal recognition program or not, you need to be recognizing your staff (both individuals and teams) that perform well on a regular basis. Recognition should be personalized and customized. To make it personal, ensure you are providing a thank you in person that is sincere or on a hand-written note. To be customizable, you need to know what your employees like and how they like to be rewarded. This allows you to give recognition that is meaningful and inspiring. Also, provide an opportunity for employees to recognize each other, whether in person or via technology, as peer-to-peer recognition is a great way to boost engagement.

Have Tough Conversations and Make Tough Decisions: Recognizing performance is one side of the coin—the other side is ensuring poor performers are held accountable. Nothing is more demoralizing for a star employee than giving their best every day, just to see another employee completely not care, yet still allowed to be a part of the team. This is one of the quickest way to destroy a culture and ensure your best people leave. So, stop avoiding these tough conversations with low performers. During your conversation, explain the performance issues based on what you’ve observed. Offer an opportunity to help the employee improve by creating a clear, agreed-upon plan where the consequences of not improving are clear. Always be respectful by keeping your feedback about the performance, not the person. If there have been many conversations had, and there is still no improvement, it is your responsibility to let that poor performer go. It isn’t always easy, but it is what is best for the team.

Communicate so You Are Understood, Not Just Heard: We all know that communication is important, in fact, it is your most important leadership tool. But we need to do better at communicating in a way that is understood. More communication is not necessarily better so stop burying your team with endless emails and memos. Keep communication short, simple, direct and relevant. Remember if communication is important, then it should be done in person. Repeat important points often to emphasize priorities. Just because you say something once does not mean that your employees understand what you want them to do, so check for understanding. Instead of asking, “Do you understand?”, ask, “What are your next steps going to be?” or “What did this message mean to you?” Encourage your employees to ask questions or be available and accessible to them so they can come to get clarification away from the group. Communication includes listening so ensure that when you create opportunities for them to speak with you that you give them your full attention, which means no multi-tasking on phones or computers.

By following these key points, you will be on your way to creating a healthy culture that inspires performance. It isn’t always easy, but it is worth it. Thanks for reading.

Come see me at ACE 2018 to learn more about how you can reprogram your employee experience to improve customer service, retention and performance.

Learn More Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

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, Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

About SGEi
At SGEi, we help executive teams develop a cultural transformation strategy and plan. We enable and coach your management team to own the continuous development of your company and people. And we design and deliver the training and communications necessary to shift mindsets and habits to meet the objectives of the company. Please connect@sgeinternational.com to learn more about how we can assist you with your transformation needs.

Contact Us

Privacy Policy

employees and great culture

Attention HR: What You Need to Focus on to Facilitate a Healthy Company Culture

In my last blog, I talked about how culture is no longer an HR thing, it is a business thing. This means that every owner, executive, and manager needs to make culture a priority and make decisions that support the desired culture. But this is not to say that HR doesn’t play a critical role in culture. HR owns many of the mechanisms that influence the employee experience, and is an important part of facilitating the company culture. So, what does HR need to do to ensure a healthy company culture? Here are my top suggestions:

Reinforce Your Message: Employees are barraged with mounds of information each day, causing them to lose focus on what’s important. HR is responsible for socializing employees to the company’s purpose and values so they understand how to act and interact within the organization. I recommend using a variety of mediums to achieve this—paintings or posters in the employee areas, screen savers, desk decorations, daily pre-shift cards–you get the picture. Younger employees, having grown up in the YouTube era, are more likely to respond to a short video so consider how to bring your purpose and values to life in a fun and entertaining way. When you put this information front and center, it becomes prominent in the minds of your employees. Capitalize on every opportunity to reinforce your company’s philosophy.

Support Managers in Delivering a Great Employee Experience: Whatever process you are currently using to recruit, select, train, communicate and manage performance, stop and consider how this can be made simpler and more efficient. Managers are often so bogged down running the operation that the thought of engaging in an extensive HR task makes them shudder. In turn, they usually end up avoiding the task or taking short cuts. These shortcuts often lead to long-term issues–bad hires, untrained employees, lack of communication, zero performance management. So instead of beating the current process into the managers, consider how this can be re-worked so you get to the desired result in a more efficient way. Use technology to streamline processes, reduce paperwork, and support collaboration with your managers.

Implement a Useful Performance Management Tool: Managing performance is undoubtedly important, but the traditional performance review is no longer effective. In fact, less than half of employees feel that performance reviews help their performance, and organizations feel the same. Clearly, something needs to change. Create a feedback process that is frequent, meaningful, and focused on the right things (i.e., company values). Provide a tool, whether digital or traditional, that forces managers to look at performance and have regular coaching conversations with their employees.  Then, provide training and coaching to managers on how to have informal and formal coaching conversations. When done right, consistent feedback delivered the right way is a manager’s most important leadership tool.

Ensure New Employees Start Out Right: Despite the evidence that orientation is a critical part of a new employee’s experience, many companies still have a boring, lifeless orientation that focuses on rules and regulations and neglects to excite and inspire. HR owns orientation, which means you set the tone for the new employee’s experience. So, stop with the drudgery of endless policies and generic videos—employees can read the handbook later. Deliver an experience that your new employees will remember. Focus on making orientation interesting and engaging around the brand, culture, and customers. Give employees the information that is most important to their success with the company and in such a way that will get them excited about being a part of the company. Remember that your work is not done with orientation. Work with managers to ensure they have a well thought out onboarding plan following orientation. Nothing is worse than handing over an employee who is pumped up about the company, only for that employee to get thrown into the deep end with no training or guidance.

Develop Leaders at All Levels: Leadership development is a crucial focus for the HR team and that focus should begin a lot sooner than most companies are prepared to do. Employees want and need to be developed, yet companies still neglect to provide informative and inspiring training and development programs at all levels of the organization. This is especially true of supervisors, who are often thrown into their new role without much coaching or training on how to lead employees. Invest in a comprehensive training program that starts developing leaders well before they have their first title.

Get Connected With the Operation: I see too many HR departments that are completely disconnected from the departments they serve. Get connected with the operation by having regular conversations with managers about their challenges and needs. Immerse yourself into the operation so you can provide feedback to managers and help coach performance at all levels. HR should be a partner and a coach for the Operations team, rather than an inconvenience. HR must provide value through keeping departments well informed about important changes that affect their employees, as well as providing guidance for managers on how to lead their teams. HR must also learn to analyze and present data around the company culture and employee engagement in such a way that it can be easily understood and then worked on by the front-line leaders.

Culture is created in all areas of an organization, from line level employees to the C-suite, however HR plays a fundamental role in making employee experience exceptional. Implement the type of employee experience that drives results and emotionally connects your people to your brand and business.

Come see me at ACE 2018 to learn more about how you can reprogram your employee experience to improve customer service, retention, and performance.

Learn More Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

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, Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

About SGEi
At SGEi, we help executive teams develop a cultural transformation strategy and plan. We enable and coach your management team to own the continuous development of your company and people. And we design and deliver the training and communications necessary to shift mindsets and habits to meet the objectives of the company. Please connect@sgeinternational.com to learn more about how we can assist you with your transformation needs.

Contact Us

Privacy Policy

employees social recognition

5 Business Impacts of Social Recognition

Are you an HR professional who’s eager to give your company the advantages of a technology-based social recognition program? When you make your pitch to key executives, you need a way to define and quantify the benefits of such a program. Below, we line up five positive impacts of recognizing and rewarding your employees; present these to anyone who cares about your organization, and you can’t help but win them over!

Impact on Individual Workers

Worldwide, only 15 percent of workers feel engaged at their workplaces, according to Gallup research , and even in the U.S. “the majority of the workforce (51 percent) is not engaged.” Hopefully, your numbers are better than this, but there’s probably still room for improvement. And what are those not-very-engaged workers up to all day? A lot of their time is spent browsing the web, looking for other jobs. One Achievers study found that 44 percent of employees who switched jobs cited lack of recognition and reward as the reason. Furthermore, Harvard Business Review points out that “40 percent of employed Americans say they’d put more energy into their work if they were recognized more often.”

Impact on Managers

While social recognition programs are usually evaluated in terms of improving worker competence and attitude, it turns out that instituting a culture of recognition also has an impact on manager behavior.  Managers who learn to provide their employees with well-targeted positive feedback on a frequent basis actually become better leaders. This increase in management skill will have a powerful impact throughout your organization. Additionally, when workers are more engaged, their managers feel better about being able to deliver on productivity goals. Gallup  notes, “Highly engaged organizations also hold their managers accountable — not just for their team’s measured engagement level, but also for how it relates to their team’s overall performance. They ensure that managers are engaging employees from the first minute of their first day at work.”

Impact on Financial Success

The people in your company who work on nailing down the bottom line are used to looking at hard figures: They can tell you exactly how much effect your cloud server cost or shipping rates have on this quarter’s profits. They may not realize that it’s equally possible to attach numbers to the benefits of improved worker wellbeing. A Harvard Business Review study shows that when a program was implemented in which workers’ strengths are recognized by managers, it resulted in happier workers (of course) and also in a 14 to 29 percent increase  in profit.  Other studies echo the point: Gallup research shows a 21 percent increase in profitability in companies with highly engaged workforces, and in our report, we present additional research that shows how social recognition affects company valuation.

Impact on Employer Brand

Working in HR, you know that a big part of organizational success depends on attracting top talent to your company. In today’s competitive marketplace, you have to be able to do something that makes your brand stand out from the crowd. Gallup puts the spotlight on 39 companies, as they hand out their “Gallup Great Workplace” awards. These companies “create a culture of engagement in which employees can continuously develop and thrive,” and on average, they have 14 engaged employees for every one who’s disengaged. Aon Hewitt annually measures worldwide employee engagement, including quantifying employee advocacy and interest in staying with the current employer. In their latest report, they note that “recognition for contributions (beyond pay and benefits)” is the top driver for these metrics. Social recognition programs that enable employees to express their appreciation for each other play a major role in creating a company culture that feels welcoming and positive.

Impact on Customers

Customer loyalty is an easily-measured metric, and it will reflect the increased levels of employee engagement that result from workers feeling appreciated. The Institute of Customer Service asserts this point clearly: “It is now widely accepted that employee engagement is a critical source of competitive advantage.” The customer loyalty specialists at Smile.io note, “Studies have found that companies with high employee engagement scores had twice the customer loyalty (repeat purchases, recommendations to friends) than companies with average employee engagement levels.” The great thing about having happy customers is that it sets up a positive feedback loop. Social recognition can come from satisfied customers as well as from co-workers and managers, and it will add to an employee’s overall sense that they’re engaged in meaningful activity. Finding ones’s work meaningful creates a sense of alignment with the company’s mission.

The research adds up in a nice logical progression: A social recognition program is the most powerful driver for employee engagement, and engaged employees have a substantial impact on the company’s operation and financial success. Itemizing the impacts of rewards and appreciation will help you build a water-tight  case for investing in HR tech innovations. To learn more, download our report, “The Business Case for Social Recognition.”

Download Report Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

Contact Us

Privacy Policy

employees at desk - culture

When Will Companies Realize That Culture is Not Just an HR Thing?

When I talk to business owners and executives about wanting to improve their culture, their typical response is that culture is something that HR is responsible for. This response is a clear indication that those at the top are still disconnected from what truly matters. When will business owners, executives, and managers realize that each of them is responsible for shaping and managing company culture each day? Maybe this lack of ownership is because the idea of culture is vague to them, so instead of trying to understand their role in it, they simply pass the responsibility over to HR. But this strategy will only take you so far. It’s time for leaders to get serious about improving their company culture.

Let’s clarify what culture is. Culture is the collective mindset and attitudes of your employees about what they do, which manifests itself in how they do things (i.e. their actions and behaviors). These behaviors manifest themselves in their interactions with your company, your customers, and other employees.

This mindset – the one your staff brings to work every day – determines how they will take care of your customers, how much effort they will put into their work (i.e. employee engagement), and whether or not they will stay with you long term. In fact, 76% of employees in North America listed having a positive company culture as a main factor for staying with a company. Considering that 55% of employees will look for new jobs this year, retention is one key outcome where culture can make all the difference.

The mindset and attitude of your employees play a significant role in how they perform at work. How someone feels about coming to work affects his or her energy levels and cognitive abilities. This is often referred to as employee engagement, which is tightly connected to company culture. The impact of a negative, disengaged culture is tremendous. It can lead to poor customer interactions, decreased brand reputation, high turnover, underperforming staff, and in turn, reduced profits. Depending on the size of your company, the cost could be thousands, millions, or even billions of dollars.

In case that was not convincing enough, consider the effects of a positive and engaged culture:

  • 26% less employee turnover
  • 20% less absenteeism
  • 15% increased productivity
  • 30% better customer satisfaction
  • 65% increase in share-prices

If these numbers don’t mean much to you, consider that each one represents an opportunity to significantly lower costs or improve revenues. Simply put, a positive and engaged culture equals a better bottom line. This is why everyone involved in a company must put the mindset of their employees at the forefront of everything that they do. Culture can’t be just an HR issue because, honestly, it’s just too important.

While HR clearly plays a key role in defining company culture, by being the conductor and owner of many of the mechanisms that affect the employee experience, HR cannot be the only ones providing leadership around culture. All leaders throughout the company must take responsibility for culture and make decisions that support the desired culture each day. Culture has responsibilities at every level of an organization, and those at the top have the most influence on the mindset of the company. Research from Gallup suggests that managers account for 70% of the variance in employee engagement levels and that employees who have engaged leaders are 60% more likely to be engaged themselves. Yet, we still see so many companies with completely complacent managers that don’t care about what they do and no one does anything about it.

I often hear owners, executives, and managers argue against investing their time and efforts into fostering a positive and engaged culture. Here are a few of the arguments I most frequently hear:

  • We have to remain focused on our customers and their experience –after all we are in the customer experience economy. Of course customers are important, but I argue that we are in the employee experience economy. The talent war is over, talent won, and as a result if we do not take care of our best and brightest people another company will. If you take care of your employees and they feel good about whom they work for and what they do, they will naturally take care of your customers.
  • Employees (especially young ones) don’t work hard anyway so why give them more? The reality is, Millennials and Generation Z, just as previous generations, have the capacity to work very hard; it’s just that the new generation of workers do not see the value in investing in a business that doesn’t invest in them. Rather than sitting back and accepting outdated thinking, unsafe (physically and emotionally) work environments, and managers that do not give a damn about them, younger generations are willing to speak up or walk out.
  • The employees will just leave, anyway. Maybe they will, but if you want any chance to keep your best and brightest, then you have to provide them a better employee experience than they received in the past. Companies must create a reputation for themselves as a place where people want to work and want to be their best. This is where the best employees will be found now and more so in the future.

If you are focused on profits and productivity (and let’s face it, who isn’t?) then you must be willing to deliver a better employee experience to positively impact the mindset and attitude of your people coming to work. Culture is the most important thing in business today, so every owner, executive, and manager must keep it at the forefront of everything they do. We often ask ourselves what is the most important consideration in business today. The answer is clear: Company culture and the type of experience you create for your employees.

Come see me at ACE 2018 to learn more about how you can reprogram your employee experience to improve customer service, retention and performance.

Learn More Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

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, Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

About SGEi
At SGEi, we help executive teams develop a cultural transformation strategy and plan. We enable and coach your management team to own the continuous development of your company and people. And we design and deliver the training and communications necessary to shift mindsets and habits to meet the objectives of the company. Please connect@sgeinternational.com to learn more about how we can assist you with your transformation needs.

Contact Us

Privacy Policy

 

Employee experience

Are You Personalizing the Employee Experience?

Have you ever been in a restaurant when one of the regular customers walks in? Not only does the waitress know his name, but she knows his order too, personalizing the customer experience. Is there any doubt in your mind that this is a loyal customer, that he will eat at the restaurant again or that he’s highly likely to recommend the restaurant to others?

This scenario isn’t exclusive to the restaurant industry. Businesses in all industries have always known the importance of providing high-quality customer service. Companies have now come to realize what waitresses have known for decades – that personalized services build loyal customers. In fact, in a recent survey, 77 percent of companies surveyed believe that providing real-time personalization is crucial to business success.

Lack of Employee Engagement

Unfortunately, many of the same businesses that have found success investing in personalized services for their customers have failed to apply these same principles to their employer-employee relationships – and it shows. According to Gallup, the rate of employee engagement has steadied around 32 percent for more than a decade, despite the fact that employers together are investing more than $720 million a year on employee engagement.

While it seems clear that employers understand that there’s a disconnect between them and their employees, their investments to date have done little to improve employee engagement. Perhaps, the piece missing in the employee experience is the same factor that drives customer loyalty – personalization.

How to Personalize the Employee Experience

Unfortunately, personal relationships aren’t built overnight – just ask the waitress. Instead, it takes time, a commitment, and ability to connect with the other person. There are steps, however, that employers can take right now to add personalization to the employee experience.

Listening Opportunities

Building a relationship is a two-way street. You cannot expect your employees to take a vested interested in what you have to say if you don’t listen to what they have to say. Take time to really listen to your employees and value their input.

Your employee’s first-hand knowledge of working with customers, working with the machinery or working with third-party vendors can provide you with a different perspective that may influence positive change within the workplace.

Regular listening sessions, reverse performance reviews and pulse surveys are great ways to show your employees that you’re willing to listen.

Career Advancement

Employees want career advancement. In fact, a recent study ranked lack of career growth as the number two driver of voluntary turnover. The facts show that employees will leave a company if they see no advancement opportunities. While many companies understand this demand and offer career growth opportunities from within, very few are personalizing this process.

Rather than send out internal memos related to job opportunities within the workplace, what if your company took the personalized approach instead? What if rather than wait for employees to come to you, you proactively take steps to grow and develop your staff based on their skills, performance and experience.

Employee Recognition

When done correctly, employee recognition can be one of the most effective ways to personalize the employee experience. The big question is – “Are you recognizing employees the right way?” First and foremost, employees want fairness and transparency. If both of these components are not at the core of your employee recognition program, it could have the reverse effect.

Your company’s employee reward and recognition program should recognize the personal accomplishments of your employees and, in turn, boost employee engagement. It’s important to develop a well-defined recognition program that is understood and followed by all levels of management.

Real-Time Feedback

For decades, employers have relied on annual performance reviews to provide feedback to their employees. While individuals names may be on each performance review, in most cases, this type of feedback is far from personalized.

In many cases, these annual reviews are little more than a supervisor trying to complete a stack of performance reviews before the deadline and then spending a few minutes, if that, while each employee reads over the review. Rarely, do these reviews give the employee an accurate look at their performance, either good or bad, on a daily basis.

Real-time employee feedback can solve this problem, and guess what – employees want this type of feedback. Real-time feedback gives supervisors and management the ability to immediately compliment an employee for a job well done or immediately point out underperformance when necessary. What’s most important is that immediate feedback personalizes the experience by providing specific feedback in reference to specific actions.

The process of personalizing the employee experience must start from the top down and include all layers within the company. This will help to personalize the employee experience and boost overall employee engagement rates within the workplace. Much like the customer at the restaurant, personalization has the power to build loyalty among your workers. Loyalty, in turn, can spur higher retention rates, improved productivity, increased employee referrals and better employee morale and job satisfaction.

If you want to learn more about the value of personalizing the employee experience, download our white paper covering Personalization: The Missing Link in the Employee Experience.

Download White Paper Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

 

ROI Employee Bottom Line

Recognize Your Employees and Strengthen Your Bottom Line

If you’re a supervisor or manager, you probably know how much more productive your team is when you make the effort to recognize each person’s contribution. In order to take employee recognition to the next level, however, and establish a company-wide system of rewards, you’ll need to be able to present the investment to your CEO or CFO in terms of the financial bottom line.

Fortunately, a growing body of research makes this easy. A Workplace Trends Report finds that recognition programs yield 50 percent higher sales, 27 percent higher profits and 21 percent better retention. With a solid positive ROI to back it up, an employee recognition program can be treated as part of your company’s overall strategy. A Cornell University paper on recognition in the workplace points out, “While recognition is not new, it is finally becoming more strategic as programs align recognition with business objectives and desired behavior.” Here’s some of the research that describes the nuts and bolts of why rewarding employees ends up boosting the company’s bottom line:

Rewards and Recognition Strengthen Employee Engagement

The benefits of expressing your appreciation of employees begin with engagement. Unengaged employees can cost your business thousands of dollars, because they’re not concerned about being efficient during their work hours. Instead, they tend to waste time and engage in countless distractions, just trying to get through the day in whatever way they can. If you have an employee who wastes just 15 minutes a day, that’s an hour and a quarter per week, or 3.125 percent of a work week. Looking at a sample service business with $3 million in revenue, this lost productivity from just one worker can add up to $93,750 in a year.

To avoid the lost revenue of alienated workers, you might be tempted to block social media sites from company computers, or institute various rules about not coming back late from breaks. However, the fact is that what really motivates people is positive reinforcement. Recognition is the number one driver of employee engagement, according to our Achievers’ video, and every 1 percent increase in engagement results in an additional .6 percent growth in your company’s sales. The Cornell research paper mentioned above notes that when employee engagement varies, 41 percent of that variation is directly due to the amount and quality of recognition that the employee receives.

 
The Value of Recognition and Engagement 

Engaged Employees Show Up and Pay Attention

Balancing work and outside life is tricky for everyone as our lives become more complex, but when employees are highly engaged in their jobs, they manage to show up to work despite the outside commitments that compete for their time. A Gallup research study states that engaged employees take fewer than three sick days each year, on average, while disengaged ones take more than six sick days. Your HR department is probably all too well-acquainted with the high cost of accidents and absences, and anything you can do to reduce these figures will contribute to the long-term sustainability of your organization.

There’s Space for Your Company at the Front of the Pack

Despite the proven fact that dedicating resources to employee recognition is financially prudent, many organizations still hesitate to follow through with this strategy. In a Forbes article, Ryan Scott, founder and CEO of Causecast, points out that “One of the top concerns for HR executives in 2017 is how to raise employee engagement, and for good reason. Engagement is on the decline across the world, and that spells trouble for business leaders everywhere.”

Gallup adds to this picture: Fewer than one-third of employees would strongly agree with the statement that they have received recognition or praise for doing good work within the last seven days. The authors of this Gallup study state that the role of recognition in producing engagement “might be one of the greatest missed opportunities for leaders and managers… in their search for new ideas and approaches, organizations could be overlooking one of the most easily executed strategies: employee recognition.” The fact that many companies are still missing out on the benefits of having a strong employee rewards program means that you can gain extra ground on your competitors by putting the power of recognition to work in your organization.

Employee Recognition Is Key to Staying Competitive

It’s beautifully logical, when you put it all together: Embracing a system to optimize employee appreciation and recognize others within your company will yield an abundance of benefits. According to the Cornell research, “Recognition programs, on their own, can help instill and reinforce corporate values, help with retention, and positively impact financial results. They also boost productivity, engagement, profit margins, customer retention, employee retention, ROE and ROA.” Taken together, these advantages will provide a robust return on your investment to recognize employees. Furthermore, they will add luster to your employer brand and help you compete for the top talent in your industry.

To learn more about how to recognize employees and build a strong business in a time of declining employee engagement, download our ebook Employee Recognition: More Than Just a Day.

ebook CTA Blog Button

 

 

Do you have any thoughts on this article? Share your comments below.

 

staff meeting

Do You Have Staying Power? What it Takes to Keep Staff Longer

My grandparents lived and worked in a different world than we do today. And as a 36-year-old, my Millennial friends (now 20-37) and I cannot even fathom what the workplace and the employer/employee relationship used to look like – before smartphones and leggings, and when “because I said so” was an acceptable answer to a staff member’s question.

A Shift in the Workforce

As we look at today’s new workforce, a major difference is that many Gen X workers (now 38-53) who entered the workplace 15-25 years ago were good at working independently, figuring out how to get things done by themselves, and meeting their Baby Boomer bosses’ (now 54-72) expectations. That’s because many Gen Xers were latchkey kids at age 8, 10, or 12, so they had a unique learning opportunity as children to figure out their own homework (before Google) and take care of themselves (without burning the house down). They also were a much smaller generational group than the Boomers, so when they entered the workforce, they did what they were told – without pushing back or asking their supervisors “why?”. They had little power to push back because of their size, so most Gen Xers fell in line and did exactly what the Boomers requested of them in order to advance their careers. Most decided to play the “Boomer Game” and just did their job.

But things in our world – personally and professionally – have changed drastically in the last 20 years, and today, the employer/employee relationship is very different than it used to be. By 2020, Millennials will outnumber the Baby Boomers and Gen Xers in the workplace – meaning more pushback by the younger cohort is expected – and since everyone is hiring, new hires today have much more power moving forward than employers may like.

While it can be frustrating to managers who worked their way up the ladder after painstakingly waiting their turn and paying their dues, Millennials who push back on old ways of doing things should be viewed as helpful, not as a hindrance. After all, what they’re asking for – flexibility, a voice, more appreciation, etc. – is what ALL employees want. And we all know how valuable negative client feedback is, so we treat it as a “gift” that allows us to see the evolving needs of our customers and make adjustments over time for them. Why not see employee pushback and recommendations for change in the same light? Let’s consider employees our internal customers, with whom we must evolve with to retain, and make an effort to change the way we see their pushback.

How to Retain Your Staff

We need to retain our new hires longer, so we must ensure managers and supervisors at all levels are effective communicators. Their staff probably were not raised like they were, so it is critical that leaders communicate their expectations more clearly to staff. It’s not enough to say, “the dress code is business casual” to a new hire. “Business casual” is a relative standard that each employee will view differently, and it’s sure to lead to a missed expectation when that new hire does not realize that her “dressy” flip flops or her “nice” leggings are not considered appropriate for the workplace. Expectations and requests must be more clearly defined than ever before, because staff can’t read managers’ minds. And it’s not “common sense” to know “how it’s always been done” when someone is new – they do not know what you want.

To improve employee retention, work to shift the mindset of your managers to understand today’s new workforce, and ensure they have the right training to effectively communicate with their employees. Building strong, positive, genuine relationships with staff is the best way to extend the tenure of new hires, which will reduce employee turnover over time.

Remember, the one-size-fits-all model for staffing and leadership no longer works, so organizations must encourage their managers to understand what their ever-changing internal customers are looking for in an employer and continue evolving to become a place where people want to work.

Did you know managers account for 70% of the variance in employee engagement? Make sure your management staff makes employee engagement a top priority with Achievers’ ebook Engage or Die: How Companies That Act Fast on Engagement Outpace the Competition.

ebook CTA Blog Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Cara Silletto
Workforce thought leader, keynote speaker and trainer Cara Silletto, MBA, works with organizations to reduce unnecessary employee turnover by bridging generational gaps and making managers more effective in their roles. She is the President and Chief Retention Officer of Crescendo Strategies (www.crescendostrategies.com) as well as the author of the 2018 book, Staying Power: Why Your Employees Leave & How to Keep Them Longer, available on Amazon. Want to have Cara speak for your organization or upcoming event? Request booking info at solutions@crescendostrategies.com.

 

 

 

 

 

 

employee on smart phone

What Employees Really Want from Their PTO Package

Paid Time Off (PTO) Is More Than a Privilege

Hard work and determination are as American as Jersey Shore reunions and bacon-topped desserts. And to make ends meet in our highly competitive, ultra-consumerist society, U.S. employees often find themselves putting in long hours, taking fewer lunch breaks, and even getting side-gigs to keep pace. Well, worth it or not, thou who burneth the candle at both ends burneth out entirely. That begs the question, is all the tenacity balanced with sufficient PTO and the ability to stay home when you’re sick? And what’s more, do workplaces feel the need to encourage those hours with cold, hard compensation?

Are 11 Days of PTO Too Many or Not Enough?

A new study by TSheets found employees are, for the most part, getting their hard-earned PTO, as 84 percent of employees said they receive PTO. On average, American workers receive 11 days of PTO per year, which includes both sick and vacation pay. That said, around 16 percent of the employees surveyed said they aren’t receiving any PTO this year, and 21 percent said they get somewhere between six and 10 days.

Be it work reflecting life or life reflecting work, employees who do have time off with compensation are still leaving precious PTO hours unused at the end of the year. In fact, the survey found that 65 percent didn’t use all of their PTO last year — five days, on average, were left unused.

There are reasons for the leftover PTO hours, of course. Some employees have hours that roll over into the next year, and some felt the pressure to work. Others simply didn’t take the time. When you look at respondents in certain age groups, those reasons became more varied.

Although younger people were more likely to have leftover PTO (61 percent of 18- to 25-year-olds versus 39 percent of the 45-and-up crowd), the reasons didn’t quite match up. Less than half (42 percent) of employees aged 55 and over said they didn’t take their PTO in full because of their workload, whereas only 18 percent of the younger employees gave the same reason.

Employees Under Pressure

As much as we’d like to believe our work-life balance is, well … balanced, most employees want to do a good job and put in a hard day’s work. That could be why the majority of the people surveyed (60 percent) gave work-related reasons for not using their PTO, and nearly a third of the respondents said they felt pressured to work instead. To make matters even more confusing for those of us who love a good vacation, almost half of employees admitted to working during vacation or on sick leave.

And what does pressure add to the mix? Well, stress, for one. Without that PTO, employees feel more stressed. Over half (58 percent) of employees who said they didn’t use all of their PTO said they’d describe their stress levels as “unhealthy.”

The PTO Employees Really Want

Since people occasionally need time to recalibrate and take care of personal items without thinking about work, time off isn’t just about vacation days. Nearly half of the employees who participated in the TSheets survey answered that they’d like to get more time off.

But when they were asked to choose between more PTO or a raise, 74 percent said they would take the money. Despite historically high levels of employment, more than 1 in 3 workers (39 percent) said they would accept a job without PTO.

In terms of the type of time off benefits employees desire, paid holidays tops this list, with 91 percent of employees ranking it as the No. 1 benefit. A close second (88 percent) value sick leave, and paid vacation came in third with 87 percent. Interestingly, fewer people said maternity and paternity leave are the most important benefits.

One in 5 said employers shouldn’t provide maternity leave, and 28 percent said employers shouldn’t provide paid paternity leave. With all that said, almost half of the respondents replied they’d take a lower paying job if it meant having more flexible working arrangements.

Choosing the Right Benefits of Employee Health and Well-Being

From what we’ve seen, it’s obvious that PTO is incredibly important for employees. And whether providing the 11-day average is a possibility, employers are responsible for determining whether PTO is a privilege or an integral piece of a compensation package that values an employee’s well-being, rest, and personal time.

So what’s in it for the employer? Happy employees, of course! Use holiday leave, sick leave, and vacation time as a recruiting tool and as a way to retain the best employees. As hardworking as our nation may be, technology has indeed made it easier to do our jobs and has given us the potential to arrange, plan, and track PTO when we need it.

Are you looking for new ways to incentivize the modern workforce? Get started with Achievers’ Incentives eBook.

ebook CTA Blog Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Kim HarrisKim Harris is a copywriter and blogger based in Boise, Idaho, who has been putting her journalism background to good use telling true stories and helping businesses grow since 2008. When she’s not writing for TSheets by QuickBooks, you’ll find her queuing up entertainment and plotting her next escape.

 

 

Contact Us

Privacy Policy

Employee quitting

4 Ways to Prevent Your Employees From Quitting

When you hire a new employee, that person is already looking for a new job and at risk of quitting. That rather dire warning is offered by Dan Schawbel, research director at Future Workplace and one of Forbes’ “30 under 30” list. Schawbel cites a study by his company showing that one-third of American workers are at the risk of quitting and looking to change their jobs within the next six months. Employee turnover, he points out, “costs companies a fortune,” and the numbers agree: Losing an employee in the first year of their tenure can cost your company up to three times the person’s annual salary. Clearly, employee retention is a top priority for every organization and it’s HR’s duty to build a strategy that can prevent employees from quitting. Here are four HR best practices to strengthen work culture and protect your company from the high cost of worker churn.

1. Provide Relevant Training Opportunities

As Schawbel investigated the underlying causes for employee attrition, he found a major perception gap between management and workers when it came to a training and development. Sixty percent of managers reported that they provide their employees with a clear path for advancing their careers, while only 36 percent of workers felt that this was true. This discrepancy needs your attention, because you ignore it at your peril: Employees (especially the highly talented ones you’d most like to retain) have more power than they once did, because their skills are in demand. Schawbel’s study found that 41 percent of employees say that they would leave their present companies if they found a position that offered better career advancement.

These numbers suggest that there is more to this equation than simply providing opportunities for training and development. That’s the first step, of course: A study of 4,300 workers found that 74 percent don’t feel that they’re achieving their full potential in their current position, and only 12 percent feel that the training they did receive is actually applicable to their job duties. Along with offering appropriate pathways for your workers to develop their skills, you should ask for frequent feedback to make sure that these opportunities are perceived as being relevant and useful.

2. Encourage Healthy Work-Life Balance

Thirty-nine percent of employees state that a negative balance between work obligations and the rest of their lives constituted a “major pain point” in their careers. These statistics are highlighted by Rich Hein, senior managing editor of CIO Magazine. He points out that the average tenure for an IT worker these days is less than four years, and an unmanageable set of work demands is one of the main culprits for this high turnover rate.

While you can’t necessarily relieve each employee’s outside personal challenges, Hein points out that your organization will benefit by offering flexible hours or telecommuting options. Multiple studies reflect the fact that providing flexibility to employees results in fewer sick hours, greater employee happiness, higher productivity and less stress.

3. Keep Your Managers in the Spotlight

It’s an old truism that people don’t quit jobs — they quit bosses. Even if you’re well aware of this basic human resources principle, it never hurts to be reminded that your management-level staff are key to retaining your workforce. “One manager with poor people skills can do damage to the culture and effectiveness of a company in a short period of time,” points out Maricopa County CIO David Stevens. Too often, people with outstanding technical know-how are promoted to leadership positions, where an entirely different skillset is needed. Fortunately, management training and coaching can be highly effective, and can enable your middle management staff to perform at their full potential.

Productivity consultant Laura Vanderkam adds an interesting twist to this standard advice. She points out that a manager may feel attached to keeping a “rockstar employee” in his or her department, and may be reluctant to provide development training that would advance the person’s career. For this reason, Vanderkam encourages executives and HR specialists to specifically reward managers who successfully move their outstanding employees forward into different departments. The manager’s individual loss will be the organization’s gain, as employee alignment will be strengthened by new career opportunities.

4. Show Your Employees That You Appreciate Them

Wayfair CEO Niraj Shah identifies employee rewards and recognition as one of his three key ways for retaining employees. He acknowledges how easy it is for busy managers to put employee retention “on the back burner,” and he finds that continuous positive feedback is his go-to method of letting employees know how valuable they are to the company.

There’s an art to employee recognition best practices, however: It’s important to provide feedback on an ongoing basis, but workplace expert Lynn Taylor points out that it can’t be “robotic.” Your appreciation needs to be authentic and varied, delivered in a variety of forms. To keep a sense of freshness present in your appreciation, you can change up the channels: Providing your workers with a chance to recognize and praise each other’s contributions will nurture teamwork. Similarly, you may sometimes recognize the unified efforts of a whole team or department, so that it’s clear that everyone benefits from strong employee alignment.

You invest significant resources into recruiting and hiring. Once you’ve onboarded those top-notch employees, however, your HR challenge is only beginning. Lynn Taylor reminds managers, “Retaining the best and brightest is what ultimately matters. The most innovative and successful companies today [have] taken retention efforts to an advanced level.” To learn more about the current retention epidemic and how to prevent your employees from quitting, check out our latest report highlighting key findings from a survey taken by 1,724 employees across the U.S., Canada, UK, and Australia.

Download Report Red CTA Button

 

 

How would you prevent an employee from quitting? Share your comments below.

Contact Us

Privacy Policy

Open Office

Thinking of an Open Office? Read This First

Companies are trying to find a workspace setup that increases employee productivity. Meanwhile, the employees are hoping that they will be allowed to concentrate or collaborate as needed and still escape unnecessary distractions. Getting the design of an office right can be hard – it is clearly a moving target. Let’s take a look back at the history of office design. In 1964, a Herman Miller executive, Robert Propst, came up with the idea of the office cubicle. It was a reaction to the open office setups of the 1950s which were felt to be too noisy and lacking in privacy.

1960 officeA 1960s escape from the vast open office layout.

The office cubicle found huge adoption in the following decades, giving workers an office layout that was often an immense field of cubicles as far as the eye could see – as was so effectively lampooned in both the movie Office Space and the comic strip Dilbert.

office spaceRon Livingston, David Herman And Ajay Naidu take their revenge on their nemesis, the office  fax machine in a scene from “Office Space”. Source: Getty Images.

To break away from the office cubicle layout, companies started moving back toward a variation on of open-plan offices taken from the 1950s. Open-plan offices have become increasingly popular and make up approximately 70 percent of all offices. Understanding the history behind these changes to office design can help businesses make informed choices about what to implement in their own setup, and how the physical space of the office affects employee happiness and engagement.

open officeFed up with working in an open-plan office? You’re probably not alone. Source: Photofusion/Rex Features.

The Good, the Bad, and the Ugly of Open Office Layouts

The Good:

An open office layout can help increase the amount of day-to-day communication. Instead of having a meeting or walking to another cube, one desk occupant can simply talk across to the next. Beyond being able to hear the neighbor, one can also see if they are (1) at the desk and (2) if they are likely to be available – not on the phone or in a conference.

The flexibility of an open office helps to break down the barriers between departments and hierarchies. With more chances to interact, teams can grow closer organically. Spontaneous lunch outings become more common, which can increase employee engagement and overall happiness. Familiarity in a non-work setting helps to build trust in coworkers and communication across departments. In an extreme example from my personal experience, a software company I worked at would stop work Friday afternoons to allow the entire staff to play games or just hang out. The open office and companion culture at this company helped developers, marketers, and even C-levels communicate better as a team.

The Bad:

On the flip side, what if an important report has to be done by 5pm on a Friday while the other 20 people in the office are laughing and carrying on? The noise becomes a problem without sound barriers provided by cubicles and closed doors.

In an open office, sometimes every phone call becomes anathema and the guy who used to be the water cooler pundit is always too loud and too close. A survey by Oxford Economics on open office plans said that 53% of those surveyed were less productive when they could hear ambient noise. Another study took this further and found that noisy offices can impair your ability to recall information or do basic math.

The Ugly:

The look of an office separated into cubicles is great if you love that grey and drab with bad lighting aesthetic. However, you have that physical and sound barrier between you and your coworkers. The open office layout removed those barriers allowing you to see and collaborate with your coworkers. This is its main selling point, well, that–and it often gives the office clean, trendy lines. The introverted and those sensitive to sound will quickly notice the drawbacks to all this openness.

There Are Always Trade-Offs

Pro: You Can See the Colleague You Want to Engage With

In one open office layout I sat directly across from the COO and very close to a Director in another. It’s nice to be able to see them and talk to them quickly without having to find their office and knock or wait for the door to be open, which makes you feel like another task in their project management software. The playing field does seem a bit more level without closed doors and formal meetings.

Con: You Might Hear or See Something You’d Rather Not

However, there are some times when privacy is necessary. In a phone-free workplace, I would need to take my cell phone call somewhere else. Also those managers would need to find a location for their reviews and interviews to maintain the privacy of their meeting and save the other workers from that extra noise. “And for introverts, an open office can be an especially dark place. Constantly interacting with other humans can be exhausting.” In her popular TED talk on how our workplaces are designed for extroverts, Susan Cain, author of Quiet, explains this powerfully. She notes that “modern offices have the collaboration element well taken care of, but they’re neglecting the concentration and the contemplation.”

Office Layouts Depend on Your Culture

“People feel more connected to a workplace where they have the ability to shape their work environment and decide when and where they’re going to work. This freedom increased the likelihood that workers were happy with their jobs by 12 percent and increased overall job performance.” – Nicole Coughlin of Knoll Activity Spaces 

The real key to designing the right office layout is understanding that all your employees are different. Each will have slightly different needs and work styles. If you decide to move forward with an open office you should try to make it balanced with a number of offerings for privacy and quiet. Here are some office suggestions:

  • Work-a-Day Normal Desks: Give employees the option to move around the office if need be, whether it’s a sitting, standing or adjustable desks.
  • Large Tables: Let employees gather together and work at one large table together. This can encourage collaboration and team building.
  • Conference Rooms: Sometimes all it takes is a closed door to give some much needed privacy.
  • Phone Booths: Private booths are a great alternative for conference calls or recorded trainings.
  • Couches: Who doesn’t like a comfortable couch to change things up? Let employees kick their feet back while they get work done.
  • Multiple Lighting Options: Some employees don’t like overhead lights and some do. Have the option of lighting up one zone with and another without.

Choosing between an open office or a layout that provides a little more privacy doesn’t have to be overwhelming. Remember to think about what works for your company, its culture, and the amount and types of engagement you want among your employees. Defining these pieces before redesigning your office setup will ensure you choose the office space that works for your team.

Are you delivering an unbeatable employee experience? Discover how to engage your employees with personalization, the missing link in employee experience. Access Achievers’ white paper to learn more.

Download White Paper Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Steve Medeiros Steve Medeiros is a writer for TechnologyAdvice.com. He has an extensive background in technology, software, and customer support. Find him on LinkedIn.

 

 

 

 

 

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.
Download White Paper Red CTA Button

 

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.

Do you have any thoughts on this article? Share your comments below.

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

 

 

 

Contact Us

Privacy Policy

Culture Change During Mergers and Acquisitions

How to Navigate Culture Change During Mergers and Acquisitions

News of one company buying another one makes for splashy headlines, broadcasting rising stock prices and the overall cost of the deal. Just look at the headlines Disney garnered for its recent $52 billion bid to acquire most of 21st Century Fox, as well as all of Sky News. However, what really counts after the dust settles is how you help your employees adjust to the cultural shift. Author and management consultant Mark E. Mendenhall writes that “cultural and psychological sides of M&A are often overshadowed by the financial side,” and SHRM notes “studies consistently show that most mergers and acquisitions fail, mainly because of people and culture issues.” As an HR professional, your participation is crucial during each step of the transition, but the most significant contribution you can make is probably in the area of employee engagement. During this high-stakes period, you have the chance to prove your value to the company if you keep the following factors in mind:

Expect Employees to Feel Stressed

Before you can help employees adjust to upcoming changes, you have to be aware of what they are feeling. From the moment the merger is first announced, your entire workforce is likely to be distracted by uncertainty. It’s disturbing to imagine one’s livelihood simply disappearing, especially for those workers who are older or who doubt their ability to land an equivalent job. Employees may even wonder if financial pressures or job-hunting may force them to move out of their home. Relationships inside and outside the workplace may suffer, and engagement in job tasks often plummets.

Even though mergers aren’t exactly a cakewalk for your HR department, you must find time to alleviate your workforce’s stress and provide each person with the support and empathy they need to stay engaged. Glassdoor advises, “Even if an employee is losing their job, studies have shown that the worker will be more productive and more valuable in his final days if he or she is notified well in advance and provided with adequate support and guidance.”

Learn From Your HR Counterparts

Whether you are part of the target company or the acquiring company, you have a lot to learn from the other HR department. Mary Cianni, Ph.D., global leader of M&A Services at Willis Towers Watson, suggests that regardless of who will continue on as CHRO, you need to learn about the other company’s people. She notes that key questions to ask include the following: “What are the key drivers to employee engagement? What motivates them? What are they accustomed to with regard to rewards and recognition?”

Practice Transparency From the Beginning

The more your workers understand about what to expect, the better equipped they’ll be to meet the challenges of change. Cianni advises management to use accurate language right from the beginning: “If [the transaction] is an acquisition, call it that, versus using terms like merger or combination. The less ambiguity about the integration approach, the clearer the messaging to employees.” You build trust by being direct and truthful.

Provide Accurate Information

HR departments are under considerable pressure during mergers, and you may find yourself called upon for answers at precisely the moment when you have least control over your workers’ situation. Be careful not to release any specifics about dates, roles, retention and so on until all those plans are definitely in place. Telling even one manager about something that “might” happen is a way to create disruption and rumor. Cianni recommends that HR staff provide regular updates, even if all you have to say is “there’s nothing new to report.”

Listen to Employees

Most of the information flow during mergers move in only one direction, because workers are anxious to know what to expect. Nonetheless, this is a time when you should make a special effort to empathize with your employees. Let managers know that it’s helpful for them to meet one-on-one with direct reports so they can find out what’s on everyone’s minds. Glassdoor recommends that companies seek input from old and new employees alike regarding how the transition is going. They may have valuable suggestions and feedback that can help everything move along more smoothly.

Similarly, when you hold HR meetings to orient staff to new benefits or policies going forward, it’s important to allow time to listen to and address employees’ concerns. Sending out anonymous surveys ahead of time is another useful way to find out what’s keeping your workers up at night. Employees need to know that the company takes their questions seriously and value their input.

Institute an Employee Recognition and Rewards Program

There may never be another time when it’s as crucial to express your company’s appreciation to employees. Connect with your managers and discuss how they can use recognition to unify their teams. RecruitLoop points out that after a merger, “Setting a proper incentive or rewards program is essential to boost the morale of your new employees and make them feel part of your organization.” If the merger results in the integration of new employees, a peer-to-peer recognition platform is an excellent way to begin the process of bringing everyone together.

When handled effectively, mergers represent a surge of fresh energy and inspiration for the entire organization. HR professionals have a major part to play in the success of this transition. To learn more about how employee engagement and the right strategy can positively impact your workplace culture during times of change, download our ebook: Engage or Die: How Companies that Act Fast on Engagement Outpace the Competition.

ebook CTA Blog Button

 

 

Which company has already reaped the benefits of instituting a recognition culture? Availity, the nation’s largest real-time health information network, has maintained a fun and engaging work culture with its employee recognition and rewards program, LOVE (Living Our Values Everyday). Availity employees continue to embrace the Achievers platform as a method for celebrating accomplishments large and small, with nearly 70% sending recognitions and 98% receiving recognitions in the first year of the program. To learn more about Availity’s success, access their case study here.

Download Case Study Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

Contact Us

Privacy Policy

Utilize Pulse Surveys

4 Ways to Make Pulse Surveys Work for Real Engagement

Companies have come a long way in terms of the investments they’re making to ensure they stay innovative, profitable, and protected. They’re also investing in ways to better communicate with their clients and with one another. However, perhaps one of the most largely overlooked, arguably most important, yet simplest areas still lacking in gaining the attention it needs is the most valuable asset every organization has: their people.

Retaining talent is key when it comes to running a successful business, and in order to keep top talent from walking out the door and never coming back, we need to understand where they’re at in terms of their employment satisfaction. Currently, only 11% of employers are surveying their employees more than once year. This is a startling statistic considering that more than half of employees are unsatisfied enough that they will actively be looking for a new job this year.

Keeping employees engaged is critical, yet keeping a pulse on how they’re doing can be overwhelming and confusing. Additionally, conducting long-form surveys regularly runs the risk of losing efficacy. One way to gain the same benefits of a traditional employee survey without inundating employees is through the use of pulse surveys conducted through human resources (HR) technology.

Pulse surveys are short surveys that ask questions related to your company’s engagement goals. Utilizing these surveys quickly assesses where your employees have concerns, and how those concerns can help your organization understand where there are opportunities to make changes. The key to success is to make sure they drive real engagement. Here are four ways to make pulse surveys do just that:

  1. Include Core Engagement Questions

In order to keep your surveys focused in the right place, be sure that your questions are written to reflect the core engagement areas you’re looking to improve or change. Gear your questions to show that your intention is to not only listen, but to act. Solicit feedback on whether or not they’ve noticed changes since the last survey and ask how they feel about those changes.

  1. Don’t Survey Too Often

Survey fatigue is a real thing, and if you conduct pulse surveys too often, regardless of their short length, people may eventually stop taking them if they don’t see results. In order to make pulse surveys truly help drive real engagement, only conduct them as often as you are prepared to make the changes necessary as a result of the survey. Because of this, the timing of how often to conduct surveys will be different for every organization. Some organizations will choose to survey as much as daily or once a week, while others will find monthly or quarterly surveys will suffice.

  1. Communicate Your Why

It’s okay to be transparent when it comes to communicating with your organization the “why” behind pulse surveys. Explain that you care about their responses because you genuinely want to make changes that will enhance and improve their experience. Make sure employees understand your intent to act upon the results of the things that they share, the time frame you expect to begin implementing changes, and that their participation is important.

  1. Share Survey Results

Regardless of survey results, even if they’re unfavorable, be sure that they are shared with everyone in the company. It’s important for employees to know that they’re being heard, that their opinions truly matter, and to feel a sense of connection with their colleagues. Sharing survey results is just one more way to communicate with employees and strong communication builds morale. An easy way to anonymize the data is to aggregate it and display key HR metrics in a public dashboard built with business intelligence (BI) software that automatically aggregates and displays survey results.

The advantages of pulse surveys are many, not the least of which being real-time insight and more engaged employees. The key is remembering that they should include questions that get at your core engagement goals, only to conduct them as often as you can act on their results, to be transparent about your reasons for asking your employees to participate in taking them, and to always share your results.

Utilizing pulse surveys begins to create a culture of continuous improvement. When employees see action being taken as a result of their feedback and suggestions, they’re more likely to trust you as an employer, and feel happier about being a part of your organization.

Are you ready to listen to your employees? Get started with Achievers Listen, the future of employee engagement. Achievers Listen allows employees to provide feedback to management on day-to-day issues via check-ins and pulse surveys, and lets front-line supervisors track trends through manager alerts. Also included with Achievers Listen is Allie, an intelligent, digital “coach” that interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

Learn More Red CTA Button

 

 

Discover how to effectively listen to your workforce by checking out this white paper, “Taking the Pulse of Employee Engagement.

Download White Paper Red CTA Button

 

 

Learn more about Achievers Listen and employee engagement trends 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.

Do you have any thoughts on this article? Share your comments below.

About the Author
Jessica Barrett Halcom
Jessica Barrett Halcom is a writer for TechnologyAdvice.com, with specializations in human resources, healthcare, and transportation. She holds a bachelor’s degree from the University of Wisconsin, Green Bay and currently lives in Nashville, TN.

 

 

 

Contact Us

Privacy Policy

Future of HR Tech

Where HR Tech Is Headed

Are you ready for the future of human resources? HR tech is “on the precipice of a total reinvention,” according to Josh Bersin, author of a pivotal Bersin by Deloitte report. The amount of resources being poured into that market bears out his statement: He notes that in 2015 alone, investors sank $2.4 billion into HR tech vendors, a figure that represents a 60 percent increase over the previous year. What kinds of changes will you see from this reinvention, and what kinds of new opportunities will come your way? Here’s a quick preview of the most relevant trends in digital management of the human beings that work for you:

It’s All About Employee Engagement

At first glance, it might appear that the increasing digital direction in HR might lead to a less humanistic, holistic approach. As a matter of fact, though, it has done the opposite: Where talent management was once automated and characterized by practice-driven solutions, the whole focus has now shifted in the direction of employees’ human needs. Data-driven solutions reveal that employee engagement and cultural fit lead to the best HR outcomes, and the new digital ecosystem now encourages a more organic human approach.

Managing People Requires Feedback

It would be handy if human employees could project virtual meters of how engaged they are, just as some online game avatars always indicate their levels of strength and well-being. Until that time arrives, however, employee engagement is something that has to be understood through specific types of measurement. HR tech provides excellent tools for ongoing feedback, including pulse surveys and structured opportunities, as well as various ad hoc channels. Bersin notes that companies find the new flock of feedback tools to be “transformational,” bringing hidden management defects into the light of day and allowing employee engagement problems to be addressed before they reach crisis levels.

Real-Time Feedback Is Becoming More Accessible

Bersin’s report notes that over 120 vendors are currently providing tools for continuous real-time evaluation of overall employee well-being. These include assessments of company culture, employee recognition platforms, and a growing array of text-based feedback channels where confidential and anonymous comments can be given. Some of these channels are as impromptu as single words that workers offer for a word-cloud, while others may be associated with a particular company event or scheduled brainstorming sessions.

Once you have all this incoming data, new analytics are able to crunch it into beautifully charted trend lines. You’ll be able to see how your workers’ level of engagement is doing now as opposed to last week or how one team’s enthusiasm compares with that of another team. This unprecedented ability to slice and dice your employee alignment is incomparably valuable for measuring the effectiveness of different rewards and recognition initiatives.

Analytics Help You Predict Behavior Trends

While analytics can be used for noting employee engagement levels, this is really only the beginning of the extensive new possibilities offered by the emerging technology. As a manager or HR professional, you probably wish that some software platform could give you a crystal ball that let you view the future: Which new hire will end up staying with the company for 10 years, and which one will flame out in six weeks? Which front-line employee is on the verge of rage-quitting, and which one is angling to take on new job responsibilities? It’s now common for companies to use predictive modeling to figure out how to keep their high-performing workers, and Bersin notes that “the percentage of companies doing predictive modeling has almost doubled over the past three years.” In addition to employee retention probability, predictive modeling is also valuable in gauging future sales productivity, service quality and fraud activity.

One utility that all predictive analytics have in common, however, is that they give managers solid evidence for making beneficial changes. For example, Facebook recently offered its employees at least $10,000 if they would relocate their homes to within 10 miles of the company’s Silicon Valley campus. According to Bersin, this offer was the direct outcome of Facebook’s predictive analytics: Their HR tools found that the longer a worker’s commute, the lower their productivity and the likelier they were to quit.

Tech for Employee Learning

HR tech has wide applications beyond directly keeping track of how employees are faring. Millennial workers rate the opportunity to learn while on the job as their highest priority when seeking a new position. Naturally, if companies want to hold onto this valuable young demographic, they will respond by re-examining their way of offering training and development. The arrival of new HR tech options has transformed the nature of corporate training. Whether the new training opportunities are termed “mobile learning,” “blended learning” or some other freshly minted term, they are all increasingly self-directed. Bersin cites an interesting statistic to illustrate this trend: Seven years ago, 77 percent of corporate training used to be instructor-led, while now that percentage is only 32 percent. He states, “People at work simply don’t have the time, budget, or patience to sit in classes the way they did a few years ago.”

Managing your employees is a very human art, and new technology will not take away the psychological insights and instincts that you’ve developed over the years. Instead, the new technology provides solid data to back up what you already know about keeping your employees engaged, as well as streamlined new tools to increase your effectiveness. To learn more about how data can help you achieve greater levels of employee happiness, download our e-book, “Four Places to Start Measuring What Matters.”

ebook CTA Blog Button

 

 

Start using HR tech to engage your workforce. Get started with our white paper, “Engage or Die: How that Act Fast on Engagement Outpace the Competition.

ebook CTA Blog Button

 

 

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.

Do you have any thoughts on this article? Share your comments below.

Contact Us

Privacy Policy

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.

ebook CTA Blog Button

 

 

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.

Download Case Study Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

 

Create a Mission-Based Culture

4 Ways to Create a Mission-Based Culture Where Employees Will Thrive

A company’s mission statement is the driving force behind its company culture. It’s what ignites passion and motivation in employees.

At Achievers, our mission is simple: to change the way the world works. We aspire to do that by aligning everyone with business goals and company values, driven by recognizing shared victories every day. In short, we aim to make success a way of life.

Creating a mission-based culture is crucial for employee — and ultimately, company — success. In fact, according to our latest report, 76 percent of North American employees cited a positive corporate culture as the single most important quality in an employer.

By focusing on your mission company-wide, you open the door for more meaningful employee experiences and a more motivated team.

Here are four steps you can take to instill a mission-based culture at your company:

  1. Start with the employee

Empowering employees to adopt the company’s mission and values as their own is the first step in creating a mission-based culture.

Help your team take this step by encouraging employees to approach their work with an entrepreneurial mindset. Challenge your team to proactively and creatively find solutions to issues the company is facing.

Software companies, for instance, use hackathons to discover new solutions in programming. Leverage this idea to bring people together to accomplish challenges that can have impact throughout the company.

Jumpstart the event by asking employees to note the biggest challenges they or your customers are facing. Next, have them form teams and begin collaborating. Give employees a designated amount of time (traditional hackathons are about 48 hours) to design a program, role, or even software to solve the issues they presented.

The last step is to have employees present their solution and successfully explain how it reinforces the company’s mission. The winning team can then move forward with implementing their solution.

  1. Celebrate your mission

 Recognition isn’t just about celebrating your employees. It’s also about celebrating your company’s mission and recognizing those who exemplify it. In doing so, employees are able to see a direct connection between their efforts, the mission statement, and the company culture.

Unfortunately, it seems many companies are missing the recognition mark. In fact, our report also found that 55 percent of North American employees noted a lack of recognition and engagement as the main reasons behind wanting to change jobs.

At Achievers, we maintain a strong, positive culture by tying our communication and employee recognition efforts to employees’ work. For example, on a quarterly basis, our company comes together for a rewards and recognition (R&R) celebrations.

We place a lot of importance on giving our employees a voice and making it known throughout the company. We are not only proud of our employees, but also we value them and want to demonstrate that during the R&R celebration.

Recognitions are shared company-wide, highlighting examples of how our employees make a difference both internally and with our customers. No accomplishment is too small. They are meaningful, impactful, and push the company’s mission forward.

  1. Be transparent during the good and the bad

 Transparency allows employees to clearly see how their efforts impact overall organizational goals. To give employees a greater sense of transparency, let your company’s mission and values shine through in every situation — both good and bad.

When something great happens, like the promotion of a team member, celebrate it publicly. Explain what this employee did to earn a promotion and how their actions and attitude positively reflect the company’s mission. This way, employees can see the company mission in action and learn and grow from it.

While not as easy to do, it’s equally important to share the downsides of the job with employees. If you lose a client, for instance, be open and honest with your team about why this happened. Most importantly, use this time to inspire employees and unite them behind your mission. By discussing the issue as a team, you and the company can learn from this experience and help prevent similar issues in the future.

  1. Stay connected

 Your company and employees are constantly evolving. Even if your mission stays the same, the connections and values employees have will change. Because each employee is unique, you need to stay connected to their emotions and relationship with the company.

To accomplish this, arm your managers with the tools they need to listen to their employees, as well as offer recognition, on a consistent basis.

Technology that allows your managers to get a pulse on their direct reports on a daily basis will provide more insight into accomplishments and challenges than an annual or quarterly survey. More importantly, the data managers receive is in real-time, which allows them to take immediate action.

Giving your managers the tools they need to listen and respond to their direct reports in a personalized way brings it full-circle and back to the company mission. These practices will give leaders the opportunity to understand what matters to their employees, react in the moment, and redirect employees to a more engaged, mission-based culture.

Find out more about your employees’ needs and expectations by downloading our report here.

Download Report Red CTA Button

 

 

Are you free in October? Come see me and discover how to increase employee engagement 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.

Do you have any thoughts on this article? Share your comments below.

About the Author
Diane ScheidlerDiane Scheidler is the Head of HR at Achievers, an employee engagement platform specifically designed to align everyone with business objectives and company values, driven by recognizing shared victories every day.

 

Contact Us

Privacy Policy

 

fundamentals of employee engagement

The Fundamentals of Employee Engagement

There is an international employee engagement crisis. According to a Gallup survey, 85% of the worldwide workforce feels disengaged. On the bright side, this issue can be prevented with the use of initiatives that recognize employees the right way. This finding offers an opportunity for employers to address the need to add value to their employee’s work experience. After all, employees spend over 40 hours per week in the workplace making it practically a second home. You want to make sure they look forward to coming to work every day.

The good news is we have the power to change the culture of an organization from the executive team to frontline employees. Focusing on employee engagement and delivering a strong company culture ultimately impacts customer happiness, employee productivity and your bottom line.

Start with the 20:60:20 Model

What is the 20-60-20 model and how does it apply to HR? The 20-60-20 model should be applied when a company reviews its current human resources strategy. Overall, it means 20% of employees will accept new changes, 60% of employees will be neutral about change, and 20% will be resistant to accepting change in the organization. The good news is 60% of employees will be open to providing feedback and participate in employee engagement initiatives. As a result, the remaining will follow if the new programs are receptive and relatable to employees.

Focus on Career Development Programs

A reason why employees feel disengaged at work is that there is no effort on developing the skills of workers. Employees want career development opportunities to get that next promotion, potentially transfer to a new department where their talents can be fully utilized or receive in-depth feedback on their performance. I appreciate how my manager one time went out of the way to teach me about (ATS) Applicant Tracking Systems used by human resources to track words in a resume to select candidates for an interview. I once worked at an organization with a career development program that I found extremely impactful. Some of my favorite aspects of the career development program were the following:

  • Career Plan: Include realistic action steps to complete employee goals, education or activities.
  • Career Tools: Offer the right tools for employees, whether it be full access to online educational videos or other niche services that can help them succeed.
  • Department Cross-Over Opportunities: Open up the opportunity for employees to assist other departments outside of their own; encourage their curiosity and interest.

Provide a Successful Onboarding Experience

The Society for Human Resource Management stated, “new employees who attended a structured orientation program were 69 percent more likely to remain at the company for up to three years.”

Most companies have a dull onboarding program with a new hire filling out forms on the first day. As the month’s pass, the employee must figure out the company culture on their often. It can be an isolating experience which increases turnover rates of new hires in the first 90 days of employment. Here is a list of onboarding tips I recently discovered:

  • Share the history of the company
  • Send employment forms electronically before the employees first day
  • Introduce the new hire to executives and management
  • Sit the employee near the desk of a potential mentor

When a new employee goes home, the conversation about your company to family and friends should be positive because it will be beneficial for your community to think highly of the company from an employment perspective.

Get Executives Involved

The Muse stated, “90% of leaders think an engagement strategy have an impact on business success but barely 25% of them have a strategy.” Human resources and management can be excited about employee engagement, but if executives are disinterested or not visible, it will not help a company long term. Executive involvement means the CEO attending a work event, and introducing themselves to every employee. It includes executives attending team meetings to introduce themselves to frontline staff. If there is an extracurricular activity being offered to employees outside of work, it might be a good idea to encourage your executives to participate; this increases trust in leadership and enhances the employee experience.

When it comes to the employee experience, don’t let your employees simply receive documentation, sign forms and receive employee benefits. Instead, be an organization that embraces work culture from the top down.

Ask for Feedback from Employees

As an employer, think of employees as a customer; create engagement programs that support their career goals with options to improve their health. Most onboarding strategies include providing a survey asking new hires what they want and how their onboarding experience was. Make sure to ask for feedback from employees – they provide the answer on how to effectively boost employee engagement at your organization. Here are a few questions to ask them:

  • What do you want to see more at the workplace?
  • Do you feel valued at work and how can we improve?
  • How do you want to be recognized and rewarded?
  • Does your manager support your career goals?
  • What events or employee programs do you recommend?
  • How can we be better?

The questions should be open-ended to receive clear responses and encourage honest feedback without limitations.

Recognize Your Employees

Never forget to make your employees a top priority. One way to show your appreciation for employees is through frequent recognition and rewards. When you recognize your employees more, you will reap in the benefits of employee engagement. After all, 69% of employees cited Recognition and Rewards as a motivation to stay at their current job in 2018. Appreciate your employees on a daily basis and watch employee engagement rise.

To learn more about how to increase employee engagement through recognition, check out this eBook: Employee Recognition: More Than Just a Day. 3 Ways to Make Recognition an Everyday Event.

ebook CTA Blog Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Makeda Waterman is an online media journalist of 4 years with blog features on CNBC Make It., Huffington Post, Glassdoor.com, Elite Daily, Fast Company, among others. She is passionate about helping people improve the quality of their career.

Contact Us

Privacy Policy

 

Important HR Strategies

3 HR Strategies You May Have Overlooked

Create employee handbooks

Track employee hours

Draft contracts for new employees

Manage company benefits

Handle employee complaints

The list goes on and on. Across many industries, the role of HR has traditionally focused on endless paperwork and organizational policy development.

However, in today’s technologically-enhanced workforce, the traditional role of HR is swiftly shifting. Many organizations have undergone significant changes in light of new employment regulations and more diverse, younger employees who demand modern HR departments. Above all, experts agree that the role of the HR team is now genuinely impacted by the rapidly expanding availability of technology and digital tools.

So the role of today’s HR director, manager or executive must parallel the needs of their ever-changing organization. Successful companies also realize they must become more adaptive, resilient and customer-centered.

Taking a More Strategic Approach to HR Management

The evolution of technology allows HR professionals to take on more strategic roles in today’s HR landscape. Organizations must shift towards strategic human resource management or use the HR department to formulate HR strategies based on the company’s short- and long-term goals.

As a result, the decisions that departments make must reflect goals that the company has set. For example, if the organization plans to expand, HR’s recruitment strategy should focus on creating systems that will allow the company to recruit and hire top talent. Within this new type of environment, the HR team acts as a strategic business partner as well as a change mentor.

Here are three additional HR strategies your organization may be overlooking:

Create a Retention Strategy

Did you know that the costs of employee turnover can range from 30 percent to 150 percent of the employee’s salary? Retaining talented team members can distinguish truly successful companies from not so successful ones. Many employees leave their jobs when they are disengaged. So today’s HR professional must identify what could make people in their company disengaged and figure out ways to remedy these issues.

A strong work-life balance helps create a solid retention strategy. Organizations that promote a positive work-life balance report lower turnover and recruiting costs and increased productivity from satisfied, engaged employees.

Additional successful retention tactics might include giving employees additional time off, supporting working parents via on-site day care or job sharing, and offering flexible schedules to accommodate busy families or supporting continuing education. Employees who have time to spend on maintaining their home life look at work less like just another chore to finish.

Encourage a C-Level HR Support Strategy

If you read anything about organizational change, it typically begins with the need for executive buy-in and support. Changing HR’s role is no different. While many of today’s leaders and CEOs do understand the need for HR’s role stand on equal footing as any other business function, others tend to get stuck in a different mindset that is focused on keeping HR behind the scenes.

To shift management’s support of HR from providing transactional processing to offering valuable business insight, experts suggest first creating a business case for change. This method can compel HR to specify why their HR strategies need a more forward-thinking model, and clearly and effectively spell out the major advantages to the company.

Develop an HR Analytics Strategy

If you want to make your HR processes as efficient as possible, implement the right tech tools for your company, especially those tools that focus on analytics like business intelligence, employee feedback or employee recognition and engagement data. The power of analytics allows HR departments to use employee data to help management make more informed decisions about their team members and improve overall performance. Additionally, analytics can provide insight for effectively managing employees to reach company-wide goals more efficiently. With an analytics strategy firmly in place, executives can also better forecast a company’s future staffing needs.

One of the most critical advantages of incorporating an HR analytics strategy is having information ready and available for future leadership needs. Companies can develop everything from recruiting and development plans to succession tactics with data they’ve collected. Often an overlooked area, a succession plan can help minimize disruption by identifying vital roles in a company and employees who possess the skills to assume these positions immediately should someone leave.

HR teams can also track and measure data to continually improve organizational processes with an analytics strategy in place. For example, much of the HR technology available on the market today can help businesses make more informed decisions about what metrics are most critical to the company culture and overall business goals, as well as track them to drive employee engagement.

The Bottom Line

It is important to understand that implementing the latest HR strategies is an ongoing process. HR should plan to regularly review its approach and adjust various elements as the company changes.

Ultimately, to remain competitive, HR professionals today must clearly articulate their key role regarding the actual value they create for their organization. Equally important, senior executives must support and invest in HR as if it were its own business, surpassing the stereotype of HR professionals as simply support staff and unleashing their full potential as company-wide strategic partners.

How strong are your HR strategies? Do you have a retention strategy in place? Get started with Achievers’ infographic on 6 Stats That Speak to Employee Retention.

Download Infographic Red CTA Button

 

 

Are you having trouble engaging your employees? Learn how to address employee disengagement with Achievers’ white paper on The True Cost of Employee Disengagement.

Download White Paper Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Lisa Dunn
Lisa C. Dunn a freelance writer, copywriter and ghostwriter who develops high-quality content for businesses and non-profit organizations. For over 20 years, she has worked with numerous PR and digital marketing agencies, and her work has been featured in well-known publications including Forbes, VentureBeat, Mashable, Huffington Post, Wired, B2C, USA Today, among many others.

 

Contact Us

Privacy Policy

 

Shift to Recognition

The Shift from Years of Service Awards to a Culture of Recognition

We’ve all been there. Your coworker Sam is moving on to a new opportunity. Goodbyes are being said. Personal email addresses are being exchanged so everyone can “stay in touch”. Sam’s cardboard box is filled with the usual suspects: family photos, a mousepad with the Dallas Cowboys logo, the chrome stapler he secretly lifted from the supply closet and a Ziplock bag full of client business cards he has gathered over the years.

employee turnover

Now, here is where the real fun begins. Sam’s footsteps can still be heard in the hallway when the vultures swoop in at his desk. The Pilot 2.0 pens, the ones that draw the super clean lines without smearing, go first. The post it notes and desk calculator go next. Bill from accounting grabs the XXL Chili Cookoff sweatshirt for his 6’4” nephew who plays nose tackle in Idaho. By the time the dust settles, inventory has grown scarce. However, a few items have remained unclaimed despite numerous scavengers passing by. Sam’s three “Account Executive of the Half” awards have zero bids. What is Sam supposed to do with these? Set them up on his desk at his new gig? Another drawer holds the faux leather briefcase with the company logo stitched on it that he received for his five-year work anniversary. Sam only had three options for his award and he selected the briefcase over the whiskey decanter (he already has one) and the cherry wood desk clock (his watch works fine). Sam won’t need it in the future as this company is now firmly in his past.

Why would Sam leave his years of service award behind? These type of awards are meant to be a reward for the culmination of five years of hard work! Does an unused briefcase truly represent the appreciation his previous company had for him? Sam has worked his tail off for 260 weeks and his big thank you comes in the form of a pleather bag to carry to work – the same bag that has been gathering dust in his desk drawer since the day he received it. To make matters worse, every employee next to Sam receives the same type of awards at their five-year work anniversary which makes the gesture less personalized. Whether your work performance is the strongest or the weakest in the company, everyone gets the same reward. Logic would assume that a costly rewards program would focus on performance yet 87 percent of recognition programs focus on tenure.

This brings up a legitimate question –  is a tenure of 5 years the benchmark to define loyalty? Do employees not take actions on a monthly, weekly or daily basis to benefit their company and confirm their commitment? For Sam, there were dozens of moments during that time span that were worthy of recognition. Like the time he renewed his biggest client despite them having given a verbal commitment to his competition. What about the time Sam worked 10 hours on Thanksgiving Day to finalize the forecast projections the CFO dropped on everyone at the last minute? Or maybe the 11 folks he acted as a mentor to when they were new hires. If you demand Sam’s loyalty, you must recognize him in the moments he displays it. After all, 59 percent of employees are not recognized at their preferred frequency. Nobody is sticking around for half of a decade just to get a lapel pin, gold watch or acrylic awards. In fact, the high majority of employees will never make it to a 5-year anniversary at a company. According to the Bureau of Labor Statistics, the average job tenure in the US is just 4.2 years. And the millennial workforce, who is expected to make up 75 percent of the workforce by 2025, will switch jobs four times in their first decade out of college!

What’s the solution? How do you build loyalty in the modern job-hopping workforce? The secret lies in building a true culture of recognition. Employee recognition should be given frequently and in the moment. This can include performance achievements, learning and development accomplishments and even celebrations such as birthdays and work anniversaries. Below are six keys to a successful recognition strategy.

  1. Speak to employees in their preferred language
    The modern employee wants convenience and information delivered in a manner that is easy to use, available via mobile and in the flow of work.
  1. Increase the frequency in which you recognize to drive behavior
    Letting employees know that their positive contributions are noticed drives discretionary effort because what gets recognized gets repeated.
  1. Celebrate milestones in the moment
    Find reasons to show employee appreciation such as finishing an onboarding checklist, completion of modules in a learning management system, birthdays, service anniversaries, etc.
  1. Integrate multiple programs into your recognition and engagement platform
    Make your recognition and engagement platform into a one-stop shop. Integrate other company programs such as HRIS, LMS, Wellness, Charity, Innovation and Referrals.
  1. Incorporate a non-monetary recognition strategy
    Not all recognitions have to include a monetary reward. Allowing for social recognitions increases frequency and drives incremental effort.
  1. Research successful employee recognition programs
    You’re not alone when it comes to building an impactful recognition strategy. Take a look at how other companies are successfully engaging their workforces through employee recognition. For example, you can gather inspiration from Horizon BCBSNJ’s and Smart & Final’s success stories. Access more HR success stories from leading companies here.

As the modern workforce shifts from year of service awards to sophisticated recognition and engagement platforms, it’s important to keep in my mind my six keys to a successful recognition strategy. From now on, avoid having the next Sam walk out your door by showing him appreciation from the start and on a regular basis.

To learn more, download Achievers eBook Recognition Culture: The MVP of Employee Experience.

ebook CTA Blog Button

 

 

We’re excited to share that Achievers has been nominated for the Canadian HR Reporter’s 2018 Readers’ Choice Awards in two categories: Employee Engagement Programs and Recognition Programs & Awards. Share your love for Achievers and vote for us today before the March 19, 2018 deadline. Vote here.

Do you have any thoughts on this article? Share your comments below.

About the Author
Clinton Bean Headshot
Clint Bean is an Enterprise Account Executive at Achievers dedicated to helping large corporations better understand the evolution of engagement. He resides in Texas with his wife and 3 sons and can often be found on the sidelines coaching basketball and soccer or enjoying a round of golf. Connect with Clint on LinkedIn.

 

 

Contact Us

Privacy Policy

 

Spread Employee Appreciation

20 Fresh Ideas for the Best Employee Appreciation Week

At Achievers, we couldn’t quite wrap our minds around designating just one day a year for employee appreciation. One special employee appreciation week, though — that can be a great opportunity to renew your commitment to showing your employees how much you value them.

Below are a few fun ideas you can use to really show your employees what they mean to you.

Optimize the Workplace

1. Create a Mentoring Program

Mentoring shows each worker that they matter, and creates new bonds of connection within the company.

2. Non-Work Lunch With the Boss

Take your team members out to lunch, either individually or in small groups. Keep the conversation away from work topics; instead, spend the time getting to know each person better.

3. Team Games

Make a list of fun activities (like bowling or laser tag) and ask your team to vote on their favorite. Be sure to offer appealing alternatives for anyone with physical limitations.

4. Do Your Employee’s Job for a Day

Draw names from a hat to choose one worker whose job you will do for a day. The chosen person will supervise you and make sure you do it right. You may just get a bird’s eye view of problems you weren’t aware of.

5. Crowdsource Innovation

Send out an employee survey asking for suggestions on ways to make the workplace run more smoothly, then hold a vote and promptly implement the winning idea. Your team will feel valued and you may well see an uptick in productivity.

6. Add Fun to the Break-Room

Sometimes, having a puzzle to work on is a great form of mental relaxation. Toy stores feature an incredible selection of cute, wacky, challenging and compelling amusements for all ages, and just seeing them will lighten up everyone’s mood.

7. Upgrade Office Furniture

Do people’s chairs need replacing? Providing your staff with ergonomic office furniture is a great way to ward off possible back problems and improve productivity. Your team will appreciate the fact that you care about their health.

Tip the Work-Life Balance

8. Massage or Manicure

Bring in two specialists and let each team member choose which luxury they prefer. Whether they end up with fancy fingernails or more relaxed shoulder muscles, it’ll brighten their day.

9. Housecleaning or Window Washing Coupons

Arrange for a bulk discount at a local housecleaning agency, and give all employees coupons for a single session at their homes. Even the tidiest housekeepers will welcome a helping hand.

10. Free Pass for Time Off or Late Arrival

These passes are sure to be coveted, and they’ll demonstrate that you respect your workers’ outside commitments. The flexibility of being able to pick a day to come in late, leave early or stay home will reduce the stress of conflicting demands, and will increase employee engagement.

11. Add a Fountain for Mental Refreshment

The sound of water is proven to bring a sense of calm and well being. Add a small water feature to your office, with a fern or two, and green up the atmosphere of your workplace.

12. Gift Certificates for Childcare and Dinner

It’s great to offer workers the chance to go out on a real date, but this can create extra expenses for those with young children. Professional child-care agencies offer gift certificates, allowing your employee to enjoy the luxury of a real evening out.

Offer Rewards and Recognition

13. Handwritten Notes

Yes, we mean just sit down with a pen and a stack of paper. Think about what each person has accomplished this year, and thank them for their specific efforts and achievements. It’s simple and straightforward, and will put a lasting form of validation into your employees’ hands.

14. Flowers

Natural beauty isn’t just for women; dramatic and colorful floral arrangements can be created to appeal to all tastes, and show that you care about aspects of life deeper than just the bottom line. For large teams, a major assemblage can be placed where everyone can see it.

15. Gift Cards

Everyone loves the luxury of getting to shop for free. Choose gift cards according to each workers’ preferences, or pick a type that covers so many different items that it’s guaranteed to delight every recipient.

16. Free Gym Memberships

This will add to your productivity by upping your workers’ fitness levels, and the extra exercise will improve their emotional health as well. Pair the memberships with some schedule flexing so employees can find time to actually get to the gym.

17. Artisan Food Delivery

Does your city have a gourmet cookie or cupcake delivery service? Handmade artisan food treats are becoming more common, and nothing says quality and caring like treating your workers to the best edibles out there.

18. Serve Breakfast to Your Team

Reserve the first hour of one day for a truly great catered breakfast. Once the food has been brought, grab a coffee pot and start pouring the coffee and serving the waffles. It will show that you’re willing to go the extra mile for your people!

19. Create a Team Scrapbook

Ask everyone to contribute a few photos, and take some of your own as well. Use photo-editing software to create a printable book, add some personal compliments and then print one copy for each person on your team.

20. Broadcast Your Appreciation

Take to your company’s employee recognition platform and give a shout out to everyone on your hardworking team. Recognition, whether monetary or social, is always welcome, and it takes on extra power when it’s offered publicly.

Employee appreciation is most effective when it’s given out on a consistent basis and is an integral part of your daily routine. For more in-depth discussion on building up your employee morale, download our report on The Art of Appreciation. And make sure to check out our infographic highlighting results from our 2018 survey on “New Year, New Job?”.  You’ll be surprised to see how many people are planning to look for a new job this year and what it takes to retain them.

Download Infographic Red CTA Button

 

 

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

ebook CTA Blog Button

 

 

Do you have any other fun employee appreciation week ideas? Share your comments below.

The Power Behind Engagement

Top Four Benefits of Employee Engagement

People are always complaining about their jobs; whether it’s a boss who drives you up the wall, work that bores you to tears or even the nagging suspicion that you’re being underpaid, each unhappy employee has their own reasons for dreading a Monday morning. But when all this unhappiness and discontent gets added up, it turns out it’s having a profound impact on economies everywhere: we’re in the midst of a global employee engagement crisis, with just 13% of employees worldwide engaged with their jobs.

So what exactly does this mean? An easy way to think about employee engagement is to look at your existing staff. Engaged staff are often your best performing employees – they’re efficient, motivated, understand their role and tackle it to the best of their ability. Naturally, we think all employees will be like that when we hire them – otherwise, why bother?

During job interviews, most candidates are very enthusiastic about the job on offer and if you hire them, it’s normally this enthused and engaged person that you actually want working for you. Yet if you find yourself looking at that same excited candidate a year into the job and seeing that they’re unmotivated, checked out and unhappy, it’s clear that they’ve become disengaged. If that’s the case with many of your employees, you might have a problem brewing.

employee engagement table

It doesn’t matter if your business is a tiny start-up or huge multinational corporation – disengaged staff can run it to the ground. As employee engagement drops off, business owners find that deadlines start getting missed, staff are constantly off sick and employees start leaving the business in droves. Work slows down to a crawl, leaving engaged staff to pick up the slack and heightening their stress levels (possibly leading to them hating their jobs too!)

Luckily, by focusing on employee engagement and happiness, you can revive even the most lifeless of workforces. Read on to find out about the top benefits of employee engagement, along with some tips on how to improve it throughout your business.

1. Cost-Savings

Disengaged staff are slowly draining the life out of your business. In the UK, employee disengagement is costing businesses around £340 billion every single year in lost productivity, while in the USA Gallup estimates this figure rises as high as $550 billion.

It’s easy to see how – if you’re paying someone to do a job and they’ve only put in half the effort necessary, they’ll still get paid even if you don’t get the results you need. As for very disengaged employees (often easily identified by their miserable and disruptive attitudes), you may as well be giving money away. Employee disengagement can easily decimate the return on investment on salaries.

On the other hand, engaged employees will improve your profitability and drive revenue. In fact, workforce opinion surveys show that highly engaged employees can boost business performance by 30%. This is because engaged employees are emotionally committed to their company, its values and its goals. They want the business to do well and will do their best to help it succeed. The hard numbers prove this too – companies with engaged employees outperform those without by 202%.

Luckily, there are ways you can help to foster this sort of commitment. For instance, people who are bored to death at their jobs are unlikely to care about it much, whereas 78% of employees who say their companies encourage creativity and innovation are committed to their employer. It’s easy for businesses to get into a “this is how we’ve always done it” rut and resist change, but data like this shows that this attitude is detrimental to employee engagement. Instead, actively encourage employees to innovate and explore new ways to do things. They’ll enjoy their jobs more, be more committed and help to power your business forwards.

2. Lower Turnover

Did you know that whenever a staff member leaves, it can cost 33% of their salary to replace them? Hiring recruiters is expensive, but even if you look for someone independently you’re going to need to spend valuable time and money on advertising the position, and screening and interviewing candidates. And that’s not the end of the problem – it’s unlikely a new person will be as comfortable in the role as their predecessor – they’ll require training and time to acclimatize to their new job. In fact, a new employee can take up to 2 full years to reach the same level of productivity as an existing staff member. In the vast majority of circumstances, that’s going to mean some degree of lost productivity.

It’s clearly in a business’ best interests to retain as many of their staff as possible, but with widespread disengagement becoming more and more of a problem, employees are more likely to leave their jobs than ever before. A job for life has become a thing of the past. Estimates vary, but research suggests that as many as 51% of employees were looking to leave their jobs in 2017. And for those who are worried about employees being poached by recruiters and competitors, you might have reason to be paranoid – 81% of employees would consider leaving their current role for the right offer.

On the other hand, a marker of engaged staff is company loyalty. Highly engaged staff are 87% less likely to leave an organisation than less engaged staff. So if you want to reduce staff turnover, it’s worthwhile to take a look at exactly what’s ruining engagement and driving people to leave:

With this in mind, who you hire as a manager and the way you train them is absolutely vital for employee engagement. Audit your existing managers to ensure that they’re fit to lead, and be selective when hiring new ones. An effective manager prioritizes supporting their staff, leaving employees feeling far less disenchanted with their jobs. Furthermore, by implementing company-wide recognition programs, staff will feel more appreciated and motivated to work (rather than just motivated to find a new job).

3. More Productive Employees

As Albert Einstein once said, “The best creative work is never done when one is unhappy.” This remains true in the modern workplace, with overall productivity increasing by 20-25% when employees are engaged.

A big factor in reducing productivity and engagement is work overload and excessive stress. Some managers think that by setting more work and piling the pressure on, they’ll get better results. If you’ve ever felt overwhelmed at work, you probably know that the opposite is true:

It’s clear that stress is not an effective motivator. Instead, take a positive and constructive approach to each employee’s work to ensure that workloads are manageable. Implement effective and personalized feedback and communication structures that allow employees to raise any problems they’re having in a non-judgmental setting.

4. Happier Customers

Happy employees create happy and satisfied customers, and the numbers prove it: companies with a formalized employee engagement program enjoy 233% greater customer loyalty. It makes sense, really – if you’re unhappy at work, the last thing you want to do is have a chirpy, helpful conversation with a customer.

It’s worth noting that part of the reason for this is that engaged employees are often well-trained employees. Far too often, companies neglect thorough training programs in favor of ad-hoc and informal “on-the-job” style training.  This sort of training often delivers inconsistent results, with employees feeling they lack the skills and knowledge to perform their role properly: 28% of employees feel they’d be more productive with better training.

Meanwhile, employees who have received comprehensive training deliver superior customer service and achieve better results for their company. For salespeople, formal and dynamic coaching can improve their win rates by 28%. Furthermore, a lack of training frustrates employees and gives the impression there’s little room for development in their current role. Indeed, ongoing employee development programs beyond initial training periods are absolutely crucial; in a survey by CV Library, 31% of respondents cited a lack of development opportunities as the top reason for wanting to quit their job. If you want engaged employees, you need to invest in their future. After all, you stand to benefit too!

The Bottom Line: Employee Engagement is Worth the Investment

At the end of the day, your employees are more valuable and important to your business than any other asset. People spend a third of their lives at work, and it’s in your best interests to make sure they’re not miserable that entire time.

Management shouldn’t be about forcing as much work as possible out of employees at any cost. You want employees that are happy at work & want their company to succeed, rather than someone who’s looking for a quick exit because they’re unhappy.  By prioritizing employee engagement, you can enjoy all the above benefits: greater profits, lower turnover, more productive employees & happier customers…It really is a win-win situation!

To learn more about the importance of employee engagement, take a look at Achievers white paper The True Cost of Employee Disengagement.

Download White Paper Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

About the Author
Becca Armstrong Becca Armstrong is a content writer for MadMax Adventures, a purpose build outdoor activity center near Edinburgh, Scotland. They run corporate away-days for businesses that want to improve organisational performance by developing more cohesive teams, rewarding high performance or building relationships with valued customers.

 

 

 

 

Celebrate Your Employees

10 Meaningful Ways to Celebrate Your Employees

Are you celebrating your employees on a regular basis? The people who work for your organization perform essential functions for you, and in return you should respect them, appreciate them, and be supportive of them. It’s time to celebrate your employees with thoughtful gestures that can take their employee experience to the next level. Here are 10 meaningful ways to show your employees how much you appreciate everything they do:

1. Eliminate the Bullies

Even careful hiring and screening procedures can fail occasionally, accidentally adding a bully or troublemaker into the employee mix. This can demoralize the rest of your staff, and you may lose some of your more dedicated workers. A 2017 nationwide survey of workplace bullying found that 60 million people are affected by bullying on the job, and 29 percent of the victims remain silent about it. Basic concern for your staff begins with making sure they feel safe at work.

2. Get to Know Your Employees Better

Communication works more effectively when people know each other better. Zappos, famed for its employer brand, has an “80-20 rule,” which mandates that managers spend at least 20 percent of their time with their team members. Zappo’s Insights trainer Kelly Wolske says, “When you get to know each other on a personal level, mutual respect grows. Knowing someone’s triggers as well as their strengths can also improve communication.”

3. Offer Employee Recognition

Levi King, CEO of Nav and founder of Lendio and other businesses, emphasizes the importance of acknowledging everyone’s contributions as a way of showing appreciation in the workplace. He writes, “Go out of your way to acknowledge unique efforts and success. Recognition is the icing on the cake of achievement, and it tastes delicious.”

4. Design Workspaces That Encourage Movement

Innovative companies are taking a second look at the layout of workspaces and increasing their employees’ productivity by encouraging them to move around during the day. A recent paper by design company Teknion notes that most office jobs keep workers tethered to a chair, while “alert, engaged, and healthy workers are most often those who are afforded a stimulating and inspiring work environment that encourages movement — to sit, stand and walk around.”

5. Define a Career Path for Each Employee

A major factor that leads workers to seek new employers is stagnation at their current jobs. “Workers who stay longer in the same job without a title change are significantly more likely to leave for another company for the next step in their career,” according to Andrew Chamberlain, chief economist at Glassdoor. Neglecting employee development can also have a measurable negative effect on your company’s bottom line.

6. Set an Example of Positive Energy

If you don’t seem glad to see your employees each day, those workers aren’t going to feel that they matter to you. Show that you care about them as people by putting out vibes that are encouraging and upbeat. Leadership trainer Shari Bench tells managers, “Do not wait for others to create the positive, rewarding, motivating environment that you have had the power to create all along.”

7. Ask for Employee Opinions

When you care about people, their opinions are important to you. The reverse of this statement is just as true: If you ask people about their thoughts, preferences and creative ideas, they will feel that you value them as individuals. Entrepreneur recommends that managers “ditch the suggestion box” and instead create a culture of transparency and fearlessness, in which everyone feels encouraged to speak up.

8. Reward Good Efforts

According to a study published in Business News Daily, “85 percent of workers surveyed felt more motivated to do their best when an incentive was offered, and 73 percent described the office atmosphere as ‘good’ or ‘very good’ during an incentive period.” The article notes that reliably offering employee rewards and incentives elevates levels of employee engagement, an essential element for building a sustainable business.

9. Encourage Employees to Take a Break

We don’t just mean coffee breaks here. Your workers need to have your permission — and in some cases, your friendly insistence — that when they leave work at night, they can ignore work emails and focus completely on the rest of their lives. To maintain good health and avoid burnout, they need to take all their vacations days as well; American workers left 658 million vacation days unused in 2015, lowering their productivity and depressing their attitude about their jobs.

10. Don’t Forget Free Food

No discussion of valuing your workers would be complete if we didn’t mention snacks. Food is one of those perennial forms of caring guaranteed to delight almost everyone. In a recent survey of millennials, 48 percent said that if they were looking for a new job, the availability of snacks would be a factor in their decision, and in one company, workers said the introduction of a seltzer machine was “life-changing.”

The common thread among all the measures listed above is that employees feel valued when their needs and efforts are individually recognized. To optimize your company’s productivity and attract the best talent in a competitive market, you must create a culture of recognition. To learn more about how to establish best-practice methods for giving employee recognition and rewards, download our e-book, “Recognition Culture: The MVP of Employee Experience.”

ebook CTA Blog Button

 

 

Do you have any thoughts on this article? Share your comments below.

 

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.
ebook CTA Blog Button

 

Do you have any thoughts on this article? Share your comments below.

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.

 

 

 

 

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.

Download Infographic Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

 

Employee Happiness

Understanding the Power Behind Employee Happiness

You likely know that people don’t perform as well when they’re feeling disengaged or distracted, but you may not realize how pervasive a problem this is in today’s workplace. How happy are your employees? Is employee happiness at a low or a high? The latest Gallup poll (collected from over 80,000 workers) on employee engagement tells a dismal story. In 2015, only 32 percent of workers say they’re “engaged” at their jobs. Over 50 percent say they’re “not engaged,” while another 17 percent state that they are “actively disengaged.” Furthermore, this data has shown no significant change since Gallup first started this annual poll in 2000, so the problem is persistent.

Why Employee Engagement Matters

When you go to the office each morning, of course you hope that your workers are feeling energized because it makes the office environment a better place for everyone. But how does employee happiness translate into actual performance and productivity? The numbers are clear; companies with engaged workers outperform other companies by 202 percent. Research published by the Academy of Management Perspectives finds that “stronger emotional ties to the organization serve to significantly lessen the likelihood that employees would leave.” Furthermore, the cost of replacing an entry-level worker is 30 to 50 percent of their salary. This expense increases as the position being filled becomes more specialized. Replacing top workers can cost a staggering 400 percent of their annual salary. And these statistics don’t even begin to address the burnout felt by the coworkers shouldering the extra burden after a colleague leaves the company.

Employee Happiness Begins With You

As a manager, you’re not responsible for every emotion your employees feel but your actions have a profound effect on your team. Research by Gallup notes that managers account for 70 percent of the variance in employee motivation levels. Furthermore, a survey of over 7,000 workers found that one in two had left a job to get away from a specific manager. Given the power you have in improving employee happiness, what can you do to make your company a great place to work?

Be Engaged Yourself

For starters, evaluate your own personal engagement. Gallup’s State of the American Manager report determined that only about 35 percent of supervisors and HR managers are themselves engaged, and this disaffection has expensive outcomes. The cost of managers who report that they’re “not engaged” is estimated to be $77 billion to $96 billion annually, while the cost of the additional 14 percent who are “actively disengaged” is more than $300 billion per year. On a positive note, the fact that you’re reading and thinking about employee recognition suggests that you’re in the minority of managers attempting to make improvements.

Empower Employees

People feel a deeper commitment to their work when they have some power over how things are done. You can affect your workers’ sense of empowerment in a wide variety of ways:

  • Give them control over their schedules, allowing them to shift their start times or work remotely from home for part of the week. If workers have the chance to fulfill their outside obligations, they’ll feel less stressed and distracted  when they’re on the job.
  • Communicate the ways in which each person’s work matters to the company. Employees will make a greater effort if they understand how their daily contribution furthers the ultimate company goals.
  • Offer the opportunity for professional development, including coaching/mentorship programs. Your workers will feel a greater commitment to your organization if they know you have their long-term well-being in mind.
  • Seek suggestions and feedback. Let every worker, regardless of salary level, have a say in how things are done.

Offer Rewards and Recognition

Everyone should have their efforts recognized, regardless of age or the type of work they’re undertaking. Being recognized leads to a greater commitment to the work itself, as well as a deeper sense of personal identification within an organization. Employee rewards and recognition can be expressed in a variety of forms, and often the non-monetary forms can be the most meaningful. A few words of gratitude or appreciation from co-workers can do wonders for the sense of teamwork, and a supervisor’s acknowledgment can help a worker feel that their effort was worthwhile. 48% of employees stated that management’s recognition of employee job performance, whether through feedback, incentives, or rewards, was “very important.” For these reasons, a system used to facilitate employee appreciation is required for any company striving to be successful in today’s marketplace. Besides, giving employee rewards will make your job more enjoyable as well.

How Happy are Your Employees?

As you take steps to foster employee happiness, it’s necessary to be able to measure success. You may be able to sense the overall mood of your workers, but you need something more than your own intuition — something tangible This is where the HR technology known as pulse surveys come in handy. A pulse survey is a one-click response ( using a scale of images that represent sadness to happiness) that employees can submit anonymously each day, giving a quick indicator of how they’re feeling. This daily information provides an immediate snapshot of both your company’s and immediate team’s well-being as well as displaying the trend of happiness levels over time. The anonymity of the survey facilitates honesty, and when a company shares the results of the pulse survey, it creates an environment of transparency and gives rise to important conversations.

The Technology of Happiness

As HR tech becomes more sophisticated, it integrates with some of our basic social needs. Employee recognition best practices and pulse surveys are effective methods for strengthening organizations and building employee success.

For a deeper dive into this topic, download our eBook The Case for Employee Recognition.

ebook CTA Blog Button

 

 

 

Improve Your Onboarding

How to Effectively Get New Hires Up to Speed

Employees are the moving gears behind a business. For this reason, employers must be sensitive on how they treat and engage their workforce. And it starts from the very beginning, an employee’s first day at work. A new hire’s first day is important because it is the day that they get a real first impression of what your company is like and is critical to setting them up for future success. Why is proper onboarding so important? Because a new employee can take up to two full years to reach the same level of productivity as an existing staff member. Avoid waiting two years for a new hire to reach the same level of productivity as an existing staff member by getting them up to speed faster. Below are a few tips to effectively onboard new hires:

Clearly Define Your Onboarding Goals

It is vital that new employees have a clear understanding of their specific goals and objectives at your company. Recruiting new employees without clearly spelling to them what is required will only lead to confusion and lower productivity. When onboarding new hires, be very clear about your onboarding goals and expectations. Strategize on how you can build transparency in your workplace and onboarding programs.

A fun and easy way to get a new employee up to speed and on target with their onboarding goals is by pairing him or her with a mentor within the organization. This will help them stay engaged in all activities that take place and have someone to turn to when they have questions. It not only helps both parties build a work relationship with another, but adds to a more engaging work culture. Choosing a mentor who is well versed in the same career path or team projects would be an effective way for employees to collaborate closer together early on. New employees and their mentor may meet once or twice a week to discuss the new hire’s progress and how they are adjusting to the new job.

Foster Strong Employee Relationships

How an employee engages and interacts with rest of the team is very crucial. As part of the Human Resources department, you have a role to play in helping to foster strong relationships amongst coworkers. Interworking relationships is a huge part of work culture and leadership’s relationship with employees in particular has a strong impact. Leaders need to lead by example and have the responsibility to live out the company’s values daily and communicate with those around them. When employees and leadership develop a strong relationship, new hires gain an instant new sense of teamwork and employee alignment.

When new employees feel free and comfortable to reach out to co-workers because of the healthy professional relationships presented, especially for the first few weeks, the learning process becomes easier for them to adapt to their new surroundings and team members.

Promote Your HR Programs

New employees should be quickly introduced to your HR programs and HR tech platforms. For example, if your company has an employee recognition and rewards program, make sure new hires are aware of it and know how to use it as soon as they start. Employee recognition programs connects employees and allows them to recognize each other for hard work. Programs like this not only provide something fun for new hires to become accustomed to but also instantly immerses them into the company culture and fosters a positive work environment. Receiving public recognition on a digital, easy-to-access HR tech platform boosts employee happiness and gives employees insight on what others are working on and accomplishing.

It’s HR’s job to not only implement HR tech platforms and programs correctly but also keep promoting them to new hires and existing employees so there is optimal use and employee engagement.

Ask for Feedback

Employees want to feel like they can be honest and heard at their company. Asking for continuous feedback and reviews are a great way to have healthy and honest conversations on how to improve the employee experience, especially the onboarding process. What better way to discover how to improve the onboarding process than by asking new hires about their experience?

Employees must be given the opportunity to participate in well-constructed outcome based reviews. This can be achieved by developing structured reviews that may include specific ratings, rankings, and written reviews on a mandated frequency. Employee surveys are also a great way to give new employees the opportunity to provide honest feedback about their overall experience and onboarding process. Through real-time feedback and pulse surveys, management is able to make the necessary adjustments and assessments for company initiatives. Getting employee feedback provides HR the insight they need to improve the onboarding process.

Provide the Right Material

New hires should not be left on their own. They should be supported from day one to ensure they feel comfortable in their work environment. Be prepared and stock their working stations with easy-to-digest guideline materials and resources so that they know where to go when they have questions. This includes contact sheets, company guidelines, access information, portal details, time-saving tools, and other onboarding material. New hires should be provided with public administration forms regarding their benefits, taxes, and direct deposits as early as day one. The more useful information, the better. And don’t limit yourself to sharing just health benefits and 401k details, add some fun collateral that represents your company culture and engages employees to want to learn more.

Companies need to invest wisely when it comes to their employees and it starts with putting attention on the onboarding process. The onboarding process is critical when it comes to setting employee up for success. When employees are set up for success, they become more engaged, satisfied, and productive. Don’t fall short with your onboarding initiatives and make sure you get your new hires up to speed quick.

To learn more about how you can enhance the employee experience through a culture of recognition, download this eBook.

ebook CTA Blog Button

 

 

About the Author

Addison Jenning

Addison Jenning is an HR manager and a passionate writer who recruits, motivates and contributes to the development of employees. She oversees the effective and successful execution of the company’s internal strategy. Addison runs Job Descriptions Wiki and she can also be found on Twitter.

 

 

 

 

appreciate employees during the holidays

7 Holiday Ways to Spread Employee Appreciation

While you may do your best to spread seasonal cheer and appreciation, it’s important to keep in mind that this time of year is not all sparkles and snowflakes for your staff. Many of them will be trying to balance holiday schedules and family complications while feeling added stress due to end-of-year work tasks. Furthermore, absences and vacations often leave big holes in staffing right when the duties are most intense. With only 34.1 percent of employees engaged at work without the distractions associated with the holidays, don’t be surprised if the holidays bring a decline in productivity and a decrease in employee engagement.

There is a fix for this. Expressing employee appreciation during the holiday season is a powerful way to build good will that will last long after the candy canes have been composted. Here are seven tips for sharing true merriment (or at least momentary comfort) with your workers over the holidays.

1. Deliver Individual, Handwritten Notes

Almost all our written communications now take place online, so the simple act of putting ink on paper adds a real sense of importance to whatever is being said. Concentrate on each employee’s specific strengths, challenges, and achievements, when acknowledging their contributions on a nice sheet of paper. Avoid using holiday cards for this purpose, because you don’t want it to seem like an obligatory act. Research at Wharton School of Business found that when managers take time to express gratitude to workers, productivity increases by 50 percent.

2. Facilitate Relaxation

Weathering the winter holidays is hard work; a survey conducted by Healthline shows that between 61 to 65 percent of workers feel elevated stress during the holidays due to factors including money, family expectations, heavier work duties, and scheduling and travel demands,. You can brighten everyone’s day by bringing in a massage therapist to offer free shoulder massages or in-chair back rubs. Another inexpensive option that can be helpful is a wrap station. Encourage workers to bring in their stacks of unwrapped family gifts and provide a space with free wrapping paper and various tools and supplies. Employees can socialize during breaks while they get a personal chore accomplished.

3. Be Flexible

Winter weather complicates commuting, and if children’s schools close, you may end up with frustrated employees who are torn between commitments. Letting your people work remotely or adjust their schedules can go a long way toward relieving family stress, and employees will be able to concentrate on job duties if they aren’t having to text a stranded family member. With half of the modern workforce holding a job with some workplace flexibility, this initiative might be one to keep year-round.

If your company’s tasks cannot be handled remotely, you can win huge points by encouraging employees to bring their children to work. Buy a few games or hire a temporary childcare worker; for a small investment, you can earn months of heartfelt gratitude from busy parents. Besides, you’ll be helping your company save money. One snow day in Massachusetts costs the state around $265 million, most of it in lost wages.

4. Provide Free Food

While employees welcome edible contributions any time of year, food is one of the strongest ways to put something tangible behind your holiday employee appreciation campaign. In a workplace survey, 51 percent of respondents said that perks involving food made them feel valued and appreciated by their employers, and the holidays give you a ton of options for fun food treats. Keep some of the offerings vegetarian and gluten free, and include more than sugary desserts if you want to help people concentrate on work. If end-of-year tasks are causing your staff to burn the midnight oil, ordering in some pizzas can make all the difference in people’s commitment to stay until the job is done.

5. Host a Volunteer Day

Building a company culture of volunteerism pays valuable dividends in the form of employee morale and brand perception, according to a Deloitte study. This is especially helpful during the holiday season, because many people get depressed when they feel that celebrations have lost a central purpose of generosity and caring. You can divide staff up into different teams, depending on the volunteer setting, and help with a toy drive, holiday meal program or other community cause.

6. Encourage Employee Recognition

Employees need to feel appreciated by co-workers as well as by supervisors. In a “recognition-rich environment,” according to Gallup, employees who feel adequately recognized (including by their peers) are only half as likely to quit during the following year as those who don’t feel appreciated. The holiday season offers fresh new approaches for co-workers to gift each other, including “Secret Santa” programs and cookie or gift exchanges. Provide the initiative to get the ball rolling, and offer logistical support to any employee who wants to spearhead a recognition program of seasonal fun.

7. Leave the Holiday Party Early

This last tip might sound confusing, but it’s good to start the new year without taking yourself too seriously. Regardless of how cool you are, you’re in a position of authority, and your employees will inevitably feel somewhat self-conscious in your presence. Leadership consultant Tine Thygesen reminds managers that “while bosses are (mostly) nice people, it’s a well-known fact that no one wants to sit next to them at the Christmas party, because then they have to behave.” She urges bosses to show up during the first part of the event, circulate in a friendly way, and then leave while everything is still underway, so that employees can relax and really bond with one another.

Rewards and recognition are an important part of your company culture all year round, however the holiday season provides you with unique opportunities to show your employees that you care. For more handy tips, check out this report: The Art of Appreciation

Download Report Red CTA Button

 

 

Employee Recognition Spotlights

Spreading Employee Recognition and 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 recognition and 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!

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

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 our fun Achievers Facebook Photo Album. And discover how other companies are spreading employee recognition and appreciation with Achievers by checking out their customer stories here. Did I also mention that we’re hiring? Apply now.

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 Case for Employee Recognition.

ebook CTA Blog Button

 

 

About the Author
Kellie Wong
Kellie Wong is the Senior Social Media and Editorial 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 35+ guest blog contributors and edits every piece of content that gets published. Connect with Kellie on LinkedIn.

 

 

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.

ebook CTA Blog Button

 

 

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.

Contact Us

Privacy Policy

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.

ebook CTA Blog Button

 

 

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.

Download Guide Red CTA Button

 

 

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.

 

hire on a budget

Tips and Tricks: Hiring on a Budget

If you’ve ever touched the recruiting process, you’re well aware that hiring can be expensive! However, you probably also know that making a bad hire is even more expensive. According to Forbes, a bad hire can costs an employer “thousands of dollars”. So what are the best ways to hire with different levels of budget? We’ve helped compile some top tips and tricks for those hiring on any budget.

Under $50

If you only have $50 to spend on hiring you’re largely limited to free options which is not necessarily a bad thing.  Sometimes it takes going back to the basics to get someone’s attention. For example, start with printing or buying a help wanted sign and putting it in the window of your business. The best employees are often customers of your business since they already understand what your business does and are obviously willing to support it. You’ll also want to consider posting help wanted flyers on bulletin boards around town.  Once you’ve posted your ad physically, you should turn to social media and post it on your company and personal pages. Encourage your employees to share it since they often have friends and a large network who might be looking for new jobs.

Then of course, there are the online options. Place your job ad on some of the free online job boards. There are thousands of these boards so pick three or four that best fit your target audience, create an ad, and consider it ready-to-go. Here is a quick list of free job boards to help you get started.

$51 – $100

So now you have a some money to spend on finding a perfect employee, congratulations! You should still start by doing everything in the under $50 budget because it will maximize your results without taking up any of your current budget. The next step is to start looking at paid options to promote your ad. Although you can’t quite afford some of the more expensive job boards like Monster, you should be able to create job postings on a number of sites such as Indeed, Craigslist and more. Because you can only afford one posting, it is important to optimize that posting as much as possible. A simple Google search on “How to Optimize a Job Posting” can help you take your strategy a step further and increase your chances of getting results from a job listing.

$101-$1000

As stated before, you should definitely start by doing everything in the budget categories listed above. Fortunately, you now have a fairly decent sized budget to post job ads. You can now afford to post to some of the more expensive job board options such as Glassdoor, Monster, Careerbuilder, etc. or you can create multiple ads on some of the cheaper job boards I already mentioned. Your best bet is to test both options – you never know what works well until you start measuring. If an inexpensive Craigslist ad is working well for you, post a few of them. If not, consider posting to some new job boards. Every business and audience is different, and prefers different job posting channels. The extra budget will give you the flexibility to get insights and take your hiring to the next level with more strategic thinking.  

$1000+

If your budget is hitting in the thousands, then you’re given the opportunity to heavily invest in hiring top talent and that will pay off big time. At this level of budget you have much more flexibility as far as advertising your job opening. In addition to the previous budget levels, you can look at hiring more specialized recruiters that focus on specific industries and job types. Consider hiring someone to write great job ads for you – the right job ad copy can dramatically impact the amount of applicants that come through. To prevent wasting your budget however, you’ll want to test different options to see what works. Start by looking into paid packages on job board platforms that provide you more features to help distribute and measure your job postings for maximum performance and impact.

The next time you’re recruiting with a new budget, consider our top tips and tricks. With today’s competitive job market, it’s important to recruit smarter in order to bring in a strong job candidate pool and hire the right person for your company.

To learn more, check out the white paper The War for Talent is Here: Is Your Workplace Ready?

Download White Paper Red CTA Button

 

 

will zimmermanAbout the Author
Will Zimmerman is a content marketer for Proven, the small business hiring tool. He is from Boulder, Colorado, and when he’s not writing awesome content, he enjoys all things outdoors including, but certainly not limited to, skiing, camping, hiking, and surfing.

 

 

 

Implement HR Tech

3 Steps: How to Effectively Implement HR Technologies in the Workplace

It can be challenging and cumbersome to implement new HR technology in the workplace. According to a Brandon Hall Group study, 29% of workforce management solutions have been in place for five years or more and 45% wanted to alleviate the burden of manual tasks from HR. So, how exactly do you effectively implement HR technologies in the workplace? The success of a new HR technology rollout depends on several key aspects being clearly thought out beforehand. If the HR technology touches multiple people internally, it is important that all stakeholders are onboard from the beginning. Your goals should be to make an HR technology rollout as pain-free as possible, and the benefits of the new HR technology easy to understand for employees. Here are three ways to ensure a smooth implementation:

Get Employee Buy-In

First and foremost, you should find an HR app or technology your workers will love. How do you that? Ask them which apps or technologies they are already using on their own. This includes apps outside of work. The more you can understand how your employees interact with technology, the better the adoption curve when looking for a solution that your employees might already be familiar with.  In fact, you might be surprised to find that half of your workers have already banded together to use similar applications on their own.

Ask them which HR apps or technologies they wish they could use at work. They may have heard from a friend that their company is using a particular app.

If you already have an HR app in mind that you would like to implement, you can first ask employees for their thoughts and see what your workers think of it. If that goes well, the next step would be to pilot the HR app with a small group of employees. If they love using the new app, then present the idea of rolling it out to the rest of the team and ask for feedback. If all goes well from there, then plan for a company-wide rollout.

Communicate the Purpose and Benefits of the Technology

When presenting the new HR app or technology to stakeholders, it’s important to communicate why the company is rolling out the new HR app or technology. Equally as important is discussing the benefits the workforce will see from using the new HR app or technology. Tell them how it will make their lives better!

There are many ways to do this. Individual managers can discuss the new HR app or technology with their teams. A special email can be sent out giving specific information about the rollout. Posters can be displayed in break rooms displaying the benefits of the new HR app or technology (like an advertisement). A special event, like a pizza party, can be held to entice workers to attend an informational session about the new rollout.

Clearly, there are many ways to go about communicating to your team why you are rolling out a new HR app or technology and how it will improve their working lives and the company.

Create an Easy System for Onboarding

It’s important to provide a seamless onboarding experience. Onboarding is often laborious when rolling out an HR app or technology. But it doesn’t have to be! If you choose apps and technologies that are easy to find, easy to download, and have a built-in tutorial, it takes some of the pain out of getting your team on board. A dedicated FAQ section or knowledge base with videos and tutorials is also helpful as a quick reference guide that can be viewed at anytime.

It’s up to you to decide how and when an existing employee or new employee finds out that they are to be using the HR app or technology. Offering incentives for employees once they start using the new HR app or technology always helps to get them onboarded faster.

Another important consideration when thinking about onboarding is how upgrades will take place. One way to eliminate this worry is to select HR apps and technologies that have dynamic upgrades. With this feature, when it comes time to upgrade, the process will be done automatically.

Rolling out any new HR program is a costly venture. Even more costly is having to re-rollout a technology. If your organization focuses on the three tips above, the long-term viability of the technology will be adopted earlier and will lessen future training and implementation costs. Once your company comes up with a plan for a technology rollout, you will be able to replicate the plan for future rollouts and make adjustments as needed. This will help make future technology rollouts even faster and less expensively.

 To learn more about HR tech, check out this webinar recording on disrupting HR technology.
Learn More Red CTA Button

 

About the Author
Atif Siddiqi is the founder and CEO at Branch Messenger, an employee mobile self-service platform for shift workers. An LA native, Atif relocated the company to Minnesota to participate in the TechStars & Target Retail Accelerator Program. Branch has thousands of employees that rely on the app from companies like Target, McDonald’s, Walgreens, 24 Hour Fitness and more.

Contact Us

Privacy Policy

Shocking HR Stats

13 Scary Employee Engagement and Recognition Stats That Will Spook You This Halloween

Are you haunted by worries that your best people might quit right before a key deadline? Does lack of team alignment keep you awake at night? Don’t let the tentacles of leadership doubt creep into your brain during hours when you should be rejuvenating. Read through these thirteen hair-raising employee engagement and recognition statistics below and banish any lurking shadows from your company culture.

1. Workers Are Still Rewarded Just for Existing

In a scary throwback to the mid-twentieth century, 87 percent of employee recognition programs center on how long the person has been at the company. While it’s true that minimizing turnover is helpful, nobody comes to work every day because of recognition they’ll be awarded in some future year.

2. Frequent Recognition Gets Overlooked

We know, your life as a manager gets hectic, and you may assume employees can read your mind when you don’t express the appreciation you feel. Pro Tip: They can’t. A Gallup survey finds that only 1 in 3 workers strongly agree that they have been praised or recognized within the past week for doing good work.

3. Most Workers Are Not Engaged

According to Gallup’s 2017 State of the American Workforce report, 51 percent of employees state that they are not engaged in their jobs, which means they’re likely keeping an eye open for a new job. That’s a scary thought, isn’t it? And don’t even think about the distracted workers doing jobs that have a direct bearing on other people’s health and safety.

4. Leaders Are Falling Down on the Job

Gallup provides some truly alarming figures related to the failure of leadership in today’s companies: Only 15 percent of employees “strongly agree” that their management gives them confidence about the future of the company, and only 13 percent state that the company’s leaders communicate effectively throughout the organization.

5. Actively Disengaged Workers: A Problem Waiting to Happen

The number of “actively disengaged” workers, at 24 percent, is nearly double the 13 percent of workers who say they are actively engaged. This can be expensive to your business, as Gallup points out that each instance of employee turnover costs your company an average of 1.5 times the employees’ salary.

6. Recognize Them or Lose Them

Research published in Human Resources Today finds that “the number one reason why people leave jobs is limited recognition and praise.” This is a simple statistic, easy to remember, that will help you keep your talented workers on board for the longer term.

7. Criticism Impairs Thinking

You may think constructive criticism will elicit star performances, but neuroscientists disagree. In fact, criticism activates higher levels of the hormone cortisol, which researchers say “shuts down the thinking center of our brain.” Praise, on the other hand, stimulates the basal ganglia to release pleasure hormones dopamine and oxytocin, which improve performance and attention levels.

8. Lack of Recognition Interferes with Performance

Do employees who aren’t praised work harder, in hopes of eventually being appreciated? Harvard Business Review says “No.” Their research points out that 40 percent of American workers say they would put more effort into their jobs if their employer recognized them more often.

9. Don’t Be Part of This Statistic

The Harvard Business Review study cited above also found that the average employee in their survey reported that it had been 50 days since they last felt recognized for anything they did at work. What number would your average staff person mention, if a surveyor were to ask this question?

10. Millennials Can Slip Away

A recent Deloitte survey found that 2 out of every 3 millennials expect to leave their current job by 2020. One major reason for this restlessness is that this generation feels their skills are not recognized. Only 28 percent of respondents stated that their organization is currently making full use of their skills. To keep your younger workers engaged, you need to recognize their efforts by offering development opportunities.

11. Millennial Need for Flexibility Is Overlooked

Chances are good that the millennials working for you want more flexibility. Eighty-eight percent of younger workers want more schedule flexing authority, while 75 percent want the opportunity to work for home. Meanwhile, only 43 percent of these workers are allowed to work from other locations… so it’s a good bet that some of your staff are surfing the web looking for more adaptable jobs

12. It’s Up to You

Management accounts for 70 percent of the variance in engagement scores. That’s both good and bad news. It means you have a huge influence when it comes to upping your employee engagement scores, but it also means that no other techniques for increasing engagement will be successful if you ignore your role in the solution.

13. Don’t Be Overconfident

You’ve just read a dozen statistics indicating just how big the room for improvement is. Here’s one last warning to take with you: 89 percent of senior managers feel that their company is actually very good at recognizing their workers. This means they probably won’t change. Don’t be part of that overconfident group.

The figures above come from a range of sources, but they all deliver one single message: Rewarding and recognizing your employees is a no-brainer. You work hard on all kinds of complex tasks in order to bring success and sustainability to your company. Don’t overlook the most obvious — and simple — building block of workforce loyalty: prompt, varied employee appreciation.

For more insight on the importance of recognition in the workplace, check out Achievers’ eBook, Recognition Culture: The MVP of Employee Experience.

Download EBook Red CTA Button

 

 

First-Time Managers Guide

Leading the Team: Tips for First-Time Managers

Congratulations, you’ve been promoted! Your hard work, enthusiasm, and initiative has finally paid off and you’ve been tasked with leading a team of your own. But how? Now that you find yourself standing in front of a sea of expectant faces, are you supposed to do that?

Transitioning into a first-time manager can be a very stressful experience and the importance of effective management has never been clearer. According to Gallup, the odds of an employee being engaged are a dismal 1 in 11 (9%), and when an organization’s leadership focuses on the strengths of its employees, the odds soar to almost 3 in 4 (73%). Now is the time to seize your new opportunity as a first-time manager and develop into a strong and influential leader for your team.

With that in mind, I’d like to offer up some handy tips for all you first-time managers to help you get off to the right start and put those leadership skills of yours to good use.

But first…

A Word of Warning About Management Styles

We all have bosses, managers, and influential people in our lives who we admire and strive to be like. Nobody forgets a great leader, so it’s only natural that we should want to imitate their style.

There’s nothing wrong with taking a step back and asking yourself, “What would my favorite manager do?” when you encounter a tricky situation. However, trying too hard to do things your management idol’s way will only limit your own potential in the long run.

Committing to a leadership style before you’ve begun to lead might be comforting, but it makes as much sense as deciding to dress for summer all year-round just because you’re a fan of warm weather—as well as looking spectacularly out of place most of the time, you’ll probably end up doing yourself more harm than good!

So by all means, be aware of the most common management styles in your industry, but don’t be too hasty to pigeonhole yourself. After all, you were hired for being you, not your ability to mimic someone else.

With that out of the way, let’s move on to those all-important management dos and don’ts.

Don’t:

Lay Down the Law

It can be tempting to try to exert your authority early on by adopting a tough, no-nonsense persona in the workplace.

By going out of your way to establish yourself as authoritative, however, you’ll inevitably end up overreacting at some point and respond to a situation inappropriately.

Come down too hard on your team and you’ll cause them to question your leadership abilities, not to mention make them reluctant to come to you in times of need. Keep calm, keep it real, and be yourself.

Shake Things Up Too Early

If this is your first management role, you’re probably itching to show the people at the top that they backed the right horse when they chose you for the job. However, you should hold off on making any drastic changes to your department until you’ve been in your new position for at least a month.

It’s perfectly natural to want to make your mark on your team, and you’ll undoubtedly have targets to hit, but the people you’re managing already have one major new thing to get used to: you. Don’t complicate matters further by making any drastic changes until you have a solid understanding of what works and have earned your team’s trust.

Try to Be Everyone’s Buddy

In some situations, employees get along well with their managers. Their personalities gel, and with so little friction in the workplace, they come to forget all about the boss-employee dynamic that exists beneath the surface.

Sadly, situations like these are rarer than we might like to think.

Trying to be everybody’s buddy at the same time as overseeing their work can eventually run into problems and in some cases, be met with suspicion from your team, who’ll interpret your attempts to befriend them as insincere.

By all means, extend the hand of friendship to the people you work with, but don’t be surprised (or offended!) if they’re reluctant to take it right away.

Be a Control Freak

Nobody likes working under a manager who over-delegates. On the flipside, though, you should be careful not to keep your staff on too short a rein.

A good manager knows how and when to delegate, trusting the members of their team to follow instructions and carry out work unsupervised. By trying to take on the bulk of the work yourself, you not only risk burnout, but your team will come to resent you and will start looking for more challenging positions elsewhere.

Besides, how will you ever know what your team are really capable of if you don’t give them the freedom to do their thing?

Take the Credit for Your Team’s Work

Be careful not to take the credit for the work that those on your team have done in your quest to show your skill as a new leader.

You might wish that you’d been the one who came up with that great new idea for a product or way to cut costs, but don’t forget that as a manager, you’re there to bring out the best in your people and for your ability to spot a good idea when it’s floated.

Embrace your role and celebrate your individual team members when they achieve something great—if you do, your team will embrace you in return as their manager.

Do:

Be the Employee You Want Your Employees to Be

Nobody likes working for a boss with double standards. It’s no fun when your manager rolls into work late, misses their own deadlines and spends the morning chatting by the watercooler, only to berate anyone on their team who behaves similarly.

A team is only as good as its manager, and if you want your team to commit to their roles, then you need to be a living, breathing example for them to follow, every single day.

That means showing up on time, sticking to your own deadlines, keeping your promises, and resisting the temptation to take those extended lunch breaks under the guise of “business meetings”.

It’s not all about working hard though—your team will also be taking cues from you on how to strike a healthy work-life balance. Be sure to impress upon them the need to step away from their desks at lunchtime. Take regular breaks to refresh yourself during work hours. Book your vacation time well in advance and encourage them to do the same.

Get Yourself a Manager Buddy

No matter how strong your team is, it’s only a matter of time before you find yourself having to handle a difficult or awkward situation in your new position as manager. Often, you’ll have to rely on your gut feeling, but it’s a good idea to reach out to a fellow manager so that you can ask their advice and share your experiences.

Your manager buddy needn’t be someone that you have contact with every day, but it’s helpful to have someone within your company that you can confide in and ask for guidance.

Don’t be afraid to ask for help—you might have been promoted based on your aptitude for leadership, but that doesn’t mean that you have to work everything out on your own 100 percent of the time.

Show Humility

“Fake it till you make it” might work in the world of show business, but as a new manager you should never be tempted to bluff your way through a tricky situation just to save face.

Your team will be watching you very closely during your first few weeks, trying to work out what kind of boss you’ll be and whether they can rely on you. There’s nothing wrong with feigning confidence if you’re nervous, but if your team catches on to the fact that you’re making things up just to avoid embarrassment, they’ll immediately lose faith in you.

It’s far better to show a little humility in your work and admit it when you need to go and check something before making a decision. Sure, your pride will take a hit, and you’ll look slightly less infallible, but being straight with your team will make you much more likeable, and your staff will appreciate your honesty.

Look for Opportunities, Not Weaknesses

It can be tempting to prove your worth as a manager by immediately highlighting any obvious weak links within your team upon your arrival, but keep in mind that it’s your job to bring out the best in people, not point out their faults.

Try to think of yourself as a sports coach who has been brought in to train an existing squad. Every member of your team, having been recruited by your talent scout, is there for a reason. They’re up to the task. What you’re there for is to nurture their abilities and get them working as a unit.

Talk to them individually. Identify the areas where they can improve and look for ways that you can play to their strengths. Your end goal is to grow your team to the point that its members can one day go off and become managers themselves.

Take Responsibility

There are few things worse than a manager who deflects responsibility onto their team when things go wrong.

Being promoted to the rank of leader might grant you additional perks and higher pay, but it also strengthens, rather than weakens, your connection to the team you’re managing. Therefore, when a member of your team drops the ball, you should consider it your fumble just as much as it is theirs—you don’t get to join the other managers on the sideline, shaking your head.

Take responsibility for your team’s missteps and show solidarity with your players—it’s the only way to win their full support and prove that your “we’re all in this together” mantra isn’t just corporate lip-service.

Embrace Your New Opportunity

Being promoted to the rank of manager can be scary, but it’s also a hugely exciting time in anyone’s career.

Instead of obsessing over the need to prove your worth, focus on getting on with the task at hand. People will judge you on how you conduct yourself, your willingness to succeed, and the change you ultimately effect. What they won’t do is applaud you for adopting a realistic managerial persona and the amount of time you spent stressing about acting the part.

Now that I’ve wrapped up a quick guide for you on how to get started as a first-time manager, it’s time to embrace your new role. Good luck!

To learn more about how to be an effective leader, check out Achievers’ blog 5 Pillars of Great Leadership.

Learn More Red CTA Button

 

 

About the Author
Phil KendallPhilip Kendall is the digital marketing and social media executive at RotaCloud, a UK-based startup that provides cloud-based staff scheduling solutions for small and medium-sized businesses. A writer, blogger and lifelong tech nerd, Phil is never far away from a keyboard, and has worked as everything from a freelance food writer to managing a team of writers for a Tokyo-based news and entertainment site.

 

 

Improve Work Culture

Using HR Tech to Strengthen vs. Separate Your Company Culture

How many of us have ever been out to dinner and looked around to see that every person at the table is on a mobile device? Or observed a group of young people hanging out “together” while barely lifting their eyes from a screen? When we see technology being used this way (or are guilty of too much screen time ourselves) it can be easy to assume technology is pushing human beings apart.

And while internet addiction is a real thing (as one psychologist put it, we’re “carrying around a portable dopamine pump”) there is little evidence proving that technology as a whole is hurting our ability to communicate or empathize. In fact, when used correctly, it can improve these qualities.

In our personal lives, the proper use of technology can give us greater exposure to different perspectives and ways of expressing ourselves. In the workplace, HR tech can strengthen company culture by providing more avenues to engagement and socializing, while increasing productivity.

Here are five ways you can use HR technology to strengthen your company’s culture:

  1. Make Communication Comfortable (and Fun)

Many HR tech platforms include social feeds that allow employees to chat as a group, in smaller channels, or one-on-one. These channels are constantly adding fun features like emojis, reward badges, and GIFs that make using chat applications similar to how employees communicate with friends outside of work.

Far from making it less likely that employees engage with each other face-to-face, internal social channels enhance communication. They allow employees to connect, collaborate, and share a laugh, even during busy periods. They also create the freedom for employees who are introverted or not comfortable in a live, large group setting to be involved. And they create opportunities for employee recognition, particularly for remote teams.

  1. Create Transparency

Transparency is a bit of a buzzword in the modern workplace. It’s important to company culture because it implies trust, which is the basis of any strong relationship. But transparency can be hard to facilitate. First, leadership and managers across the organization must agree on what transparency means to your company. Next, a company must ensure that transparency is equitable. Is your CMO sharing profitability data with his team while your CTO is failing to share the same with hers?

HR tech can revolutionize the way you approach transparency. You can use social feeds to ensure the same messages are going company-wide, create universal trainings in your learning management system, and democratize access to your company leadership. You can also compile and share data on company culture itself, so employees can monitor progress.

  1. Prove the ROI of Culture Initiatives

When budgets are tight, it’s often employee-focused expenses such as team outings or performance awards that get the boot. These costs have long been considered as “nice-to-haves” that may bring out the smiles, but won’t bring in the revenue.

Using HR tech, you can disprove this line of thinking by tying real analytics to your company’s culture initiatives. After each culture effort, you can track real-time data to see how both performance and engagement have been affected. You can then use that data to discuss the ROI of these initiatives with your leadership. Happy employees impact the bottom line in a couple of ways. First, they are more productive. Second, they are less likely to leave (or even be absent) which means less money needs to be spent recruiting, hiring, and training replacements.

  1. Increase Benefit Engagement

HR teams spend vast quantities of time researching and implementing employee benefits that they believe will strengthen company culture. However, many employees aren’t taking advantage of those benefits from employer 401k matching to health and wellness to time off.

Often, lack of engagement with benefits is due to a lack of knowledge — the options, setup, or fine print are confusing; vacation days aren’t properly tracked; the right channels don’t exist to answer questions. HR tech can make benefits more approachable upfront and manageable in the long-term. You can use them to house benefits training opportunities, to make set-up simple, and to make it easy for employees to monitor their own usage. You can also automate reminders to both employees and managers, so that everyone knows, for example, when you need to push someone to take a vacation day.

  1. Revamp Employee Recognition

In our high-speed lives, it can be difficult to find time for “niceties” like employee recognition. And with only so much bandwidth available to focus on their teams, managers often turn their attention to employees who need extra support to succeed, assuming their top-performers are just fine on their own. While those people may be independent operators, it’s still vital that they’re acknowledged for their work. Recognition for a job well done is a huge component of employee satisfaction. In fact, 93% of employees hope to be recognized at least quarterly, if not more.

HR tech can automate both the reminders for and the process of recognizing employees. It can also track these efforts so you know if some employees are being accidently left out.

HR tech is no longer just about payroll and performance management, it’s about people. When you shift your thinking of HR tech as a help, rather than a hindrance, to communication and connectivity, you’ll see your company culture shift as well.

To learn more about the evolution of HR technology, check out Achievers’ blog post A Brief History and Future of HR Technology.

Learn More Red CTA Button

 

 

About the Author
Taylor Burke is a contributor for TechnologyAdvice.com. She’s passionate about great company cultures. When she’s not in front of her screen, you can find Taylor reading, cooking, running, or hanging with her dog—but rarely all four at once. Connect with her on LinkedIn.

 

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.

Learn More Red CTA Button

 

 

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.

 

 

 

Employee Engagement

Why Your CEO Doesn’t Care About Employee Engagement (Yet)

It seems that we can’t turn around today without having a conversation that touches on employee engagement. Yet despite all the attention, it hasn’t really moved the needle. In the time that Gallup has been measuring engagement, it hasn’t changed–engagement levels are hovering right around 30 percent. At the same time, Google data shows that there’s been a steady climb in searches and interest in the topic for the last five years.

But to what end? Many companies are trying to improve this measure with little or no success.

I’m going to offer two answers to this question that not only illuminate the problem, but give you some options to consider as you try to combat the problematic issue of disengaged employees.

Engagement Should Not Be an HR Program

The first response many leaders have when they get that annual feedback survey from employees to say, “Oh, no! Engagement is down. Let’s create a program to push engagement up!”

Good luck with that.

The truth is that employees are probably tired of your “programs.” Programs begin and end. A great employment relationship does more to drive engagement than a one-size-fits-all program that’s going to last a few weeks and fade into memory. Plus, as long as the company is meeting the basic elements of an employee’s needs financially, other factors come into play for influencing the level of engagement, according to motivational theory.

A large chunk of money isn’t even going to work, even though many companies can’t afford to offer that to each of their staff. More money has been shown to reduce dissatisfaction, but it doesn’t drive happiness or increased satisfaction for the employee.

The challenge is to see engagement not as a one-off activity, but as a holistic view of the employee experience. Being able to tie each of those disparate activities together into a cohesive experience that employees are proud of is a key element to ultimately driving engagement numbers. That means everything from the first moment the person applies for a job all the way through to managing work schedules, getting performance reviews, and beyond.

Every opportunity for interaction with the organization is either a plus or a minus in the engagement column, and while we can’t expect to win every battle every time, the goal is to keep that number going in a positive direction over time (and reaping the rewards of that increased engagement, which we’ll talk about below).

Engagement Should Not Be the Ultimate Outcome

Some leaders check engagement scores as if they were the latest sports scores, hoping for good things but feeling no control over the outcome. In reality, engagement is not the outcome we are shooting for–we are looking for something deeper and more meaningful. It’s time to change the way we think about this HR metric, because it needs to become a leading business metric. Consider the following examples of how engagement can lead to increased value for virtually any company:

  • Innovation. Companies everywhere are trying to create more innovative atmospheres for employees. But what if the answer isn’t open office space but a higher engagement score? Innovation is a key outcome of engagement. Research by Gallup found that 61 percent of engaged employees feed off the creativity of their colleagues, compared to a mere 9 percent of disengaged employees. In addition, it found that 59 percent of engaged employees believe their job brings out their most creative ideas, compared to only 3 percent of disengaged employees.
  • Retention. The only thing better than engaging our employees is keeping them around to deliver excellent results over time. Towers Watson research points out that retention is tied in with many of the factors that play into employee engagement, such as career advancement opportunities, confidence in senior leadership, and a manageable amount of work-related stress. Manage those factors well, and employees will stick around and produce results.
  • Revenue. In a discussion of concrete impacts, we would be remiss if we didn’t touch on the one that matters most to many organizations: the bottom line. There are several pieces of research that demonstrate the link between engagement and financial results. According to Towers Perrin research, companies with engaged workers have 6 percent higher net profit margins, and Kenexa research points out that engaged companies have five times higher shareholder returns over five years.

Each of these points helps to paint a more nuanced picture of employee engagement, establishing it not as a standalone program or an end result, but as a holistic journey towards greater business results. And that, ultimately, is how we can get the CEO, the leadership team, and the rest of the company on board with the idea of promoting and supporting engagement as a long-term business strategy.

Want to learn more about this topic and dig deeper into the concept? I’ll be leading a session titled Stop Measuring Engagement For Its Own Sake at the Achievers Customer Experience (ACE) 2017 event in New Orleans and I’d love to have you join me for the discussion.

Learn More Red CTA Button

 

 

About the Author
Ben Eubanks
Ben Eubanks, Principal Analyst, Lighthouse Research
Ben Eubanks is a human capital management industry analyst who helps companies and vendors with strategy, content, and more. Ben has over seven years of tactical and strategic experience spanning all areas of HR and he is a nationally-recognized author and speaker on trends and best practices in human capital management. Ben is the principal analyst at Lighthouse Research & Advisory where he oversees the development of research, assets, and insights to support HR, learning, and talent vendors across the globe. Ben also co-founded the HRevolution conference for HR and recruiting leaders and is one of four members that holds this annual event, attracting hundreds of attendees from around the globe since its inception.

 

 

Increase Employee Retention

Who Owns Retention? The Real Employee Turnover Problem

What’s the biggest problem when it comes to employee turnover? No one owns retention!

At many companies, when turnover rises executives point to HR to fix it – whose plate is already overflowing with terminations, payroll, benefits management, and back-fill recruiting. HR then blames bad managers for running off good people, and the managers push back complaining that executives do not give them enough time or training to manage their people properly. They all have a point, but this blame game is costing those organizations tons of money!

Stop Focusing on the Symptoms…Find & Fix the Cause!

After much finger-pointing, companies often come to the conclusion, “We have so much turnover, we need to hire another recruiter.” Are they kidding? That’s like trying to fix a water main break with duct tape. You may temporarily slow down the deluge, but not for long! If turnover is the problem, then you don’t need to hire someone who’s good at recruiting – they’ll just struggle to fill all the positions that keep unexpectedly being vacated. You need a dedicated retention specialist who will diagnose the core issues, work to resolve them, and maintain a stable workforce moving forward.

So why is the default next step to add another recruiter? Because everyone knows what a recruiter does and which line item that goes under on the P&L.

Now before you get upset, I assure you I’m not anti-recruiter! Recruiters are great, when you need a recruiter! If turnover is a problem, it is very possible that reworking your recruiting processes might be needed as well. Perhaps you really are hiring the wrong people and/or it is time to revamp the interview process, selection criteria, and applicant communication plan. You may even need to improve your employer brand in your community if you don’t have a positive reputation as an employer in your area. These are all things a good recruiter could handle, but these changes are rarely enough if retention is rising.

So if you can get approval for a new position, how about pitching the idea of a retention specialist instead? It’s a tougher sell to get approval from the higher-ups – they’ll wonder what a retention specialist is, complain the role sounds fluffy and become convinced it’s going to add overhead costs that seem unnecessary – but you must fight for it! It’s time to get more resources to fix the real issue.

What Is a Retention Specialist Exactly?

More organizations are creating this type of position and the responsibilities certainly vary from company to company, but their primary roles are to determine why people are leaving, and to build relationships and initiatives that extend employee tenure. This often includes, but is not limited to:

  • conducting and analyzing employee surveys and stay interviews
  • building employee networks/committees
  • serving as an employee ambassador who can answer staff questions or listen to feedback
  • ensuring the onboarding process is welcoming, thorough and incorporates the company culture
  • determining gaps where additional supervisor/management training is needed
  • coordinating (and possibly conducting) supervisor/management training and development programs
  • identifying operational/system changes that help adjust to a shorter-term workforce
  • analyzing compensation, advancement opportunities and scheduling for models that better align with today’s workforce’s needs
  • implementing recognition and appreciation programs across organization
  • ascertaining ways the organization and managers can be more transparent with employees
  • developing effective staff meeting schedules, agendas, and tools for those leading meetings
  • crafting organizational messages that instill the company’s mission and core values

Sounds like a full-time job to me! Who on your current staff has time to do all these things that are needed to reduce unnecessary employee turnover?

One Person Won’t Resolve the Issue – Retention is Everyone’s Job

While having a dedicated staffer to focus on diagnosing and resolving turnover issues is essential, leaders at all levels must take turnover seriously. Just like customer service, retention should be part of everyone’s job and everyone’s training. Keep in mind, workers today will leave their jobs if they don’t like their immediate supervisor, the leadership team or their coworkers, so encouraging your entire staff to attract and retain talent is critical.

Is your organization incentivizing peer referrals? Is your company rewarding managers for improved retention within their departments? Or are they setting bonus plans according to the concept of “do more with less,” which is driving away the talent you can’t afford to lose.

Become a Champion for Retention

So where do HR professionals start? Here a few ways to attack the turnover crisis:

  1. Create recognition and/or incentive programs for employees who reach certain milestones (after one year, not five!).
  2. Demand more management training for everyone who has direct reports.
  3. Make a case for hiring (or becoming) a retention specialist.

Same Approach = Same Results

If the trajectory of your employee turnover is headed in a positive direction, keep doing what you’re doing. But if your retention is getting worse every year, it is time to try a new approach for attracting and retaining today’s new workforce!

If you want to learn more about how to effectively retain employees, join me at Achievers Customer Experience (ACE) 2017 September 12-13 where I will be speaking on Leading the New Workforce: The Evolution of Employee Expectations. Check out details of my speaking session and the event here.

Learn More Red CTA Button 

 

About the Author
Cara Silletto
Workforce thought leader Cara Silletto, MBA, is the President & Chief Retention Officer at Crescendo Strategies, a firm committed to reducing unnecessary employee turnover by bridging generational gaps and making leaders more effective in their roles. Cara is a highly-sought-after national speaker and trainer, having conducted more than 100 engagements in 2016 alone. She has spoken to more than 10,000 leaders across the country at companies including UPS, Toyota, Humana’s Learning Consortium, and Cintas. Workforce Magazine named her a “Game Changer,” Recruiter.com included her in their 2016 “Top 10 Company Culture Experts to Watch” list, and she is a co-author of the book, What’s Next in HR. Follow Cara on Twitter @CrescendoHR.

 

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).

Learn More Red CTA Button

 

 

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

 

Perfecting work perks

Company Perks That Don’t Work — And How to Fix Them

Today’s CEOs, managers, and team leaders understand the importance of keeping employee morale high. The fact that you’re reading this on the Engage Blog — a thought leadership blog meant to define, inform, and help increase employee engagement — means you must have some inkling as to the positive impact engagement can have on an organization. Many organizations try to address employee engagement by providing extra incentives, or “perks.”

When it comes to providing company perks, global businesses like Google, Yahoo! and S.C. Johnson & Son set the gold standard. By providing everything from free on-site gyms to dry cleaning services, these multinational organizations have inspired managers all over the world to come up with their own ways to make their staff happier.

In their haste to keep up with the Larry Pages and Sergey Brins of the world, many employers mistakenly implement work perks that are incredibly generous on the surface, but don’t actually benefit their employees.

As well as costing the company money, these well-intentioned extras can have a negative impact on employee morale; in some cases, creating feelings of resentment among staff that perceive their employer’s choice of company perks as an indication that they are completely out of touch with the wants and needs of individual employees. In other words, there is no such thing as a ‘one-size-fits-all’ approach to employee engagement.

With this in mind, let’s examine a handful of common workplace perks that don’t always hit the mark, as well as consider some ways to fix them and make your employees a little bit perkier.

  1. The Games Room

The idea:

You transform a room or a corner of your office into a veritable shrine to leisure and entertainment; swapping desks, spreadsheets and whiteboards for foosball tables, video games and miniature basketball hoops. It’s the perfect place for your staff to cut loose for a few minutes each day.

Why it doesn’t work:

After the initial excitement wears off, a great many games rooms end up either covered in a layer of dust or as a hangout for a very small number of employees that love the inherent interactivity of games. Other staff, such as those with young or boisterous children, might consider the games room an annoyance, and would rather spend their breaks someplace more conducive to conversation.fyou

Making it work:

There’s nothing wrong with establishing an area for staff to shoot some pool or play a little Xbox. There are a few questions to consider before doing so:

  1. Would a significant number of my team enjoy a games room?
  2. Would they have enough time to make use of it?
  3. Would it end up being dominated by certain staff?

If you’re confident that the room would still get plenty of use six to twelve months after being set up, then go nuts; your staff will get a buzz out of having so many fun things to do on their break. Just be sure to choose a location that isn’t so close to your work area that it will distract other staff members. Furthermore, opting for games that can be played in groups and enjoyed in shorter sessions can help foster teamwork without taking too much time out of the workday.

  1. Company Getaways

The idea:

You pay for the entire company or team to go away for a few days, hoping that unwinding in beautiful, inspiring surroundings will help your staff de-stress and get to know each other better. The plan is that they come back refreshed, closer than ever, and thinking their boss is the absolute greatest.

Why it doesn’t work:

There are myriad reasons why team getaways prove to be ineffective. The most common being that staff resent having to give up time they consider to be their own, even if the company is picking up the tab.

Company trips and team-building weekends tend to be dominated by the more outgoing members of your team, leaving the quieter members of your staff counting down the hours until they can go home.

For others, trips like these are a logistical nightmare. They’re forced to find someone to pet-sit or trust their partner is willing to take care of the kids alone. This is not only inconvenient, but it can negatively shape an employee’s perception of their company.

Making it work: 

Your staff wouldn’t all choose to take the exact same type of vacation, nor do they necessarily enjoy the same kind of activities. Instead of whisking your entire team away on a single trip, consider running a few destination events throughout the year that a) don’t require an overnight stay and b) cater to different tastes.

Choose activities that allow different personality types to shine. Mix up physical, mental, and creative tasks while experimenting with different group sizes to encourage the more introverted members of your team to participate.

Most importantly, don’t eat into your employee’s personal time to reward them—it’s not a reward if they’d rather not be there.

  1. Unlimited Time Off

The idea:

Your staff are free to take as many or as few days off as they like. The hope is employees will feel empowered by having some control of when and where they work. Unlimited PTO is also meant to foster a sense of mutual trust between employer and employee; employees are trusted not to abuse the system, and in return, they trust their employer more as they have a greater sense of work/life balance.

Why it doesn’t work:

Though allowing staff to make their own decisions about leave can make them feel incredibly empowered, there is evidence suggesting that some employees feel that there must be some kind of catch. They might also fear they’re being tricked out of time off that they are legally owed.

Another adverse effect is that employees might become overly anxious about the amount of leave they are taking, worrying that taking more days off than their peers will result in them being passed over for promotions. These staff members end up rarely taking days, often to the detriment of their health and performance at work, all to inform an external perception that may or may not exist.

Making it work:

Unlimited vacation time is a great way of showing your employees that you trust them. But it can also put a lot of undue pressure on them to self-regulate. To combat this, consider doing the following:

  1. Make time off mandatory. Let staff take as many additional days off as they need, but set a minimum number that they must use up before the end of the working year.
  2. Have a clearly defined UPTO policy in place. Set rules for taking time off, and make the procedure for requesting leave a part of your employee handbook. This might seem counterintuitive on the surface, but staff will take comfort from the fact that taking leave isn’t a free-for-all, and that their coworkers won’t suddenly hop on a plane to Italy, leaving them with extra work.
  1. Culture-Specific Perks

The idea:

In an attempt to get your team to socialize, you allow your staff to finish early on Fridays and head over to the local bar where their first drink is on you!

Why they don’t work:

The problem with perks is that unless they can be enjoyed by the entire team, some might not consider them to be perks. In fact, some people may even resent the implication that they should be grateful for something that they neither benefit nor derive any pleasure from.

Things like after-work drinking can be great fun, and many workplace friendships have been born over a cold beer. But they’re not fun for everyone. Due to any number of circumstances precluding them from taking part, staff could feel discriminated against if the company mandates participation.

Making them work:

Just like with the games rooms and company trips mentioned earlier, it can be difficult to please your entire team with a single reward.

Few employees will begrudge a new parent their extended leave or subsidized childcare, but when perks favor only particular individuals, it can create tension.

The simple solution is to ensure that you have enough unique perks to ensure your employees are rewarded in a way that personally resonates with them. You should also ensure that none of the perks you offer inadvertently isolate or exclude certain individuals.

Events such as after-work drinks should never be actively discouraged, but management should try and encourage rewards and events that benefit everyone.

  1. ‘Life-on-Site’ Perks

The idea:

You’ve gone full “Google,” providing employees everything from free meals to a mobile hair salon. With their annoying little chores taken care of, your staff are happier and more productive than ever before.

Why it doesn’t work:

You’d think that without having to worry about picking the kids up from daycare, making lunches in the morning, or running around the house to find a clean pair of pants, your team would be as happy as clams.

While true for some employees, others may interpret these perks as the company attempting to remove any need for employees to leave work.

Still have work to do, but need to get home to cook dinner? No problem; you can eat right here! Have laundry to do? Use our free laundromat! Now you have no excuse not to work!

Like unlimited leave, life-on-site perks like these can cause some staff to worry that by heading home to take care of their various chores instead of doing them at work, their boss or coworkers might not see them as team players.

How to make it work:

The key to successfully implementing perks of this kind is establishing reasonable limits as to the amount they are used. For example, if you have a laundromat, then issue staff with only enough tokens to make use of it when they need to, but aren’t forced to rely on it week in, week out. Similarly, if you’re providing staff with free meals, put barriers in place to stop people eating breakfast, lunch, and dinner at work every day of the week.

Finally, make it clear to your staff that these on-site facilities have been put in place to make their lives easier. They are not expected to make constant use of them or stay in the office any longer than necessary.

Perfecting Perks

It can be easy to misjudge how employees perceive workplace perks; when you’re trying to go the extra mile and do something nice for your team, you don’t expect them to resent you for it.

But choosing the right company perks for your business requires careful planning, and it’s important to consider any potential negatives, as well as the joy, your perks might bring.

Try to keep your own team’s wants and needs in mind when you’re looking for ways to reward them. That way, even if the perk you come up with isn’t the game changer you’d hoped for, your staff will still appreciate the fact that you’re trying to make their lives easier.

For more information regarding how to incentivize your employees, check out the blog post How to Incentivize the Modern Workforce.

Learn More Red CTA Button

 

 

About the Author
Phil Kendall
Philip Kendall is the digital marketing and social media executive at RotaCloud, a UK-based startup that provides cloud-based staff scheduling solutions for small and medium-sized businesses. A writer, blogger and lifelong tech nerd, Phil is never far away from a keyboard, and has worked as everything from a freelance food writer to managing a team of writers for a Tokyo-based news and entertainment site.

 

 

 

retain employees

4 Ways to Avoid the Dreaded High-Turnover Rate

The cost of employee turnover is outrageously high. When a company loses a salaried employee, it can cost anywhere from six to nine months’ worth of the departed employee’s salary to hire a replacement. This means that if an employee is being paid $40,000 a year, the cost of everything from recruiting to training expenses will be around $20,000 to $30,000. In addition to costing your company a fortune, it can discourage talented employees from joining your organization. High turnover is one of the major red flags job seekers look for when considering a new employment opportunity.

Here are four ways companies can step up their game and hold on to the talented employees they worked hard to acquire:

  1. Get Rid of Top-Down Management

Everything in the business world is evolving and the concept of management is not immune. Many of the old rules and practices no longer apply, and the lack of a modern workplace philosophy is forcing skilled workers to leave their current company and take their talent elsewhere. The top-down approach to leadership and ruling with an iron fist is no longer a popular way to run a business.

In today’s workplace, the term “collaborative leadership” is commonly cited as a strong approach to employee management. This concept emphasizes leading by example and focusing on both corporate and individual benefit. For instance, Jacob Morgan, author of The Future Of Work, explained in a Forbes article how AMP Bank in Sydney, Australia makes it a point to sit down with each employee to explain how new technologies and strategies can benefit both parties.

It’s important to realize the vital role management plays in the development of a company. Gallup estimates that managers account for 70 percent of the variance in employee engagement scores across business units. Great leadership is a crucial factor in retaining employees; it goes back to the famous saying that “people don’t leave jobs, they leave managers.”

  1. Learn What Millennials Want

By 2020, it’s estimated that nearly half of the workforce in the United States will be comprised of millennials. Therefore, it is crucial to determine what these younger employees want out of a company. Ask yourself the following questions:

Millennials are looking for more than just a job with a steady paycheck, they want careers in which they are engaged with their company’s goals, and can develop their professional skills. A 2014 survey conducted by the Harvard Business Review and The Energy Project found that employees are most engaged when these four core needs are being met:

  • Value – Being cared for by their supervisor
  • Purpose – Finding significance in their work
  • Focus – Prioritizing
  • Renewal – Ability to take needed breaks

Regardless of the age of the employee, there is nothing worse than being stuck at a job that isn’t motivating. Fostering employee engagement can be difficult. However, emphasizing honesty and transparency for both company and employee alike can be integral in obtaining uninhibited employee feedback to gauge the direction of your workforce and what motivates them.

  1. Promote a Culture of Innovation

Everyone wants to be involved in a cutting-edge organization. Companies that want to remain ahead of their competitors must do their best to promote this mindset both internally and externally. For starters, when you’re advertising a job opening, take a step back and examine what your company is doing differently than similar organizations. Once you have a firm answer, drive this idea home and showcase what your business is collectively bringing to the big picture compared to your competitors.

Based on your business, this can be a daunting task. But, regardless of what product or service you provide, there is always room for innovation. Take Michelin for example. Tires might not seem like an innovative product but the science behind how rubber interacts with the road is complex. To promote a company-wide innovative mindset, Michelin sponsors cross-functional hackathons and internal incubators where employees are free to take risks and come up with new ideas for the good of the company.

Making sure that innovation is a strong aspect of your culture can play an enormous role in keeping employees engaged and motivated.

  1. Recognize and Reward Employees

While this one might seem obvious, it is still accurate: everyone likes to know their hard work is being noticed. Great employees are hard to find, and even harder to keep. So when you notice colleagues going above and beyond the call of duty, it’s important to provide plenty of recognition and rewards to encourage repetition. Recognition is essential to employee engagement and The Corporate Leadership Council shared in a recent report that highly engaged employees are 87 percent less likely to leave the organization.

Events like company-sponsored happy hours or weekend getaways celebrating a strong quarter can go a long way in demonstrating to employees how much their work means to an organization. Going beyond these types of “job well done” gestures, making sure top performing employees are appropriately compensated is the most important factor in employee retention.

To address this, you can try setting up recognition and rewards programs that encourages daily praises and constant appreciation. Or consider implementing programs within the workplace that are transparent when it comes to pay raising goals, such as merit-based pay structures. Just be sure to set goals at a level in which employees will need to put their best foot forward, while remaining reasonably attainable.

Talented workers tend to know their worth. If you are not paying them appropriately, they will have no problem finding an organization that will.

Over to You

Retaining high performing employees in the current business climate is very challenging, and with the many detrimental costs of employee turnover, your company’s bottom line could be adversely affected. If your turnover rate is higher than you would like, it might be time to take a close look at day-to-day operations and find the root cause as to why people are so willing to leave your organization. Sometimes, it is a simple fix. Other times, a complete organizational reinvention is needed to ensure the external perception of your organization matches the internal. At the end of the day, a company that focuses on engaging their employees, whether through strong leadership, culture, recognition, or rewards is on the right track to reducing turnover.

To learn more about employee turnover, check out the blog post How to Spot Who’s Going to Quit Next.

Learn More Red CTA Button

 

 

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.

 

Recognition: The MVP of Employee Engagement

No longer a specialist relief pitcher called in to face a tough hitter, or a rarely used bench player padding stats in garbage time, employee recognition has become a widely recognized superstar when it comes to driving employee engagement. And with only 41% of employees recognized at their desired frequency, and 60% feeling their managers don’t recognize them in the moment, a huge opportunity exists for your business to leverage recognition to engage your employees.

While there are a variety of ways to help create an engaged workforce, many experts, including AON Hewitt and the Harvard Business Review, believe that recognition is the most important pillar of any employee engagement program. As Meghan M. Biro states in her new eBook Recognition Culture: The MVP of Employee Experience, “Be it bonuses, awards, rewards, a virtual gold star, or a simple shout out on social media, fostering a culture of recognition drives higher levels of engagement, which translates into improved performance and better results.”

With the shifting dynamics and demographics in the contemporary workplace (millennials now outnumber baby boomers and the economy is reaching “full employment”) there is a greater emphasis on the individual. Accordingly, employee recognition should follow suit and be relevant to the person receiving it.

Gone are the days of the monolithic approach to recognition, in which employees were only recognized once a year during a performance review, with little news of their accomplishments reaching the greater organization or even worse, once every five or ten years with a “Years of Service” award. Replacing this approach with one focused on recognizing and rewarding people frequently with meaning and specificity has become critical in creating a true culture of employee recognition. And it follows that the more frequent the recognition the higher the employee engagement.

The Impact of Recognition: Is It Real?

Recognition as a philosophy is one thing, but does it have quantifiable value when put into practice? Horizon Blue Shield Blue Cross of New Jersey thinks so. In 2013, they implemented their Step It Up employee recognition program (hosted on Achievers recognition and engagement platform) across their four business locations in the hopes of increasing employee engagement. By year’s end, 90% of employees had joined the platform, with executives leading the way by being amongst the most active users. All of this activity contributed to:

  • 6 percent increase in its overall engagement scores
  • 14 percent improvement in engagement survey results related to recognition
  • 97 percent activation rate for its Step It Up Employee Recognition Program

The Step It Up program is still in frequent use today, with executives continuing to lead the recognition charge.

What You’ll Learn

Instituting a company-wide recognition program that encourages frequent peer-to-peer recognition regardless of title or department can be a game changer. In her new eBook, Meghan M. Biro provides the reasons why employee recognition is the most valuable tool for creating a culture of engagement and explains how tying recognition to core company values can ensure repetition through reinforcement – and have a positive impact on key business metrics including productivity, innovation, retention, and customer satisfaction.

If any of these business objectives mentioned are important to you, then it is time to consider implementing a strategic recognition program. But what should you look for when deciding on the best platform for it? To find out the answer to that question and more, download Meghan M. Biro’s latest eBook Recognition Culture: The MVP of Employee Engagement.

ebook CTA Blog Button

About the Author

Iain FerreiraIain Ferreira is the Content Marketing Manager at Achievers. He lives in San Francisco. You can view his Linkedin profile here.

 

 

 

 

Employee Evaluations

5 Elements of a Healthy Performance Review Process

Before you start defining the elements of a healthy performance review process, it’s worth investigating how or where your process went wrong. Historically, performance reviews were created with the best of intentions and remained unchanged for centuries.

The idea that people are motivated by knowing where they stand within an organization gave birth to the “rank and yank” method of ranking employees into top, average, and poor performing tiers (and eliminating those at the bottom). This was popularized by Jack Welch, former CEO and Chairman of General Electric (1980-2001).

As with many common business practices, the millennial generation is challenging the way performance reviews work. Not only have forced ranking and merit-based raises been found ineffective, leaders and human resources professionals have reported performance reviews to be a significant waste of time.

While performance management is sometimes a necessary evil, thankfully, the delivery system and the value it provides is trending in a healthier direction. Let’s have a look at five elements of a healthy performance review process.

1. Regularity

The traditional performance review that takes place once or twice a year tends to be an anxiety-inducing event in which employees are sometimes blindsided by their supervisor’s perception of their performance. To be effective, performance feedback should be delivered on a regularly scheduled basis so it becomes less stressful and includes more than an overview of how they have performed over the last twelve months.

Employees will have a better chance to grow, improve, and possibly change their approach to work if they’re receiving timely, specific feedback rather than waiting several months to a year after the fact to hear about their performance.

2. A Strong Focus on Goals

A healthy performance review process includes more than just feedback, it’s a great opportunity to establish goals and expectations. This is another reason the review process should be done more regularly. As soon as current goals are met or exceeded, you can put new ones in place, rather than waiting until a formal review to adjust strategy. This will help keep your team members from growing bored or frustrated and keep them focused on imperative business objectives.

Meeting to discuss an employee’s performance, as well as their goals, helps you as a leader understand the direction they’re heading and how you can guide them, as well as how you can align their strengths and interests toward the shared goals of your team. If you have a learning management system in place, you can also pair some of these performance goals with specific learning or training objectives and track progress in real time.

3. Two-Way Conversations

“Talking at,” your employees can make them feel intimidated, or worse, annoyed. The lack of two-way communication is one of the many reasons the traditional performance review is ineffective — more than anything, the employee just wants it to end as they might be feeling belittled, unimportant, or unheard.

Instead, use the designated review time to have a two-way conversation. Spend time discussing how your employee feels about their own performance and how they feel about your performance as a leader. Ask for their thoughts on the company’s current mission and goals. Encourage them to be decisive, and solicit their ideas. Where possible, put what they tell you into action, so they know that your interest in their opinion isn’t perfunctory. This method of communication is more aligned with the modern workforce; today’s employees, especially the millennial generation, prefer coaches to managers.

4. Balanced Feedback

You already know that going into a performance review with only negative feedback can discourage an employee from making the corrective behavior necessary to get on track. A poor performer still needs to understand how their skills are valuable to the organization, the areas they are making strides in, and where you see potential for improvement.

Similarly, providing only positive feedback (even to an outstanding performer) isn’t helpful either. A healthy review should balance both positive and negative feedback. Growth only comes from pushing people past what they thought they were capable of, and an ambitious employee will look for a manager willing to do just that. Your job as a leader is to do the pushing; by acknowledging areas of improvement, and establishing new goals.

5. Performance-Based Incentives

A system of goals and evaluation criteria is a step in the right direction if you’re hoping to boost performance. But your employees will never feel intrinsically motivated to improve unless there is some benefit or reward tied to success. If they know the only reward for above-average work is the approval of their manager, you won’t see much growth.

Make sure your performance reviews are connected to a tangible reward or incentive for each employee. How you reward the employee should be individualized, and is dependent on available budget, but it could be anything from a restaurant gift card to a quarterly bonus, or even a permanent raise for the highest performing employees. Don’t let your most valuable employees feel unappreciated, demonstrate their value to them with tangible assets–verbal affirmation is nice, but it doesn’t pay the electric bill.

When you do away with forced rankings and outdated goals and start having meaningful conversations with your team, you can soften the cutthroat atmosphere at work and engage your employees as individuals. This in turn will create a culture of trust, allowing for constructive criticism and healthy performance reviews that include regular, balanced feedback, goal-setting, and an opportunity for a two-way conversation. Furthermore, a healthy review process tied to measurable incentives will not only result in higher performance, but happier employees as well.

To learn more, check out 6 Tips to Tackle Performance Reviews for Managers and Employees.

Learn More Red CTA Button

 

 

About the Author
Jessica Barrett Halcom is a writer for TechnologyAdvice.com, with specializations in human resources, healthcare, and transportation. She holds a bachelor’s degree from the University of Wisconsin, Green Bay and currently lives in Nashville, TN.